Laporan Tahunan 2014

www.pertamina-epcepu.
com
Laporan Tahunan 2014 Annual Report PT Pertamina EP Cepu
PEPC semakin menunjukkan kualitas dan kapabilitas

sebagai partner Exxon Mobil Cepu Limited untuk mengelola
Blok Cepu. PEPC memberikan ide-ide terobosan yang sangat
inovatif untuk meningkatkan produksi minyak dan gas
Indonesia sebagai penyokong masa depan. Projek Banyu
Urip merupakan target utama dalam waktu dekat sebagai
tulang punggung produksi minyak nasional melalui fasilitas
produksi dengan teknologi yang termutakhir.
PEPC increasingly shows its quality and capability as a

partner for Exxon Mobil Cepu Limited in the management
of Cepu Block. PEPC contributes innovative ideas for the
breakthrough in improving Indonesian oil and gas production
as supporter in the future. Banyu Urip Project is a shortterm main target as the backbone of national oil production
from the facilities of the latest technology.
PEPC melihat potensi untuk meningkatkan produksi, dengan

ide-ide yang inovatif PEPC berhasil mengembangkan
fasilitas produksi sementara melalui Program Early Oil
Expansion (EOE). Program EOE dilakukan dengan mulai
memproduksi 3 (tiga) sumur minyak baru dari Well Pad C
Banyu Urip. Fluida dari sumur produksi tersebut diproses
menggunakan unit fasilitas produksi yang disewa dari pihak
ketiga. Fasilitas produksi tersebut dapat memproses fluida
sumur hingga menghasilkan kualitas minyak sesuai dengan
spesifikasi yang dipersyaratkan oleh buyer sebagaimana
tertuang dalam Crude Sale Agreement (CSA). EOE mulai
diproduksikan pada tanggal 23 Oktober 2014 sebesar 2.000
BOPD dan secara bertahap terus ditingkatkan hingga
mencapai 10.000 BOPD pada tanggal 30 Oktober 2014.
Peningkatan produksi melalui EOE ini diharapkan dapat
memberikan peningkatan pendapatan kepada Pertamina
sebesar US$13.5 juta per bulan (45% PEPC Share).
PEPC sees a potential in improving production, with

innovative ideas PEPC has managed to develop temporary
production facility using Early Oil Expansion (EOE) program.
The program is initiated with the production of three new
oil wells from Well Pad C Banyu Urip. Fluids from the
production wells are then processed using the production
facility unit rented from third party. The production facility
processes fluids from the wells and resulted in oil with the
quality meeting the specifications required by buyers as
established in the Crude Sale Agreement (CSA). EOE has
started its production on October 23, 2014 amounting to
2,000 BOPD which gradually increased to 10,000 BOPD on
October 30, 2014. The improvement in production by EOE
is expected to contribute to increased revenue of Pertamina
at US$13.5 million per month (45% of PEPC share).
PEPC telah berhasil membuat standar acuan perancangan

teknis dan operasional yang akan menjadi salah satu role
model anak perusahaan hulu Pertamina. Bahkan untuk
proyek pengembangan Lapangan Gas unitisasi JambaranTiung Biru PEPC yang saat ini sudah memasuki fase Front
End Engineering Design (FEED).
PEPC managed to create reference standards for operational

and technical designing which becomes a role model of
Pertamina upstream subsidiary, for Jambaran-TiungBiru
Gas Field development project, PEPC currently enters the
Front End Engineering Desain (FEED) stage.
Dalam menjalankan operasi bisnisnya PEPC selalu

menjunjung tinggi prinsip tata kelola perusahaan yang baik,
taat pada standar dan prosedur yang ditetapkan,
bekerjasama secara harmonis dengan pemangku
kepentingan, serta konsisten dalam menjaga kelestarian
alam.
In running its business operations PEPC constantly upholds

good corporate governance principle, complies with
applicable standards and procedures, harmoniously
cooperates with stakeholders, and is consistent in preserving
the environment.
Dengan kekuatan sistem dan keandalan sumber daya

manusia yang dimiliki, PEPC terus menggali potensi-potensi
cadangan yang sudah dieksplorasi maupun yang belum
di area Blok Cepu yang menjadi harapan masa depan PEPC,
Pertamina dan Negara.
With powerful system and reliable human resources, PEPC

continues to excavate the potential reserves that are either
currently in exploration or undiscovered in Cepu Block area
as future expectation for PEPC, Pertamina, and the State.
PEPC telah berhasil menginisiasi relinquishment struktur

Alas Dara Kemuning dari WKP Blok Cepu. Keberhasilan ini
disambut baik oleh PT Pertamina (Persero) dengan
membentuk anak perusahaan baru yaitu PT PEPC ADK
yang menjadi Operator di Blok ADK.
PEPC also managed to initiate Alas Dara Kemuning Block

relinquishment from the Cepu Block Mining Work Area. The
achievement is welcomed by Pertamina (Persero) with the
establishment of a new subsidiary, the PEPC ADK which
currently acts as the Alas Dara Kemuning Block Operator.
KESINAMBUNGAN TEMA
THEME CONTINUITY
2014
Mempertajam
Masa Depan
Sharpening
The Future
2012
Membangun
Pondasi untuk
Pertumbuhan
Masa Depan
yang Agresif
Building
Foundation for
an Aggressive
Future Growth
2013
Bergerak
Melampaui Batas
Moving Beyond
Boundaries
2011
Menghadirkan
Nilai-Nilai
Kelas Dunia
Delivering
World Class Value
Pendahuluan Introduction
P
I
1
2
Produksi kumulatif sebesar 44 juta Bbls (20,1 juta Bbls PEPC Share)
Optimalisasi Cost Recovery. Persetujuan SKK Migas atas penambahan 107 (seratus tujuh) Tata Kelola Individual dan
alokasi pembebanan biaya (cost recovery) untuk posisi Direktur Utama PEPC sebesar 50%:50% dan Posisi Direktur
Bisnis Support sebesar 30%:70% | Cost Recovery optimization. SKK Migas approval on additional 107 (one hundred and seven)
4
5
6
7
8
9
10
11
12
13
14
Cumulative production of 44 million Bbls (20.1 million Bbls of PEPC Share)
Mempertahankan Opini Audit "Wajar Tanpa Pengecualian" (Unqualified Opinion)

Maintaining Audit's Unqualified Opinion
Individual Work Procedure and cost recovery allocation for PEPC President Director at 50%:50% and Business Support Director at
30%:70%
Peningkatan kinerja operasional penyaluran Minyak Mentah Banyu Urip melalui pipa BOO PT Geo Putera Perkasa
Improved operational performance of Banyu Urip crude oil distribution through PT Geo Putera Perkasa BOO pipelines
Perolehan perijinan perlintasan sebidang rel kereta api dari KAI untuk akses Rig ke Lapangan Kedung Keris
Obtaining railroad crossings permission from KAI for Rig access to KedungKeris Field
Penandatanganan Kontrak Front End Engineering Design (FEED) untuk EPC-A : Gas Processing Facility, dengan Konsorsium
PT Singgar Mulia & PT Fluor Daniel Indonesia | Front End Engineering Design (FEED) contract signing for the EPC-A: Gas
Processing Facility, with PT SinggarMulia& PT Fluor Daniel Indonesia Consortium
Pelaksanaan POD Banyu Urip senilai US$ 3,58 Milyar (Ref. Surat No. 5997/11/MEM/2009, tanggal
31 Desember 2009) | Banyu Urip POD implementation amounting to US$ 3.58 billion (Ref. Letter No. 5997/11/MEM/2009,
dated December 31, 2009)
Sebagai Operator Pelaksana Proyek Pengembangan Lapangan Unitisasi Jambaran - Tiung Biru dengan nilai investasi
sebesar US$ 2,429 milyar (CAPEX) | Acting as Jambaran-TiungBiru Unitization Field Development Project Operator with
investment value amounting to US$ 2.429 billion (CAPEX)
Mendapatkan alokasi Gas Bumi sebesar 100 MMSCFD dari Lapangan Gas Bumi Jambaran - Tiung Biru kepada
PT Pertamina (Persero) | Obtaining Natural Gas allocation amounting to 100 MMSCFD from Jambaran-Tiung Biru Natural Gas
Field to PT Pertamina (Persero)
Mendapatkan lapangan Alas Dara dan lapangan Kemuning (ADK) dari EMCL melalui relinquishment yang dikelola oleh
PT PEPC - ADK | Acquiring Alas Dara and Kemuning Fields (ADK) from EMCL through relinquishment managed by PT PEPC - ADK
Penugasan dari Dirut PT Pertamina (Persero) kepada Dirut PEPC untuk mengawasi pengelolaan secara operasional
lapangan ADK oleh PT PEPC - ADK | Assignment delegation by PT Pertamina (Persero) President Director to PEPC President
Director to oversee ADK field operation management by PT PEPC - ADK
Sebagai area peninjauan dan site visit para investor Pertamina dalam rangka Pertamina Bondholder day 2014
As review area and site visit for Pertamina investors in Pertamina Bondholder day 2014
Penyelesaian laporan keuangan tahun buku 2014 lebih cepat 10 hari dari yang ditargetkan
Completing the Financial Statements of fiscal year 2014 at 10 days ahead of the targeted time
Realisasi dan implementasi bagi hasil PEPC dari semula 85:15 menjadi 60:40 yang telah disetujui KESDM dan
SKKMIGAS melalui side-contract | PEPC revenue sharing realization and implementation from 85:15 to 60:40, that has been
approved by the Ministry of Energy and Mineral Resources and SKKMIGAS through side-contract
Gambar 1.1. Strategi PEPC Menuju Asian Energy Champion 2025 Figures 1.1. PEPC Strategies toward Asian Energy Champion 2025
Upaya menjadi Operator Lapangan Kedung

Keris (KK) dengan skema Dual Operator.
Target proyek ini adalah percepatan
pengembangan & produksi 20,000 BOPD
dari lapangan Kedung Keris
The effort to be Kedung Keris (KK) Field
Operator with Dual Operator scheme.
The project targets the development
and production acceleration
of 20,000 BOPD from
Kedung Keris Field
Pengawas Kegiatan MIGAS

di Lapangan ADK
Supervisory of Oil and Gas Activities
in the ADK Field
STRATEGI PEPC MENUJU

ASIAN ENERGY CHAMPION 2025
PEPC STRATEGIES TOWARD

ASIAN ENERGY CHAMPION 2025
Upaya percepatan
pengembangan Alas Tua West
(ATW) dan Alas Tua East (ATE)
dengan memanfaatkan fasilitas
Gas Plant Jambaran-Tiung Biru
Acceleration of Alas Tua West
(ATW) and Alas Tua East (ATE)
development using JambaranTiung Biru Gas Plant facility
Guna menyokong Pertamina menuju Asian Energy

Champion di tahun 2025, PEPC melaksanakan
berbagai langkah strategis dan juga senantiasa
melakukan pembenahan dan perbaikan baik internal
maupun eksternal. Langkah-langkah perbaikan
secara sistematis, terarah dan berkesinambungan
mulai dari proses bisnis sampai pada peningkatan
kemampuan SDM yang professional dan berkelas
dunia.
Perencanaan program EOR Banyu

Urip di tahun 2025 mendatang
EOR Banyu Urip program planning
for 2025
Upaya mempercepat pemboran

eksplorasi struktur Giyanti (GYT),
Pilang (PLG), Kalisari (KL)
Acceleration of Giyanti (GYT),
Pilang (PLG), Kalisari (KL)
structures exploration drilling
To support Pertamina towards becoming an Asian

Energy Champion in 2025, PEPC implements
strategic measures and also constantly conducts
improvements both internally and externally. These
systematic, directed, and simultaneous improvement
measures start from business process to the
improvement of professional and world-class human
resource capability.
SEKILAS KINERJA DAN PENCAPAIAN PENTING TAHUN 2014

OVERVIEW OF PERFORMANCE AND KEY ACHIEVEMENTS IN 2014
Grafik 1.1. Pendapatan Usaha
Grafik 1.2. Laba Bersih
Chart 1.1. Operating Revenues
Chart 1.2. Net Profit
Peningkatan
Pendapatan Usaha
PEPC di tahun 2014
mencapai 69%
PEPC Operating
Revenues in 2014
has increased by
69%
2012
2013
2014
Peningkatan Laba
Bersih di tahun 2014
mencapai 234%
Increased Operating
Profit by 234% in
2014
2012
Grafik 1.3. Kewajiban Usaha
2013
2014
Grafik 1.4. Jumlah Aktiva
Chart 1.3. Operating Liabilities
Chart 1.4. Total Assets
Kewajiban usaha
PEPC di tahun 2014
meningkat 38%
PEPC Operating
Liabilities in 2014
has increased by
38%
2012
2013
2014
Grafik 1.5. Rata-rata Produksi

Per Tahun
Chart 1.5. Average Production Per Year
2012
2013
Jumlah Aktiva PEPC

di tahun 2014
kenaikannya
mencapai 44%
Total PEPC Assets
in 2014 has
increased by 44%
2012
Pertumbuhan
produksi minyak
di tahun 2014
mencapai 17% yang
diperoleh dari Early
Oil Expansion (EOE)
Oil production
growth in 2014
reached 17% which
was obtained from
the Early Oil
Expansion (EOE)
2014
2014
Grafik 1.6. Rata-rata Pertumbuhan

Penjualan ke PT Pertamina
(Persero) (Bbls)
Chart 1.6. Average Sales Growth to
Pertamina (Persero) (Bbls)
2012
Grafik 1.7. Rata-rata Pertumbuhan

Penjualan ke PT TWU (Bbls)
2013
2013
2014
Grafik 1.8. Jumlah Pekerja
Chart 1.8. Number of Employees
Chart 1.7. Average Sales Growth to

TWU (Bbls)
Pertumbuhan
penjualan gas ke
TWU di tahun 2014
mencapai 60%
Gas sales growth to
TWU in 2014 has
reached 60%
2012
2013
2014
Pertumbuhan
penjualan minyak
ke Pertamina
di tahun 2014
menurun 3,3%
Oil sales to
Pertamina (Persero)
in 2014 has
decreased by 3.3%
Jumlah Pegawai
PEPC di tahun 2014
kenaikannya
mencapai 7%
Total PEPC
Employees in 2014
has increased by 7%
2012
2013
2014
MEWUJUDKAN OPERASI YANG AMAN, ANDAL DAN EFISIEN
DELIVERING SAFE, RELIABLE, AND EFFICIENT OPERATIONS
Kami menyadari adanya potensi risiko bahaya dalam

pelaksanaan pekerjaan seperti kebakaran, ledakan,
kecelakaan kerja, penyakit akibat kerja dan pencemaran
lingkungan. Hal ini mendasari kami untuk mengelola aspek
Health, Security, Safety and Environment (HSSE) semaksimal
mungkin untuk mewujudkan operasi yang aman, andal dan
efisien guna mendukung visi dan misi Perusahaan.
We realize the potential risks in the implementation of the

operations, such as fire, explosion, occupational accidents,
occupational diseases, and environmental pollution. These
are the reasons for us to optimally manage Health, Security,
Safety, and Environment (HSSE) aspect to realize safe,
reliable, and efficient operations to support Corporate vision
and mission.
Untuk itu kami senantiasa mengutamakan aspek Health,

Security, Safety and Environment (HSSE) dengan standar
yang unggul dan melaksanaan kegiatan Operasi Perseroan
tanpa Kecelakaan Kerja (TRIR & NOA = 0). Pada tahun
2014 kami berhasil memperoleh Penghargaan Kecelakaan
Nihil (2.914.905 Jam Kerja Aman)pada bidang
Pertambangan Minyak dan Gas Bumi untuk Tingkat
Nasional periode Tahun 2014, upaya ini membuktikan
bahwa kami sebagai perusahaan yang berhasil mengelola
HSSE.
Therefore we constantly prioritize the Health, Security,

Safety, and Environment (HSSE) aspect with an excellent
standard and implementation of Company Operations
without Occupational Accidents (TRIR & NOA = 0). In 2014
we won the Zero Accident (2,914,905 Safe Work Hours)
Award in Oil and Natural Gas Mining category at the National
Level. The effort shows our successful accomplishment in
the HSSE management.
Disamping itu kami juga kami meraih penghargaan sebagai

The Best Upstream HSSE and Housekeeping Standard 2014
untuk Rig Vinct 02 Nglobo sebagai Unit Kerja Terbaik yang
merupakan keberhasilan transformasi Anak Perusahaan
maupun Asset di sektor Hulu untuk mendukung peningkatan
nilai produksi Pertamina.
We also received The Best Upstream HSSE and

Housekeeping Standard 2014 for Rig Vinct 02 Nglobo as
the Best Work Unit which is evidence of the success of
Subsidiary transformation as well as Asset in the Upstream
sector to support the improvement of Pertamina production
value.
KOMITMEN KAMI TERHADAP MANAJEMEN MUTU

OUR COMMITMENT TO QUALITY MANAGEMENT
Kami terus meningkatkan penerapan

prinsip-prinsip manajemen mutu untuk
mendorong tercapainya operasional yang
terbaik yang akan menghasilkan kemitraan
dengan World Class Company sehingga
memberikan nilai tambah lebih kepada para
stakeholders terutama pemegang saham,
pelanggan, pekerja dan masyarakat luas.
We always develop the implementation of

quality management principles to support
the achievement of the best operation
which will result in partnership with WorldClass Company hence providing added
value to stakeholders, particularly
shareholders, customers, and the
community at large.
Dan sejalan dengan pertumbuhan bisnis

Perusahaan, kami berupaya terus menerus
melakukan akselerasi untuk menjadi Great
Oil Company di Indonesia. Upaya yang telah
dilakukan mengantarkan kami
mendapatkan Penghargaan Juara Umum
untuk Kategori P er ta mina Qu al ity
Assessment (PQA) 2014.
Along with Company's business growth we

continuously conduct the effort of
acceleration to become a Great Oil
Company in Indonesia. Our effort has
resulted in our achievement to become the
Overall Champion for Pertamina Quality
Assessment (PQA) category in 2014.
Melalui Fungsi Quality Management kami

melakukan penerapan Kebijakan
Manajemen Mutu secara komprehensif,
konsisten dan berkelanjutan. Implementasi
CIP yang konsisten untuk meningkatkan
kualitas produk telah mengantarkan PEPC
meraih Peringkat ke-2 di tingkat nasional
pada Forum Continuous Improvement
Pr og ram ( CI P) pa da ta hun 2014.
Handled by the Quality Management

Function we implement comprehensive,
consistent, and sustainable Quality
Management Policy. Consistent Continuous
Improvement Program (CIP) to improve
product quality places PEPC as 2nd Winner
at national level in the CIP Forum in 2014.
Selain itu kami juga senantiasa melakukan

identifikasi data kapabilitas dan kapasitas
Pekerja yang dikelola dalam Sistem
Manajemen Kinerja dan & Sistem Tata
Kerja (STK) yang di review dan dimonitor
secara berkala.
We also constantly identify Employee

capability and capacity data managed
through Performance Management System
and Work Procedure System that are
reviewed and monitored on a regular basis.
Kami telah melaksanakan kegiatan Forum

Sharing Knowledge Management (KOMET)
sebanyak 25 kali sebagai upaya mengelola
Inovasi dan Penyempurnaan secara
sistematis dengan meningkatkan budaya
berbagi pengetahuan, baik melalui kegiatan
tatap muka (off-line) maupun dengan
memanfaatkan teknologi informasi
(on-line).
We have held 25 sessions of Knowledge

Sharing Management (KOMET) Forum as
an effort in managing the Innovations and
Improvements systematically by fostering
knowledge-sharing culture, both by offline
and online methods.
Juara Umum Pertamina

Quality Assessment (PQA)
Pertamina Quality Assessment
(PQA) Overall Champion
PEPC meraih Peringkat ke-2

tingkat nasional pada Forum
Continuous Improvement
Program (CIP)
2nd Winner at national level
in Continuous Improvement
Program (CIP)
Review dan Monitoring Sistem

Manajemen (SM) & Sistem
Tata Kerja (STK)
Management System and
Work Procedure System
Review and Monitoring
PEPC melaksanakan Forum

Knowledge Management
(KOMET) sebanyak 25 kali
25 Sessions of KnowledgeSharing Management (KOMET)
Forum
PENCAPAIAN TARGET PRODUKSI

BAGIAN DARI EKSISTENSI KAMI
PRODUCTION TARGET ACHIEVEMENT

AS PART OF OUR EXISTENCE
Cadangan migas merupakan basis dari

strategi PEPC. PEPC menyadari
cadangan yang ada akan terus
berkurang, oleh karena itu PEPC secara
aktif melakukan eksplorasi untuk
menemukan sumberdaya migas yang
baru serta berusaha untuk melakukan
program inovasi dalam meningkatkan
cadangan migas. Kami meyakini tanpa
pengetahuan dan keahlian yang baik
dalam aspek subsurface, rencana bisnis
Perusahaan dapat mengalami salah
arah. Oleh karenanya PEPC terus
melakukan estimasi atas besar
cadangan migas sesuai dengan kaidah
best engineering practice.
Oil and gas reserves are the basis of

PEPC strategies. PEPC is fully aware of
the continuously declining reserves.
Therefore PEPC needs to actively
conduct the exploration to find new oil
and gas resources in addition to
implementing innovation program in
increasing oil and gas reserves. We
believe that without excellent knowledge
and expertise in subsurface aspect, the
Company's business plan may go
astray. Therefore PEPC continues to
estimate the size of oil and gas reserves
in accordance with the best engineering
practice principle.
PEPC berkomitmen untuk terus

melanjutkan kinerja yang sehat
sekaligus pertumbuhan yang
berkelanjutan. Ditengah defisit dan
kesulitan akan kebutuhan energi
nasional, PEPC mempersiapkan
langkah strategis untuk memperkuat
keamanan pasokan minyak bagi
pemanfaatan domestik. Bersama
dukungan seluruh stakeholders, PEPC
mampu menaikkan produksinya
sebesar 10.000 BOPD yang sebelumnya
berproduksi dari 30,000 BOPD menjadi
40,000 BOPD melalui Program Early
Production Facility (EPF) dan Early Oil
Expansion (EOE).
PEPC is committed to continue running

a sound performance in addition to
sustainable growth. Amidst the deficit
and challenges in national energy
demands, PEPC prepares strategic
measures in strengthening oil supply
security for domestic consumption.
With supports from all stakeholders,
PEPC is capable of increasing its
production by 10,000 BOPD, from
30,000 BOPD to 40,000 BOPD through
the Early Production Facility (EPF) and
Early Oil Expansion (EOE) Programs.
Grafik 1.9 Produksi dan Penjualan

Minyak Mentah Lapangan Banyu
Urip Januari - Desember 2014
Chart 1.9 Banyu Urip Crude Oil
Production and Sales January December 2014
60,000
50,000
40,000
Sales to Pertamina
Sales to TWU
Gambar 1.2 Pencapaian Produksi PEPC

Figures 1.2 Production Achievement PEPC
23 OKTOBER 2014
OCTOBER 23, 2014
Peningkatan Produksi
menjadi 40 KBD
Production increase to
40 KBD
4 JUNI 2014
JUNE 4, 2014
menjadi >29 KBD
Production increase to
>29 KBD
10 MEI 2014
MAY 10, 2014
Shutdown Maintenance EPF

(Membrane replacement,
Booster Pump Installation,
Install 2 fuel Gas HP
Compressor)
EPF Shutdown Maintenance
(Membrane replacement,
Booster Pump Installation,
2 fuel Gas HP Compressor
Installation)
16 FEBRUARI 2014
FEBRUARY 16, 2014
menjadi 29 KBD
Production Increase
to 29 KBD
RKAP (100%
PSC Share)
41,413 bopd YTD
average
RKAP 45% PEPC SHARE

RKAP 100% PSC SHARE
PEPC SHARE (45%)
WPB-FO not approved by

Government and replaced by
Early Oil Expansion (EOE)
Program
RKAP 45% REVISION PROPOSAL

EOE Start Up,

Avg 10 KBD
RKAP Revision Proposal (100% PSC Share)

28,000 bopd YTD average
30,000
20,000
FSO Cinta Natomas

mooring chain broken
by bad weather
EPF Prod inc.

to 30 kBD
10,000
0
Jan-14
EPF Maintenance &

Upgrading
Feb-14
Mar-14
Apr-14
May-14
Jun-14
Jul-14
Aug-14
Sep-14
Oct-14
Nov-14
Dec-14
2014 RKAP (45% PEPC Share) = 18,636 BOPD | 2014 RKAP Revision Proposal (45% PEPC Share) = 12,600 BOPD
Actual Average 2014 = 30,735 BOPD (45% PEPC Share 13,831 BOPD)
KONSISTEN PADA
TATA KELOLA PERUSAHAAN
CONSISTENCY IN CORPORATE GOVERNANCE
Kami percaya bahwa tata kelola perusahaan yang

baik adalah keputusan bisnis yang tepat. Oleh
karenanya kami berupaya menangani tata kelola
perusahaan dengan serius. Sebagai perusahaan
yang bergerak di bidang industri migas, kami
berupaya melakukan bisnis dengan baik, melakukan
tindakan dengan benar serta menjunjung tinggi
perilaku transparan, konsisten, fair dan bertanggung
jawab. Kami yakin dengan tata kelola perusahaan
yang baik akan mendapatkan manfaat lebih besar
untuk kelangsungan bisnis perusahaan dalam jangka
panjang.
We believe that good corporate governance is the

right business decision. Therefore we are trying to
address the corporate governance earnestly. As a
Company engaging in oil and gas industry, we seek
to conduct the business appropriately, act properly,
and uphold transparent, consistent, fair, and
responsible behaviors. We believe that good
corporate governance will bring greater benefit for
Company's' business continuity in the long run.
Untuk itu kami berkomitmen untuk meningkatkan

tata kelola perusahaan yang lebih baik secara
berkelanjutan, dengan terus melakukan evaluasi
terkait implementasi GCG melalui pelaksanaan
asesmen secara berkala dan berupaya melakukan
improvement. Di tahun 2014, kami telah berupaya
mengimplementasikan berbagai program penguatan
infrastruktur kelembagaan serta penyempurnaan
soft structure GCG antara lain menyusun dan
menyempurnakan kebijakan dan prosedur
manajemen.
As a result, we are committed to realizing better

corporate governance continuously by conducting
evaluations to GCG implementation with routine
assessment and improvement efforts. In 2014 we
have strived to implement various institutional
infrastructure strengthening programs and GCG soft
structure improvement, among other by preparing
and enhancing managerial policy and procedures.
10
Gambar 1.3. Infrastuktur GCG Figures 1.3. GCG Infrastructure
Kewajiban
Pelaporan melalui
Compliance Online
System
Reporting Obligation
via Compliance
Online System
Pelaporan Harta
Kekayaan bagi
Penyelenggara
Negara (LHKPN)
Wealth Reporting
for State Officials
Kebijakan
Whistle Blowing
System (WBS)
Whistleblowing
System (WBS)
Policy
Board
Manual
Code of
Corporate
Governance
(COCG)
CORPORATE
GOVERNANCE
INFRASTRUCTURE
Code of
Conduct
(COC)
Kebijakan
Benturan
Kepentingan
Conflict of Interest
Policy
Kebijakan
Gratifikasi
Gratification
Policy
Gambar 1.4. Skor Penilaian GCG Figures 1.4. Assessment GCG Score
Komitmen
Terhadap Penerapan
Tata Kelola Perusahaan
yang Baik Secara
Skor
Berkelanjutan.
Score
Commitment to
6,588
Sustainable Good
Corporate Governance
Implementation
Pemegang Saham
dan RUPS/Pemilik
Modal
Shareholders and
GMS/Capital Owner
Aspek Lainnya
Other Aspects
Skor
Score
0,000
Skor
Score
7,770
ASSESSMENT
GCG TAHUN 2014
GCG ASSESSMENT
OF 2014
SCORE 77,568
Skor
Score
7,103
Pengungkapan
Informasi dan
Transparansi
Disclosure of
Information and
Transparency
Dewan Komisaris/
Dewan Pengawas
Board of
Commissionerss/
Supervisory Board
Skor
Score
27,669
Direksi
Board of Directors
Skor
Score
28,438
KEPEDULIAN KAMI
UNTUK SELALU BERBAGI
OUR CONCERN TO ALWAYS SHARE
Kami percaya bahwa selain menghasilkan keuntungan yang optimal, kami juga
berkontribusi kepada komunitas di wilayah kami beroperasi. Oleh karena itu kami
bertekad untuk menjadi mitra dari komunitas dimana perusahaan berada dan bekerja
sama dengan mereka untuk mendapatkan hasil yang terbaik.
We believe that apart from yielding optimized profits, we also contribute to the community
surrounding our operation area. Therefore we are dedicated to serving as community's partner
where the company exists and cooperates with the community to get the best results.
Sebagai perusahaan yang mengelola sektor hulu minyak

dan gas, kami menyadari bahwa kesinambungan,
pertumbuhan, dan pencapaian kinerja Perusahaan sangat
ditentukan oleh hubungan jangka panjang yang harmonis
antara Perusahaan sebagai entitas bisnis dengan
masyarakat dan lingkungannya.
As a company managing oil and gas upstream sector, we

are fully aware that the continuity, growth, and achievement
of Company performance are highly determined by
harmonious long-term relationship between the Company
as a business entity and the community and the
environment.
Untuk itu kami berkomitmen untuk menjalankan kegiatan

operasi yang bertanggung jawab, melalui kegiatan Corporate
Social Responsibility (CSR) / Tanggung Jawab Sosial &
Lingkungan (TJSL). Kami berusaha berkontribusi dalam
meningkatkan pembangunan masyarakat secara
berkelanjutan dengan memberikan nilai tambah kepada
semua pemangku kepentingan dalam rangka mendukung
pertumbuhan perusahaan sehingga diharapkan dapat
semakin memperkuat reputasi, persepsi dan citra
Perusahaan dimasa mendatang.
Therefore we are committed to running responsible

operational activities via Corporate Social
Responsibility/Social and Environmental Responsibility
program. We strive to contribute to the improvement of
community development in a sustainable manner by
providing added value to stakeholders in order to support
Company growth. This, in the future, is expected to
strengthen the Company's reputation, perception, and
image.
Selama tahun 2014 kami telah menyalurkan Dana Program

Pemberdayaan Masyarakat sebesar Rp3.36 miliar melalui
berbagai kegiatan pemberdayaan masyarakat, melakukan
kegiatan Penanaman10.000 pohon bibit Trembesi dan
Kemiri Sunan dan penyaluran 50 Tangki Air Bersih dengan
Kapasitas 5000 Liter pada 12 Titik di Bojonegoro.
Throughout 2014 we have distributed Rp3,36 billion of

Community Development Program Funds for various
community development activities, the planting of 10,000
Trembessi seedlings and Kemiri Sunan, and installation of
50 Units of 5,000-liter capacity Clean Water Tanks at 12
points in Bojonegoro.
11
12
DAFTAR ISI
CONTENTS
I. PENDAHULUAN
INTRODUCTION
Tema dan Kesinambungan Tema
Theme and Continuity of Theme
Pencapaian Strategis PEPC Lainnya Tahun 2014

PEPC Strategic Other Achievements In 2014
Langkah Strategis PEPC Menuju

Asian Energy Champion 2025
PEPC Strategic Measures toward Asian
Energy Champion 2025
Sekilas Kinerja dan Pencapaian Penting

Tahun 2014
Overview of Performance and Key
Achievements in 2014
Mewujudkan Operasi yang Aman, Andal dan
Efisien Delivering Safe, Reliable, and Efficient
Operations
Komitmen Kami terhadap Manajemen Mutu
Our Commitment to Quality Management
Pencapaian Produksi Bagian dari Eksistensi
Kami Production Target Achievement
as Part of Our Existence
Konsisten pada Tata Kelola Perusahaan Consistency in Corporate Governance
Kepedulian Kami untuk Selalu Berbagi
Our Concern to Always Share
6
7
8
9
11
Daftar Isi Contents
12
Peristiwa Penting Tahun 2014

Significant Events in 2014
22
Penghargaan Tahun 2014

Awards and Certifications in 2014
27
IKHTISAR DATA KEUANGAN

DAN PRODUKSI
TAHUN 2012-2014
29
FINANCIAL AND PRODUCTION

HIGHLIGHTS OF 2012-2014
TANGGUNG JAWAB
LAPORAN TAHUNAN
TAHUN 2014
ANNUAL REPORT
ACCOUNTABILITY
34
II. LAPORAN KEPADA PEMEGANG SAHAM

DAN PEMANGKU KEPENTINGAN
36
REPORT TO SHAREHOLDERS AND STAKEHOLDERS

Laporan Tugas Pengawasan Dewan Komisaris
Report from the Board of Commissioners
38
Profil Dewan Komisaris Board of Commissioners Profile
46
Laporan Direksi Report from the Board of Directors
50
Profil Direksi Board of Directors Profile
62
III. PROFIL PERUSAHAAN
70
CORPORATE PROFILE
Identitas Perusahaan Corporate Identity
72
Sejarah Singkat Brief History
74
Visi Misi dan Nilai Perusahaan

Corporate Vision, Mission, and Values
84
Tujuan, Sasaran dan Strategi Perusahaan

Corporate Objectives, Targets, and Strategies
88
Bidang Usaha Line of Business
91
Proses Bisnis Business Process
98
Wilayah Kerja Pertambangan Mining Work Area
102
Struktur dan Komposisi Perusahaan

Corporate Structure and Composition
105
Struktur Organisasi Perusahaan

Corporate Organization Structure
110
Profil Pejabat di Bawah Direksi

Profile of Officials under Board of Directors
112
Kronologis Pencatatan Efek Lainnya dan Saham

Listing Chronologies of Shares and Other Securities
120
Lembaga Profesi Penunjang Perusahaan

Corporate-Supporting Professional Institutions
120
Nama dan Alamat Kantor Pusat dan Kantor Perwakilan

(Wilayah Kerja)
Names and Addresses of Head Office and Representative
Offices (Work Area)
121
13
IV. SUMBERDAYA MANUSIA
122
HUMAN RESOURCES
V. ANALISA PEMBAHASAN
MANAJEMEN
150
MANAGEMENT DISCUSSION
AND ANALYSIS
Tinjauan Industri Industrial Overview
152
Tinjauan Bisnis Perusahaan

Corporate Business Overview
157
Tinjauan Pendukung Bisnis Perusahaan

Pemasaran Overview of Corporate Business
Supports Marketing
186
Tinjauan Kinerja Keuangan Perusahaan

Overview of Company Financial Performance
208
Kemampuan Membayar Utang dan Tingkat

Kolektabilitas Piutang Usaha
Solvency and Liquidity
232
Struktur Modal dan Kebijakan Manajemen atas

Struktur Modal Capital Structure and Management
Policy on Capital Structure
235
Ikatan Penting untuk Investasi Barang Modal

Material Commitments for Capital Goods
Investment
237
Investasi Barang Modal yang Direalisasikan pada

Tahun Buku Terakhir Capital Goods Investment
Realized in the Last Fiscal Year
241
Perbandingan Target dan Realisasi tahun buku

2014 serta Proyeksi Tahun 2015 Comparison
between Target and Realization of 2014 Fiscal
Year and 2015 Projection
242
Informasi dan Fakta Penting yang Terjadi Setelah

Tanggal Pelaporan Akuntan Information and
Material Facts Occurring after Accountant's
Reporting Date
246
Prospek Usaha Perusahaan

Company Business Prospects
246
Dividen Dividends
249
Program Kepemilikan Saham oleh Pegawai dan atau Manajemen

Share Ownership Program by Employee and Management
249
Realisasi Penggunaan Dana Hasil Penawaran Umum

Utilization of Proceeds from Initial Public Offering
249
Informasi Penting Mengenai Investasi, Ekspansi, Divestasi,

Penggabungan, Akuisisi, Restrukturisasi dan Privatisasi
Material Information on Investment, Expansion, Divestment, Merger,
Acquisition, Restructuring, and Privatization
250
Transaksi Penting yang Mengandung Benturan Kepentingan

Material Transactions Containing Conflicts of Interest
251
Perubahan Peraturan dan Dampaknya Terhadap Kinerja Perusahaan

Changes in Rules and Regulation
253
Perubahan Kebijakan Akuntansi dan Persiapan PEPC

dalam Rangka Konvergensi IFRS
Changes in Accounting Policies and PEPC Preparation in IFRS
Convergence
255
Kesepakatan Kinerja dan Tingkat Kesehatan Perusahaan

Performance Agreement and Company Soundness Level
256
VI. TATA KELOLA PERUSAHAAN

CORPORATE GOVERNANCE
260
262
Komitmen Pelaksanaan GCG Secara Berkelanjutan

Commitment to Sustainable GCG Implementation
266
Struktur Tata Kelola Perusahaan

Corporate Governance Structure
274
Informasi mengenai Pemegang Saham Utama &

Pengendali
Information on Major and Controlling Shareholders
275
Rapat Umum Pemegang Saham (RUPS)

General Meeting of Shareholders (GMS)
276
Dewan Komisaris Board of Commissioners
283
Komisaris Independen
Independent Commissioner
305
Sekretaris Dewan Komisaris

Secretary to Board of Commissioners
307
Komite Audit Audit Committee
310
Komite Nominasi & Remunerasi

Nomination and Remuneration Committee
324
Kebijakan Remunerasi bagi Dewan Komisaris dan

Direksi Remuneration Policy for the Board of
Commissioners and Board of Directors
328
14
DAFTAR ISI
TABLE OF CONTENTS
Direksi Board of Directors
332
VII. TANGGUNG JAWAB SOSIAL PERUSAHAAN
460
CORPORATE SOCIAL RESPONSIBILITY
Sekretaris Perusahaan Corporate Secretary
354
Sistem Pengendalian Internal

Internal Control System
364
462
Internal Audit Internal Audit
366
Sekilas aktivitas CSR PEPC tahun 2012-2014

Overview of PEPC CSR Activities in 2012-2014
469
Manajemen Risiko Perusahaan

Corporate Risk Management
374
Struktur pengelola CSR dan Anggaran 2014

CSR Managerial Structure and Budget 2014
470
Akses Informasi Perusahaan

Access to Corporate Information
412
Program & Metode CSR tahun 2014

CSR Programs and Methods 2014
474
Akuntan Perseroan Corporate Accountant
417
479
Perkara Penting Yang Sedang Dihadapi

Perusahaan Significant Cases Faced by the
Company
420
CSR terkait dengan Lingkungan Hidup

CSR on Environment
CSR terkait dengan Pemberdayaan Masyarakat
CSR on Community Development
486
Pedoman Etika Perusahaan

Corporate Code of Ethics
421
CSR terkait hubungan dengan Pegawai & K3

CSR on Relations with Employee and Occupational Health and Safety
491
Whistle Blowing System
427
501
Sistem Manajemen Mutu

Quality Management System
432
CSR terkait Hubungan dengan Pelanggan dan Mitra Bisnis

CSR on Relations with Customers and Business Partners
507
Manajemen Pengadaan Barang/Jasa

Goods/Services Procurement Management
439
Rencana Strategis CSR Kedepan

CSR Future Strategic Plan
Keselamatan, Kesehatan, Keamanan Lingkungan

yang Berkelanjutan (HSSE)
Sustainable Health, Safety, Security, and
Environment (HSSE) Management
451
Keberagaman Komposisi Dewan Komisaris dan

Direksi PEPC
Diversity of PEPC Board of Commissioners and
Board of Directors Composition
459
VIII. LAPORAN KEUANGAN AUDITED
512
AUDITED FINANCIAL STATEMENTS
IX. REFERENSI KRITERIA

ANNUAL REPORT AWARD TAHUN 2014
2014 ANNUAL REPORT AWARD CRITERIA REFERENCES
572
15
DAFTAR TABEL, GRAFIK DAN GAMBAR

LIST OF TABLES, CHARTS AND FIGURES
Daftar Tabel List of Table
Halaman
Page
29
Tabel 1.1
Ikhtisar Data Keuangan dan Produksi PEPC

Tahun 2012 - 2014
Table 1.1
PEPC Financial and Production Highlights of 20122014
Tabel 3.1
Tabel 3.2
Tabel 3.3
Tabel 3.4
Tabel 3.5
Tabel 3.6
Kegiatan Pengembangan Lapangan Banyu Urip

Tabel Segmentasi Pelanggan PEPC
Komposisi Pemegang Saham PEPC
Entitas Afiliasi PEPC
Pengelola Blok Cepu
Lembaga Profesi Penunjang Perusahaan
Table 3.1
Table 3.2
Table 3.3
Table 3.4
Table 3.5
Table 3.6
Banyu Urip Field Development Activities

PEPC Customer Segmentation
PEPC Shareholding Composition
PEPC's Affiliates
Cepu Block Management
Corporate-Supporting Professional Institutions
93
94
105
106
108
120
Tenaga Kerja Berdasarkan Status Pegawai

Tenaga Kerja Berdasarkan Status Pembebanan
Keputusan Direksi Terkait Kebijakan SDM
Perbandingan Jumlah Pegawai Berdasarkan
Level Organisasi Tahun 2011 -2014
Tabel 4.5 Perbandingan Jumlah Pegawai Berdasarkan
Status Kepegawaian Tahun 2011 -2014
Jenis Kelamin Tahun 2011 -2014
Tabel 4.7 Perbandingan Jumlah Pegawai Berdasarkan Usia
Tahun 2011 -2014
Tingkat Pendidikan Tahun 2011 -2014
Tabel 4.9 Perpanjangan Ijin Kerja Tenaga Kerja Asing (TKA)
Tahun 2014
Level Jabatan Tahun 2011 -2014
Tabel 4.11 Jumlah Pegawai yang Mengikuti Program
Pelatihan dan Hari Pelatihan Tahun 2014
Tabel 4.12 Skema Penyelesaian Keluhan Pegawai PEPC
Table 4.1
Table 4.2
Table 4.3
Table 4.4
Manpower by Employee Status

Manpower by Charge Status
Board of Directors Decision on HR Policy
Comparison of Number of Employees by
Organizational Level in 2011-2014
Comparison of Number of Employees by
Employment Status in 2011-2014
Comparison of Number of Employees by Gender in
2011-2014
Comparison of Number of Employees by Age in
2011-2014
Comparison of Number of Employees by Education
Level in 2011-2014
Extension of Expatriate Work License in 2014
127
127
127
129
Table 4.10 Comparison of Number of Employees by Position

in 2011-2014
Table 4.11 Number of Employees Attending Training Programs
and Training Days in 2014
Table 4.12 Scheme of PEPC Employee Grievance Procedure
138
Tabel 5.1
Tabel 5.2
Table 5.1
Table 5.2
156
163
Tabel 4.1
Tabel 4.2
Tabel 4.3
Tabel 4.4
Tabel 5.3
Tabel 5.4
Tabel 5.5
Tabel 5.6
Tabel 5.7
Tabel 5.8
Tabel 5.9
Tabel 5.10
Tabel 5.11
Tabel 5.12
Tabel 5.13
Tabel 5.14
Tabel 5.15
Tabel 5.16
Tabel 5.17
Tabel 5.18
Tabel 5.19
Tabel 5.20
Tabel 5.21
Tabel 5.22
Pertumbuhan Produksi Migas Tahun 2013-2014

Nama Sumur-sumur Dalam Kegiatan analisis dan
Petrologi
Full Field Production Facilities (EPC1-5) - POD
Banyu Urip
Production Processing Facilities (EPC-1)
Onshore Export Pipeline (EPC-2)
Offshore Export Pipeline & Mooring Tower (EPC-3)
Floating Storage & Offloading (EPC-4)
Infrastructure Facilities (EPC-5)
Kinerja Operasi Tahun 2014
Parameter Transaksi PEPC Tahun 2014
Realisasi Penjualan & PEPC Share 45% Tahun
2014
Pertumbuhan Produksi Sales Tahun 2012-2014
Pertumbuhan Sales ke PT Pertamina Tahun 20122014
Pertumbuhan Sales ke PT Tri Wahana Universal
Tahun 2012-2014
Pertumbuhan Total Lifting di FSO Cinta Natomas
Tahun 2012-2014 (Barrel)
Oil Losses Pengiriman Melalui Fasilitas Geo Link
Tahun 2012-2014
Profitabilitas Tahun 2012-2014
Produk Utama & Mekanisme Pengiriman
Perbandingan Nilai CSI 2013-2014
Pangsa Pasar
Tugas Pengelola IT
Total Pengeluaran Untuk Pengembangan TI
Tahun 2014
Table 4.5
Table 4.6
Table 4.7
Table 4.8
Table 4.9
Growth of Oil and Gas Production in 2013-2014

Name and Wells In Core Analyst and Petrology
130
131
132
133
136
140
146
Full Field Production Facilities (EPC1-5) - POD

Banyu Urip
Table 5.4 Production Processing Facilities (EPC-1)
Table 5.5 Onshore Export Pipeline (EPC-2)
Table 5.6 Offshore Export Pipeline & Mooring Tower (EPC-3)
Table 5.7 Floating Storage & Offloading (EPC-4)
Table 5.8 Infrastructure Facilities (EPC-5)
Table 5.9 Operational Performance in 2014
Table 5.10 PEPC Transaction Parameter in 2014
Table 5.11 Sales Realization and PEPC Share 45% in 2014
165
Table 5.12 Growth of Sales Production in 2012-2014

Table 5.13 Growth of Sales to PT Pertamina in 2012-2014
178
178
Table 5.14 Growth of Sales to PT Tri Wahana Universal in 20122014

Table 5.15 Growth of Total Lifting at FSO Cinta Natomas in
2012-2014 (in barrels)
Table 5.16 Oil Losses Delivery Through Geo Link Facilities in
2012-2014
Table 5.17 Profitability in 2012-2014
Table 5.18 Main Products and Delivery Mechanism
Table 5.19 Comparison of CSI Score in 2013-2014
Table 5.20 Market Share
Table 5.21 Duties of IT Management
Table 5.22 Total Capital Expenditure for IT Development in
2014
179
Table 5.3
166
167
167
168
169
172
175
176
181
182
184
190
191
191
194
202
16
Tabel 5.23 Data Preparation Fokus Implementasi ICT Master

Plan
Tabel 5.24 Aplikasi Fokus Implementasi ICT Master Plan
Tabel 5.25 Infrastruktur Fokus Implementasi ICT Master Plan
Tabel 5.26 Tata Kelola Fokus Implementasi ICT Master Plan
Tabel 5.27 Aset Tahun 2012-2014 (USD)
Tabel 5.28 Perkembangan Kas & Setara Kas Tahun 20122014 (USD)
Tabel 5.29 Piutang Lain-lain Tahun 2012-2014 (USD)
Tabel 5.30 Perkembangan Aset Tidak Lancar Tahun 2013
(USD)
Tabel 5.31 Perkembangan Aset Minyak dan Gas Bumi Tahun
2014 (USD)
Tabel 5.32 Perkembangan Liabilitas Lancar Tahun 20122014 (USD)
Tabel 5.33 Perkembangan Utang Lain-lain Tahun 2012-2014
(USD)
Tabel 5.34 Utang Pajak 2013-2014 (USD)
Tabel 5.35 Perkembangan Biaya Yang Masih Harus Dibayar
Tahun 2012-2014 (USD)
Tabel 5.36 Perkembangan Liabilitas Tidak Lancar tahun
2012-2014 (USD)
Tabel 5.37 Perkembangan Ekuitas Tahun 2012-2014 (USD)
Tabel 5.38 Laporan Posisi Keuangan Tahun 2014 (USD)
Tabel 5.39 Perkembangan Laba Rugi Tahun 2012-2014
(USD)
Tabel 5.40 Perkembangan Pendapatan Usaha tahun 20122014 (USD)
Tabel 5.41 Perkembangan Beban Usaha Tahun 2012-2014
(USD)
Tabel 5.42 Perkembangan Beban Keuangan Tahun 20122014 (USD)
Tabel 5.43 Perkembangan Beban Pajak Tahun 2012-2014
(USD)
Tabel 5.44 Arus Kas Tahun 2012-2014 (USD)
Tabel 5.45 Peningkatan Pendapatan Yang Berasal Dari
Penjualan Dari Penjualan Minyak Tahun 20122014 (USD)
Tabel 5.46 Peningkatan DMo Fee Tahun 2012-2014 (USD)
Tabel 5.47 Rasio Solvabilitas Perusahaan Tahun 2012-2014
(%)
Tabel 5.48 Rasio Likuiditas Perusahaan Tahun 2012-2014
(%)
Tabel 5.49 Struktur Pendanaan Tahun 2012-2014
Tabel 5.50 Perkembangan Belanja Barang Modal dalam
Bentuk Aset Minyak dan Gas Bumi Tahun 2014
(USD)
Tabel 5.51 Perbandingan Realisasi Laba Rugi Tahun 2014
Dengan Target RKAP 2014 Serta Proyeksi Tahun
2015 (USD 000)
Tabel 5.52 Perbandingan realisasi Posisi Keuangan Tahun
2014 dan Target RKAP Tahun 2014 serta Proyeksi
tahun 2015 (USD 000)
Tabel 5.53 Perbandingan Realisasi Struktur Modal Tahun
2014 Dengan Target RKAP 2014 serta Proyeksi
2015 (USD 000 USD)
Tabel 5.54 Program Kerja PEPC 2015-2019
Tabel 5.55 Pertumbuhan Dividen
Tabel 5.56 Tabel Hubungan Dengan Pihak berelasi
Tabel 5.57 Pencapaian Tingkat Kesehatan perusahaan
Tabel 5.58 Perspektif KPI
Table 5.23 Data Preparation of ICT Master Plan

Implementation Focus
Table 5.24 Focus Application in ICT Master Plan
Implementation
Table 5.25 ICT Master Plan Implementation Focus
Infrastructure
Table 5.26 ICT Master Plan Implementation Focus
Governance
Table 5.27 Assets in 2012-2014 (USD)
Table 5.28 Growth of Cash & Cash Equivalent in 2012-2014
(USD)
Table 5.29 Other Receivables in 2012-2014 (USD)
Table 5.30 Growth of Oil and Gas Assets in 2014 (USD)
205
216
Table 5.32 Growth of Current Liabilities in 2012-2014 (USD)
218
Table 5.33 Growth of Other Payables in 2012-2014 (USD)
219
Table 5.34 Tax Payables in 2013-2014 (USD)

Table 5.35 Growth of Accrued Expenses in 2012-2014 (USD)
220
221
Table 5.36 Growth of Non-Current Liabilities in 2012-2014

(USD)
Table 5.37 Growth of Equity in 2012-2014 (USD)
Table 5.38 Statement of Financial Position of Fiscal in 2014
(USD)
Table 5.39 Growth of Profit and Loss in 2012-2014 (USD)
222
Table 5.40 Growth of Operating Revenue in 2012-2014 (USD)
225
Table 5.41 Growth of Operating Expenses in 2012-2014

(USD)
Table 5.42 Growth of Financial Expenses in 2012-2014 (USD)
226
Table 5.43 Growth of Tax Expenses in 2012-2014 (USD)
228
Table 5.44 Cash Flow in 2012-2014 (USD)

Table 5.45 Increase in Revenue From Crude Oil Sales
Proceeds in 2012-2014 (USD)
229
231
Table 5.46 Growth of DMo Fee in 2012-2014 (USD)

Table 5.47 Solvency Ratio Corporate in 2012-2014 (%)
231
232
Table 5.48 Liquidity Ratio Corporate in 2012-2014 (%)
233
Table 5.49 Financing Structure in 2012-2014

Table 5.50 Growth of Capital Expenditure in Oil and Gas
Assets in 2014 (USD)
235
237
Table 5.51 Comparison of 2014 Income Realization and

2014 RKAP Target and 2015 Projection (000 USD)
242
Table 5.52 Comparison Table of Financial Position in 2014

with RKAP 2014 Target And Projection 2015
(000 USD)
Table 5.53 Comparison of 2014 Capital Structure With RKAP
2014 Target and Projection for 2015 (000 USD)
243
Table 5.54
Table 5.55
Table 5.56
Table 5.57
Table 5.58
PEPC work Program in 2015-2019

Growth of Dividend
Relationships With Related Parties
Company Soundness Level Achievement
KPI Perspective
248
249
253
257
258
269
205
206
206
209
211
213
215
223
223
224
228
245
Tabel 6.1
Laporan Hasil Assessment GCG Tahun Buku 2014
Table 6.1
Tabel 6.2
Pelaksanaan RUPS Tahunan Tahun 2014
Table 6.2
Report of GCG Assessment Result of Fiscal Year

2014
Implementation of Annual GMS in 2014
Tabel 6.3
Keputusan Pemegang Saham Secara Sirkuler

Tahun 2014
Realisasi Rapat Umum Pemegang Saham Tahun
Sebelumnya (2013)
Status Uji Kemampuan dan Kepatutan Dewan
Komisaris Tahun 2014
Komposisi Dewan Komisaris PEPC Tahun 2014
Table 6.3
Circular Decree of Shareholders in 2014
279
Table 6.4
Realization of General Meeting of Shareholders

of the Previous Year (2013)
Fit and Proper Test Status of the Board of
Commissioners in 2014
Composition of PEPC Board of Commissioners
in 2014
281
Tabel 6.4
Tabel 6.5
Tabel 6.6
Table 6.5
Table 6.6
279
287
288
17
Tabel 6.7
Tabel 6.8
Tabel 6.9
Tabel 6.10
Tabel 6.11
Tabel 6.12
Tabel 6.13
Tabel 6.14
Tabel 6.15
Tabel 6.16
Tabel 6.17
Tabel 6.18
Tabel 6.19
Tabel 6.20
Tabel 6.21
Kehadiran Dewan Komisaris Dalam Rapat Internal

Dewan Komisaris
Agenda Rapat Dewan Komisaris Tahun 2014
Table 6.7
Kehadiran Dewan Komisaris Dalam Rapat

Gabungan Dewan Komisaris - Direksi
Agenda Rapat Gabungan Dewan KomisarisDireksi Tahun 2014
Hubungan Keluarga dan Kepengurusan di
Perusahaan Lain
Kepengurusan dan Kepemilikan Saham Dewan
Komisaris Pada Perusahaan Lain
Independensi Anggota Komite Audit
Agenda Rapat Internal dan Kehadiran Anggota
Komite Audit Dalam Rapat Tahun 2014
Perbandingan Klasifikasi Remunerasi Dewan
Komisaris Tahun 2013 dan 2014
Perbandingan Klasifikasi Remunerasi Direksi
Tahun 2013 dan 2014
Status Uji Kemampuan dan Kepatutan Direksi
Tahun 2014
Komposisi Direksi PEPC Tahun 2014
Hubungan Keluarga dan Keuangan Direksi Tahun
2014
Kehadiran Direksi Dalam Rapat Internal dan
Manajemen Desember 2014
Agenda Rapat Direksi Tahun 2014
Table 6.9
Board of Commissioners Presence in Board of

Commissioners Internal Meetings
Meetings agenda by the Board of Commissioners
in 2014
Board of Commissioners Presence in Board of
Commissioners-Board of Directors Joint Meetings
Joint Meetings agenda by the Board of
Commissioners- Board of Directors in 2014
Family Relations and Management in Other
Companies
Board of Commissioners Management and
Shareholding in Other Companies
Independency of Audit Committee Members
Internal Meeting Agenda and Audit Committee
Members Presence in Meetings in 2014
Comparison of Board of Commissioners
Remuneration Classification in 2013 and 2014
Comparison of Board of Directors Remuneration
Classification in 2013 and 2014
Fit and Proper Test Status of the Board of
Directors in 2014
Composition of PEPC Board of Directors in 2014
Family Relation and Financial Relation of Board
of Directors in 2014
Board of Directors Presence in Internal and
Managerial Meetings in December 2014
Internal Meeting Agenda Board of Directors in
2014
Following are Training, Seminars and Benchmarks
Attended By Members Of Board Of Directors In
2014
Internal Audit Follow-Up Status in 2014
Training of Internal Auditors in 2014
Resume Opportunity For Improvement (OFI)
Matriculation Of Duties & Responsibilities Of
PEPC OFI - AFI Completion 2015 In Related
Function
Comparison of Total Procurements in 2013-2014
293
Table 6.28 Total Work Days for Procurement Implementation

in 2013-2014
Table 6.29 Realization of GCG Implementation
Table 6.30 HSSE Duties and Responsibilities
Table 6.31 HSSE Competency Development in 2014
446
Table 7.1
Table 7.2
473
485
Table 6.8
Table 6.10
Table 6.11
Table 6.12
Table 6.13
Table 6.14
Table 6.15
Table 6.16
Table 6.17
Table 6.18
Table 6.19
Table 6.20
Table 6.21
Tabel 6.22 Kegiatan Pelatihan Seminar dan Benchmark

Anggota Direksi Tahun 2014
Table 6.22
Tabel 6.23
Tabel 6.24
Tabel 6.25
Tabel 6.26
Table 6.23
Table 6.24
Table 6.25
Table 6.26
Tabel 6.27
Tabel 6.28
Tabel 6.29
Tabel 6.30
Tabel 6.31
Tabel 7.1
Tabel 7.2
Status Tindak Lanjut Internal Audit Tahun 2014

Pelatihan Auditor Internal Tahun 2014
Resume Opportunity For Improvement (OFI)
Matrikulasi Tugas & Tanggung Jawab
Penyelesaian OFI-AFI PEPC 2015 Pada Fungsi
Terkait
Perbandingan Jumlah Pengadaan Tahun 20132014
Jumlah Hari Kerja Untuk Pelaksanaan Pengadaan
Tahun 2013-2014
Realisasi Pelaksanaan GCG
Tugas dan Tanggung Jawab HSEE
Pengembangan Kompetensi HSSE Tahun 2014
Perbandingan Anggaran CSR Tahun 2013 - 2014

Perbandingan Realisasi Dana CSR Terkait
Lingkungan Tahun 2013 - 2014
Tabel 7.3 Tingkat Turnover Pegawai PEPC Tahun 2014
Tabel 7.4 Perbandingan Hasil Survei Kepuasan
PegawaiTahun 2013 - 2014
Tabel 7.5 Perbandingan Skor Theme O Meter Survey Tahun
2013 - 2014
Tabel 7.6 Program Survei Kepuasan Pelanggan
Tabel 7.7 Perbandingan CSI Terhadap Pemenuhan Spec
H2S Minyak Mentah Tahun 2010-2014
BS&W Minyak Mentah Tahun 2010-2014
Vapour Pressure Minyak Mentah Tahun 20102014
Tabel 7.10 Perbandingan CSI Terhadap Pemenuhan Volume
Minyak Mentah Tahun 2010-2014
Table 6.27
Table 7.3
Table 7.4
Table 7.5
Table 7.6
Table 7.7
Table 7.8
Table 7.9
Comparison of CSR Budget in 2013-2014

Comparison of CSR Fund Realization in relation
to Environment in 2013-2014
PEPC Employee Turnover in 2014
Comparison of Employee Satisfactory Survey
Result in 2013-2014
Comparison of Theme O Meter Survey Score in
2013-2014
Employee Satisfactory Survey Program
Comparison of CSI on Crude Oil H2S Spec
Fulfillment in 2010-2014
Comparison of CSI on Crude Oil BS&W Spec
Comparison of CSI on Crude Oil Pressure Vapor
Spec Fulfillment in 2010-2014
Table 7.10 Comparison of CSI on Crude Oil Volume

293
296
297
298
299
317
319
331
331
335
338
343
345
345
352
371
373
438
438
446
448
454
458
495
497
498
503
505
505
505
506
18
Halaman
Page
Daftar Grafik List of Chart

Grafik 1.1
Grafik 1.2
Grafik 1.3
Grafik 1.4
Grafik 1.5
Grafik 1.6
Chart 1.1
Chart 1.2
Chart 1.3
Chart 1.4
Chart 1.5
Chart 1.6
Grafik 1.10
Grafik 1.11
Grafik 1.12
Grafik 1.13
Grafik 1.14
Grafik 1.15
Grafik 1.16
Grafik 1.17
Grafik 1.18
Grafik 1.19
Grafik 1.20
Grafik 1.21
Grafik 1.22
Grafik 1.23
Grafik 1.24
Grafik 1.25
Grafik 1.26
Grafik 1.27
Grafik 1.28
Grafik 1.29
Grafik 1.30
Pendapatan Usaha
Laba Bersih
Kewajiban Usaha
Jumlah Aktiva
Rata-rata Produksi per Tahun
Rata-rata Pertumbuhan Penjualan ke
PT Pertamina (Persero) (Bbls)
Rata-rata Pertumbuhan Penjualan ke PT TWU
(Bbls)
Jumlah Pegawai
Produksi dan Penjualan Minyak Mentah
Lapangan Banyu Urip Januari - Desember 2014
Aset Lancar
Aset Tidak Lancar
Aset
Liabilitas Lancar
Liabilitas Tidak Lancar
Liabilitas
Ekuitas
Modal Kerja Bersih
Beban Usaha
Laba (Rugi) Usaha
Laba Bersih Tahun Berjalan
Rasio Kas (%)
RasioLancar (%)
Pengembalian atas Ekuitas (ROE) (%)
Rasio Laba Terhadap Investasi (ROI) (%)
Rasio Hutang Terhadap Aset (DAR) (%)
Rasio Hutang Terhadap Ekuitas (DER) (%)
Rasio Perputaran Persediaan (Hari)
Periode Pengumpulan(Hari)
Produksi (Barrel)
Produksi Share PEPC (Barrel)
Grafik 3.1
Grafik 3.2
Grafik 4.1
Grafik 4.2
Grafik 4.3
Grafik 1.7
Grafik 1.8
Grafik 1.9
Grafik 4.4
Grafik 4.5
Grafik 4.6
Grafik 4.7
Grafik 4.8
Grafik 5.1
Grafik 5.2
Grafik 5.3
Grafik 5.4
Grafik 5.5
Grafik 5.6
Grafik 5.7
Grafik 5.8
Grafik 5.9
Operating Revenues
Net Profit
Operating Liabilities
Total Assets
Average Production per Year
Average Sales Growth to Pertamina (Persero)
(Bbls)
Average Sales Growth to TWU (Bbls)
5
5
5
5
5
5
5
8
Chart 1.10
Chart 1.11
Chart 1.12
Chart 1.13
Chart 1.14
Chart 1.15
Chart 1.16
Chart 1.17
Chart 1.18
Chart 1.19
Chart 1.20
Chart 1.21
Chart 1.22
Chart 1.23
Chart 1.24
Chart 1.25
Chart 1.26
Chart 1.27
Chart 1.28
Chart 1.29
Chart 1.30
Number of Employees
Banyu Urip Crude Oil Production and Sales
January - December 2014
Current Assets
Non-Current Assets
Assets
Current Liabilities
Non- Current Liabilities
Liabilities
Equity
Net Work Capital
Operating Expenses
Operating Profit (Loss)
Current Year Net Profit
Cash Ratio (%)
Current Ratio (%)
Return on Equity (ROE) (%)
Return on Investment (ROI) (%)
Debt to Total Assets Ratio (DAR) (%)
Debt to Total Equity Ratio(DER) (%)
Inventory Turnover (Day)
Collection Period (Day)
Production (in barrels)
PEPC Share Production (in barrels)
31
31
31
31
31
31
32
32
32
32
32
32
32
32
33
33
33
33
33
33
33
Produksi Lapangan Banyu Urip

Produksi Full Field Lapangan Banyu Urip
Chart 3.1
Chart 3.2
Banyu Urip Production

Banyu Urip Full Field Production
82
93
Tenaga Kerja Berdasarkan Status Pegawai

Tenaga Kerja Berdasarkan Status Pembebanan
Jumlah Pegawai Berdasarkan Level Organisasi
Tahun 2014
Jumlah Pegawai Berdasarkan Status
Kepegawaian Tahun 2014
Jumlah Pegawai Berdasarkan Jenis Kelamin
Tahun 2014
Jumlah Pegawai Berdasarkan Usia Tahun 2014
Jumlah Pegawai Berdasarkan Tingkat
Pendidikan Tahun 2014
Jumlah Pegawai yang Mengikuti Program
Pelatihan dan Hari Pelatihan Tahun 2014
Chart 4.1
Chart 4.2
Chart 4.3
127
127
130
Chart 4.5
Manpower by Employee Status

Manpower by Loading Status
Number of Employees by Organizational Level
in 2014
Number of Employees by Employment Status
in 2014
Number of Employees by Gender in 2014
Chart 4.6
Chart 4.7
Number of Employees by Age in 2014

Number of Employees by Education in 2014
133
134
Chart 4.8
Number of Employees Attending Training

Programs and Training Days in 2014
140
Realisasi Pendapatan Negara 2014 (miliar

rupiah)
Realisasi Penerimaan Perpajakan Negara 2014
(miliar rupiah)
Pertumbuhan PDB 2012-2014 (%)
Perkembangan Inflasi Menurut Komponen
Tahun 2013-2014
Perkembangan Nilai Tukar Rupiah Terhadap
Dolar AS Tahun 2013-2014
Production Facilities (EPC-1) (%)
Onshore Expore Pipeline (EPC-2) (%)
Offshore Expore Pipeline (EPC-3) (%)
Loating Storage & Offloading (EPC-4) (%)
Chart 5.1
153
Chart 5.2
Realization of National Revenue 2014 (billion

rupiah)
Realization of Tax Revenue 2014 (billion rupiah)
Chart 5.3
Chart 5.4
Gross Domestic Product Growt 2012-2014 (%)

Inflation Rate By Componens In 2013-2014
154
Chart 5.5
Growt of Rupiah Exchange Rate Againts US

Dollar in 2013-2014
Production Facilities (EPC-1) (%)
Onshore Expore Pipeline (EPC-2) (%)
Offshore Expore Pipeline (EPC-3) (%)
Loating Storage & Offloading (EPC-4) (%)
Chart 1.7
Chart 1.8
Chart 1.9
Chart 4.4
Chart 5.6
Chart 5.7
Chart 5.8
Chart 5.9
131
132
153
154
155
166
167
168
168
19
Grafik 5.10
Grafik 5.11
Grafik 5.12
Grafik 5.13
Grafik 5.14
Grafik 5.15
Grafik 5.16
Grafik 5.17
Grafik 5.18
Grafik 5.19
Grafik 5.20
Grafik 5.21
Grafik 5.22
Grafik 5.23
Grafik 5.24
Grafik 5.25
Grafik 5.26
Grafik 5.27
Grafik 5.28
Grafik 5.29
Grafik 5.30
Grafik 5.31
Grafik 5.32
Grafik 5.33
Grafik 5.34
Grafik 5.35
Grafik 5.36
Grafik 5.37
Grafik 5.38
Grafik 5.39
Grafik 5.40
Grafik 5.41
Grafik 5.42
Grafik 5.43
Grafik 5.44
Grafik 6.1
Grafik 6.2
Grafik 6.3
Infrastructure Facilities (EPC-5) (%)

Pertumbuhan Minyak 2014 Terhadap RKAP
2014 (MBOPD)
Pertumbuhan Migas 2014 Terhadap RKAP
Chart 5.10
Chart 5.11
Realisasi, Proyeksi dan Sasaran Produksi PEPC

(Share 45%) Tahun 2014
Pertumbuhan Production/Sales Tahun 20122014 (Barrel)
Pertumbuhan Total Lifting di FSO Cinta Natomas
Tahun 2012-2014
Oil Losses Pengiriman Melalui Fasilitas
Geo Link Tahun 2012-2014
Komposisi Participating Interest (PI)
Total Aset Tahun 2012-2014 (USD)
Perkembangan Kas & Setara Kas Tahun 2012
Chart 5.13
Perkembangan Piutang Usaha Tahun

2012-2014 (USD)
Piutang Lain-lain Tahun 2012-2014 (USD)
Pertumbuhan Uang Muka & Biaya Dibayar
Dimuka 2012-2014 (USD)
Perkembangan Aset Tidak Lancar Tahun 20122014 (USD)
Perkembangan Aset Minyak dan Gas Bumi
Tahun 2012-2014 (USD)
Perkembangan PPN Yang Dapat Ditagihkan
Kembali Tahun 2012-2014 (USD)
Perkembangan Liabilitas Tahun 2012-2014
(USD)
Perkembangan Liabilitas Lancar Tahun 20122014 (USD)
Perkembangan Utang Usaha Tahun 2012-2014
(USD)
Perkembangan Utang Lain-lain Tahun 20122014 (USD)
Perkembangan Biaya Yang Masih Harus
Dibayar Tahun 2012-2014 (USD)
Perkembangan Liabilitas Tidak Lancar Tahun
2012-2014 (USD)
Perkembangan Ekuitas Tahun 2012-2014 (USD)
Perkembangan Laba Rugi Tahun 2012-2014
(USD)
Perkembangan Pendapatan Usaha Tahun 20122014 (USD)
Perkembangan Beban Usaha Tahun 2012-2014
(USD)
Perkembangan Pendapatan Lain-lain Tahun
2012-2014 (USD)
Perkembangan Beban Keuangan Tahun 20122014 (USD)
Perkembangan Beban Pajak Tahun 2012-2014
(USD)
Penyaluran Minyak Mentah Tahun 2012-2014
(USD)
Peningkatan DMo Fee Tahun 2012-2014 (USD)
Rasio Solvabilitas Tahun 2012-2014 (%)
Rasio Likuiditas Tahun 2012-2014 (%)
Kenaikan Produksi Minyak Dari Full Field
Lapangan Banyu Urip (2015) dan KK (2016)
Pertumbuhan Pajak Tahun 2012-2014 (USD)
Chart 5.20
Perkembangan Pengadaan Tahun 2013 - 2014

Progress Cycle Time Pengadaan Tahun 20132014
Peningkatan Value Generation Fungsi SCM
Chart 6.1
Chart 6.2
169
175
Chart 5.25
Infrastructure Facilities (EPC-5) (%)

Growth of Oil in 2014 compared to RKAP 2014
(MBOPD)
Growth of Oil And Gas in 2014 Compared to
RKAP 2014
Realization, Projection and Target of PEPC
(Share 45%) in 2014
Growth of Production/Sales in 2012-2014
(in barrels)
Growth of Total Lifting at FSO Cinta Natomas
in 2012-2014
Oil Losses Delivery Through Geo Link Facilities
in 2012-2014
Participating Interest (PI) Composition
Total Assests in 2012-2014 (USD)
Growth of Cash & Cash Equivalents in 20122014 (USD)
Growth of Operating Revenue in 2012-2014
(USD)
Other Receivables in 2012-2014 (USD)
Growth of Advance And Prepaid Expenses in
2012-2014 (USD)
Growth of Non-Current Assets in 2012-2014
(USD)
Growth of Oil Anad Gas Assets in 2012-2014
(USD)
Growth of Refundable VAT in 2012-2014 (USD)
Chart 5.26
Growth of Liabilities in 2012-2014 (USD)
217
Chart 5.27
Growth of Current Liabilities in 2012-2014 (USD)
218
Chart 5.28
219
Chart 5.29
Growth of Operating Payable in 2012-2014

(USD)
Growth of Other Payables in 2012-2014 (USD)
Chart 5.30
Growth of Acrued Expense in 2012-2014 (USD)
221
Chart 5.31
Growth of Non-Current Liabilities in 2012-2014

(USD)
Growth of Equity in 2012-2014 (USD)
Growth of Profit and Loss in 2012-2014 (USD)
222
Growth of Operating Net Income in 2012-2014

(USD)
Growth of Operating Expenses in 2012-2014
(USD)
Growth of Other Net Income in 2012-2014 (USD)
225
228
Chart 5.38
Growth of Financial Expenses in 2012-2014

(USD)
Growth of Tax Expenses in 2012-2014 (USD)
Chart 5.39
Crude Oil Distribution in 2012-2014 (USD)
231
Chart 5.40
Chart 5.41
Chart 5.42
Chart 5.43
Growth of DMo Fee in 2012-2014 (USD)

Solvency Ratio in 2012-2014 (%)
Liquidity Ratio in 2012-2014 (USD)
Increse in Full Field Oil Production From
BanyuUrip Field (2015) and KK (2016)
Growth of PEPC's Taxes in 2012-2014 (USD)
231
233
233
247
Procurement Development in 2013 - 2014

Chart of Cycle Time Progress of Procurement
in 2013-2014
Increased Value Generation of SCM Function
446
447
Chart 5.12
Chart 5.14
Chart 5.15
Chart 5.16
Chart 5.17
Chart 5.18
Chart 5.19
Chart 5.21
Chart 5.22
Chart 5.23
Chart 5.24
Chart 5.32
Chart 5.33
Chart 5.34
Chart 5.35
Chart 5.36
Chart 5.37
Chart 5.44
Chart 6.3
175
176
179
182
183
187
210
211
212
213
214
215
216
217
219
223
225
226
227
228
254
447
20
Grafik 7.1
Grafik 7.2
Grafik 7.3
Grafik 7.4
Grafik 7.5
Grafik 7.6
Grafik 7.7
Realisasi Anggaran CSR Tahun 2014

Perbandingan Hasil Survei Kepuasan Pegawai
Tahun 2013 - 2014
Perbandingan Skor Theme O Meter Survey tahun
2013 - 2014
Perbandingan CSI Terhadap Pemenuhan Spec
H2S Minyak Mentah Tahun 2010-2014
BS&W Minyak Mentah Tahun 2010-2014
Vapour Pressure Minyak Mentah Tahun 20102014
Perbandingan CSI Terhadap Pemenuhan
Volume Minyak Mentah Tahun 2010-2014
Chart 7.1
Chart 7.2
Chart 7.3
Chart 7.4
Chart 7.5
Chart 7.6
Chart 7.7
CSR Budget Realization in 2014

Comparison of Employee Satisfactory Survey
Result in 2013-2014
Comparison of Theme O Meter Survey Score in
2013-2014
Comparison of CSI on Crude Oil H2S Spec
Comparison of CSI on Crude Oil BS&W Spec
Comparison of CSI on Crude Oil Pressure Vapor
473
497
Comparison of CSI on Crude Oil Volume

506
Strategi PEPC Menuju Asian Energy Champion

2025
Pencapaian Produksi PEPC
Infrastruktur GCG
Skor Penilaian GCG
Figure 1.1
Kontraktor Kontrak Kerjasama Blok Cepu

Nilai-nilai PEPC
Skema Penyaluran Minyak Early Production
Facility (EPF)
Gambar 3.4
Skema Penyaluran Minyak Early Oil Expansion
(EOE)
Gambar 3.5
Skema Fasilitas Utama Pod Banyu Urip - Blok
Cepu
Gambar 3.6
Skema Proses Bisnis
Gambar 3.7
Skema Pengawasan Penyaluran Minyak
Banyu Urip
Gambar 3.8
Peta Wilayah Kerja Pertambangan
Gambar 3.9
Komposisi Pemegang Saham
Gambar 3.10 Struktur Grup Perusahaan
Gambar 3.11 Struktur Pengelola Blok Cepu
Gambar 3.12 Struktur Organisasi Perusahaan
Figure 3.1
Figure 3.2
Figure 3.3
Gambar 4.1
Gambar 4.2
Gambar 1.2
Gambar 1.3
Gambar 1.4
Gambar 3.1
Gambar 3.2
Gambar 3.3
505
505
505
Halaman
Page
Daftar Gambar List of Figure

Gambar 1.1
498
Figure 1.2
Figure 1.3
Figure 1.4
PEPC Strategies toward Asian Energy

Champion 2025
Production Achievement PEPC
GCG Infrastructure
Assessment GCG Score
4
8
10
10
Cepu Cooperation Contract Contractors

PEPC Corporate Values
Early Production Facility Oil (EPF) Delivery
Scheme
Early Oil Expansion (EOE)Delivery Scheme
83
86
95
96
Figure 3.6
Figure 3.7
Banyu Urip - Cepu Block Pod Main Facility

Scheme
Business Process Scheme
Banyu Urip Oil Distribution Monitoring Scheme
98
100
Figure 3.8
Figure 3.9
Figure 3.10
Figure 3.11
Figure 3.12
Mining Work Area Map

PEPC Shareholding Composition
Corporate Group Structure
Cepu Block Management Structure
Organizational Structure
103
105
106
108
110
Figure 4.1
Figure 4.2
HR Management Organizational Structure

HR Management Restructuring
Implementation Stages
Stages of PEPC Employee Candidate Selection
Performance Management System
HR Development Plan
HR Program Strategies for 2014-2018
126
128
Gambar 4.3
Gambar 4.4
Gambar 4.5
Gambar 4.6
Struktur Organisasi Pengelola SDM

Tahapan Implementasi Restrukturisasi
Pengelolaan SDM (RPSDM)
Tahapan Seleksi Calon Pegawai PEPC
Performance Management System
Rencana Pengembangan SDM
Strategi Program SDM Tahun 2014 - 2018
Gambar 5.1
Gambar 5.2
Proses Bisnis
Siklus Pengembangan STK
Figure 5.1
Figure 5.2
159
160
Gambar 5.3
Gambar 5.4
Wilayah Kerja Blok Cepu

Nama Proyek Pengembangan Lapangan
Banyu Urip EPC 1-5
Skema Project EPC 1-5
Central Field Facilities (CFF)
Progres Pemboran Well Pad B
Progres Pemboran Well Pad C
Kinerja Pemboran Pengembangan Lapangan
Banyu Urip tahun 2014
Progres Proyek JTB
Oil Production & Sales (PEPC Share 45%)
Produksi dan Penjualan Minyak Mentah
Lapangan Banyu Urip Januari-Desember 2014
Struktur Pengelola Pemasaran
Figure 5.3
Figure 5.4
Business Process
Cycle of System of Work Procedure
Development
Cepu Blok Work Area
Name of Banyu Urip Field Development
Project EPC 1-5
EPC 1-5 Project Scheme
Central Field Facilities (CFF)
Well Pad B Drilling Progress
Well Pad C Drilling Progress
Banyu Urip Field Development Drilling
Performance
JTB Project Progress
Oil Production & Sales (PEPC Share 45%)
Banyu Urip Crude Oil Production and Sales
Januari-December 2014
Marketing Management Structure
Gambar 5.5
Gambar 5.6
Gambar 5.7
Gambar 5.8
Gambar 5.9
Gambar 5.10
Gambar 5.11
Gambar 5.12
Gambar 5.13
Figure 3.4
Figure 3.5
Figure 4.3
Figure 4.4
Figure 4.5
Figure 4.6
Figure 5.5
Figure 5.6
Figure 5.7
Figure 5.8
Figure 5.9
Figure 5.10
Figure 5.11
Figure 5.12
Figure 5.13
95
135
142
147
149
162
164
164
165
170
171
172
173
180
180
188
21
Gambar 5.14 Segmentasi Pelanggan dan Harapan

Pelanggan
Gambar 5.15 Struktur Pengelola TI Perusahaan
Gambar 5.16 Struktur ICT Master Plan
Figure 5.14
Customer Segmentation and Expectation
189
Figure 5.15
Figure 5.16
Corporate IT Management System

ICT Master Plan Structure
194
200
Gambar 6.1
Gambar 6.2
Gambar 6.3
Gambar 6.4
Prinsip Dasar GCG

Parameter Assessment
Struktur Tata Kelola Perusahaan
Skema Pemegang Saham Utama dan
Pengendali PEPC
Pembagian Tugas dan Tanggung Jawab
masing-masing anggota Dewan Komisaris
Skema Mekanisme Penetapan Remunerasi
Dewan Komisaris Tahun 2014
Figure 6.1
Figure 6.2
Figure 6.3
Figure 6.4
263
269
274
275
Gambar 6.7
Alur Pemilihan Calon Anggota Direksi PEPC
Figure 6.7
Gambar 6.8
Alur Mekanisme Penilaian Kinerja Kolegial

Direksi maupun Individu Direksi
Figure 6.8
Gambar 6.9
Struktur Organisasi Sekretaris Perusahaan
Figure 6.9
GCG Basic Principal

Assessment Parameter
Corporate Governance Structure
The scheme of PEPC Major and Controlling
Shareholders
Division of Duties and Responsibilities of each
member of the Board of Commissioners
Scheme of Board of Commissioners and
Board of Directors Remuneration
Determination Mechanism in 2014
Flowchart for Selection of candidates for the
Board of Directors
Flow of Collegial and Individual Board of
Directors Performance Assessment
Mechanism
Organizational Structure of Corporate
Secretary
Matrix of Corporate Secretary Work Program
2015
Internal Audit Managerial Structure
Matrix of Work plan Internal Audit In 2014
Relation between Principal, Framework & Risk
Management Process based on ISO 31000 of
2009
Organizational Structure Risk Management
Function
Risk Management Process based on ISO
31000 of 2009
PEPC's Top Ten Risk of 2014
PEPC's Top Risk Quantitative & Top Risk
Qualitative of 2014 Pertamina's Upstream
Directorate
Top Risk Corporate of Pertamina (Risk Event
PEPC) of 2014
PEPC's Risk Profile of 2014
Audit Opinion and Audit Fee PEPC
General Mechanism of Violation Reporting
WBS
Chart of PEPC Goods and Services
Procurement Structure
Supply Chain Process Flow
Organizational Structure of HSSE
HSSE Program and Performance Chart
378
Triple Bottom Line Concept

Relations between PT Pertamina (Persero)
CSR Vision and Mission and PEPC CSR Vision
and Mission
CSR Management Structure
CSR Approach Method Process Flow
Scheme of Employee Grievance Procedure
Community-Based Development
Handling Scheme for Manpower Requirement
463
466
Gambar 6.5
Gambar 6.6
Figure 6.5
Figure 6.6
Gambar 6.10 Matrik program Kerja Sekretaris Perusahaan

Tahun 2015
Gambar 6.11 Struktur Pengelola Internal Audit
Gambar 6.12 Matrik Rencana Kerja Internal Audit Tahun
2014
Gambar 6.13 Hubungan Antara Pokok, Kerangka Kerja &
Proses Manajemen Risiko Berdasarkan ISO
31000 Tahun 2009
Gambar 6.14 Struktur Organisasi Fungsi Risk
Figure 6.10
Gambar 6.15 Proses Manajemen Risiko ISO 31000 Tahun

2009
Gambar 6.16 Top Ten Risk PEPC Tahun 2014
Gambar 6.17 Top Risk Quantitative & Top Risk Qualitative
PEPC Tahun 2014 Direktorat Hulu Pertamina
Figure 6.15
Gambar 6.18 Top Risk Corporate Pertamina (Risk Event

PEPC) Tahun 2014
Gambar 6.19 Profil Risiko PEPC Tahun 2014
Gambar 6.20 Opini Audit dan Imbalan Jasa Audit PEPC
Gambar 6.21 Mekanisme Umum Sistem Pelanggaran
Figure 6.18
Gambar 6.22 Bagan Struktur Pengadaan Barang dan Jasa
Figure 6.22
Gambar 6.23 Alur Proses Rantai Suplai

Gambar 6.24 Struktur Organisasi HSSE
Gambar 6.25 Bagan Program dan Kinerja HSSE
Figure 6.23
Figure 6.24
Figure 6.25
Gambar 7.1
Gambar 7.2
Konsep Triple Bottom Line

Hubungan Visi dan Misi CSR PT Pertamina
(Persero) dan Visi dan Misi CSR PEPC
Figure 7.1
Figure 7.2
Gambar 7.3
Gambar 7.4
Gambar 7.5
Gambar 7.6
Gambar 7.7
Struktur Pengelola CSR

Alur Proses Metode Pendekatan CSR
Skema Program Pengaduan Pegawai
Community Base Development
Skema Penanganan Kebutuhan Tenaga Kerja
Figure 7.3
Figure 7.4
Figure 7.5
Figure 7.6
Figure 7.7
Figure 6.11
Figure 6.12
Figure 6.13
Figure 6.14
Figure 6.16
Figure 6.17
Figure 6.19
Figure 6.20
Figure 6.21
290
329
334
350
355
359
367
372
379
396
398
400
402
404
419
430
439
445
452
455
471
476
495
508
509
22
PERISTIWA PENTING TAHUN 2014

SIGNIFICANT EVENTS IN 2014
26 FEBRUARI 2014
FEBRUARY 26, 2014
Penandatanganan Kontrak KKKS

antara SKK Migas dengan PT
Pertamina EP Cepu ADK (PT PEPC
ADK) di Kantor Kementerian ESDM.
The Signing of KKKS Contract
between SKK Migas and PT
Pertamina EP Cepu ADK (PT PEPC
ADK) at the Ministry of Energy and
Mineral Resources Office
16 APRIL 2014
23 APRIL 2014
APRIL 23, 2014
RUPS Tahunan untuk Tahun Buku

2013 di Patra Office Tower Lantai 5
Ruang Banyu Urip
Annual GMS for Fiscal Year 2013 at
the 5th Floor of Patra Office Tower,
Banyu Urip Room
14-20 MEI 2014

MAY 14-20, 2014
23 MEI 2014
MAY 23, 2014
Pertamina Surface Facilities Training

Programme Wakil PEPC Terima
Penghargaan "MOST OUTSTANDING"
Pertamina Surface Facilities Training
Program PEPC representative receives
the "MOST OUTSTANDING" Award
6 JUNI 2014
JUNE 6, 2014
APRIL 26, 2014
Employee Forum 2014 dengan

agenda:
1. Inaugurasi PWTT (Pekerja Waktu
Tidak Tertentu)
2. Sosialisasi Struktur Organisasi
PEPC
3. Sosialisasi DOA (Delegation of
Kebijakan Pelimpahan
Kewenangan).
Employee Forum 2014, with agenda:
1. Inauguration of Non-Fixed Term
Employment Contract (Pekerja
Waktu Tidak Tertentu/PWTT)
2. PEPC Organizational Structure
Socialization
3. Delegation of Authority (DOA)
Socialization
ASCOPE (ASEAN Council and

Petroleum) National Committee
Chairperson (ANCC) yang
diselenggarakan di Singapura.
ASCOPE (ASEAN Council and
Petroleum) National Committee
Chairperson (ANCC) held in Singapore
Kunjungan Kepala BLH Bojonegoro,

Tedjo Sukmono dan perwakilan dari
Dewan Perwakilan Rakyat Daerah
Bojonegoro (DPRD Bojonegoro) ke
kantor PT Pertamina EP Cepu dalam
rangka memperingati Hari
Lingkungan Hidup.
Visit from Head of Bojonegoro
Environmental Agency, Tedjo
Sukmono and members of
Bojonegoro Regional House of
Representative (DPRD Bojonegoro)
to PT Pertamina EP Cepu office in the
commemoration of the Environment
Day
6 JUNI 2014
JUNE 6, 2014
Penandatangan Kontrak Front End

Engineering, Procurement (FEED) and
Construction A (EPC A) - Gas
Processing Facility Proyek
Pengembangan Gas Lapangan
Unitisasi Jambaran - Tiung Biru
(Proyek JTB) antara PEPC yang
diwakili oleh Direktur Utama PEPC
Amril Thaib M dengan Konsorsium
PT Singgar Mulia yang diwakili oleh
Tjipto Soewendi dan PT Fluor Daniel
Indonesia yang diwakili oleh David
Tjojodihardjo.
Contract signing for the Front End
Engineering Design (FEED) for
Procurement and Construction (EPC
A) of the Gas Processing Facilities at
the Jambaran - Tiung Biru Fields
Unitization Gas Project (JTB Project)
between PEPC, represented by Amril
Thaib M, President Director, and the
Consortium of PT Singgar Mulia
represented by Tjipro Soewendi and
PT Fluor Daniel Indonesia represented
by David Thojodihardjo.
12 JUNI 2014
JUNE 12, 2014
Kegiatan Donor Darah dalam Rangka

Memperingati Hari Donor Darah
Sedunia.
Blood Donation in the
commemoration of World Blood
Donor Day
24-25 JUNI 2014

JUNE 24-25, 2014
Kick off Meeting Feed EPC A Proyek

JTB antara PEPC dengan Konsorsium
PT Singgar Mulia dan PT Fluor Daniel
Indonesia bertempat di JS LUWANSA
Hotel Kuningan Jakarta.
Kick-off Meeting of FEED EPC A JTB
Project between PEPC and PT
Singgar Mulia and PT Fluor Daniel
Indonesia Consortium at JS
LUWANSA Hotel, Kuningan, Jakarta
26-27 JUNI 2014

JUNE 26-27, 2014
17 JULI 2014
JULY 17, 2014
Penandatangan batu prasasti dan

pembukaan kran air oleh Direktur
Utama PEPC Amril Thaib Mandailing
dalam rangka Program CSR
Peningkatan Akses Air Bersih bagi
warga Desa Jatimulyo Tambakrejo
Bojonegoro.
The signing of inscription stone and
the turning on water faucet by PEPC
President Director, Amril Thaib
Mandailing in CSR Program of Clean
Water Access Improvement for the
community in Jatimulyo Village,
Tambakrejo, Bojonegoro
17 JULI 2014
JULY 17, 2014
Kunjungan Fakultas Teknik

Universitas Indonesia (FT - UI)
ke Lapangan Banyu Urip.
Visit from the Faculty of Engineering,
University of Indonesia to Banyu Urip
Field
Peresmian Program Community Info

Board di sekitar proyek
Pengembangan Gas Lapangan
Unitisasi Jambaran-Tiung Biru (JTB)
oleh Direktur Utama PEPC, Amril
Thaib Mandailing.
Inauguration of the Community Info
Board Program at the location
surrounding Jambaran-Tiung Biru
Unitization Field Gas Development
Project by PEPC President Director,
Amril Thaib Mandailing
23
24

23-24 AGUSTUS 2014

AUGUST 23-24, 2014
Kunjungan Direktur Hulu ke Fasilitas

EOE (Early Oil Expansion), EPC Banyu
Urip dan Tajak Sumur Alas Dara
Kemuning di lapangan milik PEPC
ADK.
Visit from Upstream Director to Early
Oil Expansion (EOE) Facility, EPC
Banyu Urip and Alas Dara Kemuning
Well Spudding at PEPC ADK field
Penanaman pohon sebanyak 10.000

Bibit Pohon Trembesi Dan Kemiri
Sunan di Desa Embung Blibis,
Purwosari, Kabupaten Bojonegoro.
Dihadiri oleh Direktur Utama PEPC
Amril Thaib Mandailing, Direktur
Business Support, Musa Umbas,
General Manager (GM) JambaranTiung Biru, Bob Wikan H. Adibrata dan
PGA & Relations Manager Abdul Malik.
The planting of 10,000 Albizia saman
and Reutealis trisperma tree seedlings
in Embung Blibis Village, Purwosari,
Bojonegoro Regency, attended by
PEPC President Director Amril Thaib
Mandailing, Business Support Director
Musa Umbas, Jambaran Tiung Biru
General Manager (GM) Bob Wikan H.
Adibrata, and PGA and Relations
Manager Abdul Malik.
14 SEPTEMBER 2014
5-7 SEPTEMBER 2014
SEPTEMBER 14, 2014
SEPTEMBER 5-7, 2014
Penanaman Terumbu Karang di Pulau

Biawak Kabupaten Indramayu Jawa
Barat.
Coral Reef Planting in Biawak Island,
Indramayu Regency, West Java
Peringatan Hari Ulang Tahun PEPC

ke 9 tahun 2005-2014
Commemoration of PEPC 9th
Anniversary, 2005-2014
Inauguration of Banyu Urip Field

Mooring Tower by Operation Control
Deputy of the Special Task Force of
Oil and Natural Gas Upstream
Activities (SKK Migas), Muliawan in
Sumuranja area, Pulo Ampel, Serang,
Banten
29 SEPTEMBER 2014
SEPTEMBER 29, 2014
Kuliah Umum PEPC di isi oleh Bob

Wikan H. Adibrata, General Manager
Project Management Team JambaranTiung Biru bertempat di STIE
Cendekia di Jalan Veteran Kota
Bojonegoro.
PEPC Public Lecture presented by
Jambaran Tiung Biru Project
Management Team General Manager,
Bob Wikan H. Adibrata at STIE
Cendekia, on Jalan Veteran,
Bojonegoro City
30 SEPTEMBER 2014
SEPTEMBER 30, 2014
19 SEPTEMBER 2014
SEPTEMBER 19, 2014
11 SEPTEMBER 2014
SEPTEMBER 11, 2014
Peresmian Menara Tambat Lapangan

Banyu Urip oleh Deputi Pengendalian
Operasi Satuan Kerja Khusus
Pelaksana Kegiatan Usaha Hulu
Minyak dan Gas Bumi (SKK Migas),
Muliawan bertempat di areal
Sumuranja, Pulo Ampel, Serang,
Banten.
PEPC secara relay mengadakan

Townhall Meeting Farewell Ibu Karen
Agustiawan
Relay Town Hall Meeting for
Mrs. Karen Agustiawan Farewell
3 OKTOBER 2014
OCTOBER 3, 2014
Upstream Employee Gathering yang

bertempat di Gedung Olahraga Patra
Simprug diikuti oleh pekerja PEPC.
Upstream Employee Gathering at
Patra Simprug Sports Hall attended
by PEPC employees
4-5 OKTOBER 2014

OCTOBER 4-5, 2014
Penyerahan hewan qurban berupa 15

ekor sapi dan 1 ekor kambing kepada
pimpinan pondok pesantren Baitul
Hikmah, Desa Cabak, Blora, Jawa
Tengah oleh Direktur Utama PEPC
Amril Thaib Mandailing dan Direktur
PEPC ADK Perry Widyananda.
Handover of Sacrificial Animals, i.e.
15 cows and 1 goat to Head of Baitul
Hikmah Islamic Boarding School,
Cabak Village, Blora, Central Java by
PEPC President Director Amril Thaib
Mandailing and PEPC ADK Director
Perry Widyananda
Penandatanganan prasasti peresmian

Fasilitas Produksi Lapangan Banyu
Urip oleh Presiden Susilo Bambang
Yudoyono yang juga dihadiri oleh
Menteri Koordinator Bidang
Perekonomian, Chairul Tanjung;
Gubernur Jawa Timur, Soekarwo;
Bupati Bojonegoro, H. Suyoto; Plt.
Kepala SKK Migas, J. Widjonarko;
Komisaris Utama PT Pertamina
(Persero), Sugiharto; Direksi PT
Pertamina (Persero), Hanung Budya;
Direktur Utama PT Pertamina EP Cepu,
Amril Thaib Mandailing; Presiden Mobil
Cepu Limited (MCL), Jon M. Gibbs dan
Ketua Badan Kerjasama PI
(Participating Interest) Blok Cepu, Hadi
Ismoyo.
The signing of inauguration inscription
of Banyu Urip Field Production Facility
by President Susilo Bambang
Yudhoyono, also attended by
Coordinating Minister for Economic
Affairs, Chairul Tanjung; East Java
Governor, Soekarwo; Bojonegoro
Regent, H. Suyoto; Acting Head of SKK
Migas, J. Widjonarko; PT. Pertamina
(Persero) President Commissioner,
Sugiharto; PT. Pertamina (Persero)
Director, Hanung Budya; PT. Pertamina
EP Cepu President Director, Amril Thaib
Mandailing; Mobil Cepu Limited (MCL)
President, Jon M. Gibbs; and Head of
Participating Interest (PI) Cooperation
Agency of Cepu Block, Hadi Ismoyo
Inauguration of Banyu Urip oil and

natural gas field production facility,
Cepu Block and other Energy and
Mineral Resources Projects in Gayam
Sub-District, Bojonegoro Regency by
Coordinating Minister for Economic
Affairs, Chairul Tanjung.
10 OKTOBER 2014
OCTOBER 10, 2014
Employee Forum sekaligus Sosialisasi

GCG dan simbolis penandatangan
buku CoC oleh Direksi dihadiri oleh
seluruh Direksi serta jajaran Tim
Manajemen dan seluruh Pekerja PEPC
bertempat di Patra Office Tower Lantai
5, Ruang Banyu Urip. Employee Forum,
GCG Socialization, and Symbolical
Signing of CoC Book by the Board of
Directors, attended by all Directors and
Management team and all PEPC
Employees at the 5th Floor of Patra
Office Tower, Banyu Urip Room
18 OKTOBER 2014
OCTOBER 18, 2014
8 OKTOBER 2014
OCTOBER 8, 2014
7 OKTOBER 2014
OCTOBER 7, 2014
Peresmian fasilitas produksi lapangan

Minyak dan Gas Bumi (MIGAS) Banyu
Urip, Blok Cepu dan proyek-proyek
ESDM lainnya di Kecamatan Gayam,
Kabupaten Bojonegoro oleh Menteri
Koordinator Bidang Kesejahteraan
Rakyat dan Perekonomian, Chairul
Tanjung.
Basic Food Safety & Hygiene Sanitation

Training (BFS & HST) di PT Pertamina
EP Cepu (PEPC) yang diikuti oleh
hampir semua pramusaji (pesuruh
kantor) di kantor Jakarta maupun
Bojonegoro. Basic Food Safety and
Hygiene Sanitation Training (BFS &
HST) at PT Pertamina EP Cepu (PEPC)
attended by almost all Food and
Beverage servers (office boys and office
girls) at Jakarta and Bojonegoro offices.
25
26

6 NOVEMBER 2014
NOVEMBER 6, 2014
Lokakarya Media dan Media

Gathering di Hotel Mirah, Bojonegoro
bersama bersama Satuan Kerja
Khusus Pelaksana Kegiatan Usaha
Hulu Minyak dan Gas Bumi (SKK
Migas) Perwakilan Jawa Bali, Madura,
dan Nusa Tenggara (Jabamanusa)
dengan pimpinan redaksi Media seJabamanusa. Media Workshop and
Media Gathering at Hotel Mirah,
Bojonegoro between the Special Task
Force of Oil and Natural Gas
Upstream Activities (SKK Migas) of
Java, Bali, Madura, and Nusa
Tenggara (Jabamanusa)
Representative and Media editorial
heads of Jabamanusa.
7 NOVEMBER 2014
NOVEMBER 7, 2014
14 NOVEMBER 2014
NOVEMBER 14, 2014
Jalan Sehat diikuti oleh kurang lebih

300 pekerja dan mitra kerja PEPC
Jakarta & Pertandingan Volley diikuti
6 direktorat PEPC antara lain: Tim
Direktur Utama, Tim Direktur Operasi,
Tim Direktur Pengembangan, Tim
Direktur Business Support, Tim PEPC
ADK dan Tim Mitra Kerja (OB & Driver)
dalam rangka Peringatan Hari
Kesehatan Nasional Ke 50.
Healthy Walk, attended by around 300
employees and work partners of PEPC
Jakarta and Volleyball Competition
attended by six PEPC directorates, i.e.
President Director Team, Operations
Director Team, Development Director
Team, Business Support Director
Team, PEPC ADK Team, and Work
Partner Team (OB and Drivers) in
commemoration of the 50th National
Health Day
18 NOVEMBER 2014
NOVEMBER 18, 2014
Peresmian kegiatan re-entry sumur

NGBU#04 di Desa Nglobo Kecamatan
Jiken, Blora oleh Bupati Blora Djoko
Nugroho bersama Komisaris
PT Pertamina EP Cepu Bagus
Sudaryanto & Boyke Moekijat serta
Direktur PEPC ADK Perry Widyananda.
Inauguration of NGBU#04 well reentry in Nglobo Village, Jiken SubDistrict, Blora by Blora Regent, Djoko
Nugroho and PT Pertamina EP Cepu
Commissioners, Bagus Sudaryanto
and Boyke Moekijat and PEPC ADK
Director, Perry Widyananda
Kunjungan ke Proyek Banyu Urip

Bojonegoro dalam rangka
Bondholders Day 2014.
Visit to Banyu Urip Project,
Bojonegoro during Bondholders Day
2014
1 DESEMBER 2014
DECEMBER 1, 2014
Peringatan Hari HIV / AIDS Sedunia

2014.
Commemoration of World HIV/AIDS
Day 2014
5 DESEMBER 2014
DECEMBER 5, 2014
Kunjungan Kerja Wakil Presiden Jusuf

Kalla ke Blok Cepu meninjau proyek
migas Blok Cepu Engineering
Procurement and Construction (EPC).
Work Visit of Vice President Jusuf
Kalla to Cepu Block in the monitoring
of Cepu Block oil and gas project,
Engineering Procurement and
Construction (EPC)
27
PENGHARGAAN DAN SERTIFIKASI

AWARDS AND CERTIFICATIONS
PEPC terpilih sebagai KKS terbaik untuk Kategori

Kedisiplinan dibidang Perijinan dalam Kesesuaian
terhadap Pedoman Tata Kerja Nomor 032/PTK/VII/2009
tentang Pedoman Tata Kerja Operasional Perwakilan
BPMIGAS Bidang Perijinan Umum.
PEPC selected as the best KKS in the Category "Licensing
Discipline in the Compliance with Working Procedure
Guideline Number 032/PTK/VII/2009 concerning the
Operational Procedure Guidelines of General Licensing
of BPMIGAS Representative"
PEPC mendapatkan Penghargaan Apresiasi
Perusahaan atas Kontribusi, dedikasi & Komitmen
yang diberikan untuk menyukseskan Penyelenggaraan
Acara Syukuran & Buka Puasa Bersama 10.000 Anak
Yatim dengan Wakil Presiden Republik Indonesia.
PEPC received the Corporate Appreciation for the
Contribution, Dedication, and Commitment to the
successful implementation of "Thanksgiving and Iftar
with Vice President of the Republic of Indonesia and
10,000 Orphans"
PEPC mendapatkan Penghargaan sebagai Juara

ke 2 untuk Kategori Best Annual Report 2013.
PEPC won the 2nd place for "Best Annual Report
2013" Category
Bulan Month
Juni 2014
June 2014
Pemberi Awarder
SKK MIGAS
Bulan Month
Juli 2014
July 2014
Pemberi Awarder
PT Pertamina
(Persero)
Bulan Month
September 2014
Pemberi Awarder
PT Pertamina
(Persero)
Kerjasama Progam Penghijauan - Penanaman 10.000

Bibit Pohon Trembesi & Kemiri Sunan di Wilayah
Kabupaten Bojonegoro.
Greening Program Cooperation with the Planting of
10,000 Albizia saman (trembesi) and Reutealis
trisperma (kemiri sunan) Tree Seedlings in Bojonegoro
Regency
Bulan Month
11 September 2014
September 11, 2014
Pemberi Awarder
Kodim 0813
Bojonegoro
Military District
Command 0813
Bojonegoro
28
PENGHARGAAN DAN SERTIFIKASI

AWARDS AND CERTIFICATIONS
PEPC mendapatkan Penghargaan sebagai

Best Paper 1 dalam Drilling Technology Forum
(yang dipresentasikan oleh Alvin Q. Keswani &
M. Aswin Batubara).
PEPC received the "Best Paper 1" Award in the Drilling
Technology Forum (presented by Alvin Q. Keswani
and M. Aswin Batubara)
Bulan Month
September 2014
Pemberi Awarder
Pertamina UTC
Drilling
PEPC mendapatkan Penghargaan Juara Umum untuk

Kategori Pertamina Quality Assessment (PQA) 2014.
Bulan Month
PEPC awarded the title of Overall Champion for

Pertamina Quality Assessment (PQA) 2014 category
Pemberi Awarder
PEPC mendapatkan Penghargaan dalam "Annual

Pertamina Quality", adapun penghargaan yang diraih
oleh PEPC antara lain :
Penghargaan Gold untuk PKM IMATION
Penghargaan Silver untuk PKM BANANA SPLIT,
PKM AFGAN, SS ANFAD & RAMA dan PKM FREEZE
Penghargaan Bronze untuk GKM GUYUB dan PKM
OPTIMA O
PEPC received several Awards in the "Annual
Pertamina Quality", i.e.
Gold Award for PKM IMATION
Silver Award for PKM BANANA SPLIT, PKM AFGAN,
SS ANFAD & RAMA, and PKM FREEZE
Bronze Award for GKM GUYUB and PKM OPTIMA
O
PEPC meraih penghargaan dalam CIP-PKM IMATION

untuk kategori The Best Persentation Platinum
Category.
PEPC received CIP-PKM IMATION award for "The
Best Presentation Platinum Category"
September 2014
PT Pertamina
(Persero)
Bulan Month
Oktober 2014
October, 2014
Pemberi Awarder
PT Pertamina
(Persero)
Bulan Month
November 2014
Pemberi Awarder
Wahana Kendali
Mutu-Tingkat Nasional
Wahana Kendali
Mutu - National Level
29
IKHTISAR DATA KEUANGAN DAN

PRODUKSI PEPC TAHUN 2012-2014
PEPC FINANCIAL AND PRODUCTION HIGHLIGHTS OF 2012-2014
Tabel 1.1 Ikhtisar Data Keuangan dan Produksi PEPC Tahun 2012 - 2014
Table 1.1 PEPC Financial and Production Highlights of 2012-2014
* Tahun 2012-2014 dijabarkan dalam US Dollar The 2012-2014 period is presented in US Dollar
2012
2013
2014
NERACA
BALANCE SHEET
Assets
Aset
97,279,364
149,162,442
178,980,193
Current Assets
Aset Tidak Lancar
682,332,786
1,017,901,932
1,504,194 ,368
Non-Current Assets
Jumlah Aset
779,612,150
1,167,064,374
1,683,174,561
Aset Lancar
Liabilitas dan Ekuitas

Liabilitas
Liabilities
156,322,544
403,643,807
Current Liabilities
606,050,928
911,394,555
1,071,050,424
Non-Current Liabilities
713,900,974
1,067,717,099
1,474,693,231
Total Liabilities
65,711,176
99,347,275
208,481,330
Total Equity
Minority Rights
-10.570.682
-7,160,102
-224,663.614
Net Work Capital
Liabilitas Lancar
107,850,046

Jumlah Liabilitas
Jumlah Ekuitas
Hak Minoritas
Modal Kerja Bersih
Total Assets
Liabilities and Equity
LABA RUGI
INCOME STATEMENTS
143,882,860
172,794,294
292,536,427
Operating Revenue
Beban usaha
83,981,114
105,253,380
109,848,421
Operating Expenses
Laba (Rugi) Usaha
59,064,385
63,626,794
178,878,643
Operating Profit (Loss)
3,666,265
2,529,873
2,976,286
Other Income, net
Laba Sebelum Pajak
59,064,385
63,626,794
178,878 ,643
Profit before Tax
Beban Pajak Penghasilan
31,203,252
29,990,695
66,414,614
Income Tax Expense
Laba Bersih Tahun Berjalan
27,861,133
33,636,099
112,464,029
Current Year Net Profit
Profit per Share
Pendapatan Usaha
Penghasilan lain-lain, bersih
Laba per Saham

RASIO-RASIO KEUANGAN
FINANCIAL RATIOS
Rasio Likuiditas
Liquidity Ratio
Rasio Kas (%)
55.15
72.04
25.87
Cash Ratio(%)
Rasio Cepat (%)
83.20
80.55
35.49
Acid Test Ratio (%)
Rasio Lancar (%)
90.20
95.42
44.34
Current Ratio (%)
Margin Operasi (%)
41.63
39.09
62.45
Magin Laba Bersih (%)
19.36
19.47
38.44
Net Profit Margin
Tingkat Pengembalian Modal (%)
73.61
51.19
117.13
Return on Equity (ROE)
Tingkat Pengembalian Investasi (%)
14.16
12.69
24.85
Return on Investment (ROI)
Rasio Profitabilitas
Profitability Ratio
Operating Margin
30
2012
2013
2014
Rasio Solvabilitas
Solvency Ratio
91.57
91.49
87.61
Debt to Total Assets Ratio
Rasio Hutang Terhadap Modal (%) 1086
1075
707
Debt to Total Equity Ratio
Rasio Hutang (%)
Rasio Aktivitas
Activity Ratio
Perputaran Persediaan (hari)
19.15
49.12
19.62
Inventory Turnover (days)
Periode Penagihan (hari)
76.07
24.42
22.09
Collection Period (days)
Perputaran Aset (%)
27.56
26.00
35.53
Total Assets Turnover
8.43
8.51
12.39
Total Equity to Total Assets
Rasio Hutang Terhadap Aset (%)
IKHTISAR OPERASIONAL
OPERATIONAL HIGHLIGHTS
Produksi (Barrels)
8,175,041
9,583,938
11,218,400
Production (in barrels)
Pertamina EP Cepu
Share (45%)- (Barrels)
3,678,769
4,312,772
5,048,280
Pertamina EP Cepu
Share (45%) (in barrels)
Laporan Keuangan
Perusahaan Bulanan (Hari)
<_ 7
<_ 7
<_ 7
Monthly Report
Company Management (days)
Laporan Manajemen
Perusahaan Bulanan (Hari)
<_16
<_ 16
<_ 16
Monthly Report
Company Management (days)
Maret
Maret
Maret
Audited Financial
Statements (March)
Rancangan RKAP (Agustus)
Agustus
Agustus
Agustus
The design of RKAP (August)
Tingkat Kesehatan
Perusahaan
Sehat A
Sehat A
Sehat AA
Soundness Company
Laporan Keuangan
Audited (Maret)
Catatan:
Sampai dengan akhir tahun 2014, PEPC tidak melakukan
perdagangan saham sehingga tidak ada informasi harga saham
tertinggi, harga saham terendah dan harga saham penutupan
serta volume saham yang diperdagangkan.
Sampai dengan akhir tahun 2014, PEPC tidak menerbitkan
obligasi, sukuk dan obligasi konversi sehingga tidak ada informasi
terkait dengan jumlah obligasi/sukuk/obligasi konversi yang
beredar, tingkat bunga/imbalan, tanggal jatuh tempo dan
peringkat obligasi/sukuk.
Sampai dengan akhir tahun 2014, PEPC tidak melakukan
investasi pada entitas asosiasi sehingga tidak ada informasi
terkait dengan investasi pada entitas asosiasi.
Note:
As of the end of 2014, PEPC has not conducted any share trade;
thus no available information concerning the highest, lowest,
and the closing price of traded shares.
As of the end of 2014, PEPC has not issued bonds, sukuk (Islamic
bonds), and convertible bonds; thus no available information
concerning outstanding amount, level of interests or incentives,
maturity period, and ratings of bonds/sukuk.
As of the end of 2014, PEPC has not invested in associated
entities; thus no information on investment in associated entities.
Grafik 1.10. Aset Lancar
Grafik 1.11. Aset Tidak Lancar
Chart 1.10. Current Asset
2012
2013
Chart 1.11. Non-current Assets
2014
Grafik 1.12. Aset
2013
2014
Chart 1.14. Non-current Liabilities
2013
2014
Chart 1.13. Current Liabilities
Grafik 1.14. Liabilitas Tidak Lancar
2012
2013
Grafik 1.13. Liabilitas Lancar
Chart 1.12. Assets
2012
2012
2014
2012
2013
2014
Grafik 1.15. Liabilitas

Chart 1.15. Liabilities
2012
2013
2014
31
32
Grafik 1.16. Ekuitas
Grafik 1.17. Modal Bersih
Chart 1.16. Equity
Chart 1.17. Net Work Capital
2012
2012
2013
Chart 1.18. Operating Expenses
2013
2014
Grafik 1.20. Laba Bersih Tahun Berjalan

Chart 1.20. Current Year Net Profit
2012
2013
2014
2014
Grafik 1.18. Beban Usaha
2012
2013
2014
Grafik 1.22. Rasio Lancar (%)

Chart 1.22. Current Ratio (%)
Grafik 1.19. Laba (Rugi) Usaha

Chart 1.19. Operating Profit (Loss)
2012
2013
2014
Grafik 1.21. Rasio Kas

Chart 1.21. Cash Ratio
2012
2013
2014
Grafik 1.23. Pengembalian

Atas Ekuitas (ROE) (%)
Chart 1.23. Return On Equity (ROE) (%)
2012
2013
2014
2012
2013
2014
Grafik 1.24. Rasio Laba Terhadap

Investasi (ROI) (%)
Chart 1.24. Return On Investment (ROI) (%)
2012
2013
2014
Grafik 1.26. Rasio Hutang

Terhadap Ekuitas (DER) (%)
Chart 1.26. Debt To Total Equity Ratio (DER) (%)
2012
2013
2014
Grafik 1.28. Periode Pengumpulan (Hari)

Chart 1.28. Collection Period (Day)
2012
2013
2014
Grafik 1.30. Produksi Share PEPC (Barrel)

Chart 1.30. Pepc Share Production (in barrels)
2012
2013
2014
Grafik 1.25. Rasio Hutang

Terhadap Aset (DAR) (%)
Chart 1.25. Debt To Total Assets Ratio (DAR) (%)
2012
2013
2014
Grafik 1.27. Rasio Perputaran

Persediaan (Hari)
Chart 1.27. Inventory Turnover (Day)
2012
2013
2014
Grafik 1.29. Produksi (Barrel)

Chart 1.29. Production (in barrels)
2012
2013
2014
33
34
TANGGUNG JAWAB ATAS LAPORAN TAHUNAN 2014

ACCOUNTABILITY OF ANNUAL REPORT 2014
Dewan Komisaris dan Direksi menyatakan bertanggung jawab penuh

atas kebenaran isi Laporan Tahunan ini, berikut laporan keuangan
dan informasi lain yang terkait.
Board of Commisioners and Board of Directors are fully accountable
for correctness of this Annual Report, and the accompanying financial statement
and related information.
Jakarta, 20 Februari 2015
Jakarta, February 20, 2015
Komisaris Utama
President Commisioner
Direktur Utama
President Director
Andri T. Hidayat
Komisaris
Commisioner
Direktur Operasi
Operation Director
Bagus Sudaryanto
Ricardo Perdana Yudantoro
Komisaris
Commisioner
Direktur Pengembangan
Development Director
Insan Purwarisya L.Tobing
Amran Anwar
Komisaris
Commisioner
Direktur Bisnis Support

Business Support Director
Boyke E.W. Moekijat
Musa Umbas
Komisaris
Commisioner
Direktur
Director
Elfien Goentoro
(Sampai dengan 24 Juni 2014 Until June 24, 2014)
Mangasi D. Gunawan
(Sampai dengan 02 Februari 2014 Until February 2, 2014)
35
36
Laporan Reporting
LAPORAN KEPADA
PEMEGANG SAHAM DAN
PEMANGKU KEPENTINGAN
REPORT TO SHAREHOLDERS AND

STAKEHOLDERS
37
38
LAPORAN TUGAS PENGAWASAN DEWAN KOMISARIS
SUPERVISORY REPORT FROM THE BOARD OF COMMISSIONERS
ANDRI T. HIDAYAT
KOMISARIS UTAMA
PRESIDENT COMMISSIONER
Laporan Reporting
Mengacu kepada Board Manual PT Pertamina EP Cepu

(PEPC) yang telah ditetapkan pada tanggal 27
September 2013 dan Anggaran Dasar PEPC sesuai
Akta Notaris No 45 tahun 2013, Dewan Komisaris
merupakan salah satu organ Perusahaan yang
berfungsi untuk melakukan pengawasan secara
umum dan/atau khusus sesuai Anggaran Dasar serta
memberikan nasehat kepada Direksi dalam
menjalankan perusahaan. Dewan Komisaris juga
memiliki tugas untuk melakukan pemantauan
terhadap efektifitas praktik Good Corporate Governance
(GCG) yang ditetapkan Perusahaan.
Referring to PT Pertamina EP Cepu (PEPC) Board
Manual established on September 27, 2013 and PEPC
Articles of Association as set forth in Notarial Deed
No. 45 of 2013, the Board of Commissioners is a
Company organ functioning to perform general and/or
special supervision in accordance with the Articles
of Association and provide advice to the Board of
Directors in running the Company. The Board of
Commissioners also serves to monitor the
effectiveness of Good Corporate Governance (GCG)
practices set by the Company.
39
40

Dalam menjalankan fungsi pengawasan dan pemberian

nasehat kepada Direksi, Dewan Komisaris berpedoman
pada peraturan perundang-undangan dan ketentuan internal
Perusahaan yang berlaku. Dalam melaksanakan tugasnya
Dewan Komisaris dibantu oleh Komite Audit yang
bertanggung jawab kepada Dewan Komisaris di mana tugas
serta tanggung jawabnya didasarkan pada piagam (charter)
Komite.
In conducting the supervisory and advisory functions on

the Board of Directors, the Board of Commissioners is
guided by applicable laws and legislations in addition to
Company's internal provisions. To conduct its duties, the
Board of Commissioners is assisted by Audit Committee
which directly reports to the Board of Commissioners and
whose duties and responsibilities are set based on
Committee charter.
Laporan Dewan Komisaris ini merupakan bagian dari

Laporan Tahunan Perusahaan sebagai pertanggungjawaban
Dewan Komisaris PEPC dalam menjalankan fungsi
pengawasan dan pemberian nasehat kepada Direksi selama
tahun buku 2014 sesuai ketentuan dalam :
Undang-Undang No. 40 Tahun 2007 tentang Perseroan
Terbatas;
Peraturan Menteri BUMN No. PER-01/MBU/2011 tanggal
1 Agustus 2011 tentang Penerapan Tata Kelola
Perusahaan yang baik (GCG) pada Badan Usaha Milik
Negara;
Anggaran Dasar PEPC sesuai Akta No. 45 Tahun 2013;
This Board of Commissioners report is a part of Company

Annual Report as PEPC Board of Commissioners'
accountability in running the supervisory and advisory
functions on the Board of Directors during fiscal year 2014
in compliance with the provisions of:
Law No. 40 of 2007 on Limited Liability Company;
Peraturan Menteri BUMN No. PER-21/MBU/2012 tentang

Pedoman Penerapan Akuntabilitas Keuangan Badan
Usaha Milik Negara;
Board Manual PEPC yang ditandatangani pada tanggal
27 September 2013.
Dalam menjalankan fungsi pengawasan, Dewan Komisaris
menempuh dengan empat pendekatan, dengan tetap
berpedoman pada GCG yaitu :
i. Mengadakan rapat bulanan secara rutin dengan Direksi
dalam rangka monitoring RKAP;
ii. Mengadakan rapat - rapat internal bersama para
anggota Komite;
iii. Menerbitkan surat/memorandum yang ditujukan kepada
Direksi;
iv. Melakukan kunjungan kerja (Management Walk Through)
ke proyek/lokasi kegiatan Perusahaan.
Regulation of the Minister of SOEs No. PER01/MBU/2011 dated August 1, 2011 on the
Implementation of Good Corporate Governance in StateOwned Enterprises;
PT Pertamina EP Cepu Articles of Association pursuant
to Deed No.45 in 2013;
Regulation of the Minister of SOEs No. PER21/MBU/2012 on Guidelines for the Implementation of
Financial Accountability of State-Owned Enterprises;
PEPC Board Manual which was signed on September
27, 2013.
In conducting supervisory function, the Board of
Commissioners uses these four approaches, while remain
upholding GCG principles:
i. Holding regular monthly meetings with the Board of
Commissioners for the monitoring of RKAP (Company
Budget and Work Plan);
ii. Holding internal meetings with Committee members;
iii. Issuing letters/memorandums addressed to the Board
of Directors;
iv. Conducting work visits (Management Walkthrough) to
Company's project sites.
Laporan Reporting
PEPC telah menunjukkan hasil kinerja operasional yang cukup

membanggakan, ditandai dengan pencapaian peningkatan
produksi sebesar 10.000 BPOD melalui Program Early Oil
Expansion (EOE) yang sebelumnya 30.000 BPOD menjadi 40.000
BPOD.
PEPC has shown relatively favorable operational performance,
marked by the achievement of increased production by 10,000
BPOD through Early Oil Expansion (EOE) program, from
previously 30,000 BPOD to 40,000 BPOD.
Penilaian Atas Kinerja Direksi Mengenai Pengelolaan

Perusahaan
Assessment of Board of Directors Performance on

Company Management
Di tengah perkembangan kondisi perekonomian global

masih berjalan lambat dan dibayangi dengan berbagai risiko
ketidakpastian, dimana pertumbuhan ekonomi nasional
akhir tahun 2014 tercatat sebesar 5,21% turun dibandingkan
tahun lalu sebesar 5,78%. PEPC telah menunjukkan hasil
kinerja operasional yang cukup membanggakan, ditandai
dengan pencapaian peningkatan produksi sebesar 10.000
BPOD melalui Program Early Oil Expansion (EOE) yang
sebelumnya 30.000 BPOD menjadi 40.000 BPOD. Program
EOE dilakukan dengan melakukan produksi di 3 (tiga) sumur
minyak baru dari Wellpad C Banyu Urip yaitu CO3, CO4 dan
CO6. Peningkatan produksi ini memberikan peningkatan
pendapatan ke Pertamina sebesar US$ 13.5 Juta per bulan
(45% PEPC Share). Pencapaian ini merupakan hasil terbaik
selama 10 tahun terakhir.
Amidst the sluggish global economics and risk of

uncertainty, the national economic growth as of the end of
2014 was recorded at 5.21% - a decline compared to the
previous year's growth with 5.78%. PEPC has shown
relatively favorable operational performance, marked by
the achievement of increased production by 10,000 BPOD
through Early Oil Expansion (EOE) program, from previously
30,000 BPOD to 40,000 BPOD. The EOE program is
conducted through production at three new oil wells at Well
Pad C Banyu Urip, i.e. C03, C04, and CO6. The increased
production contributes to the increase in Pertamina revenue
by USD13.5 million per month (45% PEPC Share). This is
the Company's best achievement throughout these past
ten years.
PEPC terus mendorong setiap strategi dan upaya dalam

meningkatkan kinerja perusahaan menyeluruh. Pada tahun
2014 PEPC telah mencapai kinerja keuangan yang positif
dibandingkan tahun 2013, dimana Laba Komprehensif
tahun 2014 sebesar USD112,464 juta meningkat 234%
dibanding tahun 2013 sebesar USD33,636 juta. Peningkatan
ini disebabkan oleh meningkatnya pencapaian penjualan
minyak mentah sebesar 20.09% dibandingkan tahun 2013.
Selain itu, Dewan Komisaris juga mendukung langkah
Direksi melakukan pengisian posisi-posisi penting dalam
organisasi yang mendukung efektifitas proses bisnis dalam
melaksanakan pekerjaan POD Banyu Urip dan Operator
Lapangan Unitisasi Jambaran - Tiung Biru sebagaimana
yang tertuang dalam Keputusan Direksi PEPC Nomor:
Kpts.012/CP0000/2014/S0 tentang Organisasi dan Tata
Kerja PT Pertamina EP Cepu pada tanggal 15 April 2014.
PEPC continues to support each strategy and efforts in

improving Company performance as a whole. In 2014 PEPC
has achieved positive financial performance compared to
2013, where Comprehensive Profit of 2014 at USD112,464
million increased by 234% compared to 2013 at USD33,636
million. Such achievement is triggered by the increase in
crude oil sales by 20.09% compared to 2013. In addition,
the Board of Commissioners also supports Board of
Directors' action in filling out key positions in the organization
to support the effectiveness of business process in
conducting POD Banyu Urip and Jambaran-Tiung Biru
Unitization Field Operator as established in the PEPC Board
of Directors Decree No. Kpts.012/CP0000/2014/S0 on
Organization and Work Procedures of PT Pertamina EP
Cepu on April 15, 2014.
41
42

Pengelolaan Lapangan Blok Cepu mulai tahun 2005 hingga

2014 antara lain pelaksanaan early production, proyek
pengembangan Banyu Urip dan kegiatan eksplorasi.
Perusahaan telah berhasil mencapai safety man hours lebih
dari 3,9 juta jam tanpa fatality. Total Jam Kerja Selamat
selama tahun 2014 adalah 918.906 jam.
Cepu Block Field management from 2005 to 2014 among

others carries out the implementation of early production,
Banyu Urip development project and exploration activities.
The Company has succeeded in reaching more than 3.9
million hours without fatality. Total safety man hours of
2014 is 918,906 hours.
Pandangan atas Prospek Usaha Perusahaan yang Disusun

oleh Direksi
View on Corporate Business Prospects Prepared by the

Board of Directors
Dengan tekad dan Visi/Misi manajemen PEPC berkomitmen

untuk maju dan menjadi role model APH yang berkelas
dunia dengan slogan "Delivering World Class Values", PEPC
terus fokus untuk memperkuat landasan untuk tumbuh
dalam mendorong pertumbuhan kinerja dimasa depan.
Untuk itu PEPC akan memaksimalkan nilai perusahaan dan
mengoptimalkan aset perusahaan serta pembinaan
networking melalui langkah-langkah inovatif dan strategis.
PEPC juga telah melakukan transformasi dalam hal
penetapan target kinerja dan cara pencapaiannya, serta
mengoptimalkan seluruh kekuatan dan sumber daya yang
dimiliki.
Based on Corporate Vision and Mission, PEPC management

is committed to move forward and become a world-class
role model subsidiary with the slogan "Delivering WorldClass Values". PEPC remains focused on strengthening the
foundation to develop and encourage performance growth
in the future. Therefore PEPC shall optimize corporate
values as well as Company assets and foster the networking
through innovative and strategic measures. PEPC has
conducted transformation in the establishment of
performance targets and how to achieve the target, in
addition to optimizing all force and resources at hand.
Dewan Komisaris akan mendukung upaya manajemen

dalam memenuhi target RKAP 2015 yang lebih menantang
dari RKAP 2014. Target perolehan laba bersih di RKAP 2015
sebesar USD401.277.084 atau lebih tinggi dari realisasi
perolehan laba bersih tahun 2014 sebesar USD112,464,029.
The Board of Commissioners will support management's

efforts in meeting the targets set in RKAP 2015, which is
more challenging than the RKAP 2014. The net profit target
of RKAP 2015 at USD401,277,084 is higher than net profit
realization of 2014 amounting to USD112,464,029.
PEPC akan terus fokus pada bisnis inti Perusahaan dengan

mengoptimalkan seluruh kekuatan dan sumber daya yang
dimiliki dan ditunjang dengan kinerja keuangan yang sehat,
sumber daya manusia yang kompeten dan berpengalaman,
diharapkan menjadi modal dalam mencapai target kinerja
PEPC di masa yang akan datang yang mampu tumbuh
positif dan berkelanjutan.
PEPC will stay focused on Company's core business through

the optimization of all force and resources at hand. Supports
in the forms of sound financial performance, competent
and experienced human resources are expected to become
a capital in achieving positive and ever-growing PEPC
performance target in the future.
Penerapan Tata Kelola Perusahaan dan CSR
Implementation of Corporate Governance and CSR
Dalam upaya meningkatkan kinerja ke arah yang positif,

Dewan Komisaris senantiasa mendorong manajemen agar
mampu menjaga dan mengelolanya dengan baik. Dewan
Komisaris selalu memberikan perhatian khusus dalam
memberikan pengawasan atas penerapan Tata Kelola
Perusahaan yang Baik (Good Corporate Governance) sesuai
dengan standar yang ditetapkan oleh Pemegang Saham,
Regulator dan standar best practice lainnya.
In the effort to increase the performance to positive direction,

the Board of Commissioners constantly encourage the
management to maintain and manage it well. The Board
of Commissioners always pays special attention to providing
supervision on the implementation of Good Corporate
Governance according to the standards set by Shareholders,
Regulator, and other best practice standards.
Laporan Reporting
Dewan Komisaris memahami bahwa perusahaan yang siap

memenangkan persaingan adalah perusahaan yang
mengedepankan prinsip-prinsip GCG yaitu TARIF
keterbukaan (transparency), akuntabilitas (accountability),
pertanggungjawaban (responsibility), independensi
(independency), dan kewajaran (fairness). Hal itulah yang
mendasari Dewan Komisaris untuk terus mendukung dan
menjunjung tinggi seluruh prinsip GCG dapat diterapkan
secara konsisten. Berbagai inisiatif program GCG telah
dilaksanakan sepanjang tahun 2014 sebagai wujud
komitmen manajemen PEPC dalam penerapan GCG, antara
lain dengan penyusunan infrastruktur GCG dan melakukan
Assessment GCG menggunakan standar alat uji Kementerian
Negara BUMN Nomor SK-16/S.MBU/2012 tanggal 6 Juni
2012 yang dilakukan oleh pihak independen dengan capaian
skor 77,57 dan masuk dalam kategori Baik. Dewan
Komisaris meyakini dengan kerja keras dan komitmen yang
tinggi kedepan penerapan GCG dapat dilaksanakan oleh
manajemen dengan baik. Nilai ini wajib ditingkatkan untuk
dapat diperoleh hasil yang cukup baik sebagaimana target
implementasi GCG Perusahaan.
The Board of Commissioners is fully aware that a company

which prepares to win the competition is a company which
gives emphasis on GCG principles, or TARIF i.e.
transparency, accountability, responsibility, independency
and fairness. This is the basis for the Board of
Commissioners to constantly support and uphold all GCG
principles for consistent implementation. Various GCG
initiatives have been carried out throughout 2014 as PEPC
management's commitment to GCG implementation,
among others with the establishment of GCG infrastructure
and application of GCG Assessment using standard test
equipment from the Ministry of SOEs No. SK16/S.MBU/2012 dated June 6, 2012 conducted by
independent party with the score 77.57 or categorized as
Sound. The Board of Commissioners believes that hard
work and high commitment in the future will result in
excellent implementation of GCG. Such value needs to be
improved to achieve favorable result to meet Company
GCG implementation targets.
Dalam rangka meningkatkan efektivitas pengawasan,

Dewan Komisaris dibantu oleh Komite Audit sesuai peran
dan fungsinya yang telah ditetapkan dalam pedoman kerja
Komite Audit. Komite Audit bertugas membantu Dewan
Komisaris dalam memastikan efektivitas pengendalian
internal yang dilakukan oleh audit internal maupun eksternal
serta pengawasan penerapan GCG. Seluruh temuan, catatan
dan rekomendasi dari hasil pelaksanaan kegiatan,
penelaahan dan analisa Komite Audit selama tahun 2014
telah dikomunikasikan dan didiskusikan dengan Direksi,
Satuan Pengawas Internal (SPI) dan Auditor Eksternal, serta
telah dilaporkan kepada Dewan Komisaris untuk perbaikan
dan tindak lanjut dari manajemen PEPC.
In order to increase supervisory effectiveness, the Board

of Commissioners is assisted by the Audit Committee in
accordance with the role and function set by Audit
Committee work guidelines. The Audit Committee has the
obligation to assist the Board of Commissioners in ensuring
effective internal controlling conducted by internal and
external auditors, as well as monitoring GCG
implementation. All findings, records, and recommendation
from the implementation of activities, review, and analysis
of Audit Committee throughout 2014 have been
communicated and discussed with the Board of Directors,
Internal Audit Unit, and External Auditor, and are submitted
to the Board of Commissioners for improvement and followup from PEPC management.
Selain itu Dewan Komisaris mendukung upaya PEPC dalam

implementasi Corporate Social Responsibility. Berbagai
kegiatan telah dilakukan di tahun 2014 meliputi kegiatan
CSR pada aspek tanggung jawab Perusahaan seperti
terhadap lingkungan, pegawai, konsumen maupun
masyarakat. Dengan implementasi CSR, Dewan Komisaris
berkeyakinan PEPC dapat berkontribusi dalam menjaga
keberlangsungan dan keseimbangan kegiatan sosial,
ekonomi dan lingkungan.
The Board of Commissioners also supports PEPC in

Corporate Social Responsibility implementation. Various
CSR activities in 2014 were performed to show Company's
responsibility to the environment, employees, customers,
and the community. With CSR implementation the Board
of Commissioners believes that PEPC may contribute in
sustaining the continuity and balance of economic, social,
and environmental activities.
43
44
Perubahan Struktur Dewan Komisaris
Changes in Board of Commissioners Structure
Pada tahun 2014, telah terjadi perubahan komposisi Dewan

Komisaris. Saudara Elfien Goentoro mengundurkan diri
karena mendapatkan penugasan menjadi salah satu Direksi
PT PELNI. Selanjutnya berdasarkan Surat Keputusan
Pemegang Saham Sirkuler tanggal 25 Juni 2014 Saudara
Boyke Moekijat diangkat menjadi Komisaris menggantikan
Saudara Elfien Goentoro untuk jangka waktu 1 (satu) periode
sebagai sebagai Komisaris PEPC, sehingga sampai 31
Desember 2014 Dewan Komisaris PEPC berjumlah 4
(empat) orang.
A change in Board of Commissioners composition took

place in 2014. Mr. Elfien Goentoro resigned from his post
following a mandate to serve as a member of PT PELNI
Board of Directors. Further, based on Circular Decree of
Shareholders on June 25, 2014, Mr. Boyke Moekijat was
appointed as a Commissioner replacing Mr. Elfien Goentoro
for one term of office as PEPC Commissioners. As of
December 31, 2014, PEPC Board of Commissioners consists
of four members.
Kami ucapkan terima kasih atas kontribusi, dedikasi,

semangat dan loyalitas yang telah diberikan Saudara Elfien
Goentoro selama menjabat sebagai Dewan Komisaris PEPC.
Kami akan terus meningkatkan peran aktif setiap anggota
Dewan Komisaris dalam menjalankan fungsi pengawasan
dan penasehatan kepada manajemen, sehingga kinerja
PEPC terus menunjukkan hasil yang positif di masa depan.
Kami mengucapkan selamat bergabung kepada Saudara
Boyke Moekijat. Dengan pengalaman yang dimiliki serta
kerjasama yang solid dengan seluruh Dewan Komisaris
lainnya, beliau mampu berkontribusi positif bagi kemajuan
PEPC.
We express our gratitude for the contribution, dedication,

spirit, and loyalty delivered by Mr. Elfien Goentoro during
his service as PEPC Board of Directors member. We will
continue to enhance active roles of each Board of
Commissioners members in running supervisory and
advisory functions to the management, allowing PEPC to
continuously show positive performance in the future. We
would like to welcome Mr. Boyke Moekijat. With his
experience and solid cooperation with other members of
the Board of Commissioners, Mr. Boyke Moekijat is capable
of providing positive contribution for the advancement of
the Company.
Laporan Reporting
Kiri ke Kanan:
Left to Right:
Boyke E.W. Moekijat

Komisaris
Commissioner
Andri T. Hidayat
Komisaris Utama
President Commissioner
Bagus Sudaryanto
Komisaris
Commissioner
Insan Purwarisya L. Tobing

Komisaris
Commissioner
Apresiasi
Appreciation
Atas nama Dewan Komisaris, saya menyampaikan

penghargaan kepada Direksi dan segenap pekerja atas
k etekunan, komi tm en da n dedik as inya da la m
memanfaatkan seluruh potensi yang ada di PEPC sehingga
mampu mencapai kinerja yang menggembirakan di tahun
2014.
On behalf of the Board of Commissioners, I extend my

highest appreciation to the Board of Directors and all
employees for the persistence, commitment, and dedication
in utilizing all existing potentials of PEPC to achieve favorable
performance in 2014.
Kepada para Pemegang Saham, kami berharap kinerja

PEPC dalam Laporan Tahunan 2014 ini dapat memenuhi
harapan. Tidak lupa kami mengucapkan terima kasih kepada
seluruh Pelanggan, Mitra Usaha dan seluruh Pemangku
Kepentingan atas kepercayaan, dukungan, peran dan
kontribusi yang diberikan sehingga PEPC mampu mencapai
kinerja positif dan terus tumbuh. Dengan terus membangun
sinergi yang kuat dan harmonis, PEPC berkomitmen untuk
menuju pencapaian visi kita bersama serta menghadapi
peluang dan tantangan di masa yang akan datang.
To all Shareholders, we are hoping that PEPC performance

in this 2014 Annual Report can fulfill expectations. We
would also like to thank all Customers, Work Partners, and
all Stakeholders for the trust, support, roles, and
contributions which have brought PEPC to achieve positive
performance and continue to grow. By constantly building
strong synergy and harmony, PEPC is committed to achieve
our mutual vision as well as facing the challenges and
opportunities in the future.
Jakarta, 20 Februari 2015 February 20, 2015

Atas Nama Dewan Komisaris On Behalf of the Board of Commissioners
PT Pertamina EP Cepu (PEPC)
Andri T. Hidayat
Komisaris Utama President Commissioner
45
46
PROFIL DEWAN KOMISARIS
BOARD OF COMMISSIONERS PROFILE

Kasubdin Akuntansi Konsolidasi. Menempati berbagai pos
penugasan penting seperti Manajer Keuangan UP V
Balikpapan (1999), Manajer Senior Kontroler Direktorat
Keuangan (2001), Deputi Direktur Perbendaharaan dan
Pendanaan (2004), Kepala Satuan Pengawas Internal PT
Pertamina EP (2006), Direktur Keuangan PT Pertamina
Geothermal Energy (2007), Direktur Keuangan PT Pertamina
EP (2009) dan Direktur Keuangan PT Pertamina (Persero).
Pada tanggal 17 Februari 2012 Andri T. Hidayat ditunjuk
menjadi Komisaris Utama PT Pertamina EP Cepu.
Dasar Pengangkatan:
Surat Keputusan Pemegang Saham tanggal 17 Februari 2012
Born: Bandung, May 12, 1958
Education: Earning Bachelor of Economic Accounting from
Padjadjaran University - Bandung in 1984 and Master of
Management from the University of Indonesia in 1992.
ANDRI T. HIDAYAT
KOMISARIS UTAMA
Lahir di Bandung, 12 Mei 1958

Pendidikan: Memperoleh gelar Sarjana Ekonomi
Akuntansi dari Universitas Padjadjaran - Bandung pada
tahun 1984 dan Magister Manajemen dari Universitas
Indonesia pada tahun 1992.
Training yang Diikuti: Turkmenistan Gas Congress TGC,
Global Customer Summit-Asean Executive USA, Shale Gas
World Asia 2011, Shale Gas World Asia 2011, Product
Knowledge Angkatan II, Seminar dan Rakor Mutu Dit.
Hulu, Cirebon, International Geoscience Conference,
Geostatistics for Seismic Data Integration In Earth Models,
Amplitudes, Risk And All That Geophysical Malarkey,
Acquisition Of A Large Land 3D Seismic Survey in The
Cepu Bl, Applied Seismic Stratigraphy etc.
Perjalanan Karir: Memulai karirnya sebagai Staf
Keuangan Rumah Sakit Pusat Pertamina (RSPP) pada
tahun 1986 hingga menjadi Kepala Akuntansi RSPP
pada tahun 1987. Selanjutnya beliau ditugaskan di
Direktorat Keuangan Pertamina sebagai Staf Keuangan
- Pengawas Konsolidasi Rugi Laba. Sempat menjadi
Kepala Akuntansi Pertamina UPPDN III pada tahun
1994, kemudian kembali ke Direktorat Keuangan
sebagai Kasubdin Akuntansi Kalkulasi Biaya dan
Attended Trainings: Turkmenistan Gas Congress TGC, Global

Customer Summit-ASEAN Executive USA, Shale Gas World
Asia 2011, Shale Gas World Asia 2011, Product Knowledge
Batch II, Seminar and Quality Coordination Meeting for
Upstream Directorate., Cirebon, International Geoscience
Conference, Geostatistics for Seismic Data Integration In
Earth Models, Amplitudes, Risk And All That Geophysical
Malarkey, Acquisition Of A Large Land 3d Seismic Survey in
the Cepu Bl, Applied Seismic Stratigraphy, etc.
Career Path: Starting his career as Finance Staff for Pertamina
Central Hospital (RSPP) in 1986 to serving as Head of
Accounting at the RSPP in 1987. He was then assigned to
the Directorate of Finance of Pertamina as Finance Staff Consolidated Income Supervisor. He also served as
Accounting Head of Pertamina UPPDN III in 1994, and
returned to the Directorate of Finance as Head of Subdepartment Cost Calculation Accounting Head of Subdepartment Consolidation Accounting. Several key positions
served among others Manager of Finance UP V Balikpapan
(1999), Senior Manager Controller Directorate of Finance
(2001), Deputy Director Treasury and Finding (2004), Head
of Internal Control Unit PT Pertamina EP (2006), Director of
Finance PT Pertamina Geothermal Energy (2007), Director
of Finance PT Pertamina EP (2009), and Director of Finance
PT Pertamina (Persero). In February 17, 2012 Andri T. Hidayat
was appointed as the President Commissioner of
PT Pertamina EP Cepu.
Basis of Appointment: Decree of Shareholders dated
February 17, 2012
Laporan Reporting
Lahir di Mojokerto, 12 September 1960

Pendidikan: Doktor Teknik Perminyakan, University of
Southern California, Los Angeles, USA, (1998); Magister
Teknik Perminyakan, Institut Teknologi Bandung (1993),
Sarjana Teknik Perminyakan Institut Teknologi Bandung
(ITB) - (1985).
Training yang Diikuti: Advanced Leadership Program, POD,
RKAP dan AFE, Peningkatan Pemahaman Pembangunan
Berwawasan Lingkungan, Kursus Pimpinan (SUSPI), Pelatihan
AMDAL untuk Eksekutif, International Petroleum Contracts
and Negotiations, Leadership Development Program, SPE Applied
Technology Workshop "Production Enhancement di Langkawi,
Malaysia, Kursus Prinsip-prinsip Manajemen (KPPM), Dowell
Schlumberger Technical Seminar on Cementing, Singapura
Perjalanan Karir: Komisaris PEPC ADK tahun 2014, Komisaris
PT Pertamina EP Cepu, Jakarta (2013 - sekarang), Staf Utama
diperbantukan Direktur Hulu, PT Pertamina (Persero), Jakarta
(2013-sekarang), Ketua Bidang Alih Kelola, Tim Penyiapan
Blok Siak dari PT Chevron Pacific Indonesia ke PT PHE Siak
(2013 - 2014), Senior VP Development & Technology,
PT Pertamina (Persero), Jakarta (2013), Direktur Operasi,
PT Pertamina EP, Jakarta (2011-2013), Staf Ahli Dirut,
PT Pertamina (Persero), Jakarta (2011), Pj. Deputi Direktur
Perencanaan & Evaluasi Hulu, PT Pertamina (Persero), Jakarta
(2010), Direktur Operasi, PT Pertamina EP, Jakarta (2010),
Vice President Region Jawa, PT Pertamina EP, Cirebon (2006
-2008), General Manager DOH Sumbagteng, Pertamina Dit.
Hulu Bajubang, Jambi (2004 - 2006), Manajer Kemitraan,
Pertamina Dit. Hulu, Jakarta (2003 - 2004), Manajer
Eksploitasi, Pertamina Dit. Hulu, Jakarta (2001 - 2003),
Koordinator Bidang Operasi, Tim Alih Kelola Blok CPP dari
PT Caltex Pacific Indonesia ke BOB Pertamina - Bumi Siak
Pusako (2001).
Dasar Pengangkatan: Surat Keputusan Pemegang Saham
tanggal 19 Agustus 2013
Born: Mojokerto, September 12, 1960
Education: Doctorate in Petroleum Engineering, University
of Southern California, Los Angeles, USA, (1998); Magister
of Petroleum Engineering, Bandung Institute of Technology
(1993), Bachelor of Petroleum Engineering, Bandung Institute
of Technology (1985).
Attended Trainings: Advanced Leadership Program, POD,
WP &B and AFE, Understanding Improvement of
Environmentally-sound Development, Leadership Course
(SUSPI), EIA Training For Executives, International Petroleum
Contracts and Negotiations, Leadership Development
Program, SPE Applied Technology Workshop "Production
Enhancement in Langkawi, Malaysia, Principles of
Management Course (KPPM), Dowell Schlumberger Technical
Seminar on Cementing, Singapore.
BAGUS SUDARYANTO
KOMISARIS COMMISSIONER
Career Path: PEPC ADK Commissioner 2014,

Commissioner of PT Pertamina EP Cepu, Jakarta (2013
- present), Main Secondee Staff of Upstream Director,
PT Pertamina (Persero), Jakarta (2013-present), Head
of Handover Unit, Siak Block Preparation Team of
PT Chevron Pacific Indonesia PT PHE Siak (2013 2014), the Senior VP of Development & Technology, PT
Pertamina (Persero), Jakarta (2013), Director of
Operations, PT Pertamina EP, Jakarta (2011-2013 ),
Advisor to President Director, PT Pertamina (Persero),
Jakarta (2011), Deputy Director of Upstream Planning
& Evaluation, PT Pertamina (Persero), Jakarta (2010),
Director of Operations, PT Pertamina EP, Jakarta (2010),
Vice President of Java Region, PT Pertamina EP, Cirebon
(2006 -2008), General Manager of Upstream Operations
Area of Middle Sumatra, Pertamina Upstream
Directorate of Bajubang, Jambi (2004 - 2006),
Partnership Manager, Pertamina Upstream Directorate,
Jakarta (2003 - 2004), Exploitation Manager, Pertamina
Upstream Directorate, Jakarta (2001 - 2003),
Coordinator of Operations, Handover Team of CPP
Block from PT Caltex Pacific Indonesia to Joint
Operations Agency of Pertamina - BumiSiakPusako
(2001).
Basis of Appointment: Decree of Shareholders, dated
August19, 2013
47
48
PROFIL DEWAN KOMISARIS
BOARD OF COMMISSIONERS PROFILE
Lahir di Jakarta, 28 Agustus 1958

Pendidikan:
Meraih gelar Sarjana Ekonomi dari Universitas Indonesia pada
tahun 1990
Training yang Diikuti:
Senior Managers in Government, John F Kennedy School of Government
Harvard University, USA (2005); Senior Executive Programme London
Business School, England (2003); Indonesian Training Programme,
Merril Lynnch New York, USA (1995); Bank Planning, DC Gardner,
Jakarta Indonesia (1994); Foreign Exchange Market, Citibank, Jakarta
(1990)
BOYKE E.W. MOEKIJAT
Perjalanan Karir:
Sebelum menjabat sebagai anggota Dewan Komisaris beliau
menjabat sebagai Direktur Utama PT Perusahaan Pengelola Aset
Perseroan (2008 - 2013). Sebelumnya beliau pernah menjabat
sebagai Direktur Utama PT Bahana Pembinaan Usaha Indonesia
(2006 - 2008), Komisaris Utama PT Bahana TCW Investment
Management (2004 - 2008), Komisaris PT Bahana Artha Ventura
(2003 - 2009), Direktur PT Bahana Pembinaan Usaha Indonesia
(2001- 2006), Komisaris Utama PT Bahana Securities (2001 - 2002)
dan Direktur Utama PT Niaga Asset Management (1999- 2000).
Dasar Pengangkatan:
Surat Keputusan Pemegang Saham Sirkuler tanggal 23 Juni 2014
Born:Jakarta, August 28, 1958
Education:
Bachelor of Economics from the University of Indonesia in 1990
Attended Trainings:
Senior Managers in Government, John F. Kennedy School of
Government Harvard University, USA (2005); Senior Executive
Program London Business School, England (2003); Indonesian
Training Program, Merril Lynch New York, USA (1995); Bank Planning,
DC Gardner, Jakarta Indonesia (1994); Foreign Exchange Market,
Citibank, Jakarta (1990)
Career Path:
Prior to serving as member of Board of Commissioners, he served
as President Director of PT Perusahaan Pengelola Aset Perseroan
(2008-2013). He previously served as President Director of
PT Bahana Pembinaan Usaha Indonesia (2006-2008), President
Commissioner of PT Bahana TCW Investment Management (20042008), Commissioner of PT Bahana Artha Ventura (2003-2009),
Director of PT Bahana Pembinaan Usaha Indonesia (2001-2006),
President Commissioner of PT Bahana Securities (2001-2002), and
President Director of PT Niaga Asset Management (1999-2000).
Basis of Appointment:
Decree of Shareholders dated June 23, 2014
Laporan Reporting
Lahir di Bandung, 17 Maret 1965

Pendidikan:
Sarjana Hubungan Internasional, Universitas Padjajaran Bandung
(1998)
Leading Transformation at Shanghai (2013), Seminar Sehari
Perencanaan SDM : Managing Gen-Y 2 (2013), Oil & Gas Human
Capital World at United Kingdom (2012), Seminar Sehari Perencanaan
SDM (2012), Training & Development Summit (2012), 5th Annual
Learning World at Hongkong (2011), Transformation Leadership
Engine 3 (2008), Program Pengembangan Eksekutif Pertamina
(2007).
Perjalanan Karir:
Sebelum menjabat sebagai anggota Dewan Komisaris beliau
menjabat sebagai Senior Vice President HR Development
PT Pertamina (Persero), Vice President People Management
PT Pertamina (Persero), Vice President HRD PT Pertamina
(Persero).
Dasar Pengangkatan:
Surat Keputusan Pemegang Saham tanggal 13 Januari 2013
Born: Bandung, March 17, 1965
Education:
Bachelor of International Relations, Padjajaran University Bandung
(1998)
Attended Trainings:
Leading Transformation at Shanghai (2013), Speaker at the Ministry
of Finance for One-Day Seminar on HR Planning: Managing GenY 2 (2013), Oil & Gas Human Capital World at United Kingdom
(2012), Speaker at the Ministry of Finance for One-Day Seminar on
HR Planning (2012), Training & Development Summit (2012), 5th
Annual Learning World at Hongkong (2011), Transformation
Leadership Engine 3 (2008), Pertamina Executive Development
Program (2007).
Career Path:
Prior to serving as member of the Board of Commissioners, he
served as the Senior Vice President HR Development PT Pertamina
(Persero), Vice President People Management PT Pertamina
(Persero), Vice President HRD.
Decree of Shareholders dated January 13, 2013
INSAN PURWARISYA L. TOBING

49
50
LAPORAN DIREKSI
REPORT FROM THE BOARD OF DIRECTORS
AMRIL THAIB MANDAILING

DIREKTUR UTAMA
PRESIDENT DIRECTOR
Laporan Reporting
Para Pemegang Saham dan Pemangku

Kepentingan yang Terhormat,
Dengan mengucapkan puji syukur ke hadirat
Tuhan Yang Maha Esa, pada kesempatan ini kami
atas nama Direksi menyampaikan laporan
pengelolaan dan pencapaian PEPC tahun buku
2014. Kami sampaikan bahwa Direksi berikut
jajaran pekerja PEPC telah menjalankan roda
perusahaan dengan melaksanakan berbagai
program dan langkah strategis sehingga mencapai
kinerja yang positif dan menggembirakan
dibanding tahun sebelumnya.
Our Distinguished Shareholders and

Stakeholders
By saying grace to the Almighty God, on this
occasion we, on behalf of the Board of Directors,
submit our report on PEPC management and
performance for the fiscal year 2014. I have to
say that the Board of Directors, along with all
PEPC personnel have run the Company by
implementing various programs and strategic
measures to achieve positive and favorable
performance compared to the previous year.
51
52
LAPORAN DIREKSI
Analisis Kinerja Perusahaan Tahun 2014
Analysis of Company Performance in 2014
Perkembangan kondisi perekonomian global masih berjalan

lambat dan dibayangi dengan berbagai risiko ketidakpastian,
dimana pertumbuhan ekonomi nasional akhir tahun 2014
tercatat sebesar 5,21% turun dibandingkan tahun lalu
sebesar 5,78%. Namun demikian patut dibanggakan
pertumbuhan ekonomi Indonesia masih lebih tinggi
dibandingkan dengan negara berkembang lainnya. Tingkat
inflasi mencapai 8,36%, nilai tukar rupiah terhadap dolar
Amerika Serikat rata-rata Rp11.878/US$, Tingkat suku
bunga SPN 3 bulan sebesar 5,8 persen, harga minyak
mentah Indonesia rata-rata US$97/barel, lifting gas ratarata 1.224 ribu barel setara minyak/hari dan lifting minyak
rata-rata 794 ribu barel/hari lebih rendah dari yang
ditargetkan 870 ribu barel per hari.
Amidst the sluggish global economics and risk of

uncertainty, the national economic growth as of the end of
2014 was recorded at 5.21% - a decline compared to the
previous year's growth with 5.78%. Nevertheless, it is such
as prideful achievement that Indonesian economic growth
remains above other developing countries. Inflation rate at
8.36%, average Rupiah to Dollar exchange rate at
Rp11,878/US$, Treasury Bills interest rate for three months
at 5.8%, average national crude price at US$97/barrel,
average gas lifting at 1,224 thousand barrels oil
equivalent/day, and average oil lifting at 794 thousand
barrels/day is lower than the target at 870 thousand barrels
per day.
Hal ini membuat PEPC terus meningkatkan kinerja

produksinya sehingga menunjukkan kinerja operasional
yang cukup membanggakan. Dimana pada tanggal 23
Oktober 2014 Blok Cepu mampu mencapai produksi sebesar
40.000 BPOD melalui tambahan Program Early Oil Expansion
(EOE). Program EOE dilakukan dengan melakukan produksi
di 3 (tiga) sumur minyak baru dari Wellpad C Banyu Urip
yaitu CO3, CO4 dan CO6. Peningkatan produksi ini
memberikan peningkatan pendapatan ke Pertamina sebesar
US$ 13.5 Juta per bulan (45% PEPC Share). Selanjutnya
penjualan minyak dialokasikan sesuai kontrak yang ada
yaitu ke PT Pertamina (Persero) dan PT Tri Wahana
Universal ("TWU").
This encourages PEPC to constantly boost the performance

of our production which resulted in fairly satisfying
performance. On October 23, 2014, Cepu Block has
managed to produce 10,000 BPOD with the Early Oil
Expansion (EOE) Program. The EOE is conducted by
production activities at three new wells in Well Pad C of
Banyu Urip, i.e. CO3, CO4, and CO6. The increased production
contributes a rise in Pertamina revenue by US$13.5 million
per month (45% PEPC Share). In accordance with existing
contract, the oil sales are further allocated to PT Pertamina
(Persero) and PT Tri Wahana Universal (TWU).
Performa PEPC mampu tumbuh secara signifikan, prestasi

terbaik PEPC selama tiga tahun terakhir berupa pencapaian
Laba Komprehensif tahun 2014 sebesar USD112,464,029
meningkat 234% dibandingkan tahun 2013 sebesar
USD33.636.099. Peningkatan ini disebabkan oleh
meningkatnya pencapaian penjualan minyak mentah
sebesar 20.09% dibandingkan tahun 2013.
PEPC performance has grown significantly. The

achievement of 2014 Comprehensive Profit at
USD112,464,029 was a rise by 234% compared to 2013
realization of USD33,636,099. This is by far PEPC best
achievement for the past three years. Such boost was
triggered by an increase in crude oil sales by 20.09%
compared to 2013.
Pada tahun 2014 total aset meningkat 44% yaitu sebesar

USD1.683.174,561 dibandingkan tahun 2013 sebesar
USD1,167,064,374. Peningkatan ini disebabkan oleh
meningkatnya hampir seluruh komponen Aset lancar kecuali
Piutang Usaha dibandingkan tahun sebelumnya.
In 2014, total assets increased by 44% to USD1,683,174,561

compared to 2013 total assets at USD 1,167,064.374. Such
improvement was caused by the increase in almost all
Current Asset components apart from Accounts Receivable
compared to the previous year.
Laporan Reporting
Performa PEPC mampu tumbuh secara signifikan, prestasi terbaik PEPC

selama tiga tahun terakhir berupa pencapaian Laba Komprehensif tahun
2014 sebesar USD112,464,029 meningkat 234% dibandingkan tahun 2013
sebesar USD 33.636.099. Peningkatan ini disebabkan oleh meningkatnya
pencapaian penjualan minyak mentah sebesar 20.09% dibandingkan tahun
2013.
PEPC performance has grown significantly. The achievement of 2014 Comprehensive
Profit at USD112,464,029 was a rise by 234% compared to 2013 realization of
USD33,636,099. This is by far PEPC best achievement for the past three years. Such
boost was triggered by an increase in crude oil sales by 20.09% compared to 2013.
Pencapaian Strategic Initiative
Strategic Initiative Achievement
Di tengah iklim usaha yang semakin kompetitif, PEPC akan

terus meningkatkan pelaksanaan dan pengembangan
strategi utama dalam mendukung pencapaian tujuan dan
sasaran perusahaan yang ditetapkan. Oleh karena itu PEPC
senantiasa menerapkan strategi yang andal untuk mengisi
peluang serta menghadapi tantangan. Berbagai langkah
strategis perusahaan diwujudkan dalam bentuk Corporate
Plan PEPC adalah dengan mengembangkan PEPC menjadi
role model Anak Perusahaan Hulu di bidang Minyak dan
Gas yang meliputi Eksplorasi, Eksploitasi, dan Produksi
Minyak dan Gas Bumi dalam kegiatan Kemitraan dan
pembinaan SDM profesional.
Within the increasingly competitive business climate, PEPC

will continue to improve the implementation and
development of our main strategies in supporting the
achievement of Company goals and targets set. Therefore
PEPC constantly applies reliable strategies to face the
opportunities and challenges. Various strategic measures
are realized in the form of PEPC Corporate Plan by
developing PEPC into a role model subsidiary in oil and gas
sector which covers the Exploration, Exploitation, and
Production of Oil and Gas in the Partnership and
Empowerment of professional human resources.
Implementasi strategi perusahaan dalam rangka

menemukan cadangan migas baru serta meningkatkan
produksi migas nasional khususnya di Blok Cepu di tahun
mendatang dituangkan dalam RKAP 2014 dengan
menjalankan proses bisnis dengan mengintegrasikan tiga
kegiatan utamanya dengan tujuan mendapatkan kinerja
dan hasil optimal. Integrasi ketiganya memungkinkan PEPC
untuk mengalokasikan sumber daya, strategi, dan kebijakan
secara optimal dalam mencapai tujuan PEPC.
The implementation of Company's strategies in finding new

oil and gas reserves and improving national oil and gas
production particularly at Cepu Block in the future is set in
the 2014 RKAP with running the business process by
integrating the three main activities to achieve optimum
performance and results. The integration of these three
activities enables PEPC to optimally allocate resources,
strategies, and policy in achieveing PEPC goals.
Di samping itu, PEPC senantiasa meningkatkan efisiensi

terus menerus yang dilakukan melalui implementasi
manajemen aset, inovasi dalam teknologi untuk mendukung
bisnis PEPC terus berupaya untuk meningkatkan kinerja
perusahaan dengan memanfaatkan keunggulan yang
dimiliki dan mengoptimalkan potensi pasar di masa
mendatang, sehingga PEPC mampu memenuhi hampir dari
seluruh target yang ditetapkan. Keberhasilan ini memberikan
dampak positif dalam mendorong penciptaan nilai
perusahaan yang makin baik terwujud dari peningkatan
pendapatan secara signifikan sehingga mampu
menciptakan laba sesuai dengan yang telah ditargetkan.
PEPC also ceaselessly improve our efficiency through

implementation of asset management, innovations to
support PEPC business, efforts to improve Company
performance by utilizing advances at hand, and optimization
of market potentials in the future that have brought PEPC
in meeting almost all the determined targets. This
achievement has resulted in positive impact in fostering
the creation of good corporate value from significant
increase in Company revenue hence producing profits as
targeted.
53
54
LAPORAN DIREKSI
Tahun 2014 Direksi telah melakukan pengisian posisi-posisi

penting dalam organisasi yang mendukung efektifitas
proses bisnis dalam melaksanakan pekerjaan POD Banyu
Urip dan Operator Lapangan Unitisasi Jambaran - Tiung
Biru sebagaimana yang tertuang dalam Keputusan Direksi
PEPC Nomor: Kpts.012/CP0000/2014/S0 tentang
Organisasi dan Tata Kerja PT Pertamina EP Cepu pada
tanggal 15 April 2014.
As of 2014, the Board of Directors has filled key posts within

the organization to support the effectiveness of business
process in the implementation of POD Banyu Urip and
Jambaran-Tiung Biru Unitization Field Operator as
established in the PEPC Board of Directors Decree No.
Kpts.012/CP0000/2014/S0 on the Organization and Work
Procedure of PT Pertamina EP Cepu on April 15, 2014.
Pengelolaan Sumber Daya Manusia
Human Resource Management
Menghadapi segala dinamika serta perkembangan bisnis,

PEPC berkomitmen untuk meningkatkan kualitas Sumber
Daya Manusia (SDM) secara berkesinambungan.
Manajemen SDM yang diterapkan merupakan rangkaian
program yang sinergis dan berkelanjutan. PEPC
menempatkan SDM sebagai aset yang memiliki peran
sentral dalam merealisasikan visi, misi dan tujuan
perusahaan. Untuk itu PEPC senantiasa memberikan
perhatian maksimal dalam perkembangan kebutuhan dan
kompetensi SDM yang ada di PEPC karena SDM adalah
kunci penggerak kinerja Perusahaan dari internal. Upaya
yang dilakukan adalah dengan merevisi struktur organisasi
PEPC serta menyusun kebutuhan Manpower PEPC.
In facing all dynamics and business growth, PEPC is

committed to improving Human Resources (HR) quality in
a sustainable manner. HR management applied is a series
of synergical and sustainable programs. PEPC recognizes
Human Resources as assets with central roles in the
realization of corporate vision, mission, and objective.
Therefore PEPC always pays optimum attention to develop
HR needs and competency within PEPC, due to the fact
that Human Resources are internal driver of Company
performance. The efforts conducted among others include
re-structuring of the PEPC organization and the PEPC
manpower needs assessment.
PEPC telah melakukan pengisian jabatan dan proses

rekrutmen melalui sumber Internal maupun Eksternal
(Secondee & Assignment). Pekerja yang direkrut berasal dari
tenaga profesional yang berpengalaman yang selanjutnya
diberikan pelatihan singkat, workshop dan seminar guna
meningkatkan kompetensi pekerja. Secara berkala PEPC
menyelenggarakan berbagai kegiatan pengembangan SDM
baik dalam bentuk seperti pendidikan karir, pendidikan
profesi, ketrampilan, serta berbagai kursus, latihan,
penataran, seminar, lokakarya dan pelatihan manajemen
dan teknis yang disesuaikan dengan kebutuhan PEPC,
pendidikan sertifikasi keahlian, pendidikan manajerial serta
berbagai knowledge sharing session untuk meningkatkan
kualitas SDM. Berbagai program pelatihan dan
pengembangan ini dilaksanakan secara in-house training
maupun di lembaga pendidikan/pelatihan luar mencakup
berbagai bidang. Selama tahun 2014 telah diselenggarakan
135 program pelatihan, yang diikuti oleh 164 peserta terdiri
dari level management dan staff dengan jumlah 570 hari
pelatihan. Upaya lain yang dilakukan dalam pengelolaan
sumberdaya manusia adalah dengan memperbaharui terus
menerus data pekerja agar akurat serta mendaftarkan
seluruh pegawai PEPC sebagai peserta Jamsostek. Sampai
dengan akhir Desember 2014 jumlah peserta berdasarkan
proses payroll bulan Desember 2014 sebanyak 212 orang.
PEPC has filled vacant positions by conducting recruitment

through internal and external (secondee and assignment)
sources. The recruited workers come from experienced
professionals who are further given brief trainings,
workshops, and seminars to upgrade their competencies.
PEPC conducts various HR development activities on a
regular basis in the forms of career education, professional
education, skills, and various courses, trainings, in-service
trainings, seminars, workshop, and managerial and technical
trainings tailored to PEPC needs, expertise certification
training, managerial education, and knowledge sharing
sessions to improve the quality of our human resources.
These training and development programs are given through
both in-house trainings and external trainings from
educational institutions. There were 135 training programs
conducted in 2014 which were attended by 164 employees
from managerial level and staff with total 570 training days.
Other efforts to improve human resources management
include continuous update on employee data to maintain
the accuracy as well as registering all PEPC workers in the
Jamsostek scheme (Social Security for Workers). As of the
end of December 2013, the payroll system has recorded
212 social security participants.
Laporan Reporting
Untuk menunjang kecepatan dan akurasi informasi, PEPC

telah mengimplementasikan teknologi Teknologi Informasi
dengan menggunakan aplikasi-aplikasi program komputer
yang terkini dan terhandal seperti Software Oracle Primavera
untuk kebutuhan project PMT-JTB pada beberapa installasi
antara lain Instalasi Web Logic Server 10.3.6, Instalasi
Primavera P6 dan Deploy P6 Web, test run P6 web via
localhost, test run P6 Web via Client, serta instalasi P6 Client
pada beberapa user. Infrastruktur Teknologi Informasi juga
telah dilakukan penambahan & instalasi unit PC untuk
pekerja PMT Jambaran - Tiung Biru.
To support the acceleration and accuracy of information,

PEPC has applied the Oracle Primavera System to be used
for PMT-JTB project on several installations, among others
Web Logic Server 10.3.6, Primavera P6 and Deploy P6 Web,
P6 Web test run via local host, P6 Web test run via Client,
and P6 Client applications on several users. Information
Technology Infrastructure has also added and installed PC
units for PMT J am ba ra n-T iung B iru wor ker s.
PEPC juga tengah mempersiapkan Implementasi Data

Management System untuk kebutuhan filing system project
PMT-JTB, saat ini telah dilakukan negosiasi dan klarifikasi
terhadap peserta tender peringkat pertama. Selanjutnya
akan dilakukan penunjukan pemenang dan
penandatanganan kontrak terhadap pemenang lelang.
Sampai dengan akhir tahun 2014, PEPC telah melaksanakan
implementasi Purchasing Request (PR) atau Purchasing
Order (PO) melalui sistem MySAP MMNH sebanyak 26 (dua
puluh enam) transaksi.
PEPC also currently prepares Data Management System

implementation for PMT-JTB project filing system, which
is presently in the stage of negotiation and clarification to
first-rank bidders. The following steps will be to decide the
winner which leads to the signing of contract with tender
winner. As of the end of 2013, PEPC has conducted 26
Purchasing Request (PR) or Purchasing Order (PO)
transactions via MySAP MMNH system.
Pengembangan TV Broadcast yang menayangkan program

Acara PERTAMINA TV setiap bulan yang di sirkulasi dalam
seminggu yang dimaksudkan agar kegiatan PEPC tetap
sejalan dengan kegiatan-kegiatan PT Pertamina (Persero).
Di samping itu juga telah dikembangkan PEPC Internal
Broadcast & PEPC I-Share. Dalam rangka memfasilitasi
kebutuhan informasi bagi stakeholder, PEPC telah meredesign website dengan penyempurnaan baik dari sisi
konten maupun tampilannya. Selanjutnya akan dilakukan
penambahan beberapa konten website.
The establishment of the monthly broadcast of PERTAMINA

TV programs circulated within a week is intended to maintain
PEPC activities aligned with PT Pertamina (Persero)
activities. Other programs developed include PEPC Internal
Broadcast and PEPC I-Share. To facilitate information
updates to stakeholders, PEPC has redesigned the website
both in the contents and the display. The next step is to
give addition to the website contents.
PEPC secara terus menerus meningkatkan penerapan

prinsip-prinsip manajemen mutu terbaik untuk mendorong
tercapainya operational excellence dan target kinerja
keuangan perusahaan yang optimal. Dengan misi fokus
dan memiliki keunggulan kompetitif dengan menggunakan
teknologi modern kelas dunia yang menghasilkan kemitraan
dengan World Class Company sehingga memberikan nilai
tambah lebih kepada para stakeholders terutama pemegang
saham, pelanggan, pekerja dan masyarakat luas.
Sustainably, PEPC improves the implementation of the best

quality management principles to encourage optimum
operational excellence and financial performance target.
With focus to mission and the possession of competitive
advantages using world-class modern technology resulted
from partnership with World-Class Companies, PEPC will
be able to provide value added to stakeholders, particularly
the shareholders, customers, workers, and the community
at large.
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LAPORAN DIREKSI
Untuk itu PEPC memastikan semua sektor bisnis yang

dijalankan menerapkan prinsip-prinsip manajemen mutu
guna memasuki tataran world class company. Pertamina
Quality Awards (PQA) yang diadakan oleh PT Pertamina
(Persero) merupakan salah satu bentuk media untuk
menggulirkan dan meningkatkan budaya perbaikan
berkelanjutan serta mendorong lahirnya inisiatif-inisiatif
bisnis baru yang secara konkret dan signifikan dapat
memperluas portofolio bisnis energi korporasi serta menjadi
pilar-pilar baru bagi pertumbuhan bisnis perusahaan. PEPC
mendapatkan Penghargaan untuk Kategori Pertamina
Quality Assessment (PQA) 2014. Tidak hanya itu, dalam
Forum CIP Gabungan antara PEPC, Pertamina Hulu Energi
dan Elnusa, PEPC berhasil meraih penghargaan dalam CIPPKM IMATION untuk kategori "The Best Persentation Platinum
Category".
Therefore PEPC ensures that all business activities are run

by implementing quality management principles which
bring us into a world-class company. The Pertamina Quality
Awards (PQA) held by PT Pertamina (Persero) becomes a
medium to continue and raise sustainable improvement in
addition to encourage new business initiatives which
concretely and significantly are able to extend corporate
energy business portfolio and become new pillars for the
Company's business growth. PEPC received the Overall
Champion for Pertamina Quality Assessment (PQA) 2014
category. In Joint CIP Forum between PEPC, Pertamina
Hulu Energi, and Elnusa, PEPC also received CIP-PKM
IMATION award for "The Best Presentation Platinum
Category".
PEPC juga telah menjaga manajemen mutu dengan

menerapkan Sistem Manajemen (SM) & Sistem Tata Kerja
(STK) dengan melakukan Review dan Monitoring Kumpulan
STK (Pedoman, TKO,TKI) yang dikelola oleh Human Capital
serta melakukan Inventarisasi STK dengan melakukan
kegiatan Print & Inventarisasi Kumpulan Dokumen STK
yang didapat dari Direktorat Hulu sebagai Referensi
Pedoman yang digunakan di Internal PEPC. Demi
kemudahan menggunakan kapan pun dan dimana pun oleh
semua pihak di Perusahaan, maka PEPC telah menerapkan
aplikasi yang berbasiskan Knowledge Management System
(KMS) Hulu dan Knowledge Management (KOMET) sebanyak
25 kali pada tahun 2014.
PEPC has maintained the quality management with the

implementation of Management System (SM) and System
of Work Procedure (STK) by reviewing and monitoring the
Collection of System of Work Procedure (SOP, TKO, TKI)
managed by Human Capital function and making STK
Inventory by printing and inventorying the collection of STK
documents obtained from Upstream Directorate as
Reference for Guidelines used by PEPC internally. To
facilitate easy access to all parties of the Company, PEPC
has applied Upstream Knowledge Management System
(KMS)-based application and Knowledge Management
(KOMET) 25 times throughout 2014.
Pengendalian Internal dan Manajemen Risiko
Internal Control and Risk Management
Sistem Pengendalian Internal merupakan aspek penting

dalam manajemen perusahaan yang sehat dan aman.
Sistem pengendalian internal yang efektif dapat membantu
Dewan Komisaris dan Direksi dalam melindungi aset
perusahaan, menjamin tersedianya pelaporan keuangan
yang akurat, meningkatkan kepatuhan perusahaan terhadap
peraturan yang berlaku serta mengurangi risiko terjadinya
kerugian, penyimpangan dan pelanggaran dengan
melaksanakanaspek kehati-hatian.Kami menyadari
sepenuhnya bahwa kinerja perusahaan terkait erat dengan
pengelolaan risiko dan pengelolaan risiko tidak lepas dari
penerapan system pengendalian internal yang menjadi
bagian dari system tata kelola perusahaan. Kami senantiasa
mengevaluasi pengendalian internal di lingkungan PEPC
agar mampu mengikuti perkembangan usaha perusahaan.
Internal Control system is an important aspect in a sound

and secure Company management. An effective internal
control system can assist the Board of Commissioners and
Board of Directors in protecting company assets, ensuring
the availability of accurate financial statements, enhancing
Company compliance with applicable regulations, and
reducing risks of losses, deviation, and violations by
implementing the principle of prudence. We are fully aware
that Company performance is closely related to risk
management which is also inseparable from the
implementation of internal control system as a part of
corporate governance system. We constantly evaluate
internal control within PEPC to be able to keep up with
Company's business development.
Laporan Reporting
Sejalan dengan komitmen PEPC dalam

mengimplementasikan manajemen risiko secara efektif
maka pelaksanaan setiap program kerja atau proyek di
tingkat korporat maupun unit bisnis dilakukan dengan
memperhatikan prioritas dan manfaatnya bagi
kelangsungan perusahaan. Identifikasi risiko untuk tahun
2014 dilakukan sesuai dengan tujuan dan sasaran dalam
pencapaian Rencana Kerja dan Anggaran Perusahaan
(RKAP) 2014 yang dibagi menjadi 3 (tiga) risiko utama,
yaitu risiko strategis, risiko operasional dan risiko keuangan.
In line with PEPC commitment in implementing an effective

risk management, each work program or project both at
corporate and business unit levels are implemented by
taking into account their priorities and benefits for Company
sustainability. The risks for 2014 were identified in
accordance with the goals and targets of the RKAP
(Company Work Program and Budget) 2014 that are divided
into three main risks, i.e. strategic, operational, and financial
risks.
Secara bertahap PEPC terus mengembangkan

implementasi manajemen risiko berkelanjutan menuju
Enterprise Risk Management (ERM) melalui penyempurnaan
perangkat kebijakan manajemen risiko yang dimiliki,
pendampingan (coaching) dan monitoring oleh fungsi satuan
Manajemen Risiko terhadap penyusunan Dokumen
Manajemen Risiko yang dilakukan Satuan Kerja, Fungsi
maupun Divisi yang memerlukan. Penerapan manajemen
risiko merupakan wujud komitmen Direksi dan Dewan
Komisaris untuk mengelola risiko dalam upaya melindungi
kesinambungan bisnis jangka panjang dan meminimalkan
dampak yang tidak diharapkan. Pelaksanaan dan penerapan
manajemen risiko merupakan bagian yang tidak terpisahkan
dari setiap aktivitas bisnis perusahaan. Manajemen Risiko
Korporat Terintegrasi atau Enterprise Risk Management
(ERM) dan pengelolaan Manajemen Risiko Proyek atau
Project Risk Management (PRM) telah diterapkan dalam
proyek pengembangan Lapangan Banyu Urip dan Proyek
Unitisasi Gas Jambaran - Tiung Biru.
Gradually, PEPC will continue to develop sustainable risk

management implementation toward Enterprise Risk
Management (ERM) with improvements to risk
management policies on hand, coaching and monitoring
by Risk Management function toward the preparation of
Risk Management Document conducted by relevant Work
Unit, Division, or Business Unit. Risk management
implementation is evidence of the Board of Directors and
Board of Commissioners commitment in managing the
risks in order to protect long-term business continuity and
minimize unwanted impacts. The implementation of risk
management is an inseparable part of each Company
business activity. Integrated Corporate Risk Management
or Enterprise Risk Management (ERM) and Project Risk
management (PRM) have been implemented in Banyu Urip
Field Development and Jambaran-Tiung Biru Gas Unitization
projects.
Komitmen Tata Kelola Perusahaan yang Berkelanjutan
Commitment to Sustainable Corporate Governance
Penerapan Tata Kelola Perusahaan yang Baik (Good

Corporate Governance) PEPC merupakan panduan strategi
jangka panjang perusahaan dalam melaksanakan tata
kelola perusahaan berkelanjutan. PEPC memahami bahwa
GCG merupakan salah satu faktor strategis dalam upaya
PEPC untuk senantiasa meningkatkan nilai pemegang
saham dan stakeholder lainnya serta memelihara
pertumbuhan yang berkelanjutan.
The implementation of PEPC Code of Corporate Governance

is a guideline for Company long-term strategy in realizing
a sustainable corporate governance. PEPC realizes that
GCG is a strategic factor for PEPC to constantly improve
shareholders and stakeholders' value in addition to
maintaining sustainable growth.
Segenap jajaran PEPC memiliki komitmen yang tinggi dalam

menerapkan GCG. Oleh karena itu, aspek pengelolaan bisnis
PEPC senantiasa disempurnakan dengan melakukan
berbagai proses transformasi bisnis tiada henti secara
konsisten dan berkelanjutan yang selaras dengan prinsipprinsip GCG. Guna menjamin efektivitas penerapan GCG
yang berkelanjutan, selama tahun 2014 PEPC terus
berupaya menyempurnakan kodifikasi dan perangkatperangkat pendukung GCG. Diantaranya dengan
pembentukan infrastructure GCG, penyempurnaan sistem
pengendalian internal diantaranya melalui penyusunan
Pedoman, TKO, TKI di seluruh fungsi, serta adanya fungsi
yang menangani Manajemen Risiko.
All PEPC personnel are highly committed in implementing

a Good Corporate Governance. Therefore PEPC business
management is constantly improved through various
processes of business transformation that are in compliance
with GCG principles.To ensure the effectiveness of a
sustainable GCG implementation, in 2014 PEPC ceaselessly
improves the codifications and GCG-supporting instruments.
This, among others, were done through the establishment
of GCG infrastructure, the improvement of internal control
system by setting up the Guidelines, TKO, TKI at all functions,
and the establishment of a function to be in charge of the
Risk Management.
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LAPORAN DIREKSI
Untuk mengetahui tingkat implementasi GCG yang telah

dilakukan, PEPC telah melakukan assessment dan review
GCG secara berkala. Assessment GCG dilakukan dengan
mengacu pada Keputusan Sekretaris Menteri BUMN Nomor
SK- 16/S.MBU/2012 tanggal 6 Juni 2012. Untuk tahun buku
2014 telah dilakukan assessment GCG oleh pihak independen
dengan 77,57% dan masuk dalam kategori predikat Baik.
Selain itu, implementasi GCG juga menjadi salah satu Key
Performance Indicator (KPI) dalam Kontrak Manajemen
Perusahaan, yaitu pada bagian Perspektif Leadership dalam
bentuk pencapaian skor assessment GCG.
To monitor the level of GCG implementation, PEPC has

conducted the assessment and review of GCG on a regular
basis. GCG assessment is carried out by referring to the
Decree of the Secretary to the Minister of State-Owned
Enterprises Number SK-16/S.MBU/2012 dated June 6,
2012. The GCG assessment for the fiscal year 2014 was
conducted by an independent party resulting in the score
of 77.568 which is categorized as Good. GCG
implementation, additionally, also becomes an aspect in
the Key Performance Indicators (KPI) written in Company
Management Contract, in the Leadership Perspective section
as GCG assessment score achievement.
Implementasi Etika Perusahaan sebagai unsur penting

dalam menegakkan prinsip-prinsip GCG, antara lain
dilakukan dengan menyampaikan Laporan Harta Kekayaan
Pejabat Negara (LHKPN). Sebagai wujud penegakan prinsip
transparansi, PEPC juga telah menyusun dan mengesahkan
Prosedur LHKPN No. Kpts.028/CP0000/2014-SB tentang
Kewajiban Penyampaian Laporan Harta Kekayaan
Penyelenggara Negara (LHKPN) bagi pejabat dilingkungan
PEPC yang ditandatangani oleh Direktur Utama tanggal 15
Juli 2014. Dimana pedoman ini mengatur hal-hal terkait
dengan kewajiban penyampaian LHKPN bagi pejabat di
lingkungan PEPC. Disamping menyusun pedoman LHKPN,
PEPC juga telah menyusun Tata Kerja Organisasi
Penyampian LHKPN No.B-001/CPOO10/2014-S0 yang
disahkan oleh Direktur Utama tanggal 15 Juli 2014.
The implementation of Corporate Ethics as a significant

part in upholding GCG principles, among others is conducted
with the submission of State Official Wealth Report (LHKPN).
In upholding the transparency principle, PEPC has also
compiled and ratified the Procedures for the State Official
Wealth Report No. Kpts.028/CP0000/2014-SB on the
Obligation to Submit the State Official Wealth Report for
officials within PEPC which was signed by the President
Director on July 15, 2014. The Procedures include the
matters related to the obligation to submit the State Official
Wealth Report for officials within PEPC. In addition to
compiling the LHKPN guidelines, PEPC has also compiled
the Organizational Work Procedures on the Submission of
the State Official Wealth Report (LHKPN) No. B001/CPOO10/2014-S0 which was ratified by the President
Director on July 15, 2014.
Penerapan kebijakan sistem pelaporan pelanggaran

(Whistleblowing System Policy) juga dipandang cukup efektif
dalam mengantisipasi adanya potensi pelanggaran yang
dapat menimbulkan kerugian perusahaan yang lebih besar.
Hal tersebut ditunjukkan dengan tidak adanya jumlah
pengaduan yang masuk kepada Tim Pengelola WBS tahun
2014.
The implementation of Whistleblowing System Policy is

also considered relatively effective in anticipating the
potentials of violations that may inflict larger losses to the
Company. This has been proven by zero complaints filed
to WB S Mana gem ent Tea m throughout 2014.
Hubungan Dewan Komisaris dan Direksi dibangun atas

dasar prinsip saling menghormati dan memahami tugas,
tanggung jawab dan wewenang masing-masing sesuai
peraturan perundang-undangan yang berlaku maupun
Anggaran Dasar Perusahaan. Adapun pedoman kerja dan
hubungan antara Dewan Komisaris dan Direksi telah
ditetapkan dalam pedoman Board Manual yang mengatur
aspek antara lain tanggung jawab, wewenang, hak,
kewajiban, etika Dewan Komisaris dan Direksi, serta
pengaturan rapat dan mekanisme hubungan kerja antara
Dewan Komisaris dan Direksi.
The relationship between the Board of Commissiners and

the Board of Directors is built on the principles of mutual
respect and understanding of the respective duties,
responsibilities, and authorities in accordance with
applicable regulations and Company Articles of Association.
As for the work guidelines and the relationship between the
two Boards are established in the Board Manual which
among others regulates the aspects of responsibility,
authority, rights, obligations, and ethics of the Board of
Commissioners and Board of Directors, in addition to
regulation on meetings and work relations mechanisms
between the Board of Commissioners and the Board of
Directors.
Laporan Reporting
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
PEPC menyadari bahwa keberlanjutan bisnis perusahaan

dipengaruhi oleh harmonisasi bisnis dengan lingkungan
hidup dan lingkungan sosial. Untuk melaksanakan konsep
pembangunan berkelanjutan, PEPC menggunakan
pendekatan bahwa pertumbuhan laba perusahaan (profit)
yang sejalan dengan upaya menjaga lingkungan sekitar
(environment) dan menjaga keseimbangan kehidupan sosial
(people). Dengan pendekatan tripple bottom lines yang
meliputi kinerja ekonomi (economic performance), kinerja
lingkungan (environmental performance), dan kinerja sosial
(social performance), diharapkan keberadaan PEPC tidak
hanya bermanfaat bagi para pemegang saham
(shareholders), tetapi juga bagi pemangku kepentingan
(stakeholders) yang lebih luas yaitu pekerja, konsumen,
pemasok, masyarakat sekitar, negara dan lain-lain.
PEPC realizes that Company's business sustainability is

affected by the harmony between business and
environmental and social factors. To implement sustainable
development concept, PEPC realizes that profit growth
needs to be aligned with the preservation of the planet and
the balance with the people. With triple bottom lines
approach which include economic, environmental, and
social performances, PEPC is expected to be not only
beneficial for the shareholders, but also to stakeholders at
a larger scope: workers, customers, suppliers, surrounding
communities, the State, and more.
Implementasi tanggung jawab sosial dan lingkungan

perusahaan di PEPC mengacu pada ISO 26000 mengenai
Social Responsibility yang sejalan dengan kebijakan CSR
PT Pertamina (Persero) sebagai induk Perusahaan yang
menganut prinsip-prinsip :
a) Konsisten dengan pembangunan berkelanjutan dan
kesejahteraan masyarakat;
b) Mempertimbangkan semua harapan stakeholders;
c) Taat hukum dan konsisten dengan norma internasional;
The implementation of social and environmental

responsibility at PEPC refers to ISO 26000 on Social
Responsibility which is in accordance with the CSR policy
of PT Pertamina (Persero) as the holding company, holding
the following principles:
a) Consistent with sustainable development and community
welfare;
b) C o n s i d e r i n g a l l s t a k e h o l d e r s ' e x p e c t a t i o n ;
c) Complying with the law and consistent with international
norms;
d) Integrated into business activities.
d) Terintegrasi ke dalam kegiatan bisnis.

Sebagai perusahaan yang memiliki dampak langsung pada
kehidupan masyarakat, PEPC terus berupaya menyediakan
produk dan jasa yang memenuhi harapan pelanggan dan
ramah lingkungan. Sejalan dengan tanggung jawab
perusahaan mendukung program keberlanjutan, PEPC juga
terus mendorong peningkatan kualitas kehidupan dan
lingkungan yang tidak hanya bermanfaat baik bagi
perusahaan tetapi juga bagi komunitas sekitas dan
masyarakat secara luas melalui pelaksanaan kegiatan
Corporate Social Responsibility (CSR). Sinergi dan
harmonisasi perusahaan dengan stakeholders-nya, pada
gilirannya akan mempengaruhi kelancaran proses bisnis
perusahaan. Sedangkan terjaganya kelestarian lingkungan
dan alam selain menjamin kelancaran proses bisnis juga
menjamin ketersediaan pasokan bahan baku produksi yang
bersumber dari alam.
Having direct impact to community lives, PEPC maintains

the effort to be environmentally-friendly while providing the
products and services to meet customers' demands. With
Company's responsibility in supporting sustainability
program, PEPC also encourages the improvement of life
and environmental qualities that are beneficial for the
Company, the surrounding community, and the public at
large with the implementation of Corporate Social
Responsibility (CSR) programs. The synergy and harmony
between the Company and its shareholders will in turn
affect the smoothness of Company's business process.
The preservation of environment will also ensure smooth
business processes in addition to assuring the availability
of raw materials sourced from nature.
Pelaksanaan program CSR PEPC secara umum dibagi

menjadi 4 (empat) aspek tanggung jawab sosial yaitu
terhadap lingkungan, masyarakat, pegawai dan tanggung
jawab terhadap produk dan pelanggan. Terkait dengan isu
lingkungan, Partisipasi aktif tanggung jawab kepada
lingkungan dilaksanakan PEPC selama tahun 2014 melalui
gerakan penghijauan sekitar wilayah operasi maupun
lingkungan sekitar dalam rangka meningkatkan kualitas
lingkungan hidup, antara lain melalui gerakan penghijauan,
program green office, dan pemantauan emisi secara berkala.
PEPC CSR program implementation is generally divided

into four social responsibilities, i.e. responsibilities to the
environment, community, employees, and responsibility to
products and customers. In relation to environment issues,
active participation in the responsibility to the environment
is conducted through environmentally-friendly activities to
the regions surrounding the operation area in order to
improve environment quality, among others with greening
activities, green office program, and regular emission
monitoring.
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LAPORAN DIREKSI
Pada tahun 2014, PEPC telah melakukan berbagai kegiatan

CSR terkait dengan pengembangan sosial dan
kemasyarakatan yang merupakan wujud partisipasi dan
dukungan Perusahaan dalam meningkatkan kualitas
kehidupan masyarakat sekitar menjadi lebih baik terutama
terkait aspek pendidikan, kesehatan dan peningkatan
infrastruktur. Sedangkan terkait ketenagakerjaan, PEPC
memberikan perhatian terhadap penghormatan terhadap
hak-hak asasi manusia dan mengakui keberagaman,
kesetaraan dan peluang yang sama tanpa membedakan
ras, suku, agama dan jenis kelamin pekerja, pemberian
imbal jasa yang bersaing dengan perusahaan sejenis,
peningkatan kompetensi dan profesionalisme melalui
training dan pengembangan lainnya.
In 2014 PEPC has conducted various CSR activities in social

and community development showing Company's
participation in realizing better life quality for the surrounding
community, particularly in the aspects of education, health,
and infrastructure. In relation to employment, PEPC pays
particular attention to the respect to human rights and
recognizes diversity, equality, and equal opportunities
without discrimination to race, ethnicity, religion, and gender,
gives competitive employee benefits compared to similar
companies, and builds employee competency and
professionalism through training and other developments.
Terkait tanggung jawab kepada pelanggan dilakukan melalui

kegiatan program penanganan keluhan pelanggan dan
program survey kepuasan pelanggan. Program ini dijalankan
dalam rangka mewujudkan perlindungan PEPC kepada
pelanggan sekaligus meningkatkan tingkat kepuasan dan
kepercayaan pelanggan.
The responsibility to customer is realized with the

implementation of customer complaint handling and
customer satisfaction survey. Both programs are conducted
to give protection to the customers in addition to increase
their trust and satisfaction.
Perubahan Struktur Komposisi Direksi
Changes in Board of Directors Composition
Berdasarkan Keputusan Pemegang Saham Secara Sirkuler

PT Pertamina EP Cepu, dilakukan pengangkatan Saudara
Ricardo Perdana Yudantoro sebagai Direktur Operasi
menggantikan Mangasi Darma Gunawan yang telah selesai
masa jabatannya sesuai keputusan RUPS sejak tanggal
17 Maret 2014. Kami mengucapkan selamat bergabung
dan selamat bertugas kepada jajaran anggota Direksi baru.
Soliditas yang terus dijaga tercermin dalam peran aktif
setiap Anggota Direksi dalam memberikan fungsi
pengelolaan perusahaan sehingga kinerja PEPC
menunjukkan hasil yang menggembirakan.
Under Circular Decision of PT Pertamina Shareholders, Mr.

Ricardo Perdana Yudantoro was appointed as the Director
of Operations replacing Mr. Mangasi Darma Gunawan who
resigned on March 17, 2014. We welcome and wish a good
luck to the new composition of the Board of Directors in
running their duties. The solidarity is reflected through
active participation of each member of the Board of Directors
in conducting managerial function which has shown
favorable performance for PEPC.
Prospek Usaha
Business Prospects
PEPC akan lebih fokus pada pengembangan usaha di bidang

minyak dan gas bumi, untuk lapangan Banyu Urip di blok
Cepu dengan status Operated by Other (OBO) di masa
mendatang , PEPC sebagai Non Operator senantiasa
menempatkan posisi sebagai partner yang berkelas dunia
yang turut mengawasi jalannya pengembangan lapangan
Banyu Urip dengan kaidah-kaidah Joint Operating Agreement
(JOA) dan menjaga agar target on stream akan tercapai.
PEPC will increase the focus on oil and gas business

development at Banyu Urip Field and Cepu Block with the
status Operated by Other (OBO) in the future. PEPC as NonOperator always positions ourselves as a world-class partner
involved in the monitoring of Banyu Urip field development
under the provisions of the Joint Operating Agreement
(JOA) and maintains the achievement of on stream target.
Pada tanggal 17 Agustus 2010, PEPC dan MCL telah

menandatangani Head of Agreement (HOA) untuk
pengembangan proyek Gas atas Unitisasi Lapangan
Jambaran Tiung Biru dan Cendana.
On August 17, 2010 PEPC and MCL have signed the Head
of Agreement (HOA) for the Gas project development of
Jambaran Tiung Biru and Cendana Fields Unitization.
Laporan Reporting
PEPC selalu aktif dan proaktif mengkritisi dan mengawal

setiap perkembangan dan kemajuan proyek pengembangan
Banyu Urip dan menjaga agar target on stream akan tercapai.
HOA menunjuk PEPC sebagai Unit Operator untuk
melaksanakan pengembangan Lapangan Unitisasi tersebut
dengan konsep Gas Blowdown dengan target on stream dan
PEPC dapat memenuhi harapan dari Pemerintah untuk
pemenuhan produksi nasional.
PEPC also actively and proactively criticizes and initiates

each development and progress of Banyu Urip project and
strives to achieve the on stream target. HOA has appointed
PEPC as Unit Operator to conduct the Unitization Field
development with Gas Blowdown concept with on stream
target; therefore, PEPC will be able to fulfill Government's
expectation to meet the national production.
Dengan mempertimbangkan semua kegiatan usaha yang

dimiliki saat ini maka prioritas pengembangan di masa
mendatang di antara lain melaksanakan bisnis inti dalam
mengembangan Blok Cepu, menjalankan tugas sebagai
operator Unitisasi Lapangan Jambaran-Tiung Biru dan
Cendana guna memenuhi target on stream serta produksi
nasional dan menjalankan bisnis non inti sebagai sebagai
pengawasan pipa penjualan PT Geo Link Nusantara untuk
memastikan instalasi tersebut berjalan sesuai yang
diharapkan.
By taking into account all business activities at hand, the

priority for the future development lies in the implementation
of core business to develop Cepu Block, the implementation
of the duty as Jambaran Tiung Biru and Cendana Fields
Unitization Operator to meet on stream target and national
production, and to implement non non-core business to
monitor PT Geo Link Nusantara sales pipe to ensure the
installation operates as expected.
Apresiasi
Appreciation
Atas nama jajaran Direksi, saya memberikan penghargaan

yang setinggi-tingginya kepada para pekerja dan dukungan
segenap jajaran manajemen yang telah menunjukkan
dedikasi dan semangat kerjanya sehingga dapat
memberikan hasil yang sangat menggembirakan sepanjang
tahun 2014. Demikian juga kepada seluruh Pemangku
Kepentingan yang telah memberikan dukungan, kerjasama
dan kontribusinya sehingga PEPC mampu beraktifitas
secara normal.
On behalf of the Board of Commissioners, I extend our

highest appreciation to workers and our managerial line
who have shown dedication and work spirit to provide
highly-satisfactory results throughout 2014. The
appreciation also goes to all Stakeholders for the support,
cooperation, and contribution that enable PEPC to conduct
our activities in an orderly fashion.
Tidak lupa kepada Dewan Komisaris dan Pemegang Saham

yang telah menjalankan fungsi penasehatan secara baik
serta Pemegang Saham yang memberikan arahan dan
dukungan yang luas demi lancarnya kegiatan operasional
perusahaan.
We also would like to thank the Board of Commissioners

and Shareholders for good implementation of advisory
function, and to Shareholders for the directives and extensive
support to the smoothness of Company operations.
Jakarta, 20 Februari 2015 February 20, 2015

Atas Nama Direksi On Behalf of the Board of Directors
PT Pertamina EP Cepu (PEPC)

Direktur Utama President Director
61
62
PROFIL DIREKSI
BOARD OF DIRECTORS PROFILE
Laporan Reporting
Kiri ke Kanan:
Left to Right:
Amran Anwar

Direktur Utama
President Director

Direktur Operasi
Operation Director
Musa Umbas

63
64
PROFIL DIREKSI
PROFIL DIREKSI
AMRIL THAIB MANDAILING

DIREKTUR UTAMA
PRESIDENT DIRECTOR
Lahir di Pariaman, 16 Mei 1958
Born: Pariaman, May 16, 1958
Pendidikan: Sarjana Fakultas Teknik Universitas Indonesia

jurusan Teknologi Gas dan Petrokimia (1985), dan Magister
Teknik Metalurgi Universitas Indonesia (1995).
Education: Bachelor of Gas and Petrochemical Technology,

Faculty of Engineering University of Indonesia (1985), and
Master of Metallurgy Engineering University of Indonesia
(1995).
Training yang Diikuti: Training-on The Job Training, L. Arun

LNG-1984; Training bimbingan Profesi Sarjana Teknik,
Phase I,P,Cepu-1989; Training-penataran P4 Pola Calon
Penatar (120 Jam),B,Palembang-1989; Training-basic Log
Interpretation-1990; Training- Penataran P4 Pola 120
Jam,L,Bb7-1990; Training-KPPL,P, Pertamina-1991;
Training-Applied Clay Engineering: Formation Damage
Mitigation-1991; Training Natural Flow & Artificial Lift Method1991; Training-Special Well Testing -1991; Training
simposium Tek.Gas Iatmi Jakarta-1992; Training-Basic
Petroleum Economy-1992; Seminar-seminar Ekspoitasi1993; Seminar-melakukan Riset Pembuatan Katalis-1995;
Training-production Optimization By Using Nodal Analysis1996; Training-basic Safety & Environmental Auditing
According to ISO 1400-1997; Training-K.P.P.M. Angkatan
XV 97/98 Pertamina-1997; Training-profesional Development
Program,L,Obi-1997; Training-Maintenance Management
Engineering Training Program,L,WCT-2001
Attended Trainings: On-The-Job Training, L. Arun LNG 1984; Bachelor of Engineering Profession Training, Phase
I, P, Cepu - 1989; Guidelines for the Comprehension and
Implementation of Pancasila Training Trainer Candidate
Pattern (120 hours), B, Palembang - 1989; Basic Log
Interpretation Training - 1990; Guidelines for the
Comprehension and Implementation of Pancasila Training
Pattern 120 hours, L, Bb7 - 1990; KPPL Training, P,
Pertamina - 1991; Applied Clay Engineering: Formation
Damage Mitigation Training - 1991; Natural Flow & Artificial
Lift Method Training - 1991; Special Well Testing Training
- 1991; IATMI Gas Technology Symposium Jakarta - 1992;
Basic Petroleum Economy Training - 1992; Seminar on
Exploitation - 1993; Seminar on Catalyst Building Research
- 1995; Training on Production Optimization by Using
Nodal Analysis - 1996; Basic Safety Training &
Environmental Auditing According to ISO 1400 - 1997;
K.P.P.M. Training Batch XV 97/98 Pertamina - 1997;
Professional Development Program Training, L, Obi - 1997;
Maintenance Management Engineering Training Program,
L, WCT - 2001
Perjalanan Karir: Sebelum menjabat sebagai Direktur

Utama, menjabat sebagai Deputi Project Executive (2009),
Vice President Pengembangan Usaha dan Rencana
Korporat (2007), Manajer Fasilitas (2006), Ahli Proses dan
fasilitas ( 2005), Spesialis Teknologi dan Proses (20012005)
Career Path: Prior to serving as President Director, he

served as Deputy Project Executive (2009), Vice President
of Business Development and Corporate Planning (2007),
Manager of Facilities (2006), Expert of Process and
Facilities ( 2005), Technology and Process Specialist
(2001-2005)
Dasar Pengangkatan: SK Direktur Utama PT Pertamina

(Persero) No.Kpts.P-052/K10220/2010-S8 tanggal 12 Mei
2010
Basis of Appointment: Decree of PT Pertamina (Persero)

President Director No.Kpts.P-052/K10220/2010-S8 dated
May 12, 2010
Laporan Reporting
RICARDO PERDANA YUDANTORO

DIREKTUR OPERASI
OPERATION DIRECTOR
Lahir di Yogyakarta, 25 November 1963
Born: Yogyakarta, November 25, 1963
Pendidikan:
Sarjana Teknik Geologi UGM (1989)
Education:
Bachelor of Geology Engineering, Gadjah Mada University
(1989)

Value Best Development Program Modul K-24 (2013), PPEP
Singkat (2013), Workshop Aspek Keuangan Pengembangan
Gas Blok Cepu (2011), Workshop Dual Operator Blok Cepu
(2011), Transformation Leadership Engine 3 (2008)
Attended Trainings:
Value Best Development Program Module K-24 (2013),
Brief PPEP (2013), Financial Aspect Workshop of Cepu
Block Gas Development (2011), Cepu Block Dual Operator
Workshop (2011), Transformation Leadership Engine 3
(2008)
Perjalanan Karir:
Sebelum menjabat sebagai Direktur Operasi, menjabat
sebagai VP Technical Support (2013-2014), VP Engineering
(2012-2013), VP Operasi Kontrak Kerjasama Cepu (20102012), Manajer Bang Prospek (2010), Deputy Exploration
Project Manager (2009-2010).
Career Path:
Prior to serving as Director of Operation, he served as VP
Technical Support (2013-2014), VP Engineering (20122013), VP Operation Cepu Cooperation Contract (20102012), Manager of Prospect (2010), Deputy Exploration
Project Manager (2009-2010).
Dasar Pengangkatan:
Keputusan Pemegang Saham Secara Sirkuler
PT Pertamina EP Cepu tentang pengangkatan Direktur
Operasi tanggal 14 Agustus 2014
Circular Decision of PT Pertamina EP Cepu Shareholders
on the Appointment of Director of Operation dated August
14, 2014
65
66
PROFIL DIREKSI
PROFIL DIREKSI
AMRAN ANWAR
DIREKTUR PENGEMBANGAN
DEVELOPMENT DIRECTOR
Lahir di Pangkalpinang, 16 September 1961
Born: Pangkalpinang, September 16, 1961
Pendidikan:
Sarjana Teknik Pertambangan di Universitas Sriwijaya
Palembang
Education:
Bachelor of Mining Engineering from Sriwijaya University
Palembang
Training yang Diikuti: Training-BPST Ep Angkatan I-1989;

Training-training Ahli Teknik Lapangan-1990; TrainingPengendalian Mutu Terpadu/Gkm-1991; Training Gas Light
Valve-1991; Training-Applied Cray Engineering Formation
Damage Mitigation-1991; Training-exploration Method For
Sandstone Reservoir-1991; Training-penataran P4 Pola
Pendukung 45 Jam-1991; Training-Symposium Aspek
Teknologi Sumur Horizontal-1991; Training-prinsip-prinsip
Pengawasan A, Lanjutan-1992; Training Advance Petroleum
Economic-1993; Training-KPPL-1993; Training-Seminar EPT
Keiv Direktorat EP-1993; Training-Symposium Technology
Gas-1993; Training-Reservoir Management-1993; TrainingOil Field Quality Control-1993; Training-Applied Petroleum
Geology-1994; Training-Seminar EPPT Ke VI Direktorat EP1994; Training-Seminar HSE-1994; Training-Well Control
School-1994; Training-Economic Evaluation For Petroleum
Venture-1994; Training-Gas Field Projection Evaluation-1994;
Training Symposium Optimasi Produksi-1995; TrainingBasic Start Log II & CPS-3 Geoquest-1995; TrainingManajemen Energi, Teknik Konversi Energi & Audit Energi1996; Training-Well Completions, Simulation and Workover1997; Training- Piagam Penghargaan Penanggulangan
Semburan Liar -1997; Training-KPPM Angkatan XII-1997;
Training-Outward Bound Indonesia-1997; Training-Well
Cementings & Stimulation and Drilling Engineering Practice1998; Training- Peninjauan Laboratorium Bahan Lumpur
Pemboran-1999; Training-KMEP II/SUSPI-1999; TrainingKursus Job Evaluation-1999; Training-Manajemen SDM
Untuk Non SDM-1999; Training-A M T-1999; TrainingManajemen Eksplorasi & Produksi-2000; Training-Project
Management Course-2000;
Attended Trainings: : Training-BPST Ep Batch I-1989;

Training-Field Technical Expert -1990; Training- Integrated
Quality Controlling/Gkm-1991; Training-Gas Light Valve1991; Training-Applied Cray Engineering Formation
Damage Mitigation-1991; Training-Exploration Method
For Sandstone Reservoir-1991; Training- Guidelines for
the Comprehension and Implementation of Pancasila
Supporting Pattern 45 Hours-1991; Training-Technological
Aspects of Horizontal Well Symposium-1991; TrainingSupervisory principles A, Advanced-1992; Training-Advance
Petroleum Economic-1993; Training-KPPL-1993; TrainingEPT Keiv Seminar Directorate of Exploration and
Production-1993; Training- Technology Gas Symposium
-1993; Training-Reservoir Management-1993; Training-Oil
Field Quality Control-1993; Training-Applied Petroleum
Geology-1994; Training- EPPT Seminar Batch VI Directorate
of Exploration and Production-1994; Training- HSE
Seminar-1994; Training-Well Control School-1994; TrainingEconomic Evaluation For Petroleum Venture-1994;
Training-Gas Field Projection Evaluation-1994; TrainingProduction Optimization Symposium -1995; Training-Basic
Start Log II & CPS-3 Geoquest-1995; Training-Energy
Management, Energy Conversion Techniques, and Energy
Audit -1996; Training-Well Completions, Simulation and
Workover-1997; Training- Plaque of Association for
Blowout Prevention-1997; Training-KPPM Batch XII-1997;
Training-Outward Bound Indonesia-1997; Training-Well
Cementings & Stimulation and Drilling Engineering
Practice-1998; Training-Laboratory Observation of Drilling
Sludge Material-1999; Training-KMEP II/SUSPI-1999;
Training-Job Evaluation Course-1999; Training-HR
Management for Non HR-1999; Training-A M T-1999;
Training-Exploration and Production Management-2000;
Training-Project Management Course-2000;
Laporan Reporting
Training - Ms. Windows 98 & Ms Office 2000-2000; TrainingESQ Leadership Training-2002; Training-Leadership
Development Program Angkatan Xxv/2002-2002; TrainingHSE Ms Training, Houston (by Chevron)-2003; Training
Corporate Social Responsibility Course, Singapore-2003;
Training-Practical Approach To Successful Project
Management & Process-2004; Training-One Day Training On
Risk Management-2004; Training-Workshop Desain
Organisasi-2005; Training-pelatihan AMDAL Untuk
Eksekutif-2005; Training-Practical Invesment Appraisal And
Business Decision Analysis-2006; Training-Forum Teknologi
Simposium Nasional & Kongres IX IATMI 2006, Jakarta2006; Training-Workshop Field-Hess Company, USA-2007;
Training-International Conference Of CBM-2010; Seminar
LN - Offshore Technology Conference-2011; TrainingWorkshop Drilling BP Migas Yogyakarta-2011; Training AsiaPacific Oil & Gas Conference & Exhibition-2011; TrainingGeothermal Drilling BP Migas Yogyakarta-2011; TrainingPelatihan IFRS Jakarta \-2012
Training-Ms. Windows 98 & Ms Office 2000-2000; TrainingESQ Leadership Training-2002; Training-Leadership

Development Program Batch XXV/2002-2002; TrainingHSE Ms Training, Houston (by Chevron)-2003; TrainingCorporate Social Responsibility Course, Singapore-2003;
Training-Practical Approach To Successful Project
Management & Process-2004; Training-One Day Training
On Risk Management-2004; Training-Workshop
Organizational Design-2005; Training-EIA Training for
Executives-2005; Training-Practical Investment Appraisal
And Business Decision Analysis-2006; Training-Technology
Forum National Symposium and Congress IX IATMI 2006,
Jakarta-2006; Training- Field-Hess Company Workshop,
USA-2007; Training-International Conference Of CBM2010; Offshore Seminar-Offshore Technology Conference2011; Training- Drilling Workshop BP Migas Yogyakarta2011; Training-Asia-Pacific Oil & Gas Conference &
Exhibition-2011; Training-Geothermal Drilling BP Migas
Yogyakarta-2011; Training-IFRS Training Jakarta-2012
Perjalanan Karir:
Merintis karir di Pertamina sejak tahun 1989 sebagai
Trainee, pada tahun 2002 beliau diangkat sebagai Manajer
Umum di DOH Sumbagsel. Selanjutnya pernah menjadi
Manajer Manajemen Operasi Direktorat Hulu (2004),
Manajer Manajemen Operasi PT Pertamina EP (2006),
Manajer Perencanaan Eksploitasi PT Pertamina EP (2006),
General Manager JOB Pertamina- Talisman Jambi Merang
(2007) dan Direktur Utama PT Pertamina Drilling Services
Indonesia (PDSI) pada tahun 2010. Sejak tanggal 28
September 2012 ditunjuk menjadi Direktur Pengembangan
PT Pertamina EP Cepu
Career Path:
Starting his career in Pertamina in 1989 as a Trainee, in
2002 he was appointed as General Manager of DOH
Southern Sumatra. He also served the position as Manager
of Operational Management Upstream Directorate (2004),
Manager of Operational Management PT Pertamina EP
(2006), Manager of Exploitation Training PT Pertamina
EP (2006), General Manager JOB Pertamina- Talisman
Jambi Merang (2007) and President Director of
PT Pertamina Drilling Services Indonesia (PDSI) in 2010.
He serves as PT Pertamina EP Cepu Director of
Development since September 28, 2012
Dasar Pengangkatan:
Keputusan RUPS Sirkuler Tanggal 17 Januari 2013
Circular Decree of GMS dated January 17, 2013
67
68
PROFIL DIREKSI
PROFIL DIREKSI
MUSA UMBAS
DIREKTUR BISNIS SUPPORT
BUSINESS SUPPORT DIRECTOR
Lahir di Surabaya , 27 Juli 1960
Born: Surabaya , July 27, 1960
Pendidikan:
Memperoleh gelar Sarjana Ekonomi Akuntansi dari
Universitas Airlangga Surabaya
Education:
Bachelor of Economic Accounting from Airlangga
University Surabaya

Training - International Cash and Treasury Management Spain 2013 - PPEP (Singkat) - Pertamina Learning Center
2013; Training - International Cash and Treasury Management
- Geneva 2012
Attended Trainings:
Training - International Cash and Treasury Management
- Spain 2013 - PPEP (Brief) - Pertamina Learning Center
2013; Training - International Cash and Treasury
Management - Geneva 2012
Perjalanan Karir:
Direktur Bisnis Support PT Pertamina EP Cepu 11.12.2013;
VP Treasury of PT Pertamina (Persero) 01.04.201209.30.2013; VP Perbendaharaan dan Kerjasama
PT Pertamina EP 01.07.2009 - 31.03.2013; Finance and
Economic Manager di Badan Operasi Bersama (BOB)
Pertamina Hulu - PT BSP 01.06.2004 - 30.06.2009; Manager
Controller Keuangan Direktorat Hulu 11.02.2002 31.05.2004; Ka.Keuangan EP Sangatta 05.05.1999 10.02.2002
Career Path:
PT Pertamina EP Cepu Business Support Director
11.12.2013; VP Treasury of PT Pertamina (Persero)
01.04.2012- 09.30.2013; VP Treasury and Cooperation of
PT Pertamina EP 01.07.2009 - 31.03.2013; Finance and
Economic Manager at Joint Operational Unit (BOB)
Upstream Pertamina - PT BSP 01.06.2004 - 30.06.2009;
Manager Controller of Finance, Upstream Directorate
11.02.2002 - 31.05.2004; Head of Finance EP Sangatta
05.05.1999 - 10.02.2002
Dasar Pengangkatan:
Surat Keputusan Pemegang Saham secara Sirkuler tanggal
6 Desember 2013
Circular Decree of Shareholders dated December 6, 2013
Laporan Reporting
69
70
Profil Perusahaan Company Profile
PROFIL PERUSAHAAN
CORPORATE PROFILE
71
72
IDENTITAS PERUSAHAAN
COMPANY IDENTITY
Profil Perusahaan Corporate Profile
Nama Name
73
PEPC
Nama Panggilan
Company Call Name
PEPC
Bidang Usaha
Line of Business
Kegiatan usaha hulu mencakup eksplorasi

dan eksploitasi minyak dan gas bumi
Upstream business activities covering the

exploration and exploitation of oil and natural gas
Status Perusahaan
Company Status
Anak Perusahaan PT Pertamina (Persero)
PT Pertamina (Persero) Subsidiary
Kepemilikan
Ownership
PT Pertamina (Persero) = 99% dan

PT Pertamina Dana Ventura = 1%
PT Pertamina (Persero) = 99% and

PT Pertamina Dana Ventura = 1%
Dasar Hukum
Pendirian
Legal Basis of
Establishment
Akte No. 5 tanggal 14 September 2005

dengan Notaris Marianne Vincentia
Hamdani SH disahkan oleh Menteri
Hukum dan Hak Asasi Manusia dalam
Surat Keputusan No.C-26131
H T . 0 1. 0 1. T H 20 0 5 t a n gg a l 21
September 2005 dan diumumkan dalam
Tambahan Berita Negara Republik
Indonesia Nomor 5 tanggal 17 Januari
2006
Akte No 45 Perubahan Anggaran Dasar
Tanggal 28 Juni 2013
Deed No. 5 dated September 14, 2005 of Notary

Marianne Vincentia Hamdani, SH ratified by
Minister of Law and Human Rights in the Decree
No. C-26131 HT.01.01.TH 2005 dated September
21, 2005 and announced in the Supplement to
the State Gazette of the Republic of Indonesia
Number 5 dated January 17, 2006
Deed No. 45 on the Amendment to Articles of

Association dated June 28, 2013
Tanggal Pendirian
Date of
Establishment
14 September 2005
September 14, 2005
Modal Dasar
Authorized Capital
Rp 2.000.000.000,(Dua milyar rupiah)
Rp2,000,000,000
(two billion Rupiah)
Modal Ditempatkan
dan Disetor Penuh
Issued and Fully
Paid Capital
Rp 500.000.000,(Lima ratus juta rupiah)
Rp500,000,000
(Five hundred million Rupiah)
Wilayah Kerja
Work Area
Wilayah Kerja Pertambangan (WKP)

minyak dan gas bumi di Blok Cepu yang
mencakup wilayah Kabupaten Bojonegoro
Provinsi Jawa Timur dan Kabupaten Blora
Provinsi Jawa Tengah
The oil and natural gas Mining Work Area in Cepu

Block which covers the regions of Bojonegoro
Regency in East Java Province and Blora Regency
in Central Java Province
Total Pekerja
Total Number of
Employees
Dewan Komisaris, Direksi & Komite Audit:

9; Pekerja Perbantuan Pertamina : 59;
Pekerja Waktu Tidak Tertentu (PWTT) AP:
61; Pekerja Waktu Tertentu (PWT) : 78
Board of Commissioners, Directors, and Audit

Committee: 9; Pertamina Secondees: 59;
Non-Fixed Time Employees: AP 61; Fixed-Time
Employees: 78
Kantor Pusat
Head Office
Gedung Patra Jasa, lantai 5, 6, 7, 8 & 13

Jl. Gatot Subroto, Kav. 32- 34 Jakarta
12950
Patra Jasa Building, 5th, 6thh, 7th, 8th, and 13th

Floors Jl. Gatot Subroto, Kav. 32- 34 Jakarta 12950
Tel. + 62 21 52900900 Fax. +62 21 52900597
Layanan Informasi
Call Center
Telp. + 62 21 52900900
Fax. +62 21 52900597
Tel. + 62 21 52900900
Fax. +62 21 52900597
Website
www.pertamina-epcepu.com
Email
fo.pepc@pertamina.com
fo.pepc@pertamina.com
74
SEJARAH SINGKAT
BRIEF HISTORY
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. Blok
Cepu merupakan wilayah Kerja
Pertambangan (WKP) migas yang
mencakup 3 (tiga) wilayah yaitu
Kabupaten Bojonegoro dan
Kabupaten Tuban - Provinsi Jawa
Timur serta Kabupaten Blora Provinsi Jawa Tengah.
PT Pertamina EP Cepu (PEPC) is a
Subsidiary of PT Pertamina (Persero) which
engages in Oil and Natural Gas sector of
Upstream Business activities, including the
Exploration, Exploitation, and Production
of Oil and Natural Gas in order to develop
the Cepu Block. The Cepu Block is an oil
and gas Mining Work Area covering three
regions, i.e. the Bojonegoro and Tuban
Regencies in the East Java Province and
the Blora Regency in the Central Java
Province.
Berdasarkan sejarah, Cepu terkenal karena persediaan

minyak bumi yang melimpah dan telah dilakukan
penambangan minyak bumi sejak zaman Belanda oleh
Bataafsche Petroleum Maatschappij (BPM). Sebelum
penemuan terbaru cadangan minyak yang cukup besar di
daerah Cepu dan sekitarnya, ladang minyak Cepu hanya
difungsikan sebagai wahana pendidikan bidang
perminyakan yaitu dengan adanya Akademi Migas di Cepu.
Undang - Undang No.8 Tahun 1971 tentang Perusahaan
Pertambangan Minyak dan Gas Bumi Negara (Pertamina),
memberikan hak esklusif kepada PT Humpuss Patragas
(HPG) untuk melaksanakan kegiatan eksplorasi dan
produksi di beberapa area di Blok Cepu berdasarkan
Technical Assistance Agreement (TAC) Blok Cepu tanggal
03 Agustus 1990 antara Pertamina dengan HPG.
Pada tahun 1997, HPG mengalihkan 49% Participating
Interest (PI) ke Ampolex (Cepu) Pte. Ltd. (Ampolex),
kemudian di tahun 1999 ExxonMobil Oil Corporation
(ExxonMobil) mengakuisisi 49% saham Ampolex sehingga
ExxonMobil mempunyai interest di Blok Cepu. Pada tahun
2000 HPG mengalihkan sisa PI 51% kepada Anak
Perusahaan ExxonMobil yaitu Mobil Cepu Ltd (MCL).
Historically, Cepu is well-known for its abundant crude oil
reserves, where excavation was carried out since the Dutch
colonialism era by the Bataafsche Petroleum Maatschappij
(BPM). Before the discovery of new fairly large oil reserves
in Cepu and its surroundings, the Cepu oil field had been
utilized merely as a means for petroleum education with
the establishment of the Oil and Gass Academy in Cepu.
The Law No. 8 of 1971 on the State Oil and Gas Mining
Company (Perusahaan Pertambangan Minyak dan Gas
Bumi Negara - Pertamina) granted exclusive right to PT
Humpuss Patragas (HPG) to conduct exploration and
production activities at several areas in Cepu Block based
on the Technical Assistance Agreement (TAC) of Cepu
Block on August 3, 1990 between Pertamina and HPG.
In 1997 HPG transferred 49% of its Participating Interest
(PI) to Ampolex (Cepu) Pte. Ltd. (Ampolex). The acquisition
of 49% of Ampolex shares by ExxonMobil Oil
Corporation(ExxonMobil) in 1999 has resulted in the
ownership of Cepu Block interest by ExxonMobil. In 2000
HPG transferred the remaining 51% of the PI to Mobil Cepu
Ltd (MCL), a Subsidiary of ExxonMobil.
75
76
SEJARAH SINGKAT
BRIEF HISTORY
30 Oktober 2008 & 26 Februari 2009

October 30, 2008 & February 26, 2009
PENANDATANGANAN SUPPLEMENT AGREEMENT ATAS JOA
THE SIGNING OF SUPPLEMENTARY AGREEMENT TO JOA
31 Agustus 2006 August 31, 2006
PRODUKSI MINYAK PERDANA LAPANGAN BANYU URIP

EARLY PRODUCTION FACILITY (EPF)
FIRST OIL PRODUCTION OF BANYU URIP FIELD
15 Maret 2006 March 15, 2006
JOINT OPERATING AGREEMENT (JOA) BLOK CEPU

CEPU BLOCK JOINT OPERATING AGREEMENT
17 September 2005 September 17, 2005
PENGELOLAAN BLOK CEPU
CEPU BLOCK MANAGEMENT
PENDIRIAN PEPC
PEPC ESTABLISHMENT
14 SEPTEMBER 2005 PENDIRIAN PEPC

SEPTEMBER 14, 2005: PEPC ESTABLISHMENT
Berdasarkan Undang-Undang No. 22 Tahun 2001 Tentang
Minyak dan Gas Bumi dan PP No. 31 Tahun 2003 Tentang
"Pengalihan Bentuk Pertamina menjadi Perusahaan
Perseroan (Persero)", Pertamina tidak lagi memegang Kuasa
Pertambangan dan berubah bentuk menjadi PT Pertamina
(Persero). Sebagai aturan pelaksana Undang-Undang No.
22 Tahun 2001, Pemerintah menerbitkan PP No. 35 Tahun
2004 Tentang Kegiatan Usaha Hulu Minyak dan Gas Bumi
dimana pada Pasal 104 dinyatakan bahwa Kontrak - Kontrak
Pertamina TAC & EOR beralih ke PT Pertamina (Persero)
dan wilayah bekas Kontrak tersebut tetap merupakan bagian
wilayah kerja PT Pertamina (Persero).
Under Law No. 22 of 2001 on Oil and Natural Gas and

Government Regulation No. 31 of 2003 on Change of
Status of the State Oil and Gas Mining Company (Pertamina)
into a Limited Liability Company (Persero), Pertamina no
longer holds the Mining Authority and has changed into PT
Pertamina (Persero). To regulate the implementation of
Law Number 22 of 2001, the Government issued
Government Regulation Number 35 of 2004 on Upstream
Oil and Gas Business Activities where Article 104 stipulates
that the TAC and EOR Contracts are transferred to PT
Pertamina (Persero) and remain to be part of PT Pertamina
(Persero) area.
PEPC SEBAGAI OPERATOR LAPANGAN

UNITISASI GAS JAMBARAN - TIUNG BIRU
PEPC AS JAMBARAN-TIUNG BIRU GAS
UNITIZATION FIELD OPERATOR
PERJANJIAN UNITISASI
UNITIZATION AGREEMENT
5 Februari 2013 February 5, 2013
PENGALIHAN SAHAM KOPERASI ENERGI INDONESIA

KE PT PERTAMINA DANA VENTURA
TRANSFER OF SHARE FROM INDONESIAN ENERGY COOPERATIVE
TO PT PERTAMINA DANA VENTURA
18 Maret 2013 March 18, 2013
PEPC SEBAGAI OPERATOR LAPANGAN UNITISASI

GAS JAMBARAN - TIUNG BIRU
AS JAMBARAN-TIUNG BIRU GAS UNITIZATION FIELD OPERATOR
23 Oktober 2014 October 23, 2014
PRODUKSI BLOK CEPU 10.000 BOPD

MELALUI PROGRAM EARLY OIL EXPANSION (EOE)
CEPU BLOCK 10,000 BOPD PRODUCTION WITH EARLY OIL
EXPANSION (EOE) PROGRAM
Dengan demikian TAC Blok Cepu seharusnya menjadi

wilayah kerja PT Pertamina (Persero), sehingga pada tanggal
14 September 2005 didirikan PT Pertamina EP Cepu (PEPC)
yang merupakan anak perusahaan PT Pertamina (Persero)
untuk melakukan kegiatan usaha sektor hulu di Wilayah
Kerja Pertambangan (WKP) minyak dan gas bumi di Blok
Cepu yang mencakup wilayah Kabupaten Bojonegoro dan
Tuban di Provinsi Jawa Timur dan Kabupaten Blora di
Provinsi Jawa Tengah.
Therefore Cepu Block TAC was to become part of PT

Pertamina (Persero) work area, when on September 14,
2005, PT Pertamina EP Cepu (PEPC) was established as a
subsidiary of PT Pertamina (Persero) to conduct upstream
business activities in oil and gas Mining Work Area of Cepu
Block which covers the regions of Bojonegoro and Tuban
Regencies in East Java Province and Blora Regency in
Central Java Province.
77
78
SEJARAH SINGKAT
BRIEF HISTORY
17 SEPTEMBER 2005 PENGELOLAAN BLOK CEPU

SEPTEMBER 17, 2005: CEPU BLOCK MANAGEMENT
Selanjutnya, berdasarkan PP No. 35/2004 Tentang Kegiatan
Usaha Hulu Minyak dan Gas Bumi, kontrak-kontrak
Pertamina Technical Assistant Contract (TAC) dan Enhanced
Oil Recovery (EOR) beralih ke PT Pertamina (Persero) dan
wilayah bekas kontrak tersebut tetap merupakan bagian
wilayah kerja PT Pertamina (Persero). Dengan demikian
TAC Blok Cepu seharusnya menjadi wilayah kerja
PT Pertamina (Persero). Namun untuk mempercepat
produksi minyak dan gas (migas), Pemerintah menerbitkan
PP No. 34/2005 tentang Perubahan atas PP No. 35/2004
mengenai Kegiatan Usaha Hulu Minyak dan Gas Bumi
sehingga berdasarkan PP tersebut, Kontrak TAC Blok Cepu
dapat diubah ke Kontrak Kerja Sama (KKS) dan tidak
otom atis dikembalika n sebagai Wilayah Kerja
Pertambangan (WKP) Pertamina.
Further, based on Government Regulation No. 35 of 2004

on Oil and Gas Upstream Business Activities, Pertaminas
Technical Assistant Contract (TAC) and Enhanced Oil
Recovery (EOR) Contracts were transferred to PT Pertamina
(Persero) and remained part of the PT Pertamina (Persero)
area. Therefore the Cepu Block TAC should have remained
part of the PT Pertamina (Persero) work area. However, to
accelerate oil and gas production, the Government then
issued the Government Regulation No. 34 of 2005 on the
Amendment to Government Regulation No. 35 of 2004 on
Oil and Gas Upstream Business Activities. Pursuant to such
Government Regulation, the TAC on the Cepu Block could
be changed into a Cooperation Contract (KKS) and did not
automatically return to Pertaminas Mining Work Area.
Dikarenakan pemerintah sangat berkepentingan atas

beroperasinya Blok Cepu, mengingat kandungan minyak
dan gas di wilayah tersebut serta permasalahan energi
nasional yang tengah dihadapi pemerintah maka pada
tanggal 17 September 2005, ditandatangani KKS Blok Cepu
antara BP Migas atas nama Pemerintah dengan Kontraktor
yaitu MCL dan Ampolex sebagai Anak Perusahaan
ExxonMobil serta PEPC sebagai Anak Perusahaan
PT Pertamina (Persero) untuk jangka waktu kontrak
30 (tiga puluh) tahun.
By taking into account Governments high interest in Cepu

Block Operation, the contents of oil and gas in the area, and
the national energy issue currently faced by the Government,
on September 17, 2005 a Cooperation Contract was signed
on Cepu Block between BP Migas (representing the
Government) and Contractors (MCL and Ampolex as
ExxonMobil Subsidiaries and PEPC as PT Pertamina
(Persero) subsidiary) which is valid for a period of 30 years.
Pada awalnya komposisi Participating Interest (PI) masingmasing pihak adalah 50% MCL dan Ampolex dan 50% PEPC.
Komposisi PI kemudian mengalami perubahan setelah
pada tanggal 30 Oktober 2008 dan 26 Februari 2009
ditandatangani supplementary agreement atas KKS untuk
menyertakan empat Badan Usaha Milik Daerah (BUMD)
yang diwakili oleh Badan Kerjasama sebagai salah satu PI
sebesar 10%. Dengan demikian komposisi PI menjadi 45%
Pertamina EP Cepu, 45% MCL dan Ampolex serta 10%
BUMD.
The initial composition of the Participating Interest of each

party was 50% for MCL and Ampolex and 50% for PEPC.
The PI composition then was changed after the signing of
a supplementary agreement to the Cooperation Contract
(KKS) on October 30, 2008 and February 26, 2009. The
supplementary agreement requires the inclusion of four
Regionally-Owned Enterprises (ROE) represented by a
Cooperation Agency as a holder of PI with 10%. Therefore
the PI composition becomes 45% for Pertamina EP Cepu,
another 45% for MCL and Ampolex, and the remaining 10%
for ROEs.
15 MARET 2006 JOINT OPERATING AGREEMENT (JOA) BLOK CEPU

MARCH 15, 2006: CEPU BLOCK JOINT OPERATING AGREEMENT
Untuk mengelola kegiatan migas dalam KKS Blok Cepu,
dengan melalui proses yang panjang, pada tanggal 15 Maret
2006 ditandatangani Joint Operating Agreement (JOA) Blok
Cepu antara MCL, Ampolex dan PEPC yang berlaku efektif
mundur sejak tanggal 17 September 2005. Di dalam JOA
tersebut juga dinyatakan bahwa MCL ditunjuk sebagai
Operator Blok Cepu. Dengan demikian, sejak tahun 2006
aktivitas operasional PEPC di Blok Cepu secara efektif telah
dimulai dengan tiga kegiatan utama yaitu kegiatan
eksplorasi, pengembangan lapangan minyak Banyu Urip
dan kegiatan perencanaan pengembangan lapangan gas
Jambaran-Cendana.
Following a lengthy process, on March 15, 2006 was signed

the Joint Operating Agreement (JOA) of Cepu Block by and
between MCL, Ampolex, and PEPC to manage oil and gas
activities in the Cepu Block, retroactive to September 17,
2005. The JOA also stipulates that MCL is appointed the
Cepu Block Operator. Therefore, the PEPC operational
activities at Cepu Block were effective since 2006, with the
commencement of three main activities, i.e. exploration,
Banyu Urip oil field development, and Jambaran-Cendana
gas fields development planning.
31 AGUSTUS 2006 PRODUKSI MINYAK PERDANA

LAPANGAN BANYU URIP EARLY PRODUCTION FACILITY(EPF)
AUGUST 31, 2006: FIRST OIL PRODUCTION OF BANYU URIP FIELD
Pada tanggal 31 Agustus 2009 BPMIGAS menetapkan First
Commercial Production atas produksi minyak dari Lapangan
Banyu Urip dengan produksi rata-rata 5000 BOPD. Project
tersebut dinamakan Early Production Facilities (EPF)
berproduksi rata-rata 30.000 BOPD.
On August 31, 2009 BPMIGAS established the First

Commercial Production of Banyu Urip Field oil production
with an average production of 5,000 BOPD. The project is
entitled the Early Production Facilities with an average
production of 30,000 BOPD.
30 OKTOBER 2008 DAN 26 FEBRUARI 2009 PENANDATANGANAN

SUPPLEMENT AGREEMENT ATAS JOA
OCTOBER 30, 2008 AND FEBRUARY 26, 2009: THE SIGNING OF SUPPLEMENTARY
AGREEMENT TO JOA
Pada tanggal 30 Oktober 2008 dan 26 Februari 2009 telah
terjadi perubahan komposisi PI setelah ditandatangani
supplementary agreement atas KKS yang menyertakan
empat Badan Usaha Milik Daerah (BUMD) yang diwakili
oleh Badan Kerjasama sebagai salah satu PI sebesar 10%.
Dengan demikian komposisi Pemegang PI Blok Cepu
dengan komposisi PEPC 45%, Mobil Cepu Ltd 20.5%,
Ampolex (Cepu) Pte. Ltd. 24.5%, sedangkan BUMD 10.0%
yang terdiri dari PT Sarana Patra Hulu Cepu (SPHC) 1.0910%,
PT Blora Patragas Hulu (BPH) 2.1820%, PT Petro Gas Jatim
Utama (PJU) 2.2423% dan PT Asri Dharma Sejahtera (ADS)
sebesar 4.4847%.
On October 30, 2008 and February 26, 2009, changes were

made in the PI Composition with the signing of
supplementary agreements to KKS with the inclusion of
four Regionally-Owned Enterprises represented by a
Cooperation Agency as a holder of PI by 10%. Therefore
the PI composition became 45% for Pertamina EP Cepu,
another 45% for MCL and Ampolex, and the remaining 10%
for ROEs broken down as follows: 1.0910 % for PT Sarana
Patra Hulu Cepu (SPHC), 2.1820 % for PT Blora Patragas
Hulu (BPH), 2.2423 % for PT Petro Gas Jatim Utama (PJU),
and 4.4847 % for PT Asri Dharma Sejahtera (ADS).
79
80
SEJARAH SINGKAT
BRIEF HISTORY
17 AGUSTUS 2011 PEPC SEBAGAI OPERATOR LAPANGAN

UNITISASI GAS JAMBARAN - TIUNG BIRU
AUGUST 17, 2011: PEPC AS JAMBARAN-TIUNG BIRU GAS
UNITIZATION FIELD OPERATOR
Pada tanggal 17 Agustus 2011 telah ditandatangani Head
Of Agreement (HOA) antara MCL, PEPC, dan PT Pertamina
EP (PEP) berisikan:
1. Unitisasi Lapangan Jambaran (milik KKKS Blok Cepu)
dengan lapangan Tiung Biru (milik PEP)
2. PEPC sebagai Operator Unitisasi Lapangan JambaranTiung Biru
3. Pengembangan terintegrasi lapangan Unitisasi dengan
Lapangan Cendana.
On August 17, 2011 the Head of Agreement (HOA) was

signed by and between MCL, PEPC, and PT Pertamina EP
(PEP) which establishes:
1. Unitization of Jambaran Field (owned by Cepu
Cooperation Contract Contractors) and Tiung Biru Field
(owned by PEP)
2. PEPC as Jambaran-Tiung Biru Fields Unitization Operator
3. Integrated development of Unitization field with the
Cendana Field.
Hal tersebut merupakan babak baru bagi PEPC dalam

pengembangan Lapangan Jambaran Tiung Biru dari semula
hanya merupakan Non Operator di Blok Cepu kemudian
menjadi Operator Unitisasi Lapangan Jambaran - Tiung
Biru yang dapat memberikan kontribusi peningkatan nilai
bagi PT Pertamina (Persero).
This marks a new stage for PEPC in the management of

Jambaran-Tiung Biru Field development. Previously acting
as Cepu Block Non-Operator, the responsibility of becoming
Jambaran-Tiung Biru Fields Unitization Operator may
contribute to the improvement of value for PT Pertamina
(Persero).
14 SEPTEMBER 2012 PERJANJIAN UNITISASI

SEPTEMBER 14, 2012: UNITIZATION AGREEMENT
P a da t a ng ga l 14 S ep te m be r 201 2 di l a ku ka n
penandatanganan oleh para pihak Kontraktor yang
melakukan unitisasi terhadap perjanjian - perjanjian yang
mendukung terjadinya Unitisasi, yaitu antara lain:
a. Unitization Agreement
b. Unit Operation Agreement
c. Cepu Gas Marketing Agreement
d. Operatorship Transfer & Transition Plan
The contracts underlying the unitization were signed by the

Contracting Parties on September 14, 2012, which consisted
among others:
a.
b.
c.
d.
The Unitization Agreement

The Unit Operation Agreement
The Cepu Gas Marketing Agreement
The Operatorship Transfer & Transition Plan
5 FEBRUARI 2013 PENGALIHAN SAHAM KOPERASI

ENERGI INDONESIA KE PT PERTAMINA DANA VENTURA
FEBRUARY 5, 2013: TRANSFER OF SHARE FROM INDONESIAN ENERGY COOPERATIVE

TO PT PERTAMINA DANA VENTURA
Pada tanggal 5 Februari 2013 terjadi Persetujuan Pengalihan
Saham milik Koperasi Energi Indonesia kepada
PT Pertamina Dana Ventura yang dituangkan kedalam
Akta No. 36 tanggal 28 Februari 2013 serta disetujuinya
POD Lapangan Tiung Biru -Jambaran dan Cendana Wilayah
Kerja Cepu dan Wilayah Kerja Pertamina EP oleh SKK Migas
tanggal 13 Februari 2013.
On February 5, 2013 the Agreement was established on

the Transfer of Share from Indonesian Energy Cooperative
to PT Pertamina Dana Ventura, stated in the Deed No. 36
dated February 28, 2013 and the approval of Tiung BiruJambaran and Cendana Fields POD of Cepu Work Area and
Pertamina EP Work Area by SKK Migas on February 13,
2013.
18 MARET 2013 PEPC SEBAGAI OPERATOR LAPANGAN UNITISASI

GAS JAMBARAN - TIUNG BIRU
MARCH 18, 2013: AS JAMBARAN-TIUNG BIRU
GAS UNITIZATION FIELD OPERATOR
Persetujuan Pelaksanaan Unitisasi Lapangan Jambaran Tiung Biru dan ditunjuknya PEPC sebagai Operator
Pelaksanaan Unitisasi dari Kementerian ESDM dan
SKKMigas tanggal 18 Maret 2013.
Agreement on the Implementation of Jambaran-Tiung Biru

Fields Unitization and the appointment of PEPC as
Unitization Operator by the Ministry of Energy and Mineral
Resources and SKK Migas on March 18, 2013.
PEPC sebagai operator dalam Pengembangan Gas Cepu

akan melaksanakan proyek pengembangan dengan skedul
percepatan yang ditargetkan on stream produksi kotor
sebesar 315 MMSCFD (Raw Gas) pada tahun 2016. Untuk
memenuhi target yang ditugaskan oleh negara kepada
PT Pertamina (Persero) untuk meningkatkan produksi migas
nasional dan menemukan cadangan migas baru, khususnya
di Blok Cepu, PEPC telah menetapkan program kerja untuk
lima tahun mendatang, baik sebagai Partner Operator
Pengembangan Blok Cepu maupun Operator Unitisasi
Lapangan Jambaran - Tiung Biru disamping peran sebagai
institusi anak perusahaan yang mendapat wewenang untuk
pengawasan penyaluran minyak mentah produksi EPF
Banyu Urip yang dibeli oleh Pertamina Hilir dan dialirkan
dari Banyu Urip sampai ke FSO Cinta Natomas JOP-PPEJ.
PEPC as Cepu Gas Development Operator will carry out the

development project on an accelerated schedule with
targeted on stream gross production at 315 MMSCFD (Raw
Gas) in 2016. To meet the target mandated by the State to
PT Pertamina (Persero) to increase national oil and gas
production and to find new oil and gas reserves particularly
in Cepu Block, PEPC has established a work program for
the next five years, both as Cepu Block Development
Operator Partner and as Jambaran-Tiung Biru Fields
Unitization Operator apart from the Companys role as a
subsidiary which gains the authority to monitor the
distribution of crude oil produced by Banyu Urip EPF which
is purchased by Upstream Pertamina and delivered from
Banyu Urip to FSO Cinta Natomas JOP-PPEJ.
81
82
SEJARAH SINGKAT
BRIEF HISTORY
23 OKTOBER 2014 PRODUKSI BLOK CEPU 10.000 BOPD

MELALUI PROGRAM EARLY OIL EXPANSION (EOE)
OCTOBER 23, 2014: CEPU BLOCK 10,000 BOPD PRODUCTION WITH
EARLY OIL EXPANSION (EOE) PROGRAM
Grafik 3.1. Produksi Lapangan Banyu Urip Chart 3.1. Banyu Urip Full Field Production
12000
10000
8000
6000
4000
2000
Pada pertengahan bulan Oktober 2014 Blok Cepu mampu

menaikkan produksinya sebesar 10.000 BPOD, Blok Cepu
yang sebelumnya 30.000 BPOD menjadi 40.000 BPOD.
Produksi sebelumnya diperoleh melalui EPF (Early Production
Facilities) Well Pad yang dimulai pada tahun 2009. Produksi
pada tahap ini dilakukan menggunakan tiga fasilitas
produksi yakni EPF 1 yang mempunyai kapasitas lebih dari
20,000 BOPD berupa peralatan yang terdapat antara kepala
sumur sampai fasilitas pemisahan. EPF 2 berkapasitas
20,000 BOPD berupa fasilitas pemisahan gas, minyak dan
air dan EPF 3 berupa pipa penyalur minyak mentah.
In mid-October 2014 Cepu Block managed to increase its

production by 10,000 BPOD, from the previous production
of 30,000 BPOD to 40,000 BPOD. The production was
previously obtained from Early Production Facilities (EPF)
Well Pad which started in 2009. During this stage, the
production is conducted using three production facilities,
i.e. EPF 1 with a capacity of more than 20,000 BOPD in the
form of equipment located between the wellhead and
separator. EPF 2 with a capacity of 20,000 BOPD is a gas,
oil, and water separator, and EPF 3 as crude oil distribution
pipe.
Berbagai upaya positif telah dilakukan untuk selalu dapat

meningkatkan produksi dari lapangan Banyu Urip agar
memberikan hasil yang cukup signifikan. Hingga saat ini,
produksi dari lapangan Banyu Urip mencapai 29 KBOPD
yang di hasilkan dari empat sumur produksi. Pada tanggal
23 Oktober 2014 Blok Cepu mampu mencapai produksi
sebesar 10.000 BPOD melalui Program Early Oil Expansion
(EOE). Program EOE dilakukan dengan melakukan produksi
di 3 (tiga) sumur minyak baru dari Wellpad C Banyu Urip
yaitu CO3, CO4 dan CO6. Peningkatan produksi ini
memberikan peningkatan pendapatan ke Pertamina sebesar
US$ 13.5 Juta per bulan (45% PEPC Share).
Various positive efforts have been conducted to constantly

ramp up Banyu Urip Field production to provide fairly
significant yields. Until now, the Banyu Urip Field production
has reached 29 KBOPD, obtained from four production
wells. In October 2014, Cepu Block has managed to increase
its production by 10,000 with the Early Oil Expansion (EOE)
Program. The EOE program is conducted with the production
from three new wells in Banyu Urip Well Pad C, i.e. CO3,
CO4, and CO6. The increase in Cepu Block production
contributes to the increase in revenue for Pertamina at
US$13.5 million per month (45% PEPC Share).
Gambar 3.1. Kontraktor Kontrak Kerjasama Blok Cepu Figures 3.1 Cepu Cooperation Contract Contractors
KKS
17-09-2005
antara
between
BPMIGAS
Kontrak bagi hasil dalam kegiatan

eksplorasi dan eksploitasi untuk
kepentingan negara
Profit sharing contract in exploration
and exploitation activities for the interest
of the Country
Joint Operating
Agreement (JOA)
15-03-2006
Mobil Cepu LTD. (MCL)
Ampolex PTE. LTD
BUMD 10%
dengan
with
45%
45%
KKKS
Modal dan Resiko

Capital and Risk
Mobil Cepu LTD. (MCL)
Ampolex PTE. LTD
BUMD 10%
antara
between
45%
MCL ditunjuk sebagai

OPERATOR
MCL appointed
as OPERATOR
45%
Hak dan kewajiban para pihak dalam rangka

mengelola Blok Cepu Rights and obligations of
each party in operating Cepu Block
Mekanisme voting dalam OpCom:
Pass Mark 65% Voting mechanism in OpCom:
Pass Mark 65%
Cepu Organization
Agreement (COA)
15-03-2006
antara
between
MCL
dengan
with
PEPC
Personnel
Agreement
antara
between
MCL
dengan
with
PEPC
Pertamina
Personnel
CEPU BLOCK PSC

17-09-2005
ON
GOING
INDONESIAN
GOVERNMENT
(BPMIGAS)
BANYU URIP
PROJECT
JIMBARAN TIUNGBIRU & CENDANA

PROJECT
FUTURE
PT Pertamina EP Cepu 45%

Mobil Cepu LTD. (MCL) 20.5%
Ampolex PTE. LTD 24.5%
BUMD 10%
USD 3.58 Billion Investment

Oil Field Operated by MCL
On Stream Targeted in 2014
USD 2.4 Billion Investment

Gas Field Operated by PEPC
On Stream Targeted in 2015/2016
Alas Dara
Alas Tua East
Pilang
Kandangan
Kemuning
Kedung Keris
Kalisari
Nampak
Alas Tua West

Giyanti
Gandong
PSC
Contractors
83
84
VISI, MISI DAN NILAI PERUSAHAAN
CORPORATE VISION, MISSION, AND VALUES
VISI VISION
Menjadi Role-Model Anak
Perusahaan Hulu di Bidang
Minyak dan Gas di dalam
kegiatan kemitraan dan
pembinaan SDM profesional.
To become a role model for oil
and gas upstream subsidiary
in partnership activities and
professional human resources
empowerment.
MISI MISSION
a. Mendukung target yang dibebankan oleh
Negara kepada PT Pertamina (Persero)
untuk menemukan cadangan migas baru
dan meningkatkan produksi migas
Nasional, khususnya di Blok Cepu
a. To support the targets set by the State

to PT Pertamina (Persero) to find new
oil and gas reserves and to increase
national oil and gas production,
particularly in Cepu Block.
b. Menjadi entitas bisnis yang memiliki

reputasi tinggi yang dikelola secara
profesional, fokus dan memiliki
keunggulan kompetitif dengan
menggunakan teknologi modern kelas
dunia yang dihasilkan dari kemitraan
dengan World Class Company sehingga
memberikan nilai tambah lebih kepada
para stakeholders terutama pemegang
saham, pelanggan, pekerja dan
masyarakat luas.
b. To become a highly-reputable business

entity which is professionally managed,
focused, with competitive advantages
by the utilization of world-class modern
technology resulting from partnership
with World-Class Companies, thus
contributing added value to stakeholders,
particularly the shareholders, customers,
employees, and society at large.
Dasar Pengesahan Visi dan Misi:

Visi dan Misi Pertamina EP Cepu sebagaimana
tercantum dalam Rencana Jangka Panjang
Perusahaan 2011-2015 telah ditandatangani Direksi
dan disetujui oleh Dewan Komisaris pada tanggal
15 Juni 2011.
Approval Basis of Vision and Mission:

Pertamina EP Cepu Vision and Mission as stated in
the Company Long-Term Plan of 2011-2015 has been
signed by the Board of Directors and approved by
the Board of Commissioners on June 15, 2011.
85
86
VISI, MISI DAN NILAI PERUSAHAAN

CORPORATE VISION, MISSION, AND VALUES
NILAI-NILAI PERUSAHAAN
CORPORATE VALUES
Lingkungan bisnis PEPC adalah kegiatan eksplorasi dan

produksi di Blok Cepu, Jawa Tengah dan Jawa Timur untuk
mendapatkan penemuan cadangan Minyak dan Gas dalam
rangka memenuhi kebutuhan dalam negeri dan luar negeri.
Dalam pelaksanaannya PEPC melakukan operasi kegiatan
eksplorasi dan produksi dilakukan melalui kemitraan dengan
MCL + Ampolex (afiliasi ExxonMobil) dan BUMD dengan
mengutamakan nilai good engineering practices dan world
class petroleum operation serta meningkatkan kualitas SDM
PEPC berbasis kompetensi dan profesionalisme yang tinggi
sejalan slogan Delivering World Class Values dengan
mengedepankan Tata Nilai Unggulan PEPC.
The PEPC business scope covers exploration and production

activities at Cepu Block, Central Java and East Java to find
oil and gas reserves in order to meet domestic and foreign
demands. In its implementation, PEPC conducts the
exploration and production activities with partners from
MCL + Ampolex (ExxonMobil affiliates) and RegionallyOwned Enterprises giving priority to good engineering
practices and world-class petroleum operation and
competency-based improvement of PEPC human resources
with high professionalism in line with the motto of Delivering
World-Class Values by giving emphasis on PEPC Excellence
Values.
Gambar 3.2. Nilai-nilai PEPC Figures 3.2. PEPC Corporate Values
Growth
Reliability
TATA NILAI PEPC,
DIRUMUSKAN DENGAN GREAT
PEPC CORPORATE VALUES ARE
FORMULATED WITH "GREAT"
GREAT (Growth, Reliability, Excellence,

Agility, Totality) merupakan perwujudan
dari Tata Nilai Pertamina 6C (Clean,
Competitive, Confident, Customer Focus,
Commercial dan Capable).
GREAT (Growth, Reliability, Excellence,
Agility, Totality) are the embodiment of
Pertamina 6C Values (Clean, Competitive,
Confident, Customer Focus, Commercial,
and Capable)
Totality
Excellence
Agility
TATA NILAI PEPC

PEPC VALUES
Berkembang
Growth
Terpercaya
Reliability
Unggul
Excellence
Gesit
Agility
Totalitas
Totality
TATA NILAI 6C
6C VALUES
URAIAN
DESCRIPTION
Commercial
& Capable
Pertumbuhan bisnis ekonomi semakin

meningkat
Increased economic business growth
Perkembangan infrastruktur dalam segala
bidang
Infrastructure development in all fields
Penerapan teknologi terkini
Application of the latest technology
Clean
SDM yang jujur dan mempunyai loyalitas

tinggi
Honest and highly-loyal Human Resources
Informasi melalui sumber yang memiliki
kompetensi
Information through competent sources
Management Protection of Information (MPI)
Customer Focus,
Confident
Visi & Misi untuk menjadi role model yang

sempurna Vision and Mission to become
a perfect role model
Komitmen senior leadership untuk
kesempurnaan kinerja Senior leadership
commitment for performance excellence
Komitmen untuk meningkatkan engagement,
satisfaction, pengembangan dan kesejahteraan
tenaga kerja. Commitment to improve the
engagement, satisfaction, development, and
welfare of manpower.
Competitive,
Customer Focus
Capable,
Customer Focus
Percepatan dalam segala perubahan

Acceleration in any changes
Antisipasi blind spot pada lawan bisnis
Blind spot anticipation in business
competitors
Terkini dalam penerapan teknologi
Up-to-date in the application of technology
Fokus terhadap tantangan strategi

Focused on strategic challenges
Penyelesaian masalah sampai pada akarnya
Problem-solving to its core
Teliti dalam segala aspek
Thorough in all aspects
87
88
TUJUAN, SASARAN & STRATEGI PERUSAHAAN
CORPORATE OBJECTIVE, TARGETS, AND STRATEGIES
TUJUAN
OBJECTIVE
PEPC bergerak dalam bidang kegiatan usaha hulu meliputi
eksplorasi dan eksploitasi minyak dan gas bumi, dalam
rangka mengembangkan Blok Cepu bersama Mobil Cepu
Ltd (MCL) dan Ampolex sesuai Kontrak Kerja Sama (KKS)
dan Joint Operating Agreement (JOA).
PEPC is engaged in upstream business activities covering

oil and natural gas exploration and exploitation, in order to
develop the Cepu Block in cooperation with Mobil Cepu Ltd
(MCL) and Ampolex in accordance with Cooperation
Contract and Joint Operating Agreement (JOA).
PEPC memiliki tujuan sebagaimana tercantum dalam

Anggaran Dasar perusahaan, yaitu untuk memperoleh
keuntungan berdasarkan prinsip-prinsip pengelolaan
perusahaan secara efektif dan efisien.
PEPC objective is set forth in the Articles of Association,

which is to gain profit in accordance with company
management principles in an effective and efficient manner.
SASARAN PERUSAHAAN
CORPORATE TARGETS
Sejalan dengan Rencana Jangka Panjang Perusahaan, PEPC

menetapkan sasaran strategis yang terbagi berdasarkan
peran perusahaan yaitu:
In accordance with Company Long-Term Plan, PEPC has
established the strategic plan that is based on company
roles, namely:
Sebagai Pemilik Participating

Interest di Blok Cepu
As owner of Cepu Block
Participating Interest
Target puncak produksi di
Lapangan Banyu Urip pada
tahun 2015 sebesar 165
KBOPD dengan Full Field
Development Facilities
Production peak target of

Banyu Urip Field for 2015
amounts to 165 KBOPD
with Full Field Development
Facilities
Target pemboran Eksplorasi

di daerah Alas Tua East,
Alas Tua West, Giyanti,
Kemuning, Alas Dara,
Pilang, Kalisari, Jambaran,
Cendana, dan Kedung Keris
Exploration drilling target in

Alas Tua East, Alas Tua
West, Giyanti, Kemuning,
Alas Dara, Pilang, Kalisari,
Jambaran, Cendana, and
Kedung Keris areas
Pengelolaan Perusahaan dengan

Standar Operational Excellence
Corporate Management with
Operational Excellence Standard
Restrukturisasi organisasi
yang sejalan dengan proses
bisnis
Organizational restructuring
in accordance with
business process
Membangun Sistem
Sumber Daya Manusia
Terpadu atau Human
Resources Integrated System
(HRIS)
Developing Human
Resources Integrated
System (HRIS)
Implementasi Sistem
Manajemen Mutu secara
konsisten
Consistent implementation
of Quality Management
System
Mempertahankan Zero
Accident Perfomance
Maintaining Zero Accident

Performance
Pengelolaan dan Pengawasan

Penyaluran Minyak Banyu Urip
Management and Monitoring of
Banyu Urip Oil Distribution
Memastikan kelancaran Early

Production dari lapangan Banyu
Urip yang dijual kepada
PT Pertamina (Persero) dari
pagar fasilitas Produksi Banyu
Urip sampai dengan FSO Cinta
Natomas. Minyak PT Pertamina
(Persero) dialirkan dari Banyu
Urip sampai Fasilitas JOB P-PEJ
melalui pipa pihak ketiga dan
diserahkan ke tangker di FSO
Cinta Natomas. Proses
pengawasan penyaluran minyak
Banyu Urip melibatkan pihak ISC
[Integrated Supply Chain, bagian
dari PT Pertamina (Persero)],
EMCL, pemilik pipa Banyu Urip
Mudi, JOB P-PEJ dan instansi
terkait lainnya. Volume
penyaluran minyak Banyu Urip
mencapai 27.000 BOPD.
Ensuring the smoothness of Early

Production from Banyu Urip Field
which is sold to PT Pertamina
(Persero) from Banyu Urip
Production facility fence to FSO
CintaNatomas. Oil from PT
Pertamina (Persero) is distributed
from Banyu Urip to JOB P-PEJ
Facility through third partys
pipeline and delivered into the
tanker of FSO CintaNatomas. The
monitoring of Banyu Urip oil
distribution involves ISC
[Integrated Supply Chain, a part
of PT Pertamina (Persero)], EMCL,
Banyu Urip-Mudi pipe owner, JOB
P-PEJ, and other relevant
institutions. Banyu Urip oil
distribution volume has reached
27,000 BOPD.
Sebagai Operator Lapangan

Unitisasi Jambaran-Tiung Biru
As Jambaran-Tiung Biru
Fields Unitization Operator
Mengoptimalkan peran
sebagai Operator Lapangan
Unitisasi JTB dengan target
waktu sampai dengan
tahun 2016 menghasilkan
kapasitas produksi gross
sebesar 315 MMSCFD.
Optimizing the role as

operator of Jambaran-Tiung
Biru Unitization, targeting
gross production capacity
at 315 MMSCFD by end of
of 2016.
89
90
TUJUAN, SASARAN & STRATEGI PERUSAHAAN

CORPORATE OBJECTIVE, TARGETS, AND STRATEGIES
STRATEGI PERUSAHAAN
CORPORATE STRATEGIES
Untuk mencapai visi dan misi perusahaan serta

menyelaraskan tujuan dan sasaran jangka panjang, PEPC
menetapkan strategi meliputi:
To achieve corporate vision and mission in addition to

aligning long-term objective and targets, PEPC has
implemented the following strategies:
Menerapkan Operational Excellence yang berfokus

pada budaya Kesehatan, Keselamatan Kerja secara
konsisten
Implementing Operational Excellence which consistently

focuses on Occupational Health and Safety culture
Menjadi Partner aktif yang menjunjung tinggi prinsip

prinsip kemitraan, konstruktif dalam memberikan
solusi.
Becoming active partner that upholds the principles of

partnership and provides constructive solutions.
Menghasilkan pertumbuhan yang berkelanjutan

dengan pendapatan yang terus meningkat setiap
tahun.
Creating sustainable growth with constantly increasing

revenue each year.
Memanfaatkan sistem informasi dan teknologi

mutakhir untuk mendorong efisiensi dan
transparansi operasi
Utilizing recent information system and technology to

encourage operational efficiency and transparency.
Menjadi operator gas Lapangan Jambaran-Tiung

Biru dengan menerapkan good engineering practices.
Becoming Jambaran-Tiung Biru Field gas operator by

implementing good engineering practices.
Membangun struktur organisasi yang selaras

dengan proses bisnis, dengan sumber daya manusia
yang kompeten, profesional sehingga memberikan
nilai tambah yang mendukung pencapaian standar
operational excellence.
Building organization structure in compliance with business

process, with competent and professional human resources,
for the creation of value added which may support the
achievement of operational excellence standard.
BIDANG USAHA
LINE OF BUSINESS
PEPC bergerak di bidang kegiatan usaha hulu yang meliputi

eksplorasi, pengembangan serta produksi minyak dan gas
di Blok Cepu. PT Pertamina (Persero) selaku pemegang
saham memberikan penugasan tambahan kepada PEPC
dalam kegiatan pengawasan penyaluran minyak mentah
dari lapangan Banyu Urip dalam fase Early Production
Facilities (EPF). Mulai tahun 2009, lapangan minyak yang
telah diproduksikan melalui EPF adalah struktur Banyu
Urip. Sedangkan struktur lain seperti Kedung Keris, Alas
Tua East, Alas Tua West saat ini masih tahap eksplorasi.
Dan pada bulan Oktober 2014 Blok Cepu mampu mencapai
produksi sebesar 10.000 BPOD melalui Program Early Oil
Expansion (EOE).
Saat ini, proyek pengembangan lapangan yang sedang
dilakukan adalah project full field Banyu Urip yang diprediksi
mampu memproduksi minyak hingga 165 KBOPD dan
Proyek Pengembangan Gas Cepu yang meliputi lapangan
unitisasi Jambaran - Tiung Biru dan lapangan Cendana.
Proyek pengembangan Gas Cepu diprediksi memproduksi
gas sebesar 315 MMSCFD selama masa plateau 16 tahun
produksi.
PEPC engages in upstream business activities which cover
the exploration, development, and production of oil and gas
at the Cepu Block. PT Pertamina (Persero) as major
shareholder delegates additional task for PEPC to monitor
crude oil distribution from Banyu Urip field in the Early
Production Facilities (EPF) phase. Starting 2009, the oil
field in production with EPF was the Banyu Urip structure.
Other structures, such as Kedung Keris, Alas Tua East, and
Alas Tua West are currently in the exploration process. With
the Early Oil Expansion (EOE) Program, Cepu Block has
succeeded in reaching production at 10,000 BPOD in October
2014.
The currently developed fields are among others Banyu
Urip full field development project which is forecast to
produce oil to 165 KBOP and the Cepu Gas Development
Project which covers the Jambaran-Tiung Biru unitization
fields and Cendana Field. The Cepu Gas development project
is forecast to produce 315 MMSCFD of gas during a 16year production plateau.
91
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BIDANG USAHA
LINE OF BUSINESS
Banyu Urip Full Field
Banyu Urip Full Field Production

Grafik 3.2. Produksi Full Field Lapangan Banyu Urip Chart 3.2. Banyu Urip Full Field Production
180
160
Full Field
140
EOE
120
EPF
100
80
60
40
20
0
2008
2013
2018
2023
2028
2033
Original Oil in Place
2P = 1197,6 MMSTB
2P = 1197,6 MMSTB
Estimated Ultimated Recovery
2P = 450,8 MMSTB
2P = 450,8 MMSTB
Target On Stream Full Field
Tengah Tahun 2015
Mid in 2015
Peak Production
165.000 BPOD
165.000 BPOD
Fasilitas Facilities
49 Sumur Pengem banga n; Oil

Processing Facilities Cap.185 KBD Oil;
20" x 72 km Onshore Pipeline, 20" x 23
km offshore Pipeline,Mooring Tower
dan 1,7 MMBOE Floating Storage
Offloading (FSO)
49 Development Wells; Oil Processing

Facilities Capacity 185 KBD Oil; 20" x
72 km Onshore Pipeline, 20" x 23 km
Offshore Pipeline, Mooring Tower, and
1.7 MMB O E F l oa t ing St or a ge
Offloading (FSO)
Total Investasi Total Investment
USD 3.58 miliar
USD 3.58 billion
Kegiatan Pengembangan Lapangan Banyu Urip meliputi

Kegiatan EPC (Engineering, Procurement and Construction)
yang terbagi atas 5 (lima) aktivitas EPC yaitu :
Banyu Urip Field Development Activities include Engineering,

Procurement, and Construction (EPC), consisting of five
activities:
Tabel 3.1. Kegiatan Pengembangan Lapangan Banyu Urip Table 3.1. Banyu Urip Field Development Activities
Kegiatan EPC (Engineering,

Procurement and Construction):
EPC (Engineering, Procurement
and Construction) Activities:
EPC1 :
Central Processing Facilities
(CPF)
Lingkup pekerjaan
Scope of Work
1. Pembangunan Wellpad untuk

49 sumur
2. Flowline from the wellpads menuju
CPF
3. Sour Crude Processing & stabilization
(185 kBD)
4. Crude Storage (125 kbd) & export
pump
5. Gas Handling & Injection
6. Produced Water Treatment
7. Fuel Gas Treatment
8. Power Generation
1. Well pad construction for 49 wells
EPC2 :
Onshore Export Pipeline
1. Onshore Pipeline 72 km x 20"

2. Pipa untuk Horizontal Directionally
Drilled (HDD), 20"
3. Insulation pipe
1. Onshore Pipeline 72 km x 20"

2. Pipe for Horizontal Directionally Drilled
(HDD), 20"
3. Insulation pipe
EPC3 :
Offshore Export Pipeline &
Mooring Tower
1. Offshore Pipeline 23 km x 20" dia

2. Polyurethane Foam Insulation for Flow
Assurance
3. Rigid Steel Riser
4. Mooring Tower 33 meter water depth
5. Piled Tower Structure
6. 360 degree Rotating Assembly
7. Lifting and Pigging Facilities
1. Offshore Pipeline 23 km x 20" dia

2. Polyurethane Foam Insulation for Flow
Assurance
3. Rigid Steel Riser
4. Mooring Tower 33 meter water depth
5. Piled Tower Structure
6. 360 degree Rotating Assembly
7. L ift ing a nd P i ggin g F a ci lit ies
EPC4 :
Floating Storage & Offloading
(FSO)
1. Konversi kapal tanker berjenis 90's

Vintage VLCC (Very Large Crude
Carrier) menjadi FSO (Floating
Storage and Offloading unit) dengan
kapasitas minimum 1.7 juta barrel
2. Offloading rate 30.000-50.000
bbl/jam
3. Kapasitas untuk mengakomodir
kapal tanker dengan bobot mati
50.000-300.000 dwt
4. Kapasitas awak 60-70 orang
1. Tanker conversion from 90's Vintage

VLCC (Very Large Crude Carrier) to FSO
(Floating Storage and Offloading unit)
with minimum capacity of 1.7 million
barrels
2. Offloading rate 30.000-50.000 bbl/hour
1. Solo Riverwater Intake Facility

2. Solo Riverwater Retention Basin
(5,5 Mm3)
3. A d m i n i s t r a t i o n , O p e r a t i o n &
Maintenance buildings
4. Personnel Housing & Support facilities
5. Road & utility infrastructure
1. Solo Riverwater Intake Facility

2. Solo Riverwater Retention Basin
(5,5 Mm3)
3. A d m i n i s t r a t i o n , O p e r a t i o n &
Maintenance buildings
4. Personnel Housing & Support facilities
5. Road & utility infrastructure
EPC5 : Infrastructure Facilities
2. Flow line from the well pads to CPF

3. Sour Crude Processing & stabilization
(185 KBD)
4. Crude Storage (125 KBD) & export
pump
5. Gas Handling & Injection
6. Produced Water Treatment
7. Fuel Gas Treatment
8. Power Generation
3. Capacity to accommodate tanker

with deadweight 50,000-300,000 dwt
4. 60-70 crew capacity
93
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BIDANG USAHA
LINE OF BUSINESS
Pengembangan Gas Cepu

Cepu Gas Development
Proyek Pengembangan Gas Cepu didasarkan atas dua

lapangan gas yakni lapangan Jambaran - Tiung Biru dan
lapangan Cendana. Struktur Jambaran - Tiung Biru
merupakan reservoir gas yang melampar melalui dua wilayah
kerja pertambangan yakni WKP Blok Cepu dan WKP milik
PT Pertamina EP (PEP). Berdasarkan ketentuan PP
No.35/2004, pengelolaan terhadap struktur tersebut harus
dilakukan dengan konsep Unitisasi Lapangan Jambaran
dan Tiung Biru untuk pengembangan gas yang optimal.
Cepu Gas Development Project is based on two gas fields,

i.e. Jambaran-TiungBiru and Cendana Fields. JambaranTiung Biru structure is a gas reservoir spreading over two
mining areas: Cepu Block and a Mining Work Area belonging
to PT Pertamina EP (PEP). Pursuant to the Government
Regulation (PP) No.35/2004, the structure is required to be
managed with the concept of Jambaran and Tiung Biru
Fields Unitization for optimized gas development.
Produk utama PEPC adalah Minyak Mentah dan Gas dengan

pelanggan utama saat ini adalah PT Pertamina (Persero)
dan dan PT Tri Wahana Universal (TWU). Dalam penyaluran
produknya, PEPC menggunakan mekanisme penjualan
langsung melalui GOSP, Pipeline dan Gas Power Plant. Guna
meningkatkan pelayanan kepada pelanggan, calon
pelanggan maupun mantan pelanggannya, PEPC membuka
saluran komunikasi melalui media komunikasi yaitu telepon,
email, fax baik untuk kegiatan penyaksian maupun
pengaduan.
PEPC main products are Crude Oil and Gas with main
customers being PT Pertamina (Persero) and PT Tri Wahana
Universal (TWU). In distributing its products, PEPC uses
direct sales mechanisms through GOSP, Pipeline, and Gas
Power Plant. To increase services to customers, potential
customers, and former customers, PEPC established
communication channels through media such as telephone,
e-mail, facsimile for both witness and Complaint Handling.
Tabel 3.2. Tabel Segmentasi Pelanggan PEPC Table 3.2. PEPC Customer Segmentation
Proporsi
Pembelian (2014)
Purchase Proportion
(2014)
Mekanisme
Penjualan
Sales
Mechanism
Mekanisme
Pengiriman Produk
Product Delivery
Mechanism
PT Pertamina
(Persero)
Total YTD: 6,516,325.55 Barrrels

(17,852.95 BPOD (AVG YTD))
Langsung
Direct
GOSP (Gas Oil Separating

Plant), Pipeline
Sesuai CPSA
Wittness :
telepon, email,
fax
According to CPSA
Witnessing:
telephone, email, fax
PT TWU
Total YTD: 3,067,612.48 Barrrels

(8,404.42 BPOD (AVG YTD))
Langsung
Direct
GOSP (Gas Oil Separating

Plant), Pipeline
Complain
Handling:
Koordinasi, Lead
Unit Commercial,
telepon, email,
fax
Complaint Handling:
Coordination, Lead
Unit Commercial,
Pelanggan Gas
Gas Customers
NA
Langsung
Direct
Gas Power Plant, Pipeline
Complain
Handling:
Koordinasi, Lead
Unit Commercial,
telepon, email,
fax
Complaint Handling:
Coordination, Lead
Unit Commercial,
Pelanggan
Customer
Mekanisme Dukungan
Pelanggan dan Komunikasi
Customer Support and
Communication Mechanism
Gambar 3.3. Skema Penyaluran Minyak Early Production Facility (EPF) Figures 3.3. Early Production Facility Oil (EPF) Delivery Scheme
PALANG
SHORE CROSSING
GOSP (MCL)
No storage tank capacity

3X ~10 kbd export pumps
3x Custody transfer meters
Gayam Area
8-37km
(ready to operate, spares)
... Launcher
Chemical Inj:
(PPD, ORA, O, MZS, Scav)
CPA MUDI
23 Oil Prod. - 42kbd

2-Water Injection-25kbd
Storage tank:
TK-210, 4x50 KB
TK-8001, 2x30 KB
TK-8003, 4x10 KB
2.5km Line:
10 Flowline
4 Water Inj.
4 Gas Inj.
10-37km (80 kbd)
Kontrak BOO
PTM-GLN
6-800m
Mudi Area
Sales Point
@BU Fence
17 kbd export pumps

2x50 KB Oil Tank Storage
12.5 Kbd Export pump diesel (spares)
1X Custody transfer meter
Tank Gaugling
WELL PAD - A
4-Oil Production
1-Gas Injection
1-Water Injection
CINTA NATOMAS F SO
PRODUCT
Capacity: 700 KB
Lifting: ~5x/mbh
Load to:
Balikpapan refinery
Cilacap refinery
SRG, H80, HVGO, VTB
TWU (MINI REFINERY)
CUSTOMER
6kbd capacity
(Est. 2013 add 10kbd)
20 by truck loading facility
Patra Niaga (75%)

Other (25%)
Gambar 3.4. Skema Penyaluran Minyak Early Oil Expansion (EOE) Figures 3.4. Early Oil Expansion (EOE) Delivery Scheme
WELL PAD - B
7 PRODUCTION WELLS
1 INJECTOR
WELL PAD - C
Expansion
1.
2.
3.
4.
5.
Metering
FSO Full Capacity 1MB,

Operating 0.7 MB
Rental Prod. Fac. 30 KBD

HTEF Zero Exposure Flare
Outside BU Area
Custody meter inside fence
Using EPC 1 Land (outside CPF)
FSO CINTA NATOMAS
Schlumberger Test Unit:

1.
2.
3.
4.
5.
Rental Test Unit, 5 KBD

HTEF Zero Exposure Flare
Outside BU Area
Custody meter inside fence
Using EPC 1 Land (Outside CPF)
Metering
4 pipe, using water injection line,

1.5km
PALANG
STATION
BU EOE:
1. Additional production:
30-35 KBD
2. Opex: 11.96 USD/BBLS
GOSP (Existing)
1. 28500 BOPD
2. TWU 16.500 BOPD
3. Pertamina 12.000 BOPD
TIE IN
GAYAM
MUDI FACILITY
(GLN & CPA MUDI)
TWU
Need to:
1. Amend BOO Contract
with Geo Link
2. Amend CSA with
Pertamina (Persero)
3. Amend FSA with
JOB P-PEJ
Existing (EPF)
BU EOE
95
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BIDANG USAHA
LINE OF BUSINESS
Gambar 3.5. Skema Fasilitas Utama Pod Banyu Urip Blok Cepu Figures 3.5. Banyu Urip Cepu Block Pod Main Facility Scheme
SUBSURFACE
2 reservoir systems (Carbonate & Clastic)
4 Wellpads / 49 Wells (34 producers & 15 injectors)
Carbonate water injection for pressure maintenance
Sour gas injection/storage into Clastic reservoir
Gas lift used for artificial lift
PRODUCTION PROCESSING
FACILITIES (EPC 1)
Well pads supporting initial 49 well development
Flowlines from well pads to CPF (production, test, gas lift,
gas injection, water injection & utilities)
Sour crude processing and stabilization (185 kBD)
Gas handling & gas injection
Produced water treatment
Fuel gas treatment
Power generation (GTGs) and distribution
Amine/Claus sulfur recovery plant (29 tons/day)
Subsurface water injection
Utilities (water, steam, air, nitrogen)
Crude storage (125 kBbls) and export pumps
Central Control Room, Laboratory & Sub-station Buildings
Safety, Security and Telecommunication Facilities
ONSHORE PIPELINE (EPC 2)

20 diameter x 72km length with specified minimum cover
Polyurethane foam insulation for flow assurance
Concrete weight coating where required
OFFSHORE PIPELINE (EPC 3)

20 diameter x 23km length with near-shore section trenched
and specified minimum cover
Concrete weight coating
Rigid steel riser
MOORING TOWER (EPC 3)

Approximately 33 meter water depth
Piled tower structure
360 degree rotating assembly
Articulated yoke
Lifting and pigging facilities
FSO (EPC 4)
90s vintage VLCC conversion, minimum 1.7M bbl capacity
30,000-50,000 Bbl/hr offloading rate
Capacity to accommodate 50,000-300,000 dwt tankers
60-70 person living quarters
INFRASTRUCTURE FACILITIES (EPC 5)

Solo Riverwater intake facility
Solo Riverwater retention basin (5.5Mm3)
Administration, operations & maintenance buildings
Personnel housing and support facilities
Security buildings, fences and monitoring systems
Roads and utility infrastructure
97
98
PROSES BISNIS
BUSINESS PROCESS
PEPC menjalankan proses bisnis dengan mengintegrasikan
tiga kegiatan utama Minyak dan Gas sektor Hulu, yaitu
eksplorasi, pengembangan dan produksi untuk
mendapatkan kinerja dan hasil yang optimal. Integrasi
ketiganya memungkinkan PEPC untuk mengalokasikan
sumber daya, strategi dan kebijakan secara optimal dalam
mencapai tujuan perusahaan. Gambaran singkat mengenai
proses bisnis PEPC adalah sebagai berikut:
PEPC runs the business process by integrating three

Upstream Oil and Gas main operations, i.e. exploration,
development, and production to achieve optimum
performance and result. The integration of these three
activities enables PEPC to allocate resources, strategies,
and policies optimally in reaching corporate goals. Brief
description of PEPC business process is as follows:
Gambar 3.6. Skema Proses Bisnis Figures 3.6. Business Process Scheme
PERTAMINA EP CEPU MANAGEMENT
BOD
BOC
Visi, Misi, Tata Nilai & Kebijakan Perusahaan

Vision, Mission, Values & Corporate Policy
Main Activity
Pengelolaan Blok Cepu Block Cepu Operation
STAKEHOLDER
Own Operations
Shareholder
PT Pertamina (Persero)
Pertamina Dana Ventura
Eksplorasi
Exploration
Pengembangan
Development
Produksi
Production
Kementerian BUMN
Ministry of SOEs
Kementerian Tenaga Kerja
Ministry of Manpower
Pemerintah RI
Indonesia
Government
Primary
Recovery
Secondary
Recovery
Tertiary
Recovery
ROI, ROE, ROA,

Profitabilitas,
Liquiditas, Solvabilitas
ROI, ROE, ROA,
Profitability,
Liquidity, Solvency
Kementerian Keuangan
Ministry of Finance
SKK Migas
Pemerintah Daerah
local government
Others
RESULT
Operated by Other
Karyawan Employee
Masyarakat Community
Pengawasan Penyaluran Minyak Banyu Urip

Supervision of Banyu Urip Oil Distribution
Blok Cepu
Block Cepu
Ideologi
Ideology
Maximizing
Shareholder
Values
Secondary Activity
GLN
PPEJ
Politik
Politic
Sosial
Social
Business Function
DEVELOPMENT
Ekonomi
Economy
Hukum
Law
Pertahanan
Defense
Geosciences
New venture
Process &
Facilities
Planning &
Evaluation
Prospect
Control
OPERATION
Drilling
Production
Facilities &
Maintenance
Reservoir
Field Activity
BUSINESS
SUPPORT
Human Capital
General Services
HSSE
Finance
Controller
Tax
Treasury
Keamanan
Security
COMPETITORS
APH Pertamina
Pertamina
Subsidiaries
Budaya
Culture
KKS Nasional
National PSCs
KKS Asing
Foreign PSCs
Pemangku kepentingan (stakeholder) PEPC terdiri dari

pemegang saham (shareholder), Pemerintah Republik
Indonesia, dan pihak lainnya. Pemegang saham meliputi
PT Pertamina (Persero) dan PT Pertamina Dana Ventura.
Pemerintah Republik Indonesia diwakili oleh Kementerian
Energi dan Sumber Daya Mineral (ESDM), Kementerian
Badan Usaha Milik Negara (BUMN), Kementerian Keuangan,
Satuan Kerja Khusus (SKK) Migas dan Pemerintah Daerah
(Provinsi Jawa Tengah dan Jawa Timur). Sedangkan pihak
lainnya mencakup masyarakat dan pekerja PEPC.
PEPC stakeholders consist of shareholders, the Indonesian

Government, and other parties. The shareholders consists
of PT Pertamina (Persero) and PT Pertamina Dana Ventura.
The Indonesian Government is represented by the Ministry
of Energy and Mineral Resources, the Ministry for StateOwned Enterprises, the Ministry of Finance, the Special
Task Force of Oil and Natural Gas Upstream Business
Activities (SKK Migas), and Regional Governments (of
Central Java and East Java Provinces). Other parties include
the community and PEPC employees.
Empat peran utama PEPC meliputi sebagai partner,

pengawas, pengelolaan perusahaan, dan operator gas,
dapat dijelaskan sebagai berikut:
Four PEPC major roles which include the roles as a partner,

supervisor, Company manager, and gas operator are set
forth as follows:
1. Sebagai Active Partner

Dalam pengelolaan Blok Cepu PEPC, MCL, Ampolex, dan
BUMD melakukan kontrak kerjasama (KKS) di Blok Cepu
dengan pemerintah (SKK Migas) di mana PEPC memiliki
Participating Interest (PI) sebesar 45%. Dalam pengelolaan
Blok Cepu para kontraktor melakukan perjanjian untuk
mengoperasikan pelaksanaan pengembangan Blok Cepu
yang tertuang dalam Joint Operation Agreement (JOA)
yang di dalam perjanjian tersebut para Kontraktor
sepakat untuk menunjuk MCL sebagai Operator dalam
pengelolaan Blok Cepu.
1. As Active Partner
In managing the Cepu Block, PEPC, MCL, Ampolex, and
Regionally-Owned Enterprisesare are bound by
cooperation contract in Cepu Block with the government
(SKK Migas) where PEPC holds 45% of Participating
Interest (PI). To manage the Cepu Block, the contractors
have agreed to operate the Cepu Block development
that is regulated in the Joint Operation Agreement (JOA)
in which the contractors have decided to appoint MCL
as the Cepu Block Operator.
PEPC terlibat dalam penyediaan tenaga kerja yang diatur

sesuai dengan Cepu Organization Agreement (COA).
OPCOM merupakan entitas tertinggi dalam JOA untuk
mengambil keputusan dalam pengembangan Blok Cepu.
OPCOM terdiri dari 1 (satu) orang perwakilan dari para
pihak yang memiliki hak suara dan 1 (satu) sekretaris.
Ketua OPCOM dijabat oleh perwakilan PEPC sebagai PI
terbesar. Berdasarkan JOA, beberapa hal yang
diputuskan melalui mekanisme OPCOM adalah Work
Program & Budget (WP&B), rekomendasi pemenang
Contract Award, pemboran, relinquishment, dan lain-lain.
PEPC is involved in the provision of manpower as

regulated in the Cepu Organization Agreement. The
OPCOM, acts as the highest entity of the JOA, in the
decision-making process for Cepu Block development.
OPCOM consists of one representative from each party
with voting right and one secretary. The chairperson of
OPCOM is assumed by PEPC representative as holder
of the largest Participating Interest. Based on the JOA,
several matters decided by OPCOM include Work
Program and Budget (WP&B), Contract Award winner
recommendation, drilling, relinquishment, and other
matters.
99
100
PROSES BISNIS
BUSINESS PROCESS
2. Sebagai pengawas penyaluran minyak mentah Banyu

Urip - FSO Cinta Natomas
2. As supervisor of crude oil distribution from Banyu Urip

to FSO Cinta Natomas
Direktur Utama PEPC mendapatkan Surat Kuasa dari

Direktur Utama PT Pertamina (Persero) selaku pemegang
saham untuk mengontrol penyaluran minyak mentah
Banyu Urip mulai dari Sales Point di dalam pagar fasilitas
Gas Oil Separation Plant (GOSP) hingga Lifting Point di
Floating Storage Offloading (FSO) Cinta Natomas. Fasilitas
penyaluran minyak mentah tersebut berupa jalur pipa
6" x 40 km Banyu Urip - Mudi yang dikelola oleh PT Geo
Link Nusantara melalui kontrak Build Operation and Owned
(BOO) dan diteruskan melalui fasilitas pipa milik JOB PPEJ hingga FSO Cinta Natomas. PEPC berkoordinasi
dengan pihak-pihak terkait untuk memastikan kelancaran
penyaluran minyak.
The PEPC President Director is granted a Letter of

Authorization from PT Pertamina (Persero) President
Director as shareholder to control the distribution of
Banyu Urip crude oil starting from the Sales Point within
the Gas Oil Separation Plant (GOSP) facility fence to the
Lifting Point at the Floating Storage Offloading (FSO)
Cinta Natomas. The crude oil distribution is conducted
through Banyu Urip-Mudi 6 x 40 km Pipeline managed
by PT Geo Link Nusantara under the Build Operation and
Owned (BOO) contract and relayed through pipeline
facility of JOB P-PEJ to reach FSO Cinta Natomas. PEPC
works in coordination with relevant parties to ensure the
smoothness operation of the oil distribution.
Gambar 3.7. Skema Pengawasan Penyaluran Minyak Banyu Urip Figures 3.7. Banyu Urip Oil Distribution Monitoring Scheme
PENGAWASAN PENYALURAN MINYAK BANYU URIP
TITIK
LIFTING
LIFTING
POINT
BANYU URIP OIL DISTRIBUTION MONITORING
CEPU KKKS
Early Production
Facility
GEOLINK P/L
6 x 40 KM
MUDI
PIPA PPEJ
10 x 37 KM
PALANG
PIPA PPEJ
10 x 20 KM
TITIK
PENJUALAN
SALES
POINT
3. Sebagai Pengelola Perusahaan Perseroan

PEPC bertanggung jawab untuk mengelola usaha
perusahaan dan sumber daya sesuai dengan Anggaran
Dasar, Kebijakan & Peraturan Perusahaan, UU &
Peraturan Negara, dan Kebijakan dari PT Pertamina
(Persero) selaku Pemegang Saham menggunakan
kaidah-kaidah pengelolaan perusahaan berstandar
Internasional. Pelaksanaan Pengelolaan Perusahaan
dijalankan oleh Dewan Direksi dengan pengawasan
Dewan Komisaris yang dilaporkan pada RUPS (Rapat
Umum Pemegang Saham).
FSO Cinta
Natomas
3. As Manager of Liability Company

PEPC is charged with the management of Company
business and resources in accordance with the Articles
of Association, Company Policy and Regulation, Laws,
and State Regulation, and PT Pertamina (Persero) Policies
as Shareholder with internationally-standardized
company management principles. The Company
Management is run by the Board of Directors with
supervision from the Board of Commissioners to whom
a report is submitted in the General Meeting of
Shareholders (GMS).
Pengelolaan Perusahaan dituangkan dalam Rencana

Jangka Panjang perusahaan yang menjadi dasar
pembuatan Rencana Kerja dan Anggaran Perusahaan
Tahunan kemudian realisasinya dilaporkan secara
berkala ke stakeholder. Lebih dari itu secara Internal
pengelolaan Perusahaan terintegrasi dengan Kebijakan
PT Pertamina (Persero) melalui Key Performance Indicator
(KPI) yang di cascade kepada Direksi PEPC.
Company Management is established in the Company

Long-Term Plan which becomes the basis for the
formulation of Annual Company Work Plan and Budget,
of which realizations are reported to Stakeholders on a
regular basis. Internally, the Company management is
integrated with PT Pertamina (Persero) Policies through
Key Performance Indicators (KPI) cascaded to PEPC
Board of Directors.
4. Sebagai Operator Lapangan Unitisasi Gas Jambaran Tiung Biru
4. As Operator for Jambaran-TiungBiru Gas Field

Unitization
Pada tanggal 17 Agustus 2011 ditandatangani Head of

Agreement (HoA) tentang Unitisasi Lapangan Jambaran
dan Tiung Biru (JTB) serta penunjukan PEPC sebagai
Operator Unitisasi
On August 17, 2011 was signed the Head of Agreement

(HoA) on the Unitization of Jambaran and Tiung Biru
(JTB) Fields and the appointment of PEPC as Unitization
Operator.
Disetujuinya POD Lapangan Tiung Biru - Jambaran dan

Cendana Wilayah Kerja Cepu dan Wilayah Kerja
Pertamina EP oleh SKKMigas tanggal 13 Februari 2013.
Tiung Biru-Jambaran and Cendana Work Areas of Cepu

Block and Pertamina EP Work Area POD were approved
by SKK Migas on February 13, 2013.
Persetujuan Pelaksanaan Unitisasi Lapangan JambaranTiung Biru dan ditunjuknya PEPC sebagai Operator
Pelaksanaan Unitisasi dari Kementerian ESDM dan
SKKMigas tanggal 18 Maret 2013.
The implementation of Jambaran-Tiung Biru Fields

Unitization and the appointment of PEPC as Unitization
Operator were approved by the Ministry of Energy and
Mineral Resources and SKK Migas on March 18, 2013.
101
102
WILAYAH KERJA PERTAMBANGAN

MINING WORK AREA
Gambar 3.8. Peta Wilayah Kerja Pertambangan Figures 3.8. Mining Work Area Map
Kabupaten
Blora
JAWA TENGAH
Central Java
Blora
B
CENDANA
BANYU URIP
C
D
Gianti
Cepu
Kalisari
Pilang
Cend
Kedung
Lusi
Randu
Blatung
Kedung
Tuban
JAMBARAN
ALAS TUA WEST
Kabupaten
Tuban
JAWA TIMUR
East Java
KEDUNG KERIS
Jawa Timur
East Java
Kandangan
Sukowati
BANYU
URIP
Gandong
Mobil
Cepu Ltd
Kedung Keris Nampak
dana
Original TAC
Jambaran
DISCOVERIES
Alas Tua
East
Kabupaten
Bojonegoro
Oil & Gas

Oil
Alas Tua West
Gas
ALAS TUA EAST
Lead
Kilometer
10
Prospect
103
104
WILAYAH KERJA PERTAMBANGAN

MINING WORK AREA
PEPC adalah afiliasi (anak perusahaan) PT Pertamina

(Persero) yang bergerak di bidang kegiatan usaha hulu
minyak dan gas bumi, yang meliputi eksplorasi, eksploitasi
dan produksi di Wilayah Kerja Pertambangan ("WKP") Blok
Cepu. Wilayah Kerja Pertambangan Blok Cepu ("WKP")
mencakup 2 (dua) wilayah yaitu Kabupaten Bojonegoro di
Provinsi Jawa Timur serta Kabupaten Blora di Provinsi
Jawa Tengah. Blok Cepu merupakan Wilayah Kerja
Pertambangan (WKP) minyak dan gas bumi yang mencakup
wilayah Kabupaten Bojonegoro dan Tuban, Provinsi Jawa
Timur serta Kabupaten Blora, Provinsi Jawa Tengah dengan
luas total 919.2 Km (91,920 HA) yang mampu berkontribusi
18-20 persen dari produksi nasional.
PEPC is an affiliate (subsidiary) of PT Pertamina (Persero)

engaging in oil and natural gas upstream business activities,
which cover exploration, exploitation, and production in
Cepu Block Mining Work Area. Cepu Block Mining Work
Area covers two regions, i.e. Bojonegoro Regency in East
Java Province and Blora Regency in Central Java Province.
Cepu Block, as an oil and natural gas Mining Work Area,
covers the regions of Bojonegoro and Tuban Regencies,
East Java Province and Blora Regency, Central Java
Province with total area of 919.2 km2 (91,920 ha) and has
the capacity to contribute 18-20% to the national production.
Hingga tahun 2014, kegiatan eksplorasi di Blok Cepu telah

berhasil mendapatkan temuan migas di 6 struktur yaitu
Banyu Urip, Jambaran, Cendana, Kedung Keris, Alas Tua
West dan Alas Tua East. Struktur temuan migas Banyu
Urip kemudian dikembangkan sebagai Lapangan migas
yang pertama. Pekerjaan fisik EPC Banyu Urip mulai
dilaksanakan sejak akhir 2012 dan ditargetkan selesai 2014.
Dalam melaksanakan pembangunan EPC Main POD Banyu
Urip, sejalan dengan upaya percepatan peningkatan produksi
migas nasional, maka juga dilakukan percepatan produksi
Lapangan Banyu Urip ini dari 4 sumur yang sudah ada
dengan menggunakan fasilitas produksi sementara (Early
Production Facility) Well Pad-A yang mencapai produksi
sebesar 30.000 BPOD.
As of 2014, exploration activities in Cepu Block has

discovered oil and gas reserves at six structures, including
Banyu Urip, Jambaran, Cendana, Kedung Keris, Alas Tua
West, and Alas Tua East. Banyu Urip oil and gas structure
has been developed as the first oil and gas field. The physical
work of EPC Banyu Urip has commenced since the end of
2012 and is targeted to complete in 2014. To implement
Banyu Urip Main POD EPC development along with the
effort to accelerate national oil and gas production, Banyu
Urip Field production acceleration is also effected from four
existing wells using Well Pad-A Early Production Facility
with a production reaching 30,000 BPOD.
Pada pertengahan Oktober 2014, Blok Cepu mampu

menaikkan produksinya sebesar 10.000 BPOD melalui
Program Early Oil Expansion (EOE) yang sudah dimulai sejak
Juli 2014. Produksi ini berasal dari 3 sumur di Well Pad C
Banyu Urip yaitu CO3, CO4 dan CO6. Peningkatan produksi
Blok Cepu ini memberikan peningkatan pendapatan ke
Pertamina sebesar US$13.5 Juta per bulan (45% PEPC
Share).
In mid-October 2014, the Cepu Block has managed to

increase its production by 10,000 BOPD with the Early Oil
Expansion (EOE) Program commencing July 2014. The
production is sourced from three wells, i.e. CO3, CO4, and
CO6 at Banyu Urip Well Pad C. The increase in Cepu Block
production contributes to the increased revenue for
Pertamina at US$13.5 million per month (45% PEPC Share).
STRUKTUR DAN KOMPOSISI PERUSAHAAN

CORPORATE STRUCTURE AND COMPOSITION
PEPC didirikan pada tahun 2005 dengan komposisi
kepemilikan saham PT Pertamina (Persero) sebesar 99%
dan Koperasi Energi Indonesia sebesar 1%. Pada awal
tahun 2013 terjadi pengalihan saham PEPC. Berdasarkan
RUPS PEPC Tanggal 5 Februari 2013 dan Akta No. 36
tanggal 28 Februari 2013 mengenai Persetujuan Pengalihan
Saham milik Koperasi Energi Indonesia kepada
PT Pertamina Dana Ventura, sehingga komposisi pemegang
saham PEPC menjadi sebagai berikut:
PEPC was established in 2005 with a shareholding

composition of 99% for PT Pertamina (Persero) and 1% for
the Indonesian Energy Cooperative. A change of PEPC
shareholding composition took place in early 2013. Following
a PEPC General Meeting of Shareholders (GMS) on February
5, 2013 and pursuant to Deed No. 36 dated February 28,
2013 on the Agreement of Share Transfer from Indonesian
Energy Cooperative to PT Pertamina Dana Ventura, PEPC
shareholding composition appears as follows:
Tabel 3.3. Komposisi Pemegang Saham PEPC Table 3.3. PEPC shareholding composition
PT PERTAMINA EP CEPU
NILAI PER SAHAM

VALUE PER SHARE
Modal dasar
Authorized Capital
Modal ditempatkan &

disetor Pemegang
Saham:
1. PT Pertamina
(Persero)
Issued and paid-up

Capital by Shareholders:
2. PT Pertamina Dana
Ventura (PDV)
2. PT Pertamina Dana
Ventura (PDV)
Jumlah Modal
ditempatkan & disetor
penuh
Issued and Fully Paid Up

Capital
Jumlah saham dalam

Portopel
Number of Shares in
Portfolio
1. PT Pertamina
(Persero)
31 DESEMBER 2011
DECEMBER 31, 2011
Jumlah Saham
Total Share
Nominal (Rp.)
1.000.000
2000
2.000.000.000
495
495.000.000
99%
5.000.000
1%
500
500.000.000
100%
1.500
1.500.000.000
Gambar 3.9. Komposisi Pemegang Saham PEPC Figures 3.9. PEPC Shareholding Composition
99%
1%
105
106

STRUKTUR GRUP PERUSAHAAN

CORPORATE GROUP STRUCTURE
Gambar 3.10. Struktur Grup Perusahaan Figures 3.10. Corporate Group Structure
PT Pertamina
Dana Ventura
PT Patra Jasa
PT Pertamina Training
& Consulting
PT Nusantara Regas
PT Pertamina Trans
Kontinental
PT Pertamina
EP Cepu ADK
PT Pertamina
Bina Medika
PT Pelita Air Service
PT Usayana
PT Pertamina
Patra Niaga
STRUKTUR ENTITAS AFILIASI

STRUCTURE OF AFILIATION
PEPC memiliki sejumlah entitas afiliasi, yaitu perusahaan

yang berada di bawah Grup Pertamina, dengan struktur
sebagai berikut:
PEPC is affiliated with several companies under the

Pertamina Group, with the following structure:
Tabel 3.4. Entitas Afiliasi PEPC Table 3.4. PEPC is affiliated
No
Perusahaan
Company
Hubungan dan Bentuk

Kerjasama dengan PEPC
Type of Relation and
Cooperation with PEPC
Status Dalam
Grup Pertamina
Status in
Pertamina Group
Status
Sinergi (Rp)
Sinergiy(Rp)
PT. PERTAMINA
(PERSERO) / ISC
(Integrated Supply
Chain)
Pembelian
Minyak Mentah
Banyu Urip
(MMBU)
Shareholder /
Banyu Urip Crude
Oil Purchase
(MMBU)
Induk
Perusahaan
Holding
Beroperasi
Operate
248,547,643.19
78.68%
PT. PERTAMINA
(PERSERO) / MOR V
Pembelian fuel
Fuel Purchase
Induk
Perusahaan
Holding
Beroperasi
Operate
9,641,831.52
3.05%
PT. DANA PENSIUN

PERTAMINA
Penempatan
Dana Pensiun
Pekerja
Employee
Retirement Fund
Placement
Anak
PT Pertamina
Perusahaan (Persero)
PT Pertamina Subsidiary
Beroperasi
Operate
37,835.21
0.01%
PT. PATRA JASA
Sewa Gedung
Kantor
Office Building
Lease
Anak
PT Pertamina
Beroperasi
Operate
1,574,658.81
0.50%
PT. ASURANSI JIWA

TUGU MANDIRI
Asuransi purna Post-Employment

jabatan
Insurance
Anak
PT Pertamina
Beroperasi
Operate
178,872.92
0.06%
PT. PERTAMINA BINA

MEDIKA
Employee
Medical
Employee Medical
Anak
PT Pertamina
Beroperasi
Operate
530,084.21
0.17%
PT. PERTAMINA DANA Penempatan

Tabungan Wajib
VENTURA
Pekerja/jasa
transportasi
Shareholder /
Employee
Obligatory Saving
Placement/
Transport Service
Anak
PT Pertamina
Beroperasi
Operate
8,480.66
0.00%
PT. PERTAMINA EP
Assistance
Anak
PT Pertamina
Beroperasi
Operate
92,730.30
0.03%
Perbantuan /
asistensi
PT Petral
PT Tugu
PT Pertamina
Geothermal Energy
PT Pertamina
Hulu Energi
PT Pertamina Retail
PT Pertamina EP
PT Pertamina Gas
PT Pertamina Drilling
Services Indonesia
No
Perusahaan
Company
Hubungan dan Bentuk

Kerjasama dengan PEPC
Type of Relation and
Cooperation with PEPC
Status Dalam
Grup Pertamina
Status in
Pertamina Group
PT Pertamina
EP Cepu
PT Pertamina International
Eksplorasi dan Produksi
(PIEP)
Status
Sinergi (Rp)
Sinergiy(Rp)
PT. PERTAMINA EP
CEPU ADK
Perbantuan /
asistensi
Assistance
Anak
PT Pertamina
Beroperasi
Operate
529,717.00
0.17%
10
PT. PERTAMINA
TRAINING &
CONSULTING
Jasa
Profesional
Professional
Service
Anak
PT Pertamina
Beroperasi
Operate
45,815.79
0.01%
11
PT PERTAMINA HULU
ENERGI - JOB PPEJ
Fasilitas
bersama
Penyaluran
MMBU
MMBU
Distribution Joint
Facilities
Anak
PT Pertamina
Beroperasi
Operate
15,579,083.00
4.93%
12
PERTAMINA
LEARNING CENTER
(PLC) w/ PTK
Kursus dan
Pelatihan
Courses and
Training
Anak
PT Pertamina
Beroperasi
Operate
420,946.29
0.13%
13
PT PDSI
Rig pengeboran Oil Drilling Rig

minyak
(DS-8 & DS-9)
(DS-8 & DS-9)
Anak
PT Pertamina
Beroperasi
Operate
38,712,602.00
12.25%
315,900,300.90
100.00%
TOTAL
Kurs 1USD = 11.878,00 Rupiah Exchange Rate: USD1 = Rp11,878.00
107
108

ENTITAS ANAK PERUSAHAAN

SUBSIDIARIES
Sampai dengan akhir tahun 2014, PEPC tidak memiliki anak

perusahaan, sehingga tidak ada informasi mengenai hal
tersebut. Dalam Grup Pertamina, PEPC merupakan salah
satu anak perusahaan PT Pertamina (Persero) yang memiliki
hubungan bisnis dengan sesama anak perusahaan
Pertamina lainnya.
As of the end of 2014 PEPC did not have any subsidiaries,

hence no information is available on the matter. Within the
Pertamina Group, PEPC is a subsidiary of PT Pertamina
(Persero) that establishes business relationship with other
Pertamina subsidiaries.
STRUKTUR PENGELOLA BLOK CEPU

CEPU BLOCK MANAGEMENT STRUCTURE
Pemegang PI Blok Cepu dengan komposisi PEPC 45%,
Mobil Cepu Ltd 20.5%, Ampolex (Cepu) Pte. Ltd. 24.5%,
sedangkan BUMD 10.0% yang terdiri dari PT Sarana Patra
Hulu Cepu (SPHC) 1.0910%, PT Blora Patragas Hulu (BPH)
2.1820%, PT Petro Gas Jatim Utama (PJU) 2.2423% dan
PT Asri Dharma Sejahtera (ADS) sebesar 4.4847%.
Cepu Block PI holder composition consists of PEPC by 45%,

Mobil Cepu Ltd. by 20.5 %, Ampolex (Cepu) Pte. Ltd. by
24.5%, and Regionally-Owned Enterprises comprising PT
Sarana Patra Hulu Cepu (SPHC) by 1.0910%, PT Blora
Patragas Hulu (BPH) by 2.1820%, PT Petro Gas Jatim
Utama (PJU) by 2.2423%, and PT Asri Dharma Sejahtera
(ADS) by 4.4847%.
Tabel 3.5. Pengelola Blok Cepu

Table 3.5. Cepu Block Management
NAMA PERUSAHAAN
NAME OF COMPANY
Gambar 3.11. Struktur Pengelola Blok Cepu

Figures 3.11. Cepu Block Management Structure
MCL
20.50
Ampolex
24.50
Pemegang PI Blok Cepu dengan struktur sebagai berikut :

Cepu Block PI Holder Structure:
45%
PERTAMINA EP CEPU
BUMD ROEs
- PT Sarana Patra Hulu Cepu
1.0910
- PT Blora Patragas Hulu
2.1820
- PT Petro Gas Jatim Utama (PJU)
2.2423
- PT Asri Dharma Sejahtera
4.4847
BLOK
CEPU
10%
20,5%
BUMD
MCL
24,5%
AMPOLEX
PT Sarana
Patra Hulu
Cepu
1,0910%
PT Blora
Patragas Hulu
(BPH)
2,1820%
PT Petro Gas
Jatim Utama
(PJU)
2,2423%
PT Asri
Dharma
Sejahtera
(ADS)
4,4847%
109
110
STRUKTUR ORGANISASI PERUSAHAAN

ORGANIZATIONAL STRUCTURE
Pada tahun 2014, PEPC terus melakukan pengisian posisi-posisi penting dalam organisasi yang mendukung efektifitas
proses bisnis dalam melaksanakan pekerjaan POD Banyu Urip dan Operator Lapangan Unitisasi Jambaran - Tiung Biru.
Struktur organisasi tersebut telah disetujui oleh Direksi, Dewan Komisaris PEPC, Direktur Hulu PT Pertamina (Persero) dan
Direktur Utama PT Pertamina (Persero) yang telah disahkan melalui Keputusan Direksi PEPC Nomor: Kpts.012/CP0000/2014/S0
tentang Organisasi dan Tata Kerja PT Pertamina EP Cepu pada tanggal 15 April 2014 yaitu sebagai berikut:
Gambar 3.12. Struktur Organisasi Perusahaan

Figures 3.12. Organizational Structure
Direktur Utama
President Director
Sekretaris Perusahaan
Corporate Secretary
Act. Toto Triantoro
Compliance
Manager
Head of
Legal Affairs
Vacant
Arti N.Sudarsono
PGA & Relation

Manager
Abdul Malik
Commercial Manager
Andri Kumala
Direktur Operasi
Operation Director
Amran Anwar
GM Jambaran
Tiung Biru Project
VP Technical Support
VP Project & Planning
Act. Edi Zanuar Muhtadi
VP Asset
Act. Tonni Ramelan
Vacant
Bob Wikan H. Adibrata
Land &
Regulatory
Manager
Tutuko Widodo
Planning &
Evaluation
Manager
Tonni Ramelan
Geoscience
Interface
Manager
Akhmad Miftah
Risk
Management
Manager
Gusnida
Technical
Manager
Vacant
Process &
Facility
Design
Erwin
Lukman H.
Venture
Manager
Adi FM
Ringoringo
Cepu Project
Control
Manager
Vacant
Facility &
Maintenance
Manager
Vacant
Asset
Manager
Vacant
111
In 2014 PEPC continued to fill key positions in the organization to support effective business processes for the Banyu Urip
POD and the Jambaran-Tiung Biru field Operatorship operations. The organizational structure has been approved by the
Board of Directors, PEPC Board of Commissioners, PT Pertamina (Persero) Upstream Director, and PT Pertamina (Persero)
President Director which has been ratified by the PEPC Board of Directors Decree Number Kpts.012/CP0000/2014/S0 on
the Organization and Procedures of PT Pertamina EP Cepu in April 15, 2014.
Chief Internal Audit

Rakutta Tarigan
HSSE Manager
Tri Sapta Mulia Tambunan
SCM Manager
Teddyanus Rozarius

Musa Umbas
VP Production
VP People Development
& Services
John Hisar Simamora
Deputy GM
Banyu Urip
Project
VP Finance
Y.Seno Yudantoro
Bambang
Sutrisno
Harry Hermania
Drilling & WO
Manager
Djan
Harwidyarso
Production
Reservoir
Manager
Imam Nur Akbar
Production
Manager
Achmad Zaidy
Human
Capital
Manager
Achmad Romly
Business
Support
Manager
Toto Triantoro
IT Manager
Vacant
Cepu Project
Business
Support
Coordinator
Vacant
Finance
Controller
Manager
Sudarto
Tax Manager
Vacant
Treasury
Manager
Agus Salim
Cepu Project
Finance
Support
Coordinator
Vacant
112
PROFIL PEJABAT DI BAWAH DIREKSI
PROFILE OF OFFICIALS UNDER THE BOARD OF DIRECTORS
VP TECHNICAL SUPPORT
Act. Edi Zanuar Muhtadi
Lahir di Lamongan, 9 Januari 1963
Born in Lamongan, January 9, 1963
Pendidikan
S1 Elektro Institut Teknologi Bandung
(1987)
Education
Bachelor of Electrical Engineering,
Bandung Institute of Technology (1987)
Training yang diikuti

Gas Safety Inspector (2013),
Keselamatan Kerja (2009), Pelatihan &
Sertifikasi Panitia Pengadaan Barang
& Jasa (2006), Superintending QA/QC
dan Economic Conference (2005),
Infrared Themoview Electrical Transient
Analysis (2004), Decision Making Method
(2004), Project Management (2001),
Management Development Program
(2000) dan lain-lain.
Attended Trainings
G a s Sa fe ty I n s pe c to r ( 201 3) ,
Occupational Safety(2009), Training
and Certification of Goods and Services
Procurement (2006), Superintending
QA/QC and Economic Conference
(2005), Infrared Themoview Electrical
Transient Analysis (2004), Decision
Making Method (2004), Project
Management (2001), Management
Development Program (2000) etc.
Perjalanan Karir
Engineering Manager Kantor Pusat
PEPC JTB - Jakarta (2014-sekarang),
Engineering Manager JTB Kantor Pusat
EP Cepu (2011-2014), Staf Perbantuan
PT Pertamina EP Kantor Pusat - BOB
Bumi Siak (2002-2011), Dit-HLJastek/Spesmud II T.List & Instru
(2001-2002), Dit-EP-URS.Tek/Ahli UT
Listrik & Instrumen (1998-2001), Opep
Rantau/PWS Perencanaan UTL.RT
(1991-1995), PWS Instrumen-UTL/INT
(1990-1991).
Career Path
Engineering Manager PEPC JTB Jakarta Head Office (2014-now),
Engineering Manager JTB EP Cepu
Head Office (2011-2014), Secondee
Staff of PT Pertamina EP Head Office
- BOB BumiSiak (2002-2011), Upstream
Directorate-HL-Technological
Service/Young Specialist II electrical
engineering & Instrumentation (20012002), Directorate-EP-URS Technician/
Expertise of Electrical & Engineering
UT (1998-2001), Rantau Exploration
and Production Operations Production/
Planning Manager of UTL RT (19911995), Instrumentation-UTL/INT
Manager (1990-1991).
VP PROJECT
Act. Tonni Ramelan

Lahir di Banjar, 30 Desember 1964
Born in Banjar, December 30, 1964
Pendidikan
S1 Teknik Sipil Institut Teknologi
Bandung (1988)
Education
Bachelor of Civil Engineering, Bandung
Institute of Technology

Transformation Leadership Engine13&14 (2011), Project Control &
Schedulling, DEP Pertambangan (1996)
Attended Trainings
Transformation Leadership Engine13&14 (2011), Project Control &
Scheduling, Department of Mines
(1996)
Perjalanan Karir
Planning & Evaluation Manager Kantor
Pusat PEPC JTB (2012-sekarang),
Manajer Rencana & Evaluasi Kantor
Pusat EP Cepu (2010-2012), Cost &
Schedule Specialist Kantor Pusat EP
Cepu (2009-2010), Staf Perbantuan
Direktorat Hulu - Dit. Hulu Kantor Pusat
EP Cepu (2008), Staf Perbantuan PT
Pertamina EP Kantor Pusat - BOB Bumi
Siak (-2006-2008), Staf Perbantuan
BOB PT Bumi Siak (-2006-2008)
Career Path
Planning & Evaluation Manager of PEPC
JTB Head Office (2012-now), Planning
& Evaluation Manager of PEPC EP Cepu
Head Office (2010-2012), Cost &
Schedule Specialist of EP Cepu Head
Office (2009-2010), Secondee Staff of
Upstream Directorate - Upstream
Directorate of EP Cepu Head Office
(2008), Secondee Staff of PT Pertamina
EP Head Office - BOB Bumi Siak (-20062008), Secondee Staff of BOB PT Bumi
Siak (-2006-2008)
113
114

VP PRODUCTION
John Hisar Simamora
Lahir di Pematang Siantar, 28 Juli 1966
Born in Pematang Siantar, July 28, 1966
Pendidikan
S2 Teknik Perminyakan ITB
Education
Master of Science in Petroleum
Engineering, ITB
Master of Business Administration, ITB
Bachelor of Science in Petroleum
Engineering, ITB
S2 Administrasi Bisnis ITB

S1 Teknik Perminyakan ITB
Training Leadership Development
Program Bekasi (20012); Program
Pengembangan Eksekutif Pertamina
Angkatan 10 - 2012 Pertamina Learning
Center (2012-2013); HSE Leadership Jakarta (2011); SPE Project and Facilities
Challenges Conference - Qatar (2011);
Sharing dan Sinergi Hulu untuk
Peningkatan Cadangan dan Produksi
menuju Perusahaan Kelas Dunia Bandung (2010); SPE Petroleum
Engineering Certification Programme
(2010); Simposium Nasional IATMI Bandung (2009); Pengembangan
Mentor - Bandung (2009); EOR To Be
or Not To Be - Ahmedabad India (2009);
Reservoir Management & Reservoir
Optimization Concepts - Lombok (2008);
Management of Petroleum Development
& O p e r at i o n ( 2 006 ); U p st r e am
& Operation (2006)
Attended Trainings
Leadership Development Training, Bekasi
(2012); Pertamina Executive Development
Program Batch 10 - 2012 Pertamina
Learning Center (2012-2013); HSE
Leadership - Jakarta (2011); SPE Project
and Facilities Challenges Conference Qatar (2011) Sharing and Upstream
Synergy for Reserve and Production
Improvement toward World-Class
Company - Bandung (2010); SPE
Petroleum Engineering Certification
Program (2010); IATMI National
Symposium - Bandung (2009); Mentor
Development - Bandung (2009); EOR To
Be or Not To Be - Ahmedabad India (2009);
Reservoir Management & Reservoir
Optimization Concepts - Lombok (2008);
& Operation (2006); Upstream
& Operation (2006)
Perjalanan Karir
VP Production - Kantor Pusat EP Cepu
(2013 - sekarang); VP Project &
Planning Kantor Pusat EP Cepu (2013);
Rantau EOR Project Manager - Asset
Jakarta (2013); Rantau EOR Project
Manager Operasi Region Sumatera Prabumulih (2012 -2013); Manajer
Operasi I - Kantor Pusat PT PEP-Dit
Pengembang (2009 - 2012); Manajer
EOR Tanjung - Kantor Pusat PEP - Dit.
Operasi (2008 - 2009); Manajer Operasi
PT Pertamina EP Kantor Pusat UBPEP
Limau (2006 - 2008)
Career Path
VP Production - EP Cepu Head Office
(2013 - now); VP Project & Planning EP
Cepu Head Office (2013); Rantau EOR
Project Manager - Asset Jakarta (2013);
Rantau EOR Operation Project Manager
Region Sumatera - Prabumulih (2012 2013); Operation Manager I -PT PEP Head
Office - Developer Directorate (2009 2012); EOR Tanjung Manager -PEP Head
Office - Operation Directorate (2008 2009); PT Pertamina EP Operation
Manager UBPEP Limau Head Office (2006
- 2008)
VP PEOPLE DEVELOPMENT & SERVICES

Harry Hermania
Lahir di Tasikmalaya, 18 Maret 1961
Born inTasikmalaya, March 18, 1961
Pendidikan
Universitas Padjadjaran Bandung/S1Hubungan Internasional (1981-1987)
Education
Padjadjaran University Bandung/
Bachelor of International Relations
(1981-1987)
Gadjah Mada University Yogyakarta/
Master of Business Administration
(1996-1998)
Universitas Gadjah Mada Yogyakarta/

S2-Administrasi Bisnis (1996-1998)
Training yang diikuti :
Values Based Development Program Modul
K-24 - Pertamina Learning Center (2013);
Workshop Corporate University - Pertamina
Learning Center (2012); Energizer Day Jakarta (2011); 6C Emotional & Spiritual
Training - Jakarta (2011); 5th Annual
Learning World 2011 - Hong Kong (2011);
Workshop HR Initiatives - Bandung (2011);
Workshop & Team Building PLC 2011 Palembang ( 2011); Kick Off HR InitiativesJakarta (2011); High Impact Presentation
Skill - PLC (2010); E-Correspondence
Angkatan XI - Jakarta (2010); Manajemen
Keuangan Bagi Non Keuangan Angkatan
V - Jakarta (2009); Smash Personal ValuesBandung (2009); Program
Angkatan 2 - Jakarta (2008); 7 AwarenessA ny er ( 2 00 8) ; H R 30 0 : P a y r o l l
Fundamentals - Boston (2001); HR250 :
Employee Self Service - San Francisco,
USA(2001); Quality Management System
Awereness Course (1999); Team HR Pilot
Project SBU UP VI-Balikpapan (1998);
Sekretariat Trp Bid. Administrasi dan
Keuangan - Jakarta (1998); Anggota TIM
Khusus di bidang Pembinaan SDM Jakarta (1994).
Attended Trainings
Value-Based Development Program
Module K-24 - Pertamina Learning Center
(2013); Corporate University Workshop Pertamina Learning Center (2012);
Energizer Day - Jakarta (2011); 6C
Emotional & Spiritual Training - Jakarta
(2011); 5th Annual Learning World 2011 Hong Kong (2011); HR Initiatives
Workshop - Bandung (2011); PLC
Workshop & Team Building 2011; Palembang ( 2011); HR Initiatives KickOff - Jakarta (2011); High Impact
Presentation Skill - PLC (2010);
E-Correspondence Batch XI - Jakarta
(2010); Financial Management for NonFinance Batch V - Jakarta (2009); Smash
Personal Values - Bandung (2009);
Pertamina Executive Development
Program Batch 2 - Jakarta (2008); 7
Awareness - Anyer (2008); HR300 : Payroll
Fundamentals - Boston (2001); HR250 :
Employee Self Service - San Francisco,
USA(2001); Quality Management System
Awareness Course - (1999); Team HR
Pilot Project SBU UP VI - Balikpapan
(1998); Spatial Planning and Land
Secretariat, Administration and Finance
Unit - Jakarta (1998); Member of Special
Team in HR Development - Jakarta (1994).
Perjalanan Karir
Vice Pres. People Development &
Services - PEPC JTB Jakarta (2014sekarang); VP People Development &
Services - Kantor Pusat EP CEPU (20132014); VP People Development & Services
- Kantor Pusat EP CEPU (2012-2013);
Manager General & Funcional Training Kantor Pusat PT Pertamina ( 2011-2012);
Manajer Operasi Pembelajaran Direktorat Umum SDM-Dit. Umum & SDM
(2007-2008);
Career Path
Vice Pres. People Development & Services
- PEPC JTB Jakarta (2014-now); VP
People Development & Services -EP CEPU
Head Office (2013-2014); VP People
Development & Services -EP CEPU Head
Office (2012-2013); General Manager &
Functional Training -PT PertaminaHead
Office (2011-2012); Learning Operation
Manager - HR General Directorate (20072008)
115
116

VP FINANCE
Y. Seno Yudantoro
Lahir di Malang, 26 Juni 1962
Born in Malang, June 26, 1962
Pendidikan
S1 Ekonomi Akuntansi Universitas
Airlangga (1985)
Education
Bachelor of Economics Accounting,
Airlangga University (1985)

Value Based Development Program
Modul K-24 Pertamina Learning Center
(2013), K.P.P.M Angkatan I-97/98
Pertamina (1997), Trapadnas Angkatan
XXXV/1996 Lemhanas (1196), Peratun
- Pertamina (1991)
Attended Trainings
Value-Based Development Program
Module K-24 Pertamina Learning
Center (2013), K.P.P.M Batch I-97/98
Pertamina (1997), Trapadnas Batch
XXXV/1996 Lemhanas (1996), State
Administrative Court - Pertamina (1991)
Perjalanan Karir
VP PEPC JTB - Jakarta (2014sekarang), VP Finance Kantor Pusat EP
Cepu (2012 - 2014), Non Establish PHE
Head Office - Kantor Pusat EP Cepu
(2012), Staf Perbantuan Dit. Umum&
SDM ((2008 - 2009), JOB Petroch
Kantor Pusat Pertamina (2006 - 2008)
Career Path
VP PEPC JTB - Jakarta (2014-now),
VP Finance EP Cepu Head Office (2012
- 2014), Non-Establish PHE Head Office
-EP Cepu Head O ffice (2012),
Assistance Staff General & HR
Directorate (2008 - 2009), JOB Petroch
Pertamina Head Office (2006 - 2008)
GM JAMBARAN-TIUNG BIRU PROJECT

Bob Wikan H. Adibrata
Lahir di Jakarta, 23 Januari 1963
Born in Jakarta, January 23, 1963
Pendidikan
S1 Teknik Geologi Minyak UPN
Veteran Yogyakarta (1989)
Education
Bachelor of Petroleum Geology
Engineering, UPN Veteran
Yogyakarta (1989)
Bachelor of Geology, ITB (1995)
Doctorate in Petroleum Colorado
Geology, School of Mines USA
S1 Geologi ITB (1995)

S3 Geologi Minyak Colorado School
of Mine USA
Pertamina Insead Global Executive
Development Program - Pertamina
Learning Center ( 2013 - 2014); Values
Based Development Program Modul
K-24 - Pertamina Learning Center
(2013); Training for Trainer Internalisasi
6C - Bandung (2012); Joint Convention
Makassar HAGI - Makassar (2011);
Pelatihan ISO 31000 ERM &
Pendampingan Update Risk Register
Jakarta (2011); Transformation
Leadership Engine -9&10 - Jakarta
(2010); Workshop Basement Reservoir Bandung (2009); Creative & Effective
Decision Making Angkatan VII-Bandung
(2009); Strategic Planning Angkatan I Jakarta (2009); HSE Leadership,
Bandung (2009); Program
Angkatan 3 - Jakarta (2008)
Attended Trainings
Pertamina - INSEAD Global Executive
Development Program - Pertamina
Learning Center ( 2013 - 2014); ValueBased Development Program Module
K-24 - Pertamina Learning Center
(2013); Training for Trainer
Internalization 6C - Bandung (2012)
- Joint Convention Makassar HAGI Makassar (2011); ISO 31000 ERM
Training & Update Risk Register
Mentoring - Jakarta (2011);
Transformation Leadership Engine 9&10 - Jakarta (2010); Basement
Reservoir Workshop - Bandung (2009)
- Creative & Effective Decision-Making
Batch VII-Bandung (2009); Strategic
Planning Batch I - Jakarta (2009);
Pertamina Executive Development
Program Batch 3 - Jakarta (2008)
Perjalanan Karir
General Manager Gas Project JTB - PEPC
JTB Jakarta (2013 - sekarang); GM
PMT JTB - Kantor Pusat Pertamina EP
Cepu (2012 - 2013); Manajer Senior
PAFE - Tiung Biru - PT Pertamina EP;
Manager G&G- EOR Project; PT
Pertamina EP (2006 - 2009)
Career Path
General Manager JTB Gas Project PEPC JTB Jakarta (2013 - now); GM
PMT JTB - EP Cepu Head Office (2012
- 2013); Senior Manager PAFE - Tiung
Biru - PT Pertamina EP; G&G Manager
- EOR Project; PT Pertamina EP (2006
- 2009)
117
118

DEPUTY GM BANYU URIP PROJECT

Bambang Sutrisno
Lahir di Kudus, 18 Mei 1959
Born in Kudus, May 18 1959
Pendidikan
S1 Teknik Geologi Minyak (1984)
UGM
S2 Teknik Geofisika ITB (2003)
Education
Bachelor of Petroleum Geology
Engineering (1984) UGM
Master of Geophysics Engineering,
ITB (2003)

Pembekalan Masa Purna Karya
Eksekutif - Bali (2014); Leader
Development Program 2012 - Rumah
Perubahan Bekasi (2012); Field Trip
Training Petroleum System and
Carbonate Reservoir Progo Wonosari
(2012); Managing The Business Bandung (2012); Penataran Intelijen
Pengamanan Pekerja PT Pertamina Gel
II - Bogor (2011); Workshop HSE
Leadership - Bandung (2011); Business
Negosiation Skill Angkatan II - Semarang
(2011)
Attended Trainings
Executive Post-Employment Guidance
- Bali (2014); Leader Development
Program 2012 - Rumah Perubahan
Bekasi (2012); Petroleum System and
Carbonate Field Trip Training Reservoir
Progo,Wonosari (2012); Managing The
Business - Bandung (2012); PT
Pertamina Employee Security Intelligent
Upgrading Course Batch II - Bogor
(2011); HSE Leadership Workshop Bandung (2011); Business Negotiation
Skill Batch II - Semarang (2011)
Perjalanan Karir
Deputi GM Project - Kantor Pusat EP
Cepu (2013 - sekarang); Asset 3
Exploitation Senior Manager Kantor
Pusat EP Cepu (2013); Manajer Senior
Eksploitasi - Operasi Region JawaCirebon (2012-2013); Field Manager
Eksploitasi - Operasi Region JawaJatibarang (2010-2011); Manajer Senior
Eksploitasi - Operasi Region KTI-Jakarta
(2009-2010); Manajer Senior
Engineering - Operasi Region KTIJakarta (2009); M a n a j e r S e n i o r
Engineering - PT Pertamina EP Kal &
KTI Pusat (2006-2008); Manajer
Pengembangan - PT Pertamina EP Kal
& KTI Pusat (2006)
Career Path
Deputy GM Project - EP Cepu Head
Office (2013 - now); Asset 3 Exploitation
Senior Manager EP CepuHead Office
(2013); Senior Manager Exploitation Operation Java-Cirebon Region (20122013); Field Manager Exploitation Operation Java-Jatibarang Region
( 2 0 1 0 - 2 0 1 1) ; S e n i o r M a n a g e r
Exploitation - Operation KTI-Jakarta
Region (2009-2010); Senior Manager
Engineering - Operation KTI-Jakarta
Region (2009); Senior Manager
Engineering - PT Pertamina EP Kal&
KTI Central (2006-2008); Development
Manager - PT Pertamina EP Kal& KTI
Pusat (2006)
SEKRETARIS PERUSAHAAN
CORPORATE SECRETARY
Act. Toto Triantoro
Profil ringkas dapat dilihat pada bagian

profil Sekretaris Perusahaan
Brief profile can be found in Corporate

Secretary profile
119
120
KRONOLOGIS PENCATATAN SAHAM

CHRONOLOGY ON SHARES LISTING
Sampai dengan tahun 2014, PEPC belum pernah
mencatatkan saham di Bursa Saham, sehingga tidak ada
informasi terkait kronologis pencatatan, jenis tindakan
korporasi (corporate action), perubahan jumlah saham,
maupun nama bursa.
As of 2014, PEPC has not listed its shares at the Stock

Exchange. Therefore there is no information on listing
chronology, corporate action, changes in the number of
shares, and name of stock exchange.
KRONOLOGIS PENCATATAN EFEK LAINNYA

CHRONOLOGY ON OTHER SECURITIES LISTING
Sampai dengan tahun 2014, PEPC belum pernah
mencatatkan efek lainnya di Bursa Efek, sehingga tidak ada
informasi terkait kronologis pencatatan, jenis tindakan
korporasi, perubahan jumlah efek, nama bursa maupun
peringkat efek.
As of 2014, PEPC has not listed other securities at the Stock

Exchange. Therefore there is no information on listing
chronologies, corporate action, changes in the number of
securities, name of stock exchange, and stock ranking
LEMBAGA PROFESI PENUNJANG PERUSAHAAN

PROFESSION INSTITUTIONS SUPPORTING COMPANY
Tabel 3.6. Lembaga Profesi Penunjang Perusahaan Table 3.6. Corporate-Supporting Professional Institutions
Nama Perusahaan
Name of Company
Alamat
Address
Kantor Akuntan Publik

Public Accounting Firm
PWC (Kantor Akuntan Publik

Tanudiredja, Wibisana & Rekan
PWC (Tanudiredja, Wibisana &
Partners Public Accounting Firm)
Plaza 89, Jl HR Rasuna Said Kav X7

No 6 Jakarta 12940 Telp 021521 2901
faks 021 52905555 www.pwc.com/id
Notaris Notary
Marianne Vincentia Hamdani, SH
Jl. Boulevard Raya Blok K4 No.3 Kelapa

Gading Permai Jakarta Utara 14240
Telp. 021 4523463 faks 021 45854285
NAMA DAN ALAMAT KANTOR PUSAT DAN

KANTOR PERWAKILAN (WILAYAH KERJA)
NAMES AND ADDRESSES OF HEAD OFFICE AND

REPRESENTATIVE OFFICES (WORK AREA)
Kantor Pusat Head Office

Gedung Patra Jasa Patra Jasa Bld.
Lantai 5,6,7,8 dan 13 5th,6th,7th,8th & 13rd Floor
Jl.Gatot Subroto Kav. 32-34
Jakarta Selatan South Jakarta 12950
Tel. +62 21 52900900
Fax. +62 21 52900597
website: www.pertamina-epcepu.com
Email: fo.pepc@pertamina.com
Wilayah Kerja Work Area

Wilayah Kerja Pertambangan (WKP)
Minyak dan Gas bumi, Blok Cepu
Mining Work Area (WKP) of Oil and Gas, Cepu Block
PT PERTAMINA EP CEPU (PEPC) - Field Office
Jl. Dr Suharso No.5 Bojonegoro 62111
Jawa Timur East Java - Indonesia
Tel/Fax. 0353-880470
121
122
Sumber Daya Manusia Human Resources
SUMBER DAYA MANUSIA

HUMAN RESOURCES
Menghadapi segala dinamika serta

perkembangan bisnis, PEPC
berkomitmen untuk meningkatkan
kualitas Sumber Daya Manusia (SDM)
secara berkesinambungan.
Manajemen SDM yang diterapkan
merupakan rangkaian program yang
sinergis dan berkelanjutan.
Facing all business dynamics and development,
PEPC is committed to improve the quality of Human
Resources (HR) on an ongoing basis. Human
Resource Management implemented is a series of
synergistic and sustainable programs.
123
124
STRUKTUR ORGANISASI SUMBER DAYA MANUSIA

HUMAN RESOURCES ORGANIZATIONAL STRUCTURE
PEPC menempatkan SDM sebagai aset yang

memiliki peran setral dalam merealisasikan visi,
isi dan tujuan perusahaan. Sumber Daya Manusia
merupakan merupakan kebutuhan penting yang
menjadi fokus PEPC. Untuk itu PEPC senantiasa
memberikan perhatian maksimal dalam
perkembangan kebutuhan dan kompetensi SDM
yang ada di perusahaan karena SDM adalah kunci
penggerak kinerja Perusahaan dari internal.
PEPC places HR as assets which have central role

in realizing the vision, content and objectives of
the company. Human Resources are the important
requirement that become the focus of PEPC. Thus,
PEPC always gives maximum attention in the
development of human resources requirements
and competencies that exist in the company
because Human Resources are themain driving
force of the Company internal performance.
Berdasarkan Persetujuan Dewan Komisaris dan

Dewan Direksi PT Pertamina EP Cepu tentang
Struktur Organisasi (2011-2015) PT Pertamina EP
Cepu, yang tertuang dalam Surat Keputusan
Direktur Utama PT Pertamina (Persero) No Kpts.
012/CP0000/2012-S0 tanggal 25 Mei 2012
tentang Organisasi dan Tata Kerja PT Pertamina
EP Cepu Jo. No Kpts. 012/CP0000/2014-S0
tanggal 15 April 2014 tentang Organisasi dan Tata
Kerja PT Pertamina EP Cepu (2013-2015). Selain
itu juga ditetapkan Job Manual Divisi Sumber Daya
Manusia (SDM), Direksi menetapkan divisi yang
membidangi sumber daya manusia.
Pengangkatan Manager Hum an Capital
berdasarkan pada Surat Keputusan Direktur
Sumber Daya Manusia PT Pertamina (Persero)
No. Kpts.P-1200/K00000/2013-S8 tanggal 30
Agustus 2013.
Based on the approval of the Board of

Commissioners and Board Directors of PT
Pertamina EP Cepu on Organizational Structure
(2011-2015) of PT Pertamina EP Cepu, as
stipulated in the Decree of the President Director
of P T P e r t a m i n a ( P er s er o ) N o . K p t s .
012/CP0000/2012-S0 dated May 25, 2012 on the
Organization and Work Procedure of PT Pertamina
EP Cepu No Kpts. 012/CP0000/2014-S0 dated
April 15, 2014 on the Organization and WorkWork
Procedure of PT Pertamina EP Cepu (2013-2015).
It is alsostipulated the Job Manual of Division of
Human Resources (HR), Board of Directors
established a division in charge of human
resources. Appointment of Manager of Human
Capital is based on the Decree of the Director of
Human Resources of PT Pertamina (Persero) No.
Kpts.P-1200/K00000/2013-S8 dated August 30,
2013.
Berikut Profil Pengelola SDM PEPC:
Berikut Profil Pengelola SDM PEPC:
ACHMAD ROMLY
HUMAN CAPITAL
MANAGER
Warga Negara Indonesia, lahir

di Garut, 17 Juli 1963
An Indonesian citizen, he was

born in Garut on July 17, 1963
Pendidikan
S1 Hubungan Internasional
S2 Administrasi Bisnis
Education
BA, International Relations
MA, Business Administration
Perjalanan karir di luar PEPC:

01.02.208-31.12.2008
HR Operations Coordinator
Dit. Hilir - Bid.PemasaranBid Pemasaran
Career outside of PEPC:

01.02.208-31.12.2008 HR
Operations Coordinator
Upstream Directorate Marketing Section- Marketing
Section
01.01.2009-28.02.2008
Business Partner in Head
office of Pertamina General
& HR Directorate.
01.03.2009-30.09.2010
Manager HR Corporate
Function in Head Office of
PT PEP-HRD
01.03.2013-30.09.2013
Human Resources - Head
Office of PT PEP Jakarta
01.01.2009-28.02.2008
Business Partner Kantor Pusat
Pertamina Dit.Umum & SDM
01.03.2009-30.09.2010
Manager HR Corporate
Function Kantor Pusat
PT PEP-HRD
01.03.2013-30.09.2013
Human Resources - Kantor
Pusat PT PEP Jakarta
125
126
STRUKTUR PENGELOLA SDM
HUMAN RESOURCES ORGANIZATIONAL STRUCTURE
Dalam rangka melaksanakan perencanaan SDM di PEPC

yang bertujuan untuk mempertahankan dan meningkatkan
kemampuan organisasi dalam mencapai tujuan, melalui
strategi pengembangan kontribusi pekerja di masa depan.
Fungsi SDM PEPC telah melakukan serangkaian kegiatan
diantaranya yaitu:
In order to carry out HR planning in PEPC that aims to

maintain and enhance the organization ability to achieve
goals, through development strategy of workers contribution
in the future. PEPC HR function has conducted a series of
activities such as:
a. Revisi Struktur Organisasi PEPC dan RPTK PMT

Jambaran -Tiung Biru (JTB)
Dalam rangka mendukung kegiatan operasional
perusahaan khususnya Proyek Pengembangan Gas
Terpadu Lapangan Unitisasi Jambaran - Tiung Biru,
PEPC telah melakukan usulan revisi RPTK PMT JTB
kepada SKKMigas dan usulan tersebut telah disetujui
oleh SKKMigas melalui surat Nomor : SRT0882/SKKD1000/2014/S8 tanggal 20 Maret 2014.
Berdasarkan persetujuan tersebut PEPC juga
menetapkan strukturu Organisasi baru yang tertuang
dalam Surat Keputusan No Kpts. 012/CP0000/2014-S0
tanggal 15 April 2014 tentang Organisasi dan Tata Kerja
PT Pertamina EP Cepu (2013-2015).
a. Revising PEPC Organizational Structure and Manpower

Utilization Plan PMT Jambaran - Tiung Biru (JTB)
In order to support the Company's operations, in particular
the Integrated Gas Development unitization Project of
Jambaran - Tiung Biru Field, PEPC has made proposed
revisions of Activities Manpower Utilization Plan of PMT
JTB to the Special Task Force for Upstream Oil and Gas
Business and the proposal has been approved by Special
Task Force for Upstream Oil and Gas Business Activities
by Letter Number: SRT-0882/SKKD1000/2014/S8 dated
March 20, 2014. Under such agreement PEPC also
establishes new organizational structure as stipulated
in Decree No. Kpts.012/CP0000/2014-S0 dated April
15,2014 on the Organization and Work Procedure of PT
Pertamina EP Cepu (2013-2015).
Berikut adalah struktur organisasi yang menjalankan

fungsi Sumber Daya Manusia:
The following is organizational structure that runs HR

function:
Gambar 4.1. Struktur Organisasi Pengelola SDM

Figures 4.1. HR Management Organizational Structure
VP/People
Development
& Services
GM Gas Project
JTB
Human Capital
Manager
Achmad Romly
Org. & People Dev.

Ast. Manager
C&B Industrial
Ast. Manager
HR Service
Ast. Manager
Performance
Management Spec.
Recruitment Officer
C&B Specialist
Payroll Staff & HRIS
Program & Talent

Dev. Supervisor
Training
Coordinator
Industrial Relation
Specialist
HR Services
Officer
Agung Nugraha
Andyka Pratama
Amalia Hayati
Ratna Ayu Ningrum
Romy Habibie
Luckyto Chandra P.
Organization &
STK
b. Menyusun kebutuhan Man Power

Dalam rangka mempersiapkan perkembangan bisnis
perusahaan dimasa yang akan datang PEPC telah
melakukan penyusunan kebutuhan Man Power dengan
berkoordinasi dengan Fungsi HR People Management
PT Pertamina (persero).
b. Formulating Manpower requirement

In order to prepare the company's business development
in the future, PEPC has formulatedManpower
requirement coordinating with HR People Management
Function of PT Pertamina (Persero).
Adapun Man Power PEPC sampai dengan akhir Desember

2014 adalah sebanyak 212 dengan rincian sebagai berikut:
Tabel 4.2. Man Power Berdasarkan Status Pembebanan

Table 4.2. Manpower by Loading Status
Tabel 4.1. Man Power Berdasarkan Status Pekerja

Table 4.1. Manpower by Employee Status
Status Pekerja
Employee Status
Komisaris & Komite Audit
Commissioner &
Audit Committee
Jumlah Pekerja
Number of Employee
Company
Code
5 Pekerja Employees
2%
PEPC
41 Pekerja Employees
19%
EMCL
11%
PWTT PEPC & APH

PEPC & APH Unspecified
Term Worker
29%
PWTT PEPC
PEPC Contract Worker
37%
Secondee EMCL ke PEPC

EMCL Secondee to PEPC
5 Pekerja Employees
2%
Total
212 Pekerja Employees 100%
Perbantuan
Secondee
Grafik 4.1.
Man Power
Berdasarkan
Status Pekerja
Chart 4.1.
Man Power by
Employee Status
PEPC Manpower until the end of December 2014 was 212

people with the following details:
Jumlah Pekerja
Number of Employee
Beban Head Office PEPC

PEPC Head Office Load
Beban Banyu Urip
(Cost Recovery)
Banyu Urip Load
(Cost Recovery)
Beban Project JTB
(Cost Recovery)
JTB Project Load
(Cost Recovery)
TOTAL
2% 2%
19%
37%
11%
29%
26 Pekerja
Employees
Keterangan
Keterangan
Termasuk Direksi
Including Directors
12%
22 Pekerja
Employees
11%
164 Pekerja
Employees
77%
Perbantuan PEPC ke EMCL

PEPC Secondee to EMCL
Termasuk Secondee EMCL

ke PEPC
Including EMCL Secondee
to PEPC
212 Pekerja 100%

Employees
Komisaris & Komite Audit

Commissioner & Audit Committee
Perbantuan Persero
Company Secondee
Secondee PEPC ke MCL
PEPC Secondee to MCL
PWTT PEPC & APH
PEPC & APH Unspecified Term Workers
PWTT PEPC
PEPC Contract Workers
Secondee MCL ke PEPC
MCL Secondee to PEPC
Grafik 4.2. Man Power Berdasarkan Status Pembebanan

Chart 4.2. Man Power by Loading Status
12%
11%
PEPC Head Office

PEPC Banyu Urip
PEPC JTB
77%
KEBIJAKAN PENGELOLAAN SDM

HR MANAGEMENT POLICY
PEPC menyadari bahwa pertumbuhan maksimal PEPC

diawali dengan manajemen yang baik atas sumber daya
internal perusahaan. Untuk itu PEPC telah menyiapkan
kebijakan maksimal. Pada tahun 2014, PEPC menyiapkan
berbagai kebijakan yang menjadi fokus pelaksanaan
meliputi:
PEPC realizes that maximum growth begins with good

management on company's internal resources. Therefore,
PEPC has set the maximum policy. In 2014, PEPC prepared
various policies which became the focus of implementation
including:
Tabel 4.3. Keputusan Direksi Terkait Kebijakan SDM Table 4.3. Board of Directors Decision on HR Policy
Surat Keputusan Direksi Tahun 2014 Surat Keputusan Direksi Tahun 2014
Nomor Surat
Nomor Surat
Tanggal SK Tanggal SK
Kpts 01
9 Januari 2014 January 9, 2014
Income Gross Up
Income Gross Up
Kpts 07
31 Maret 2014 March 31, 2014
Pelimpahan Otorisasi
Perusahaan
Delegation of Company Authorization
Kpts 10
4 April 2014 April 4, 2014
Mutasi Bpk. Joko Padmono
Position Transfer for Mr. Djoko Padmono
Kpts 11
4 April 2014 April 4, 2014
Mutasi Irvan Agustiawan
Transfer for Mr. Irvan Agustiawan
Kpts 12
15 April 2014 April 15, 2014
Organisasi dan Tata Kerja PEPC
Organization and Work Procedure of PEPC
Kpts 19
16 Juni 2014 June 16, 2014
Kenaikan Upah Tetap / Base

Salary Sebagai Salary Increase
Tahun 2014
Increase in Fixed Wages / Base Salary as

Salary Increase of 2014
Kpts 26
10 Juli 2014 July 10, 2014
Tunjangan Hari Raya Keagamaan

(THRK) dan Bantuan Hari Raya
Tahun 2014
Religious holiday allowance (THRK) and

Religious Holiday Assistance in 2014
No
Perihal Perihal
127
128
Surat Keputusan Direksi Tahun 2014 Surat Keputusan Direksi Tahun 2014
Nomor Surat
Nomor Surat
Tanggal SK Tanggal SK
Kpts 28
15 Juli 2014 July 15, 2014
Kewajiban Pelaporan Harta

Kekayaan bagi Penyelenggara
Negara
Wealth Reporting obligations for State

Officials
Kpts 31
15 Juli 2014 July 15, 2014
Board Manual PEPC
Board Manual PEPC
10
Kpts 33
Pembentukan Tim TKDN
Establishment of Domestic Component

Level Team
11
Kpts 37
9 Oktober 2014 October 9, 2014
Pengangkatan Pekerja Waktu

Tidak Tentu
Appointment of indefinite-term employees
12
Kpts 38
10 Oktober 2014 July 15, 2014
Kenaikan Golongan Upah Internal

dan Penyesuaian Upah
Tetap/Base Salary
increase in Internal Wage and Fixed salary

Adjustment / Base Salary
13
Kpts 40
Oktober 2014 October, 2014
Penetapan Upah Pekerja

Perbantuan PT Pertamina
(Persero) di PEPC
Determination of Departing Workers Wage

of PT Pertamina (Persero) in PEPC
14
Kpts 42
23 Desember 2014
December 23, 2014
Pengurus Bapor PEPC Motor Club

(PEPC MC)
Vanguard Board of PEPC Board

Motorcycle Club (MC PEPC)
No
Perihal Perihal
RESTRUKTURISASI PENGELOLAAN SUMBER DAYA MANUSIA

HR MANAGEMENT RESTRUCTURING
Dalam rangka melaksanakan Proses Restrukturisasi

Pengelolaan Sumber Daya Manusia (RPSDM) sesuai dengan
Program Kerja Direktorat SDM PT Pertamina (Persero).
PT Pertamina EP Cepu (PEPC) telah melakukan tahapan
langkah - langkah untuk persiapan Implementasi RPSDM
di internal PEPC antara lain:
In order to implement the Restructuring of Human Resource

Management (RPSDM) Process in accordance with the
Work Program of Human Resources Directorate of PT
Pertamina (Persero). PT Pertamina EP Cepu (PEPC) has
been implementingmeasures in preparation of
implementation of the Restructuring of Human Resource
Management in PEPC internal, among others:
Gambar 4.2. Tahapan Implementasi Restrukturisasi Pengelolaan SDM (RPSDM)

Figures 4.2. HR Management Restructuring Implementation Stages
Review
Organization
Design
(inc. Job Grade)
Review Penempatan Sesuai Kompetensi

Placement Review according
to Competency
Kebijakan Sistem Pembinaan

Development Program Policy
1. Proses Review Organisasi Design dimaksudkan untuk

menentukan job grade/PRL (Pertamina Reference Level)
2. Review Penempatan Sesuai kompetensi dimaksudkan
untuk menentukan kesesuaian antara profil dan bobot
jabatan dengan profil individu
3. Review seluruh sistem dalam pola pembinaan yaitu
sistem deployment, learning & development based on
competency gap, performance management system, career
path dan succession planning
Kebijakan
Sistem
Remunerasi
Remuneration
System
Policy
Evaluasi &
Continuous
Improvement
Evaluation
and Continuous
Improvement
1. Organizational Design Review Process is intended to

determine the job grade/ PRL (Pertamina Reference
Level)
2. Placement Review in accordance with competence is
intended to determine the suitability between position
profile as well as weight and individual profiles
3. Review the entire system in development patterns
whichis deployment system, learning & development
based on competency gaps, performance management
system, career path and succession planning
4. Kebijakan Sistem Remunerasi diarahkan untuk

memberikan penghargaan yang berbasis pada
kesesuaian antara kompetensi individu dan nilai jabatan
5. Implementasi dan Evaluasi seluruh proses pengelolaan
SDM berbasis jabatan
4. Remuneration System Policy is directed to

provideappreciation based on the suitability between
individual's competence and positions value
5. Implementation and Evaluation of the overall positionsbased HR management process.
Sesuai dengan target yang di tetapkan oleh

PT Pertamina (persero) untuk Implementasi RPSDM
di Anak Perusahaan Hulu, PT Pertamina EP Cepu akan
mulai mengimplementasikan RPSDM per Januari 2015.
In accordance with the targets stipulaed by

PT Pertamina (Persero) for Implementation of
Restructuring of HumanResource Management in
Upstream Subsidiary, PT Pertamina EP Cepu will begin
to implement Restructuring of Human Resource
Management as of January 2015.
KOMPOSISI PEKERJA
EMPLOYEE COMPOSITION
Komposisi dan jumlah pekerja PEPC terus mengalami
perubahan secara dinamis dari tahun ke tahun. Perubahan
tersebut sebagai konsekuensi dari kebutuhan dan
penempatan SDM di masing-masing lini organisasi. Jumlah
pekerja sampai akhir Desember 2014 adalah sebanyak 212
orang.
The composition and amount of PEPC

employeesexperiencesdynamic changes from year to year.
Such changes are consequence of human resource
requirement and placement in each line of the organization.
The number of employees until the end of December 2014
is 212 people.
a. Jumlah Pekerja Berdasarkan Level Organisasi

Komposisi SDM tahun 2014 berdasarkan level organisasi
dikelompokkan menjadi Komisaris/Komite Audit, Direksi,
Pembina, Utama, Madya, Biasa dan Secondee MCL.
Komposisi terbanyak ditempati pada posisi Madya
sebanyak 94 orang.
a. Number of Employees by Organization Level

Composition of HR 2014 based on the organization level
is grouped into Board of Commissioner/Audit Committee,
Board of Directors, Trustees, Key, Associate, Regular
and Secondee MCL. The composition of most occupied
position is in Associate position with 94 people.
Berikut Tabel Perbandingan Jumlah Pekerja berdasarkan

Level Organisasi (Struktural dan Fungsional) Tahun 2013
- 2014:
The following is Comparison Table of Total Employee

by Organization Level (Structural and Functional) in 20132014:
Tabel 4.4. Perbandingan Jumlah Pekerja Berdasarkan Level Organisasi Tahun 2011 -2014
Table 4.4. Comparison of Number of Employees by Organizational Level in 2011-2014
Level Organisasi
Organization Level
Sebutan Jabatan
Position Title in 2014
Technical
Komisaris/Komite Audit
Board of Commissioner/Audit Committee
Direksi
Board of Directors
Pembina
Trustees
Utama
Support
Pekerja per Level Organisasi

Pekerja per Level Organisasi
2013
2014
Main
52
15
61
67
Madya
Associate
64
30
99
94
Biasa
Regular
25
20
32
Secondee MCL
MCL Secondee
Jumlah
Total
132
80
199
212
129
130
KOMPOSISI PEKERJA
Grafik 4.3. Jumlah Pekerja Berdasarkan Level Organisasi Tahun 2014 Chart 4.3. Number of Employees by Organizational Level in 2014
5 5 4
5
32
Board of Commissioner/Audit Committee
Direksi Board of Director
67
Pembina Trustees
Utama Main
Madya Associate
Biasa Regular
94
Secondee MCL MCL Secondee
b. Jumlah Pekerja Berdasarkan Status

Pada tahun 2014, komposisi pekerja berdasarkan status
didominasi oleh Pekerja PWT sebanyak 78 pekerja atau
36.79% dari total keseluruhan pekerja PEPC. Jumlah ini
menurun 21.21% dibanding tahun 2013. Adapun jumlah
pekerja yang mengalami peningkatan 128% yaitu Pekerja
PEPC Recruitment PEPC dari tahun sebelumnya hanya
25 pekerja menjadi 57 pekerja di tahun 2014.
b. Number of Employees by Status

In 2014, the composition of employeesbased on status
is dominated by PWT employeeswith 78 workers or
36.79% of PEPCtotal employees. This number is
decreased by 21.21% compared to 2013. The number
of employees has increased by 128%, i.e. PEPC Employee
Recruitment (PWTT) which in the previous year was only
25 employees became 57 employees in 2014.
Tabel 4.5. Perbandingan Jumlah Pekerja Berdasarkan Status Kepegawaian Tahun 2011 -2014
Table 4.5. Comparison of Number of Employees by Employment Status in 2011-2014
Status Kepegawaian
Status Kepegawaian
2011
2012
2013
2014
Dewan Komisaris, Komite

Audit dan Direksi
Board of Commissioners, Board of Directors and Audit

Committee
Pekerja Perbantuan
Pertamina
Pertamina Departing Employee
31
41
62
59
Pekerja PEPC
Recruitment PEPC
PEPC Employee Recruitment
12
17
25
57
Pekerja PEPC
Recruitment AP
PEPC Employee Recruitment
Pekerja PWT
PWT Employee
29
61
99
78
Secondee MCL
Secondee MCL
Jumlah
Total
78
125
199
212
Grafik 4.4. Jumlah Pekerja Berdasarkan Status Kepegawaian Tahun 2014

Chart 4.4. Number of Employees by Employment Status in 2014
9
Dewan Komisaris, Komite Audit dan Direksi
Board of Commissioners, Audit Committee, and Board of Directors
59
Pekerja Perbantuan Pertamina

Pertamina Secondee
78
Pekerja PEPC Recruitment PEPC

PEPC workers PEPC recruitment
Pekerja PEPC Recruitment AP
PEPC workers AP recruitment
Pekerja PWT Fixed-time employees
Secondee MCL Secondee MCL
57
c. Jumlah Pekerja Berdasarkan Jenis Kelamin

PEPC senantiasa memberikan kesempatan yang sama
bagi semua pihak untuk terus berkembang, baik pria
dan wanita. Kesempatan yang diberikan baik dari sisi
pengembangan diri, kenaikan jabatan dan hak-hak lain
atas apresiasi kinerja diberikan secara adil kepada seluruh
pekerja.
c. Number of Employees by Gender

PEPC continues to provide equal opportunity for all
parties to grow, for eithermaleor female. The opportunity
given is both in terms of personal development,
promotion and other rights for the appreciation of
performance in a fair manner to all employees.
Pada tahun 2014 jumlah pekerja laki-laki meningkat

sebanyak 7.78% dari jumlah pekerja di tahun 2013
sebanyak 167 menjadi 180 pekerja, sedangkan jumlah
pekerja wanita tidak mengalami perubahan pada tahun
2014.
In 2014 the number of male employee increased by

7.78% of the total number of employees in the year 2013
with 167 to 180 workers, while the number of female
employeeremained the same in 2014.
Tabel 4.6. Perbandingan Jumlah Pekerja Berdasarkan Jenis Kelamin Tahun 2011 -2014
Table 4.6. Comparison of Number of Employees by Gender in 2011-2014
2011
2012
2013
2014
Wanita
Female
11
21
32
32
Pria
Male
67
104
167
180
Jumlah
Total
78
125
199
212
131
132
KOMPOSISI PEKERJA
Grafik 4.5.Jumlah Pekerja Berdasarkan Jenis Kelamin Tahun 2014 Chart 4.5. Number of Employees by Gender in 2014
32
Wanita Female
Pria Male
180
d. Jumlah Pekerja Berdasarkan Usia

Sebagai salah satu upaya dalam mengisi jabatan Vacant
dan menjaga kesinambungan operasional Perusahaan
dengan Pekerja yang sesuai dengan kebutuhan
Perusahaan sampai dengan Usia Purna Karya 56 Tahun.
Dan mengatur prosedur perpanjangan masa kerja bagi
pekerja Perbantuan PT Pertamina (persero) yang akan
memasuki MPPK yang sesuai dengan Peraturan
Perusahaan PEPC yang berlaku.
d. Number of Employees by Age

As an attempt to fill vacant positions and maintain
Company operational continuity with the Employee in
accordance with the Company needs to Retirement Age
of 56 Years. And regulates the work tenure extension
procedure for departing employees of PT Pertamina
(Persero) which will begin his/hersRetirement Period in
accordance with the applicable PEPC Company
Regulations.
Saat ini Jumlah pekerja berdasarkan usia mencerminkan

bahwa PEPC tumbuh produktif bersama dengan sumber
daya internal yang berusia produktif. Pada tahun 2014
jumlah pekerja mayoritas berusia 21-35 tahun yaitu
sebanyak 78 pekerja, namun jumlah ini mengalami
penurunan 4.88% dibanding tahun 2013 sebanyak 82
pekerja.
Currently the number of employees by age shows that

PEPC grows productively with internal resources in
productive age. In 2014 majority of workers were aged
21-35 years oldwith 78 employees, but this number has
decreased by 4.88% compared to the year 2013 with 82
workers.
Komposi pekerja yang mengalami peningkatan yang

cukup signifikan sebesar 56.76% yaitu pada usia > 51
tahun sebanyak 58 pekerja dibanding tahun 2013 hanya
37 pekerja.
Composition of employees has increased significantly

by 56.76% i.e. age> 51 years were 58 workers compared
to the year 2013 with only 37 workers.
Tabel 4.7. Perbandingan Jumlah Pekerja Berdasarkan Usia Tahun 2011 -2014
Table 4.7. Comparison of Number of Employees by Age in 2011-2014
2011
2012
2013
2014
21 - 35
23
48
82
78
36 - 50
33
46
79
76
>51
22
31
37
58
Total
78
125
199
212
<20
Grafik 4.6. Jumlah Pekerja Berdasarkan Usia Tahun 2014 Chart 4.6. Number of Employees by Age in 2014
58
0
78
<20
21-35
36-50
>51
76
e. Jumlah Pekerja Berdasarkan Tingkat Pendidikan
PEPC memberikan perhatian khusus atas
pengembangan pekerja, terutama dalam pengembangan
pendidikan pekerja. Komposisi pekerja terdiri dari
berbagai jenjang pendidikan mulai dari tingkat SLTA,
Diploma, S1, S2 dan S3. Pada tahun 2014 jumlah pekerja
dengan tingkat pendidikan S1 masih mendominasi
jumlah pekerja PEPC yaitu sebanyak 150 pekerja atau
70.75% dari total jumlah pekerja. Hal ini sesuai dengan
target kebijakan divisi sumber daya manusia terkait
mempersiapkan SDM yang memiliki kualifikasi dan
kompetensi unggul.
e. Number of Employees by Education Level

PEPC provides special attention to the development of
employees, especially in the development of employee
education. The composition of employees consists of
various education levels ranging from the high school
level, Diploma, Bachelor, Master and Doctorate. In 2014
the number of employees with education Bachelor degree
was still dominating the number of PEPC employeeswith
150 employees or 70.75% of total number of employees.
This is consistent with human resource division policies
target related to preparing human resources that possess
superior qualifications and competence.
Tabel 4.8. Perbandingan Jumlah Pekerja Berdasarkan Tingkat Pendidikan Tahun 2011 -2014
Table 4.8. Comparison of Number of employees by Education Level in 2011-2014
2011
2012
2013
2014
S3
Doctorate
S2
Master
18
23
28
43
S1
Bachelor
47
83
150
150
Diploma
Diploma
12
10
SLTA
Senior high school
78
125
199
212
Total
133
134
KOMPOSISI PEKERJA
Grafik 4.7. Jumlah Pekerja Berdasarkan Tingkat Pendidikan Tahun 2014 Chart 4.7. Number of Employees by Education in 2014
8 8 3
43
S3 Doctorate
S2 Master
S1 Bachelor
150
Diploma
SLTA Senior High School
Dalam rangka memenuhi kebutuhan SDM, PEPC telah

melakukan pengisian jabatan dan proses rekrutmen melalui
sumber Internal maupun Eksternal (Secondee & Assignment).
In order to meet HR needs, PEPC has filled the vacant

position and recruitment process through internal and
ex t e r n a l s o u r c e s ( S e c o n d ee & A s s i g n m e n t ) .
a. Rekrutmen
Tahapan strategi rekrutmen diselaraskan dengan Man
Power Planning yang telah disusun sesuai dengan
perkembangan bisnis perusahaan. PEPC telah melakukan
rekrutmen untuk tenaga kerja Fresh Graduate dan
berpengalaman dengan metode internal dan external.
Metode internal yaitu melalui Job Posting, Promosi &
Mutasi, Employee Referrals dan memperkerjakan kembali
pekerja Pensiunan Pertamina yang masih berkompeten
di bidangnya sedangkan Metode External yaitu dengan
media advertising. Langkah - langkah proses rekrutmen
telah diatur dalam SOP No. 001/SOP/PEPC/2010 revisi
ke 1 Jo "Pengelolaan Rekrutmen Pertamina Group" No.
A-003/K10000/2013-S9 revisi ke-0 yang dikeluarkan
oleh PT. Pertamina (Persero)."
a. Recruitment
Phases of recruitment strategies are aligned with the
Man Power Planning which has been prepared in
accordance with the company's business development.
PEPC has conducted recruitment for Fresh Graduate
and Experienced employees using internal and external
methods. Internal method is implemented through Job
Posting, Promotion &Transfer, Employee Referrals and
re-hireRetired Pertamina employees who are still
competent in their fields, while External Method is
implemented using advertising media. Recruitment
process phases has been stipulated in SOP No.
001/SOP/PEPC/2010 revision to 1 Jo "Pertamina Group
Recruitment Management" No. A-003/K10000/2013S9-0 revision-0 issued by PT. Pertamina (Persero). "
b. Proses Tahapan Seleksi Calon Pekerja Terbaik PEPC

Dalam rangka meningkatkan Kapabilitas seluruh Pekerja
dalam lingkup Bisnis yang semakin kompetitif diharapkan
PEPC dapat mencapai Visi dan Misi yang telah
dicanangkan. Untuk itu pembinaan SDM fokus terhadap
peningkatan kompetensi, dengan melaksanakan Training
Guidance yang selaras dengan Business Plan. Fungsi
Pengembangan SDM menuangkan strategi dalam
Training Guidance yang disusun berdasarkan Training
Need Analysis (TNA) kebutuhan jabatan maupun
kebutuhan PEPC melalui pelatihan singkat, workshop
atau seminar, dan lain lain.
b. Training and Development Program

In order to improve the capability of allEmployees in an
increasingly competitive business scope, PEPC is
expected to be able to achieve the vision and mission
that has been announced. Thus, human resource
development focuses on improving the competence, by
conducting Training Guidance in line with the Business
Plan. Human Resource Development Functions mentions
strategy in Training Guidance compiled based on Training
Need Analysis (TNA) of office and PEPC needs through
brief training, workshops or seminars, and others.
c. Employee Misconduct Registry (EMR) dan Work Permit

Process
c. Employee Misconduct Registry (EMR) and Work Permit

Process
Gambar 4.3. Tahapan Seleksi Calon Pekerja PEPC Figures 4.3. Stages of PEPC Employee Candidate Selection
Work Permit Process Position Employee Expatriat (EE)
RPTKA
2013-2015 JTB
SKK MIGAS
MIGAS
Depnakertrans
RPTKA
2013-2015 JTB
Review &
Recommend
Review &
Recommend
Approve
+
_ 4-6 Minggu Weeks
A
Approved
RPTKA
+
_ 4-6 Minggu Weeks
Individual Work Permit - Validity 1 Year, Extendable per RPTKA
RPTKA
2013-2015 JTB
SKK MIGAS
MIGAS
Depnakertrans
RPTKA
2013-2015 JTB
Review &
Recommend
Review &
Recommend
Approve
~4-6 Weeks
Immigration
Issue KITAS and
MERP
Arrive to
Indonesia
Report to immigration
Office (within 7 days)
~ 2 Weeks
~ 1-2 Weeks
B
Approved
IMTA
~ 1 Weeks
Indonesian
Embassy
Immigration
Expatriat Collects
VITAS
Issue VITAS
~ 2-3 Weeks
Policy
Depnakertrans
Issue Work Permit

(TA04)
Issue Work Permit

(TA04)
~ 2 Weeks
SDM PEPC telah melakukan semua tahapan proses
perpanjangan Ijin Kerja terhadap 3 (tiga) Orang TKA sampai
dengan TW IV tahun 2015. Kebutuhan TKA dan
Perpanjangannya telah diatur dalam TKO Kebutuhan
Expatriate No. B-022/CP3110/2013-S0 dan TKO
Perpanjangan Visa Expatriate No. No B-024/CP3110/2013S0. Adapun perpanjangan yang telah dilakukan antara lain:
HR PEPC has completed all phases of the Work Permit

extension for three (3) foreign workers until TW IV in 2015.
The need for foreign workers and its extension has been
set in Organizational Work Procedure of Expatriate needs
No. B-022/CP3110/2013-S0 and Organizational Work
Procedure of Expatriate Visa Extension No. No. B024/CP3110/2013-S0. The extension has been done
including:
135
136
KOMPOSISI PEKERJA
Tabel 4.9. Perpanjangan Ijin Kerja Tenaga Kerja Asing (TKA) Tahun 2014
Table 4.9. Extension of Expatriate Work License in 2014
Nama TKA
Nama TKA
Nama Jabatan
Nama Jabatan
Ronald Ross
Nance
No
Masa Berlaku RPTKA

Masa Berlaku RPTKA
Masa Berlaku IMTA

Masa Berlaku IMTA
Masa Berlaku KITAS

Masa Berlaku KITAS
Dari
From
Sampai
Until
Dari
From
Sampai
Until
Dari
From
Sampai
Until
Deputy
Engineering
Manager
2014
2015
31-Oct-14
30-Oct-15
7-Oct-14
30-Oct-15
John Allen
Swims
Senior
Process
Engineer
2014
2015
8-Dec-14
7-Dec-15
10-Dec-14
7-Dec-15
Sandy Clay
Hinds
Project
Execution
Specialist
2014
2015
21-Dec-14
20-Sep-15
11-Dec-14
20-Sep-15
d. Pengelolaan Data Riwayat Hidup Sementara (DRHS)

Dalam rangka pemeliharaan Data Personal PEPC, data
Pekerja terus menerus diperbaharui agar informasi data
Pekerja menjadi akurat. Sampai akhir tahun 2014 masih
terus dilakukan pengecekan dan verifikasi Data Pekerja
yang ada di MySAP. Beberapa file yang masih dilakukan
pengecekan adalah BPJS, alamat email Pekerja, personal
data pekerja, due date cuti dan lainnya sehingga datadata Pekerja yang ada di MySAP tersaji lengkap.
d. Management of Temporary CV Data

To maintan PEPC Personal Data, Employees Data is
continuously updated so that Employee data information
is accurate. Until the end of 2014 Company was
conducting checking and verifying Employee data in
mySAP. Some of the files which are still being checked
is Social Security Administering Bodies, Employees email
address, personal employment data, leave due date and
other so that Employees data in MySAP is presented
completely.
e. Pembayaran Jamsostek Pekerja PEPC

Dalam rangka menjalankan program Jaminan Sosial
Tenaga Kerja sesuai dengan UU no. 13 thn 2003 tentang
ketenagakerjaan serta UU no. 53 tahun 2012 tentang
perubahan kedelapan atas peraturan pemerintah No. 14
Tahun 1993 tentang penyelenggaraan Program Jaminan
Sosial Tenaga Kerja, saat ini seluruh Pekerja PEPC telah
terdaftar sebagai peserta Jamsostek. Dengan jumlah
peserta berdasarkan proses payroll bulan Desember
2014 sebanyak pekerja yang aktif.
e. PEPC Emp lo yee Soci al Secur ity p ay ment s

In order to run the Workers Social Security program in
accordance with the Labor Law no. 13 of 2003 on
employment and the Law no. 53 of 2012 on eighth
changes over government regulation No. 14 of 1993 on
the implementation of Worker Social Security Program,
now all PEPC workers have been registered as
participants in Social Security. With the number of
participants based on the payroll on December 2014 is
as much as active workers.
f. Program Kepesertaan BPJS Kesehatan PEPC
f. PEPC Participation in Health Social Security

Administering Bodies Program
In accordance with the Law of the Republic of Indonesia
No. 40 of 2004 on National Social Security System, Law
of the Republic of Indonesia No. 24 of 2011 on Social
Security Administering Bodies, as well as Presidential
Decree No. 111 in 2013 on the amendment to Presidential
Decree No. 12 of 2013 on Health Insurance in which
Mentioned in article 6, paragraph 3 Obligation to register
Health Insurance membership except participants
Referred to in paragraph (2) point a, in which SOE
obligation to register Social Security Administering Bodies
not later than January 2015. In order to fulfill this
obligation as business entity, PEPC has registered on
December 18, 2014 in Social Security Administering
Bodies Office of South Jakarta branch.
Sesuai dengan Undang-Undang Republik Indonesia No

40 Tahun 2004 tentang Sistem Jaminan Sosial Nasional,
Undang Undang Republik Indonesia No. 24 Tahun 2011
tentang Badan Penyelenggara Jaminan Sosial (BPJS),
serta Peraturan Presiden RI No. 111 tahun 2013 Tentang
Perubahan atas Peraturan Presiden No. 12 tahun 2013
tentang Jaminan Kesehatan dimana disebutkan dalam
pasal 6 ayat 3 Keajiban melakukan pendaftaran
kepesertaan Jaminan Kesehatan selain peserta
sebagaimana dimaksud pada ayat (2) poin a, yang mana
kewajiban BUMN untuk mendaftar BPJS paling lambat
Januari 2015. Untuk memenuhi kewajiban tersebut PEPC
selaku badan usaha telah mendaftarkan diri pada tanggal
18 Desember 2014 di Kantor BPJS cabang Jakarta
Selatan.
g. Disamping terjadi penambahan jumlah pegawai,

sepanjang tahun 2014 juga telah terjadi pengurangan
jumlah pekerja sebanyak 8 orang akibat dari adanya 2
pekerja yang mengundurkan diri, 3 habis masa kontrak
dan 3 orang mutasi keluar PEPC ke Pertamina grup.
Jumlah pekerja yang bergabung dengan PEPC tahun
2014 sebanyak 28 pekerja dengan rincian 9 pekerja
mutasi dari Pertamina grup, 18 pekerja melalui rekrutmen
dan 1 pekerja dari Secondee MCL. Sejauh ini PEPC telah
mampu menjaga suasana lingkungan kerja yang
kondusif sehingga mampu memberikan rasa nyaman
para pekerja dalam menyelesaikan pekerjaannya. Hal
ini ditunjukkan dengan rendahnya tingkat pergantian
(turnover) pekerja yaitu sebesar 0,94%.
g. Besides the addition of number of employees, throughout

the year 2014 there was also reduction in the number
of employees as much as 8 people result two of which
were resigned, contract of those 3 people were expired
and 3 were transferred from PEPC to Pertamina group.
The number of employees who joined the PEPC in 2014
were 28 employees consist of 9 transferred from
Pertamina group, 18 were recruited from recruitment
and 1 was from Secondee MCL. PEPC so far has been
able to maintain a conducive working environment
atmosphere so as to provide comfort environmentfor
employees in completing theirduties. This is shown by
the low level of turnover (turnover) of employees which
is 0.94%.
PENYELARASAN ANTARA BISNIS PROSES

DENGAN ORGANISASI
HARMONY BETWEEN BUSINESS PROCESSES
AND ORGANIZATION
Sebagai bagian dari usaha untuk menjadi Perusahaan

Migas yang memiliki standar operasional excellence maka
PEPC telah melaksanakan restrukturisasi organisasi.
Program Re-strukturisasasi Organisasi semata tidaklah
memadai untuk dapat mencapai standar operasional
excellence yang diharapkan, oleh karena itu PEPC merasa
perlu menerapkan suatu proses bisnis yang selaras, efektif
dan efisien, selain itu juga untuk mengoptimalkan Cost
Recovery. Proses bisnis ini juga harus dilengkapi dengan
panduan yang jelas mengenai tata cara pelaksanaannya
dalam operasional sehari-hari.
As an effort to become oil and Gas Companypossessing

excellence standard operational then PEPC has
implemented organizational restructuring. Organization Restructuring Program is not sufficient to be able to achieve
excellence operational standards expected; therefore, PEPC
feelsthe urge to implement consistent, effective and efficient
business process,, and also to optimize the Cost Recovery.
Business processes must also be equipped with clear
guidance on the procedures carried out in the day-to-day
operations.
Setiap posisi yang ada di organisasi PEPC telah memiliki

uraian tugas yang jelas sehingga tidak terjadi tumpang
tindih dalam pelaksanaannya. Sebagai tambahan, pada
tahun 2009 telah disahkan suatu Charter Hubungan
Korporasi PT Pertamina (Persero) dengan Anak Perusahaan
Hulu ("APH"). Charter ini antara lain mengatur pola interaksi
antara entitas bisnis yang melaksanakan aktivitas di sektor
hulu. Mengingat PEPC sebagai Anak Perusahaan
PT Pertamina (Persero) maka dipastikan bahwa seluruh
proses bisnis dan panduan pelaksanaan proses bisnis yang
diterapkan dalam PEPC telah selaras dengan ketentuan
yang dimuat di dalam Charter Hubungan Korporasi antara
PT Pertamina (Persero) dengan APH tersebut.
Each position in the PEPC organization has clear job

descriptions so that there is no overlap in practice. In
addition, in 2009, Charter of Corporate Relations of PT
Pertamina (Persero) with Upstream Subsidiaries was
passed. This charter constitutes interaction pattern between
business entities that carry out activities in the upstream
sector. Given that PEPC is a Subsidiary of PT Pertamina
(Persero) it is ascertained that the entire business process
and business processes implementation guidelines applied
in PEPC has been aligned with the provisions contained in
the Charter of Corporate Relations between PT Pertamina
(Persero) and Upstream Subsidiaries
137
138
ORGANISASI & JABATAN

ORGANIZATON & POSITION
PEPC sebagai organisasi yang terorganisir dan memiliki tujuan yang

jelas, memiliki adanya pembagian kerja dan menunjukkan bagaimana
fungsi-fungsi atau kegiatan-kegiatan yang berbeda tersebut dapat
terintegrasi dengan baik.
PEPC as an organized organization, possesses clear purpose and division of work
as well as shows how the functions or different activities can be integrated.
Setiap jabatan yang ada di dalam perusahaan memiliki

fungsi dan job description yang jelas. Dalam struktur
organisasi PEPC terdiri dari beberapa level jabatan seperti:
Direksi, Vice President / General Manager, Manager, Asisten
Manager, Senior Staf dan Staf .
Each position in the company has clear function and job

description. PEPC organizational structure consists of
several levels of positions such as: Board of Directors, Vice
President / General Manager, Manager, Assistant Manager,
senior staff and staff.
Tabel 4.10. Perbandingan Jumlah Pekerja Berdasarkan Level Jabatan Tahun 2011 -2014
Table 4.10. Comparison of Number of Employees by Position in 2011-2014
2011
2012
2013
2014
Commissioners/Audit Committee
Direksi
Directors
Sekretaris Direksi
Secretary to Directors
Vice President
Vice President
General Manager
General Manager
Manager
Manager
12
16
28
29
Asisten Manager
Asisten Manager
Staf
Staff
55
91
151
163
Total
Total
78
125
199
212
PENGEMBANGAN SUMBER DAYA MANUSIA

HR DEVELOPMENT
PEPC memberikan threatment bagi pekerja sebagai modal yang terus

berkembang seiring dengan perkembangan kinerja Perusahaan. Sejalan dengan
visi misi Perusahaan untuk menjadi Role-Model Anak Perusahaan Hulu di
Bidang Minyak dan Gas di dalam kegiatan kemitraan dan pembinaan SDM
profesional, maka pengelolaan tenaga kerja merupakan faktor kunci
keberhasilan yang dikelola dan selalu di-improve oleh Perusahaan. PEPC
menilai kebutuhan kapabilitas dan kapasitas tenaga kerja termasuk level
keterampilan, kompetensi dan staffing sesuai dengan TKO Pelatihan pekerja
Nomor : B- 026/CP3110/2013-S0, TKO Suksesi Jabatan No : B 012/CP3110/2013-S0, Dewan pembinaan Karir Pekerja No : B 013/CP3110/2013-S0.
PEPC provides treatment for employees as capital that always evolves with the development
of the Company's performance. In line with Company's vision and mission to be a Upstream
Subsidiary role-model in Oil and Gas Field in the activities of partnership and professional
human resource development, the management of manpower is a key factor of success
managed and always improved by the Company. PEPC assessesmanpower capability and
capacity needs including the level of skills, competencies and staffing in accordance with
Organizational Work Procedure of Employees training Number: B-026/CP3110/2013-S0,
Organizational Work Procedure of Position Succession No: B-012/CP3110/2013-S0, the
B o a r d o f E m p l o y e e C a r e e r D e v e l o p m e n t N o : B - 0 13 / C P3 1 1 0 / 2 0 1 3- S 0 .
Secara berkala PEPC menyelenggarakan berbagai kegiatan

pengembangan SDM baik dalam bentuk seperti pendidikan
karir, pendidikan profesi, ketrampilan, serta berbagai kursus,
latihan, penataran, seminar, lokakarya dan pelatihan
manajemen dan teknis yang disesuaikan dengan kebutuhan
PEPC, pendidikan sertifikasi keahlian, pendidikan manajerial
serta berbagai knowlegde sharing seassion untuk
meningkatkan kualitas SDM. Berbagai program pelatihan
dan pengembangan ini dilaksanakan secara in-house
training maupun di lembaga pendidikan/pelatihan luar
mencakup berbagai bidang.
PEPC periodically organizes various activities both in the

form of human resource development such as career
education, professional education, skills, as well as a variety
of courses, training, briefings, seminars, technical and
management workshops and training tailored to the needs
of PEPC, expertise certification education, managerial
education and various knowlegde sharing session to
improve the quality of human resources. Various training
and development programs are implemented in in-house
training as well as in educational institutions/external
training covering a wide range of fields.
139
140
PENGEMBANGAN SUMBER DAYA MANUSIA

HR DEVELOPMENT
Tabel 4.11. Jumlah Pekerja yang Mengikuti Program Pelatihan dan Hari Pelatihan Tahun 2014
Table 4.11. Number of Employees Attending Training Programs and Training Days in 2014
Program Pelatihan
Training Program
Management
Jumlah Peserta
Total Participants
Jumlah Hari Pelatihan

Total Training Days
26
33
154
Staff
110
131
530
Total
136
164
684
Grafik 4.8. Jumlah Pekerja yang Mengikuti Program Pelatihan dan Hari Pelatihan Tahun 2014
Chart 4.8. Number of Employees Attending Training Programs and Training Days in 2014
530
Management
131
110
26
Program Pelatihan
Program Pelatihan
154
Staff
33
Jumlah Peserta
Jumlah Peserta
Hari Pelatihan
Hari Pelatihan
Selama tahun 2014 telah diselenggarakan 136 program

pelatihan, mengalami penurunan sekitar 18.00% dibanding
tahun 2013 yaitu 166 program pelatihan. Pelatihan diikuti
oleh 164 peserta terdiri dari 40 pekerja wanita dan 124
pekerja laki-laki yang berasal dari level management dan
staf f dengan jumla h da n 684 ha r i pela tihan.
During 2014 PEPC has organized 136 training programs,

decreased by about 18.00% compared to the year 2013
with 166 training programs. The trainingswere attended by
164 participants consisted of 40 female employees and
124 male employees from the level of management and
staff with 684 days of training.
Jumlah hari pelatihan tahun 2014 sebanyak 684 hari

pelatihan naik 350% dibandingkan tahun 2013 sebanyak
152 hari pelatihan. Biaya pekerja untuk mengikuti pelatihan
dan pengembangan tahun 2014 sebesar Rp. 3.624.812.543,
mengalami peningkatan 201% dibandingkan tahun 2013.
Peningkatan tersebut disebabkan oleh kebijakan
manajemen atas implementasi kebijakan Perusahaan yang
ingin memiliki SDM yang berkualitas dan berkompeten
dibidang masing-masing.
The number of training days in 2014 was 684 days increased

by 350% compared to the year 2013 with 152 training days.
Labor costs for training and development in 2014 amounted
to Rp. 3,624,812,543, increasedby 201% compared to 2013.
This increase was due to management policy for Company's
policy implementation that wants to have qualified and
competent human resources in the field respectively.
Selain program pelatihan berdasarkan kebutuhan

jabatan/profesi, sebagaimana yang telah
disusun berdasarkan Training Need Analysis (TNA) yang
dituangkan dalam training guidance, Perusahaan juga
memberikan kesempatan mendapatkan beasiswa untuk
melanjutkan pendidikan formal yang diatur dalam SOP
No.005/PEPC/2009 tentang Bantuan Pendidikan.
In addition to training programs based on

position/profession requirements, as has been prepared
on the Training Need Analysis (TNA) outlined in the training
guidance, the Company also provides an opportunity to
earn scholarship to continue formal education stipulated
in SOP No.005/PEPC/2009 on Education Assistance .
SISTEM MANAJEMEN KINERJA
PERFORMANCE MANAGEMENT SYSTEM

Dalam melaksanakan Performance Culture di PEPC dimana setiap
orang dalam organisasi tsb memahami misi dan prioritas organisasi,
dan peran mereka masing-masing dalam membantu pencapaian
prioritas tsb, dan dimana setiap orang diberdayakan, didorong dan
dimotivasi untuk menggunakan informasi tersebut untuk bertindak
guna mencapai sasaran yang sudah disepakati dalam batasan
wewenang yang diakui. Untuk mendukung kegiatan tersebut PEPC
ikut serta dalam Roda Performance Management System yang
dilakukan oleh PT Pertamina (persero).
In implementing Performance Culture in PEPC in which everyone
in the organization understand mission and priorities of the
organization, and their respective roles in supporting to achieve
such priorities, and in which everyone is empowered, encouraged
and motivated to use this information to act in order to achieve the
objectives that have been agreed within the limits of recognized
authority. To support such activities, PEPC participates in
Performance Management System Cycle conducted by PT Pertamina
(Persero).
141
142
SISTEM MANAJEMEN KINERJA

PERFORMANCE MANAGEMENT SYSTEM
Berikut roda Performance Management System yang

dilaksanakan tiap tahunnya:
Following is Performance Management System cycle

conducted every year:
Gambar 4.4. Performance Management System Figures 4.4. Performance Management System
Menghitung Nilai
yang Diraih
Calculating
Achieved Score
Strategi dan Rencana Bisnis

Business Strategies & Plans
KPI/UKT
Menetapkan visi dan arah perusahaan

Setting company vision and direction
Menghasilkan tujuan hingga program
kerja yang jelas untuk setiap direktorat
dan fungsi
Creating goals and clear work
programs for each directorate and
function
Reward and
Consequences
Target &
Kesepakatan
Kinerja
Performance
Target &
Agreement
Dialog
People
Performance
Memberikan insentif yang tepat bagi

pekerja agar mereka termotivasi untuk
mencapai hasil yang tepat bagi
perusahaan
Providing appropriate incentive to
workers to motivate them in reaching
proper achievement for the Company
Dialog
Business
Performance
Membantu manajer untuk

memecahkan masalah, mengambil
keputusan, dan memulai tindakan
Assisting manager to solve problem,
make decision, and start action
Membantu pekerja yang berkinerja
rendah untuk meningkatkan kinerjanya
Assisting low-achieved workers to
improve their performance
Sistem manajemen kinerja bertujuan untuk menetapkan

sasaran dari pengembangan sistem manajemen kinerja
dalam kerangka peningkatan kinerja organisasi/perusahaan
dan juga untuk mempersiapkan orang-orang yang akan
terlibat dalam penerapan sistem tersebut.
Pemantauan
Tracking
Menterjemahkan tujuan menjadi

penggerak utama/penciptaan iklim
kondusif bagi bisnis perusahaan
Interpreting goal as the main
driver/creation of climate conducive
to Company business
Mengukur peningkatan kinerja dan nilai
bisnis
Measuring performance improvement
and business value
Target dinaikkan untuk meningkatkan

kinerja organisasi
Increasing target to improve
organizational performance
Membuat tiap individu akuntabel atas
kinerja masing-masing
Requiring individuals to be accountable
of their respective performance
Menciptakan transparansi
Creating transparency
Membantu manajemen untuk
menemukan hambatan agar dapat
ditangani secepatnya
Assisting management to find
constrains for immediate handling
Sumber Source :
McKinsey Analysis
Performance management system aims to set target of

performance management system development within the
framework of organization/company's performance
improvement and also to prepare the people who will be
involved in system implementation.
Kriteria sistem penilaian yang dibangun PEPC telah

memperhatikan aspek relevansi, sensitivitas, reliabilitas,
akseptabilitas dan practicality. Relevansi merupakan item
penilaian relevan dengan deskripsi dan spesifikasi jabatan
yang diemban serta penilaian tertuju pada tuntutan visi,
misi dan nilai-nilai yang berlaku. Sensitivitas merupakan
sistem penilaian dapat membedakan dengan jelas SDM
yang berprestasi dan mana yang tidak serta score penilaian
harus didefinisikan dengan jelas untuk setiap tingkatan
atau kategori. Reliabilitas merupakan hasil pengukuran
valid dan dapat dipercaya serta hasil penilaian harus dapat
diandalkan sebagai dasar pengambilan keputusan baik
bagi pemberian kompensasi maupun pengembangan.
Akseptabilitas merupakan sistem penilaian dimengerti dan
diterima baik oleh penilai maupun yang dinilai. Practicality
dapat diterapkan dengan mudah dengan resiko rendah dari
kesalahan.
Assessment system criteria established by PEPC has

considered aspect of relevance, sensitivity, reliability,
acceptability and practicality. Relevance is relevant
assessment item to the description and job specification
and assessment focused on demands of applied vision,
mission and values. Sensitivity is a relevant assessment
system which can clearly distinguish accomplished human
resources as well as assessment scores should be clearly
defined for each level or category. Reliability is the result
of a valid and reliable measurement and assessment results
should be reliable as a basis for decision making both for
compensation provision and development. Acceptability is
understandable assessment system and accepted by
assessor and assessed. Practicality can be applied easily
with a low risk of error.
Sistem manajemen kinerja dilakukan secara online

menggunakan aplikasi yang dapat diakses oleh seluruh
pekerja dari masing masing unit kerja dengan menggunakan
User ID dan Password masing masing pekerja.
Performance management system is conducted online

using the application that can be accessed by all employees
of each unit using each employee's User ID and Password.
PENERAPAN REWARD
& CONSEQUENCIES
IMPLEMENTATION OF
REWARD & CONSEQUENCES
Sebagai salah satu cara peningkatan

disiplin pekerja dan membudayakan
penghargaan atas kinerja tinggi. Untuk
PEPC telah menerapkan Reward
Consequency System yang baik. Selama
tahun 2014 sejumlah penghargaan telah
d ibe rika n ke pad a pe kerja ya ng
menunjukkan kinerja yang tinggi.
As a measure to improveemployee
discipline and cultivate appreciation for
high performance. PEPC has
implemented good Reward Consequency
System. During 2014 number of awards
has been given to employees who
demonstrate high performance and also
employees who perform Continuous
Improvement within the Company.
143
144
PENERAPAN REWARD & CONSEQUENCIES

IMPLEMENTATION OF REWARD & CONSEQUENCES
Sementara itu, demi pelaksanaan organisasi yang

terintegrasi, PEPC memberikan ketegasan dalam penerapan
fungsi guna mendorong tercapainya visi dan misi bersama.
Untuk itu PEPC memiliki kebijakan penting dalam terjadinya
pelanggaran berupa sanksi/hukuman. Penentuan jenis
sanksi didasarkan pada pelanggaran yang dilakukan,
dampak yang ditimbulkan dan unsur perbuatan. Jenisjenis sanksi meliputi sanksi ringan, sanksi sedang, dan
sanksi berat. Sanksi ringan meliputi peringatan lisan dan
tertulis, adapun sanksi sedang meliputi peringatan keras
tertulis, penurunan konduite 1 (satu) tingkat di bawah
predikat sebelumnya atau penundaan kenaikan pangkat
dan atau jabatan. Sedangkan sanksi berat berupa penurunan
pangkat dan atau jabatan maksismum 2 (dua) tingkat,
pemberhentian dengan tidak hormat dan penurunan
pangkat dan atau jabatan maksimum 3 (tiga) tingkat dan
diberhentikan.
Meanwhile, for the implementation of the integrated

organization, PEPC provides firmness in applying the
function to encourage the achievement of the vision and
mission. Thus, PEPC has important policy for violations in
the form of sanctions/penalties. Determination of type of
sanctions is based on violation committed, the impact and
action elements. Types of sanctions areminor sanctions,
moderate sanctions, and severe sanctions. Minor sanctions
include verbal and written warnings, moderate sanctions
include written stern warning, a Conduite demotion of 1
(one) level below the previous title or delays in promotion
and or office. While severe sanctions include demotion of
position and/or title of two (2) levels, dishonorable discharge
and demotion and/or position of maximum of 3 (three)
levels and discharged.
PROMOSI PEKERJA
EMPLOYEE PROMOTION
Karir merupakan kebutuhan yang harus terus ditumbuhkan dalam

diri seseorang tenaga kerja, sehingga mampu memberikan motivasi
kerja secara maksimal. Pengembangan karir pada dasarnya
berorientasi pada perkembangan perusahaan/ organisasi dalam
menjawab tantangan bisnis di masa mendatang.
Career is a requirement that should be growth in the employee, so
as to provide motivation to work optimally. Career development
is basically oriented to development of company/organization in
addressing business challenges in the future.
Pengembangan karir PEPC dilakukan berdasarkan hasil

penilaian kinerja pekerja, dimana kondisi dan kesempatan
pengembangan karir pekerja disesuaikan dengan kebutuhan
Perusahaan, serta melakukan penyesuaian antara keduanya
melalui berbagai mutasi personal. Hal ini membuktikan
komitmen PEPC dalam meningkatkan kesejahteraan pekerja
dan juga memberikan kesempatan bagi setiap kandidat
potensial untuk meningkatkan kecakapan/keahlian,
kompentensi dan integritas. Sistem promosi pekerja PEPC
diatur dalam kebijakan Direksi tentang mutasi pekerja dan
sistem manajemen karir. Pada tahun 2014 jumlah kenaikan
Golongan upah internal adalah sebanyak 40 pekerja.
PEPC career development is implemented based on the
results of employee's performance appraisal, in
whichemployees'conditions and career development
opportunities is adjusted to Company's needs, and making
adjustments between them through a variety of personal
transfer. This proves PEPC commitment in improving
employee welfare and also provides an opportunity for each
potential candidate to improve skills/expertise, competence
and integrity. PEPC employee promotion system is
constituted in the policy of the Board of Directors on
employee transfer and career management system. In
2014, number of increase in the Group's internal wage is
for 40 employees.
Pengembangan karir PEPC dilakukan

berdasarkan hasil penilaian kinerja
pekerja, dimana kondisi dan
kesempatan pengembangan karir
pekerja disesuaikan dengan kebutuhan
Perusahaan, serta melakukan
penyesuaian antara keduanya melalui
berbagai mutasi personal.
PEPC career development is
implemented based on the results of
employee's performance appraisal, in
whichemployees'conditions and career
development opportunities is adjusted
to Company's needs, and making
adjustments between them through a
variety of personal transfer.
145
146
HUBUNGAN INDUSTRIAL
INDUSTRIAL RELATIONSHIP
PEPC memberikan perlakuan yang sama kepada seluruh pekerja tanpa diskriminasi.
Untuk itu setiap pekerja berhak atas perlindungan hukum terhadap ketidakadilan
atau tindakan sewenang-wenang dari atasannya.
PEPC gives equal treatment to all employees without discrimination. Therefore all
workers are entitled for legal protection against unfairness or arbitrary actions
from their supervisors.
Sebagaimana telah diatur dalam Peraturan Perusahaan

Periode 2012 - 2014 yang telah disahkan berdasarkan Surat
Keputusan Direksi No. 2633/CP0000/2012/S0 tanggal 19
Desember 2013 perihal Pengesahan Peraturan Perusahaan.
Dimana jika terjadi perbedaan paham atau salah pengertian
mengenai hubungan industrial yang terjadi di Perusahaan,
maka penyelesaian akan dilakukan dengan tata cara yang
baik dengan urutan sebagai berikut :
a. Pekerja mengemukakan sendiri keluhannya kepada
atasan langsung untuk diselesaikan secara musyawarah
dan mufakat;
b. Apabila dalam 7 (tujuh) hari kerja upaya penyelesaian
keluhan belum dapat diselesaikan, maka pekerja dapat
meneruskan keluhannya secara tertulis sesuai skema
pada matriks di bawah ini :
As established in Corporate Regulation of 2012-2014 period

ratified by Board of Directors Decree No.
2633/CP0000/2012/S0 dated December 19, 2013 on the
Ratification of Corporate Regulation, any dissenting opinion
or misunderstanding on industrial relations within the
Company will be settled with the procedures as follows:
a. Employee voices his/her complaints to direct supervisor

to be settled through deliberation for consensus.
b. If within seven workdays the deliberation fails to come
into agreement, the said employee may submit his/her
complaints in written by referring to the following scheme:
Tabel 4.12. Skema Penyelesaian Keluhan Pekerja PEPC Table 4.10. Scheme of PEPC Employee Complaint Handling
Atasan
Supervisor
Pekerja
Employee
L4D
L3D
L3D
L1D
Y
Z
Direktur Utama
President Director
L1D
L2D
Kepala Fungsi Tertentu

Specific Function Head
L2D
= Penyelesaian keluhan secara tertulis tingkat I paling lama 7 (tujuh) hari kerja
1st level settlement of written complaint, maximum 7 workdays
= Penyelesaian keluhan secara tertulis tingkat II jika diperlukan dengan tembusan kepada fungsi SDM paling lama 7 (tujuh) hari kerja
2nd level settlement of written complaint, if necessary with copy to HR Unit, maximum 7 workdays
= Penyelesaian keluhan secara tertulis tingkat akhir paling lama 7 (tujuh) hari kerja
Final level settlement of written complaint, maximum 7 workdays
Tujuan dibentuknya mekanisme pengaduan tersebut untuk

menjamin terselenggarannya mekanisme penyelesaian
pengaduan secara efektif dalam jangka waktu yang
memadai. Sepanjang tahun 2014 tidak terdapat perselisihan
dalam hubungan industrial dalam Perusahaan.
Establishment objective of complaints mechanism is to

ensure the implementation of effective mechanisms to
resolve complaints within a reasonable time. Throughout
2014 there were no disputes in industrial relations in the
company.
HUMAN RESOURCES INTEGRATED SYSTEM (HRIS)

Fungsi SDM dituntut untuk mampu menempatkan Pekerja fit dalam suatu jabatan tertentu
dengan kemampuan tertentu dan melaksanakan pengelolaan, pembinaan dan pengembangan
pekerja, hal ini pula yang mendasari SDM selalu berusaha memberikan yang terbaik bagi
pekerja maupun Perusahaan baik dari segi updating personal file, cuti, payroll, MMNH
hingga data untuk pengembangan karir. Sudah menjadi kebutuhan Perusahaan untuk dapat
mengakses data dengan cepat dan akurat serta terintegrasi satu dengan yang lain sebagai
dasar pertimbangan dalam pengambilan keputusan terutama dalam hal pembinaan dan
pengembangan karir pekerja.
HR functions is required to be able to placeemployee to fit in a certain position with certain
abilities and implement management, training and development of employees, it also
beomes HR foundation to always strive to give the best for both employees and Company
both in terms of updating personal files, leave, payroll, MMNH to data for career development.
It becomesCompany's requirement to be able to access data quickly and accurately, as well
as integrated with each other as a basis for consideration in decision-making, especially
in terms of training and career development of employees.
Human Resources Integrated System (HRIS) adalah solusi

SDM dalam mengatasi hal tersebut, rencana Persiapan
Penyempurnaan system dimaksud akan dilaksanakan awal
semester 2 tahun anggaran 2011 untuk guna mencapai
keselarasan antara kebijakan korporat, PEPC, Aturan
ketenagakerjaan serta JOA/COA dengan Visi dan Misi
Perusahaan, Sistem/kebijakan/Regulasi yang akan
dii ntegr as ika n ya ng t er m as uk da la m r enca na
pengem bangan SDM adalah sebagai berikut :
Human Resources Integrated System (HRIS) is an HR

solution to overcome thosematters, Preparation of system
Improvement plan is to be implemented in fiscal year 2015
in order to achieve harmony between corporate policies,
PEPC, manpower rules and JOA/COA as well as Vision and
Mission, System/policy/regulation which will be integrated
included in HR development plan are as follows:
Gambar 4.5. Rencana Pengembangan SDM Figures 4.5. HR Development Plan
Recruitment
Management
Time Information
Management
Job Position & Unit
Qualification and
Requirement
Scale
Appraisal
System
Qualification
Emp. Group & Level
Business
Event Catalog
Personnel Information
Management
Job & Position
Job & Position

Level & Grade
Job Position & Unit
Payroll
Administration
Benefit
Management
Career and
Succession
Planning
Payroll Item
Individual
Development
Plan
Business Event Catalog
Personnel Administration
Personnel Development
Emp. & Value Setting
Training and Event

Management
147
148

1. Review SOP & melengkapi sesuai JOA/COA

Beberapa SOP Fungsi SDM sudah tidak relevan dan tidak
bisa mengakomodir kebutuhan Organisasi saat ini dan
diselaraskan dengan kebutuhan dan persyaratan yang
tertuang dalam JOA
2. Mengoptimalkan fungsi HR Koordinator
Bagian dari Optimalisasi Fungsi HR coordinator sesuai
JOA untuk menjadikan fungsi ini lebih strategis lagi
(karena terkait Man Power Planning & HR Development)
3. Career Path (Competency based)
Sistem Pembinaan dan Pengembangan SDM akan
diarahkan menuju Kompetensi model yg diselaraskan
dengan kebijakan korporat
4. Training Plan /Directory/Mandatory
Sebagai salah satu cara pembinaan pekerja, training
area akan difokuskan kepada pengembangan
kompetensi guna mendapatkan pekerja yg profesional
dan aplikatif.
5. Compensation System
Perusahaan akan membuat strategi pengupahan yang
lebih kompetitif dan atraktif dengan tetap memperhatikan
kemampuan perusahaan. Untuk medukung program
pengembangan SDM yaitu Competency Based Human
Resources, strategi pengupahan yang di siapkan adalah
strategi pengupahan 3 P's yaitu :
- Pay For Person (Upah Tetap & Tunj. Daerah berdasarkan
Gol Upah)
- Pay For Performance (berdasarkan Kinerja Individu/Merit
Increase)
- Pay For Position (Tunj. Jabatan berdasarkan Gol
Jabatan)
6. Performance Management System (PMS)
Optimalisasi proses penilaian PMS guna mencapai tujuan
perusahaan yaitu budaya kinerja tinggi
7. Reward & Consequency System
Sebagai salah satu cara peningkatan disiplin Pekerja
dan membudayakan Penghargaan atas kinerja tinggi,
akan diterapkan Reward & Consequence System yang
baik
8. Recruitment Policy / Role
Sebagai ujung tombak dari HRD, maka Proses
Recruitment beserta aturannya akan dibuat dan
dilaksanakan secara profesional dengan suatu standar
baku. Demikian juga dalam mengisi posisi-posisi penting
(prioritas) di PEPC & MCL
9. Budaya Perusahaan
Nilai-nilai Unggulan Perusahaan yang ada harus
direfleksikan dalam dasar pembuatan strategi
Perusahaan khususnya di bidang HR, dalam rangka
merefleksikan nilai-nilai unggulan Perusahaan. Beberapa
semangatnya akan dimasukkan ke dalam Pedoman
Pelaksanaan Peraturan Perusahaan dan terus dilakukan
penyempurnaan-penyempurnaan sehingga menjadi
Budaya PEPC
1. SOP & Organizational Work Procedure Review according

to company policy
Several SOP & Organizational Work Procedure of HR
function is not relevant and not able to accommodate
organization'scurrent needs aligned with the needs,
challenges and current Company's business processes.
2. Optimizing HR Coordinator function
Part of Optimization of HR coordinator Function according
to JOA is to make it more strategic function again (as
related to Man Power Planning & HR Development)
3. Career Path (Competency based)
Training System and Human Resources Development based
on Competency models that are aligned with corporate
policies.
4. Training Plan /Directory/Mandatory
As one way to train employee, training area will be focused
on competencies development in order to obtain
professional and applicable employees.
5. Compensation System
Company will establishthe more competitive and attractive
remuneration strategy with regard to Company's capability.
To support human resources development program which
is Competency Based Human Resources, the established
remuneration str ategy is r emunera tion of 3P
strategieswhich are:
- Pay For Person (Base Salary by Individual PRL)
- Pay For Performance (by Individual Performance/Merit
Increase)
- Pay For Position (Profession Allowance by Position PRL)
6. Performance Management System (PMS)
Optimization of PMS assessment process in order to
achieve Company's objectives is high performance culture.
7. Reward & Consequency System
As a measure to improve Employee discipline and cultivate
Reward for high performance, a good Reward &
Consequence System will be applied.
8. Recruitment Policy / Role
As the spearhead of HRD, Recruitment Process and its
regulations have been established and
implementedprofessionally with gold standard, likewise in
filling in key positions (priority) in PEPC and MCL.
9. Company Culture
Company Featured Values should be reflected in the
Company's basic strategy making, especially in HR field,
in order to reflect the Company Featured Values. Some of
its spirits will be incorporated in Guidelines for
Implementation of Company Regulations and
improvements will be conductedso that it becomes PEPC
Culture.
10. Business Conduct

Perusahaan dijalankan dalam sebuah kerangka yang
didasarkan oleh peraturan perundang-undangan, arahan
dari pemegang saham dan juga dengan
mempertimbangkan kepentingan stakeholders. Inilah
mengapa Perusahaan memerlukan kerangka Good
Corporate Governance (GCG) yang sesuai dengan
karakteristik dan kondisi usahanya.
11. Review PP
Pengaturan hubungan kerja dan persyaratan kerja di
PEPC yang tertuang dalam Peraturan Perusahaan (PP),
yang akan ditinjau dan disempurnakan guna menjaga
hubungan industrial di PEPC tetap baik. Review
Peraturan Perusahaan PEPC telah disahkan oleh
Kementerian Tenaga Kerja dan Transmigrasi RI No.
TAR.1142/PHIJSK-PKKAD/PP/XII/2012 perihal
Pengesahan Peraturan Perusahaan tanggal 21
Desember 2012.
10. Business Conduct

Company is managed in a framework based on the
laws and regulations, directives from shareholders and
also considering the interests of stakeholders. This is
why Company requires Good Corporate Governance
(GCG) framework in accordance with the characteristics
and conditions of its business.
12. Empowerment
Sesuai dengan Visi PEPC untuk menjadikan PEPC
sebagai Role Model, maka Empowerment Pekerja baik
Pekerja Perbantuan yang ditugaskan ke PEPC, Pekerja
PWTT atau PWT harus mendapatkan nilai tambah
dengan cara program pembinaan yang jelas (akan
dibuatkan program yang disepakati MCL & PEPC)
11. Company Regulation Review

Work relationship regulation and work requirements in
PEPC stipulated in the Company Regulations (PP), will
be reviewed and improved in order to maintain good
industrial relations in PEPC. PEPC Company Regulation
Review for the year 2013 -2014 was approved by the
Ministry of Manpower and Transmigration No.
TAR.1142/PHIJSK-PKKAD/PP/XII/2012 onApproval of
Company Regulation dated December 21, 2012. PEPC
currently is conducting a review for renewal of Company
Regulations for 2015-2017.
12. Empowerment
In accordance with PEPC vision to be the Role Model,
then Employee Empowerment either departing
employees assigned to PEPC, PWT employees or PWTT
employees must acquire added value by clear training
program (Company will create program that is approved
by MCL & PEPC)
Berikut Strategi Program SDM Plan 2014-2018:
The following is HR Plan Program Strategy in 2014-2018
Gambar 4.6. Strategi Program SDM Tahun 2014 2018 Figures 4.6. HR Program Strategies for 2014-2018
Pengembangan dan
Pengelolaan
Human Capital
HR Development and
Management
Pengembangan Sistem
Manajemen SDM dan
Optimalisasi
Operasional SDM
HR Management
System Development
and HR Operational
Optimization
Persiapan dan
Implementasi
Organisasi
HR Management
System Development
and HR Operational
Optimization
CORPORATE CULTURE
HR Vision, Mission & Strategy

Assessment Center
Design Training &

Development Program
Design Training & Development Competency Based

RPSDM (Single Grade, Replacement, Remuneration)
Konfigurasi Sistem MySAP Terkait RPSDM

MySap System Configuration related to
HR Development Plan
Design Recruitment System
Analisa Jabatan Job Analysis
Desain Perf.
Appraisal System
Optimalisasi HR Operations melalui HRIS HR Operations Optimization with HRIS

Sistem, SOP dan Kebijakan
Administrasi SDM
System, SOP, and HR
Administrative Policy
Rekrutmen dan Penempatan Sesuai dengan Progres Pengembangan Recruitment and Placement in Accordance with Development Process
Implementasi, Monitor dan Evaluasi Efektifitas Organisasi
Implementation, Monitoring, and Effectiveness Evaluation of Organization
Re-organisasi & Replacement terkait dengan RPSDM
Reorganizing & Replacement related to HR Development Plan
MPP
2014
2015
2016
2017
2018
149
150
Analisa dan Pembahasan Manajemen

Management Discussion and Analysis
ANALISA DAN PEMBAHASAN

MANAJEMEN
MANAGEMENT DISCUSSION
AND ANALYSIS
151
152
TINJAUAN INDUSTRI
INDUSTRIAL REVIEW

TINJAUAN PEREKONOMIAN NASIONAL

OVERVIEW OF NATIONAL ECONOMICS
Pertumbuhan Ekonomi
Economic Growth
Berdasarkan data Badan Pusat Statistik (BPS) pada

Tahun 2014 mencatat realisasi pendapatan negara
mencapai Rp1,662,509 miliyar dengan komposisi
penerimaan terbesar berasal dari penerimaan
perpajakan. Nilai ini meningkat 1.66% dari APBN-P
2014 sebesar Rp1,635,378 miliar. Realisasi
penerimaan perpajakan Tahun 2014 mencapai
Rp1,310,219 milyar yang terdiri dari Pajak Dalam
Negeri sebesar Rp1,256,304 milyar dan Pajak
Perdagangan International sebesar Rp53,915 milyar.
Kinerja Penerimaan Negara Bukan Pajak (PNBP)
menunjukkan capaian yang baik dengan realisasi
sebesar Rp 350,930 milyar lebih besar dari PNBP
tahun 2013 yang hanya sebesar Rp 349,156 milyar.
Kenaikan tersebut terutama bersumber dari
penerimaan PNBP sumber daya alam (SDA) minyak
dan gas (migas) sebesar Rp198,088 milyar. Seluruh
target PNBP dalam APBNP Tahun 2014 terlampaui,
kecuali penerimaan SDA nonmigas yang berasal
dari mineral dan batubara (minerba) serta kehutanan.
In 2014 data from the Central Bureau of Statistics

(BPS) recorded national income realization reaches
Rp1,662,509 billion with the largest income earned
from tax revenue. This amount increased by 1.66%
from Amended State Budget 2014 amounted to
Rp1,635,378 billion. Realization of tax revenue in
2014 reached Rp1,310,219 billion, consisting of
Domestic Tax amounted to Rp1,256,304 billion and
International Trade Tax amounted to Rp53,915
billion. Performance of Non-Tax State Revenue
showed good achievement amounted to Rp350,930
billion which was higher than Non-Tax State Revenue
in 2013 amounted to Rp349,156 billion. Such
increase mainly came from Non-Tax State Revenue
of Oil and Gas as Natural Resources amounted to
Rp198,088 billion. All Non-Tax State Revenue targets
in the Amended State Budget 2014 was exceeded,
except for non-oil and gas natural resources
revenues, i.e. coal and minerals and forestry.
Grafik 5.1. Realisasi Pendapatan Negara 2014

(Miliar Rupiah)
Chart 5.1 Realization of National Revenue 2014
(Billion Rupiah)
Grafik 5.2. Realisasi Penerimaan Perpajakan Negara 2014

(Miliar Rupiah)
Chart 5.2 Realization of Tax Revenue 2014
(Billion Rupiah)
1,310,219
1,662,509
1,246,107
1,635,378
Rencana APBN-P
Rencana APBN-P
Realisasi 2014
Rencana APBN-P
Dalam dua tahun terakhir, kinerja perekonomian

nasional diliputi oleh kondisi global yang kurang
menggembirakan. Ketidakpastian terkait normalisasi
kebijakan moneter di Amerika Serikat, perlambatan
ekonomi di sejumlah negara maju dan negara
berkembang utama, serta tren penurunan harga
komoditas global mewarnai kinerja perekonomian
nasional sepanjang tahun 2013 dan 2014. Sepanjang
tahun 2014, perekonomian global belum
menunjukkan pemulihan yang signifikan. Menteri
Keuangan mencatat kondisi ekonomi makro
sepanjang tahun 2014 menunjukkan kinerja yang
cukup baik sebagaimana ditunjukkan melalui
indikator makro ekonomi. Pertumbuhan ekonomi
pada tahun 2014 tercatat 5,1% (angka sementara),
lebih rendah dari target yang ditetapakan dalam
Anggaran Pendapatan dan Belanja Negara
Perubahan (APBN-P) 2014 yang sebesar 5,5%.
Rencana APBN-P
Rencana APBN-P
Realisasi 2014
Rencana APBN-P
In the last two years, national economy performance

has been overshadowed by unfavorable global
condition. Uncertainties in the normalization of
monetary policy in the United States, economic
slowdown in several developed and major developing
countries, as well as declining trend in global
commodity prices have affected national economic
performance throughout 2013 and 2014.
Throughout 2014, the global economy has yet to
show significant recovery. The Minister of Finance
recorded that macro-economic conditions
throughout 2014 showed favorable performance as
displayed by macroeconomic indicators. Economic
growth in 2014 was recorded 5.1% (provisional
figure), lower than target established in the Amended
State Budget (APBN-P) 2014 at 5.5%.
153
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TINJAUAN INDUSTRI
INDUSTRIAL REVIEW
Grafik 5.3. Pertumbuhan PDB 2012-2014 (%) Chart 5.3 Gross Domestic Product Growth 2012-2014 (%)
6.23
5.78
5.1
2012
2013
2014
Inflasi
Inflation
Perkembangan laju inflasi sepanjang tahun 2014 terkait

erat dengan harga komoditas dan beberapa kebijakan
harga. perkembangan inflasi sepanjang tahun 2014 lebih
dipengaruhi oleh pergerakan harga beberapa komoditas
bahan pangan seperti cabai merah, cabai rawit, bawang
merah, ikan segar, dan minyak goreng. Sementara itu,
beberapa kebijakan di bidang harga (administered price)
seperti kebijakan tarif tenaga listrik (TTL), harga LPG tabung
12 kg, dan penyesuaian harga BBM bersubsidi di akhir
tahun turut berkontribusi terhadap laju inflasi di tahun
tersebut.
Inflation rate development throughout 2014 was closely

linked to commodity price and price policies. Inflation
development throughout 2014 was more affected by
movements in food commodity prices such as red chili,
bird's eye chili, shallots, fresh fish, and cooking oil.
Meanwhile, a number of policies regulating on prices
(administered price) such as Electricity Tariff policy, 12 kg
LPG cylinders price, and subsidized fuel price adjustment
at the end of the year also contributed to inflation rate in
the said year.
Grafik 5.4. Perkembangan Inflasi Menurut Komponen Tahun 2013-2014

Chart 5.4 Inflation Rate by Components in 2013-2014
20%
17,57%
18%
16%
14%
12%
10,88%
10%
8,36%
8%
6%
4,93%
4%
2%
0%
Jan Feb Mar Apr May Jun Jul
2013
Sumber Source: BPS
Aug Sep Oct Nov Dec
Jan Feb Mar Apr May Jun Jul
2014
Aug Sep Oct Nov Dec
Inti Inti
Volatile
Administered
Umum General

Inflasi sepanjang tahun 2014 mencapai 8.36%, lebih tinggi

dari asumsi dalam APBNP 2014 sebesar 5.3%. Tingkat
inflasi pada Desember 2014 mencapai 2.46% sehingga laju
inflasi tahun kalender 2014 maupun secara tahunan (yoy)
tercatat sebesar 8.36%. Kenaikkan inflasi ini dikarenakan
karena adanya kenaikan Bahan Bakar Minyak (BBM).
Sedangkan inflasi komponen inti Desember mencapai 1.02%
dan inflasi komponen inti (yoy) 4.93%. Inflasi Desember
lebih tinggi dibandingkan inflasi November yang tercatat
1.50%. Dari angka-angka tersebut terjadi peningkatan inflasi
sebesar 0.02% dari tahun 2013 lalu. Inflasi Desember 2014
sangat tinggi dibandingkan dengan inflasi Desember 2013
yang tercatat sebesar sebesar 0.55%. Hal tersebut
mengindikasikan bahwa laju inflasi sangat tinggi menjelang
akhir tahun.
Throughout 2014, the inflation reached 8.36%, or higher

than the Amended State Budget 2014 estimation of 5.3%.
The inflation rate in December 2014 reached 2.46%, resulting
in an inflation rate both in calendar year 2014 and on annual
basis (yoy) recorded at 8.36%. The increase in inflation was
due to increase in fuel oil price. December core component
inflation was at 1.02% and core component inflation (yoy)
at 4.93%. December inflation was higher compared to
November inflation in November of 1.50%. From these
figures, there was increase in inflation by 0.02% from 2013.
December 2014 inflation was exceptionally high compared
to December 2013 inflation which was recorded at 0.55%.
This indicates that the inflation rate is extremely high
towards the end of the year.
Nilai Tukar Mata Uang
Exchange Rates
Tahun 2014 dibuka dengan penguatan nilai tukar rupiah

yang berlangsung selama kuartal pertama, terutama
dipengaruhi oleh perspektif positif terhadap kondisi ekonomi
domestik dan global. Pada kuartal-kuartal selanjutnya, nilai
tukar rupiah mulai mengalami pergerakan yang fluktuatif
dengan kecenderungan terdepresiasi hingga akhir tahun
2014. Secara keseluruhan, tren pergerakan nilai tukar rupiah
di tahun 2014 cenderung terdepresiasi.
2014 was started with the strengthening of Rupiah exchange

rate during the first quarter; it was mainly due to the positive
perspective on domestic and global economic conditions.
In subsequent quarters, Rupiah began to fluctuate with
depreciation tendency until the end of 2014. Overall, Rupiah
exchange rate in 2014 tends to depreciate.
Selama tahun 2014 realisasi nilai tukar rupiah terhadap

dolar Amerika (AS) tercatat rata-rata sebesar Rp11.878/dolar
AS, mengalami depresiasi sebesar 15.71% dibandingkan
dengan rata-rata tahun 2013 sebesar Rp12.000/dolar AS.
Selama periode Januari hingga November 2014, neraca
perdagangan Indonesia mencatat defisit USD425.7 juta
yang terdiri atas surplus neraca nonmigas sebesar USD0.94
miliar dan defisit neraca migas sebesar USD1.36 miliar.
During 2014, average Rupiah exchange rate to US dollar

was recorded at Rp11,878/US dollar, or depreciated by
15.71% compared to 2013 average at Rp12,000/US dollar.
Throughout January to November 2014, Indonesia's trade
balance recorded a deficit of USD425.7 million consisting
of non-oil and gas balance surplus amounted to USD0.94
billion and oil and gas deficit balance amounted to USD1.36
billion.
Grafik 5.5. Perkembangan Nilai Tukar Rupiah Terhadap Dolar AS Tahun 2013-2014
Chart 5.5 Growth of Rupiah Exchange Rate against US Dollar in 2013-2014
Rp per USD
14.000
13.000
11.878
12.000
11.000
10.452
Kurs Harian Kurs Harian
10.000
Rata-rata 2013 Average of 2013

Rata-rata 2014 Average of 2014
9.000
8.000
Sumber Source: Bank Indonesia, diolah
155
156
TINJAUAN INDUSTRI
INDUSTRIAL REVIEW
Pertambangan Migas Nasional
National Oil and Gas Mining
Sejumlah faktor kunci keberhasilan bisnis minyak dan gas

di sektor hulu adalah berkaitan dengan penemuan cadangan
minyak, melakukan produksi secara optimal, dan distribusi
minyak mentah yang unggul (tepat waktu, tepat mutu, tepat
jumlah, tepat tujuan) dengan biaya yang efisien.
Several key factors to business success in the oil and gas

upstream sector are related to the discovery of oil reserves,
performing optimally production, and distribution of quality
crude oil (on time, high quality, right quantity, right
destination) with efficient cost.
Berdasarkan RAPBN-P 2015 bahwa setelah terjadi

peningkatan selama periode tahun 2009 2010, realisasi
lifting minyak nasional mengalami penurunan pada tahun
2011-2014. Di tahun 2013 realisasi lifting minyak hanya
mencapai 825 ribu barel per hari atau lebih rendah jika
dibandingkan asumsinya sebesar 840 ribu barel per hari.
Sementara itu, realisasi lifting minyak bumi selama periode
Desember 2013 - November 2014 mencapai 794 ribu barel
per hari. Salah satu faktor penyebabnya adalah penurunan
produksi secara alamiah dengan rata-rata tingkat penurunan
sebesar 12% pada sumur minyak lama. Selain itu, rendahnya
realisasi lifting juga dipengaruhi oleh gangguan produksi
akibat cuaca ekstrim, fasilitas produksi yang sudah tua
sehingga mendorong unplanned shutdown dan extended
maintenance. Untuk realisasi lifting gas mencapai target
yang ditentukan dalam APBN-P 2014 yaitu 1,224 ribu barel
setara minyak per hari.
Based on amended State Budget Draft of 2015, after an

increase throughout period of 2009-2010, national oil lifting
realization was depreciating in 2011-2014. In 2013
realization of oil lifting only reached 825 thousand barrels
per day or lower than the assumption which was 840
thousand barrels per day. Meanwhile, the realization of oil
lifting during period of December 2013 - November 2014
reached 794 thousand barrels per day. One of contributing
factor was natural decline in production with an average
decline rate was 12% in old oil wells. In addition, the low
realization of lifting was also affected by the disruption in
production due to extreme weather, old production facilities
resulting to unplanned shutdowns and extended
maintenance. For the realization of gas lifting achieved the
targets set in Amended State Budget in 2014 which was
1,224 thousand barrels oil equivalent per day.
Ukuran relatif dan pertumbuhan pasar/industri dimana

PEPC beroperasi, adalah sebagaimana dapat dilihat pada
Tabel berikut
The relative measures and market/industry growth where

PEPC operates are shown in the following table:
Tabel 5.1. Pertumbuhan Produksi Migas Tahun 2013-2014 Table 5.1 Growth of Oil and Gas Production in 2013-2014
Perusahaan
Company
PEPC (Blok Cepu)
Produksi Tahun 2013

Produksi Tahun 2013
21.388
Produksi Tahun 2014

Produksi Tahun 2014
(%) Pertumbuhan (2013-2014)

(%) Pertumbuhan (2013-2014)
30.735
43.70%

TINJAUAN BISNIS
BUSINESS OVERVIEW
PEPC bergerak di bidang energi di dalam area kegiatan usaha hulu yang
meliputi Eksplorasi dan yang secara khusus mengelola Blok Cepu dengan
aktivitas utama adalah eksplorasi, pengembangan serta produksi minyak dan
gas. PEPC merupakan Anak Perusahaan PT Pertamina (Persero) dan
dimaksudkan sebagai investment company untuk berpartner dengan Anak
Perusahaan MCL (Mobil Cepu Ltd) dalam mengelola Blok Cepu.
PEPC is engaged in upstream energy business activities including exploration and particularly
management of Cepu Block exploration, development and production of oil and gas as its
main activities. PEPC is a subsidiary of PT Pertamina (Persero) and is intended as an
investment company to be partnered with MCL (Exxon Mobil Cepu Ltd) subsidiary in
managing the Cepu Block.
PT Pertamina (Persero) selaku pemegang saham

memberikan penugasan tambahan kepada PEPC dalam
kegiatan pengawasan penyaluran minyak mentah dari
lapangan Banyu Urip dalam fase Early Production Facilities
(EPF). Sampai dengan tahun 2014 lapangan minyak yang
telah diproduksi adalah struktur Banyu Urip. Sedangkan
struktur lain seperti Kedung Keris, Alas Tua East, Alas Tua
West, Jambaran dan Tiung Biru saat ini masih tahap
eksplorasi.
PT Pertamina (Persero) as shareholder provides additional

assignment to PEPC in supervisory activities of crude oil
distribution from Banyu Urip in Early Production Facilities
(EPF) phase. Until 2014 Banyu Urip structure is the only oil
field operating. While other structures such as Kedung
Keris, Alas Tua West, Alas Tua West, Jambaran and Tiung
Biru are still under exploration phase.
Dalam mencapai tujuan Perusahaan menyusun proyeksi

ke depan yang disesuaikan dengan tiga kegiatan utama
PEPC yaitu:
In achieving its objectives, Company prepares future

projections which are adapted to PEPC's three main
activities namely:
1. Eksplorasi
1. Exploration
Kegiatan Eksplorasi dilakukan pada struktur-struktur

yang potensial dalam Blok Cepu antara lain Jambaran,
Cendana, Kedung Keris, Alas Tua West, Alas Tua East,
Giyanti, Kemuning, Alas Dara, Pilang dan Kalisari. Sampai
tahun 2011 telah dilakukan pemboran sumur eksplorasi
di struktur Alas Tua West, Kedung Keris dan Jambaran.
Program pemboran eksplorasi untuk lima tahun ke depan
akan difokuskan pada struktur lapangan Alas Tua West,
Alas Tua East, Kedung Keris, Kemuning dan Alas Dara.
Exploration is conducted on the potential structures in

Cepu Block, among others Jambaran, Cendana, Kedung
Kris, Alas Tua West, Alas Tua East, Giyanti, Kemuning,
Alas Dara, Pilang and Kalisari. Until 2011 exploratory
well drilling had been conducted in the structure of Alas
Tua West, Kedung Keris and Jambaran. Exploration
drilling program for the next five years will be focused
on the structure of Alas Tua West, Alas Tua East, Kedung
Kris, Kemuning and Alas Dara field.
157
158
TINJAUAN BISNIS
BUSINESS OVERVIEW
PEPC menjalankan proses bisnis dengan mengintegrasikan tiga

kegiatan utama yaitu sektor eksplorasi, pengembangan serta
produksi dengan tujuan mendapatkan kinerja dan hasil optimal.
Integrasi ketiganya memungkinkan PEPC untuk mengalokasikan
sumber daya, strategi dan kebijakan secara optimal dalam
mencapai tujuan PEPC.
PEPC executes business processes by integrating three main activities, namely
exploration, development and production in order to achieve optimum performance
and results. The integration of these 3 activities allows PEPC to optimally allocate
resources, strategies and policies in achieving the objectives of Pertamina EP Cepu.
2. Pengembangan
Pengembangan Lapangan Banyu Urip dilakukan dengan
dua tahap yaitu tahap EPF dan tahap Full Field
Development. Tahap EPF telah dimulai tanggal 31
Agustus 2009 dan pada tahun 2011 rata-rata produksi
mencapai 21.388 BOPD. Kegiatan Full Field Development
telah berada pada tahap Engineering, Procurement dan
Construction (EPC) setelah ditandatanganinya kontrak
EPC 1-5 pada tahun 2011. Target peak produksi dari Full
Field Facilities ini adalah 165.000 BOPD pada tahun 2015.
Sementara pemboran sumur pengembangan Jambaran
dan Kedung Keris mulai dilakukan tahun 2013.
3. Produksi
2. Development
Development of Banyu Urip Field is conducted in two
phases: EPF and Full Field Development phase. EPF
stage has started on August 31, 2009 and in 2011,
average production reached 21.388 BOPD. Full Field
Development activities have reached the Engineering,
Procurement and Construction (EPC) phase after the
signing of the EPC 1 - 5 contracts in 2011. Peak
production target of Full Field facilities is 165,000 BOPD
in 2015. While the drilling of development wells and
Kedung Keris Jambaran was began in 2013.
3. Production
Produksi Banyu Urip dari EPF ditargetkan mencapai

22.000 BOPD sedangkan pengembangan full scale
lapangan Banyu Urip ditargetkan onstream tahun 2014
dan mencapai produksi puncak pada tahun 2015 dan
2016. Profil produksi lapangan Blok Cepu diproyeksikan
berasal dari lapangan minyak Banyu Urip, lapangan gas
Jambaran-Tiung Biru dan lapangan minyak Kedung
Keris.
Banyu Urip Production from EPF is expected to reach

22,000 BOPD while the full- scale development of Banyu
Urip field is targeted to be onstream in 2014 and reaching
peak production in 2015 and 2016. Profile of Cepu Block
Field production is projected to come from Banyu Urip
oil, Jambaran Tiung Biru gas field and of Kedung Keris
oil field.
PEPC menjalankan proses bisnis dengan mengintegrasikan

tiga kegiatan utama yaitu sektor eksplorasi, pengembangan
serta produksi dengan tujuan mendapatkan kinerja dan
hasil optimal. Integrasi ketiganya memungkinkan PEPC
untuk mengalokasikan sumber daya, strategi dan kebijakan
secara optimal dalam mencapai tujuan PEPC. Berikut
gambaran singkat mengenai proses bisnis PEPC.
PEPC executes business processes by integrating three

main activities, namely exploration, development and
production in order to achieve optimum performance and
results. The integration of these 3 activities allows PEPC
to optimally allocate resources, strategies and policies in
achieving the objectives of Pertamina EP Cepu. Following
is a brief overview of PEPCs business process:

Gambar 5.1. Proses Bisnis Figure 5.1 Business Process
PERTAMINA EP CEPU MANAGEMENT
BOD
BOC
Visi, Misi, Tata Nilai & Kebijakan Perusahaan

Vision, Mission, Values & Corporate Policy
Main Activity
Pengelolaan Blok Cepu Block Cepu Operation
STAKEHOLDER
Own Operations
Shareholder
Pertamina Dana Ventura
Eksplorasi
Exploration
Pengembangan
Development
Produksi
Production
Kementerian BUMN
Ministry of SOEs
Kementerian Tenaga Kerja
Ministry of Manpower
Pemerintah RI
Indonesia
Government
Primary
Recovery
Secondary
Recovery
Tertiary
Recovery
ROI, ROE, ROA,

Profitabilitas,
Liquiditas, Solvabilitas
ROI, ROE, ROA,
Profitability,
Liquidity, Solvency
Kementerian Keuangan
Ministry of Finance
SKK Migas
Pemerintah Daerah
local government
Others
RESULT
Operated by Other
Karyawan Employee
Masyarakat Community
Pengawasan Penyaluran Minyak Banyu Urip

Supervision of Banyu Urip Oil Distribution
Blok Cepu
Block Cepu
Ideologi
Ideology
Maximizing
Shareholder
Values
Secondary Activity
GLN
PPEJ
Politik
Politic
Sosial
Social
Business Function
DEVELOPMENT
Ekonomi
Economy
Hukum
Law
Pertahanan
Defense
Geosciences
New venture
Process &
Facilities
Planning &
Evaluation
Prospect
Control
OPERATION
Drilling
Production
Facilities &
Maintenance
Reservoir
Field Activity
BUSINESS
SUPPORT
Human Capital
General Services
HSSE
Finance
Controller
Tax
Treasury
Budaya
Culture
Keamanan
Security
COMPETITORS
APH Pertamina
Pertamina
Subsidiaries
PEPC menetapkan kompetensi inti sesuai dengan proses

bisnis dengan berpedoman pada STK RJPP dan RKAP.
KKS Nasional
National PSCs
KKS Asing
Foreign PSCs
PEPC establishes core competencies in accordance with

the business processes based on System of Work
Procedure, Long Term Corporate Plan, and RKAP.
159
160
TINJAUAN BISNIS
BUSINESS OVERVIEW
Dalam merumuskan kompetensi inti, PEPC menggunakan

program dengan langkah sebagai berikut:
1) Identifikasi business process PEPC;
2) Menganalisa kekuatan masing-masing proses;
3) Menentukan proses-proses yang paling unggul dan
seharusnya unggul dikaitkan dengan rencana pencapaian
visi dan sasaran strategis PEPC.
4) Proses-proses tersebut selanjutnya diuji melalui uji Core
Competence;
5) Menetapkan Proses yang lulus uji pada tahap
sebelumnya, menjadi Kompetensi Inti PEPC.
In formulating the core competencies, PEPC applies the

program with the following steps:
1) Identify PEPCs business process;
2) Analyze the strength of each process;
3) Determine the most and supposedly superior processes
associated with a plan to achieve PEPCs vision and
strategic targets.
4) These processes then are tested through a Core
Competence test;
5) Establish processes that pass the test in the previous
stage, becoming the Core Competencies of PEPC.
PEPC melakukan review terhadap Sistem Kerja tersebut

beberapa waktu sebelum diterbitkannya RJPP PEPC 20142018. Hasil review menemukan bahwa Sistem Kerja PEPC
masih perlu dilakukan improvement untuk lebih
mengoptimalkan peluang peningkatan produktivitas
perusahaan.
PEPC reviews the Work System for some time prior to the
issuance of PEPCs Long Term Corporate Plan 2012-2016.
The results of the review showed that PEPCs work system
still requires improvement to optimize the opportunities to
increase corporate productivity.
Melakukan tinjauan dan revisi proses bisnis dilakukan setiap

2 (dua) tahun sekali sesuai dengan periode usulan perbaikan
RPTK ke SKK Migas dan atau setiap terjadi kebutuhan akan
perubahan untuk menjawab perkembangan lingkungan
bisnis yang diusulkan ke SKK Migas.
PEPC conducts review on business processes once in 2

(two) years in accordance with the period of the proposed
Manpower Utilization Plan improvement to the Special Task
Force for Upstream Oil and Gas Business Activities (SKK
Migas) and or at every need or any changes to address the
business environment development proposed to SKK Migas.
Gambar 5.2. Siklus Pengembangan STK Figure 5.2 Cycle of System of Work Procedure Development
Pemetaan
Proses Bisnis
Business Process
Mapping
Penyempurnaan
STK
Completion of STK
Perencanaan
Pengembangan STK
STK Development
Planning
Pengendalian STK
Peninjauan STK
Penyusunan STK
Penerapan STK
Preparation of STK
Control of STK
Review of STK
Implementation of STK

PEPC juga berupaya membuat bisnis proses yang selaras

dengan organisasi melalui beberapa langkah berikut:
Sebagai tambahan, pada tahun 2009 telah disahkan
suatu Charter Hubungan Korporasi PT Pertamina
(Persero) dengan Anak Perusahaan Hulu. Charter ini
antara lain mengatur pola interaksi antara entitas bisnis
yang melaksanakan aktivitas di sektor hulu. Mengingat
PEPC sebagai anak perusahaan PT Pertamina (Persero),
PEPC seyogyanya harus memastikan bahwa seluruh
proses bisnis dan panduan pelaksanaan proses bisnis
yang diterapkan di PEPC selaras dengan ketentuan yang
dimuat di dalam Charter Hubungan Korporasi
PT Pertamina (Persero) dengan Anak Perusahaan Hulu
tersebut.
Sebagai bagian dari usaha untuk menjadi perusahaan
minyak dan gas yang memiliki standar operasional
excellence yang memadai maka PEPC telah
melaksanakan restrukturisasi organisasi. PEPC
menyadari bahwa restrukturisasi organisasi semata
tidaklah memadai untuk dapat mencapai standar
operasional excellence yang diharapkan, oleh karena itu
PEPC merasa perlu menerapkan suatu proses bisnis
ramping, selaras, efektif dan efisien. Proses bisnis ini
juga harus dilengkapi dengan panduan yang jelas
mengenai tata cara pelaksanaannya dalam operasional
sehari-hari. Sebagai tambahan setiap posisi yang ada
di organisasi PEPC juga harus memiliki uraian tugas
yang jelas agar tidak terjadi tumpang tindih dalam
pelaksanaan tugasnya.
PEPC also seeks to maintain business processes in line

with the organization through the following steps:
In addition, in 2009 a Charter of Corporate Relations
between PT Pertamina (Persero) with its upstream
subsidiaries was passed. The Charter, among others,
constitus the pattern of interaction between business
entities that carry out activities in the upstream sector.
Considering PEPC as a subsidiary of PT Pertamina
(Persero), PEPC should have to ensure that all business
processes and guidelines of the implementation of
business processes applied PEPC were in line with the
provisions contained in the Charter of Corporate Relations
between PT Pertamina (Persero) with the Upstream
Subsidiary.
As part of the effort to be oil and gas company that has
an adequate excellence operational standard, PEPC has
undertaken organizational restructuring. PEPC realizes
that organizational restructuring alone is not sufficient
to achieve the expected operational excellence standard;
therefore PEPC considers the need to implement the
lean, aligned, effective and efficient business processes.
Business processes must also be equipped with clear
guidelines on the procedure for its implementation in
day-today operations. In addition to any existing position
in the PEPC organization also must have clear job
descriptions in order to avoid overlap in its duties.
KEGIATAN INVESTASI
INVESTING ACTIVITIES
PEPC yang berfokus pada eksplorasi, pengembangan serta

produksi minyak dan gas yang berperan penting sebagai
andalan utama perekonomian Indonesia, baik sebagai
devisa maupun sebagai pemasok kebutuhan energi dalam
energi. Selama tahun 2014, kegiatan investasi PEPC
diper untukan pada kegiatan pem bora n sumur
pengembangan, studi Geologi & Geofisika (G&G) serta
pengembangan Lapangan Banyu Urip dan Jambaran-Tiung
Biru & Cendana.
PEPC which focuses on exploration, development and

production of oil and gas plays an important role as a
mainstay of Indonesia economy, as well as a foreign
exchange and domestic energy supplier. During 2014, PEPC
investment activities were intended to drilling development
wells, Geological & Geophysical studies (G&G) as well as
the development of the Banyu Urip, Jambaran-Tiung Biru
& Cendana Field.
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162
TINJAUAN BISNIS
BUSINESS OVERVIEW
Gambar 5.3. Wilayah Kerja Blok Cepu Figure 5.3 Cepu Block Work Area
Central Java
EKSPLORASI
EXPLORATION
Survei Eksplorasi
Exploration Survey
Survei Eksplorasi berperan penting dalam melokalisasi

atau menemukan daerah yang mempunyai potensi
tambang yang bernilai ekonomis dan menguntungkan.
Exploration survey plays an important role in localizing

or discovering areas that are potentially valuable and
profitable for mining.
Selama tahun 2014, PEPC tidak melakukan

kegiatan survei eksplorasi.
Throughout 2014, PEPC did not conduct any

exploration survey activity.
Dalam melakukan kegiatan eksplorasi PEPC melakukan

kegiatan pengujian dan persiapan yaitu:
Pengujian KK#1 -> Langkah ini digunakan sebagai
upaya mempercepat pengujian sumur Kedung Keris
(KK#1) dengan melakukan komunikasi dengan MCL
untuk menjajagi kemungkinan PEPC sebagai
pelaksana pengujian KK-1 (Ref. JOA 4.2.a)
Lapangan ATW (Alas Tua West) -> Langkah selanjutnya
yaitu persiapan diskusi dengan SKKMIGAS
sehubungan dengan rencana restorasi pit di ATE (cost
& Scope pekerjaan)
In conducting exploration activities, PEPC organizes

testing activities and preparations such as:
KK#1 Testing -> This measure is used as an effort to
accelerate the testing of Kedung Keris (KK#1) well by
communicating with MCL to explore the possibility of
PEPC to execute the KK-1 testing (JOA 4.2.a)
ATW (Alas Old West) Field -> The next step is the
preparation of a discussion with the Special Task
Force for Upstream Oil and Gas Business Activities
(SKK Migas) related to the pit restoration plan in ATE
(cost & Scope of work)

Kegiatan Studi & Development
Study & Development Activities
BU Microgravity Baseline 1
AFE sudah di Closed Out.
AFE sedang dalam proses Closed Out sedangkan untuk
proposal closed out sedang disusun
PSDM 3D Kedung Keris
Proposal Closed out sudah dikirim, kemudian
menunggu tindak lanjut proses Closed Out berikutnya
dari SKK Migas.
PSDM 3D Cendana
Penyusunan MOM teknis dengan Team Study Ept SKK
Migas untuk melengkapi berkas proposal Closed out
Core Analisis dan Petrologi
Melakukan analisa Routine Core, petrology dan thin
section untuk sumur-sumur :
AFE has been Closed Out.
AFE is in Closed Out process while closed out proposal
is being compiled.
Kedung Keris 3D HR Development
Closed out proposal has been sent and waiting for the
next Closed out follow-up from SKK Migas.
Cendana 3D HR Development
Preparation of technical MOM with of SKK Migas Ept
Study Team to complete Closed out proposal files
Core Analysis and Petrologi
Core Routine, Petrology and thin section are being
analyzed on wells :
Tabel 5.2. Nama sumur-sumur Dalam Kegiatan Analisis dan Petrologi

Table 5.2 Name of Wells in Core Analysis and Petrology Activities
No
Nama Sumur
Name of wells
Jenis Pekerjaan
Type of Work
Progress
Progress
C06
Routine Core Analisis
100%
C06
Petrology
100%
C01
100%
C01
Petrology
100%
BW03
100%
BW03
Petrology
100%
CW10
100%
CW11
BU01
Thin Section
100%
10
BU-A1
Thin Section
100%
11
C09
100%
12
C09
Petrology
100%
53%
Pemboran Sumur Eksplorasi
Exploration Well Drilling
Pemboran Sumur Eksplorasi dilakukan untuk

membuktikan ada tidaknya hidrokarbon serta untuk
mendapatkan data-data bawah permukaan sebanyak
mungkin.
Well Exploration Drilling is conducted to prove the

existence of hydrocarbons and to obtain subsurface
data as much as possible.
Pada Tahun 2014, tidak terdapat pemboran

eksplorasi sehingga selama tahun 2014 tidak ada
realisasi pemboran eksplorasi.
There was no exploration drilling in 2014 therefore

none was realized.
163
164
TINJAUAN BISNIS
BUSINESS OVERVIEW
KEGIATAN OPERASIONAL PRODUKSI

PRODUCTION OPERATIONAL ACTIVITIES
Gambar 5.4. Nama Proyek Pengembangan Lapangan Banyu Urip EPC 1-5
Figure 5.4 Name of Banyu Urip Field Development Project EPC 1-5
Kegiatan EPC Banyu Urip
EPC Banyu Urip Activities
POD Blok Cepu yang pertama di Blok Cepu adalah POD

Lapangan Banyu Urip. Pengembangan lapangan Banyu
Urip terdiri dari 5 project EPC (Engineering Procurement &
Construction). Proses tender EPC 1-5 telah selesai pada
tahun 2011.
Banyu Urip Field POD is the first POD in Cepu Block. Banyu
Urip field development consists of 5 EPC (Engineering
Procurement & Construction) projects. EPC 1-5 tendering
processes were completed in 2011.
Gambar 5.5. Skema Project EPC 1-5 Figure 5.5 EPC 1-5 Project Scheme
Activity
Duration
(Months)
2011
2012
2013
2014
5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10
EPC-1
CONTRACT
AWARD
FULL FIELD
CAPACITY
(AUGUST 4, 2014)
EPC-1
CONTRACT
AWARD
EPC-1
36
EPC-2
22
EPC-3
28
EPC-4
27
EPC-5
28
EPC-4 & 5
CONTRACT
AWARD
5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10
2011
2012
2013
2014
1. Contract
schedule: on
stream august
2014
2. RJPP 20122015: on stream
Juli 2014
3. RJPP 20132017: on stream
September
2014
4. RJPP 20142018: 1st oil 17
November 2014,
Train A-Ready
for start up pada
31 Oktober
2014, Train B
Full Capacity
pada 31 Januari
2015 (Contract
completion)

Gambar 5.6. Central Field Facilities (CFF) Figure 5.6 Central Field Facilities (CFF)
Full Field Production Facilities (EPC 1-5) - POD

Banyu Urip
Status per 31 Desember 2014:
Full Field Production Facilities (EPC 1-5) - POD

Banyu Urip
Status as of December 31, 2014:
Tabel 5.3. Full Field Production Facilities (EPC 1-5) - POD Banyu Urip
Table 5.3 Full Field Production Facilities (EPCP 1-5) - POD Banyu Urip
100%
80%
60%
40%
20%
Baseline Completion:
4 Aug 2014 - 36 months
Completion/Commissioning:
- Aug 2014 Onshore Pipeline ( )
- Nov 2014 Offshore ( )
- Nov 2014 Mooring Tower ( )
- Nov 2014 FSO Tie-in ( )
- Jan 2015 Crude oil Filling Pipeline
& FSO ( )
Recovery Plan 97.5%

Actual 93.9
Forecast:
- Feb 2015 Raw Water Basin Filling ( )
- July 2015 RFSU First Oil ( )
- Nov 2015 CPF Full Capacity ( )
EPC PROGRESS
BASELINE
31-Dec-2014
FORECAST
NO
PROYEK
BASELINE FORECAST ACTUAL
Reforecast
EPC 1
100.0%
ReBaseline
EPC 2
100.0%
100.0% 100.0%
Recovery
EPC 3
100.0%
100.0%
99.8%
Recovery II
EPC 4
100.0%
100.0%
99.6%
EPC 5
100.0%
99.8%
90.7%
OVERALL
100.0%
97.5%
93.9%
ACTUAL
95.5%
0%
2011
2012
2013
2014
2015
90.5%
165
166
TINJAUAN BISNIS
BUSINESS OVERVIEW
EPC-1: Production Processing Facilities
EPC-1: Production Processing Facilities
Contract Award EPC-1 telah ditandatangani tanggal

5 Agustus 2011 kepada pemenang tender yaitu konsorsium
Tripatra-Samsung, dengan durasi kontrak selama 36 bulan
dengan nilai kontrak sebesar USD 746,3 Juta.
Status per 31 Desember 2014 :
(Prev 88.90%)
The EPC-1 Contract was signed on August 5, 2011, awarded

to the winning bidder the Tripatra-Samsung consortium,
with a contract duration of 36 months and a contract value
of USD 746.3 million.
(Prev 88.90%)
Tabel 5.4. Production Processing Facilities (EPC-1) Table 5.4 Production Processing Facilities (EPC-1)
No
Project
Plan (%)
Actual (%)
Engineering
100
99,20
Procurement
99,90
95,90
Construction
88,70
81,30
Commissioning
55,00
01,79
Overall
95,50
90,50
Grafik 5.6 Production Processing Facilities (EPC-1) (%) Chart 5.6 Production Processing Facilities (EPC-1) (%)
100
99,20
99,90 95,90
88,70
81,30
Plan
Actual
55,00
01,79
Engineering
Procurement
Lingkup pekerjaan EPC-1 meliputi:

Pembangunan Wellpad untuk 42 sumur
Flowline dari wellpad menuju CPF
Gas Handling & Injection (75 MCFD)
Sour Crude Processing & stabilization (185 kBD)
Crude Storage (125 kBD) & export pump
Power Generation
Produced Water Treatment
Fuel Gas Treatment
Construction
Commissioning
The EPC-1 scope of work covers:

Construction of Wellpad for 42 wells
Flowline from wellpad to CPF
Gas Handling & Injection (75 Mcfd)
Sour Crude Processing & stabilization (185 kbd)
Crude Storage (125 kbd) & export pump
Power Generation
Produced Water Treatment
Fuel Gas Treatment
EPC-2 : Onshore Export Pipeline
EPC-2 : Onshore Export Pipeline

31 Oktober 2011 kepada pemenang tender yaitu IKPTKELSRI, dengan durasi kontrak selama 22 bulan dengan
nilai kontrak sebesar USD 57 Juta (diluar pengadaan material
pipa).
The EPC-2 Contract was signed on October 31, 2011,

awarded to the winning bidder IKPT-KELSRI, with a contract
duration of 22 months and a contract value of USD 57
million (excluding procurement of pipe material).

Status per 30 November 2014 :
Status as of November 30, 2014:
Tabel 5.5. Onshore Export Pipeline (EPC-2) Table 5.5 Onshore Export Pipeline (EPC-2)
No
Project
Plan (%)
Actual (%)
PMT
100
100
Engineering
100
100
Procurement
100
100
Transportation
100
100
Construction
100
100
System Completion
100
100
Overall
100
100
Grafik 5.7 Onshore Export Pipeline (EPC-2) (%) Chart 5.7 Onshore Export Pipeline (EPC-2) (%)
100
100
100
100
100
100
100
100
100
100
100
100
Plan
Actual
PMT
Engineering
Procurement
Transportation
Lingkup pekerjaan meliputi:

Onshore Pipeline 72 km x 20" dia. X60 API 5L,
0,375 inch WT, Produksi pipa : KHI dan Indal
Pipa untuk Horizontal Directionally Drilled (HDD),
20" dia. X60 API 5L, 0,500 inch WT, Produksi
pipa : Jepang
Pipa insulation
Construction
System
Completion
Scope of work covers:

Onshore Pipeline 72 km x dia of 20". X60 API 5L,
0.375 inch WT, Pipe Production: KHI and Indal
Pipe for Horizontal Directionally Drilled (HDD), dia
of 20". X60 API 5L, 0.500 inch WT, Pipe Production:
Japan
Insulation Pipe
EPC-3: Offshore Export Pipeline & Mooring Tower
EPC-3: Offshore Export Pipeline & Mooring

Tower

1 November 2011 kepada pemenang tender yaitu RekindLikpin (RL), dengan durasi kontrak selama 28 bulan dengan
nilai kontrak sebesar USD 131 Juta.
The EPC-3 Contract was signed on November 1, 2011

awarded to the winning bidder Rekind-Likpin (RL), with a
contract duration of 28 months and a contract value of
USD 131 million.
Tabel 5.6. Offshore Export Pipeline & Mooring Tower (EPC-3) Table 5.6 Offshore Export Pipeline And Mooring Tower (EPC-3)
No
Project
Plan (%)
Actual (%)
Engineering
100
100
Procurement
100
100
Fabrication
100
100
Transportation
100
100
Installation
100
100
Commisioning
100
81,8
Overall
100
99,8
167
168
TINJAUAN BISNIS
BUSINESS OVERVIEW
Grafik 5.8. Offshore Export Pipeline & Mooring Tower (EPC-3) (%) Chart 5.8 Offshore Export Pipeline And Mooring Tower (EPC-3) (%)
100
100
100
100
100
100
100
100
100
100
100
82
Plan
Actual
Engineering
Procurement
Fabrication
Transportation
Lingkup pekerjaan selama 28 bulan meliputi:

Offshore Pipeline 23 km x 20" dia
Rigid steel riser
Mooring Tower 33 meter water depth
Piled tower Structure
Lifting & pigging facilities
Installation
Commisioning
Scope of work for 28 months covers:

Offshore Pipeline 23 km x dia of 20"
Rigid steel riser
Mooring Tower 33 meters water depth
Piled Tower Structure
Lifting & pigging facilities
EPC - 4: Floating Storage & Offloading ("FSO")
EPC - 4: Floating Storage & Offloading ("FSO")
Contract Award EPC-4 telah ditandatangani tanggal 28

Oktober 2011 kepada pemenang tender yaitu ScorpaSembawang (SSC), dengan durasi kontrak selama 27 bulan
dengan nilai kontra k sebes ar USD 298 Juta.
The EPC-4 Contract was signed on October 28, 2011,

awarded to the winning bidder Scorpa-Sembawang (SSC),
with a contract duration of 27 months and a contract value
of USD 298 million.
Tabel 5.7. Floating Storage & Offloading (EPC-4) Table 5.7 Floating Storage And Off Loading ("FSO") (EPC-4)
No
Project
Plan (%)
Actual (%)
Engineering
100
99,7
Procurement
100
99,8
Construction
100
100
Completion
100
90,0
Overall
100
99,4
Grafik 5.9. Floating Storage & Offloading (EPC-4) (%) Chart 5.9 Floating Storage and Off Loading (EPC-4) (%)
100
100
100
100
100
100
100
82
Plan
Actual
Engineering
Procurement
Construction
Completion


Konversi kapal tanker berjenis 90's vintage VLCC
menjadi FSO dengan kapasitas min 1.7 juta bbl
30,000-50,000 bbl/hr offloading rate
Capacity to accommodate 50,000-300,000 dwt
tankers
60-70 person living quarters
Scopes of work including:

Tanker ship conversion from a 90's vintage VLCC type
into an FSO with minimum capacity of 1.7 million bbl
30,000-50,000 bbl/hr offloading rate
Capacity to accommodate 50.000 to 300.000 dwt
tankers
60-70 persons living quarters
EPC-5: Infrastructure Facilities
EPC-5: Infrastructure Facilities
Contract Award EPC-5 telah ditandatangani tanggal 6

Desember 2011 kepada pemenang tender yaitu Rekind-HK
(RH), dengan durasi kontrak selama 28 bulan dengan nilai
kontrak sebesar USD 95 Juta.
The EPC-5 Contract was signed on December 6, 2011,

awarded to the winning bidder Rekind-HK (RH), with a
contract duration of 28 months and a contract value of
USD 95 million.
Status per 28 Desember 2014 :
Tabel 5.8. Infrastructure Facilities (EPC-5) Table 5.8 Infrastructure Facilities (EPC-5)
No
Project
Plan (%)
Actual (%)
100
99,4
Engineering
Procurement
100
97,3
Construction
99,9
82,2
Commisioning
89,2
8,30
Overall
99,7
90,6
Grafik 5.10. Infrastructure Facilities (EPC-5) (%) Chart 5.10 Infrastructure Facilities (EPC-5) (%)
100
99,4
100
99,9
97,3
82,2
89,2
8,30
Engineering
Procurement
Construction

Solo Riverwater retention basin (5.5 Mm3)
Administration, Operation & Maintenance buildings
Personnel Housing & Support facilities
Road & utility infrastructure
Plan
Actual
Commisioning
Scope of work covers:

Solo Riverwater retention basin (5.5 Mm3)
Administration, Operation & Maintenance buildings
Personnel Housing & Support facilities
Road & utility infrastructure
169
170
TINJAUAN BISNIS
BUSINESS OVERVIEW
KEGIATAN PEMBORAN PENGEMBANGAN BANYU URIP

BANYU URIP DEVELOPMENT DRILLING ACTIVITIES
Progres pemboran pengembangan hingga akhir Desember
2014 adalah sebagai berikut:
Development drilling progress as of the end of December

2014 is as follows:
a. Progress Pemboran Well Pad B
a. Well Pad B Drilling Progress
Gambar 5.7. Progress Pemboran Well Pad B Figure 5.7 Well Pad B Drilling Progress
HOLE 24 & CASING 18-5/8
HOLE 17 1/2 & CASING 13-3/8
HOLE 12-1/4 & CASING 9-5/8
HOLE 8-1/2 & LINER 7
HOLE 6-1/8 & LINER 4-1/2
MECH. COMPL 5-1/2 TUBING
RKAP 2014
Realisasi Realization
Pemboran dilakukan pada 16 sumur di well pad C dengan

urutan trajek :
Bor Trayek I 1000 ft (hole 24" & casing 18-5/8") ' selesai
16 dari 16 sumur.
Bor Trayek II 2500 ft (hole 17-1/2" & casing 13-3/8") '
selesai 16 dari 16 sumur.
Bor Trayek III 4000 ft (hole 12-1/4" & casing 9-5/8") '
Bor Trayek IV 5000 ft (hole 8-1/2" & Liner 7") ' selesai 16
dari 16 sumur.
Bor Trayek V 6000 ft (hole 6-1/8" & Liner 4-1/2") ' selesai
16 dari 16 sumur.
Trayek VI Mechanical Completion (set tubing 5-1/2") '
selesai 16 dari 16 sumur
Status 31 Desember 2014 : (Sumur B10) Selesai Cased
hole logging dan perforasi pada sumur B11 dan
dilanjutkan skid rig ke sumur B11.
Perforasi : selesai 14 sumur dari 16 sumur
Drillings were carried out in 16 wells in the well pad C with

Batch sequences:
Drill Batch I 1000 ft (hole 24" & casing 18-5/8") ' completed
16 of 16 wells.
Drill Batch II 2500 ft (hole 17-1/2" & casing 13-3/8") '
completed 16 of 16 wells.
Drill Batch III 4000 ft (hole 12-1/4" & casing 9-5/8") '
Drill Batch IV 5000 ft (holes 8-1/2" & Liner 7") ' completed
16 of 16 wells.
Drill Batch V 6000 ft (holes 6-1/8" & Liner 4-1/2") '
Batch VI Mechanical Completion (set tubing 5-1/2") '
completed 16 of 16 wells
Status of December 31, 2014: (Well B10) Cased hole
logging and perforation in wells B11 were completed
and proceeded to skid rig to B11 well.
Perforation: completed 14 wells of 16 wells

b. Progress Pemboran Well Pad C
b. Well Pad C Drilling Progress
Gambar 5.8. Progress Pemboran Well Pad C Figure 5.8 Well Pad C Drilling Progress
HOLE 24 & CASING 18-5/8
HOLE 17 1/2 & CASING 13-3/8
HOLE 12-1/4 & CASING 9-5/8
HOLE 8-1/2 & LINER 7
HOLE 6-1/8 & LINER 4-1/2
MECH. COMPL 5-1/2 TUBING
RKAP 2014
Pemboran dilakukan pada 16 sumur di well pad C dengan

urutan trajek :
Bor Trayek I 1000 ft (hole 24" & casing 18-5/8") ' selesai
16 dari 16 sumur.
Bor Trayek II 2500 ft (hole 17-1/2" & casing 13-3/8") '
Bor Trayek III 4000 ft (hole 12-1/4" & casing 9-5/8") '
Bor Trayek IV 5000 ft (hole 8-1/2" & Liner 7") ' selesai 16
dari 16 sumur.
Bor Trayek V 6000 ft (hole 6-1/8" & Liner 4-1/2") ' selesai
16 dari 16 sumur.
Trayek VI Mechanical Completion (set tubing 5-1/2") '
Status 31 Desember 2014: (Sumur C10) cementing job
4-1/2" liner, persiapan rig skid ke sumur C12, untuk
dilanjutkan set tubing 5-1/2".
Perforasi : selesai 11 sumur dari 16 sumur.
Drillings were carried out in 16 wells in the well pad C with

Batch sequences:
Drill Batch I 1000 ft (hole 2 " & casing 18-5/8") ' completed
16 of 16 wells.
Drill Batch II 2500 ft (hole 17-1/2" & casing 13-3/8") '
Drill Batch III 4000 ft (hole 12-1/4" & casing 9-5/8") '
Drill Batch IV 5000 ft (holes 8-1/2" & Liner 7") ' completed
16 of 16 wells.
Drill Batch V 6000 ft (holes 6-1/8" & Liner 4-1/2") '
Batch VI Mechanical Completion (set tubing 5-1/2") '
completed 13 of 16 wells
Status of December 31, 2014: (Well C10) cementing job
4-1/2" liner, preparation of skid rig to C12 well, proceeded
to set tubing 5-1/2".
Perforation: completed 14 wells of 16 wells
Pelaksanaan POD Banyu Urip senilai USD3,58 Milyar (Ref.

Surat No. 5997/11/MEM/2009, tanggal 31 Desember 2009).
Peningkatan kinerja operasional penyaluran Minyak Mentah
Banyu Urip melalui pipa BOO PT Geo Putera Perkasa.
Banyu Urip POD implementation amounting to US$ 3.58

billion (Ref. Letter No. 5997/11/MEM/2009, dated December
31, 2009). Improved operational performance of Banyu Urip
crude oil distribution through PT Geo Putera Perkasa BOO
pipelines.
171
172
TINJAUAN BISNIS
BUSINESS OVERVIEW
Tabel 5.9 Kinerja Operasi Tahun 2014 Table 5.9 Operational Performance in 2014
Kegiatan
Activity
Satuan
Unit
RKAP 2014
RKAP 2014
Realisasi 2014
Realization 2014
Pencapaian
Achievement
Sumur
Well
19
32
168%
PROYEK BANYU URIP TAHUN 2014 (KPI)

BANYU URIP PROJECT IN 2014 (KPI)
Forecast
100%
Actual
93,9%
PROYEK JAMBARAN-TIUNG BIRU

TAHUN 2014
JAMBARAN-TIUNG BIRU PROJECT IN 2014
Forecast
5,37%
Actual
4,87%
PEMBORAN PENGEMBANGAN
DEVELOPMENT DRILLING
- Banyu Urip
PRODUKSI & LIFTING

PRODUCTION & LIFTING
- Produksi EPF & EOE Banyu Urip
Banyu Urip EPF & EOE Production
18.636 *)
BOPD
- Lifting EPF & EOE Banyu Urip

Banyu Urip EPF & EOE Lifting
- Usulan Revisi Produksi/Lifting EPF & EOE
Banyu Urip Production Revision Proposal/
Banyu Urip EPF & EOE Lifting
14.124 *)
74,2%
97,9%
13.831
12.600
Gambar 5.9. Kinerja Pemboran

Pengembangan Lapangan Banyu Urip Tahun 2014
Figure 5.9 Banyu Urip Field
Development Drilling Performance
32*
109,7%
RKAP 2014
YTD REALIZATION DECEMBER 2014
SUMUR B-01
SUMUR B-02
SUMUR B-03
SUMUR B-04
SUMUR B-05
SUMUR B-06
SUMUR B-07
SUMUR B-08
SUMUR B-09
WELL B-01
WELL B-02
WELL B-03
WELL B-05
WELL B-06
WELL B-07
WELL B-08
PERCEPATAN WAKTU PEMBORAN:

ACCELERATION OF TIME DRILLING:
Well Pad B (Rig 1 / DS # 08),
kumulatif lebih cepat = 237.9 hari
faster cummulative = 237.9 days
REALISASI
YTD DESEMBER 14
RKAP 2014
WELL B-04
Keterangan Note:
*) - PEPC telah melaporkan ke Direktorat Hulu terkait dengan

penolakan usulan WPBFO oleh SKK Migas melalui surat
no. 891/CP0000/2013-S1 tanggal 22 Oktober 2013. | PEPC
has reported to Upstream Directorate concerning WPBFO
proposal rejection by SKK Migas through letter no. 891/
CP0000/2013-S1 dated October 22, 2013.
- PEPC telah melaporkan ke Direktorat Hulu terkait dengan
status belum diperoleh persetujuan usulan WPBFO oleh
ESDM, UKP4 dan SKK Migas melalui surat no. 1055/
CP0000/2013-S1 tanggal 17 Desember 2013. | PEPC has
reported to Upstream Directorate concerning WPBFO
proposal delayed approval by Ministry of Energy and Mineral
Resources, Presidential Work Unit for Development
Monitoring and Control and SKK Migas through letter no.
1055/CP0000/2013-S1 dated December 17, 2013.
- PEPC telah mengusulkan revisi target produksi 2014 ke
Direktorat Hulu melalui surat No. 137/CP0000/2014 tanggal
21 Februari 2014, dari semula 18.636 bopd menjadi 12.600
bopd | PEPC has proposed 2014 production target revision
t o U ps t r ea m D i r e c t or a t e t hr o ug h l e t t er N o.
137/CP0000/2014 dated February 21, 2014, from 18,636
bopd to 12,600 bopd.
- PEPC telah menyampaikan usulan evaluasi KPI 2014 terkait
dengan perubahan pencapaian produksi melalui surat No.
221/CP0000/2014-S0 tanggal 25 Maret 2014. | PEPC has
submitted KPI 2014 evaluation proposal concerning
changes in production achievement through letter No.
221/CP0000/2014-S0 dated March 25, 2014.
- PEPC telah menyampaikan Draft Surat Dir. Utama PT.
Pertamina (Persero) ke Menteri BUMN melalui surat No.
575/CP0000/2014-S0 tanggal 22 September 2014, perihal
penolakan program kerja WPBFO dan usulan Program Kerja
EOE serta terkait dengan Status WKP ADK dari
Pengembangan menjadi Eksplorasi. | PEPC has submitted
PT. Pertamina (Persero) President Director Draft Letter to
Minister of State-Owned Enterprises through letter No.
575/CP0000/2014-S0 dated September 22, 2014,
concerning WPBFO work program rejection and EOE Work
Program proposal and concerning ADK Mining Working
Area Status from Development to Exploration.
- Sampai dengan saat ini upaya tersebut diatas belum
mendapat jawaban. | As of today, responses for these
efforts have not been received.
WELL B-09
PAD B
SUMUR B-10
WELL B-10
SUMUR B-11
WELL B-11
SUMUR BW-01
WELL BW-01
Well Pad C (Rig 2 / DS # 09),

kumulatif lebih cepat = 530.7 hari
faster cummulative = 530.7 days
SUMUR BW-02
SUMUR BW-03
SUMUR BW-04
WELL BW-02
WELL BW-03
WELL BW-04
SUMUR BW-05
19*
WELL BW-05
SUMUR C-01
SUMUR C-02
SUMUR C-03
SUMUR C-04
SUMUR C-05
WELL C-01
WELL C-02
WELL C-03
WELL C-04
WELL C-05
SUMUR C-06
SUMUR C-07
WELL C-06
WELL C-07
SUMUR C-08
RKAP 2014
RKAP 2014
REALISASI
YTD DESEMBER 14
YTD REALIZATION DECEMBER 2014
WELL C-08
SUMUR C-09
PAD C
WELL C-09
SUMUR C-10
WELL G2C
TIDAK ADA PROGRAM KERJA

PEMBORAN EKSPLORASI DI TAHUN 2014
NO EXPLORATION DRILLING WORK PROGRAM IN 2014
WELL C-12
SUMUR G2C
1
1
WELL C-10
SUMUR C-12
* Tajak Spudding
SUMUR CW-09
SUMUR CW-10
SUMUR CW-11
WELL CW-09
WELL CW-10
WELL CW-11
SUMUR CW-12
WELL CW-12
TOTAL
19
32

PENGEMBANGAN GAS TERINTEGRASI ANTARA LAPANGAN UNITISASI

JAMBARAN-TIUNG BIRU (JTB) & LAPANGAN CENDANA (MCL)
INTEGRATED GAS DEVELOPMENT BETWEEN OF JAMBARAN-TIUNG BIRU (JTB)
UNITIZATION FIELD AND CENDANA (MCL) FIELD
Gambar 5.10. Progres Proyek JTB Figure 5.10 JTB Project Progress
Plan
5.37%
Actual
4.87%
Deviation -0.50%
31 Desember 2014
December 31, 2014
PEPC sebagai Operator Pelaksana Proyek Pengembangan

Lapangan Unitisasi Jambaran Tiung Biru dengan nilai
investasi sebesar US$ 2,429 milyar (CAPEX) dan
mendapatkan alokasi Gas Bumi sebesar 100 MMSCFD dari
Lapangan Gas Bumi Jambaran Tiung Biru kepada PT.
Pertamina (Persero).
PEPC as Operator of the Jambaran - Tiung Biru Field

Unitization Development Project with an investment of
US$2.429 billion (CAPEX), obtains an allocation of 100
MMSCFD gas from the Jambaran - Tiung Biru Field to PT.
Pertamina (Persero).
Pengembangan Gas Terintegrasi Antara Lapangan Unitisari

Jambaran-Tiung Biru (JTB) & Lapangan Cendana (MCL)
terdiri dari :
The Integrated Gas Development of the Jambaran - Tiung

Biru Fields (JTB) Unitization with the Cendana Field (MCL)
consists of:
ENGINEERING
ENGINEERING
HSSE
HSSE
Tahun 2014 melakukan pekerjaan FEED yaitu melakukan

progress pekerjaan sebesar 48.09%, Review dokumendokumen Process, Mechanical, Civil, Project Management,
dan Electrical Instrument, Pelaksanaan Workshop HAZOP
Batch I dan II, dan Presentasi Recovery Schedule oleh SF,
mengenai penjelasan strategi penyelesaian pekerjaan FEED
Kegiatan HSSE yaitu (a) persetujuan AMDAL terkait hasil

Survei Jalur dengan Tim Penilai ANDALALIN, (b) Penyusunan
SOP interface Wellpad Drilling Operation, Penyusunan
Emergency Response Plan (ERP) - Proyek Pengembangan
Gas JTB, dan Sosialisasi Sistem Manajemen HSSE.
In 2014 the FEED work took place, which was to complete

48.09% of work progress, review the documents of Process,
Mechanical, Civil, Project Management, and Electrical
Instrument, Implementation of Workshop HAZOP Batch I
and II, and Recovery Schedule Presentation by SF, on
description of FEED completion strategy.
HSSE activities include (a) EIA agreement on Track Survey

with Traffic Impact Analysis, (b) The establishment of Well
Pad Drilling Operation interface SOP, establishment of
Emergency Response Plan (ERP) - JTB Gas Development
Project, and HSSE Management System Socialization.
173
174
TINJAUAN BISNIS
BUSINESS OVERVIEW
PROCUREMENT
PROCUREMENT
Sedangkan EPC-B (Pipeline & Infrastucture) melakukan

finalisasi revisi lingkup kerja/SOW (scope of work), distribusi
dokumen lelang kepada Peserta Lelang Pre bid meeting
akan dilaksanakan pada Januari 2015.
While the EPC-B (Pipeline & Infrastructure) conducts

finalization of scope of work / SOW (scope of work) revision,
the distribution of tender documents to the Bidder of Prebid
meeting will be held in January 2015.
LAND
LAND
Penetapan Penilai Publik oleh Kepala Kantor Pertanahan

Bojonegoro ditargetkan pada awal Maret 2015, diikuti
dengan penilaian harga tanah privat, dan diharapkan
musyawarah harga tanah dapat dilakukan bulan April 2015.
The decision of Public Assessor by the Head of Land Office

of Bojonegoro is targeted for early March 2015, followed
by price assessment of private land, whose land price
discussion is expected to be conducted in April.
REGULATORY
REGULATORY
Dalam procurement terdiri dari EPC-A (Gas Processing

Facilities) dan EPC-B (Pipeline & Infrastucture). EPC-A (Gas
Processing Facilities) menyampaikan dan membahas
dokumen Bid Plan ke SKK Migas, Proses persetujuan Bid
Plan / Rencana Lelang oleh SKK Migas, Pembahasan Exhibit
dokumen lelang oleh Tim PEPC.
Rencana pembangunan proyek JTB akan dilakukan pada

tanah privat dengan cara dibebaskan (dibeli) dan tanah
perhutani dengan cara Pinjam Pakai Kawasan Hutan
(PPKH). Untuk tanah privat, perkembangan sampai saat ini
adalah telah diterbitkannya peta bidang perbidang oleh
Satgas A dan pengumpulan data yuridis lanjutan oleh
Satgas B. Kemudian akan dilanjutkan dengan pengumuman
hasil inventarisasi dan identifikasi di 5 (lima) desa yang
terkena proyek, dijadwalkan pada Februari/Maret 2015.
Pengajuan ijin perlintasan sungai untuk pembuatan jalur

pipa gas dan akses jalan telah disampaikan ke Ditjen Sumber
Daya Air Pusat (SDA), diposisi telah diterbitkan oleh SDA
kepada Balai Besar Wilayah Sungai Bengawan Solo (BBWSBS) sebagai pelaksana lapangan. Asistensi untuk
pembuatan akses jalan (box culvert dan jembatan) dengan
BBWS-BS telah dilakukan, tinjauan lapangan diharapkan
dilakukan pada akhir Februari 2015. Dari asistensi dan
tinjauan lapangan tersebut BBWS_BS akan menerbitkan
rekomendasi, dan rekomendasi tersebut sebagai dasar SDA
untuk menerbitkan ijin Perlintasan Sungai (diharapkan bulan
maret/April 2015). Ijin gangguan (HO) untuk Jambaran East
serta pembuatan akses jalan baru yang melintasi kabupaten
telah diperoleh dari instansi yang bersangkutan. Izin-izin
lainnya akan diporses setelah pembebasan tanah selesai
dilakukan. Sementara itu untuk RDTRK, Pemkab Bojonegoro
telah menyampaikan scope of work (SOW) yang diinginkan
kepada SKK Migas dan KKKS wilayah Bojonegoro,
diharapkan SKK Migas akan menunjuk konsultan untuk
pelaksanaan studi RDTRK sesuai dengan SOW yang
diinginkan oleh Pemkab Bojonegoro.
Procurement consists of EPC-A (Gas Processing Facilities)

and EPC-B (Pipeline & Infrastructure). EPC-A (Gas Processing
Facilities) presents and discusses Bid Plan documents with
the SKK Migas, Bid Plan / approval process by SKK Migas,
discussion on Exhibits of the tender documents by the
PEPC Team.
The JTB project development plan will be carried out on

private land through acquisition (purchase) and Perhutani
land by way of a Forestry Permit (PPKH). The development
for the private land is currently in the stage of map issuance
by parcels of land by Task Force A and compilation of
advanced judicial data by Task Force B. the effort will then
be followed by the announcement of inventorying and
identification at five (5) villages affected by the project,
which is scheduled in Febr ua ry/Mar ch 2015.
The request of river crossing permit for the construction of

gas pipeline and road access was submitted to the
Directorate General of Central Water Resources (SDA), and
has been issued by the SDA to the Main Station of Bengawan
Solo River Region (BBWS-BS) as the field operator. The
assistance for road access construction (box culvert and
bridge) with the BBWS-BS has been conducted, with
expected field visit in February 2015/ from the assistance
and field visit, BBWS-BS will then issue the recommendation
for SDA to determine the River Crossing permit (expected
in March/April 2015). Nuisance Ordinances (HO) for
Jambaran East and the construction of new road access
crossing the regencies have been obtained from the
relevantagency. Other permits will be processed following
the completion of land acquisition. Meanwhile, for the
RDTRK, Bojonegoro Regional Government has submitted
the requested scope of work (SOW) to SKK Migas and KKKS
at Bojonegoro Region, in which the SKK Migas is expected
to appoint a consultant for the implementation of RDTRK
study in accordance with the SOW desired by the Bojonegoro
Regional Government.

KEGIATAN OPERASIONAL PRODUKSI

PRODUCTION OPERATION ACTIVITIES
Produksi tahun 2014 diperoleh dari Early Production Facilities

(EPF) dengan target produksi 41.413 BOPD (PEPC share
45%: 18.636 BOPD) dan realisasi sampai dengan Desember
2014 produksi rata-rata mencapai 30.735 BOPD (PEPC
Share 45%: 13.831 BOPD) atau 74% dari target RKAP 2014
dengan kumulatif produksi tahun 2014 PEPC Share
mencapai 5.048.297 barrel. Penjualan minyak dialokasikan
sesuai kontrak yang ada yaitu ke PT Pertamina (Persero)
dan PT Tri Wahana Universal (TWU).
Production in 2014 was obtained from the Early Production

Facilities (EPF) with a target production of 41,413 BOPD
(PEPC share 45%: 18,636 BOPD) and realization until
December 2014 for average production has reached 30,735
BOPD (PEPC Share 45%: 13,831 BOPD) or 74% of the target
2014 RKAP, with cumulative production in 2014 PEPC Share
reaching 5,048,298 barrels. Oil sales were allocated
according to existing contracts, namely to PT Pertamina
(Persero) and PT Tri Wahana Universal (TWU).
Grafik 5.11 Pertumbuhan Minyak 2014 terhadap RKAP 2014 Chart 5.11 Growth of Oil in 2014 compared to RKAP 2014
18,64
18,64
13,84
13,83
Minyak
(MBOPD)
Oil
(MBOPD)
Associated
Gas (MMSCFD)
5,65
5,44
5,65
5,47
Grafik 5.12 Pertumbuhan Migas 2014 Terhadap RKAP 2014 Chart 5.12 Growth of Oil And Gas in 2014 Compared to RKAP 2014
18,64
18,64
13,84
13,83
2014 RKAP RKAP 2014
Migas
(MBOEPD)
Oil & Gas
(MBOEPD)
2014 Prognosa-3
2014 DD RKAP s.d. Des RKAP until Dec.
2014 Realisasi YTD Des Realization YTD Dec.
Tabel 5.10 Parameter Transaksi PEPC Tahun 2014 Table 5.10 PEPC Transaction Parameter In 2014
2013
2014
Uraian
Description
RKAP
RKAP
Audited
Audited
thd RKAP
to RKAP
thd 2013
to 2013
4=2:1
5=2:3
99.69
88.18
98.87
88.45
89.19
HARGA
ICP (USD/BBLs)
PRICE
ICP (USD/BBLs)
KURS
EXCHANGE RATE
Kurs Biaya (IDR/USD)
Fee Exchange Rate (IDR/USD)
10,500
11,878
10,451
113.12
113.65
Kurs Neraca (IDR/USD)
Balance Exchange Rate (IDR/USD)
10,500
12,440
12,189
118.48
102.06
BIAYA PER SATUAN PRODUK
COST PER PRODUCT UNIT
Production Cost (Own Operation)

- Minyak Mentah (USD/BBLs)
Production Cost (Own Operation)

- Crude Oil (USD/BBLs)
13.73
13.98
14.55
101.86
96.07
Operating Cost (Own Operation)

- Minyak Mentah (USD/BBLs)
Operating Cost (Own Operation)

- Crude Oil (USD/BBLs)
22.22
21.76
24.41
97.91
89.16
175
176
TINJAUAN BISNIS
BUSINESS OVERVIEW
Grafik 5.13 Realisasi, Proyeksi dan Sasaran Produksi PEPC (Share 45%) Tahun 2014
Chart 5.13 Production Realization, Projection, and Target of PEPC (45% Share) in 2014
27,000
Target
Prognosa
24,000
21,000
18,000
15,000
12,000
9,000
6,000
3,000
JAN REAL
FEB REAL
MAR REAL
APR REAL
MAY REAL
JUN REAL
JUL REAL
AUG REAL
SEP REAL
OCT REAL
NOV REAL
DEC REAL
REALISASI PROGNOSA
SASARAN
PENCAPAIAN PRODUKSI
PENJUALAN MINYAK MENTAH

CRUDE OIL SALES
Total penjualan minyak mentah Kontraktor Kontrak Kerja

Sama (KKKS) Blok Cepu tahun 2014 adalah 11.218.438
Barrel dengan bagian (share) PEPC 45% adalah 5.048.297
Barrel. Penjualan minyak mentah dialokasikan sesuai
kontrak yang ada yaitu ke PT Pertamina (Persero) dan
Tri Wahana Universal (TWU).
Total crude oil sales of Contractor of Cooperation Contract

(KKKS) of Cepu Block in 2014 was 11,218,439 barrels with
PEPC share at 45% or 6,516,326 barrels. Sales of crude oil
were allocated according to existing contracts, namely to
PT Pertamina (Persero) and to PT Tri Wahana Universal
(TWU).
Tabel 5.11. Realisasi Penjualan dan PEPC Share 45% Tahun 2014 Table 5.11 Sales Realization and PEPC 45% share in 2014
Pelanggan
Customer
No
PT Tri Wahana Universal (TWU)

TOTAL
Realisasi Penjualan
Realisasi Penjualan
PEPC Share 45%

PEPC Share 45%
6.305.557 Barrel
2.837.501 Barrel
4.912.881 Barrel
2.210.796 Barrel
11.218.438 Barrel
5.048.297 Barrel

Total penjualan minyak mentah Kontraktor Kontrak Kerja Sama (KKKS) Blok Cepu
tahun 2014 adalah 11.218.438 Barrel dengan bagian (share) PEPC 45% adalah
5.048.297 Barrel. Penjualan minyak mentah dialokasikan sesuai kontrak yang ada
yaitu ke PT Pertamina (Persero) dan Tri Wahana Universal (TWU).
Total crude oil sales of Contractor of Cooperation Contract (KKKS) of Cepu Block in 2014 was
11,218,439 barrels with PEPC share at 45% or 6,516,326 barrels. Sales of crude oil were allocated
according to existing contracts, namely to PT Pertamina (Persero) and to PT Tri Wahana Universal
(TWU).
Peningkatan ini didorong oleh meningkatnya Perubahanperubahan penting yang telah dilakukan dan berpengaruh
terhadap posisi kompetitif PEPC antara lain:
EPF Optimalization ke 24.000 BPOD (by PEPC - MCL).
PEPC berkoordinasi dengan MCL dalam optimalisasi
produksi yaitu dengan melakukan penambahan bypass
line ke stabilizer dan penginstalan Gas Cooler,
Pipeline Looping dari Gayam ke Mudi pada Desember
2012 sehingga dapat mengurangi beban operasioanal
untuk penggunaan DRA,
EPF Ekspansion ke 27.000 BOPD (by PEPC - MCL)
PEPC berkoordinasi dengan MCL untuk meningkatkan
produksi menjadi 27.000 BOPD yaitu dengan melakukan
modifikasi EPF (penambahan Oil Cooler, penambahan
control valve, dan penggantian PCV dari 3" menjadi 4"
pada line Export),
EPF Ekspansion ke 28.000 BOPD (by PEPC - MCL). PEPC
berkoordinasi dengan MCL untuk meningkatkan produksi
menjadi 28.000 BOPD yaitu dengan melakukan
penggantian membrane dan modifikasi pipa.
berkoordinasi dengan MCL untuk melakukan EPF
Optimization dengan cara Well Performance monitoring &
improvement.
berkoordinasi dengan MCL untuk melakukan peningkatan
produksi dari 29 KBD menjadi >29 KBD setelah dilakukan
Shutdown Maintenance EPF (Membrane replacement,
Booster Pump Installation, Install 2" fuel Gas HP
Compressor).
EPF Ekspansion ke 40.000 BOPD (by PEPC - MCL).
Dengan adanya tambahan program Early Oil Ekspansion
yang diinisiasi oleh PEPC maka tambahan fasilitas yang
disewa dari Schlumberger untuk dapat mengalirkan
produksi dari Well Pad C sebesar 10 KBD pertanggal 23
Oktober 2014, sehingga total produksi dari EPF dan EOE
bisa mencapai 40 KBD.
This increase was driven by the rise in the significant

changes made and affected PEPCs competitive position,
amongst which:
EPF Optimization to 24,000 BOPD (by PEPC - MCL).
PEPC coordinated with MCL in the optimization of the
production by adding bypass line to stabilizer and
installation of Gas Cooler,
Pipeline Looping from Gayam to Mudi in December 2012
so as to reduce the operating expenses for the use of
DRA
EPF Expansion to 27,000 BOPD (by PEPC - MCL)
PEPC coordinated with MCL to increase production to
27,000 BOPD by implementing several EPF modifications
(addition of oil cooler, control valve, and PCV replacement
from 3 to 4 in line Export)
Peningkatan kapasitas produksi Early Production Lapangan

Banyu Urip dari 28.000 BOPD menjadi 30.000 BOPD.
Increased production capacity of Banyu Urip Field from

28,000 BOPD to 30,000 BOPD.
Peningkatan Produksi Lapangan Banyu Urip melalui

program Early Oil Expansion (EOE) menggunakan Fasilitas
Produksi Sewa, dengan kapasitas 10.000 BOPD.
Increased production of Banyu Urip through Early Oil

Expansion (EOE) program using Lease Production Facility,
with a capacity of 10,000 BOPD.
EPF Expansion to 28,000 BOPD (by PEPC - MCL). PEPC

coordinated with MCL to increase production to 28,000
BOPD by replacing membrane and plumbing
modifications.
EPF Expansion to 29,000 BOPD (by PEPC-MCL). PEPC
coordinated with MCL to perform EPF Optimization by
applying Well Performance monitoring and improvement.
EPF Expansion to 29,000 BOPD (by PEPC - MCL). PEPC
coordinated with MCL to increase production from 29
KBD to >29 KBD after EPF Shutdown Maintenance
(Membrane replacement, Booster Pump Installation,
Install 2" fuel HP Gas Compressor).
EPF Expansion to 40,000 BOPD (by PEPC - MCL). With
the addition of the Early Oil Expansion program initiated
by the PEPC then additional facilities leased from
Schlumberger to channel 10 KBD production from Well
Pad C as of October 23, 2014, so that the total production
of EPF and EOE could reach 40 KBD.
177
178
TINJAUAN BISNIS
BUSINESS OVERVIEW
Tabel 5.12. Pertumbuhan Produksi Sales Tahun 2012-2014 Table 5.12 Sales Production Growth in 2012-2014
Bulan
Month
Pertumbuhan Produksi Production Growth

2012
2013
Pertumbuhan %
2012-2013
Growth %
2012-2013
2014
Pertumbuhan %
2013-2014
Growth %
2013-2014
Jan
648.301
749.377
15,59
822.093
9,70
Feb
639.681
693.666
8,44
806.867
16,32
Mar
685.084
769.162
12,27
897.501
16,68
Apr
631.752
672.173
6,40
870.163
29,45
May
680.929
803.311
17,97
864.412
7,60
Jun
580.915
818.170
40,84
880.480
7,61
Jul
665.634
845.487
27,02
910.016
6,57
Aug
744.287
845.839
13,64
921.833
8,98
Sep
697.933
767.507
9,97
900.191
17,29
Oct
739.464
880.460
19,07
979.467
11,24
Nov
720.425
855.064
18,69
1.144.802
33,88
Dec
Total YTD
Ave YTD
740.638
883.722
19,32
1.220.615
38,12
8.175.041
9.583.938
17,23
11.218.439
17,05
22,397
26,257
17,23
30,735
17,05
Tabel 5.13. Pertumbuhan Sales ke PT Pertamina Tahun 2012-2014 Table 5.13 Growth of Sales to Pertamina in 2012-2014
Bulan
Month
Sales To PT Pertamina (Persero) (Bbls) Sales To PT Pertamina (Persero) (Bbls)

2012
2013
Pertumbuhan %
2012-2013
Growth %
2012-2013
2014
Pertumbuhan %
2013-2014
Growth %
2013-2014
Jan
503.294
603.584
19,93
387.602
19,93
Feb
466.379
527.041
13,01
429.354
13,01
Mar
497.404
585.440
17,70
522.672
17,70
Apr
490.702
505.728
3,06
494.041
3,06
May
506.279
627.021
23,85
492.615
23,85
Jun
435.772
595.579
36,67
490.466
36,67
Jul
492,071
504.331
2,49
508.575
2,49
Aug
570.536
502.904
-11,85
507.422
-11,85
Sep
525.777
462.881
-11,96
494.195
-11,96
Oct
559.503
535.361
-4,31
542.250
-431
Nov
551.553
524.327
-4,94
684.487
-4,94
Dec
576.872
542.127
-6,02
751.879
-6,02
6.176.143
6.516.326
5,51
6.305.557
5,51
16,921
17,853
5,51
17,276
5,51
Total YTD
Ave YTD

Tabel 5.14. Pertumbuhan Sales ke PT Tri Wahana Universal Tahun 2012-2014

Table 5.14 Growth of Sales to Tri Wahana Universal in 2012-2014
Sales To PT Tri Wahana Universal (Bbls) Sales To PT Tri Wahana Universal (Bbls)
Bulan
Month
2012
2013
Pertumbuhan %
2012-2013
Growth %
2012-2013
2014
Pertumbuhan %
2013-2014
Growth %
2013-2014
Jan
145.007
145.792
0.54
434.491
0,54
Feb
173.302
166.625
-3.85
377.513
-3,85
Mar
187.680
183.722
-2.11
374.829
-2,11
Apr
141.050
166.446
18.00
376.122
18,00
May
174.650
176.290
0.94
371.797
0,94
Jun
145.143
222.591
53.36
390.014
53,36
Jul
173.563
341.156
96.56
401.441
96,56
Aug
173.751
342.934
97.37
414.411
97,37
Sep
172.156
304.626
76.95
405.996
76,95
Oct
179.960
345.099
91.76
437.217
91,76
Nov
168.871
330.737
95.85
460.315
95,85
Dec
163.765
341.595
108.59
468.736
108,59
1.998.898
3.067.612
53.47
4.912.881
53,47
5,476
8,404
53.47
13,460
53,47
Total YTD
Ave YTD
Grafik 5.14. Pertumbuhan Production/Sales Tahun 2012-2014 (Barrel)

Chart 5.14 Growth of Production Sales in 2012-2014 (in Barrels)
11,218,438
9,583,938
8,175,041
6,516,326
6,305,557.00
6,176,143
3,067,612
4,912,881.00
1,998,898
2012
2013
2014
179
180
TINJAUAN BISNIS
BUSINESS OVERVIEW
Gambar 5.11. Oil Production & sales (PEPC Share 45%) Figure 5.11 Oil Production and Sales (PEPC Share 45%)
Gambar 5.12. Produksi dan Penjualan Minyak Mentah Lapangan Banyu Urip Januari - Desember 2014
Figure 5.12 Banyu Urip Crude Oil Production and Sales January - December 2014
Sales to Pertamina
Sales to TWU
WP&B 45% PEPC SHARE
WP&B 100% PSC SHARE
RKAP (100% PSC

Share) 41,413 bopd
Rata-rata YTD
RKAP (100% PSC
Share) 41,413 bopd
YTD average
PEPC SHARE (45%)

USULAN REVISI RKAP 45%
USULAN REVISI RKAP 100%
60,000
50,000
Program WPB-FO tidak disetujui Pemerintah

dan digantikan dengan Program Early Oil
Expansion (EOE)
WPB-FO not approved by Government and
replaced by Early Oil Expansion (EOE) Program
40,000
Usulan revisi RKAP (100% PSC Share) 28,000 bopd

Rata-rata YTD
RKAP Revision Proposal (100% PSC Share) 28,000 bopd
YTD average
30,000
Rantai tambat FSO Cinta Natomas

terputus akibat cuaca buruk
FSO Cinta Natomas mooring chain
broken by bad weather
20,000
10,000
0
EPF Prod inc.

to 30 kBD
EPF Maintenance &

Upgrading
Jan-14
Feb-14
Mar-14
Apr-14
May-14
Jun-14
Jul-14
Aug-14
Sep-14
Oct-14
Nov-14
Dec-14
RKAP 2014 (45% PEPC Share) = 18,636 BOPD | Usulan Revisi RKAP 2014 (45% PEPC Share) = 12,600 BOPD
Rata-rata Aktual 2014 = 30.735 BOPD (45% PEPC Share 13.831 BOPD)
2014 RKAP (45% PEPC Share) = 18,636 BOPD | 2014 RKAP Revision Proposal (45% PEPC Share) = 12,600 BOPD
Actual Average 2014 = 30,735 BOPD (45% PEPC Share 13,831 BOPD)

Selama Periode Tahun 2014, terdapat beberapa pencapaian

peningkatan produksi yaitu:
1. Peningkatan Produksi menjadi 29 KBD
Pada tanggal 16 Februari 2014 dilakukan EPF
Optimization dengan cara Well Perfomance monitoring &
Improvement, sehingga produksi dapat ditingkatkan
sebesar 1 KBD dari 28 KBD menjadi 29 KBD.
2. Peningkatan Produksi menjadi > 29 KBD
Pada tanggal 04 Juni 2014 terjadi peningkatan produksi
dari 29 KBD menjadi > 29 KBD setelah dilakukan
Shutdown Maintenance EPF (Membrane replacement,
Booster Pump Installation, Install 2" fuel Gas HP
Compressor) pada tanggal 10 Mei 2014.
3. Peningkatan Produksi menjadi 40 KBD
Dengan adanya tambahan program Early Oil Expansion
yang diinisiasi oleh PEPC maka terdapat tambahan
fasilitas yang disewa dari Schlumberger untuk dapat
mengalirkan produksi dari Well Pad C sebesar 10 KBD
pertanggal 23 Oktober 2014, sehingga total produksi
dari EPF dan EOE bisa mencapai 40 KBD.
The year 2014 saw several production increases:

1. Increased Production to 29 KBD
On February 16, 2014 EPF Optimization was carried out
by Well Performance Monitoring & Improvement, so that
production was increased by 1 KBD, from 28 KBD to 29
KBD.
2. Increased Production to >29 KBD
On June 4, 2014 there was an increase in production
from 29 KBD to >29 KBD after Shutdown Maintenance
EPF (Membrane replacement, Booster Pump Installation,
Install 2" fuel HP Gas Compressor) on May 10, 2014.
3. Increased Production to 40 KBD
With the addition of the Early Oil Expansion program
initiated by PEPC there were additional facilities leased
from Schlumberger to channel 10 KBD of production
from Well Pad C as of October 23, 2014, so that the total
production of EPF and EOE reached 40 KBD.
KEGIATAN PENYALURAN MINYAK MENTAH BANYU URIP-FSO

BANYU URIP-FSO CRUDE OIL DISTRIBUTION ACTIVITIES
Penyaluran minyak mentah produksi Lapangan Banyu Urip
yang dibeli oleh PT Pertamina (Persero) melalui jalur pipa
6 inch dari Banyu Urip - Mudi sepanjang 40 Km (fasilitas
jaringan pipa PT Geo Link Nusantara) dan fasilitas JOB PPEJ dari Mudi hingga FSO Cinta Natomas pada tahun 2014
adalah 6.379.420 Barrels atau menurun sebesar 0,67%
dibandingkan tahun 2013 sebesar 6,422,421 Barrels.
The distribution of crude oil from Banyu Urip Field purchased

by PT Pertamina (Persero) through 6-inch pipeline from
Banyu Urip Mudi along a distance of 40km (pipeline
facilities of PT Geo Link Nusantara) and P-PEJ JOB facilities
from Mudi to FSO Cinta Natomas in 2013 was 6,379,420,
barrels or declined by 0.67% compared to the year 2012
which had amounted to 6,057,717 barrels.
Tabel 5.15 Pertumbuhan Total lifting di FSO Cinta Natomas Tahun 2012-2014 (Barrel)
Table 5.15 Growth of Total Lifting at FSO Cinta Natomas in 2012-2014 (Barrel)
Bulan
Month
Total Lifting FSO Cinta Natomas Total Lifting of FSO Cinta Natomas
2012
2013
Pertumbuhan %
2012-2013
Growth %
2012-2013
2014
Pertumbuhan %
2013-2014
Growth %
2013-2014
January
500.047
700.055
40,00
400.014
-42,86
February
500.033
510.029
2,00
200.017
-60,78
March
400.029
650.043
62,50
900.056
38,46
April
549.926
460.035
-16,35
250.024
-45,65
May
550.040
500.041
-9,09
680.578
36,10
June
500.031
650.030
30,00
500.035
66,92
July
200.015
460.035
130,00
400.033
-13,04
August
600.035
592.052
-1,33
650.037
9,79
September
640.052
480.026
-25,00
520.006
8,33
October
599.938
300.005
-49,99
490.010
63,33
November
527.512
400.024
-24,17
600.028
50,00
December
490.059
720.046
46,93
788.582
9,52
Total YTD
6.057.717
6.422.421
6,02
6.379.420
-0,67
181
182
TINJAUAN BISNIS
BUSINESS OVERVIEW
Grafik 5.15 Pertumbuhan Total lifting di FSO Cinta Natomas Tahun 2012-2014 (Barrel)
Chart 5.15 Growth of Total Lifting at FSO Cinta Natomas in 2012-2014 (Barrel)
6,379,420
6,422,421
6,057,717
2012
2013
Adanya kebocoran, ketidakseragaman pengukuran, emulsioilwater, penguapan ringan dan sebagainya dalam proses
penyaluran minyak mentah melalui jaringan pipa, lazim
terjadi penyusutan volume (losses). Angka losses minyak
mentah yang disalurkan melalui fasilitas pipeline PT Geo
Link Nusantara dari Banyu Urip - Mudi pada tahun 2014
dapat ditekan sebesar 0.07% menurun dibandingkan dengan
tahun sebelumnya sebesar 0.18%.
2014
Leakage, non-uniformity of the measurement, oil-water

emulsion, light evaporation, etc. during crude oil distribution
process through pipelines commonly cause volume losses.
The quantity of crude oil losses distributed through PT Geo
Link Nusantara facilities from Banyu Urip-Mudi in 2014 was
reduced by 0.07%%, a decline compared to the previous
year which was 0.18%.
Tabel 5.16 Oil Losses pengiriman melalui fasilitas Geo Link Tahun 2012-2014
Table 5.16 Oil Losses Delivery through Geo Link Facilities in 2012-2014
BULAN
MONTH
DELIVERY
@GOSP
FENCE
MUDI BALANCE
MUDI STOCK
(OPEN)
MUDI
RECEIVED
MUDI
TRANSFER
MUDI STOCK
(CALC)
MUDI STOCK
(CLOSED)
EMCLLMUDI LOSS
LOSS
JAN
503.293,66
51.973,37
503.293,66
495.102,72
60.164,31
59.523,82
640,49
0,13%
FEB
466.378,86
59.523,82
466.378,86
466.085,42
59.817,26
59.538,82
278,44
0,06%
MAR
497.403,95
59.538,82
497.403,95
493.926,78
63.015,99
62.599,56
416,43
0,08%
APR
490.702,35
62.599,56
490.702,35
520.521,95
32.779,96
32.406,85
373,11
0,08%
MAY
506.331,06
32.406,85
506.331,06
489.824,17
48.913,74
48.662,18
251,56
0,05%
JUN
435.772,45
48.662,18
435.772,45
430.501,35
53.933,28
53.884,69
48,59
0,01%
JUL
492.071,08
53.884,69
492.071,08
480.854,54
65.101,23
65.032,38
68,85
0,01%
AUG
570.536,47
65.032,38
570.536,47
576.709,15
58.859,69
58.235,66
624,03
0,11%
SEP
525.776,75
58.235,66
525.776,75
539.315,95
44.696,46
44.504,42
192,04
0,04%
OKT
559.503,44
44.504,42
559.503,44
565.306,77
38.701,09
38.452,04
249,05
0,04%
NOV
551.553,32
38.452,04
551.553,32
527.751,31
62.254,05
62.065,25
188,80
0,03%
DES
576.872,36
62.065,25
576.872,36
596.706,09
42.231,52
41.994,12
237,40
0,04%
TOTAL 2012 6.176.195,75
636.879,03
6.176.195,75
6.182.606,19
630.468,59
626.899,79
3.569
0,06%

MUDI BALANCE
BULAN
MONTH
DELIVERY
@GOSP
FENCE
JAN
603.584,29
MUDI STOCK
(OPEN)
MUDI
RECEIVED
MUDI
TRANSFER
41.994,12
603.584,29
EMCLLMUDI LOSS
LOSS
MUDI STOCK
(CALC)
MUDI STOCK
(CLOSED)
610.525,06
35.053,35
31.525
3.528,10
0,58%
FEB
527.040,75
31.525,25
527.040,75
531.854,99
26.711,02
27.131
(419,78)
-0,08%
MAR
585.439,90
27.130,80
585.439,90
576.980,56
35.590,15
35.426
163,82
0,03%
APR
505.721,33
35.426,32
505.721,33
511.185,58
29.962,07
29.274
688,17
0,14%
MAY
627.021,34
29.273,90
627.021,34
616.027,90
40.267,34
39.079
1.188,51
0,19%
JUN
595.579,11
39.078,84
595.579,11
608.641,62
26.016,32
25.316
699,92
0,12%
JUL
504.330,93
25.316,40
504.330,93
504.272,93
25.374,40
24.633
741,09
0,15%
AUG
502.904,51
24.633,31
502.904,51
499.681,21
27.856,61
27.087
769,70
0,15%
SEP
462.881,45
27.086,90
462.881,45
462.199,89
27.768,47
27.153
615,47
0,13%
OKT
535.361,18
27.153,00
535.361,18
529.804,47
32.709,71
32.409
300,89
0,06%
NOV
524.327,05
32.408,81
524.327,05
529.806,88
26.928,99
25.985
943,99
0,18%
DES
542.127,26
26.928,99
542.127,26
537.463,74
31.592,51
28.821
2.771,46
0,51%
TOTAL 2013 6.516.319,10
367.956,65
6.516.319,10
6.518.444,81
365.830,94
353.839,60
11.991
0,18%
JAN
387.602
28.821
386.939
356.037,03
60.386
63.023
(2,637)
-0,680%
FEB
429.354
63.023
428.590
454.704,70
37.672
36.909
764
0,178%
MAR
522.672
36.909
522.018
497.402,88
62.178
61.524
654
0,125%
APR
494.041
61.524
493.329
506.235,80
49.330
48.618
712
0,144%
MAY
492.615
48.618
491.415
514.050,89
27.182
25.981
1.200
0,244%
JUN
490.466
25.981
490.181
485.4781,7
30.969
30.685
284
0,058%
JUL
508.575
30.685
508.660
502.769,27
36.490
36.576
(86)
-0,017%
AUG
507.422
36.576
508.590
513.549,75
30.448
31.616
(1.168)
-0,230%
SEP
494.195
31.616
493.906
494.769,34
31.041
30.752
289
0,058%
OKT
542.250
30.752
537.873
510.778,73
62.223
57.846
4,377
0,807%
NOV
684.487
57.846
683.976
671.6556,1
70.677
70.166
511
0,075%
DES
751.879
70.166
751.879
775.584,59
46.461
46.725
(265)
-0,035%
TOTAL 2014 6.305.558,00
522.517,00
6.305.558,00
6.283.016,76
545.057,00
540.421,00
4.635,00
0.07
Grafik 5.16 Oil Loses pengiriman melalui fasilitas Geo Link Tahun 2012-2014
Chart 5.16 Oil Losses Delivery through Geo Link Facilities in 2012-2014
0.18%
0.07%
0.06%
2012
2013
2014
183
184
TINJAUAN BISNIS
BUSINESS OVERVIEW
PROFITABILITAS
PROFITABILITY
Tingkat Profitabilitas Perusahaan dilihat dari rasio operating

margin, net profit margin, return on equity, dan return on
investment.
Corporate Profitability level is viewed from the operating

margin, net profit margin, return on equity, and return on
investment ratios.
Tabel 5.17 Profitabilitas Tahun 2012-2014 Table 5.17 Profitability in 2012-2014

Rasio Profitabilitas
Profitability Ratio
2012
2013
2014
Operating Profit Margin
41.63
39.09
62.45
Net Profit Margin
19.36
19.47
36.95
Return on Equity (ROE)
73.61
51.59
112.59
Return on Investment (ROI)
14.16
12.69
27.01
Pada tahun 2014 tingkat operating margin mencapai 62.45%

meningkat dibandingkan tahun 2013 yang mencapai
39.09%, disebabkan oleh naiknya pendapatan usaha yang
signifikan seiring dengan naiknya beban Produksi dan G&A
yang tidak terlalu signifikan. Net Profit Margin pada tahun
2014 mencapai 36.95% lebih tinggi dibandingkan tahun
2013 yang mencapai 19.47%.
In 2013 the operating margin rate reached 62.45%, increased

compared to 2012 which was 39.09%, due to the significant
increase in operating revenues along with insignificant
increase in production expenses and and G & A activity.
The Net Profit Margin in 2014 reached 36.95% higher than
in 2013 which reached 19.47%.
Pada tahun 2014 nilai ROE mencapai 112.59% lebih tinggi

dibandingkan tahun 2013 yang mencapai 51.59%. Return
On Equity (ROE) merupakan pengukuran dari penghasilan
atau income yang tersedia bagi pemilik perusahaan atas
modal yang mereka investasikan di dalam perusahaan.
In 2013, ROE value reached 112.59%, higher than in 2013

which was 51.59%. The Return on Equity (ROE) measures
revenue or income available to Corporate owner on the
capital invested in the company.
Pada tahun 2014 ROI mencapai 27.01% meningkat

dibandingkan tahun 2013 yang mencapai 12.69%. Return
On Investment (ROI) adalah salah satu bentuk dari rasio
profitabilitas guna mengukur kemampuan perusahaan
dengan keseluruhan dana yang ditanamkan dalam aktiva
yang digunakan untuk operasinya perusahaan untuk
menghasilkan keuntungan.
In 2014 the ROI reached 60.59%, an increase compared to

2012 at 27.01%. The Return on Investment (ROI) is a
profitability ratio which measures Companys ability on
overall funds invested in the assets used for company
operations to generate profit.

185
186
TINJAUAN PENDUKUNG BISNIS

BUSINESS SUPPORT REVIEW

PEMASARAN
MARKETING
Saat ini PEPC bersama Mitra pengelola Blok Cepu

memiliki keunggulan yang lebih tinggi dibandingkan
dengan perusahaan hulu Migas lainnya, adalah
kapabilitas dibidang Health, Safety and Envinronment
(HSE), Zero Accident (3 Juta Jam Kerja tanpa
Kecelakaan selama 2006 - Desember 2013) serta
penerapan Standard Operasional Kelas Dunia. PEPC
meraih Penghargaan Kecelakaan Nihil (Zero Accident)
pada bidang Pertambangan Minyak dan Gas Bumi
untuk Tingkat Nasional periode Tahun 2014.
Penghargaan secara resmi diberikan oleh
Kementerian Tenaga Kerja dan Transmigrasi pada
tanggal 26 Mei 2014.
Currently PEPC and Cepu Block managing partner

have the higher advantage compared to other
upstream oil and gas company which are capabilities
in the field of Health, Safety and envinronment (HSE),
Zero Accident (3 Million Hours without Accidents
during 2006 - December 2013) as well as the
application of the World Class Operations Standard.
PEPC achieved Zero Accident Award (Zero Accident)
in the Oil and Gas field for the period of the National
Level of 2014 period. This Award was formally
granted by the Ministry of Manpower and
Transmigration on May 26, 2014.
PEPC bergerak di bidang Minyak dan Gas Bumi di

dalam area kegiatan Usaha Hulu, yang meliputi
Eksplorasi dan Eksploitasi yang secara khusus
mengelola Blok Cepu bersama Mobil Cepu, Ltd (MCL)
dan Ampolex, Pte, Ltd. (keduanya adalah anak
perusahaan Exxon Mobil) menandatangani Kontrak
Kerja Sama (KKS) Blok Cepu dengan BPMIGAS pada
tanggal 17 September 2005. Sesuai dengan amanat
PP No. 35/2004 tentang Kegiatan Usaha Hulu Migas,
PEPC, MCL dan Ampolex, Pte, Ltd (keduanya anak
perusahaan Exxon Mobil) menawarkan 10%
Participating Interest-nya kepada 4 (empat) Badan
Usaha Milik Daerah (BUMD) Jawa Timur dan Jawa
Tengah. Komposisi Participating Interest (PI) para
Kontraktor KKS (KKKS) Blok Cepu menjadi sebagai
berikut:
1. PEPC
: 45%
2. MCL
: 20,5%
3. Ampolex : 24.5%
4. BUMD : 10% yang terdiri dari PT Sarana Patra
Hulu Cepu (SPHC) 1.0910%, PT Blora Patragas
Hulu (BPH) 2.1820%, PT Petro Gas Jatim Utama
(PJU) 2.2423% dan PT Asri Dharma Sejahtera
(ADS) sebesar 4.4847%
PEPC is engaged in the area of oil and natural gas

in the Upstream activities area, which includes
exploration and exploitation, specifically managing
the Cepu Block jointly with Exxon Mobil Cepu, Ltd
(MCL) and Ampolex, Pte, Ltd. (both subsidiaries of
ExxonMobil) for which a cooperation contract was
signed with BP Migas Cepu block on September 17,
2005. In accordance with the directive of
Government Regulation No. 35/2004 on Upstream
Oil and Gas, PEPC, MCL and Ampolex, Pte, Ltd. (both
subsidiaries of Exxon Mobil) offered 10% of its
Participating Interest to 4 (four) East Java and
Central Java Regionally-Owned Enterprises (ROEs).
The Participating Interest (PI) Composition of the
Contractors of Cooperation Contract of Cepu Block
is as follows:
1. PEPC
: 45%
2. MCL
: 20,5%
3. Ampolex : 24.5%
4. ROEs
: 10% consisting of PT Sarana Patra
Hulu Cepu (SPHC) 1.0910%, PT Blora Patragas
Hulu (BPH) 2.1820%, PT Petro Gas Jatim Utama
(PJU) 2.2423% and PT Asri Dharma Sejahtera
(ADS) 4.4847 %
BUMD
Grafik 5.17 Komposisi Participating Interest (PI)
Chart 5.17 Participating Interest (PI) Composition
10%
PEPC
AMPOLEX
24.5%
45%
20.5%
MCL
187
188

Sampai saat ini, PEPC tidak menghadapi persaingan usaha.

Tingginya demand dari pada supply sehingga tidak terdapat
kompetisi dalam hal pemasaran produk Migas dan pada
dasarnya PEPC tidak sedang berkompetisi karena PEPC
dibentuk Pertamina atas dasar Undang-Undang/Peraturan
Pemerintah yang mengatur bahwa pengelola Blok harus
entitas yang berbeda dari perusahaan/kelompok
perusahaan yang memenangkan hak pengelolaan Blok dari
pemerintah. Persaingan prestasi tingkat kehandalan
(keunggulan) eksplorasi, produksi, dan distribusi, antar
sesama perusahaan hulu bidang MIGAS dalam pengelolaan
suatu Blok lah menjadi hal utama yang perlu PEPC hadapi.
Until now, PEPC does not face business competition. The

higher demand compared to supply so that there is no
competition in the marketing of oil and gas products and
basically PEPC is not competing because of PEPC was
formed by Pertamina on the basis of Law/ Government
Regulations governing that block managers should be from
different entities of the company/group of companies that
acquires the Block management right from government.
Accomplishment competition on excellence level of
exploration, production, and distribution, among others
upstream Oil and Gas companies in the management of a
block are the main thing that PEPC needs to face.
Hak dan kewajiban para KKKS Blok Cepu dalam mengelola

Blok Cepu diatur dalam Joint Operating Agreement (JOA).
Dalam JOA, MCL ditunjuk oleh para KKKS sebagai Operator
Blok Cepu. Sedangkan PEPC fokus pada aktivitas hulu yang
meliputi eksplorasi dan eksploitasi. Oleh karena itu, terkait
dengan aktivitasnya sebagai Operator Blok Cepu, aktivitas
marketing dijalankan oleh MCL. PEPC tidak terlibat dalam
aktivitas marketing.
Rights and obligations of Cepu Blocks Contractor of

Cooperation Contract in managing Cepu Block constituted
in the Joint Operating Agreement (JOA). In the JOA, MCL
is appointed by Contractor of Cooperation Contract as Cepu
Block Operator. PEPC focuses on upstream activities
including exploration and exploitation. Therefore, in relation
to its activities as operator of Cepu Block, marketing
activities are managed by MCL. PEPC does not engage in
marketing activities.
STRUKTUR PENGELOLA KEGIATAN PEMASARAN

STRUCTURE OF MARKETING ACTIVITY MANAGEMENT
Di dalam struktur organisasi, aktivitas pemasaran berada
dibawah Direktorat Operasi yang membawahi Vice President
bagian Produksi. Berikut adalah bagan struktur
organisasinya.
Gambar 5.13. Struktur Pengelola Pemasaran

Figure 5.13 Marketing Management Structure
In organizational structure, marketing activities are under

the Directorate of Operations which is in charge of Vice
President of Production. Following is a chart of
organizational structure.
BUSINESS
SUPPORT DIRECTOR
COMMERCIAL
MANAGER
Andri Kumala
Asst. Manager
Marketing
Asst. Manager
Commercial & Adm.
Yudhi Irwanto H.
Market Analyst
Lumita A. Puari
Commercial Analyst
Contract
Administration
Sukma Wardhani
Commercial
Administration
Marketing Data
Support
Budget
Database

PELANGGAN
CUSTOMERS
Produk utama PEPC terdiri dari Minyak Mentah dan Gas.

Dengan pelanggan dari masing-masing produk utama
adalah sebagai berikut:
PEPC main products are Crude Oil and Gas. Customers of

each of the main products are as follows:
1. Minyak Mentah
1. Crude Oil
2. Gas
2. Gas
Oleh karena PEPC tidak terlibat secara langsung dalam

proses produksi dan pelaksanaan penyaluran minyak
mentah milik PT Pertamina (Persero) sampai ke Lifting Point
FSO Cinta Natomas, sehingga pemenuhan tuntutan
pelanggan menjadi tantangan tersendiri. Agar mampu
melayani pelanggan minyak dan gas tersebut, PEPC
berusaha memenuhi harapan-harapan pelanggannya yaitu:
As PEPC is not directly involved in the process of production

and implementation of crude oil distribution of PT Pertamina
(Persero) to the FSO Cinta Natomas Lifting Point, meeting
customers demands becomes a challenge. To be able to
serve the oil and gas customers, PEPC strives to meet the
customers expectations, namely:
Seluruh Produksi Minyak Mentah Mentah melalui Early

Production Facilities (EPF) dijual secara bersamaan
dengan partner Blok Cepu lainnya, dan saat ini sudah
terikat kontrak dengan PT Pertamina (Persero) dan
PT Tri Wahana Universal (TWU). Dengan harga jual
Minyak Mentah d tentukan oleh Pemerintah mengacu
harga ICP dan komposisi minyak mentah Banyu Urip.
Saat ini gas yang diproduksikan dari proses produksi

Minyak Mentah melalui EPF, tidak dikomersialkan, namun
hanya digunakan untuk kebutuhan sendiri (own use) dan
diinjeksi ke dalam sumur sebagai pressure maintenance.
The entire production of Crude Oil through the Early

Production Facilities (EPF) is sold simultaneously with
that of the other Cepu Block partners, and is now under
contract with PT Pertamina (Persero) and PT Tri Wahana
Universal (TWU). Selling price of Crude Oil is determined
by the Government referring to the ICP price and Banyu
Urip crude oil composition.
Currently the gas produced from crude oil production

process through EPF, is not commercialized, but it is
only used for own use and injected into the well as a
pressure maintenance.
Gambar 5.14. Segmentasi Pelanggan Dan Harapan Pelanggan

Figure 5.14 Customer Segmentation and Expectation
PERTAMINA
PT TWU
Harapan Pelanggan
Customer Satisfaction
Harapan Pelanggan
HSE; Volume; Kualitas

Minyak; Jaminan
Ketersediaan Minyak;
Keandalan Penyaluran;
Layanan Pelanggan
yang Baik
HSE; Volume, Oil Quality;
Assurance of Oil
Availability; Distribution
Excellence; Good
Customer Service
Volume; Kualitas Minyak;

Jaminan Ketersediaan
Minyak; Layanan
Pelanggan yang Baik
Volume, Oil Quality;
Assurance of Oil
Availability; Good
Customer Service
PELANGGAN
GAS
Harapan Pelanggan
Volume; Kualitas Gas;

Jaminan Ketersediaan
Produk; Layanan
Pelanggan yang Baik
Volume, Oil Quality;
Assurance of Product
Availability; Good
Customer Service
189
190

Dalam mengelola harapan pelanggan, PEPC melakukan

beberapa pendekatan dan program kegiatan antara lain
melalui:
1. Terkait dengan media komunikasi, PEPC melakukan
review setiap setahun sekali terhadap efektifitas media
yang digunakan
2. Terkait dengan terpenuhinya persyaratan kualitas dan
kuantitas PEPC melalui MCL, GLN dan JOB P-PEJ
melakukan:
Pengukuran harian kualitas dan kuantitas minyak
mentah BU sebagai data untuk melakukan kontrol
terhadap proses GOSP agar tetap sesuai dengan CSPA
dan FSA di titik jual GOSP) MCL
Melakukan kalibrasi alat pengukuran di GOSP setiap
dua kali sebulan.
Pengukuran Stock Opname pada setiap akhir tahun.
Namun pada tahun 2013 dan selanjutnya akan dimulai
pada pertengahan tahun.
Membuat dan mendistribusikan laporan harian dan
bulanan.
Membuat laporan material balance minyak mentah
PT Pertamina (Persero) pada setiap awal bulan.
3. Terkait dengan operasional yang memenuhi standar
HSSE, PEPC melakukan Audit operasi &HSSE yang
ditindakjuti dengan audit progress pelaksanaan temuantemuan dari audit sebelumnya.
In managing customers expectations, PEPC applies a

number of approaches and activity programs such as:
Hasil dari program-program tersebut di atas didistribusikan

ke pelanggan melalui mekanisme dukungan pelanggan dan
media komunikasi. Mekanisme pengiriman/penyampaian
produk kepada pelanggan dijelaskan sebagai berikut:
The results of these programs above are distributed to

customers through customer support mechanisms and
communication media. Shipping/delivery Mechanism of
products to customers is described as follows:
Tabel 5.18 Produk Utama &

Mekanisme Pengiriman
Table 5.18 Main Products and
Delivery Mechanism
1. Related to the communication media, PEPC conducts

a review once a year on theeffectiveness of the media
used
2. Related to the fulfillment of PEPC quality and quantity
requirements through MCL, GLN and JOB P-PEJ conduct:
Daily measurements of BU crude oil quality and
quantity as the data to control the GOSP process in
order to align with CSPA and the FSA in the selling
point GOSP) MCL
Calibrate the measurement tool in GOSP each twice
a month.
Inventory Taking Measurement on each end of the
year. However, in 2013 and forward, it will start midyear.
Compile and distribute daily and monthly reports.
Compile crude material balance reports of PT
Pertamina (Persero) in the beginning of each month.
3. Related to operational that meets HSSE standards,
PEPC conducts operations & HSSE audit followed by
progress audit of findings from previous audits.
No
Produk Utama
Main Product
Mekanisme Penjualan
Sales Mechanism
Mekanisme Pengiriman Produk

Product Delivery Mechanism
Minyak Mentah
Minyak Mentah
Langsung
Direct
GOSP, Pipeline
Gas Gas
Langsung
Direct
SURVEY KEPUASAN PELANGGAN

CUSTOMER SATISFACTION SURVEY
Tujuan PEPC melaksanakan Survei Kepuasan Pelanggan

adalah untuk mengetahui secara obyektif persepsi
pelanggan terhadap kinerja produk/jasa yang dihasilkan
yang antara lain terkait dengan atribut-atribut tangibility,
reliability, responsiveness, assurance, dan empathy. Atributatribut tersebut adalah yang langsung dirasakan oleh
pelanggan/konsumen yang bermuara pada tingkat
kepuasan atas produk/jasa yang diterimanya. Persyaratan
dan harapan PT Pertamina (Persero) dan PT TWU sebagai
pelanggan adalah terpenuhinya ketentuan dalam Crude
Sales and Purchase Agreement (CSPA) yang antara lain
meliputi volume dan kualitas serta adanya kontinuitas
penyaluran.
The aim of PEPC in introducing the Customer Satisfaction

Survey is to determine objectively the customer's perception
on the performance of the products/services produced,
among other associated with attributes of tangibility,
reliability, responsiveness, assurance, and empathy. These
attributes are directly perceived by the customer/consumer
that boils down to the level of satisfaction with the
products/services they receive. Requirements and
expectations of PT Pertamina (Persero) and PT TWU as
the customers are the fulfillment of the provisions in Crude
Sales and Purchase Agreement (CSPA), which among others
include the volume and quality as well as distribution
continuity.

Customer Statisfaction Index (CSI) tidak dilakukan secara

langsung namun demikian aspek produk, layanan, fasilitas,
dan saran atas jasa dan produk yang dihasilkan PEPC dapat
diketahui dari laporan produksi secara berkala. Hasil Survey
Customer Statisfaction tahun 2014 adalah "Memuaskan",
dengan nilai sebesar 100%.
Tabel 5.19 Perbandingan Nilai CSI 2013-2014

Table 5.19 Comparison of CSI Score in 2013-2014
Customer satisfaction Index (CSI) is not conducted directly

but nevertheless aspects of products, services, facilities,
and suggestions for services and products produced by
PEPC can be seen from the periodic production reports.
Customer Satisfaction Survey Results in 2014 was
"Satisfactory", with a score of 100%.
Tahun
Year
Nilai SCI
SCI Score
2013
100%
Memuaskan Satisfactory
2014
100%
Memuaskan Satisfactory
Manfaat bagi PEPC dalam melaksanakan Survei Kepuasan

Pelanggan antara lain: mengukur Indeks Kepuasan
Pelanggan (Customer Satisfaction Index) secara agregat
maupun disagregat, mengetahui ekspektasi dan persepsi
pelanggan, Menentukan kebutuhan, keinginan, persyaratan
dan harapan pelanggan serta sebagai pedoman penyusunan
rencana dan strategi (strategy and action plan) perbaikan
kinerja secara menyeluruh pada periode berikutnya.
Meskipun sampai dengan saat ini belum ada
keluhan/ketidakpuasan dari pelanggan yang diterima PEPC,
namun PEPC selalu berusaha dalam memenuhi kebutuhan
pelanggan. Sedangkan dalam mengelola keluhan/
ketidakpuasan pelanggan minyak, walaupun bukan sebagai
Operator Blok, PEPC tetap mengacu berdasarkan CSPA.
Predikat
Predicate
Benefits for PEPC in implementing Customer Satisfaction

Survey include: measuring the aggregate and disaggregate
Customer Satisfaction Index , discovering customers
expectations and perceptions, assessing the needs, desires,
requirements and expectations of customers as well as
serving as a guideline to draw up a strategy and action plan
for improved overall performance in the subsequent period.
Although up to now no complaints/dissatisfaction has ever
been lodged to PEPC by customers, PEPC always strives
to meet the customer needs. In dealing with the oil customer
complaints/dissatisfaction, although PEPC is not the Block
Operator, it complies with the CSPA.
PANGSA PASAR
MARKET SHARE
Dalam melakukan penjualan Minyak Mentah dan Gas, PEPC

memiliki pangsa pasar yang hanya meliputi pasar Domestik.
In conducting Gas and Crude oil sales, PEPC has a market

share that only covers the domestic market.
Tabel 5.20 Pangsa Pasar Table 5.20 Market Share

Produk
Product
Mekanisme
Penjualan
Sales
Mechanism
Mekanisme
Pengiriman Produk
Product Delivery
Mechanism
Minyak Mentah
Crude oil
Langsung
Direct
GOSP, Pipeline
Gas
Langsung
Direct
No
Pelanggan
Customer
Pasar
Market
PT Tri Wahana Universal
Domestik
Domestic
Domestik
Domestic
KOMERSIAL MINYAK DAN GAS

OIL AND GAS COMMERCIALIZATION
Berdasarkan Cepu Gas Marketing Agreement (CGMA) antara

PEPC dan Pemegang Participation Interest (PI) Blok Cepu
dan Gas Marketing Agreement (GMA) antara PEPC dan PEP,
Fungsi Gas Marketing ditunjuk sebagai Seller Representative
untuk Gas, Sulfur dan produk ikutan selain kondensat dari
blok Cepu dan Lapangan Tiung Biru untuk rencana Produksi
Gas Lapangan Utinisasi Jambaran Tiung Biru yang
terintegrasi dengan Lapangan Cendana (JTB-C), dimana
Lapangan Tiung Biru yang dimiliki oleh PT Pertamina EP
(Asset-4).
Pursuant to the Cepu Gas Marketing Agreement (CGMA)

between PEPC and the Cepu Block Participation Interest
(PI) Holders and Gas Marketing Agreement (GMA) between
PEPC and PEPC, the Gas Marketing Function is appointed
as Seller Representative for Gas, Sulfur, and associated
products apart from condensates from Cepu Block and
Tiung Biru Field for Jambaran-Tiung Biru Unitization Field
Gas Production which is integrated with the Cendana Field
(JTB-C), in which Tiung Biru Field is owned by PT Pertamina
EP (Asset-4).
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192

Sebagai Seller Representative Fungsi Gas Marketing PEPC

melaksanakan seluruh kegiatan komersialisasi meliputi
penyusunan Marketing Plan, Term of Reference, Negosiasi
dengan calon pembeli serta menyiapkan dokumen perjanjian
jual beli.
As Seller Representative, the PEPC Gas Marketing Function

conducts all commercialization activities including the
establishment of a Marketing Plan, Terms of Reference,
negotiation with prospective buyers, and preparation of
sale and purchase agreement document.
Sejak awal 2014, Fungsi Gas Marketing PEPC diberikan

tambahan tugas untuk menangani komersialisasi Minyak
Mentah bagian (entitlement) PEPC didalam Blok Cepu dan
Minyak Mentah yang akan di produksikan dari lapangan
PEPC Alas Dara Kemuning (ADK), dan berubah menjadi
Fungsi Komersial Minyak dan Gas. Selama tahun 2014
beberapa kegiatan terkait kegiatan Komersialisasi Minyak
dan Gas telah dapat diselesaikan, seperti terlihat pada tabel.
Selain kegiatan terkait komersialisasi, Fungsi Komersialisasi
Minyak dan Gas PEPC juga melakukan komunikasi dengan
pemerintah, antara lain Kementerian ESDM, Direktorat
Jenderal Minyak dan Gas Bumi, dan SKK Migas.
Since early 2014, the PEPC Gas Marketing Function was

given the additional task to handle Crude Oil
commercialization for PEPC share (entitlement) within the
Cepu Block and Crude Oil to be produced from the PEPC
Alas Dara Kuning (ADK) fields, which then changed function
into Oil and Gas Commercial Function. Throughout 2014
several activities on Oil and Gas Commercialization activities
were conducted and completed, as shown in Table.
Apart from commercialization activities, the PEPC Oil and
Gas Commercialization Function also engages in
communication with the Government, among others with
the Ministry of Energy and Mineral Resources, the
Directorate General of Oil and Gas, and SKK Migas.
Pencapaian Fungsi Komersialisasi Minyak dan Gas Tahun 2014 Oil and Gas Commercialization Function Achievements in 2014
Penandatanganan Confidentiality Agreement (CA) dengan
Pihak ketiga yang terkait dengan kegiatan komersialisasi
Gas Lapangan Unitisasi Jambaran-Tiung Biru dan
Lapangan Cendana (JTB-C).
The signing of Confidentiality Agreement with third party

relating to the commercialization of gas for JambaranTiung Biru Unitization Field and Cendana Field (JTB-C).
Kepastian alokasi gas JTB-C dari Menteri Energi dan

Sumber Daya Mineral melalui surat No.
1851/13/MEM.M/2014 tanggal 17 Maret 2014, yang
menetapkan alokasi gas sebesar 100 MMSCFD kepada
Pertamina, dan 85 MMSCFD kepada PKC.
Assurance of JTB-C gas allocation from the Minister of

Energy and Mineral Resources by letter No.
1851/13/MEM.M/2014 dated March 17, 2015, which
establishes gas allocation amounting to 100 MMSCFD
to Pertamina and 85 MMSCFD to PKC.
Penandatanganan Term of Reference (TOR) untuk

penjualan Gas JTB-C untuk calon pembeli sesuai
keputusan alokasi gas dari Kementerian ESDM.
The signing of Term of Reference for JTB-C Gas sales

for prospective buyers in accordance with the gas
allocation decision from the Ministry of Energy and
Mineral Resources.
SKK Migas melalui Surat Keputusan Nomor KEP0257/SKKO0000/2014/S2 tentang Penunjukan Penjual
Gas Bumi Bagian Negara, telah menunjuk PEPC sebagai
Penjual Gas Bumi Bagian Negara ("Penjual Gas Bumi")
yang berasal dari Wilayah Kerja Cepu dan Wilayah kerja
Pertamina EP.
SKK Migas through Decree No. KEP0257/SKKO0000/2014/S2 on the Appointment of the

Seller of the Natural Gas Share of State, has appointed
PEPC as the Seller of the Natural Gas Share of State
(Natural Gas Seller) derived from Cepu Work Area and
Pertamina EP Work Area.
Negosiasi dengan PT Pertamina (Persero) dan PKC telah

menyepakati beberapa Key Commercial Term utama.
Negotiation with PT Pertamina (Persero) and PKC has

agreed upon several main Key Commercial Terms.
MINYAK
OIL
Penandatanganan Amandemen I Crude Sales Agreement

(CSA) antara KKKS Cepu dengan PT Tri Wahana Universal
(TWU) dan Amandemen II antara KKKS Blok Cepu dengan
PT Pertamina (persero)
The signing of Amendment I of the Crude Sales

Agreement (CSA) between Cepu KKKS and PT Tri Wahana
Universal (TWU) and Amendment II Between Cepu KKKS
and PT Pertamina (Persero).
SULFUR
Persetujuan dan penandatangan Marketing Plan untuk

rencana penjualan Sulfur Banyu Urip dan JambaranTiung Biru oleh Operating Committee Blok Cepu
The agreement and the signing of Marketing Plan for

sales plan of sulfur from Banyu Urip and Jambaran-Tiung
Biru by the Cepu Block Operating Committee.
GAS

TEKNOLOGI INFORMASI
INFORMATION TECHNOLOGY
Perkembangan bisnis hulu minyak dan gas bumi (migas) menuntut
peran aktif SKK Migas dan kontraktor kontrak kerja sama
(kontraktor KKS). Sinergi yang terjalin antara kedua belah pihak
sangat vital dalam mengatasi segala tantangan, salah satunya
adalah keterbatasan data dan informasi bisnis. Kemampuan
mengelola data dan informasi pun memegang peranan strategis
dalam kegiatan usaha hulu migas.
The development of upstream oil and gas (oil) requires the active participation of
SKK Migas and the cooperation contract contractors (PSC/KKKS). The synergy that
exists between the two parties is vital to overcome all challenges, one of which is a
lack of data and business information. The ability to manage data and information
also plays a strategic role in the upstream oil and gas operations.
Agar data dan informasi seputar sektor hulu migas bisa

memberikan dukungan maksimal bagi bisnis, pengelolaan
teknologi informasi dan komunikasi (TIK) harus dilakukan
secara optimal. Pengelolaan yang optimal membutuhkan
keselarasan perencanaan dan implementasi kerangka tata
kelola TIK di kontraktor KKS yang terintegrasi di bawah
SKK Migas.
In order for the data and information about the upstream

oil and gas sector to provide maximum support to the
business, the management of information and
communication technology (ICT) should be performed
optimally. Optimal management requires alignment of
planning and implementation of ICT governance framework
in the Contractors of Cooperation Contract integrated under
the SKK Migas.
Sebagai upaya untuk memiliki keunggulan TI dimasa yang

akan datang, PEPC telah memiliki Information and Technology
(ICT) Master Plan yang menjadi pedoman dalam
pengembangan teknologi informasi dan Information
Technology Detail Plan (ITDP) sebagai acuan pelaksanaan
atas perencanaan tahunan sesuai ICT Master Plan. Sistem
informasi telah di desain sampai dengan level data dan
sistem keamanannya.
In an effort to achieve IT excellence in the future, PEPC has

established an Information and Technology (ICT) Master
Plan to guide the development of information technology
and Information Technology Plan Details (ITDP) as the
implementation reference on an annual planning in
accordance with ICT Master Plan. The information system
has been designed to the level of data and system security.
193
194

STRUKTUR PENGELOLA TI PERUSAHAAN

COMPANY IT MANAGEMENT STRUCTURE
Sepanjang tahun 2014 fungsi TI masih melekat pada fungsi

Vice President People and Service yang berada dibawah
Direktorat Bisnis Support. Berikut struktur organisasi
pengelola IT PEPC :
Throughout 2014, the IT function was still attached to the

General Services functions under the Business Support
Directorate. The following is PEPC organization structure
of IT management:
Gambar 5.15. Struktur Pengelola TI Perusahaan Figure 5.15 Corporate IT Management Structure
IT MANAGER
ASSISTANT
MANAGER IT
OPERATION
ASSISTANT
MANAGER
APPLICATION DEV.
IT NETWORK &
INFRASTRUKTUR
IT SYSTEM
DEVELOPMENT
IT DATABASE
ADMINISTRATOR
IT SUPPORT &
HELPDESK
IT MySAP
PROFIL PIMPINAN PENGELOLA IT

PROFILE OF IT MANAGEMENT HEAD
Pimpinan pengelolaan IT tahun 2014 dijabat oleh VP People

and Services yaitu Saudara Harry Hermania, R. Profil
selengkapnya dapat dilihat Profil Vice President People And
Services.
The Head of IT Management in 2014 is held by the VP for

People And Services, Mr. Harry Hermania, R. His profile is
set forth in the Profile of Vice President People And Services.
TUGAS PENGELOLA TEKNOLOGI INFORMASI

DUTIES OF INFORMATION TECHNOLOGY MANAGER
Tabel 5.21 Tugas Pengelola TI Table 5.21 Duties of IT Management

Tugas dan tanggung jawab Duties and Responsibilities
IT MANAGER
Tugas dan Tanggung Jawab:

Bertanggung jawab untuk IT hardware,
software, dan pengadaan pemeliharaan;
Merancang perencanaan, Pengembangan
dan Implementasi sistem baru;
Mengembangkan dan mengendalikan
kebijakan IT;
Berkerjasama dengan manajemen untuk
mengusulkan dan memberikan layanan IT
sesuai dengan SLA (Service Level
Agreements);
Duties and Responsibilities of the IT Manager:

Responsible for IT hardware, software,
maintenance and procurement
Design the planning, development and
i m p l em e n t a t i o n o f n e w s y s t e m s ;
Develop and control the IT policy;
Cooperate with management to propose
and deliver IT services in accordance with
the SLA (Service Level Agreements);

Mempertahankan dan mengembangkan

Infrastrutur perusahaan;
Bertanggung jawab atas anggaran IT
pertahun;
Mengelola fungsi IT untuk mendukung bisnis
perusahaan, bertanggung jawab atas
penyediaan layanan IT infrastruktur
termasuk aplikasi desktop, LAN, Internet,
kebijakan keamanan IT dan telekomunikasi;
Memberikan laporan tertulis bulanan kepada
Direktur pada semua aspek Departemen IT
Mengelola departemen IT meliputi penilaian
staff, mendisiplinkan, membuat review dan
pengembangan karir;
Mengembangkan dan mempertahankan
Disaster Recovery;
Berkerjasama dengan departemen IT Pusat
dan Departemen yang lain;
IT ASSISTAN
MANAGER
IT SYSTEM
DEVELOPMENT
& DATABASE

Merekomendasikan mitigasi risiko dan
perbaikan kemanan untuk database dan
infrastruktur database yang sesuai dengan
standar ISO.
Mengatur dan mengelola tim dalam
memberikan layanan untuk memenuhi goal
perusahaan sesuai dengan SLA,
meningkatkan kualitas layanan tim,
produktifitas, profitabilitas, efisiensi dan
tujuan perusahaan;
Memberikan kontribusi atau memimpin
proyek / pengembangan sistem yang lebih
besar seperti, integrasi data terpusat, dan
disaster recovery plan;
Memonitor dan mengawasi kinerja IT staff
setiap saat agar pekerjaan yang dilakukan
sudah sesuai dengan standar operasi
procedure perusahaan;
Mengidentifikasi, mengembangkan, dan
memberikan solusi mengenai infrastruktur
jaringan, manajemen server, dan strategi
backup data;
Melibatkan tim melalui pelatihan, pembinaan,
dan manajemen kinerja IT staff;

Mengembangkan standar dan pedoman
untuk membimbing penggunaan dan
perolehan perangkat lunak dan melindungi
informasi yang rentan.
Mengelola database perusahaan, sehingga
database menjadi terjaga dan organisir
dengan baik.
Ma in ta in a nd d ev el op C o m pa ny' s
Infrastructure;
Responsible for the annual IT budget;
Manage the IT function to support the
company's business, he/she is responsible
for the procurement of IT infrastructure
services including desktop applications, LAN,
Internet, IT and telecommunications security
policy;
Provide monthly written report to the Director
on all aspects of IT Department
Manage the IT department including staff
assessment, discipline, make a review and
career development;
Develop and maintain Disaster Recovery;
Cooperate with the IT center department
and other Department;
Duties and Responsibilities of the IT Assistant
Manager
Recommend risk mitigation and security
fi xes for da t a ba s e a n d d a ta b a s e
infrastructure in accordance with ISO
standards.
Organize and manage the team in providing
services to meet the goal of the company in
accordance with SLAs, improve team service
quality, productivity, profitability, efficiency
and objectives of the company;
Contribute or lead the project/development
of a larger system such as, centralized data
integration, and disaster recovery plan;
Monitor and supervise the performance of
the IT staff at all times so that the work
performed is in accordance with Company's
standard operating procedure;
Identify, develop, and deliver solutions on
the network infra structure, server
management, and data backup strategy;
Involve the team through training, coaching,
and performance management of IT staff;
Duties and Responsibilities of the IT System

Development & Database:
Develop standards and guidelines to guide
the use and acquisition of software and
protect vulnerable information.
Manage the company's database, so that
the database can be maintained and be well
organized.
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196

Melakukan research untuk mengetahui

perkembangan sistem IT, untuk di
aplikasikan di perusahaan;
Mengembangkan sistem IT sesuai dengan
permintaan dan kebutuhan, sehingga sistem
IT dapat beroperasi dengan efektif dan
efisien.
Melakukan pengorganisasian database
sehingga, database dapat dicari / retreive
dengan cepat dan akurat.
IT NETWORK &
INFRASTRUKTUR
IT Network &
Infrastructure:
IT SUPPORT
AND HELPDESK

Melakukan perawatan dan perbaikan
infrastruktur IT (Software dan Hardware),
melakukan update dan memonitor sehingga
infrastruktur selalu dalam keadaan update.
Mengelola penggunaan network (LAN / WAN)
dan mengidentifikasi hambatan dan
koordinasi dengan jaringan & sistem
engineering;
Mengembangkan perangkat keamanan
software, untuk menjaga keamanan data dan
kontrol, komputasi strategis dan pemulihan
bencana Memberikan dukungan untuk
komponen Infrastruktur dan keamanan
seperti jaringan, firewall, WAN konektifitas,
VPN dan Anti Virus.
Membuat penjadwalan perawatan dan
mengawasi installasi dan pengujian produk
baru dan perbaikan sistem komputer, seperti
instalasi database baru;
Menjaga akses rectriction users agar tidak
mengubah konfigurasi komputer dan
menginstall program non license.
Menerima klaim dari user dan menganalisa
p er m a s a l a h a n y a n g t er ja d i un tu k
ditindaklanjuti;
Standarisasi software dan program-program
yang terinstall disemua komputer user dan
melakukan kontrol terhadap program yang
terinstall yang tidak sesuai dengan standar
perusahaan;
Troubleshooting dan perbaikan untuk
permasalahan komputer dan peripheral yang
tidak berfungsi sebagaimana mestinya;
Menerima komputer dan peripheral baru
untuk di registrasi, instalasi semua software
dan program yang sesuai dengan standar
serta konfigurasi networking ke server agar
dapat berfungsi untuk bekerja di lingkungan
jaringan dan server perusahaan;
Conduct research to determine the

development of IT system, to be applied in
the company;
Develop IT system in accordance with the
demands and needs, so that the IT system
can operate effectively and efficiently.
Organize databases so that the database
can be searched/retrieved quickly and
accurately.
Duties and Responsibilities:

Perform maintenance and repair of IT
infrastructure (software and hardware), to
u pd a t e a n d m on i t or s o t ha t t h e
infrastructures are always updated.
Manage the use of network (LAN / WAN)
and identify barriers and coordination with
networ k and systems engineering;
Develop software security devices, to
maintain data security and control, strategic
computing and disaster recovery, provide
support for infrastructure and security
components such as network, firewall, WAN
co nnec ti vit y, V PN a nd A nti - V ir u s.
Establish maintenance scheduling, supervise
the installation and testing of new products
as well as improvement of computer
systems, such as the installation of a new
database;
Duties and Responsibilities of IT Support and
Helpdesk:
Maintain restriction of usersaccess to
prevent changes to the configuration of the
computer and from installation of nonlicensed programs.
Receive the claims from user and analyze
problems that occur to be followed up;
Standardization of software and programs
installed in all computers and users to control
the installed programs that are not in
accordance with company standards;
Troubleshooting and repair for computers
and peripherals issues that are not working
properly;
Receive new computers and peripherals for
registration, installation of all software and
programs in accordance with the standards
and networking configuration to the server
in order to be functionally working in a
network environment and company servers;

Mencari cara dan berbagai alternatif untuk

menurunkan user claim rate;
Melakukan remote guide atau remote access
untuk tr ou ble sh ooti ng dan a nal isa
permasalahan bagi user yang lokasinya
sangat berjauhan;
Memonitor Asset (melalui asset management
system) dan menjaga kesesuaian antara
hardware computer/laptop dengan license
yang dimiliki;
Figure out ways and alternatives to reduce

user claims rate;
Perform remote guide or remote access for
troubleshooting and problem analysis for
the user, which are located very far apart;
Monitor Asset (through asset management
system) and maintain the compatibility
between compute/laptop hardware with the
license held;
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TATA KELOLA TEKNOLOGI INFORMASI

IT GOVERNANCE
Perusahaan menyadari pentingnya pemanfaatan teknologi

informasi untuk menunjang kelancaran bisnis Perusahaan.
Dalam penerapan ICT Master Plan PEPC Tahun 2014
framework yang digunakan adalah konsep ITSM (Information
Technology Service Management) yang berperan sebagai
penghubung antara pihak pengelola ICT dengan Customer
(Business Side) dari pihak bisnis. Mengacu pada konsep
ITSM, pengelola ICT dibagi menjadi dua yaitu pihak pengelola
aplikasi (Aplication Management) dan pihak pengelola
infarstruktur. Selanjutnya ditentukan 5 komponen utama
tata kelola ICT PEPC yang meliputi :
1. Strategy
2. Design
3. Delivery
4. Operation
5. Monitoring & Improvement
Company realizes the importance of the use of information

technology to support the Company's business. In the
application of PEPC ICT Master Plan 2014 the framework
used was the concept of ITSM (Information Technology
Service Management), which acted as a liaison between
the managers of ICT and Customer (Business Side) of
business parties. Referring to the ITSM concept, ICT
manager is divided into two, namely the Application
Management and the Infrastructure Management. 5 main
components of PEPC ICT governance are determined, which
include:
1. Strategy
2. Design
3. Delivery
4. Operation
5. Monitoring & Improvement
PEPC tengah berupaya meningkatkan implementasi

Teknologi Informasi baik infrastructure maupun penggunaan
sofware dalam mendukung kegiatan bisnis Perusahaan,
antara lain meliputi :
PEPC is striving to improve the implementation of

Information Technology both infrastructure and the use of
software to support the business activities of the Company,
among others, include:
1. IT Infrastructure
1. IT Infrastructure
2. IT Software
2. IT Software
Penyelesaian pekerjaan IT Blueprint Tahap 1 : Installasi

UPS dan Pre-Konfigurasi Cisco;
Penyediaan Link MPLS data antara Jakarta - Bojonegoro
Implementasi Data Center dan Network Security (Data
Loss Prevention, Antivirus Enterprise)
Installasi dan konfigurasi Sound System untuk keperluan
ruang rapat besar lantai 5 Wing 2;
Standardisasi Active Directory dan Layanan Email
Implementasi VOIP / Ip-phone antara Jakarta Bojonegoro
Installasi dan konfigurasi Wi-Fi untuk kebutuhan lantai
5;
Penyelesaian pekerjaan IT Blueprint Tahap 2 : Data Centre
dan MPLS.
Implementasi Data Management System untuk kebutuhan

Filing System Project PMT-JTB
Implementasi Software Oracle Primavera untuk kebutuhan
Project PMT-JTB dan beberapa Installasi antara lain
Installasi Web Logic Server 10.3.6, Instalasi Primavera P6
dan Deploy P6 Web, Test Run P6 Web via Localhost, Test
Run P6 Web Via Client, serta Instalasi P6 Client pada
beberapa user;
Installasi Software Hysis Aspen One untuk server dan
untuk client keperluan process Engineering PMT-JTB.
Pembelian Software Autocad 2013 untuk keperluan
Engineering PMT-JTB;
Completion of IT Blueprint Phase 1: UPS Installation and

Cisco Pre-Configuration;
Procurement of data link MPLS between Jakarta Bojonegoro
Implementation of Data Center and Network Security
(Data Loss Prevention, Antivirus Enterprise)
Installation and configuration of Sound System for grand
meeting room on the 5th floor Wing 2;
Standardization of Active Directory and Email Services
Implementation of VOIP / Ip-phone between Jakarta Bojonegoro
Installation and configuration of Wi-Fi for 5th floor;
Completion of IT Blueprint Phase 2: Data Centre and
MPLS.
Implementation of Data Management System for Filing

System Project PMT-JTB requirement.
Implementation of Oracle Primavera Software for PMTJTB Project requirement and several Installation including
Web Logic Server 10.3.6 Installation, Primavera P6 and
Deploy P6 Web Installation, Test Run P6 Web via
Localhost, Test Run P6 Web Via Client, as well as P6
Client Installation on some user;
Software HYSIS Aspen One Installation for server and
PMT-JTB Process Engineering process for client.
Purchase Autocad Software 2013 in for Engineering
purpose of PMT-JTB;

3. PEPC Broadcast
Broadcasting kegiatan di tahun 2014 sebagai berikut :

Weekly HSSE Moment;
Upacara HUT Kemerdekaan RI Ke 69;
Perubahan No. Extension Pekerja PEPC;
Email Sementara Pekerja;
Rencana Downtime System Terkait Upgrade Database;
Syukuran HUT Pertamina (Persero)
Kepesertaan BPJS;
Peningkatan Produksi Blok Cepu 10.000 BOPD melalui
Program EOE;
PEPC Sharing Knowledge;
GCG Awareness - Gratifikasi;
Pengisian GCG Compliance TW IV;
Pest Control, Mosquito Prevention;
Pengajian Bulanan PEPC 2014;
Perubahan Pintu Masuk Gedung Patra Jasa;
Bantuan Sembako Untuk Korban Banjir Jakarta;
Kelahiran Anak Pekerja;
Townhall Meeting;
Employee Forum PT. Pertamina EP Cepu;
Safety Alert Kecelakaan Kerja;
Occupational Health;
HSSE Mandatory Training PEPC;
Join Domain Pertamina.com;
Upacara bendera Hari Kesaktian Pancasila 1 Oktober
2014;
Penghargaan SKK Migas Jabamanusa;
Program Medical Check Up On Site PT Pertamina EP
Cepu;
Penghargaan "Most Outstanding" untuk wakil PEPC;
Industrial Hygiene;
Switch Over Drill System ERP dan Non ERP;
Bulan KOMET PEPC 2014;
Forum Presentasi CIP PEPC 2014;
Penghargaan Peringkat-2 PEPC di Ajang APSA;
Pengukuhan Direktur Operasi;
Pengisian Online Gratifikasi;
Peresmian Proyek Re-Entry Sumur Pertama ADK;
Peringatan HUT PEPC ke-9;
Layanan Fasilitas Umum di Gedung Patra Jasa;
Penghargaan PEPC atas terselenggaranya acara
syukuran dan buka bersama 10.000 anak yatim tahun
2014;
Safari Ramadhan PEPC 2014;
Program CSR PEPC bidang kesehatan tahun 2014;
Waspada Kejadian Luar Biasa Virus Ebola di Afrika Barat;
Penghargaan untuk CIP PEPC;
G re a t A c h i ev e me n ts for P E P C P Q A' s 2 014;
Acara Farewell Ibu Karen Agustiawan;
Green Campaign 2014 (Pembagian Bibit Tanaman);
Penghargaan Best Papper 1 untuk PEPC dalam Drilling
Technology Forum 2014;
Employee Gathering Direktorat Hulu PT. Pertamina
(Persero);
3. PEPC Broadcast
Weekly HSSE Moment;

Ceremony of Republic of Indonesia 69th Independence
Day;
Change of PEPC Workers Extension Number;
Employees temporary email;
Downtime Plan System Related to Upgrade Database;
Pertamina Anniversary (Persero) Celebration
Membership of Social Insurance Organizing Body;
Increased Cepu Block production of 10,000 BOPD
through EOE Program;
PEPC Sharing Knowledge;
GCG Awareness - Gratification;
Filling out GCG Compliance TW IV;
Pest Control, Mosquito Prevention;
PEPC Monthly Prayer, 2014;
C ha nges i n P at r a J a s a B ui ld ing E nt r an ce;
Groceries Assistance for Flood Victims in Jakarta;
Birth of Employee's Child;
Townhall Meeting;
Employee Forum of PT. Pertamina EP Cepu;
Safety Alert of Work Accident;
Occupational Health;
PEPC HSSE Mandatory Training;
Join Domain of Pertamina.com;
Flag ceremony of Sacred Pancasila Day October 1, 2014;
Special Task Force for Upstream Oil and Gas Business
Activities Jabamanusa Award;
Program Medical Check Up On Site of PT. Pertamina EP
Cepu;
"Most Outstanding" Award for vice PEPC;
Industrial Hygiene;
Switch Over Drill System of ERP and non-ERP;
PEPC KOMET Month, 2014;
PEPC CIP Presentation Forum, 2014;
PEPC 2nd position in the APSA event;
Inauguration of the Director of Operations;
Filling out Gratification Online;
Inauguration of ADK First well Re-Entry Well of;
PEPC 9th Anniversary;
Public Facilities Services at Patra Jasa Building;
PEPC appraisal for the success of celebration and break
the fast together with 10,000 orphans in 2014;
PEPC Safari Ramadhan, 2014;
PEPC CSR program in health sector in 2014;
Extraordinary Events of Ebola virus in West Africa;
Award for PEPC's CIP;
Gr eat Achievements for PE PC P QA's 2014;
Farewell event for Mrs. Karen Agustiawa n;
Green Campaign 2014 (Distribution of Plants Seed);
Best Papper 1 Award for PEPC in Drilling Technology
Forum, 2014;
Employee Gathering of PT. Pertamina (Persero)Upstream
Directorate;
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200

Pelaporan LHKPN;
Security Awareness;
P er ingata n Har i AID S Sedunia PE PC 2014;
Polling BUMN Web Award 2014;
R eport ing W ea lth Repor t of St at e O fficia l;

Security Awareness;
Commemoration of World AIDS Day 2014 PEPC;
Polling of SOE Web Award, 2014;
4. PEPC I-Share
4. PEPC I-Share
Melakukan backup data storage rutin secara mingguan

melalui PEPC I-Share. Total data storage yang di-backup
sebelumnya di tahun 2013 adalah sebesar 2,105 GB.
Penambahan tahun 2014 ini adalah sebesar 2,915 GB,
sehingga total data yang telah di-backup sampai saat
ini adalah sebesar 810 GB.
Perform regular data storage backups on a weekly basis

through the PEPC I-Share. Total data storage backed up
earlier in the year 2013 was 2,105 GB. An addition in
2014 was 2,915 GB, therefore total backed up data up
to now is 810 GB.
BEBERAPA TATA KERJA ORGANISASI TERKAIT IT
SEVERAL ORGANIZATIONAL WORK PROCEDURE RELATED TO IT

Permintaan Perangkat/Peralatan Hardware & Software
Baru No : B-011/CP3120/2013-S0
Pengelolaan Access untuk Account Email, Account Access
Data dan Account Aplikasi
No : B-010/CP3120/2014-S0
Perencanaan Pengembangan Sistem IT
No : B-009/CP3120/2013-S0
Penyelesaian Kendala IT No : B-008/CP3120/2013-S0
Pengelolaan Corporate Website PEPC
No. B-011/CP3120/2014-S0
Software/Hardware & New Software Request

No: B-011 / CP3120 / 2013-S0
Access Management for Email Account, Account Access
Data and Account Application No: B-010/CP3120/2014S0
IT System Development Planning
No: B-009/CP3120/2013-S0
Settling IT obstacles No: B-008/CP3120/2013-S0
Management of PEPC's Corporate Website
No. B-011/CP3120/2014-S0
PERENCANAAN IT
IT PLANNING
Berikut adalah struktur ICT Master Plan PEPC 2014-2018 :
Following is ICT Master Plan Structure of PEPC in 20142018
Gambar 5.16. Struktur ICT Master Plan Figure 5.16 ICT Master Plan Structure
VISI MISI PEPC
PEPCS VISION & MISSION
SISTEM INFORMASI PEPC
SASARAN
ICT PEPC
PEPC ICT
TARGETS
PEPC INFORMATION SYSTEM
ARSITEKTUR BISNIS
BUSINESS ARCHITECTURE
ARSITEKTUR
INFORMASI
INFORMATION
ARCHITECTURE
ARSITEKTUR
APLIKASI
APPLICATION
ARCHITECTURE
ARSITEKTUR INFRASTRUKTUR
INFRASTRUCTURE ARCHITECTURE
TATA KELOLA & ORGANISASI ICT

ICT GOVERNANCE & ORGANIZATION
ROADMAP
IMPLEMENTASI
ICT PEPC
ROADMAP
IMPLEMENTASI
ICT PEPC

EXTERNAL
STAKEHOLDERS
INTERNAL USERS
(DIREKSI BOARD OF DIRECTORS, PEGAWAI PEPC PEPCS EMPLOYEE)
CORPORATE
WEBSITE
INTRANET/PORTAL INTERNAL
EXECUTIVE INFORMATION SYSTEM

(DASHBOARD/EIS)
DBMS
OPERATING SYSTEM
Pada lapisan pertama arsitektur aplikasi PEPC terdapat

antarmuka berupa website dan internet/portal internal.
Corporate website dan portal internal dimunculkan dalam
arsitektur, karena sebagian besar aplikasi yang dirancang
berbasis web, sehingga website dan portal merupakan
komponen utama yang diakses oleh pengguna.
In the first layer of PEPC architecture application, there are

interfaces in the form of website and internet/internal portal.
Corporate website and internal portal are shown on the
architecture, because most of the applications are designed
web-based so that the website and the portal are the main
components accessed by the user.
Pada lapisan kedua, terdapat kelompok aplikasi seperti EIS,

Upstream, Enterprise Management, Supply Chain Management,
dan Customer Management. Pada lapisan ini terdapat
kelompok EIS (Executive Information System), dengan
maksud agar aplikasi sistem informasi yang dibangun dan
dikelola PEPC memberikan added value, membantu Top
Management dalam mengambil keputusan bisnis dengan
cepat dan tepat sebagaimana tertuang dalam ICT Goals
yang telah dirumuskan.
In the second layer, there are application groups such as

the EIS, Upstream, Enterprise Management, Supply Chain
Management, and Customer Management. In this layer
there is EIS group (Executive Information System), for the
information system applications established and managed
by PEPC provide added value, assist top management in
making quick and accurate business decisions as stated
in the ICT Goals.
Upaya pembenahan website juga telah dilakukan dengan

redesign website www.pepc.pertamina.com
Website improvement efforts have also been made by

Website improvement efforts have also been made by
redesigning the www.pepc.pertamina.com website.
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202

INVESTASI DI BIDANG TEKNOLOGI INFORMASI TAHUN 2014

INVESTMENT IN IT SECTOR IN 2014
Untuk mendapatkan infrastruktur teknologi informasi yang

handal, PEPC selalu konsisten mengalokasikan sebagian
dari pendapatan Perusahaan untuk digunakan sebagai
anggaran teknologi informasi. Pada tahun 2014 jumlah
belanja modal PEPC untuk pengembangan TI adalah
sebesar USD551,120.87. Anggaran tersebut dialokasikan
untuk investasi di bidang teknologi informasi yang
mencakup hal-hal berikut Pengembangan aplikasi strategis
dan inovatif, pengembagan infrastruktur serta tata kelola
teknologi informasi berupa :
sewa Komputer;
biaya Internet;
MySAP Implementasi & Customization;
Biaya License User ID MySAP;
Pembelian Software dan License (EDMS, McAfee Antivirus,
Syncro, Autocad, Adobe Acrobat Pro, @Risk, Hysis,
Primavera, Petrel, Eclips, Geolog 7, Paradim);
Biaya Telepon dan;
Belanja Infrastruktur IT (Switch, Router, Security Device,
Network Data & Voice).
To obtain a reliable information technology infrastructure,

PEPC consistently allocates a portion of Companys
revenues to be used as an information technology budget.
In 2014 the amount of capital expenditures for PEPC IT
development amounted to USD551,120.87. The budget is
allocated to be invested in information technology including
the following strategic and innovative application
development, developing infrastructure as well as
governance and information technology in the form of:
Computer rental;
Internet cost;
MySAP Implementation & Customization;
License User ID MySAP Fee;
Purchase Software and License (EDMS, McAfee Antivirus,
Syncro, Autocad, Adobe Acrobat Pro,@Risk, HYSIS,
Primavera, Petrel, Eclips, Geolog 7, Paradim);
Telephone cost and;
IT Infrastructure expenditure (Switches, Routers, Security
Device, Network Data and Voice).
Tabel 5.22 Total Pengeluaran untuk Pengembangan TI tahun 2014

Table 5.22 Total Capital Expenditure for IT Development in 2014
Nama Project
Nama Project
No
Nilai Value
(USD)
Computer Rental
Computer Rental
Internet Link& MPLS Link Expense
Internet Link& MPLS Link Expense
13,304.22
MySAP Implementasi & Customization
MySAP Implementasi & Customization
11,889.00
Biaya License User ID MySAP
License User ID MySAP fee
Pembelian Server dan Storage Server
Purchase Server and Storage Server
Pembelian Software dan License (Hysis,

Petrel, Eclips, EDMS, @Risk Palisade,
Drilling Software, McAfee Antivirus,
ThinkCell,Syncro Pro)
Purchase Software and Lisence (Hysis, Petrel,

Eclips, EDMS, @Risk Palisade, Drilling Software,
McAfee Antivirus, ThinkCell,Syncro Pro)
47,017
Biaya License User ID MySAP
License User ID MySAP
59,365
Pembangunan Datacenter
Datacenter Construction
Pengembangan Aplikasi, Website &

Intranet
Development of Application, Website & Intranet
15,604.73
IT Supply & Consumable (Hardisk, Usb,

Cabling, Toner, dll)
IT Supply & Consumable (Hardisk, Usb, Cabling,

Toner, dll)
TOTAL
TOTAL
10
149,609.14
127,351.83
126,979.95
553,515.92

PENGEMBANGAN SUMBER DAYA MANUSIA DI BIDANG TI

HUMAN RESOURCES DEVELOPMENT IN IT SECTOR
Pengembangan sumber daya manusia adalah pemanfaatan
pelatihan dan pengembangan, pengembangan karir, dan
pengembangan organisasi, yang terintegrasi antara satu
dengan yang lain, untuk meningkatkan efektivitas individual
dan organisasi.
Human resource development is the utilization of training

and development, career development, and organizational
development, integrated with each other, to improve
individual and organizational effectiveness.
Untuk itu, sumber daya manusia berkomitmen untuk

memfasilitasi pengembangan sumber daya manusia di
bidang TI dengan menerapkan:
To that end, human resources are committed to facilitate

the development of human resources in the field of IT by
implementing:
1. SDM IT PEPC
1. PEPC's IT HR
2. Lokakarya
2. Workshops
3. Pelatihan untuk Pelatih dan Pengguna
3. Training of Trainers and Users
4. Peningkatan Pengetahuan Teknologi

Informasi
4. Increased Knowledge of Information

Technology
Mengenai jumlah SDM IT yang ada saat ini di PEPC

berjumlah 2 (dua) pekerja PWTT dan 2 (dua) pekerja
outsource. Dari beberapa slot yang tersedia diharapkan
dukungan dari CSS PT Pertamina (Persero) untuk
pengisian slot yang masih vacant, terlebih pada tahun
2014 organisasi IT PEPC akan setingkat manager.
Perusahaan menyelenggarakan lokakarya atau

mengikutsertakan sumber daya manusia yang
mengelola divisi TI secara berkala. Lokakarya ini
umumnya membahas tentang proyek teknologi yang
sedang berjalan, maupun rencana yang akan
dilaksanakan. Perusahaan melakukan lokakarya ini
minimal satu kali dalam setahun. Selain itu, kegiatan
ini pun dapat dilakukan sesuai dengan kebutuhan
masing-masing proyek.
Perusahaan melakukan pelatihan tentang penerapan

aplikasi atau sistem baru yang tengah berjalan. Proses
ini dilakukan antara Divisi TI dengan Divisi lainnya selaku
pengguna sistem atau aplikasi program TI. Sistem
training for trainer ini diterapkan agar metode
penggunaan aplikasi program TI dapat menyebar luas
secara cepat sehingga diharapkan aplikasi TI dapat
mendukung kegiatan operasional bisnis dengan lebih
efektif.
Untuk meningkatkan kemampuan dan keahlian setiap

sumber daya manusia Divisi TI, Perusahaan juga
mengirimkan pekerja dibidang IT untuk mengikuti
kursus-kursus, pelatihan, dan seminar seputar teknologi.
Kursus, seminar, dan pelatihan yang diikuti ini biasanya
dilakukan di luar Perusahaan dan disesuaikan dengan
kebutuhan divisi, termasuk Divisi TI.
Current number of IT workforce in PEPC consists of 2

(two) PWTT employees and 2 (two) outsourced
employees. Of the several available slots, it is expected
to receive support from CSS of PT Pertamina (Persero)
to fulfill the vacant slot, especially in 2014 for PEPC IT
organizations, with a person assuming a managerial
equivalent position.
Company regularly holds workshops or involve human
resources managing the IT division. Workshops generally
discuss ongoing technology projects, and the plans to
be implemented. Company organizes a workshop at
least once a year. In addition, this activity can be carried
out as may be needed by the respective projects.
The Company conducts training on the implementation

of a new application or system that is ongoing. This
process is carried out between the IT Division and other
Divisions as users of IT system or application program.
Training for trainer System is applied so that IT programs
application usage method can spread quickly so that
IT applications are able to support business operations
more effectively.
To improve the capability and expertise of each

personnel in IT Division, the Company also sends
employees engaged in IT field to attend courses,
trainings, and seminars on technology. Courses,
seminars, and training attended are usually held outside
the Company and adapted to the needs of the division,
including the IT Division.
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204
PROGRAM KERJA DIVISI TEKNOLOGI INFORMASI

WORK PROGRAM OF IT DIVISION
Penerapan sistem teknologi informasi yang handal dan

memadai dipercaya akan meningkatkan performance
Perusahaan. Untuk itu, Perusahaan berkomitmen melakukan
peningkatan sistem teknologi informasi khususnya guna
meningkatkan kinerja perusahaan dan juga untuk
menghadapi persaingan di industri migas antara lain dengan
mengembangkan berbagai perogram:
Mengembangkan struktur LAN Interconnection Kantor
Pusat PEPC Jakarta.
Mengembangkan Aplikasi Document Management System
("DMS") dalam bentuk web basis.
Menyediakan sistem Voice dan Video Conference sebagai
media penghubung antara Kantor Pusat PEPC di Jakarta
dengan kantor di Bojonegoro dan Kantor Pusat PT
Pertamina (Persero) Jakarta.
Mengembangkan Visual Management dalam bentuk TV
Broadcast & I-share.
Mengembangkan Website Portal PEPC dalam pengisian
data.
Membangun Ruangan Mini Data Center sebagai pusat
pengendalian dan pengelolaan sistem Teknologi
Informasi.
Membangun sistem Jaringan WiFi untuk penunjang
kinerja pekerja.
Implementation of reliable, adequate, and trusted IT system

will improve Companys performance. Thus, Company is
committed to improving the IT system particularly to
improving Companys performance and also to face
competition in oil and gas industry among others by
developing various programs:
Develop LAN Interconnection structure of PEPC Head
Office Jakarta.
Developing Document Management System ("DMS")
Applications in the form of web base.
Provide Voice and Video Conference System as liaison
media among PEPC Head Office in Jakarta, office in
Bojonegoro, and Head Office of PT Pertamina (Persero)
in Jakarta
Develop Visual Management in the form of TV Broadcast
& I-share.
Develop PEPC Portal Website in data entry.
Construct Mini Data Center Room as the central control
and management of information technology systems.
Establish WiFi network system to support the
performance of employees.

Roadmap Implementation
Roadmap Implementation
Roadmap Implementation akan dipetakan kedalam 5 tahun

dimana fokus implementasi ICT PEPC secara umum dibagi
kedalam 4 bagian, yaitu :
The Road Map Implementation will cover a period of 5 years

in which the focus of PEPC ICT implementation is generally
divided into 4 sections, i.e.
1. Data Preparation
1. Data Preparation
Tabel 5.23 Data Preparation Fokus Implementasi ICT Master Plan Table 5.23 Data Preparation of ICT Master Plan Implementation Focus
Component
2014
2015
Long Term (2016-2018)
STRATEGIC
INFORMATION
Penyiapan integrasi data dengan

Finance/SAP untuk Monitoring
Project dan EIS
Preparation of data integration with

Finance/SAP for Project Monitoring
and EIS
OPERATION
DATA
Standardisasi Pengelolaan Data

Project (EDMS)
Project Data Management

Standardization (EDMS)
2. Application
2. Aplikasi
Tabel 5.24 Aplikasi Fokus Implementasi ICT Master Plan Table 5.24 Focus Application in ICT Master Plan Implementation
Component
CORPORATE
WEBSITE
PORTAL
INTERNAL
DASHBOARD/EIS
2014
2015
Penambahan fitur dan

pengembangan CMS
Addition of features and
CMS development
Pengembangan intranet PEPC & aplikasi Business Support

seperti monitoring kontrak/pengadaan aset
PEPC intranet & Business Support Application development such as
contract/procurement & assetsmonitoring
Pengembangan
Dashboard/EIS
Dashboard/EIS
development
Pengembangan EMS
(Environmental Management
System) EMS (Environmental
Management System)
development
ENTERPRISE
MANAGEMENT
UPSTREAM
(GGR)
ENTERPRISE, MANAGEMENT,
SUPPLY CHAIN
Long Term (2016-2018)
Upgrade HYSYS,
penambahan modul
Geolog 7 & Eclips
HYSYS upgrade, addition
to geolog7 & eclipse
modules
Upgrade / Maintenance GGR

Software
GGR software
upgrade/maintenance
Membangun aplikasi data

historian untuk penyediaan
laporan/monitoring real time
Building historian data application
for real-time report/monitoring
Optimalisasi ERP. Roll out modul FM, Web app untuk travel management dan monitoring anggaran
(FM), IP2P, Integrasi sistem informasi yang ada/dibangun dengan database SAP
ERP optimization. FM module rollout, web app for travel management and financial monitoring,
iP2P, integration of existing information system/build with SAP database
205
206

3. Infrastruktur
3. Infrastructure
Tabel 5.25 Infrastruktur Fokus Implementasi ICT Master Plan Table 5.25 ICT Master Plan Implementation Focus Infrastructure
Component
DATA CENTER
2014
2015
Long Term (2016-2018)
Update server & storage,

implementasi AD &DLP
Server & storage upgrade,
AD & DLP implementation
Virtualisasi & automatic

backup
Virtualization & automatic
backup
Pembangunan DRC
DRC building
Assessment LAN/WAN dan

infrastruktur ICT
LAN/WAN and ICT
infrastructure assessment
Desain & standardisasi

LAN
LAN design &
standardization
Implementasi IP
Telephony KanPus
Head office IP Phone
implementation
DATA COMMUNICATION
NETWORK
Implementasi standardisasi LAN

Optimalisasi performance WAN
LAN standardization implementation
WAN performance optimization
RADIO
COMMUNICATION
Penyediaan sistem digital mobile radio

Mobile Radio Digital System Provision
CLIENT
PERIPHERAL
Penyediaan kebutuhan perangkat client

Client device needs provision
COMMON &
OTHER SERVICES
Penyediaan infrastruktur layanan common & other services

Common service & other services infrastructure provision
4. Tata Kelola
4. Governance
Tabel 5.26 Tata Kelola Fokus Implementasi ICT Master Plan Table 5.26 ICT Master Plan Implementation Focus Governance
Component
TATA KELOLA
Governance
2014
2015
Long Term (2016-2018)
Review/update IT Master Plan dan STK Eksisting

Review/update existing IT master plan & system of work procedure
Perencanaan & pendefinisian tingkat layanan,
Penerapan service desk/ticketing system untuk penanganan
permintaan user (remmedy)
Planning & defining service level, service desk/ticketing system
application for handling user demand (remedy)
SDM ICT
ICT HR
Penambahan SDM ICT sesuai kebutuhan bisnis dan tingkat layanan

ICT HR Addition according to business needs and service level
Upskilling SDM ICT sesuai kebutuhan bisnis dan tingkat layanan
ICT HR upskilling according to business needs and service level
Evaluasi kebutuhan SDM ICT
ICT HR needs evaluation
SDM USER
User HR
Sosialisasi/pengumpulan data
Socialization/data collection
Sosialisasi/pelatihan dan pendampingan implementasi aplikasi
Application implementation socialization/training and coaching

AUDIT TEKNOLOGI INFORMASI

IT AUDIT
Audit Teknologi Informasi merupakan bentuk pengawasan

dan pengendalian dari infrastruktur teknologi informasi
secara menyeluruh serta meninjau dan mengevaluasi faktorfaktor ketersediaan (availability), kerahasiaan (confidentiality),
dan keutuhan (integrity) dari sistem informasi perusahaan.
Information Technology Audit is a form of supervision and

control of the overall information technology infrastructure
as well as reviewing and evaluating the factors of availability,
confidentiality and integrity of the Company's information
system.
Alasan perlunya audit TI yaitu :

1. M e n c e g a h a d a n y a r e s i k o k e b o c o r a n d a t a
2. Menekan kerugian akibat kesalahan proses perhitungan
3. M en e k a n ke r ug i a n a k i b a t k eh i l a n g a n d a t a
4. Meminimalisir kesalahan dalam pengambilan keputusan
5. Tingginya investasi perangkat keras dan perangkat lunak
komputer
6. Mencegah adanya penyalahgunaan komputer
Reasons for IT audit are:

1. Preventing the risk of data leakage
2. Pressing loss due to error in calculation process
3. Pressing the losses due to data loss
4. Minimizing errors in decision-making
5. High investment in computer hardware and software
PEPC merencanakan melaksanakan audit TI dalam waktu

dekat sehingga diharapkan tahun 2015 mampu
menindaklanjuti hasil temuan dari audit TI.
PEPC IT plans to hold audit in the near future so it is expected

that in 2015 it is able to follow up on the findings of the IT
audit.
6. Preventing the misuse of computers
JARINGAN BISNIS
BUSINESS NETWORK
Di bisnis hulu, strategi 'Aggressive Upstream' diarahkan untuk

menjamin keberadaan sumber energi demi kelangsungan
bisnis Perseroan maupun demi kepentingan nasional,
melalui peningkatan produksi dan cadangan migas secara
organik maupun an-organik.
In the upstream business, 'Aggressive Upstream' strategy

is directed to ensure the existence of energy sources for
the continuation of Company's business and for national
interest, through organic or inorganic increase of oil and
gas production and reserves.
Meningkatkan produksi dari lapangan eksisting dan

melakukan aliansi strategis untuk ekspansi maupun
membangun kemampuan spesifik.
Increasing production from existing fields and conducting

strategic alliances to expand and build specific capabilities.
Meningkatkan bisnis perniagaan gas di dalam negeri serta

memanfaatkan peluang untuk memperbesar bisnis
transportasi dan pemrosesan gas melalui sinergisitas
dengan AP Pertamina lainnya. Proaktif dalam perumusan
pricing policy selaras dengan kebijakan nasional.
Peningkatan kapasitas dan kemampuan spesifik jasa
pengeboran untuk menunjang rencana ekspansi
perusahaan.
Increasing domestic gas commerce business as well as

taking advantage of opportunities to expand transportation
and gas processing business through synergy with
Pertaminas other subsidiaries. Proactive in the formulation
of pricing policy in line with national policy. Increased
capacity and drilling services specific capabilities to support
the company's expansion plans.
Saat ini, Direktorat Hulu mengelola 6 anak perusahaan yang

bergerak di bisnis hulu industri migas dan panas bumi,
yaitu: PT Pertamina EP (PEP), PT Pertamina Hulu Energi
(PHE), PT Pertamina Gas, PT Pertamina Geothermal Energy
(PGE), PT Pertamina EP Cepu (PEP Cepu), dan PT Pertamina
Drilling Services Indonesia (PDSI). Selain itu Direktorat Hulu
juga mengembangkan fungsi penunjang teknologi bidang
hulu, yaitu Exploration & Production Technology Center (EPTC).
Currently, the of PT Pertamina (Persero) manages six

subsidiaries that are engaged in upstream oil and gas and
geothermal industries, namely: PT Pertamina EP (PEP), PT
Pertamina Hulu Energi (PHE), PT Pertamina Gas, PT
Pertamina Geothermal Energy (PGE), PT Pertamina EP
Cepu (PEP Cepu), and PT Pertamina Drilling Services
Indonesia (PDSI). In addition, the Upstream Directorate also
develops supporting functions of upstream technological
fields, namely Exploration & Production Technology Center
(EPTC).
207
208
TINJAUAN KINERJA KEUANGAN PERUSAHAAN
OVERVIEW ON COMPANY FINANCIAL PERFORMANCE
ANALISIS POSISI KEUANGAN
ANALYSIS OF FINANCIAL POSITION

Analisis posisi keuangan merupakan bagian dari laporan
keuangan suatu perusahaan yang mencerminkan kekayaan
suatu perusahaan pada periode tertentu (posisi keuangan
pada akhir periode tertentu). Tahun 2014, dengan kondisi
perekonomian yang melemah, PEPC mampu meningkatkan
kinerja perusahaan. Jumlah aset mengalami peningkatan
44.22% dibandingkan tahun 2013, ekuitas mengalami
peningkatan sebesar 105% dibandingkan tahun sebelumnya.
Demikian juga dengan jumlah liabilitas mengalami
peningkatan sebesar 38,69% dibandingkan tahun
sebelumnya.
Analysis of financial position is part of a companys financial

statements that reflects the Companys wealth at a
particular period (the financial position at the end of a
certain period). In 2014, under a slack economy, PEPC was
able to improve company performance. Total assets
increased by 44.22% compared to the year 2013, equity
increased by 105% compared to previous year. Similarly,
total liabilities increased by 38.69% compared to the previous
year.
ASET
ASSETS
Aset Perusahaan terbagi menjadi dua jenis yaitu aset lancar
dan tidak lancar, total aset meningkat 44.22% yaitu sebesar
USD1,683,174,561 dibandingkan tahun sebelumnya sebesar
USD1,167,064,374.
Companys assets are divided into two types which are

current and non-current assets, total assets increased by
44.22% amounted to USD USD1,683,174,561 compared to
previous year amounting to USD1,167,064,374.

Jumlah aset mengalami peningkatan

44.22% dibandingkan tahun 2013,
ekuitas mengalami peningkatan sebesar
105% dibandingkan tahun sebelumnya.
Demikian juga dengan jumlah liabilitas
mengalami peningkatan sebesar 38,69%
dibandingkan tahun sebelumnya.
Total assets increased by 44.22% compared to
the year 2013, equity increased by 105% compared
to previous year. Similarly, total liabilities increased
by 38.69% compared to the previous year.
Tabel 5.27 Aset Tahun 2012 - 2014 (USD) Table 5.27 Assets in 2012-2014
Tahunan Annually
Keterangan
Description
ASET LANCAR
2012
2013
2014
Pertumbuhan
(%) 2013-2014
Growth
(%) 2013-2014
CURRENT ASSETS
Kas dan Setara Kas
Cash and Cash Equivalent
59,474,429
112,618,620
104,408,505
-7.29
Piutang Usaha
Account Receivables
29,449,404
11,560,082
38,861,960
236.17
Piutang lain-lain
Other Receivables
486,256
1,224,381
16,652,332
1,260.06
Persediaan
Inventory
7,549,256
23,251,942
15,721,380
-32.39
Uang muka dan biaya

dibayar dimuka
Advances and Prepaid Expenses
270,019
507,417
3,336,016
557.45
Jumlah Aset Lancar
Total Current Assets
97,279,364
149,162,442
178,980,193
19.99
650,398,407
971,503,218
1,428,512,085
47.04
31,828,026
46,312,519
73,647,921
59.02
106,353
86,195
2,034,362
2,260.19
682,332,786
1,017,901,932
1,504,194,368
47.77
779,612,150
1,167,064,374
1,683,174,561
44.22
ASET TIDAK LANCAR
NON-CURRENT ASSETS
Aset minyak dan gas bumi,

bersih
Oil and Gas Assets, net
Pajak Pertambahan Nilai

(PPN) yang dapat ditagihkan
kembali
Reimbursable Value Added Tax

(VAT
Aset Pajak Tangguhan
Deferred Tax Assets
Aset lain-lain
Other Assets
Jumlah Aset tidak lancar
Total of Non-Current Assets
TOTAL ASET
TOTAL ASSETS
209
210

Grafik 5.18 Total Aset Tahun 2012-2014 (USD) Chart 5.18 Total Assets in 2012-2014 (USD)
2012
2013
2014
ASET LANCAR
CURRENT ASSETS
Aset Lancar PEPC pada tahun 2014 mengalami peningkatan
19.99% sebesar USD178,980,193 dibandingkan tahun 2013
sebesar USD149,162,442. Peningkatan ini disebabkan oleh
meningkatnya Piutang Usaha.
PEPC's Current Assets in 2014 increased by 19.99%

amounted to USD178,980,193 compared to the year 2013
amounted to USD149,162,442. This increase is due to
increase in Accounts Receivable.
Kas dan Setara Kas
Cash and Cash Equivalents
Laporan arus kas disusun menggunakan metode langsung

dengan mengklasifikasikan arus kas berdasarkan aktivitas
operasi, investasi dan pendanaan. Untuk tujuan laporan
arus kas, kas dan setara kas disajikan setelah dikurangi
cerukan. Pada tahun 2014, Kas dan Setara Kas yang
tersimpan di rekening PEPC sebagian besar merupakan
penerimaan atas hasil penjualan bulan Januari 2014 s.d
Desember 2014 yang diterima dari MCL. Sampai dengan
periode yang sama tahun sebelumnya, PEPC mempunyai
Rekening penerimaan atas Sales Minyak Mentah Banyu
Urip (MMBU), dan hasil penerimaan atas sales segera
ditransfer oleh PEPC ke PT Pertamina (Persero).
The cash flow statement is compiled using the direct

method by classifying cash flows from operating, investing
and financing activities. The objectives of the cash flow
statement, cash and cash equivalents are presented after
deduction of bank overdrafts. In 2014, Cash and Cash
Equivalents saved in PEPCs account is largely from the
sales result in January 2014 to December 2014 received
from MCL. As of the same period of previous year, PEPC
had an account to receive Banyu Urips Crude Oil sales, and
the proceeds on sales were immediately transferred by
PEPC to PT. Pertamina (Persero).
Kebijakan manajemen dalam mengelola Kas dan Setara

Kas pada Perusahaan adalah Kas dan setara kas termasuk
kas, kas di 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.
Management Policy in Cash and Cash Equivalents of the

Company is cash and cash equivalents including cash on
hand, cash in banks and all time deposits with maturities
date within three months or less from the date of placement
and are not used as collateral or its use is not limited.

211
Tabel 5.28 Perkembangan Kas dan Setara Kas Tahun 2012-2014 (USD)
Table 5.28 Growth of Cash and Cash Equivalents in 2012-2014 (USD)
Tahunan Annually
2012
2013
Pertumbuhan
(%) 2013-2014
Growth
(%) 2013-2014
2014
Cash
Kas
Rekening Rupiah
Rupiah Account
Rekening Dolar
Dollar Account
20,371
4,131
20,756
402.44%
3,228
Bank
Bank
Rekening Rupiah
Rupiah Account
1,096,996
3,901,440
8,303,655
112.84%
Rekening Dolar
Dollar Account
57,175,740
106,136,449
96,080,866
-9.47%
Deposito Berjangka (Rupiah)
Time Deposit (Rupiah)
1,181,322
2,576,600
-100.00%
Deposito Berjangka (Dollar)
Time Deposit (Dolar)
7,421,707
59,474,429
112,618,620
104,408,505
-7.29%
Jumlah Kas dan Setara Kas
Total of Cash and Cash Equivalents
Grafik 5.19 Grafik Perkembangan Kas dan Setara Kas Tahun 2012-2014 (USD)
Chart 5.19 Growth of Cash and Cash Equivalents in 2012-2014 (USD)
2012
2013
Catatan arus kas 2014 dibandingkan 2013 :

- Peningkatan arus kas aktivitas operasi karena meningkatnya
penerimaan atas penjualan minyak dan penerimaan under
lifting/penyesuaian bagi hasil dengan pemerintah dari 85:15
menjadi 60:40
- Peningkatan arus kas aktivitas investasi karena meningkatnya
pembelanjaan capital proyek EPC 1 s/d 5 dan development drilling
pada wellpad b dan wellpad c.
- Peningkatan arus kas aktivitas pendanaan karena meningkatnya
pinjaman jangka panjang ke PT Pertamina (Persero).
2014
Notes to cash flow 2014 compared to 2013:
- The increase in cash flow from operating activities is due to a
boost in income from oil sales and under lifting income/adjustment
to revenue sharing with the government from 85:15 to 60:40
- The increase in cash flow from investing activity is due to a boost
in capital expenditure of EPC 1-5 project and development drilling
at wellpad b and c.
- The increase in cash flow from financing activities is due to a
boost in long-term loan to PT Pertamina (Persero).
Piutang Usaha
Accounts Receivable
Piutang Usaha adalah jumlah tagihan dari pelanggan untuk

penjualan minyak dan gas bumi yang dilakukan dalam
kegiatan usaha. Saldo piutang usaha merupakan bagian
Perusahaan atas penjualan minyak ke konsumen, bagian
atas DMO, dan pengembalian biaya ke cost recovery.
Penjualan minyak dilakukan oleh MCL mewakili para
Kontraktor. Karena jatuh temponya yang pendek, jumlah
tercatat piutang usaha kurang lebih sama dengan nilai
wajarnya. Seluruh saldo piutang belum jatuh tempo dan
tidak mengalami penurunan nilai.
Accounts Receivable is the number of bills from customers

for the sale of oil and gas from ordinary business activities.
The balance of accounts receivables is the Company's
share of oil sales to consumers, share of the DMO, and
reimbursable cost to MCL. MCL sells the oil in representation
of the Contractors. Due to the short maturity, the carrying
amount of trade receivables is approximately equal to their
fair value. All accounts receivables are not yet due and are
not impaired.
212

Kebijakan perusahaan atas Piutang Usaha, jika piutang

diharapkan tertagih dalam satu tahun atau kurang, piutang
tersebut dikelompokkan sebagai aset lancar. Piutang usaha
pada awalnya diakui sebesar nilai wajar sesuai dengan
perjanjian jual-beli.
Company policy on Account Receivables, a receivable which

is collectible within one year or less will be recognized as
current asset. Account receivables are initially recognized
as fair value in accordance with the sale-purchase
agreement.
Jumlah Piutang Usaha sebesar USD38,861,960 meningkat

sebesar 236.17% dibandingkan tahun sebelumnya sebesar
USD11,560,082. Peningkatan tersebut dipicu oleh
meningkatnya Piutang atas penjualan crude dan under lifting
kepada pemerintah atas meningkatnya bagi hasil migas
untuk bagian PEPC bulan Oktober s/d Desember 2014
kepada partner/MCL dan piutang kepada Unit Account JTB.
The amount of Accounts Receivable was USD38,861,960,

increased by 236.17% compared to previous year amounted
to USD USD11,560,082. The increase was driven by the
increased receivable on crude oil salesand increased oil
and gas profit sharing for PEPCs share in December, 2014,
reimbursement to the partner/MCL and receivables to the
Accounts Unit JTB.
Berdasarkan waktu pemberian kredit, rata-rata PEPC

memberikan kredit dalam waktu 30 hari.
In terms of credit tenure, Pertamina EP Cepu on average

gives 30 days.
Grafik 5.20 Perkembangan Piutang Usaha Tahun 2012-2014 (USD)

Chart 5.20 Growth of Operating Receivables in 2012-2014 (USD)
2012
2013
2014
Piutang Lain-lain
Other Receivables
Terdiri atas tagihan-tagihan yang tidak termasuk dalam

hasil penjualan minyak, dalam hal ini merupakan piutang
pembiayaan (reimbursement) kepada pihak-pihak yang
berelasi atas pembiayaan karyawan Perusahaan. Karena
jatuh temponya yang pendek jumlah tercatat jumlah piutang
lain-lain kurang lebih sama dengan nilai wajarnya.
Consisting of bills that are not included in oil sales, in this

case is a reimbursement to the related parties on Companys
employees financing. Due to the short maturity then amount
of other receivables are approximately equal to the fair
value.
Seluruh saldo piutang belum jatuh tempo dan tidak

mengalami penurunan nilai.Jumlah Piutang lain-lain sebesar
USD16,652,332 meningkat 1260.06% dibandingkan tahun
sebelumnya sebesar USD1,224,381. Peningkatan piutang
yang sangat signifikan tersebut disebabkan oleh pemberian
dana talangan kepada PEPC ADK untuk menunjang
operasional.
All immature receivable balance and not undergoing

impairment. Total Other Receivables is amounted to
USD16,652,332, an increase by 1,260.06% compared to the
previous year of USD1,224,381. The largely significant
increase of receivable was triggered by the granting of
bailout funds to PEPC ADK to support its operations.

Tabel 5.29 Piutang Lain-lain Tahun 2012-2014 (USD)

Table 5.29 Other Receivables in 2012-2014 (USD)
Tahunan Annually
2013
2014
Pertumbuhan
(%) 2013-2014
Growth
(%) 2013-2014
445,429
1,103,263
16,563,826
1,401.35
2012
Pihak yang berelasi
Related Parties
Piutang karyawan
Employees Receivables
40,827
121,118
88,506
-26.92
Jumlah Piutang lain-lain
Total Other Receivables
486,256
1,224,381
16,652,332
1,260.06
Grafik 5.21 Piutang Lain-lain Tahun 2012-2014 (USD)

Chart 5.21 Other Receivables in 2012-2014 (USD)
2012
2013
2014
Pihak yang berelasi

Related Parties
Piutang karyawan
Employees Receivables
Persediaan
Inventory
Persediaan consumable seperti suku cadang, bahan

bakar, pelumas, bahan kimia, dan perlengkapan dinilai
dengan harga perolehan dikurangi provisi persediaan
usang dan bergerak lambat. Persediaan consumable diakui
dalam laba rugi pada saat digunakan dalam operasi. Harga
perolehan ditentukan dengan metode harga rata-rata
tertimbang. Provisi persediaan usang dan bergerak lambat
ditentukan berdasarkan estimasi penggunaan atau
penjualan masing-masing jenis persediaan pada masa
mendatang.
Consumable inventory such as spare parts, fuel, lubricants,

chemicals, and appliances are given a value calculated
from the acquisition price deducted by provision for obsolete
and slow moving inventories. Consumable inventories are
recognized in profit or loss when used in the operation.
Acquisition price is determined using the weighted average
price. Provision for obsolete and slow moving inventory is
determined based on estimated usage or sales of each
type of inventory in the future.
Persediaan merupakan bagian perusahaan atas persediaan

sehubungan dengan operasi di KKS Blok Cepu berdasarkan
informasi dalam Joint Interest Statements yang diterbitkan
oleh Operator.
Inventories are part of Companyon the inventory in

connection with the operations in KKS Cepu Block based
on information in Joint Interest Statements issued by the
operator.
213
214

Pada Tanggal 31 Desember 2014, persediaan telah

diasuransikan terhadap risiko kebakaran, pencurian, dan
risiko lain yang mungkin terjadi. Manajemen berpendapat
bahwa nilai pertanggungan tersebut cukup untuk
menutup kemungkinan kerugian yang timbul dari persediaan
yang diasuransikan. Manajemen berkeyakinan bahwa
seluruh persediaan tersebut dapat dipakai, sehingga
penyisihan untuk persediaan usang dan lambat bergerak
yang tidak dapat dipakai tidak diperlukan.
On December 31, 2014, inventories were insured against

fire, theft, and other risks which may occur. Management
believes that the insurance coverage is adequate to cover
possible losses arising from the supply insured.
Management believes that the inventory can be used, so
that allowance for obsolete and slow moving inventory that
cannot be used is not required.
Jumlah persediaan sebesar USD15,721,380 menurun

sebesar 32,39% dibandingkan dengan tahun sebelumnya
yaitu sebesar USD23,351,942. Penurunan ini terutama
disebabkan oleh menurunya aktivitas Project terutama dari
Project EPC 1 - 5.
In 2014 the amount of inventories was USD15,721,380

decreased by 32,39% compared to previous year amounting
to USD23,351,942. The decrease was primarily due to
decrease in Project activities, notably from EPC 1-5Projects.
Uang Muka dan Biaya Dibayar Dimuka
Advances and Prepaid Expenses
Uang muka dan biaya dibayar dimuka pada tahun 2014

sebesar USD3,336,016 mengalami peningkatan sebesar
557.45%% dibandingkan tahun 2013 sebesar USD507,417.
Advances and prepaid expenses in 2014 were USD3,336,016,

increased by 557.45% compared to 2013 of USD507,417.
Grafik 5.22 Pertumbuhan Uang Muka & Biaya Dibayar Dimuka Tahun 2012-2014 (USD)
Chart 5.22 Growth of Advances and Prepaid Expenses in 2012-2014 (USD)
2012
2013
2014
ASET TIDAK LANCAR

NON-CURRENT ASSETS
Aset Tidak Lancar terdiri dari Aset Minyak dan Gas Bumi
bersih; Pajak Pertambahan Nilai yang dapat ditagihkan
kembali; Aset pajak tangguhan; Aset lain-lain. Aset Tidak
Lancar pada tahun 2014 sebesar USD1,504,194,368
mengalami peningkatan 47.77% dibandingkan tahun 2013
sebesar USD1,017,901,932. Hal ini disebabkan oleh realisasi
progres pembangunan dan projek pengembanganBlok Cepu
Urip pada tahun berjalan.
Non-current assets consist of oil and natural gas net assets;

Reimbursable VAT; Deferred tax assets; Other assets. NonCurrent Assets in 2014 amounted to USD1,504,194,368
i n c r e a s e d by 4 7 . 77 % c o m p a r e d t o 20 1 3 o f
USD1,017,901,932. This was caused by the realization of
development progress and Cepu Urip Block development
project in current year.

215
Grafik 5.23 Perkembangan Aset Tidak Lancar Tahun 2012-2014 (USD)

Chart 5.23 Growth of Non-Current Assets in 2012-2014 (USD)
2012
2013
2014
Aset Minyak dan Gas Bumi
Oil and Gas Assets
Nilai buku bersih perkembangan Aset Minyak dan Gas Bumi

tahun 2014 sebesar USD1,428,512,085 meningkat sebesar
47.04% dibandingkan nilai buku bersih tahun 2013 sebesar
USD971,503,218
Net book value of Oil and Gas assets development in 2014

amounted to USD1,428,512,085 increased by 47.04%
compared to the net book value of 2013 of USD971,503,218.
Tabel 5.30 Perkembangan Aset Minyak dan Gas Tahun 2013 (USD)
2013
Saldo Awal
Initial Balance
Nilai Perolehan
Acquisition Value
Sumur Produksi
Production Wells
Harta Bergerak
Current Assets
Sub-jumlah
Sub-total
Aset dalam penyelesaian
Assets in progress
Sumur Produksi
Production Wells
Fasilitas Produksi
Penambahan
Addition
Reklasifikasi
Reclassification
Saldo akhir
Final Balance
485,635,277
32,585,306
518,220,583
6,952,397
530,587
7,482,984
492,587,674
33,115,893
525,703,567
-
57,888,687
57,888,687
Production Facilities
188,908,670
246,154,717
435,063,387
Jumlah Nilai Perolehan
Total Acquisition Value
681,496,344
337,159,297
1,018,655,641
Akumulasi penyusutan, deplesi

dan amortisasi
Accumulated Depreciation,
depletion, and amortization
Sumur Produksi
Production Wells
Harta Bergerak
Current Assets
(25,733,338)
(14,561,404)
40,294,742
(5,364,599)
(1,493,082)
(6,857,681)
Jumlah akumulasi penyusutan,

deplesi dan amortisasi
Total Accumulated Depreciation, (31,097,937)

16,054,486
(47,152,423)
Nilai Buku Bersih
Net Book Value
650,398,407
971,503,218
216

Tabel 5.31 Perkembangan Aset Minyak dan Gas Bumi Tahun 2014 (USD)
2014
Saldo Awal
Initial Balance
Nilai Perolehan
Acquisition Value
Sumur Produksi
Production Wells
Harta Bergerak
Current Assets
Sub-jumlah
Sub-total
Aset dalam penyelesaian
Assets in progress
Sumur Produksi
Production Wells
Fasilitas Produksi
Penambahan
Addition
Reklasifikasi
Reclassification
Saldo akhir
Final Balance
518,220,583
50,040,882
68,334,294
636,595,759
7,482,984
989,477
8,472,461
525,703,567
51,030,359
68,334,294
645,068,220
57,888,687
101,606,953
(68,334,294)
91,161,346
435,063,387
325,656,664
760,720,051
Jumlah Nilai Perolehan
Total Acquisition Value
1,018,655,641
478,293,976
1,496,949,617
Akumulasi penyusutan, deplesi

dan amortisasi
Accumulated Depreciation,
Sumur Produksi
Production Wells
(40,294,742)
19,831,467
60,126,209
Harta Bergerak
Current Assets
6,857,681
1,453,642
8,311,323
Jumlah akumulasi penyusutan,

deplesi dan amortisasi
Total Accumulated Depreciation, (47,152,423)

(21,285,109)
(68,437,532)
Nilai Buku Bersih
Net Book Value
457,008,867
1,428,512,085
971,503,218
Grafik 5.24 Perkembangan Aset Minyak dan Gas Bumi Tahun 2012-2014 (USD)
Chart 5.24 Growth of Oil and Gas Assets in 2012-2014 (USD)
2012
2013
2014
Pajak Pertambahan Nilai (PPN) yang Dapat

Ditagihkan Kembali
Reimbursable Value Added Tax (VAT)
PPN yang dapat ditagihkan kembali dari SKK MIGAS

merupakan bagian Perusahaan atas PPN yang dibayar oleh
Kontraktor sehubungan dengan pembelian persediaan,
peralatan dan perlengkapan yang berkaitan dengan kegiatan
operasi KKKS.
Reimbursable VAT from Special Task Force for Upstream

Oil and Gas Business Activities is Companys share of VAT
paid by the Contractor in connection with the purchase of
supplies, equipment and appliances related to the KKKSs
operations.

Berdasarkan evaluasi manajemen terhadap status PPN

yang dapat ditagihkan kembali pada tanggal 31 Desember
2014 dan 2013, manajemen berkeyakinan bahwa tidak
diperlukan penyisihan piutang ragu-ragu untuk menutup
kemungkinan kerugian dan tidak tertagihnya PPN dari SKK
Migas tersebut. PPN yang Dapat Ditagihkan Kembali pada
tahun 2014 sebesar USD73,647,921 mengalami peningkatan
59.02% dibandingkan tahun 2013 sebesar USD46,312,519.
Hal ini disebabkan oleh peningkatan PPN yang dapat
ditagihkan kembali dari SKK MIGAS yang merupakan bagian
Perusahaan atas PPN yang dibayar oleh Kontraktor
sehubungan dengan pembelian persediaan, peralatan, dan
perlengkapan yang berkaitan dengan operasi KKS.
Based on the management's evaluation on reimbursable

VAT status dated December 31, 2014 and 2013, the
management believed that no allowance would be required
for doubtful accounts to cover possible losses and noncollection of the VAT from the Special Task Force for
Upstream Oil and Gas Business Activities. Reimbursable
VAT in 2014 amounted to USD73,647,921 increased by
59.02% compared to the year 2013 at USD46,312,519. This
was due to the increase in reimbursable VAT from the
Activities, which was Companys share of VAT paid by the
Contractor in connection with the purchase of supplies,
equipment, and appliances related to the PSC operation.
Grafik 5.25 Perkembangan PPN yang dapat ditagihkan kembali Tahun 2012-2014 (USD)
Chart 5.25 Growth of Refundable VAT in 2012-2014 (USD)
2012
2013
2014
LIABILITAS
LIABILITIES
Liabilitas terdiri dari Liabilitas Lancar dan Liabilitas Tidak

Lancar. Total Liabiltas PEPC sebesar USD1,474,693,231
meningkat 38.12% dibandingkan tahun sebelumnya sebesar
USD1,067,717,099. Peningkatan tersebut didorong oleh
meningkatnya fase project terutama untuk project EPC 1
sampai dengan EPC 5, baik untuk kebutuhan Capital
Expenditure maupun Non Capital Expenditure menjadikan
meningkatnya aktivitas pendanaan yang dipenuhi melalui
tambahan pinjaman untuk pembayaran Cash Call.
Liabilities consist of Current and Non-current Liabilities.

PEPCs Total Liabilities amounted to USD1,474,693,231
increased by 38.12% compared to previous year at
USD1,067,717,099. Such increase was driven by the
intensifying project phase, particularly for the EPC 1 thorugh
to the EPC 5 projects, both for Capital Expenditure and NonCapital Expenditure, which in turn boosts funding activity
which was fulfilled by the addition of loan for Cash Call
payment.
Grafik 5.26 Perkembangan Liabilitas Tahun 2012-2014 (USD)

Chart 5.26 Growth of Liabilities in 2012-2014 (USD)
2012
2013
2014
217
218

LIABILITAS LANCAR
CURRENT LIABILITIES
Liabilitas lancar adalah utang-utang yang harus dilunasi

dalam tempo satu tahun. Jenis Liabilitas Lancar terdiri dari
Utang Usaha, utang lain-lain, utang pajak dan biaya yang
masih harus dibayar. Total Liabiltas lancar sebesar
USD405,408,936 meningkat sebesar 159.34% dibandingkan
tahun sebelumnya sebesar USD156,322,544, yang terutama
disebabkan oleh meningkatnya hutang jangka panjang
yang akan jatuh tempo dalam satu tahun.
Current liabilities are payables that must be paid off within

a year. The types of Current Liabilities consist of Accounts
Payable, other payables, tax payables and accrued expenses.
Total Current Liabilities amounted to USD405,408,936
increased by 159.34% compared to previous year at
USD156,322,544, which was mainly caused by the increase
in long-term debt that will mature within one year.
Tabel 5.32 Perkembangan Liabilitas Lancar Tahun 2012-2014 (USD)

Table 5.32 Growth of Current Liabilities in 2012-2014 (USD)
Tahunan Tahunan
2012
2013
2014
Pertumbuhan
(%) 2013-2014
Growth
(%) 2013-2014
Utang Usaha
Account Payables
49,027,680
37,635,986
58,740,130
56.07
Utang lain-lain
Other payables
13,946,368
55,873,949
90,931,667
62.74
Utang Pajak
Tax payables
4,191,253
6,971,677
11,987,679
71.95
Biaya yang masih harus dibayar
Accrued Expenses
40,684,745
55,840,932
74,961,730
34.24
Pinjaman Pemegang Saham
Shareholder loans
167,021,601
Jumlah Liabilitas Lancar
Total Current Liabilities
107,850,046
156,322,544
403,642,807
158.21
Grafik 5.27 Perkembangan Liabilitas Lancar Tahun 2012-2014 (USD)

Chart 5.27 Growth of Current Liabilities in 2012-2014 (USD)
2012
2013
2014
Utang Usaha
Account Payables
Utang kepada MCL merupakan utang cash call untuk

kepentingan pembiayaan operasi di KBH Blok Cepu. Total
Utang Usaha sebesar USD58,740,130 meningkat 56.073%
dibandingkan tahun sebelumnya sebesar USD37,635,986
Akibat kebutuhan dana investasi dan operasi yang semakin
meningkat.
Payables to MCL are cash calls payables for financing

operations in Cepu Block PSC. Total Account Payables
amounted to USD58,740,130 increased by 56.073%
compared to the previous year of USD37,635,986. It was
due to the needs of the increasing investment and funds
operations.

Grafik 5.28 Perkembangan Utang Usaha Tahun 2012-2014 (USD)

Chart 5.28 Growth of Operating Payable in 2012-2014 (USD)
2012
2013
2014
Utang Lain-lain
Other Payables
Utang lain-lain terjadi akibat dari transaksi kepada Pihak

Berelasi dan Pihak Ketiga. Utang kepada Pihak Berelasi
berupa utang kepada PT Pertamina Bina Medika, PT Patra
Jasa, dan Pertamina. Pada tahun 2014, Utang Lain-Lain
sebesar USD90,931,667 atau meningkat 62.74%
dibandingkan tahun 2013 sebesar USD 55,873,944.
Peningkatan ini terutama disebabkan oleh peningkatan
utang pihak yang berelasi sebesar USD 257,474,522 atau
360.96% dibandingkan tahun 2013 USD 55,855,752.
Other payables occurred as a result of transactions to

Related Parties and Third Parties. Payables to Related
Parties in the form of debt to PT Pertamina Bina Medika,
PT Patra Jasa, and Pertamina. In 2014, other payables
amounted to USD90,931,667, increased by 62.74%
compared to the year 2013 of USD 55,873,944. This increase
was mainly due to an increase in related party debt
amounting to USD 257,474,522 or 360.96% compared to
the year 2013 of USD 55,855,752.
Tabel 5.33 Perkembangan Utang Lain-lain Tahun 2012-2014 (USD)

Table 5.33 Growth of Other Payables in 2012-2014 (USD)
Tahunan Annually
Pihak Berelasi
Related Parties
Pihak Ketiga
Third Parties
Utang lain-lain
Other Payables
2012
2013
2014
Pertumbuhan
(%) 2013-2014
Growth
(%) 2013-2014
12,937,797
55,855,752
90,452,921
61.94
1,008,571
18,197
478,746
2,530.91
13,946,368
55,873,949
90,931,667
62.74
Grafik 5.29 Perkembangan Utang Lain-lain Tahun 2012-2014 (USD)

Chart 5.29 Growth of Other Payables in 2012-2014 (USD)
2012
2013
2014
Pihak Berelasi Related Parties
Pihak Ketiga Third Parties
219
220

Utang Pajak
Tax Payables
Utang pajak PT Pertamina EP Cepu tahun 2014 sebesar

2013 sebesar USD6,971,677. Data utang pajak 2 (dua)
tahun terakhir yaitu :
PEPCs tax payables in 2014 amounted to USD11,987,679

increased by 74.68% compared to the year 2013 of
USD6,971,677. Tax payables data for the last 2 (two) years,
are:
Tabel 5.34 Utang Pajak 2013 -2014 (USD) Table 5.34 Tax Payables in 2013-2014 (USD)
2013
2014
6,252,603
11,679,854
26,040
62,089
1,021
28,948
Pajak Penghasilan dan Deviden
Income tax and Dividend
Pajak Lain-lain :
Other tax:
- PPN
- VAT
- PPh Pasal 4 (2)
- Income tax Article 4 (2)
- PPh Pasal 26
- Income tax Article 26
4,002
- PPh Pasal 23
1,801
67,572
- PPh Pasal 21
690,212
145,214
Jumlah Pajak Lain-lain
Total other Tax
719,074
307,825
Total Utang Pajak
Total Tax Payables
6,971,677
11,987,679
Biaya yang masih harus dibayar
Accrued Expenses
Biaya yang masih harus dibayar kepada pemasok dan

kontraktor merupakan bagian Perusahaan atas akrual
sehubungan dengan kegiatan di KKS Blok Cepu. Biaya yang
masih harus dibayar sebesar USD74,961,730 meningkat
USD55,840,932.
Accrued expense to suppliers and contractors are

Companys share of an accrual in connection with activities
in the Cepu Block PSC based on information in the Joint
Interest Statements issued by the operator. Accrued
expenses amounted to USD74,961,730 increased by 34.24%
compared to the previous year of USD55,840,932.

Tabel 5.35 Perkembangan Biaya yang masih dibayar Tahun 2012-2014(USD)

Table 5.35 Growth of Accrued Expenses in 2012-2014 (USD)
Tahunan Annually
Pemasok dan Kontraktor
Suppliers and Contractors
Bonus dan Insentif
Bonus and Incentive
Lain-lain
Other
Jumlah Biaya yang masih

harus dibayar
Total Accrued Expenses
2012
2013
2014
Pertumbuhan
(%) 2013-2014
Growth
(%) 2013-2014
39,695,894
55,090,896
73,817,042
33.99
901,811
1,144,688
87,040
750,036
-100.00%
40,684,745
55,840,932
74,961,730
34.24
Grafik 5.30 Perkembangan Biaya yang masih harus dibayar Tahun 2012-2014 (USD)
Chart 5.30 Growth of Accrued Expense in 2012-2014 (USD)
2012
2013
2014
LIABILITAS TIDAK LANCAR

NON-CURRENT LIABILITIES
Liabilitas Tidak Lancar Perusahaan terdiri dari utang pihak

berelasi, pinjaman, kewajiban pajak tangguhan, kewajiban
untuk biaya pembongkaran dan restorasi lokasi aset, dan
kewajiban imbalan kerja. Total Liabilitas tidak lancar
Perusahaan sebesar USD1,071,050,424 atau meningkat
17.52% dibandingkan tahun sebelumnya yaitu sebesar
USD911,394,556. Peningkatan ini didorong oleh
meningkatnya pinjaman jangka panjang kepada
PT Pertamina (Persero) untuk pembiayaan proyek Banyu
Urip.
Companys non-current liabilities consist of related party

debts, loans, deferred tax liabilities, liabilities for demolition
and restoration costs of assets and liabilities of assets site
and employee benefits. Total non-current liabilities
amounted to USD1,071,050,424 or increased by 17.52%
compared to previous year of USD911,394,556. This increase
was driven by increased long-term loans to the PT Pertamina
(Persero) for Banyu Urip project financing.
221
222

Tabel 5.36 Perkembangan Liabilitas Tidak Lancar Tahun 2012-2014 (USD)

Table 5.36 Growth of Non-Current Liabilities in 2012-2014 (USD)
Tahunan Annually
2012
Utang pihak berelasi
Related Parties' debts
Pinjaman pemegang saham
Shareholders loans
Kewajiban pajak tangguhan
Deferred tax liabilities
Provisi untuk biaya

pembongkaran dan restorasi
lokasi aset
2013
Pertumbuhan
(%) 2013-2014
Growth
(%) 2013-2014
2014
548,265,655
849,151,205
1,002,129,605
18.02
51,360,852
54,821,644
60,063,037
9.56
Provision for demolition and

restoration cost of assets site
3,773,721
3,884,694
4,445,067
14.43
Provisi imbalan kerja
Provision for employees benefits
2,650,700
3,537,013
4,412,715
24.76
Jumlah Liabilitas Tidak Lancar
Total of non-current liabilities
606,050,928
911,394,556
1,071,050,424
17.52
Grafik 5.31 Perkembangan Liabilitas tidak lancar Tahun 2012-2014 (USD)

Chart 5.31 Growth of Non-Current Liabilities in 2012-2014 (USD)
2012
2013
2014

223
EKUITAS
EQUITY
Total Ekuitas sebesar USD208,481,330 atau meningkat

sebesar 109.85% dibandingkan tahun sebelumnya yaitu
sebesar USD99,347,275. Peningkatan tersebut didorong
oleh adanya peningkatan saldo laba ditahan yang berasal
dari pendapatan komprehensif tahun 2014 sebesar
USD112,464,029.
PEPCs Total Equity amounted to USD208,481,330, an

increase by 109.85% compared to previous year of
USD99,347,275. The increase was driven by an increase in
retained earnings derived from the comprehensive income
in 2014 amounting to USD112,464,029.
Tabel 5.37 Perkembangan Ekuitas tahun 2012-2014 (USD) Table 5.37 Growth of Equity in 2012-2014
Modal Saham
Share Capital
Saldo laba (rugi)
Retained earnings (loss)
Ditentukan penggunaannya
Specified use
Tidak ditentukan penggunaannya
Unspecified use
Jumlah Ekuitas
Total Equity
2012
2013
2014
48,972
48,972
48,972
65,662,204
99,298,303
208,432,358
65,711,176
99,347,275
208,481,330
Grafik 5.32 Perkembangan Ekuitas Tahun 2012-2014 (USD) Chart 5.32 Growth of Equity in 2012-2014 (USD)
2012
2013
2014
Tabel 5.38 Laporan Posisi keuangan Tahun 2014 (USD) Table 5.38 Statement Of Financial Position Of Fiscal In 2014 (USD)
2014
Uraian
Description
2013
RKAP
RKAP
Audited
Audited
thd RKAP
to RKAP
thd 2013
to 2013
4=2:1
5=2:3
120
Aset Lancar
Current Assets
76,341
178,980
149,162
234
Aset Tidak Lancar
Non-current Assets
1,044,988
1,504,194
1,017,902
144
148
TOTAL ASET
TOTAL ASSETS
1,121,329
1,683,175
1,167,064
150
144
Liabilitas Jangka Pendek
Short Term Liabilities
59,124
403,643
156,323
683
258
Liabilitas Jangka Panjang
Long Term Liabilities
888,030
1,071,050
911,395
121
118
TOTAL LIABILITAS
TOTAL LIABILITIES
947,154
1,474,693
1,067,717
156
138
Ekuitas
Equity
174,175
208,481
99,347
120
210
TOTAL EKUITAS
TOTAL EQUITY
TOTAL LIABILITAS DAN EKUITAS
TOTAL LIABILITY AND EQUITY
Catatan Posisi Keuangan 2014 terhadap 2013:

1. Peningkatan aset tidak lancar karena peningkatan pembangunan
proyek PEPC 1 s.d. 5 Banyu Urip dan development drilling pada
Wellpad B dan Wellpad C
2. Peningkatan liabilitas tidak lancar karena meningkatnya
pinjaman jangka panjang ke PT Pertamina (Persero)/induk
174,175
208,481
99,347
120
210
1,121,329
1,683,175
1,167,064
150
144
Note to financial position 2014 compared to 2013:

1. Increase in non-current assets is caused by increased project
development of EPC 1-5 Banyu Urip and development drilling
at Wellpad B and Wellpad C
2. Increase in non-current liabilities is caused by increased longterm loan to PT Pertamina (Persero)/Parent company
224

ANALISIS KINERJA KEUANGAN
ANALYSIS OF FINANCIAL PERFORMANCE

Berkat kerja keras seluruh jajaran Perusahaan, performa
PEPC mampu tumbuh secara signifikan, Prestasi terbaik
selama tiga tahun terakhir berupa pencapaian Laba
Komprehensif sebesar USD112,464,029 meningkat sebesar
234.35% dibandingkan tahun sebelumnya sebesar
USD33,636,099. Kinerja Keuangan PEPC menunjukkan
pertumbuhan yang baik dibandingkan dengan tahun
sebelumnya. Hal ini dapat menjadi semangat baru untuk
terus tumbuh dan berkembang. Pertumbuhan dilihat dari
perolehan laba, pertumbuhan aset, profitabilitas, solvabilitas
dan likuiditas.
Thanks to the hard work of all levels of the Company, PEPCs

performance was able to grow significantly, the best
performance over the past three years was achievement
of Comprehensive Income which amounted to USD
112,464,029, an increase by 234.35% compared to previous
year of USD 33,636,099. PEPCs Financial Performance
showed healthy growth compared to the previous year.
This renews the spirit to continue growing and thriving. The
growth can be seen from the profit, asset growth,
profitability, solvency and liquidity.
LABA RUGI KONSOLIDASI

CONSOLIDATED INCOME
Pencapaian Laba Komprehensif adalah sebesar

tahun sebelumnya sebesar USD 33,636,099. Peningkatan
ini disebabkan oleh meningkatnya atas bagi hasil minyak
sebesar 169.00% dibandingkan tahun sebelumnya.
In 2014, the achievement of comprehensive income

amounted to USD112,464,029 an increase of 234.36%
compared to previous year of USD 33,636,099. Such
increase was due to the increase in profit sharing from oil
sales by 169.00% compared to previous year.
Tabel 5.39 Perkembangan Laba Rugi Tahun 2012-2014 (USD) Table 5.39 Growth of Profit and Loss in 2012-2014 (USD)
Keterangan
Remarks
Pendapatan Usaha
Operating Revenues
Beban Usaha
Operating Expenses
Beban Eksplorasi
Beban Produksi
2012
2013
Pertumbuhan
(%) 2013-2014
Growth
(%) 2013-2014
2014
143,882,860
172,794,294
292,536,427
69.30
Exploration Expenses
(12,374,384)
(11,091,060)
(3,736,053)
-66.31
Production Expenses
(37,546,622)
(47,354,406)
(63,739,938)
34.60
Beban Umum dan administrasi General and Administration Expenses (34,060,108)
(46,807,914)
(42,372,430)
-9.48
Beban Keuangan
Financial Expenses
(4,581,572)
(6,719,032)
(6,980,047)
3.88
Pendapatan Keuangan
Financial Expenses
77,946
275,039
194,398
-29.32
Pendapatan Lain-lain, bersih
Other Income, net
3,666,265
2,529,873
2,976,286
17.65
Laba sebelum Pajak

Penghasilan
Income before Income tax
59,064,385
63,626,794
178,878,643
181.14
Income Tax Expenses
(31,203,252)
(29,990,695)
(66,414,614)
121.45
Laba Bersih
Net Income
27,861,133
33,636,099
112,464,029
234.36
Pendapatan Komprehensif
Lainnya
Other Operating Expenses
Jumlah Pendapatan
Komprehensif
Other Comprehensive Income
27,861,133
33,636,099
112,464,029
Pencapaian laba audited 2014 sebesar $112 juta (142%) dari target
RKAP 2014 : perubahan tarif pajak sebagai dampak dari perubahan
bagi hasil dari RKAP 44% menjadi 40,5%; alokasi pembebanan PSL
ke JTB sudah dilakukan sesuai alokasi pekerja ref. RPTK; perhitungan
ARO sudah menggunakan data yang lebih wajar (biaya ARP sumur
turun); penurunan perhitungan depresiasi dengan Unit Of Production
(UOP); efisiensi biaya operasi G&A dan Head Office (HO); penurunan
biaya produksi /barrel, dari $18,64/bbl menjadi $13,8/bbl.
234.36
Audited profit 2014 amounting to $112 million (142%) from RKAP

2014 target: changes in tax rate as impact from changes in RKAP
revenue sharing from 44% to 40.5%; PSL to JTB load allocation has
been conducted in accordance with employee allocation with reference
to manpower utilization plan (RPTK); ARO calculation has used more
appropriate data (decreased ARP well expense); decrease in
depreciation calculation with unit of production (UOP); efficiency in
operating expense of G&A and Head Office (HO); decrease in
production expense/barrel, from $18.64/Bbl to $13.8/Bbl.

Grafik 5.33 Perkembangan Laba Rugi Tahun 2012-2014 (USD)

Chart 5.33 Growth of Profit and Loss in 2012-2014 (USD)
2012
2013
2014
PENDAPATAN USAHA
OPERATING REVENUES
Pendapatan Usaha sebesar USD292,536,427 meningkat

USD172,794,294. Pendapatan Usaha berasal dari Penjualan
dalam negeri. Peningkatan ini terutama disebabkan oleh
Produksi minyak mentah KKKS Blok Cepu yang dioperasikan
MCL sebagai operator dengan bagian PEPC meningkat
sebesar 117,00%, hingga bulan Desember tahun 2014 telah
berhasil memproduksikan minyak sebesar 5.04 MBOE atau
rata-rata produksi perhari sebesar 13.831 BOPD (2013: 4.31
MBOE).
Operating Revenues of USD 292,536,427 increased by

69.30% compared to the previous year of USD 172,794,294.
The revenue derived from domestic sales. This increase is
mainly due to the production of crude oil Cepu PSC operated
by MCL as the operator wherein the share of PEPC increased
by 117.00%; up to December 2014 oil has been successfully
produced with 5.04 MBOE or an average daily production
of 13,831 BOPD (2013: 4:31 MBOE).
Tabel 5.40 Perkembangan Pendapatan Usaha Tahun 2012-2014 (USD)

Table 3.40 Growth of Operating Revenue in 2012-2014 (USD)
2013
2014
Pertumbuhan
Growth (%)
137,598,076
165,655,990
273,831,622
65.30%
6,284,784
7,138,304
18,704,805
162.03%
143,882,860
172,794,294
292,536,427
69.30%
2012
Penjualan minyak mentah
Crude oil sales
DMO fee
DMO fee
Total Pendapatan Usaha
Total Operating Revenues
Grafik 5.34 Perkembangan Pendapatan Usaha Tahun 2012-2014 (USD)

Chart 5.34 Growth of Operating Expense in 2012-2014 (USD)
2012
2013
2014
Penjualan minyak mentah

Crude oil sales
DMO fee
DMO fee
Total Pendapatan Usaha

Total Operating Revenues
BEBAN USAHA
OPERATING EXPENSES
Beban Usaha ditimbulkan dari Beban eksplorasi; Beban
produksi; Beban umum dan administrasi. Jumlah beban
usaha adalah sebesar USD109,848,421 meningkat sebesar
USD105,253,380.
Operating Expenses are caused by exploration expenses;

Production cost; General and administrative expenses.
Total operating expenses amounted to USD109,848,421
increased by 4.37% compared to previous year of
USD105,253,380.
225
226

Peningkatan tersebut disebabkan oleh meningkatnya Beban

Produksi, seiring dengan meningkatnya produksi di tahun
2014 dan meningkatnya Depresiasi, Deplesi dan Amortisasi.
This increase is caused by the increasing production

expenses, along with increased production expenses in
2014 and increased depreciation, depletion and
amortization.
Tabel 5.41 Perkembangan Beban Usaha Tahun 2012-2014 (USD) Table 5.41 Growth of Operating Expense in 2012-2014 (USD)
2012
2013
2014
Pertumbuhan
Growth (%)
Beban Eksplorasi
(12,374,384)
(11,091,060)
(3,736,053)
-66.31
Beban Produksi
Production Expenses
(37,546,622)
(47,354,406)
(63,739,938)
34.60
Beban Umum dan administrasi General and Administrative Expenses (34,060,108)
(46,807,914)
(42,372,430)
-9.47
(105,253,380)
(109,848,841)
4.37
Jumlah Beban Usaha
Total Operating Expenses
(83,981,114)
Grafik 5.35 Perkembangan Beban Usaha Tahun 2012-2014 (USD)

Chart 5.35 Growth of Operating Expense in 2012-2014 (USD)
2012
2013
2014
Beban Eksplorasi terdiri dari umum dan administrasi; geologi

dan geofisika serta seismik dan survey. Jumlah Beban
eksplorasi adalah sebesar USD3,736,053 menurun sebesar
USD11,091,060. Penurunan ini didorong tidak adanya
kegiatan Drilling Explorasi di tahun 2014.
Exploration Expenses consist of general and administrative;

geology and geophysics as well as seismic and survey
costs. Total exploration expenses amounted to
USD3,736,053 decreased by 66.31% compared to previous
year of USD11,091,060. The decrease was due to absence
of Exploration Drilling activities in 2014.
Beban Produksi terdiri dari material, beban penyusutan,

deplesi dan amortisasi, gaji, upah dan tunjangan serta lainlain. Pada tahun 2014 Beban Produksi adalah sebesar
2013 sebesar USD47,354,406. Peningkatan ini terutama
disebabkan oleh peningkatan beban lain-lain sebesar
USD1,682,450 atau meningkat 69.71% dibandingkan tahun
2013 sebesar USD994,503.
Production Expenses consist of material, depreciation

expenses, depletion and amortization, salaries, wages and
benefits as well as others. In 2014 Production Expenses
amounted to USD63,739,938, increased by 34.60%
compared to the 2013 of USD47,354,406. This increase
was mainly due to increase in other increased expenses
amounting to USD1,682,450 or an increase of 69.71%
compared to that in 2013 of USD994,503.

Beban Umum dan administrasi terdiri dari gaji, upah dan

tunjangan; jasa umum; beban perlengkapan; jasa
profesional; sewa serta lain-lain. Beban Umum dan
administrasi adalah sebesar USD42,372,430 menurun
USD 46,807,914. Penurunan ini disebabkan oleh
menurunnya jasa profesional dan beban perlengkapan.
General and administrative expenses consist of salaries,

wages and benefits; public services; equipment expenses;
professional services; rent and others. General and
administrative expenses amounted to USD42,372,430
decreased by 9.48% compared to the previous year of $
46,807,914. This decrease was due to decrease in
professional services and equipment expenses.
PENDAPATAN LAIN-LAIN BERSIH

OTHER NET INCOME
Pendapatan lain-lain bersih terdiri dari pendapatan

manajemen, kerugian/keuntungan selisih kurs dan
pendapatan operasi bersama (KSO). Pendapatan lain-lain
bersih sebesar USD2,976,286 meningkat sebesar 17.64%
dibandingkan tahun sebelumnya sebesar USD2,529,873.
Peningkatan tersebut terutama disebabkan oleh
peningkatan lain-lain sebesar 1,613.00% dimana pada tahun
2013 sebesar USD20,390 menjadi sebesar USD349,280
pada tahun 2014.
Other net income consists of management income,

loss/profit on foreign exchange and joint operating income
(KSO). Other net income, amounted to USD2,976,286
increased by 17.64% compared previous year of
USD2,529,873. The increase was primarily due to increase
in others by 1,613.00% where in 2013 the amount of USD
20.390 increased to USD349.280 in 2014.
Grafik 5.36 Perkembangan Pendapatan lain-lain bersih Tahun 2012-2014 (USD)

Chart 3.36 Growth of Other Net Income in 2012-2014 (USD)
2012
2013
2014
BEBAN KEUANGAN
FINANCIAL EXPENSES
Beban Keuangan terdiri dari Beban Bunga Proyek dan Beban

Akresi. Beban bunga atas proyek merupakan biaya bunga
yang dibebankan oleh Pertamina atas pinjaman Pertamina
dari pihak ketiga untuk proyek pengembangan dan produksi
minyak dan gas bumi di KKS Blok Cepu. Jumlah Beban
Keuangan sebesar USD 6,980,047 meningkat sebesar 3.88%
dibandingkan tahun sebelumnya sebesar USD 6,719,032.
Kenaikan disebabkan oleh seiring dengan meningkatnya
Utang Jangka Panjang kepada PT. Pertamina (Persero)
untuk pembiayaan project terutama untuk project EPC 1
sampai dengan EPC 5 baik untuk kebutuhan Capital
Expenditure maupun Non Capital Expenditure.
Financial Expenses consist of the Project Interest Expenses

and Accretion Expense. Interest expense for the project is
the cost of the interest charged by Pertamina on Pertaminas
loan from third parties for development project and oil and
gas production in Cepu Block PSC. Total Financial Expenses
amounted to USD 6,980,047 increased by 3.88% compared
to the previous year of USD 6,719,032. The increase was
due to increase in Long-Term Debt to PT Pertamina (Persero)
for project financing, especially for EPC 1 to EPC 5 projects
both for Non-Capital Expenditure and Capital Expenditure
227
228

Tabel 5.42 Perkembangan Beban Keuangan Tahun 2012-2014(USD)

Table 5.42 Growth of Financial Expense in 2012-2-14 (USD)
2012
Beban Bunga - proyek
Interest expenses - project
Beban akresi
Accretion Expenses
Jumlah Beban Keuangan
Total of Financial Expenses
Pertumbuhan
Growth (%)
2013
2014
(4,385,251)
(6,642,054)
(6,715,405)
1.10
(196,221)
(76,978)
(251,325)
226.49
(4,581,472)
(6,719,032)
(6,966,730)
3.69
2012
2013
2014
Grafik 5.37 Perkembangan

Beban Keuangan Tahun 2012-2014 (USD)
Chart 5.37 Growth of Financial Expense
in 2012-2014 (USD)
BEBAN PAJAK
TAX EXPENSES
Beban Pajak Migas terdiri dari Pajak kini dan Beban Pajak
Tangguhan yang berasal dari timbulnya perbedaan temporer
maupun dari realisasinya. Jumlah Beban Pajak sebesar
Beban pajak sebelumnya sebesar USD29,990,695 lebih
tinggi pajak kini dibandingkan dengan periode yang sama
tahun sebelumnya, dikarenakan oleh peningkatan Taxable
Income Migas.
Oil and Gas Tax Expenses consist of current tax and deferred
tax expenses from temporary differences and its realization.
Total Tax Expenses of USD70,775,427 increased by 135.99%
compared to the previous tax expense of USD29,990,695,
it is higher compared to the same period the previous year,
due to increased oil and gas Taxable Income.
Tabel 5.43 Perkembangan Beban Pajak tahun 2012-2014 (USD) Table 5.43 Growth of Tax Expense in 2012-2014 (USD)
2012
2013
2014
Pertumbuhan
Growth (%)
Pajak Kini
Current Tax
(28,499,188)
(26,529,904)
(61,173,220)
130.58
Pajak Tangguhan
Deferred Tax
(2,704,064)
(3,460,791)
9,602,206
177.46
Beban Pajak
Tax Expenses
(31,203,252)
(29,990,695)
(66,414,614)
121.45
Grafik 5.38 Perkembangan Beban Pajak

Tahun 2012-2014 (USD)
Chart 5.38 Growth of Tax Expense
in 2012-2014 (USD)
2012
2013
2014

229
ANALISIS ARUS KAS
ANALYSIS OF CASH FLOW

Tabel 5.44 Arus Kas Tahun 2012-2014 (USD) Table 5.44 Cash Flows in 2012-2014 (USD)
Arus Kas
Cash Flow
Arus Kas dari Aktivitas Operasi
Cash Flow from Operating Activities
Penerimaan Kas dari pelanggan
Cash Receipts from Customers
Penerimaan Kas untuk penggantian

biaya
Cash Payment for reimburstments
Pembayaran Kas kepada pemasok

dan karyawan
(USD)
2012
2013
2014
123,958,274
192,855,185
268,122,881
7,301,660
13,135,411
12,937,585
Cash Payment to suppliers and employees
(78,554,829)
(127,272,052)
(143,145,392)
Pembayaran pajak penghasilan
Payment of income tax
(30,515,409)
(24,009,060)
(55,745,968)
Penerimaan dari pendapatan bunga
Receipts from interest income
77,946
275,039
194,398
Kas bersih yang dihasilkan dari

aktivitas Operasi
Net cash from operating activities
22,267,642
54,984,523
82,363,504
Arus Kas dari Aktivitas Investasi
Cash flow and investment activities
Pembayaran untuk perolehan aset

minyak dan gas bumi
Payment for the oil and gas assets

acquisition
(221,382,390)
(301,479,936)
(407,019,161)
Kas bersih yang (digunakan) untuk

aktivitas investasi
Net cash used for investment activities
(221,382,390)
(301,479,936)
(407,019,161)
Arus Kas dari Aktivitas Pendanaan
Cash flow from funding activities
Penerimaan dari pihak yang berelasi
Receipts from related parties
296,504,454
300,885,550
320,000,000
Pembayaran kas kepada pihak

berelasi
Cash payment to related parties
(39,136,313)
Pembayaran Dividen ke pihak

berelasi
Payment of dividends to related parties
(3,329,974)
Kas bersih yang dihasilkan

dari/(digunakan untuk) aktivitas
pendanaan
Net cash generated from/(used in) funding

activities
257,368,141
300,885,550
316,670,026
Kenaikan Bersih Kas dan Setara Kas
Increase in net cash and cash equivalent
58,253,393
54,390,137
(7,985,631)
Efek perubahan niai kurs pada kas

dan setara kas
Effect from changes in exchange rate in

cash and cash equivalent
(83,407)
(1,245,946)
(224,484)
Saldo Kas dan setara kas pada awal

tahun
Cash and cash equivalent balance at the

beginning of the year
1,304,443
59,474,429
112,618,620
Saldo Kas dan setara kas pada akhir

tahun
Cash and cash equivalent balance at the

end of the year
59,474,429
112,618,620
104,408,505
230

Arus kas dari aktivitas operasi diantaranya meliputi

Penerimaan Kas dari pelanggan, Penerimaan Kas untuk
penggantian biaya, Pembayaran Kas kepada pemasok dan
karyawan, Pembayaran pajak penghasilan, dan Penerimaan
dari pendapatan bunga. Pada tahun 2014 jumlah kas yang
dihasilkan dari aktivitas operasi adalah sebesar
USD82.363,504 atau meningkat 49.79 dibandingkan tahun
2013 sebesar USD54,984,523. Peningkatan penerimaan ini
terutama disebabkan oleh meningkatnya penerimaan dari
pelanggan dan penggantian biaya.
Cash flow from operating activities which include Cash

Receipts from customers, Cash receipts for reimbursement,
Cash Payments to suppliers and employees, income tax
payments and receipts from interest income. In 2014 the
amount of cash generated from operating activities was
USD82.363,504 or increased by 49.79% compared to the
year 2013 of USD 54,984,523. The increase in revenues is
primarily due to increased revenues from customers and
from reimbursement.
Arus kas dari aktivitas investasi terjadi sebagai akibat dari

Pembayaran untuk perolehan aset minyak dan gas bumi.
Pada tahun 2014 jumlah pengeluaran kas dari aktivitas
investasi adalah sebesar USD407,019,161 meningkat
35.01% dibandingkan tahun 2013 sebesar USD301,479,936.
Cash flow from investing activities occurs as the result of

the payment for the acquisition of oil and gas assets. In
2014 the amount of cash expenses from investing activities
was USD407,019,161 increased by 35.01% compared to
the year 2013 of USD 301,479,936.
Arus kas dari aktivitas pendanaan disebabkan oleh adanya

aktivitas pendanaan yaitu Penerimaan dari pihak yang
berelasi dan Pembayaran kas kepada pihak berelasi. Pada
tahun 2014 jumlah pendapatan kas aktivitas pendanaan
sebesar USD316,670,026 meningkat 5.25% dibandingkan
tahun 2013 sebesar USD300,885,550. Posisi kas dan setara
kas per 31 Desember 2014 sebesar USD104,408,505
menurun sebesar 7.29% dibandingkan tahun 2013 sebesar
USD112,618,620. Penurunan tersebut disebabkan oleh
penerimaan atas Sales Crude MMBU 2, tingginya penerimaan
pada tahun 2013 dikarenakan adanya penerimaan atas
sales tahun sebelumnya sebesar USD30,1 Juta sedangkan
pada periode yang sama tahun sebelumnya tidak ada. Serta
penerimaan Dropping dana meningkat dibanding tahun
sebelumnya seiring meningkatnya fase project 2014
dibanding periode yang sama tahun sebelumnya.
Cash flow from financing activities is due to funding activities

namely receipts from related parties and cash payments
to related parties. In 2014 the amount of cash income from
financing activities was USD316,670,026 increased by
5.25% compared to the year 2013 of USD 300,885,550.
Cash and cash equivalents as of December 31, 2014 was
USD 104,408,505 decreased by 7.29% compared to the
year 2013 of USD 112,618,620. The decline was caused by
the receipts of MMBU 2 Sales Crude, the high amount
received in 2013 was due to the receipts of the previous
year sales of USD 30.1 million, while in the same period of
the previous year there was none. Fund receipts increased
compared to the previous year in line with the intensifying
project phase in 2014 compared to the same period of the
previous year.

INFORMASI PENINGKATAN YANG MATERIAL PENJUALAN

ATAU PENDAPATAN BERSIH
INFORMATION OF INCREASING SALES MATERIAL OR NET INCOME
Kinerja PEPC tahun 2014 ditunjukan dengan pencapaian
peningkatan pendapatan menjadi USD292,536,427
meningkat sebesar 59.07% dibandingkan tahun 2013
sebesar USD172,794,294.
PEPCs performance in 2014 is shown by the achievement

of increase in revenue amounting to USD292,536,427,
increased by 59.07% compared to 2013 of USD172,794,294.
Such increase was generated from:
Tabel 5.45 Peningkatan Pendapatan Yang Berasal dari

Penjualan Minyak Mentah Tahun 2012-2014 (USD)
Table 5.45 Increase in Revenue Sourced from Crude Oil Sales
in 2012-2014 (USD)
2012
Penjualan Minyak Mentah

Crude Oil Sales
137,598,076
2013
Grafik 5.39 Penyaluran Minyak Mentah

Tahun 2012-2014 (USD)
Chart 5.39 Crude Oil Distribution
in 2012-2014 (USD)
2014
165,655,990 273,831,622
2012
Tahun 2014 Penjualan minyak mentah sebesar

tahun 2013 sebesar USD165,655,990. Peningkatan terutama
disebabkan oleh meningkatnya produksi yang berdampak
pada peningkatan bagi hasil/share PEPC.
Grafik 5.40 Peningkatan DMO Fee

Tahun 2012-2014 (USD)
Chart 5.40 Growth of DMO Fee in 2012-2014 (USD)
2012
2013
2014
6,284,784
7,138,304
18,704,805
2012
Tahun 2014, DMO Fee sebesar USD18,704,805 meningkat
sebesar 162.03% dibandingkan tahun 2013 sebesar
USD7,138,304. Peningkatan terutama disebabkan gross
revenue sejalan dengan meningkatnya produksi
2014
Amount of Crude oil sales in 2014 was USD273,831,622

USD165,655,990. The increase is mainly due to the
production increase resulting in the increase of PEPCs
profit sharing.
Tabel 5.46 Peningkatan DMO Fee Tahun 2012-2014 (USD)

Table 5.46 Increase in DMO Fee in 2012-2014 (USD)
DMO Fee
2013
2013
2014
In 2014, the amount of the DMO Fee was USD18,704,805,

USD7,138,304. The increase was mainly due to gross
revenue in line with production increase.
231
232
RASIO KEMAMPUAN MEMBAYAR UTANG DAN TINGKAT

KOLEKTIBILITAS PIUTANG PERUSAHAAN
SOLVENCY AND LIQUIDITY
SOLVABILITAS
SOLVENCY
Rasio Solvabilitas adalah Rasio yang digunakan untuk

melihat kemampuan perusahaan membayar seluru hutang,
yang ditunjukan dalam bentuk Debt to Total Assets Ratio
dan Debt to Total Equity Ratio. Debt to Total Assets Ratio
digunakan untuk memastikan atau menjamin berapa
persentase aset yang mampu menutupi jumlah hutang.
Pada tahun 2014 jumlah Debt to Total Assets Ratio sebesar
87.61% ini menunjukkan bahwa 87.61% dari total asset
mampu mengembalikan seluruh jumlah hutang yang dimiliki
PEPC, sedikit membaik kemampuannya dibandingkan tahun
2013 sebesar 91.49%.
Solvency ratio is the ratio used to assess the company's

ability to pay its debts, which is shown in the form of Debt
to Total Assets Ratio and Debt to Total Equity Ratio. Debt
to Total Assets Ratio is used to ensure or guarantee how
much the percentage of assets is able to cover all debts.
In 2014 the amount of Debt to Total Assets Ratio of 87.61%
indicated that 87.61% of the total assets was able to pay
the total amount of PEPCs debts, slightly better compared
to 2013 which was at 91.49%.
DER digunakan untuk mengukur bagian modal sendiri yang

dijadikan jaminan untuk keseluruhan kewajiban atau utang.
Pada tahun 2014 DER sebesar 707.35% menurun
dibandingkan tahun 2013 sebesar 1.075% menunjukan
kemampuan jaminan untuk melunasi kewajiban semakin
membaik.
DER is used to measure equity portion which serves as

collateral for the entire liabilities or debt. In 2014 DER was
at 707.35% decreased compared to 2013 which was at
1,075%, it showed the collateral ability to repay liabilities
improved.
Tabel 5.47 Rasio Solvabilitas Perusahaan tahun 2012-2014 (%) Table 5.47 Solvency Ratio in 2012-2014 (%)
2012
2013
2014
Debt To Total Assets Ratio (DAR)
91.57
91.49
87.61
Debt To Total Equity Ratio (DER)
1.086
1.075
707.35

Grafik 5.41 Rasio Solvabilitas Tahun 2012-2014 (%) Chart 5.41 Solvency Ratio in 2012-2014 (%)
2012
2013
2014
Debt To Total Assets Ratio

(DAR)
Debt To Total Equity Ratio

(DER)
LIKUIDITAS
LIQUIDITY
Likuiditas adalah rasio yang mencerminkan tentang

kemampuan untuk memenuhi kewajibannya, terutama
kewajiban jangka pendek. Tingkat likuiditas dapat dilihat
dengan cash ratio, acid ratio, dan current ratio.
Liquidity is a ratio that reflects the ability to meet its liabilities,

especially short-term liabilities. The level of liquidity can be
seen by cash ratio, acid ratio and current ratio.
Tabel 5.48 Rasio Likuiditas Perusahaan Tahun 2012-2014 (%) Table 5.48 Liquidity Ratio in 2012-2014 (%)
2012
2013
2014
Cash Ratio
55.15
72.04
25.87
Acid Ratio
83.20
80.55
35.49
Current Ratio
90.20
94.51
44.34
Grafik 5.42 Rasio Likuidasi Tahun 2014-2014 (%) Chart 5.42 Liquidity Ratio in 2012-2014 (%)
2012
2013
2014
Cash Ratio
Acid Ratio
Current Ratio
233
234
RASIO KEMAMPUAN MEMBAYAR UTANG DAN TINGKAT KOLEKTIBILITAS PIUTANG PERUSAHAAN

SOLVENCY AND LIQUIDITY
CASH RATIO
CASH RATIO
Pada tahun 2014 cash ratio menunjukkan angka 25.87%,

hal ini mengartikan bahwa kemampuan perusahaan dalam
menyelesaikan kewajiban jangka pendeknya dengan
menggunakan kas dan surat berharga yang dimiliki menurun
kemampuannya dibandingkan tahun 2013 sebesar 72.04%.
Penurunan tersebut disebabkan oleh meningkatnya Saldo
Hutang Lancar atas hutang jangka panjang yang akan jatuh
tempo dalam satu tahun
In 2014 the acid ratio was at 35.49%, this meant that the
companys ability to settle its short-term liabilities using
current assets (excluding inventory) slightly decreased
compared to 2013 which was at 80.55%. The decline was
due to the increased Current Debt Balance on long-term
debt maturing within one year.
ACID RATIO
ACID RATIO
Pada tahun 2014 acid ratio menunjukkan angka 35.49%,

hal ini mengartikan bahwa kemampuan perusahaan dalam
menggunakan aset lancar (tanpa memperhitungkan
persediaan) sedikit menurun dibandingkan tahun 2013
sebesar 80.55%. Penurunan tersebut disebabkan oleh
meningkatnya Saldo Hutang Lancar atas hutang jangka
panjang yang akan jatuh tempo dalam satu tahun.
In 2014 acid ratio was at 35.49%, this meant that the

company'sability to settle its short-term liabilities using
current assets (excluding inventory) was slightly decreased
compared to 2013 which was at 80.55%. The decline was
due to the increased Current Debt Balance on long-term
debt maturing within one year.
CURRENT RATIO
CURRENT RATIO
Pada tahun 2014 current ratio menunjukkan angka 44.34%,

hal ini mengartikan bahwa kemampuan perusahan dalam
menggunakan seluruh aset lancar yang dimiliki menurun
dibandingkan tahun 2013 sebesar 94.51%. Penurunan
tersebut disebabkan oleh meningkatnya saldo hutang lancar
atas hutang jangka panjang yang akan jatuh tempo dalam
satu tahun
In 2014, the current ratio was at 44.38%, this meant that

the companys ability to settle its short-term liabilities using
all current assets owned was decreased compared to 2013
which was at 94.51%. The decline was due to increased
Current Debt balances on long-term debt maturing within
one year.
KOLEKTIBILITAS
COLLECTABILITY
Tingkat kecepatan diterimanya kembali dana yang

ditanamkan dalam surat-surat berharga atau piutang
lainnya, atau dengan kata lain adalah kemampuan
perusahaan dalam menagih piutang (collecting period). Pada
tahun 2014 nilai collecting period sebesar 22 hari lebih cepat
dibandingkan tahun 2013 sebesar 24 hari. Percepatan
tersebut disebabkan oleh meningkatnya kepatuhan debitur
dalam menyelesaikan atas invoice yang telah ditagihkan.
Speed rate of invested funds return in securities or other

receivables, in other words is the company's ability to collect
receivables (collecting period). In 2014 the value of collecting
period of 22 days was slower than in 2013 which was 24
days. Such acceleration was brought about by debtors
increased compliance in settling the billed invoices.

STRUKTUR MODAL
CAPITAL STRUCTURE
Struktur modal (capital structure) menggambarkan

pembiayaan permanen perusahaan yang terdiri atas utang
jangka panjang dan modal sendiri. Dalam pemenuhan
kebutuhan dana, perusahaan harus mencari berbagai
alternatif pendanaan yang efisien.
Capital structure describes the permanent financing of

company consisting of long-term debt and equity capital.
In fulfillment of the requirement of funds, the company
must find efficient financing alternatives.
Sesuai dengan kebijakan Pertamina, kebijakan permodalan

dan pendanaan Perusahaan sepenuhnya diatur oleh
Pertamina. Perusahaan tidak diberikan otorisasi untuk
melakukan pinjaman baik jangka pendek maupun jangka
panjang. Oleh karena itu penerimaan modal Perusahaan
sangat tergantung sepenuhnya dengan kemampuan
Pertamina mendapatkan pendanaan. Struktur pendanaan
PEPC tampak pada tabel berikut.
In accordance with the Pertamina policy, capital policy and

company funding are fully regulated by Pertamina. The
company is not given authorization to make loans both
short and long term. Therefore, acceptance of the Company
capital is highly dependent entirely by Pertaminas ability
to get financing. The financing Structure is shown in the
following table.
Tabel 5.49 Struktur Pendanaan Tahun 2012-2014 Table 5.49 Financing Structure in 2012-2014
2012
2013
USD (000)
91.57
713,901
91.49
2014
USD (000)
USD (000)
1,067,717
87.61
1,474,693
Struktur Modal
Capital Structure
Liabilitas
Liabilities
Ekuitas
Equity
8.44
65,771
8.51
99,347
12.39
208,481
Aset
Assets
100.00
779,612
100.00
1,167,064
100.00
1,683,174
Struktur Aset yang dibiayai oleh Ekuitas sebesar 12.39%

meningkat dibandingkan tahun sebelumnya sebesar 8.51%
sedangkan yang dibiayai oleh Liabilitas sebesar 87.61%
menurun dibandingkan tahun sebelumnya sebesar 91.49%.
Assets structure financed by equity was at 12.39%, increased

compared to previous year which was at 8.51%, while for
assets structure financed by liabilities was at 87.61%.
Perusahaan mengelola risiko modal untuk memastikan

bahwa mereka akan mampu untuk melanjutkan
kelangsungan usaha dan untuk memastikan pemenuhan
batasan rasio kecukupan modal. PEPC mengawasi modal
dengan dasar rasio pinjaman bersih terhadap ekuitas, maka
pada tahun 2014 PEPC masih sanggup menjaga rasio
pinjaman bersih terhadap ekuitas sebesar 707.35%
The Company manages the risk capital to ensure that they

will be able to continue their business and to ensure
compliance with the capital adequacy ratio limit. PEPC
oversees capital on the basis of net loans ratio to equity.
In 2014 PEPC was still able to maintain net loans ratio to
equity ratio at 707.35%.
235
236
Pertamina secara aktif dan rutin menelaah dan mengelola

permodalannya untuk memastikan struktur modal dan
pengembalian yang optimal bagi pemegang saham, dengan
mempertimbangkan efisiensi penggunaan modal
berdasarkan arus kas operasi dan belanja modal, serta
mempertimbangkan kebutuhan modal di masa yang akan
datang. Dengan demikian, kemampuan Perusahaan dalam
mengelola permodalannya untuk memaksimalkan manfaat
bagi pemegang saham dan pemangku kepentingan lainnya
serta untuk senantiasa mempertahankan kelangsungan
usaha sangat terbatas.
Pertamina actively and regularly examines and manages

its capital to ensure structure capital and optimal returns
to shareholders, by considering the efficient use of capital,
based on operating cash flow and capital expenditures, as
well as considering capital needs in the future. Therefore,
the Companys ability to manage its capital in order to
maximize benefits to shareholders and other stakeholders
and to maintain business continuity is very limited.
TRANSAKSI DERIVATIF DAN AKTIVITAS LINDUNG NILAI

DERIVATIVE TRANSACTIONS AND HEDGING ACTIVITIES
Pada tahun 2014 PEPC tidak menghadapi risiko pasar atas

perubahan tingkat suku bunga dan menggunakan instrumen
derivatif sehubungan dengan aktivitas manajemen risiko.
PEPC juga tidak menggunakan atau menerbitkan instrumen
derivatif untuk tujuan diperdagangkan pada tahun 2014.
In 2014, PEPC did not face market risk from changes in

interest rates and use derivative instruments with respect
to risk management activities. PT Pertamina EP Cepu also
did not use or issue derivative instruments for trading
purposes in 2014.
Lindung nilai diartikan sebagai suatu investasi yang

dilakukan khususnya untuk mengurangi timbulnya risiko
pada suatu investasi lain. Lindung nilai digunakan sebagai
strategi untuk mengurangi timbulnya risiko bisnis yang
tidak terduga.
Hedging is defined as an investment conducted in particular

to reduce risk possibility in other investment. Hedging is
used as a strategy to reduce possibility of unexpected
business risks.
Tahun 2014, PEPC tidak melakukan transaksi derivatif dan

aktivitas lindung nilai, Kebijakan berkaitan dengan risiko
nilai tukar yang saat ini dijalankan adalah secara natural
(tanpa lindung nilai) yaitu: Perusahaan memanfaatkan
peluang harga pasar nilai tukar mata uang lainnya (multi
currency) untuk menutup kemungkinan risiko melemahnya
nilai tukar fungsional dan begitu sebaliknya, sehingga secara
natural risiko adanya pergerakan nilai tukar mata uang non
fungsional bisa saling menghilangkan. Transaksi valuta
mata uang bisa dilakukan dengan selalu
mempertimbangkan kurs yang menguntungkan
Perusahaan. Perusahaan mengatur risiko dengan berusaha
menyelaraskan penerimaan dan pembayaran untuk setiap
jenis mata uang.
In 2014, PEPC did not conduct any derivative transactions

and hedging activities. Policies relating to exchange rate
risk was at the time implemented naturally (without hedging),
namely: the Company took advantage of opportunities of
multi-currency exchange rates market price to cover
possible risk of functional currency exchange rate
depreciation and vice versa, so the risk of nonfunctional
currency exchange rate movements could be negated in
the natural way. Currency exchange transactions could
always be implemented by considering the favorable
exchange rate for the Company. Company dealt with the
risk by striving to align receipts and payments for each
currency.

IKATAN MATERIAL INVESTASI BARANG MODAL
MATERIAL COMMITMENTS FOR CAPITAL GOODS INVESTMENT
Investasi berupa Barang Modal (Capital Expenditure) merupakan aktivitas

pengeluaran dana yang digunakan untuk membeli sejumlah aset tetap atau
untuk menambah nilai aset tetap yang diharapkan dapat memberikan nilai
manfaat dimasa depan.
Investment in Capital Expenditure is the activity of expending funds used to purchase a number
of fixed assets or to add value to fixed assets that are expected to generate future benefits.
INVESTASI BARANG MODAL
INVESTMENT OF CAPITAL EXPENDITURE

Pada tahun 2014 aktivitas investasi barang modal
mengalami peningkatan 30.20% sebesar USD478,293,977
dibandingkan tahun 2013 sebesar USD337,159,297
Peningkatan tersebut terutama disebabkan oleh realisasi
D e v e l o p m e n t D r i l l i n g d a n pe m b a ng u na n E P C .
In 2014, capital expenditure investing activities increased

by 30.20% amounting to USD 337,159,297 compared to
the year 2012 which amounted to USD 261,915,038. The
increase was primarily due to the Development Drilling and
EPC Development.
Tabel 5.50 Perkembangan Belanja Barang Modal dalam bentuk Aset Minyak dan Gas Bumi Tahun 2014 (USD)
Tabel 5.50 Table of capital expenditure development in the form of Oil and Gas Assets in 2014
Sumur
Well
Keterangan Description
Harta Bergerak
Current Assets
Aset Dalam
Penyelesaian
Assets in
Progress
Total
Tujuan Investasi
Investment Objective
Untuk kelancaran dan keberlanjutan kegiatan produksi sehingga

mendorong pencapaian realisasi dari target perusahaan maupun
meningkatkan pertumbuhan kinerja
For smoothness and continuity of production activities so as to
encourage the realization of company's target and improve
performance growth
Sumber Dana
Source of Funds
Pendanaan Intern perusahaan dan pinjaman

Company's Internal funding and loan
Mata Uang
Currency
USD
Langkah Perlindungan
Risiko
Risk Protection
Measures
Diasuransikan pada PT Asuransi Jasindo

Insured in PT Asuransi Jasindo
Harga Perolehan
Acquisition Cost
11,746,501
39,283,858
427,263,617
478,293,976
237
238

PERIKATAN PENTING
MATERIAL COMMITMENTS
1. Perjanjian jual beli minyak mentah Banyu

Urip
1. Banyu Urip crude oil sale and purchase

agreement
Pada tanggal 20 Agustus 2009, para Kontraktor

menandatangani Perjanjian Jual Beli minyak mentah
Banyu Urip dengan Pertamina. Berdasarkan perjanjian
tersebut Kontraktor akan mengirim minyak mentah
kepada Pertamina sesuai dengan Kuantitas Kontrak
Harian ("DCQ") sebesar 10.000 barrel atau Kuantitas
Minimum Per Hari ("MDTQ") sebesar 50% dari DCQ
dengan harga yang sama atau lebih tinggi diantara:
(i) Harga ekspor minyak mentah Indonesia Free On Board
("FOB") Banyu Urip setelah dikurangi dengan estimasi
biaya pengangkutan; dan (ii) Harga domestik minyak
mentah Indonesia FOB Banyu Urip. Perjanjian ini berlaku
hingga tahun 20 Agustus 2012 dan diperbaharui
melalui Amandemen No. 1 yang terhitung efektif per
tanggal 1 Oktober 2012.
On August 20, 2009, the Contractors signed a Banyu

Urip Crude Oil Sale and Purchase agreement with
Pertamina. Pursuant to this agreement, the Contractors
were required to deliver crude oil to Pertamina in
accordance with Daily Contract Quantity (DCQ) of
10,000 barrels, or Minimum Daily Take Quantity (MDTQ)
at 50% of the DCQ on the basis of the following prices,
or whichever is higher: (i) Indonesia export Crude Price
Free On Board (FOB) of Banyu Urip after deduction of
the estimated delivery cost; or the (ii) Domestic Crude
Price of Banyu Urip FOB Indonesia. This agreement was
valid until 20 August 2012 and was renewed by
Amendment No. 1 which shall be effective as of October
1st, 2012.
Pada tanggal 31 Agustus 2009, Kontraktor mengadakan

perjanjian penjualan dan pembelian minyak mentah
dengan PT Tri Wahana Universal. Berdasarkan perjanjian
tersebut Kontraktor akan menjual minyak mentah
kepada PT Tri Wahana Universal sesuai dengan kontrak
tahunan yang sudah disepakati ("ACQ") dengan harga
yang sama atau lebih tinggi diantara: (i) Harga ekspor
minyak mentah Indonesia FOB Banyu Urip setelah
dikurangi dengan estimasi biaya pengangkutan; dan
(ii) Harga domestik minyak mentah Indonesia FOB Banyu
Urip. Perjanjian ini berlaku hingga tahun 31 Agustus
2014.
On August 31, 2009, the Contractors entered into an

agreement of Crude Oil Sale and Purchase with PT Tri
Wahana Universal. Pursuant to this agreement, the
Contractors were required to deliver Banyu Urip crude
oil to PT Tri Wahana Universal in accordance with an
Annual Contract Quantity (ACQ) on the basis of the
following prices, whichever is higher: (i) Indonesia export
FOB Banyu Urip after deduction of the estimated delivery
cost; or (ii) Domestic Indonesia Crude Price FOB Banyu
Urip. This agreement was valid until 31 August 2014.

2. Pembangunan sistem saluran pipa minyak

Banyu Urip - Mudi
2. Construction of Banyu Urip - Mudi oil pipeline

system
Pada tanggal 25 Maret 2008, Perusahaan mengadakan

perjanjian kerjasama pembangunan pipa minyak Banyu
Urip-Mudi 6 inch x 40 km dengan sistem built, operate
and owned dengan PT Geo Link Nusantara dengan nomor
perjanjian No. PEPC007/CP0000/2008/S-0. Perjanjian
tersebut telah di amandemen pada tanggal 24 Desember
2008 (amandemen 1), 31 Agustus 2009 (amandemen
2), 20 Oktober 2010 (amandemen 3), dan 19 April 2011
(amandemen 4).
On March 25, 2008, the Company entered into a

cooperation agreement on the construction of the Banyu
Urip-Mudi oil pipeline with a dimension of 6x 40km with
a build- operate- own system with PT Geo Link Nusantara
under the agreement No. PEPC007/CP0000/2008/S0. The agreement was amended on December 24, 2008,
(first amendment), August 31, 2009 (second
amendment), October 20, 2010 (third amendment), and
April 19, 2011 (fourth amendment).
Pada 26 April 2013, dilakukan amandemen ke 5 atas

peranjian kerjasama No. PEPC007/CP0000/2008/S-0
berkaitan dengan jaminan penyelesaian pembangunan
pipa tambahan atau looping dan tidak ada penggunaan
Drag Reducer Agent (DRA) apabila pembangunan looping
telah selesai.
On April 26, 2013 the fifth amendment was conducted

to the cooperation agreement No. PEPC007/CP0000/
2008/S-0 in relation to the assurance of the completion
of additional pipe construction or looping without any
utilization of Drag Reducer Agent (DRA) when the looping
construction is completed.
Efektif tanggal 1 Agustus 2014, seluruh perjanjian

tersebut di atas antara Perusahaan dengan PT Geo Link
Nusantara telah dialihkan (novasi) kepada PT Geo Putra
Perkasa dengan perjanjian Novasi atas perjanjian
kerjasama pembangunan pipa minyak Banyu Urip-Mudi
6 inch x 40 km dengan sistem: Built Operate and Owned
yang dibuat pada tanggal 22 Agustus 2014.
Effective on August 1, 2014, all these agreements

between the Company and PT Geo Link Nusantara was
transferred (novation) to PT Geo Putra Perkasa with a
Novation agreement on the cooperation agreement on
the construction of Banyu Urip-Mudi oil pipeline with the
dimension of 6 x 40km under a Build Operate - Own
system which was made on August 22, 2014.
239
240

3. Kontrak-kontrak Engineering Procurement and

Construction ("EPC") untuk pembangunan
fasilitas produksi minyak
3. Engineering Procurement and Construction

(EPC) contracts for the Construction of oil
production facilities.
Pada tahun 2011, Kontraktor telah menandatangani

kontrak-kontrak EPC dengan pihak ketiga untuk
pembangunan fasilitas produksi minyak. Total perkiraan
nilai kontrak-kontrak tersebut adalah USD1.329 juta
(nilai penuh).
In 2011, the Contractors have entered into various EPC

contracts with third parties for the construction of oil
production facilities. The total estimated value of the
contracts was US$1,329 million (full amount).
Sampai dengan tanggal pelaporan, realisasi

pembangunan EPC telah mencapai 73% dengan nilai
USD719 juta.
As of the reporting date, the realization development of

EPC had reached 73% amounting to USD 719 million.
4. Perjanjian Unitisasi Jambaran - Tiung Biru
4. Jambaran - Tiung Biru Unitization Agreement
Sesuai ketentuan PP No.35/2004 pasal 41 dan pasal 42

mengenai Unitisasi, Kontraktor Kontrak Kerja Sama
("KKKS") mempunyai kewajiban untuk melakukan
Unitisasi apabila terbukti adanya penambahan cadangan
yang memasuki wilayah kerja Kontraktor lainnya. Dalam
rangka memenuhi ketentuan tersebut, pada tanggal
14 September 2012, telah ditanda tangani Perjanjian
Unitisasi ("UA") Lapangan Jambaran dan Lapangan
Tiung Biru antara KKKS Blok Cepu yang terdiri dari
Perusahaan, MCL, Ampolex, dan Badan Kerja Sama PI
Blok Cepu ("BKS") disatu pihak dengan KKKS Blok
PT Pertamina EP ("PEP") dilain pihak.
The Government Regulation No. 35/2004, Article 41 and

Article 42 regarding Unitization stipulate that Contractors
of Cooperation Contracts are required to conduct
unitization where there is evidence of a reserve addition
to another Contractors Work Area. To comply with this
provision, a Unitization Agreement (UA) of the Jambaran
and TiungBiru Fields was signed on September 14, 2012
between the Cepu Block Contractors of Cooperation
Contract consisting of the PEPC, MCL, Ampolex and the
PI Cepu Block Cooperation Agency as one party, and the
Contractor of Cooperation Contract PT Pertamina EP
(PEP) as the other party.
Kesepakatan utama yang tercapai dalam UA adalah :

Lapangan Jambaran dan Lapangan Tiung Biru
diunitisasi.
Perusahaan ditunjuk sebagai Operator Unitisasi
Lapangan Jambaran-Tiung Biru
Penetapan Equity.
The main agreement achieved in the UA as follows:

The Jambaran Field and the TiungBiru Field shall be
unitized.
PEPC is designated as the Unitization operator of the
Jambaran-TiungBiru Fields.
Equity Determination.
Selain kesepakatan UA Lapangan Jambaran - Tiung Biru,

KKKS Blok Cepu dan KKKS Blok PEP masing masing
telah menunjuk Perusahaan sebagai Seller Representative
untuk seluruh gas Blok Cepu dan gas lapangan Tiung
Biru yang dituangkan dalam perjanjian terpisah.
Aside from the UA of Jambaran - TiungBiru Fields, the

PSC Contractors of the Cepu Block and the Contractor
of PEP Block have each designated PEPC as the Seller
Representative for all the Cepu Block gas and the
Tiung Biru field gas in separate agreements.

INVESTASI BARANG MODAL YANG DIREALISASIKAN

PADA TAHUN BUKU BERAKHIR
CAPITAL GOODS INVESTMENT REALIZED IN THE LAST FISCAL YEAR
INVESTASI
INVESTMENT
PEPC melakukan investasi antara lain dalam bentuk Share
45% Participating Interest, antara lain progress pembangunan
EPC Banyu Urip dan Pengembangan dari unit JambaranTiung Biru (Gas). Pada tahun 2014 aktivitas investasi
mengalami peningkatan 41.59% sebesar USD439,010,118
dibandingkan tahun 2013 sebesar USD310,062,501.
Peningkatan tersebut terutama disebabkan oleh realisasi
Development Drilling dan pembangunan EPC di Blok Cepu.
PEPC invests in the form of 45% Participating Interest Share

such as: Construction of Jambaran-TiungBiru unit (Gas).
In 2014, investing activities increased by 41.59% amounting
to USD 439,010,118 compared to the year 2013 of
USD310,062,501. The increase was primarily due to the
realization of Development Drilling and development of EPC
in the Cepu Block.
241
242
PERBANDINGAN ANTARA TARGET AWAL TAHUN BUKU

DENGAN REALISASI TAHUN 2014 DAN PROYEKSI TAHUN 2015
COMPARISON OF INITIAL TARGET IN FISCAL YEAR WITH REALIZATION IN 2014

AND 2015 PROJECTION
Tabel 5.51 Perbandingan Realisasi Laba Rugi Tahun 2014 dengan Target RKAP 2014 Serta Proyeksi Tahun 2015 (USD 000)
Table 5.51 Comparison of 2014 Income Realization and 2014 RKAP Target and 2015 Projection (USD 000)
Uraian
Description
Realisasi
2013
Realization
in 2013
RKAP
2014
RKAP in
2014
172,794
327,305
Pendapatan Usaha
Hasil Penjualan Minyak
Mentah
Beban Usaha
Realisasi
2014
Realization
in 2014
% Pencapaian realisasi 2014 terhadap

% Achievement Of Realization In 2014 To
Realisasi 2013
Realization
in 2013
RKAP 2014
RKAP in 2014
Proyeksi 2015
Projection in
2015
5 = 4/2
6 = 4/3
292,536
169.30
89.38
1,061,097
Operating Revenue
Revenue from Crude Oil
Sales
Operating Expenses
Beban eksplorasi
11,091
13,514
3,736
33.68
27.65
9,114
Beban Produksi
Production Expenses
47,354
79,813
63,740
134.60
79.86
263,952
Beban Umum dan

admnistrasi
General and administrative

Expenses
46,808
57,850
42,372
90.52
73.24
46,214
Beban Keuangan
Financial Expenses
6,719
525
6,980
103.88
1329.52
7501
Pendapatan Keuangan
Financial Income
(275)
(135)
(194)
70.55
143.70
(343)
Pendapatan Lain-lain,
bersih
Other income, net
(2,530)
(360)
(2,976)
117.63
826.67
(360)
Laba Sebelum Pajak

Penghasilan
Profit Before Income Tax
63,627
176,098
178,878
281.14
101.58
735,019
Income Tax Expenses
29,991
96,867
66,415
221.45
68.56
333,742
Laba Bersih
Net Profit
33,636
79,231
112,464
334.36
141.94
401,277
Pendapatan
Komprehensif Lainnya
Other Comprehensive Income
Jumlah Pendapatan
Komprehensif
Total Comprehensive
Income
33,636
79,231
112,464
Hasil kegiatan usaha tahun 2014 dimana realisasi laba

sebelum pajak tercapai sebesar USD178,878 ribu atau
sebesar 101.58% dibandingkan targetnya sebesar
USD176,098 ribu atau sebesar 281.14% dibandingkan
realisasi tahun 2013 yang sebesar USD63,627. Pencapaian
laba bersihnya mengalami peningkatan yakni terealisasi
sebesar USD112,464 ribu atau memenuhi target sebesar
141.94% yang sebesar USD79,231 ribu dan tercapai sebesar
334.36% dibandingkan realisasi tahun 2013 yang sebesar
USD33,636 ribu.
334.36
141.94
401,277
Proceeds from business activities in 2014 in which profit

before tax reached USD178,878 thousand or 101.58%
compared to the target at USD176,098 thousand or 281.14%
from the 2013 realization at USD63,627 thousand. The net
profit increased with the realization of USD112,464
thousand, or meeting the target by 141,94% amounting to
USD79,231 thousand and reached 334,36% compared to
2013 realization at USD33,636 thousand.

PROYEKSI
PENDAPATAN USAHA
TAHUN 2015
OPERATING REVENUE
PROJECTION OF 2015
243
Pada tahun 2015 pendapatan usaha diproyeksikan naik sebesar

263% dari estimasi pendapatan Perusahaan 2014 atau menjadi
sebesar USD1,061,097 ribu. Untuk mencapai sasaran
pendapatan usaha tersebut diperlukan beban usaha sebesar
USD326,781 ribu, maka target laba bersih sebelum pajak sebesar
USD735,019 ribu. Dan dengan beban pajak sebesar USD333,742
ribu, maka target laba bersih menjadi sebesar USD 401,277
atau bertumbuh 271% dari estimasi laba bersih tahun 2014.
In 2015, revenues are projected to rise by 263% of the estimated 2014
Company revenues or amounting to USD1,061,097 thousand. To
achieve such revenue target, the operating expenses needed to amount
to USD326,781 thousand, then the target net profit before tax was
USD735,019 thousand. A tax burden of USD333,742 thousand, yielded
a target net profit of USD 401,277 or grew 271% of the estimated net
profit in 2014.
Tabel 5.52 Perbandingan Realisasi Posisi Keuangan Tahun 2014 dengan Target RKAP 2014 Serta Proyeksi Tahun 2015 (USD 000)
Table 5.52 Comparison Table of Financial Position in 2014 with RKAP in 2014 and Projection in 2015 (000 USD)
Jenis & Rincian Kegiatan

Type & Detail Of Activities
Aset
Asset
Aset Lancar
Current Assets
Kas & Setara Kas
Cash & Cash Equivalent
Piutang Usaha
Accounts Receivable
Piutang Lain-lain
Other Receivables
Persediaan
Inventory
Uang Muka dan Beban

Dibayar Dimuka
Advances and Prepaid

Expenses
Total Aset Lancar
Total Current Assets
Aset Tidak Lancar
Non-current Assets
Aset Pajak Tangguhan
Deferred Tax Assets
Aset Minyak dan Gas

Bumi
Oil and Gas Assets
Aset Tetap dalam

Pelaksanaan
Fixed Assets in
Implementation
Aset Lain-lain
Other Assets
Realisasi
2013
Realization
In 2013
RKAP
2014
RKAP
2014
Realisasi
2014
Realization
in 2014

% Achievement Of Realization
In 2014 To
Realisasi 2013
Realization in
2013
RKAP 2014
RKAP 2014
5 = 4/2
6 = 4/3
Proyeksi 2015
Projection in
2015
112,619
35,647
104,408
92.71
292.89
235,007
11,560
17,365
57,165
494.51
329.20
204,062
1,224
2,857
116
9.48
4.06
243
23,252
20,153
15,721
67.61
78.01
91,977
507
318
3,336
657.99
1048.70
659
149,162
76,341
180,746
121.17
236.76
531,948
971,503
695,975
1,428,512
147.04
205.25
843,920
46,313
274,995
73,648
159.02
26.78
365,182
86
74,019
2,034
2365.12
2.75
79,004
Total Aset Tidak Lancar
Total Non-current Assets
1,017,902
1,044,988
1,504,194
147.77
143.94
1,288,106
Jumlah Aset
Total Assets
1,167,064
1,121,329
1,684,941
144.37
150.26
1,820,054
244
Jenis & Rincian Kegiatan

Type & Detail Of Activities
Realisasi
2013
Realization
In 2013
RKAP
2014
RKAP
2014
Liabilitas
Liabilities
Liabilitas Lancar
Current Liabilities
Utang Usaha
Accounts Payable
Utang Pajak
Tax Debt
Utang lain-lain
Biaya yang masih harus
dibayar
Realisasi
2014
Realization
in 2014

% Achievement Of Realization
In 2014 To
Realisasi 2013
Realization in
2013
RKAP 2014
RKAP 2014
5 = 4/2
6 = 4/3
Proyeksi 2015
Projection in
2015
37,636
38,056
57,588
153.01
151.32
28,282
6,972
16,955
11,988
171.94
70.70
33,791
Other Payables
55,874
4,057
259,105
463.73
6387.24
75,036
Costs Accrued
55,841
57
76,728
137.40
135033.55
40,173
157,830
59,124
405,409
256.86
685.69
177,282
849,151
735,105
1,002,130
118.02
136.32
875,750
54,822
134,312
64,424
117.51
47.97
147,744
Total Liabilitas Lancar
Total Current Liabilities
Non-Current Liabilities
Utang hubungan
istimewa
Debt of Special Relationship
Pinjaman Pemegang
Saham
Shareholder Loans
Kewajiban pajak
tangguhan
Deferred Tax Liabilities
Provisi untuk biaya

pembongkaran dan
restorasi lokasi aset
Provision for Demolition and

Restoration cost of Assets site
3,885
11,996
4,445
114.41
37.05
13,196
Provisi imbalan kerja
Provision for Employee benefits 3,537
6,616
4,413
124.77
66.70
7,278
911,350
888,030
1,075,411
118.00
121.10
1,043,967
1,067,717
947,154
1,480,820
138.69
156.34
1,221,249
49
49
49
100.00
100.00
49
65,662
94,895
99,298
151.23
104.64
197,479
(3,330)
33,636
79,232
108,103
321.39
136.44
401,277
99,347
174,175
204,121
205.46
117.19
598,805
1,167,064
1,121,329
1,684,941
144.37
150.26
1,820,054
Total Liabilitas Tidak

Lancar
Total Con-Current Liabilities
Jumlah Liabilitas
Total Liabilities
Ekuitas
Equity
Modal Disetor
Paid-in Capital
Laba (Rugi) Tahun Lalu
Profit (Loss) of Previous Year
Deviden
Dividend
Laba (Rugi) Tahun

Berjalan
Profit (Loss) of Current Year
Jumlah Ekuitas
Total Equity
Jumlah Liabilitas dan

Ekuitas
Total Liabilities and Equity
Realisasi total Aset adalah sebesar USD1,683,174 ribu atau

150.11% terhadap anggarannya yang sebesar USD1,121,329
ribu atau sebesar 144,37% dibandingkan realisasi tahun
sebelumnya ya ng sebesar USD1,167,064 r ibu.
The total asset realization was USD1,683,174 thousand or

150.11% compared to the budget at USD1,121,329 thousand
or by 144.37% compared to the previous years realization
amounting to USD1,167,064 thousand.

Realisasi total liabilitas adalah sebesar USD1,474,693 ribu

atau sebesar 155.70% terhadap anggarannya yang sebesar
USD947,154 atau tercapai sebesar 138% dibandingkan
realisasi tahun sebelumnya yang sebesar USD1,067,717
ribu.
Total liabilities realization amounts to USD1,474,693

thousand or 155.70% from the budget of USD947,154 or
reached 138% compared to the realization in 2013 at
USD1,067,717 thousand.
Sedangkan realisasi total ekuitas sebesar USD208,481 ribu

atau sebesar 119.70% terhadap anggarannya yang sebesar
USD174,175 ribu atau tercapai sebesar 209% dibandingkan
realisasi tahun sebelumnya yang sebesar USD99,347 ribu.
Meanwhile, the realization of total equity amounting to

USD208,481 thousand is 119.70% from the target of
USD174,175 thousand or 209% from the realization of the
previous year at USD99,347 thousand.
Perubahan nilai Aset serta Liabilitas dan Ekuitas pada prPosisi

Neraca pada akhir tahun 2015 diproyeksikan dengan jumlah
Aset sebesar USD1,820,054 ribu, Liabilitas sebesar
USD1,221,249 ribu dan Ekuitas sebesar USD598,805 ribu.
PROYEKSI NERACA
TAHUN 2015
BALANCE SHEET
PROJECTION OF 2015
The Balance Sheet position at the end of 2015 is projected with total
Assets of USD1,820,054 thousand, Liabilities of USD1,221,249
thousand, and Equity of USD598,805 thousand.
Tabel 5.53 Perbandingan Realisasi Struktur Modal Tahun 2014 dengan Target RKAP 2014 Serta Proyeksi Tahun 2015 (USD 000)
Table 5.53 Comparison of 2014 Capital Structure with RKAP Target for 2014 and Projection for 2015 (000 USD)
Keterangan
Description
Struktur Modal
Capital Structure
Realisasi 2013
Realization in 2013
RKAP 2014
RKAP in 2014
USD
USD
% Pencapaian
Realisasi 2013 Thd
% Achievement Of
Realization In 2013 To
Proyeksi
2015
Projection
in 2015
Realisasi
RKAP 2014
2014
Realization in RKAP in
2014
2014
USD
91.49
1,067,717
84.5
947,154
87.61
1,474,693
138.12
155.70
1,221,249
Ekuitas
Equity
8.51
99,347
15.5
174,175
12.39
208,481
209.85
119.70
598,805
Aset
Assets
100.00
1,167,064
100.00
1,121,329
100.00
1,683,174
144.22
150.11
1,820,054
Liabilitas
Liabilities
Realisasi 2014
Realization in 2014
Aset yang dibiayai oleh Liabilitas pada tahun 2014 adalah

87.61%, menunjukan 3.11% lebih tinggi dari target RKAP
tahun 2014.
Assets funded by Liabilities in 2014 are 87.61% which

is 3.11% higher than RKAP 2014 budget.
Aset yang dibiayai oleh Ekuitas pada tahun 2014 adalah

12.39%, menunjukan 3.11% lebih rendah dari target RKAP
tahun 2014.
Assets funded by Equity in 2014 are 12.39% which is

3.11% lower than the RKAP 2014 budget.
245
246
INFORMASI DAN FAKTA MATERIAL

SETELAH TANGGAL LAPORAN KEUANGAN
INFORMATION AND MATERIAL FACTS OCCURRING AFTER

ACCOUNTANT'S REPORTING DATE
Pada tahun 2014, tidak terdapat kejadian penting setelah

tanggal laporan keuangan, termasuk dampaknya terhadap
kinerja dan r is iko usa ha di ma sa m enda tang.
In 2014, there were no significant events after the financial

statement date, including its impact on future operating
performance and business .
PROSPEK USAHA PERUSAHAAN

COMPANY BUSINESS PROSPECTS
Pada tanggal 18 Agustus 2010, PEPC dan MCL telah

menandatangani Head of Agreement (HOA) untuk
pengembangan proyek Gas atas Unitisasi Lapangan
Jambaran-Tiung Biru dan Cendana. Ke depannya PEPC
akan lebih fokus pada pengembangan usaha di bidang
minyak dan gas bumi, untuk lapangan Banyu Urip di blok
Cepu dengan status Operated by Other (OBO), PEPC sebagai
Non Operator senantiasa menempatkan posisi sebagai
partner yang berkelas dunia yang turut mengawasi jalannya
pengembangan lapangan Banyu Urip dengan kaidah-kaidah
Joint Operating Agreement (JOA), PEPC selalu aktif dan
proaktif mengkritisi dan mengawal setiap perkembangan
dan kemajuan proyek pengembangan Banyu Urip dan
menjaga agar target on stream akan tercapai. HOA menunjuk
PEPC sebagai Unit Operator untuk melaksanakan
pengembangan Lapangan Unitisasi tersebut dengan konsep
Gas Blowdown dengan target on stream dan PEPC dapat
memenuhi harapan dari Pemerintah untuk pemenuhan
produksi nasional. Dengan mempertimbangkan semua
kegiatan usaha yang dimiliki saat ini maka prioritas
pengembangan ke depan dapat diringkas sebagai berikut:
a. Bisnis inti terus akan dilaksanakan sebagai Partner
dengan International Oil Company (IOC) yaitu MCL dalam
mengembangkan Blok Cepu terutama pengembangan
Lapangan Banyu Urip.
b. Bisnis Non Inti yaitu PEPC sebagai pemegang kuasa
Pertamina Persero sebagai pengawasan pipa penjualan
PT Geo Link Nusantara untuk memastikan instalasi
tersebut berjalan sesuai yang diharapkan dan memenuhi
kaidah praktek yang baik di industri perminyakan.
c. PEPC sebagai Operator Unitisasi Lapangan JambaranTiung Biru dan Cendana akan melaksanakan tugasnya
dengan sebaik-baiknya dalam pengembangan proyek
Gas guna memenuhi target on stream dan pemenuhan
produksi nasional
On August 18, 2010, PEPC and MCL signed a Head of

Agreement (HOA) for the development of Gas project for
the Unitization of Jambaran TiungBiru and Cendana
Fields. PEPC will focus more on business development in
the area of oil and gas, for the Banyu Urip field in Cepu
Block under a status of Operated by Other (OBO), PEPC as
a Non-Operator always places its position as a world-class
partner which also oversees the development of Banyu Urip
Field pursuant to the provisions of the Joint Operating
Agreement (JOA); PEPC constantly, actively and proactively
reviews performance with a critical eye , supervising each
and every progress of the Banyu Urip development project
and ensuring that on stream targets will be achieved. The
HOA designates PEPC as Unit Operator to carry out the
development of theGas Fields unitization using the Blow
down Gas Concept by targeting on stream and PEPC to
meet Governments expectations for the national production.
Taking into account all currently owned business activities,
the priorities of future development can be summarized as
follows:
a. Core business will be continually implemented as Partner
with an International Oil Company (IOC) which is MCL
in developing the Cepu Block, especially the development
of the Banyu Urip Field,
b. Non-core businesses in which PEPC as authorized agent
of Pertamina Persero monitors the sales pipeline of PT
Geo Link Nusantara to ensure that the installation runs
as expected, consistent with the good practices in the
petroleum industry,
c. PEPC as Operator of Jambaran-TiungBiru and Cendana
Fields unitization will perform the best it to develop the
gas project in order to meet on-stream targets and to
meet the national production.

PEPC optimis mampu melaksanakan kegiatan usaha dan

ditargetkan untuk 5 (lima) tahun kedepan tercapai produksi
minyak sebagaimana tabel berikut :
PEPC is optimistic that it is able to carry out business

activities and in the next 5 (five) years PEPC is expected to
meet the oil production target as shown in the following
table:
Grafik 5.43 Kenaikan produksi minyak dari full field

Lapangan Banyu Urip (2015) dan KK (2016)
Chart 5.43 Increase in Full Field Oil Production from
Banyu Urip Field (2015) and KK (2016)
+28%
74,64
75,39
63,74
52,31
45,00
11,82
Real
2013
13,50
Prog
2014
2015
2016
2017
2018
2019
Note: Prog 2014 TW-II
STRATEGI PERUSAHAAN KEDEPAN

COMPANY'S FUTURE STRATEGY
Optimisme Perusahaan terkait prospek usaha Perusahaan

mampu dijabarkan dalam program strategi Perusahaan
dalam jangka panjang. Untuk program jangka panjang
Perusahaan tetap fokus pada kegiatan program kerja
sebagaimana gambar berikut :
Companys optimism with respect to Companys business

prospects is outlined in the Company's long-term strategy
program. For its long-term program, Company remains
focused on the following work program activities:
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248
Tabel 5.54 Program Kerja PEPC Tahun 2015-2019 Table 5.54 PEPC Work Program In 2015-2019
Program Kerja
Work Program
Pemboran Eksplorasi
Exploration Drilling
Pemboran Pengembangan BU
BU Development Drilling
2015
2016
JBR-4,
JBR-6, JBR-7
JBR-1,
JBR-5, JBR-8
2019
9 Wells
KK-3
KK Development Drilling
Pemboran Pengembangan JTB

JTB Development Drilling
Fasilitas Produksi
(EPF, EOE, FF) DEV. BU + JTB + KK
Productions (BOPD, MMSCFD)
2018
KK-1
(re-entry)
Pemboran Pengembangan KK
Produksi (BOPD, MMSCFD)
2017
EPF BU + EOE BU + FF BU + KK
RAMP UP 100,000 TO 165,000
Pemboran Eksplorasi:
Tahun Re-Entry KK-1 (2015)
ATW-1 (2018)
ATW-2 (2019)
Pemboran Pengembangan:
9 sumur Banyu Urip (2015)
1 sumur KK (2016)
6 sumur JTB (3 sumur 2017 + 3 sumur 2018)
Produksi:
Banyu Urip: First oil Mid Juli 2015, Peak Production
Desember 2015, EOE & EPF s/d Desember 2015
KK : On Stream 2016
JTB: On Stream Q4 2018
GAS Ramp Up to 315

MMSCFD
Drilling Exploration:
KK-1 Re-Entry Year (2015)
ATW-1 (2018)
ATW-2 (2019)
Development Drilling:
9 Banyu Urip wells (2015)
1 KK wells (2016)
6 JTB wells (3 wells in 2017+ 3 wells in 2018)
Production:
Banyu Urip: First oil in mid- July 2015, Peak Production
in December 2015, EOE & EPF through December 2015
KK: On Stream in 2016
JTB: On Stream in Q4 2018
KEBIJAKAN DIVIDEN
DIVIDEND POLICY
Dividen adalah pembagian laba kepada pemegang saham

berdasarkan banyaknya saham yang dimiliki. Sebagai bagian
dari anak Perusahaan yang dimiliki oleh PT Pertamina
(Persero), PEPC memiliki kewajiban menyetorkan sebagian
dari laba bersih sebagai Dividen, walaupun tidak secara
langsung disetorkan kepada Negara. Sampai dengan tahun
buku 2014 PEPC sudah membayarkan laba Perusahaan
untuk pembagian dividen atas laba bersih tahun 2013.
Dividend is profit sharing to shareholders based on the

quantity of shares held. As a subsidiary owned by PT
Pertamina (Persero), Pertamina EP Cepu has an obligation
to deposit half of its net income as dividend, although it is
not directly paid to the State. As of fiscal year 2014, PEPC
has already paid out the Company's profit for dividend
distribution on its 2013 net income.

Tabel 5.55 Pertumbuhan Dividen Table 5.55 Growth of Dividends

Saldo
1 Januari
2013
Balance in
January 1,
2013
Modal ditempatkan
dan disetor
Issued and Paid-up Capital
Pendapatan
Komprehensif
tahun berjalan
Current year
Comprehensive
Income
Saldo
31 Desember
2013
Balance in
December 31,
2013
Pendapatan
Komprehensif
tahun berjalan
Current year
Comprehensive
Dividen
Dividend
Saldo 31
Desember
2014
Balance in
December 31,
2014
48,972
48,972
48,972
Saldo Laba
Retained Earnings
65,662,204
33,636,099
99,298,303
(3,329,974)
112,464,029
208,432,358
Jumlah Ekuitas
Total Equity
65,711,176
33,636,099
99,347,275
(3,329,974)
112,464,029
208,481,330
TOTAL DIVIDEN YANG DIBAGIKAN

TOTAL SHARED DIVIDENDS
Pembagian Dividen kepada Pemegang Saham Perusahaan

diakui sebagai liabilitas dalam laporan keuangan
Perusahaan dalam tahun dimana pembagian dividen
tersebut disetujui oleh Pemegang Saham Perusahaan.
Berdasarkan Resolusi Pemegang Saham tertanggal 23 April
2014, dividen yang dibagikan sebesar USD3,329,974
(USD6,727.22/saham). Payout ratio PEPC tahun ini yaitu
sebesar 0.006% dan telah dibayar tunai ke Pertamina pada
tanggal 24 Juni 2014.
The sharing of Dividends to the Shareholders is recognized

as liability in the Companys Financial Statements where
the dividends are approved by the Shareholders. Under the
Shareholders Resolution dated April 23, 2014, the shared
dividends is amounted to USD3,329,974
(USD6,727.22/share). PEPC payout ratio of the year is
0.006% which has been paid in full to Pertamina on June
24, 2014.
PROGRAM KEPEMILIKAN SAHAM OLEH KARYAWAN DAN/ATAU

MANAJEMEN YANG DILAKSANAKAN PERUSAHAAN (ESOP/MSOP)
SHARE OWNERSHIP PROGRAM BY EMPLOYEES AND/OR MANAGEMENT (ESOP / MSOP)

Sampai dengan tahun 2014, PEPC belum melaksanakan
program kepemilikan saham untuk karyawan dan/atau
manajemen yang dilakukan melalui penawaran saham
atau penawaran opsi saham dalam rangka kompensasi
kepada Karyawan, Direksi dan Dewan Komisaris.
Until 2014, PEPC did not implement a share ownership

program for its employees and / or management through
a share offering or option as compensation to Employees,
the Board of Directors and the Board of Commissioners.
REALISASI PENGGUNAAN DANA HASIL PENAWARAN UMUM

UTILIZATION OF PROCEEDS FROM INITIAL PUBLIC OFFERING
Sampai dengan 31 Desember 2014, PEPC bukan merupakan
perusahaaan go-public dan belum melakukan penawaran
umum, sehingga tidak ada informasi menegenai total
perolehan dana, rencana penggunaan dana, rincian
penggunaan dana, saldo dana tanggal persetujuan RUPS
atas realisasi penggunaan dana hasil penawaran umum.
Until December 31, 2014, PEPC has not yet become a

company that has gone public and has not conducted any
public offering, therefore, there is no information related to
the total proceeds, use of funds planning, details of the use
of funds, and fund balance date of the GMS approval for
the realization of fund use from public offering.
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250
INFORMASI PENTING ANTARA LAIN MENGENAI INVESTASI, EKSPANSI,

DIVESTASI, AKUSISI, DAN RESTRUKTURISASI DAN PRIVATISASI
MATERIAL INFORMATION ON INVESTMENT, EXPANSION, DIVESTMENT, ACQUISITION

RESTRUCTURING, AND PRIVATIZATION
INVESTASI INVESTMENT
PEPC melakukan investasi antara lain dalam bentuk Share
45% Participating Interest. Pengembangan dari unit
Jambaran-Tiung Biru (Gas). Pada tahun 2014 aktivitas
investasi mengalami peningkatan sebesar 41.59%, dari
sebesar USD439,010,118 dibandingkan tahun 2013 sebesar
USD310,062,501. Peningkatan tersebut terutama
disebabkan oleh realisasi Development Drilling dan
pembangunan EPC pada proyek pengembangan Lapangan
Banyu Urip.
PEPC invests in the form of 45% s share in participating

interest. The development of Tiung Biru -Jambaran unit
(Gas). In 2014, investment activities increased by 41.59%,
amounting to USD439,010,118 compared to previous year
which was USD310,062,501. The increase was primarily
due to the realization of Development Drilling and
development of the EPC at Banyu Urip development project.
DIVESTASI DIVESTMENT
Divestasi adalah strategi untuk mencapai tujuan jangka
panjang. Strategi bisnis dapat berupa perluasan geografis,
diversifikasi, akuisisi, pengembangan produk, penetrasi
pasar, rasionalisasi karyawan, divestasi, likuidasi dan joint
venture. Tahun 2014, PEPC tidak melakukan kegiatan
divestasi sehingga tidak ada informasi terkait tujuan, nilai
transaksi, dan sumber dana dari hasil kegiatan divestasi.
Divestment is a strategy for achieving long-term goals.

Business strategy may include geographic expansion,
diversification, acquisition, product development, market
penetration, employee rationalization, divestment, liquidation,
and joint venture. In 2014, PEPC has not conducted any
divestment activities so that there is no information related
to objectives, transaction amount, and the source of funding
resulting from divestment activities.
AKUISISI ACQUISITION
Akuisisi adalah pembelian suatu perusahaan oleh
perusahaan lain atau oleh kelompok investor. Akuisisi sering
digunakan untuk menjaga ketersediaan pasokan bahan
baku atau jaminan produk. Sampai akhir tahun 2014, PEPC
tidak melakukan kegiatan akuisisi sehingga tidak ada
informasi terkait tujuan, nilai transaksi, dan sumber dana
dari hasil kegiatan akuisisi.
The acquisition is the purchase of a company by another

company or by a group of investors. Acquisition is often
used to maintain the supply of raw materials or product
warranty. As of the end of 2014, PEPC has not conducted
any acquisition activities so that there is no information
related to objectives, transaction amount, and sources of
funding resulting from acquisitions.
RESTRUKTURISASI DAN PRIVATISASI RESTRUCTURING AND PRIVATIZATION

Sampai akhir tahun 2014, PEPC tidak melakukan kegiatan
restrukturisasi sehingga tidak ada informasi terkait tujuan,
nilai transaksi, dan sumber dana dari hasil kegiatan
restrukturisasi.
As of the end of 2014, PEPC has not conducted any

restructuring activities so that there is no information related
information on objectives, transaction amount, and sources
of funding resulting from restructuring activities.
EKSPANSI EXPANSION
Sampai akhir tahun 2014, PEPC tidak melakukan kegiatan
ekspansi sehingga tidak ada informasi terkait tujuan, nilai
transaksi, dan sumber dan dari hasil kegiatan ekspansi.
As of the end of 2014, PEPC has not conducted any

expansion activities so that there is no information on the
objectives, transaction amount, and sources of funding
resulting from expansion activities.

PERUBAHAN KEBIJAKAN AKUNTANSI

CHANGES IN ACCOUNTING POLICY
STANDAR BARU DAN REVISI YANG DIADOPSI OLEH PERUSAHAAN

NEW STANDARDS AND REVISIONS ADOPTED BY THE COMPANY
Penerapan dari interpretasi Standar Akuntansi Keuangan
(ISAK) 27, "Pengalihan Aset dari Pelanggan", ISAK 28,
"Pengakhiran Liabilitas Keuangan dengan Instrumen Ekuitas"
dan ISAK 29, "Biaya Pengupasan Lapisan Tanah Tahap
Produksi pada Pertambangan Terbuka" yang berlaku efektif
sejak 1 Januari 2014 tidak menghasilkan perubahan
Kebijakan Akuntansi perusahaan dan tidak memiliki dampak
terhadap jumlah yang dilaporkan pada tahun berjalan
ataupun sebelumnya.
The implementation of the interpretation of the Financial

Accounting Standards (ISAK) 27, "Transfer of Assets from
Customer", ISAK 28, "Extinguishing Financial Liabilities with
Equity Instruments", and ISAK 29, "Stripping Cost in the
Production Phase of a Surface Mine" which are effective
since January 1, 2014, does not incur any changes to the
Company's Accounting Policy and does not affect the
amount reported in the current or the previous years.
STANDAR BARU, REVISI DAN INTEPRETASI YANG TELAH DITERBITKAN,

NAMUN BELUM BERLAKU EFEKTIF
NEW STANDARDS, REVISIONS, AND INTERPRETATIONS ISSUED BUT NOT YET IN EFFECT
Standar baru, revisi dan intepretasi yang telah diterbitkan,
namun belum berlaku efektif untuk tahun buku yang dimulai
pada 1 Januari 2014 sebagaiberikut:
ISAK 26 (revisi 2014) "Penilaian Uang Derivatif melekat"
PSAK 65 "Laporan Keuangan Konsolidasi"
PSAK 66 "Pengaturan Bersama"
PSAK 67 "Pengungkapan Kepentingan Dalam Entitas
Lain"
PSAK 68 "Pengukuran Nilai Wajar"
PSAK 1 (reivisi 2013) "Penyajian Laporan Keuangan"
PSAK 4 (revisi 2013) "Laporan Keuangan Tersendiri"
PSAK 15 (revissi 2013) "Investasi Pada Entitas Asosiasi
dan Ventura Bersama"
PSAK 24 (revisi 2013) "Imbalan Kerja"
PSAK 46 (revisi 2014) "Pajak Pengahasilan"
PSAK 48 (revisi 2014) "Penurunan Nilai Asset"
PSAK 50 (revisi 2014) "Instrumen Keuangan: Penyajian"
PSAK 55 (revisi 2014) "Instrumen Keuangan: Pengakuan
dan Pengukuran"
PSAK 60 (revisi 2014) "Instrumen Keuangan:
Pengungkapan"
Penerapan dini revisi dan strandar baru diatas sebelum 1
Januari 2015 tidak diijinkan. Pada saat penerbitan Laporan
Keuangan, Manajemen masih mempelajari dampak yang
mungkin timbul dari penerapan standar baru dan revisi
tersebut serta pengaruhnya pada Laporan Keuangan
Perusahaan.
The new standards, revisions, and interpretations issued,

but not yet in effect for the fiscal year starting on January
1, 2014 are as follows:
ISAK 26 (revised 2014) "Reassessment of Embedded
Derivatives"
PSAK 65 "Consolidated Financial Statements"
PSAK 66 "Joint Arrangement"
PSAK 67 "Disclosure of Other Interests in Other Entities"
PSAK 68 "Fair Value Measurement"
PSAK 1 (revised 2013) "Presentation of Financial
Statements"
PSAK 4 (revised 2013) "Separate Financial Statements"
PSAK 15 (revised 2013) "Investment in Associates and
Joint Ventures"
PSAK 24 (revised 2013) "Employee Benefits"
PSAK 46 (revised 2014) "Income Taxes"
PSAK 48 (revised 2014) "Impairment of Assets"
PSAK 50 (revised 2014) "Financial Instruments:
Presentation"
Recognition and Measurement"
Disclosures"
Early implementation of the revisions and new standards
prior to January 1, 2015 is not allowed. On the issuance of
the Financial Statements, the Management is currently in
the process of studying the potential impacts from the
implementation of the new standards and revisions, in
addition to their impacts on Company's Financial
Statements.
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252
TRANSAKSI PENTING YANG MENGANDUNG BENTURAN KEPENTINGAN

MATERIAL TRANSACTIONSCONTAINING CONFLICTS OF INTEREST
Pada tahun 2014, PEPC melakukan transaksi yang

mengandung benturan kepentingan dengan pihak yang
berelasi yaitu pihak pihak yang memiliki hubungan istimewa.
Adapun yang dimaksud dengan pihak pihak yang
mempunyai hubungan atau pihak berelasi adalah sebagai
berikut :
1. Badan Usaha Milik Negara (BUMN)
2. PT Pertamina dan Pertamina Dana Ventura sebagai
Pemegang Saham PEPC.
3. PT Pertamina EP, penggantian biaya.
4. PT Pertamina Bina Medika, penggantian biaya.
5. PT Patra Jasa, sewa gedung.
6. PT Bank Mandiri, penempatan dana.
7. PT Bank Negara Indonesia, penempatan dana.
8. Pengurus koperasi karyawan yang juga merupakan
karyawan Perusahaan
9. Dewan Komisaris dan Direksi PEPC sebagai pengurus
manajemen Perusahaan
10. Karyawan merupakan orang-orang yang mempunyai
wewenang dan tanggung jawab untuk merencanakan,
memimpin dan mengendalikan kegiatan Perusahaan.
In 2014, PEPC conducted transactions that had a conflict

of interest with related parties, namely which were linked
by a special relationship. Tthe parties with which it has
relationships or were related parties compise the following:
1. State-Owned Enterprises (SOEs)

2. PT Pertamina and Pertamina Dana Ventura as
Shareholder of PEPC.
3. PT Pertamina EP, reimbursements.
4. PT Pertamina Bina Medical, reimbursements
5. PT Patra Jasa, building lease
6. PT Bank Mandiri, deposit of funds.
7. PT Bank Negara Indonesia, deposit of funds.
8. Employee Cooperative management who are also
Companys employees
9. The PEPC Board of Commissioners and Directors as
the Company's management board
10. Employees who are individuals having authority and
responsibility for planning, directing and controlling the
activities of the Company.
TRANSAKSI DENGAN PIHAK BERELASI

TRANSACTION WITH RELATED PARTIES
Dalam kegiatan usahanya, Perusahaan dan anak

perusahaan melakukan transaksi-transaksi signifikan
denga n piha k- pih ak berel a si , ya ng m eli puti :
1. Perusahaan dan anak perusahaan melakukan penjualan
minyak dan gas kepada PT Pertamina (Persero).
2. Piutang kepada karyawan merupakan pemberian
pinjaman dana multiguna dengan bunga lunak kepada
karyawan yang memenuhi syarat dengan jangka waktu
maksimum 10 (sepuluh) tahun. Pinjaman ini dilunasi
melalui pemotongan gaji karyawan.
3. Perusahaan dan anak perusahaan mempunyai transaksi
lain dengan pihak hubungan istimewa. Pada tanggal
31 Desember 2014 saldo transaksi dengan Pihak yang
Berelasi adalah :
Penerimaan dari pihak berelasi

Income from Related Partied
USD372,763,710
In running its business activities, the Company and its

subsidiaries entered into significant transactions with related
parties, involving the following:
1. Company sold oil and gas to PT Pertamina (Persero).
2. Receivables to employees in the form of a multipurpose
soft loan to qualified employees for a maximum tenure
of 10 (ten) years. The loan is paid through payroll
deductions.
3. The Company have other transactions with speciallyrelated parties. On December 31, 2014, the balance of
transactions with Related Parties are:
Pembayaran kas ke pihak berelasi

Cash Payment to Related Parties
USD59,699,856

253
SIFAT HUBUNGAN DAN TRANSAKSI DENGAN PIHAK BERELASI

NATURE OF RELATIONSHIP AND TRANSACTION WITH RELATED PARTIES
Tabel 5.56 Hubungan Dengan Pihak Berelasi Table 5.56 Relationships With Related Parties
Pihak Berelasi
Related parties
Hubungan dengan Pihak Berelasi

Relationships with Related Parties
Sifat Transaksi
Nature of Transactions
Pertamina
Pemegang saham Shareholder
Pijaman dana dan pegawai yang diperbantukan

Borrowing of funds and secondment of
employees
PT Pertamina Hulu Energi
Entitas sepengendali Entity under common control
Penggantian biaya Reimbursement of expenses
PT Pertamina Bina Medika
PT Pertamina Dana Ventura
PT Patra Jasa
Sewa gedung Rental of buildings
PT Bank Mandiri (Persero) Tbk
Entitas berelasi dengan Pemerintah

Government related entities
Penempatan dana Placement of funds
PT Bank Negara Indonesia

(Persero)Tbk
Entitas berelasi dengan Pemerintah

Government related entities
Penempatan dana Placement of funds
PT Pertamina EP Cepu ADK
PT Pertamina Training & Consulting Entitas sepengendali Entity under common control
Kementerian Keuangan (Direktorat Entitas Pemerintah Government entities

Penerimaan Negara Bukan Pajak
Ditjen Anggaran Kementerian
Keuangan) The Ministry of Finance
(Directorate of Budget)
Penerima bagi hasil Admission profit sharing
Keterangan
Explanation
Berdasarkan
Audit KAP
Tanudireja,
Wibisana &
Rekan telah
memberikan
opini bahwa
laporan
keuangan telah
disajikan
secara wajar.
Based on the
Audit Firm
Tanudireja,
Wibisana &
Partners has
an opinion that
the financial
statements are
presented
fairly.
PERUBAHAN PERATURAN DAN DAMPAKNYA TERHADAP

KINERJA PERUSAHAAN
REGULATORY CHANGES AND THEIR IMPACTS ON COMPANY PERFORMANCE

Pada tahun 2014, terdapat perubahan peraturan atau
peraturan baru yang dikeluarkan oleh badan regulasi yang
memberikan dampak signifikan terhadap kinerja
Perusahaan. Peraturan tersebut adalah keputusan
pemerintah (departemen ESDM) yang telah memberikan
persetujuan atas Penyesuaian Bagi Hasil MIGAS pada Blok
Cepu khusus untuk PEPC share yang berlaku sejak 2 Januari
2014 dari semula 85:15 menjadi 60:40 (Side Contract)
Tanggal 2 Januari 2014.
In 2014, there was a change in regulations or a new

regulation was issued by the various regulatory agencies
that have a significant impact on the performance of the
Company. The regulation is the government's decree
(Ministry of Energy and Mineral Resurces) that granted
approval for the adjustment of Oil and Gas Production
Sharing at Cepu Block, specifically applicable to PEPC share
with effect from January 2, 2014, from 85:15 to 60:40 (Side
Contract) dated January 2, 2014.
KEWAJIBAN KEPADA NEGARA

OBLIGATION TO STATE
PEPC memiliki kewajiban kepada Negara dalam

memberikan kontribusi kepada negara, baik secara langsung
maupun tidak langsung. Kontribusi langsung berupa
penerimaan negara yang bersumber dari pendapatan pajak,
setoran dividen dan privatisasi. Sedangkan kontribusi tidak
langsung berupa multiplier effect bagi perkembangan
perekonomian nasional. PEPC memiliki peranan yang cukup
signifikan dalam APBN, sebagaimana ditunjukkan dengan
terus meningkatnya kontribusi PEPC terhadap APBN.
Kontribusi tersebut antara lain terdiri dari pajak dan dividen.
PEPC has an obligation to the State by contributing to the

State, whether directly or indirectly. Direct contribution is
in the form of state revenue from income taxes,dividend
payments and privatization, while indirect contribution is
in the form of a multiplier effect in the development of the
national economy. Pertamina EP Cepu plays a significant
role in the State Budget, as indicated by the increasing
contribution of Pertamina EP Cepu to the State Budget.
The contributions, among others, are in the form of taxes
and dividends.
254
PAJAK PEPC
PEPC TAX
Bentuk komitmen Perusahaan kepada negara diwujudkan

dalam pemenuhan kewajiban perusahaan sebagai wajib
pajak, yaitu pemotong/pemungut pajak dan pembayar
pajak. Kontribusi Perusahaan kepada negara dari tahun
ketahun menunjukkan peningkatan. Pada tahun 2014
merupakan tahun dengan kontribusi terbesar dalam
melakukan penyetoran pajak. Pada tahun 2014, jumlah
pembayaran Pajak Penghasilan Migas sebesar
USD61,173,220. Sedangkan sebagai pemotong/pemungut
pajak, Perusahaan secara aktif berperan dalam melakukan
pemotongan/pemungutan, penyetoran dan pelaporan
terhadap setiap objek pajak.
The Companys commitment to the State is evidenced by

meeting its tax obligations , namely as tax collector and
taxpayer. The Companys contribution to the State shows
improvement year by year. The largest contribution in tax
payment occurred in 2014 with a tax payment from . oil
and gas revenue of USD61,173,220. As a tax collector, the
Company actively collected/withheld taxes from every of
taxable objects.
Selama tahun 2014 Perusahaan tidak pernah melakukan

keterlambatan dalam kewajiban perpajakan, seperti
pemotongan/pemungutan pajak, penyetoran pajak,
pembayaran pajak, dan pelaporan pajak pada Surat
Pemberitahuan tahunan maupun Surat Pemberitahuan
bulanan. Serta tidak terdapat keterlambatan penyampaian
dokumen kewajiban pada lembaga regulator. Terus
meningkatnya jumlah perolehan laba PEPC dari tahun ke
tahun menyebabkan kontribusi pajak PEPC menjadi
meningkat.
During 2014, the Company was never late in meeting its

tax obligations, such as in tax collecting, tax depositing, tax
payment and tax reporting of Annual and Monthly Tax
Returns. There was no late submission of the obligatory
documents to the regulatory agencies. The increasing
amount of Pertamina EP Cepu profit from year to year led
to increased tax contributions by Pertamina EP Cepu.
Grafik 5.44 Pertumbuhan Pajak Tahun 2012-2014 (USD) Chart 5.44 PEPC Taxes Growth Chart from 2012-2014
2012
2013
2014
PPh 4(2)
PPh 21/26
PPh 23/26
Catatan: Dikurangkan dari kewajiban pembayaran pajak

atas pembayaran bonus produksi (25 juta barel) periode
Februari 2013 sebesar USD5,000,000. Dalam hal ini,
perlakuannya sebagai pengurang taxable income sebesar
USD5,000,000 untuk Blok Cepu. Berarti jatah PEPC sebesar
= 45% x USD5,000,000 = USD2.250.000. Pengaruh terhadap
PPh Migas adalah pengurangan sebesar = 44 x 45% x
USD5,000,000 = USD990.000.
PPh Migas
PPN
Deducted from tax payment obligation of production bonus

payment (25 million barrels) per February 2013 amounting
to USD5,000,000. In this case the treatment is deductible
of taxable income at USD5,000,000 for the Cepu Block.
This means that PEPC share is = 45% x USD5,000,000 =
USD2,250,000. The effect on the Oil and Gas Income Tax
is a deduction by = 44% x 45% x USD5,000,000 =
USD990,000.

PERUBAHAN KEBIJAKAN AKUNTANSI DAN PERSIAPAN PEPC

DALAM RANGKA KONVERGENSI IFRS
CHANGES IN ACCOUNTING POLICIES AND PEPC PREPARATION
FOR IFRS CONVERGENCE
Laporan Keuangan untuk tahun yang berakhir pada 31 Desember 2014 telah disusun
sesuai dengan Standar Akuntansi Keuangan yang berlaku di Indonesia. PEPC
berkomitmen untuk menerapkan standar baru dan revisi serta interpretasi yang
dikeluarkan oleh Dewan Standar Akuntansi Keuangan dari Ikatan Akuntan Indonesia
yang relevan dengan operasinya dan efektif unruk periode akuntansi yang dimulai
pada atau setelah tanggal 1 Januari 2012.
Financial Statements for the year ended December 31, 2014, have been drawn up in accordance
with the applicable Indonesian Financial Accounting Standards. PEPC is committed to implementing
new and revised standards as well as interpretations issued by the Financial Accounting Standards
Board of the Indonesian Institute of Accountants that are relevant to its operations and effective
for accounting periods beginning on or after January 1, 2012.
Berikut adalah perubahan standar akuntansi yang telah

diterapkan oleh PEPC pada tahun 2014.
Following are the changes in accounting standards that

have been applied by PEPC in 2014.
STANDAR YANG BERLAKU EFEKTIF PADA TAHUN BERJALAN

APPLICABLE STANDARDS EFFECTIVE IN CURRENT YEAR
Dalam tahun berjalan, Perusahaan telah menerapkan semua
standar baru dan revisi serta intepretasi yang dikeluarkan
oleh Dewan Standar Akuntansi Keuangan dari Ikatan
Akuntansi Indonesia yang relevan dengan operasinya dan
efektif untuk periode akuntansi yang dimulai pada atau
setelah tanggal 1 Januari 2012. Penerapan standar-standar
baru dan revisi serta intepretasi telah berdampak terhadap
perubahan kebijakan akuntansi Perusahaan yang
mempengaruhi penyajian dan pengungkapan Laporan
Keuangan untuk tahun berjalan dan tahun sebelumnya.
In the current year, the Company has adopted all the new
and revised standards as well as interpretations issued by
the Financial Accounting Standards Board of the Indonesian
Institute of Accountants which are relevant to its operations
and effective for accounting periods beginning on or after
January 1, 2012. The application of these new and revised
standards as well as interpretations thereof have affected
the Company's accounting policy changes that affect the
presentation and disclosures of financial statements for
the current year and the previous year.
ISAK 27
ISAK 28
ISAK 29
Pengalihan Asset
dari Pelanggan
"Pengakhiran Liabilitas
Keuangan dengan Instrumen
Ekuitas"
"Biaya Pengupasan Lapisan

Tanah Tahap Produksi pada
Pertambangan Terbuka"
Transfer of Assets from

Customer
Termination of Financial Liabilities

with Equity Instrument
Stripping Cost in the Production

Phase of a Surface Mining
255
256
KESEPAKATAN KINERJA DAN TINGKAT KESEHATAN PERUSAHAAN

PERFORMANCE AGREEMENT AND COMPANY SOUNDNESS LEVEL
Dalam ketetapan Persetujuan RKAP Tahun Buku 2014,

telah disetujui pencapaian tingkat kesehatan dan klasifikasi
tingkat kinerja perusahaan sebagai dasar penilaian
kesehatan Perseroan. Berdasarkan hal tersebut Keputusan
Pemegang Saham PEPC secara sirkuler tanggal 15 Oktober
2014, kuasa Pemegang Saham menyetujui Key Performance
Indicators (KPI) No.616/CP0000/2014-S0 sebagai dasar
pengukuran dan penilaian tingkat kesehatan dan kinerja
Perusahaan.
Berdasarkan penilaian tersebut, tingkat kesehatan
Perusahaan pada tahun 2014 digolongkan dalam kondisi
"Sehat" kategori "AA" dengannilai "87,00". Tingkat kesehatan
perusahaan 3 tahun terakhir dapat dilihat pada tabel berikut:
Under the provisions of RKAP Agreement for the 2014

Fiscal Year, it was agreed that the achievement of
Companys soundness level and performance level
classification served as the basis of Company's soundness
assessment. Consequent thereto, in the circular resolution
of PEPC Shareholders dated October 15, 2014, the
shareholders proxies approved the Key Performance
Indicators (KPI) No.616/CP0000/2014-S0 as the basis to
measure and assess the Companys soundness and
performance levels.
Based on this assessment, the Companys soundness level
in 2014 was categorized as "Sound" and in "AA" category
with a score of 87.00". Company soundness levels in the
last 3 years are given in the following table:

Tabel 5.57 Pencapaian Tingkat Kesehatan Perusahaan Table 5.57 Company Soundness Level Achievement
URAIAN DESCRIPTION
RKAP 2014
2014 RKAP
Audited
2014
Audited
2013
Bobot Weight
Bobot Weight
Bobot Weight
KINERJA KEUANGAN
FINANCIAL PERFORMANCE
Nilai Kinerja Keuangan
Financial Performance Score
62.00
54.00
50.00
Nilai Kinerja Keuangan

Proporsional (NKKP)
Proportional Financial Performance

Score (NKKP)
65.00
56.00
50.00
Klasifikasi Tingkat Kinerja

Keuangan
Financial Performance Level

Classification
SEHAT
SOUND
SEHAT
SOUND
SEHAT
SOUND
KINERJA PERTUMBUHAN
GROWTH PERFORMANCE
Nilai Kinerja Pertumbuhan (NKP)
Growth Performance Score (NKP)
20.00
20.00
10.50

Pertumbuhan
Growth Performance Level

Classification
KINERJA ADMINISTRASI
ADMINISTRATION PERFORMANCE
Nilai Kinerja Administrasi
Administration Performance Score
10.00
10.00
9.00

Administrasi
Administration Performance Level

Classification
Tertib
Disciplinary
Tertib
Disciplinary
Tertib
Disciplinary
Tingkat Kesehatan Anak

Perusahaan (NKK + NKP + NKA)
Subsidiary Soundness Level (NKK +

NKP + NKA)
95.00
86.00
69.50
TINGKAT KINERJA PERUSAHAAN
COMPANY PERFORMANCE LEVEL
SEHAT AA
SOUND AA
SEHAT AA
SOUND AA
SEHAT AA
SOUND AA
Tumbuh Tinggi Tumbuh Tinggi Tumbuh Sedang

High Growth
High Growth
Medium Growth
Pedoman No.A-001/H00200/2011-S0 Revisi 1:

Tentang Pengelolaan Anak Perusahaan dan
Perusahaan Patungan Pertamina.
Catatan: Klasifikasi Tingkat Kesehatan Anak Perusahaan

Sehat AAA
Nilai Tingkat Kesehatan >95
Sehat AA
Nilai Tingkat Kesehatan 80 < TK 95
Sehat A
Nilai Tingkat Kesehatan 65 < TK 80
Guideline No.A-001/H00200/2011-S0 1st Revision:

On Management of Pertamina Subsidiaries and Joint
Venture.
Note: Subsidiary Soundness Level Classification

Sound AAA
Soundness Level Score >95
Sound AA
Soundness Level Score 80 < Lv 95
Sound A
Soundness Level Score 65 < Lv 80
Kesepakatan Kinerja Tahun 2014 sebesar 117.05%. Program

Kerja Well Pad B First Oil (WPBFO), ditolak oleh SKK Migas
melalui Surat No. 0797/SKK00000/2013-S0 tanggal
7 Oktober 2013 dan diganti dengan program EOE 10 KBD.
Performance Agreement of 2014 at 117.05%. Well Pad B

First Oil (WPBFO) Work Plan was rejected by SKK Migas via
Letter No. 0797/SKK00000/2013-S0 dated October 7,
2013 and replaced by EOE 10 KBD program.
PEPC telah menyampaikan usulan evaluasi KPI 2014

khususnya terkait dengan perubahan pencapaian produksi
dari 18.636 BOPD menjadi 12.600 BOPD melalui surat No.
221/CP0000/2014-S0 tanggal 25 Maret 2014 disetujui oleh
Direktur Hulu via Disposisi.
PEPC has submitted KPI 2014 evaluation proposal, in relation

to changes in production target from 18,636 BOPD to 12,600
BOPD via Letter No. 221/CP0000/2014-S0 dated March 25,
2014 approved by Upstream Director via Disposition.
KPI 4 perspektif sesuai Kontrak Manajemen antara Direksi

dan Komisaris Perusahaan dengan Pemegang Saham
Perusahaan adalah sebagai berikut:
1. Perspektif Financial
2. Perspektif Operational
3. Perspektif Business development / customer satisfaction
4. Perspektif People Management
Four KPI perspectives in accordance with the Management

Contract made by and between the Company's Board of
Directors and Commissioners and the shareholders are as
follows:
1. Financial Perspective
2. Operational Perspective
3. Business development/customer satisfaction Perspective
4. People Management Perspective
257
258
Tabel 5.58 Perspektif KPI Table 5.58 KPI Perspective
Target
Freq.
Monitoring
Unit
Target
Weights
(%)
TW IV
Base
Base
Stretch
25
I. FINANCIAL
1 Laba Bersih
Bulanan
US$ Juta
2 Biaya Operasi
Bulanan
%
US$ Juta
II. OPERATIONAL
3 Volume Produksi Minyak
INDIVIDUAL
PERFORMANCE
CONTRACT
Stretch
4 Lifting Minyak (terhadap produksi minyak)

5 Pengelolaan Risiko
6 Scoring Pertamina Quality Assesment (PQA)
15
10
50
79.23
83.19
79.23
83.19
100
90%
100%
90%
127.02
114.32
127.02
114.32
Bulanan
MBOPD
25
12.60
13.23
12.60
13.23
Bulanan
15
75.79%
79.58%
75.79%
79.58%
Tri-wulanan
98.6
100
98.6
100
Tahunan
score
443
463
443
463
100
100
100
100
10
80
85
80
85
15
III. BUSINESS DEVELOPMENT/

CUSTOMER SATISFACTION
7 Pencapaian Realisasi Investasi :
a.
Program
Bulanan
b.
Fisik
Bulanan
10
IV. PEOPLE MANAGEMENT

8
Ketetapan Manajemen Kinerja
9 Utilisasi ERP
Tri-wulanan
90
95
90
95
Tri-wulanan
97
97
100
TOTAL BOBOT
BOUNDARY KPIS
1 TRIR
Tri-wulanan
Ratio
0.9
0.9
2 Number of Accidents (NoA)
Tri-wulanan
# cases
3 GCG Implementation Compliance
Tri-wulanan
87
87
Tahunan
Status
WTP
WTP
1.1 Audit System Management HSE
Tahunan
Score
60
60
1.2 Audit Contractor Safety Management System
Tahunan
Score
80
80
Tri-wulanan
kali
1.4 Program PEKA (6 laporan/ tahun / pekerja)
Bulanan
Ratio
1.5 Audit Sistem Management Pengamanan
Tahunan
Lokasi
2 Tindak lanjut temuan audit internal & eksternal
Tri-wulanan
80
80
3 Learning Index
Tri-wulanan
90
90
4 Knowledge Sharing & Innovation
Tri-wulanan
13.5
13.5
4 Auditor Opinion
1 HSSE Operation Excellence:
OTHER
OPERATIONAL
METRICS
DAFTAR PROYEKPROYEK UTAMA

DIREKTORAT HULU
1.3 Management Walk Through
Proyek pengembangan Jambaran - Tiung Biru

Proyek pengembangan Cepu Banyu Urip
Catatan Pencapaian Produksi 2014 :

"Program kerja Well Pad-B First Oil (WPBFO) , ditolak oleh SKK Migas
melalui surat SKK Migas No. 0797/SKKO0000/2013-S0) tanggal
7 Oktober 2013 dan digamti dengan program EOE 10 kbd"

Cumulative
Realisasi
Base
Stretch
TW IV
79.23
83.19
112.50
100%
90%
70%
127.02
114.32
12.60
Kumulatif
Deviation
Performance
112.50
120.00%
18.00%
88.56
88.56
120.00%
12.00%
13.23
13.83
13.83
120.00%
30.00%
75.79%
79.58%
100.00%
100.00%
120.00%
18.00%
98.6
100
120
120
120.00%
6.00%
443
463
444
444
101.00%
5.05%
100
100
100
100
100.00%
5.00%
80
85
105.58
106
120.00%
12.00%
90
95
90.00
90.00
100.00%
5.00%
97
100
104.49
104.49
120.00%
6.00%
0.9
87
93.27
93.27
WTP
WTP
WTP
60
66
66
80
75
75
3.92
7.08
80
82.3
82.3
90
79
79
13.5
17.5
17.5
117.05%
PEPC telah menyampaikan usulan evaluasi KPI 2014 khususnya

terkait dengan perubahan pencapaian produksi dari 18.636 bopd
menjadi 12.600 bopd melalui surat No. 221/CP0000/2014-S0
tanggal 25 Maret 2014. Disetujui oleh Direktur Hulu Via Disposisi
Keterangan
*) Catatan Pencapaian Produksi 2014
259
260
TATA KELOLA PERUSAHAAN

CORPORATE GOVERNANCE

PEPC memaknai tata kelola perusahaan yang baik, sebagai pengelolaan

perusahaan yang mencerminkan prinsip-prinsip keterbukaan, akuntabilitas,
independensi, kesetaraan dan bertanggung jawab. Berbagai inisiatif program
GCG telah dilaksanakan sepanjang tahun 2014 sebagai wujud komitmen
manajemen PEPC dalam penerapan GCG, antara lain dengan penyusunan
infrastruktur GCG dan melakukan assessment GCG untuk tahun buku 2014
PEPC defines good corporate governance as a corporate management that reflects the
principles of transparency, accountability, independence, fairness and responsibility. Various
GCG program initiatives have been implemented throughout 2014 as evidence of PEPC
management's commitment to implement GCG, among others, by preparing a GCG
infrastructure and conducting a GCG Assessment for the 2014 fiscal year
261
262
PENDAHULUAN
INTRODUCTION

Gambar 6.1 Prinsip Dasar GCG Figure 6.1 GCG Basic Principal
KETERBUKAAN
TRANSPARENCY
PRINSIP DASAR GCG
AKUNTABILITAS
ACCOUNTABILITY
GCG BASIC PRINCIPLES
RESPONSIBILITAS
KESETARAAN
RESPONSIBILITY
FAIRNESS
INDEPENDENSI
INDEPENDENCY
Pelaksanaan kegiatan usaha berlandaskan prinsip

GCG diterapkan secara konsisten, menyeluruh dan
terpadu sesuai dengan Pedoman GCG yang disahkan
tanggal 24 Juli 2014 oleh Dewan Komisaris dan
Direksi. Perusahaan memastikan bahwa prinsip
dasar GCG diterapkan pada setiap aspek bisnis
meliputi prinsip Keterbukaan (Transparency),
Akuntabilitas (Accountability), Bertanggung jawab
(Responsibility), Independensi (Independency) serta
Kewajaran dan Kesetaraan (Fairness).
Business activities are conducted based on

principles of good corporate governance which
are applied consistently, comprehensively and in
an integrated manner in accordance with the GCG
Guideline as established on July 24, 2014 by the
Board of Commissioners and the Board of
Directors. Company ensures that the basic
principles of GCG are applied to each and every
business aspect including the principles of
Transparency, Accountability, Responsibility,
Independence and Fairness.
1. Penerapan prinsip Transparansi dilakukan dengan

cara menyediakan informasi secara cepat, tepat
dan akurat melalui media komunikasi yang
intensif yang dikelola secara profesional, sehingga
pemegang saham, kreditur, masyarakat serta
s eluruh pema ngku kepentinga n da pat
mengetahui kinerja dan kegiatan pengelolaan
Perusahaan secara jelas.
2. PEPC melaksanakan prinsip Akuntabilitas dengan
menitikberatkan pada peningkatan fungsi dan
peran setiap Organ Perusahaan dan Manajemen
yang dapat dipertanggungjawabkan, sehingga
pengelolaan perusahaan dapat berjalan efektif.
P e r us a h a a n ju ga m en er a p ka n s i s te m
pengendalian internal, melalui pelaksanaan
pengawasan internal.
1. The Transparency principle is applied by quickly

and accurately providing information through
professionally-managed and intensive
co mm un ica t ion me dia , to al lo w th e
shareholders, the creditors, the public and all
stakeholders to clearly view Company's
performance and management activities.
2. PEPC implements the accountability principle
by focusing on the improvement of functions
and the role of each Company's Organ and of
the Management that can be accounted for, so
that the Company management runs effectively.
Company also applies an internal control
system, through internal controls.
263
264
PENDAHULUAN
PENDAHULUAN
3. PEPC menerapkan prinsip Bertanggung jawab dengan

senantiasa berpegang teguh pada prinsip kehati-hatian
dan memastikan kepatuhan terhadap ketentuan dan
peraturan perundang-undangan yang berlaku.
4. Penerapan prinsip Independensi dilaksanakan dengan
proses pengambilan keputusan yang bebas dari benturan
kepentingan (conflict of interest) serta pengaruh/tekanan
dari pihak manapun yang tidak sesuai dengan peraturan
perundang-undangan yang berlaku dan prinsip korporasi
yang sehat.
5. Perusahaan menerapkan prinsip Kesetaraan dengan
memperlakukan seluruh stakeholder secara berimbang
(equal treatment) antara hak dan kewajiban yang diberikan
kepada dan oleh Perusahaan. Perusahaan membuka
akses informasi kepada seluruh pemangku kepentingan
untuk memberikan sumbang-saran bagi kemajuan
Perusahaan, namun Perusahaan juga menetapkan
aturan kerahasiaan informasi yang membatasi akses
informasi oleh pihak yang berkepentingan.
3. PEPC applies the Responsibility principle by practicing

prudence and ensuring compliance with the applicable
rules and regulations.
4. Application of the independence principle is conducted
by a decision-making process that is free from conflicts
of interest and influence/pressure from any party that
is not in accordance with the legislation in force and the
healthy corporate principles.
5. Company applies the Fairness principle by giving all
stakeholders equal treatment with respect to rights and
obligations as granted to and by the Company. Company
provides information access to all stakeholders to give
suggestions or recommendations for Company
improvement, but the Company also establishes rules
for confidentiality of information which restrict access
to information by interested parties.
TUJUAN PENERAPAN TATA KELOLA PERUSAHAAN
OBJECTIVES OF CORPORATE GOVERNANCE IMPLEMENTATION

Penerapan tata kelola Perusahaan bagi PEPC bukan hanya
mematuhi peraturan perundang-undangan yang berlaku,
namun juga upaya melakukan inovasi dan penyempurnaan
pengelolaan secara berkelanjutan guna meningkatkan
kualitas penerapan prinsip-prinsip GCG.
PEPC corporate governance is not merely instituted to

comply with the applicable legislation, but is also an effort
at innovation and to improve on a sustainable management
for a better GCG principles implementation.
Adapun tujuan penerapan GCG pada Perusahaan adalah:

1. Untuk dapat meningkatkan disiplin dan tanggung jawab
dari organ perusahaan demi menjaga kepentingan para
shareholder dan stakeholder Perusahaan.
2. Mendorong pengelolaan Perusahaan secara professional,
efektif dan efisien demi terciptanya visi dan misi PEPC
Objectives of GCG implementation for Company are:

1. To instil better discipline and a sense of responsibility
in the Company's organs to safeguard the interests of
the Company's shareholders and stakeholders.
2. To encourage a professional, effective and efficient
Company management to realize PEPC's vision and
mission
3. To optimize Company value by improving the
implementation of transparency, independence,
accountability, responsibility, and fairness principles in
Company's activities
4. To achieve a professional and independent Company
management
5. For all of Company's organs to make decisions based
on high moral values and compliance with the applicable
laws and regulations.
3. Memaksimalkan nilai perusahaan dengan cara

meningkatkan penerapan prinsip-prinsip transparansi,
kemandirian, akuntabilitas, pertanggungjawaban, dan
kewajaran dalam pelaksanaan kegiatan perusahaan
4. Terlaksananya pengelolaan Perusahaan secara
profesional dan mandiri
5. Terciptanya pengambilan keputusan oleh seluruh Organ
Perusahaan yang didasarkan pada nilai moral yang tinggi
dan kepatuhan terhadap peraturan perundang-undangan
yang berlaku
6. Mencegah terjadinya penyimpangan dalam pengelolaan
Perusahaan
6. To prevent irregularities in the Company management.

PEDOMAN DAN PROSEDUR OPERASIONAL PERUSAHAAN

COMPANY'S OPERATING CODE AND PROCEDURE
PEPC telah memiliki berbagai Pedoman dan tata kerja
pelaksanaan kegiatan operasional sebagai bentuk komitmen
penerapan tata kelola perusahaan yang berkualitas. Hingga
akhir tahun 2014, PEPC telah memiliki kebijakan/piagam
pelaksanaan kegiatan unit kerja, antara lain:
PEPC has various codes and work procedures for its

operating activities as a commitment to implement quality
corporate governance. By end of 2014, PEPC has established
policies/charter for work unit activities, among others:
1. Pedoman Good Corporate Governance (CoCG)

2. Pedoman Etika Usaha dan Tata Perilaku (Code of
Conduct)
3. Pedoman Tata Kerja Dewan Komisaris dan Direksi
(Board Manual)
4. Piagam Komite Audit (Audit Committee Charter)
5. Pedoman Pelaporan laporan pajak-pajak pribadi (LP2P);
6. Pedoman Pelaporan Harta Kekayaan Penyelenggara
Negara (LHKPN)
7. Pedoman Konflik Kepentingan (Conflict of Interest/CoI);
1. Code of Good Corporate Governance (COCG)

2. Code of Business Ethics and Code of Conduct for
Personnel;
3. Work Procedures Guidelines of Board of Commissioners
and Board of Directors (Board Manual);
4. Charter of the Audit Committee
5. Reporting Guidelines for Personal Taxes Report (LP2P);
6. Reporting Guidelines for Wealth Report of State Officials
(LHKPN);
7. Guidelines for Conflicts of Interest (Conflict of Interest
/ COI);
8. Guidelines for Receiving Gifts/Souvenirs and
Entertainment (Gratuity);
9. Internal Audit Charter
10. Organizational Work Procedure for Whistleblowing
System (WBS) Management.
11. Organizational Work Procedure for submission of Wealth
Report of State Officials.
12. Organizational Work Procedure for Granting and
Acceptance of Souvenirs And Hospitality
8. Pedoman Penerimaan Hadiah/Cinderamata dan Hiburan

(Gratifikasi)
9. Piagam Internal Audit (Internal Audit Charter)
10. Tata Kerja Organisasi Pengelolaan Whistleblowing System
(WBS)
11. Tata Kerja Organisasi Penyampaian LHKPN
12. Tata Kerja Organisasi Pemberian dan Penerimaan
Cinderamata Serta Keramah Tamahan
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KOMITMEN PELAKSANAAN GCG SECARA BERKELANJUTAN

COMMITMENT TO SUSTAINABLE GCG IMPLEMENTATION
Seluruh manajemen dan segenap jajaran PEPC memiliki komitmen yang tinggi
dalam menerapkan GCG. Oleh karena itu, segenap aspek pengelolaan bisnis
PEPC senantiasa disempurnakan dengan melakukan berbagai proses
transformasi bisnis tiada henti secara konsisten dan berkelanjutan yang selaras
dengan prinsip-prinsip GCG. Guna menjamin efektivitas penerapan GCG yang
berkelanjutan, selama tahun 2014 PEPC terus berupaya menyempurnakan
kodifikasi dan perangkat-perangkat pendukung GCG. Diantaranya dengan
pembentukan infrastruktur GCG, penyempurnaan sistem pengendalian internal
diantaranya melalui penyusunan Pedoman, TKO, TKI di seluruh fungsi, serta
adanya fungsi yang menangani Manajemen Risiko.
All PEPC management and staff have high commitment to implement the GCG. Therefore, all aspects
of PEPC's business management are always enhanced by relentlessly, consistently and continuously
implementing various business transformation processes in line with the principles of GCG. To
ensure effective implementation of a sustainable GCG, during 2014 PEPC had been striving to
improve the codification and GCG supporting instruments such as the establishment of a GCG
infrastructure, improvement of the internal control system including through the establishment of
Guidelines, Organizational and Individual Work Procedures in all functions, as well as a function
that manages Risk Management.
KEBIJAKAN GCG
GCG POLICY
Untuk meningkatkan kinerja dan kepatuhan terhadap

implementasi prinsip-prinsip GCG, Perusahaan menyusun
Pedoman Tata Kelola Perusahaan (Code of Corporate
Governance atau CoCG) yang diterapkan secara konsisten.
CoCG merupakan rangkuman dari kaidah-kaidah GCG,
peraturan perundang-undangan yang berlaku, nilai-nilai
budaya Perusahaan, visi dan misi serta praktek terbaik yang
lazim dilakukan (best practices) GCG.
To improve performance and compliance with

implementation of GCG principles, Company drew up a
Code of Corporate Governance (COCG) which is applied
consistently. CoCG is a summary of GCG principles,
applicable legislation, Companys cultural values, vision and
mission as well as prevalent best practices conducted by
GCG.
CoCG telah disahkan melalui Kesepakatan Bersama BOD

& BOC PEPC Tanggal 24 Juli 2014, CoCG tersebut telah
mengacu pada Pedoman GCG Indonesia tahun 2006 yang
diterbitkan oleh Komite Nasional Kebijakan Governance
(KNKG). Penyempurnaan CoCG dilakukan untuk
menyesuaikan dengan kebutuhan perusahaan dan
perkembangan regulasi terkini, terutama terkait dengan
diterbitkannya Peraturan Menteri Negara BUMN Nomor:
PER-01/MBU/2011 tentang Penerapan GCG Pada BUMN.
The COCG was passed through a Collective Agreement of

PEPCs BOD and BOC on July 24, 2014; the COCG refers to
the Indonesian Code of GCG of 2006, published by the
National Committee on Governance Policy (NCGP). The
COCG underwent improvements to adjust to the needs of
Company and the latest regulatory development, particularly
associated with the issuance of the Regulation of the
Minister of State Enterprises No: PER-01/MBU/2011
regarding GCG Implementation In SOEs.

Adapun aspek yang diatur dalam GoCG tersebut, antara

lain: Pemegang Saham/RUPS, Dewan Komisaris, Direksi,
Pembagian tugas dan tanggung jawab Direksi, Sistem
Penilaian Kinerja dan Remunerasi, Rencana Jangka
Perusahaan (RJPP), Rencana Kerja dan Anggaran
Perusahaan (RKAP), Pengelolaan Kegiatan Operasional
Perusahaan, Sistem Pengendalian Internal, Pelaksanaan
Audit, Manajemen Risiko, Pengelolaan SDM, Pengadaan
Barang dan Jasa, Pengelolaan Aset, Manajemen Mutu, Tata
Kelola Teknologi Informasi (IT Governance), Penelitian dan
Pengembangan, Tanggung Jawab Sosial Perusahaan,
Pelaporan, Keterbukaan dan Pengungkapan, Pengelolaan
Dokumen/Arsip Perusahaan, Health, Safety & Environment
(HSE), Benturan Kepentingan, Kebijkan Etika (CoC), Whistle
Blowing dan lain-lainnya.
Panduan pelaksanaan GCG telah disosialisasikan dan
diimplementasikan di lingkungan Perusahaan. Sosialisasi
untuk menjamin pemenuhan terhadap persyaratan hukum
dan perilaku etis dilakukan melalui kegiatan-kegiatan sebagai
berikut:
1. Sosialisasi tentang undang-undang/peraturan/regulasi/
kebijakan baru kepada seluruh jajaran PEPC seperti :
Komitmen dalam Kesehatan, Keselamatan Kerja dan
lindungan lingkungan, Traktat Manajemen Risiko PEPC,
sosialisasi TKO/TKI berikut revisi dan pembaharuan
Peraturan Perusahaan.
2. Dengan memuat infrastruktur GCG dalam website PEPC:
3. Penandatanganan Pakta Integritas Dewan Komisaris,
Direksi, Vice President/General Manager (VP/GM) dan
manager pada saat pelantikan.
4. Sebagai salah satu anak perusahaan Pertamina, PEPC
mendukung program Pertamina Clean (corruption free)
yang dijabarkan dalam bentuk penandatanganan
bersama Piagam Prinsip-prinsip Dasar Integritas.
Pertamina Clean dikomunikasikan ke seluruh level
pekerja melalui saluran komunikasi. Piagam Prinsipprinsip Dasar Integritas yang mengikat dan berlaku bagi
seluruh pekerja Pertamina berisi panduan moral dan
sikap yang baik bagi insan-insan Perusahaan dalam
menjalankan dan mengoperasikan perusahaan secara
profesional termasuk melarang praktik yang tidak sesuai
prinsip-prinsip GCG seperti konflik kepentingan.
5. Mengikutsertakan beberapa personil manajemen senior
pada workshop Etika Bisnis yang diselenggarakan
Pertamina Korporat bekerja sama dengan Tim KPK.
6. Sosialisasi pengisian LHKPN oleh KPK untuk level
manager ke atas.
7. Menerapkan reward dan punishment secara konsisten.
8. Memberikan informasi tentang saluran komunikasi
khusus untuk melaporkan penyimpangan dan
pelanggaran terhadap perilaku etis dan hukum.
The aspects that are set out in the GoCG comprise, among
others: the Shareholders/GMS, Board of Commissioners,
Board of Directors, distribution of tasks and responsibilities
of the Board of Directors, Remuneration and Assessment
Performance System, Corporate Long Term Plan, Company
Work Plan and Budget (RKAP), Corporate Operation
Managem ent, Inter nal Control Systems, Audit
Implementation, Risk Management, Human Resource
Management, Procurement of Goods and Service, Asset
Management, Quality Management, IT Governance,
Research and Development, Corporate Social Responsibility,
Reporting, Transparency and Disclosure, Corporate
Document/Archive Management, Health, Safety &
Environment (HSE), Conflict of Interest, Code of Conduct,
Whistle Blowing and others.
GCG implementation guideline has been socialized and

implemented in Company circles. Socialization to ensure
compliance with legal requirements and ethical behavior
is conducted through the following activities:
1. Socialization of new laws/rules/regulations/policies to
all PEPC's employees such as: Commitment to Health,
Safety and Environmental Protection, PEPC Risk
Management Treaty, socialization of Organizational
Work Procedures/Individual Work Procedures and their
revisions and Company Regulations Update.
2. By including GCG infrastructure on PEPC's website:
3. Signing of Integrity Pact by the Board of Commissioners,
Board of Directors, Vice Presidents / General Manager
(VP / GM) and by managers upon inauguration.
4. As one of Pertamina's subsidiaries, PEPC supports the
Pertamina Clean (corruption-free) program outlined in
the form of joint signing of the Charter of Basic Principles
of Integrity. Pertamina Clean is communicated to all
levels of employees through communication channels.
The Charter of Basic Principles of Integrity which is
binding and applicable to all Pertamina employees set
forth good morals and behavior guidance for Company
personnel to run and operate the Company in a
professional manner, including prohibition of practices
that do not meet the principles of good corporate
governance such as conflict of interest.
5. Involve several senior management personnel in
Business Ethics workshop organized by Corporate
Pertamina in cooperation with the Corruption Eradication
Commission Team.
6. Socialization on how to fill out the Wealth Report of
State Officials by the Corruption Eradication Commission
for those at managerial level and above
7. Consistent application of rewards and punishment.
8. Provide information about communication channels to
report irregularities and violations of ethical and legal
behavior.
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9. Menyampaikan laporan pemberian/penerimaan

gratifikasi secara berkala yang disampaikan dalam
sistem online.
10. Selalu memberikan early warning terhadap kemungkinan
terjadinya permasalahan atas risiko penyimpangan tata
kelola secara berkala.
11. Mewajibkan seluruh rekanan untuk menandatangani
Confidentiality Agreement.
12. Mewajibkan kepada seluruh pihak yang terlibat dalam
pengadaan barang dan jasa untuk menandatangani
Pakta Integritas untuk mencegah terjadinya kecurangan
dan ketidaksesuaian dalam proses pengadaan barang
dan jasa.
9. Submit periodic reports on giving/receiving gratuities

by an online system.
10. Periodically give early warning on the possibility of
issues on governance irregularities risk.
11. Require all partners to sign a Confidentiality Agreement.
12. Require all parties involved in the procurement of goods
and services to sign an Integrity Pact to prevent fraud
and non-compliance in the procurement process of
goods and services.
KINERJA PENERAPAN GCG PEPC
PERFORMANCE OF PEPC GCG IMPLEMENTATION

Sebagai evaluasi atas penerapan GCG Tahun 2014, telah
dilaksanakan Assessment GCG untuk Tahun Buku 2014
oleh Tim Assessor dari BPKP (Badan Pengawasan Keuangan
dan Pembangunan) yang mengacu pada Salinan Keputusan
Sekretaris Kementerian BUMN Nomor SK 16/S.MBU/2012
tentang indikator / Parameter Penilaian Dan Evaluasi Atas
Penerapan Tata Kelola Perusahaan yang Baik pada Badan
Usaha Milik Negara yang mencakup 6 (enam) aspek pokok
yaitu (1) Komitmen Terhadap Komitmen Tata Kelola
Perusahaan Secara Berkelanjutan, (2) Pemegang Saham
dan RUPS, (3) Dewan Komisaris, (4) Direksi, serta (5)
Pengungkapan Informasi dan Transparansi serta (6)Aspek
Lainnya.
To evaluate the GCG implementation of 2014, a GCG

Assessment for the 2014 Fiscal Year was conducted by a
team of assessors from the Supervisory Board for Finance
and Development (BPKP) which refers to the copy of
Secretary of the Ministry of State-Owned Enterprises Decree
No. SK- 16/S.MBU/2012 on the indicators/parameters of
Assessment and Evaluation on Implementation of Good
Corporate Governance in State-Owned Enterprises which
includes six (6) main aspects, namely: (1) Commitment to
the Commitment for a Sustainable Corporate Governance,
(2) Shareholders and GMS, (3) Board of Commissioners,
(4) Board of Directors, and (5) Information Disclosure and
Transparency and (6) Other Aspects.
Dari ke 6 (enam) aspek pokok tersebut, hasil assessment

yang diperoleh PEPC pada tahun 2014mencapai predikat
kategori Baik, dengan skor 77,568 dari penilain tersebut
terdapat dua aspek mendapatkan kategori Sangat Baik,
yaitu Komitmen, Pemegang Saham dan RUPS, adapun
Kategori Baik dicapai oleh 4 (empat) aspek yaitu: Dewan
Komisaris, Direksi, Keterbukaan Informasi dan Transparansi.
Mengingat skor GCG PEPC sebesar 77,568 maka Aspek
Lainnya belum dilakukan penilaian. Berikut laporan hasil
assessment GCG tahun buku 2014:
Of the six (6) principal aspects, assessment results obtained

by PEPC in 2014 was "Good", with a score of 77.568; from
such assessment, there were two aspects that were
categorized as "Very Good", namely in the Commitment
aspect and the Shareholders and GMS aspect, while the
Good Category was achieved in 4 (four) aspects, namely:
Board of Commissioners, Board of Directors, Information
Disclosure and Transparency. Given PEPCs GCG score of
77.568, no other aspects were assessed. Following is the
report on the GCG assessment results for the 2014 fiscal
year:

Tabel 6.1 Laporan Hasil Assessment GCG Tahun Buku 2014 Table 6.1 Report of GCG Assessment Result of Fiscal Year 2014
Capaian Tahun 2014
Achievement of 2014
Bobot
Weight
Aspek Pengujian/Indikator Parameter

Testing Aspect/Parameter Indicator
No.
Komitmen Terhadap
Penerapan Tata Kelola
Perusahaan yang Baik
Secara Berkelanjutan
II
Pemegang Saham /RUPS Shareholders / GMS
III
Dewan Komisaris
IV
Direksi
V
VI
% Capaian
Skor Score
% Achievement
Penjelasan
Description
7,00
6,588
94,11
Sangat Baik Very Good
9,00
7,770
86,33
Sangat Baik Very Good
Board Of Commissioners
35,00
27,669
79,05
Baik
Good
Board of Directors
35,00
28,438
81,25
Baik
Good
Pengungkapan Informasi Information Disclosure
9,00
7,103
78,92
Baik
Good
Aspek Lain
Other aspects
0,00
0,00
Skor Keseluruhan
Overall Score
100,00
77,568
77,568
Baik
Good
Commitment to
Implementation of Sustainable
Good Corporate Governance
Gambar 6.2 Parameter Assessment Figure 6.2 Assessment Parameter
Parameter Assessment
Assessment Parameter
Sangat Baik
Very Good
Komitmen Terhadap
Penerapan Tata Kelola
Perusahaan yang Baik
Secara Berkelanjutan
Commitment to
Implementation of
Sustainable Good
Pemegang Saham/RUPS
Shareholders / GMS
Dewan Komisaris
Board of Commissioners
Direksi
Board of Directors
Pengungkapan Informasi
Information Disclosure
Aspek Lain
Other Aspects
Keterangan Tabel:
Nilai diatas 85 =
75 < Nilai 85 =
60 < Nilai 75 =
50 < Nilai 60 =
Nilai 50
=
Baik
Good
Cukup Baik
Rather Good
94,11%
86,33%
79,05%
81,25%
78,92%
Sangat Baik
Baik
Cukup Baik
Kurang Baik
Tidak Baik
Keterangan Tabel:
Values above 85 =
75 < Values 85 =
60 < Values 75 =
50 < Values 60 =
Values 50
=
Very Good
Good
Rather Good
Rather Bad
Bad
Kurang Baik
Rather Bad
Tidak Baik
Bad
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RENCANA IMPLEMENTASI GCG KE DEPAN

GCG IMPLEMENTATION PLANING THE FUTURE
Dalam rangka menjalankan GCG yang berkelanjutan, PEPC
berupaya terus meningkatkan implementasi GCG baik
terkait dengan pengelolaan perusahaan dengan mematuhi
ketentuan peraturan perundangan dan regulasi sektoral
yang berlaku. Adapun rencana implementasi GCG ke depan
antara lain adalah:
1. Menetapkan jumlah maksimum jabatan Dewan
Komisaris yang boleh dipegang oleh seorang anggota
Dewan Komisaris.
2. Menetapkan indikator kinerja utama dan target target
yang ingin dicapai.
3. Melakukan telaahan kepatuhan perusahaan terhadap
peraturan peundang-undangan dan perjanjian pihak
ketiga dan melaporkannya kepada Pemegang Saham.
4. Memformalkan rencana kerjanya.
5. Menyampaikan arahan kepada Direksi tentang
peningkatan efektivitas audit eksternal, audit internal
dan tindak lanjut pengaduan tentang perusahaan.
6. Melakukan penilaian kinerja Direksi secara individu.
7. Menyetujui Program kerja Komite Audit.
8. Menetapkan pedoman pola karir dan belum melengkapi
struktur organisasi dengan deskripsi dan spesifikasi
jabatan.
9. Persetujuan Dewan Komisaris dan/atau RUPS atas
penanganan risiko Perusahaan oleh Direksi
10. Mendorong Internal Audit untuk melakukan evaluasi
pengendalian intern level entitas, memberikan asersi
atas kualitas pengendalian intern.
11. Melakukan survey untuk menilai tingkat kepuasan
penyedia barang dan jasa.
12. Menetapkan pengukuran kinerja unit organisasi di bawah
Direksi, dan belum mengukur capaian kinerja unit serta
melakukan audit atas capaian kinerja tersebut.
13. Menyusun desain arsitektur IT sampai level data dan
keamanan,
14. Menyusun kebijakan dan prosedur pengelolaan data
serta pelaporannya,
15. Melakukan survey Service Level Agreement dan audit
atas teknologi informasi.
16. Mempublikasikan kebijakan pengadaan barang dan
jasa.
In order to implement a sustainable GCG, PEPC strives to

continuously improve the implementation of good corporate
governance related to company management by complying
with sectorial applicable laws and regulations. Future GCG
implementation plan includes to:
1. Stipulate the maximum number of positions in a Board
of Commissioners that may be held by a member of
the Board of Commissioners.
2. Establish key performance indicators and targets to
achieve.
3. Conduct research on company's compliance with rules
and regulations and third party agreements as well as
reporting to shareholders.
4. Formalize the work plans.
5. Provide direction to the Board of Directors regarding
improvement of effectiveness of external audit, internal
audit and follow up on complaints against the company.
6. Conduct Board of Directors' performance assessment
individually.
7. Approve Audit Comm ittee's work pr ogr am.
8. Establish guidelines for career outlines which have not
yet given a completed organizational structure setting
out descriptions and job specifications.
9. Approval of Board of Commissioners and/or GMS on
Company's risk management by the Board of Directors
10. Encourage Internal Audit to evaluate internal control at
Entity level, and provide assertion on internal control
quality.
11. Conduct survey to assess the satisfaction level of the
providers of goods and services.
12. Establish performance measurement of organizational
units under the Board of Directors, and not yet
measuring the unit's achievement as well as conduct
audit on performance achievement.
13. Develop IT architecture design to data and security level,
14. Develop policy and procedures for data management
and reporting,
15. Conduct Service Level Agreement survey and audit of
information technology.
16. Publish policy on procurement of goods and services.

LAPORAN HARTA KEKAYAAN PENYELENGGARA NEGARA (LHKPN)

WEALTH REPORT OF STATE OFFICIALS
Dalam rangka meningkatkan komitmen tata kelola secara

berkelanjutan PEPC telah melakukan penyampaian Laporan
Harta Kekayaan Penyelenggara Negara (LHKPN) sesuai
dengan ketentuan yang berlaku yang pelaksanaannya
mengacu kepada kebijakan di PEPC.
In order to improve sustainable governance commitment,

PEPC has submitted its Wealth Report of State Officials
(LHKPN) in accordance with applicable provisions which
is implemented by reference to PEPC policy.
Laporan Harta Kekayaan Penyelenggara Negara yang

selanjutnya disebut LHKPN merupakan laporan atas harta
kekayaan yang wajib dilaporkan dan diumumkan oleh setiap
penyelanggara Negara sesuai ketentuan undang-undang
No. 28 Tahun 1999 tentang penyelanggaraan Negara yang
bersih dan bebas dari korupsi, kolusi dan nepotisme.
The Wealth Report of State Officials hereinafter referred to

as LHKPN is a report on assets that must be submitted to
and published by each State official as prescribed by law
No. 28 of 1999 on State administration which is clean and
free from corruption, collusion and nepotism.
Pada tahun 2014, sebagai wujud penegakan prinsip

transparansi, Perusahaan juga telah menyusun dan
mengesahkan Prosedur LHKPN No. Kpts.028/CP0000/
2014-SB tentang Kewajiban Penyampaian Laporan Harta
Kekayaan Penyelenggara Negara (LHKPN) bagi pejabat
dilingkungan PT Pertamina EP Cepu yang ditandatangani
oleh Direktur Utama tanggal 15 Juli 2014. Dimana pedoman
ini mengatur hal-hal terkait dengan kewaiban penyampaian
LHKPN bagi pejabat di lingkungan PEPC.
In 2014, as a form of transparency principle enforcement,

Company has developed and passed LHKPN procedure
No. Kpts.028/CP0000/2014-SB regarding the Obligation
to Submit Wealth Report of State Officials (LHKPN) for
officials at PT Pertamina EP Cepu, signed by the President
Director dated July 15, 2014 in which sets forth guidelines
that regulate matters relating to the obligation to submit
LHKPN for PEPC officials.
Disamping menyusun pedoman LHKPN. PEPC juga telah

menyusun Tata Kerja Organisasi Penyampian LHKPN No.B001/CPOO10/2014-S0 yang disahkan oleh Direktur Utama
tanggal 15 Juli 2014.
Aside from preparing the LHKPN guidleines, PEPC has also

drawn up the Organizational Work Procedure for LHKPN
submission No. B-001/CPOO10/2014-S0 passed by the
President Director dated July 15, 2014.
Tujuan dari penyusunan pedoman ini adalah untuk

memberikan acuan bagi para wajib lapor LHKPN pada
khususnya mengenai kewajiban untuk menyampaikan
LHKPN.
The objective of these guidelines is to provide reference for

compulsory LHKPN subjects in particular regarding their
obligation to submit LHKPN.
Pihak yang terlibat dalam mengelola LHKPN PEPC adalah

Fungsi Internal Audit, Fungsi Compliance, Fungsi Human
Capital, Wajib Lapor LHKPN dan Komisi Pemberatasan
Korupsi (KPK).
The parties involved in managing PEPCs LHKPN are the

Internal Audit Function, the Human Capital Function, the
compulsory LHKPN subjects and the Corruption Eradication
Commission (KPK)
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272

PROGRAM PENGENDALIAN GRATIFIKASI

GRATIFICATION CONTROL PROGRAM
Dalam kegiatan yang umumnya melibatkan banyak pihak,

adalah penting untuk menjalin kerjasama dan hubungan
yang harmonis, serasi, berkesinambungan dan sesuai
dengan prinsip-prinsip tata kelola Perusahaan.
In activities which generally involve numerous parties, it is

important to establish cooperation and harmonious
relationships that are proportional, sustainable and in
accordance with principles of corporate governance.
Salah satu hal yang lazim dan sering tidak terhindarkan

dalam hubungan bisnis adalah pemberian dan/atau
permintaan gratifikasi dari satu pihak kepada pihak lainnya.
Gratifikasi ini menjadi salah satu perhatian dan Komisi
Pemberatasan Tindak Pidana Korupsi mengingat sifatnya
yang mengarah pada tindak pidana suap. Untuk itu tahun
2014, PEPC telah menyusun dan mengesahkan tata kerja
organisasi Pemberian dan Penerimaan Cinderamata serta
Keramah-Tamahan No.B-002/CP10/2014-SO tanggal 15
Juli 2014.
A common and often unavoidable situation when engaging

in a business relationship is the provision and/or request
for gratuities from one party to the other. Gratification
becomes one of the many concerns of the Corruption
Eradication Commission given the nature of bribery as a
crime. In 2014, PEPC has developed and passed
organizational work procedures for Giving and Receiving
Souvenirs and Hospitality No. B-002/CP10/2014-SO dated
July 15, 2014.
Pemberian dan penerimaan cinderamata dan keramahtamahan dapat dilakukan sepanjang:

1. Dilakukan atas nama Perusahaan
2. Tidak melanggar ketentuan dan peraturan yang berlaku
3. Tidak melebihi kewajaran dan yang dapat diterima publik
Giving and receiving souvenirs and hospitality may be

conducted as long as:
1. It is made in the name of the Company
2. Do not violate rules and regulations
3. Do not exceed the generally acceptable level of
reasonableness
4. It is accountable in a transparent manner
5. Do not affect the business decision-making process
4. Dapat dipertanggungjawabkan secara transparan

5. Tidak mempengaruhi proses pengambilan keputusan
bisnis
Pemberian cinderamata dan keramah-tamahan yang
dimaksud diatas dilakukan dalam bentuk cinderamata,
jamuan makan dan acara khusus dengan batasan sebagai
berikut:
Uraian
Description
Cinderamata
Souvenir
Souvenir and hospitality mentioned above is given in the

form of souvenirs, treats and special events with the
following restrictions:
Jabatan
Position
Maksimal Biaya/Orang
Maximum cost/person
Keterangan
Remarks
BOD
Rp 7.500.000
VP/GM
Rp 3.000.000
Manager
Rp 1.500.000
Untuk pekerja dibawah level

manager dapat memberikan
cinderamata atas nama
atasan (Manager/VP/
GM/BOD)
employees below manager
level may give souvenirs on
behalf of his/her superior
(Manager/VP/GM/BOD).
Jamuan Makan
Banquet
BOD,VP/GM, Manager
Rp 1.800.000
Acara Khusus
Special Occasion
BOD,VP/GM, Manager
Rp 3.600.000
Cinderamata yang diterima menjadi milik perusahaan.

Pekerja yang menerima cinderemata diharuskan
membuatkan laporan kepada atasan langsung untuk
kemudian diteruskan Fungsi Compliance. Namun hadiah
yang diperoleh dalam acara khusus dapat menjadi milik
pribadi pekerja apabila seluruh peserta yang hadir dalam
acara tersebut mempunyai kesempatan yang sama untuk
memperolehnya, pekerja yang bersangkutan harus tetap
menyampaikan laporan kepada atasan langsung untuk
kemudian diteruskan kepada Fungsi Compliance.
Souvenirs that are received become company property.

Employees who receive souvenirs are required to file a
report to their respective direct supervisors to be forwarded
to the Compliance Function. However, prizes that are won
in special events may be personally owned by the employees
if all participants in such events are given equal opportunity
to win the prizes, and the employees concerned remain
obligated to submit a report to their direct supervisors to
be forwarded to the Compliance Function.

Pihak yang terlibat dalam mengelola gratifikasi adalah

Atasan langsung, Pekerja, Fungsi Compliance- Corporate
Secretary, dan Unit Pengendalian Gratifikasi Corporate
(FungsiCompliance). Selama tahun 2014, tidak terdapat
laporan penerimaan gratifikasi kepada Perusahaan.
Parties involved in managing gratuities are direct

supervisors, employees, the Compliance Function Corporate Secretary and the Corporate Gratification Control
Unit (Compliance Function). During 2014, there was no
report on gratuities to the Company.
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274
STRUKTUR TATA KELOLA PERUSAHAAN

CORPORATE GOVERNANCE STRUCTURE
Sejalan dengan Undang-undang Republik Indonesia Nomor 40 tahun 2007

tentang Perseroan Terbatas. PEPC telah memiliki struktur Governance yang
terdiri terdiri dari Organ Utama dan Organ Pendukung Perusahaan. Organ
Utama Perusahaan meliputi Rapat Umum Pemegang Saham (RUPS), Dewan
Komisaris dan Direksi. Adapun Organ Pendukung Perusahaan antara lain
adalah Komite Audit, Sekretaris Dewan Komisaris, Internal Audit dan Sekretaris
Perusahaan.
In accordance with the Law of Republic of Indonesia No. 40 of 2007 on Limited Liability Companies,
PEPC has a governance structure which consists of Company's Main Organs and Supporting Organs.
Company's Main Organs consist of the General Meeting of Shareholders (GMS), the Board of
Commissioners and the Board of Directors. Company's Supporting Organs consist of the Audit
Committee, the Secretary to the Board of Commissioners, the Internal Audit and the Corporate
Secretary.
Adapun skema dan struktur GCG di PEPC dapat dilihat

pada gambar sabagai berikut:
The schematic diagram and structure of GCG in PEPC is

set forth below:
Gambar 6.3 Struktur Tata Kelola Perusahaan Figure 6.3 Corporate Governance Structure
Rapat Umum
Pemegang Saham (RUPS)
General Meeting of
Sharehoders (GMS)
Dewan Komisaris
Sekretaris
Dewan Komisaris
Secretary of the
Komite Audit
Audit Committee
Mengacu pada UU PT Nomor 40 Tahun 2007, Perusahaan

mempunyai dua dewan yaitu Dewan Komisaris dan Direksi.
Tidak ada Dewan Komisaris yang melakukan rangkap
jabatan sebagai Direksi. Selain itu, tidak ada Direksi yang
merangkap jabatan sebagai pejabat eksekutif satu tingkat
di bawahnya. Dengan demikian independensi dalam
pengambilan keputusan senantiasa terjaga.
Direksi
Board of Directors
Sekretaris
Perusahaan
Corporate Secretary
Internal Audit
Internal Audit
In reference to Law No. 40 of 2007 on Limited Liability

Companies, the Company has two boards, namely the
Board of Commissioners and the Board of Directors.
A member of the Board of Commissioners is not allowed
to concurrently hold a position as member of the Board of
Directors. Furthermore, there is no Board of Directors
member who concurrently assumes the position of
executive officer one level below him. Thus independency
in decision-making is always maintained.

INFORMASI MENGENAI PEMEGANG SAHAM UTAMA

DAN PENGENDALI
INFORMATION ON MAJOR AND CONTROLLING SHAREHOLDERS
PT Pertamina (Persero) merupakan pemegang saham utama dan pengendali

PEPC dengan kepemilikan saham sebanyak 495 (empat ratus Sembilan puluh
lima) lembar Saham atau 99% (Sembilan puluh Sembilan persen)
sahamsedangkan 5 (lima) lembar saham atau 1% (satu persen) saham dimiliki
oleh PT Pertamina Dana Ventura.
PT Pertamina (Persero) is the major and controlling shareholder of PEPC with a share ownership
of 495 (four hundred and ninety-five) Shares or 99% (Ninety-nine percent) of the shares, while five
(5) shares or 1% (one percent) of shares are held by PT Pertamina Dana Ventura.
Direktur PT Pertamina (Persero) merupakan representasi

pemegang saham utama dan pengendali, dimana secara
teknis hubungan dengan Pemegang Saham dilaksanakan
oleh Sekretaris Perusahaan PT Pertamina EP Cepu. Adapun
skema Pemegang Saham Utama dan Pengendali PEPC
adalah sebagai berikut:
The Director of PT Pertamina (Persero) represents the major

and controlling shareholder, where technically the
relationship with Shareholders is conducted by the Corporate
Secretary of PT Pertamina EP Cepu. The schematic diagram
of PEPC Major and Controlling Shareholders is as follows:
Gambar 6.4 Skema Pemegang Saham Utama dan Pengendali PEPC Figure 6. 4 The scheme of PEPC Major and Controlling Shareholders
100%
Pemerintah
Republik Indonesia
Government of
Republic of Indonesia
99%
PT Pertamina
(Persero)
1%
PT Pertamina
Dana Ventura
275
276
RAPAT UMUM PEMEGANG SAHAM (RUPS)
THE GENERAL MEETING OF SHAREHOLDERS (GMS)
Rapat Umum Pemegang Saham (RUPS) merupakan rapat yang dihadiri oleh
kuorum Pemegang Saham dan diselenggarakan oleh Direksi atas permintaan
salah satu organ 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 untuk pengambilan
keputusan atas hal-hal yang kewenangannya tidak diserahkan kepada Direksi
atau Dewan Komisaris.
The General Meeting of Shareholders (GMS) is a meeting attended by the quorum of shareholders
and held by the Board of Directors at the request of one of the organs or by shareholders representing
1/10 of the total number of shares in order to take important decisions relating to the capital
invested in the company and to make decisions on matters of which authority is not granted to the
Board of Directors or Board of Commissioners.
RUPS terdiri dari RUPS Tahunan dan RUPS Lainnya atau

lebih dikenal dengan Rapat Umum Pemegang Saham Luar
Biasa. Sesuai dengan Anggaran Dasar Pasal 8 ayat 3, mata
acara RUPS Tahunan PEPC adalah sebagai berikut:
The GMS consists of the Annual GMS (AGM) and Other

GMS, otherwise known as the Extraordinary General Meeting
of Shareholders. According to the Articles of Association
Article 8, paragraph 3, the agenda items of the Annual
General Meeting of PEPC are as follows:
1. Direksi menyampaikan:
Laporan Tahunan yang telah ditelaah oleh Dewan
Komisaris untuk mendapat persetujuan RUPS
Laporan keuangan untuk mendapat pengesahan RUPS
1. The Board of Directors delivers:

The Annual Report which has been reviewed by the
Board of Commissioners for approval by the General
Meeting of Shareholders
The financial statements or ratification by the GMS
2. Determination of profit utilization, if the Company has
a positive balance in retained earnings
3. Determination of other agenda items in GMS which have
been appropriately proposed with due observation of
provisions of the Articles of Association.
2. Ditetapkan penggunanan laba, jika Perseroan mempunyai

saldo laba yang positif
3. Diputuskan mata acara lainnya dari RUPS yang telah
diajukan sebagaimana mestinya dengan memperhatikan
ketentuan Anggaran Dasar.
Sedangkan untuk RUPS Luar Biasa dapat diselenggarakan
sew ak tu- w ak tu ber da s a r ka n k ebut uha n u ntuk
membicarakan dan memutuskan mata acara rapat kecuali
mata acara yang telah ditentukan dalam RUPS Tahunan,
dengan memperhatikan peraturan perudang-undangan
serta Anggaran Dasar.
The Extraordinary GMS may be held at any time based on

the need to discuss and decide on the meeting agenda
except the agenda items as stated in the Annual GMS, by
considering the legislation and the Articles of Association.
Pelaksanaan RUPS didahului dengan pemanggilan kepada

para pemegang saham dengan surat tercatat dan/atau
dengan iklan dalam surat kabar yang mencakup informasi
mengenai setiap mata acara dalam agenda RUPS termasuk
usul yang direncanakan oleh Direksi untuk diajukan dalam
RUPS dengan ketentuan apabila informasi tersebut belum
tersedia saat dilakukannya panggilan untuk RUPS, maka
informasi dan/atau usul itu harus disediakan di kantor PEPC
sebelum RUPS diselenggarakan.
The GMS is preceded by sending invitations to the

shareholders by way of registered mail and/or
announcement in a newspaper that includes information
about each item on the agenda of the GMS including the
proposal(s) planned by the Board of Directors for submission
to the GMS provided that if such information is not yet
provided in the GMS invitation, such information and/or
proposal(s) should be made available at the PEPC office
prior to the GMS.

TATA CARA PENYELENGGARAAN RUPS

GMS IMPLEMENTATION PROCEDURE
Sebelum RUPS dilaksanakan, akan dilakukan pemanggilan

dalam jangka waktu paling lambat 14 (empat belas) hari
sebelum tanggal RUPS diadakan dengan tidak
memperhitungkan tanggal pemanggilan dan tanggal RUPS.
Pemanggilan RUPS dilakukan dengan surat tercatat. Dalam
panggilan RUPS dicantumkan tanggal, waktu, tempat, dan
mata acara rapat disertai memberitahukan bahwa bahan
yang akan dibicarakan dalam RUPS tersedia di kantor
Perusahaan sejak tanggal dilakukan pemanggilan RUPS
sampai dengan tanggal RUPS diadakan. Agenda RUPS
dapat ditambah sesuai kebutuhan dan sepanjang tidak
bertentangan dengan kepentingan perusahaan dapat
dilakukan bila disetujui oleh peserta RUPS. Selama RUPS
berlangsung acara dipimpin oleh Komisaris Utama PEPC.
Before the GMS is held, invitation will be sent within 14

(fourteen) days at the latest prior to the date of the GMS,
excluding the date of the invitation and the date of the GMS.
GMS invitations are sent by registered mail. The GMS notice
also mentions the date, time, place, and agenda items, the
invitation also informs that the matters to discuss at the
GMS are available at the Company office from the date of
invitation to the GMS until the date the GMS is held. The
aAgenda for the GMS may be added as needed and as long
as it is not against the company's interests and is agrred
to by the GMS participants. The GMS is chaired by the
PEPC President Commissioner.
Penyelenggaraan RUPS terdiri dari :
The GMS consist of :
1. RUPS Tahunan
Penyelenggaraan RUPS tahunan ini dilakukan oleh
Direksi dengan mengundang Dewan Komisaris dan
Pemegang Saham untuk membahas dan meminta
pengesahan Laporan Tahunan yang telah disusun oleh
Direksi agar diperoleh suatu acuan dalam melaksanakan
kegiatan Perusahaan. RUPS Tahunan dilakukan dalam
rangka pengesahan Laporan Tahunan termasuk
penunjukan Kantor Akuntan Publik (KAP) sebagai
pelaksana audit eksternal.
1. The Annual GMS

The Annual General Meeting of Shareholders is
organized by the Board of Directors by inviting the Board
of Commissioners and the shareholders to discuss and
request ratification for of the Annual Report which has
been prepared by the Board of Directors in order to
serve as a reference in the conduct of the Company's
activities. The Annual General Meeting of Shareholders
is held in order to ratify the Annual Report including the
appointment of a Public Accounting Firm (KAP) as the
operative party to conduct external audit.
277
278

2. RUPS Luar Biasa (RUPSLB)

RUPS Luar Biasa adalah rapat yang diselenggarakan
oleh Direksi, Komisaris atau atau pemegang saham
yang mewakili 1/10 bagian dari jumlah seluruh saham
untuk membahas hal penting yang menyangkut kinerja
perseroan atau untuk mendapatkan persetujuan RUPS
atas usulan perbuatan Direksi yang kewenangannya
tidak diserahkan kepada Direksi dan Dewan Komisaris.
RUPS Luar Biasa dilakukan dalam rangka menyetujui
Perbuatan Direksi. Setelah Mendapat Tanggapan /
Persetujuan Tertulis dari Dewan Komisaris dalam
menyetujui perbuatan hukum Direksi.
2. Extraordinary GMS
The Extraordinary General Meeting of Shareholders is
organized by the Board of Directors, Board of
Commissioner or the shareholders representing 1/10
of the total shares to discuss important matters
concerning the company's performance or to obtain
approval of the GMS on the Board of Directors' proposed
actions of which authority is not granted to the Board
of Directors and Board of Commissioner. The
Extraordinary General Meeting of Shareholders is held
to approve the Board of Directors' action, once the
proposal gets Feedback/Written Approval from the
Board of Commissioners in approving the legal act
carried out by the Board of Directors.
Tata cara pelaksanaan RUPS dapat dilaksanakan secara

on paper (keputusan sirkuler) adalah sebagai berikut :
1) Direksi menyiapkan materi atas kegiatan yang
memerlukan tanggapan tertulis dari Komisaris dan
persetujuan RUPS.
2) Direksi mengirim draft / usulan materi kepada Dewan
Komisaris dan RUPS
3) Dewan Komisaris melakukan kajian atas materi yang
disampaikan Direksi dan apabila dianggap perlu dapat
meminta penjelasan tambahan kepada Direksi namun
tidak lebih dari 1 (satu) kali dan paling lambat 14 (empat
belas) hari kalender setelah menerima usulan materi
dari Direksi.
4) Apabila ada, Direksi memberi materi penjelasan
tambahan yang diminta Dewan Komisaris, paling lambat
14 (empat belas) hari kalender setelah menerima
permintaan dari Komisaris.
The procedures for holding GMS carried out on paper

(circular decision) are as follows:
1) The Board of Directors prepares the matters for activities
that require written response from the Board of
Commissioners and approval of GMS.
2) The Board of Directors sends the draft/proposal of the
matters to the Board of Commissioners and GMS.
3) The Board of Commissioners reviews the matters
submitted by the Board of Directors and, if deemed
necessary, may request additional clarification to the
Board of Directors, but not more than 1 (one) time and
no later than 14 (fourteen) calendar days after receiving
the proposal of matters from the Board of Directors.
4) As may be required, the Board of Directors provides
additional explanatory matters requested by the Board
of Commissioners, no later than 14 (fourteen) calendar
days after receiving the request from the Board of
Commissioner.
5) The Board of Commissioners provides written response
to the Board of Directors' proposed matters to be
submitted to the GMS with a copy to the Board of
Directors, no later than five (5) calendar days after
reviewing the matters or after receiving additional
explanation submitted to the Board of Directors. The
GMS makes the resolution on the proposed matters
submitted by the Board of Directors after considering
the written response from the Board of Commissioners.
5) Dewan Komisaris membuat tanggapan tertulis atas

materi usulan Direksi untuk disampaikan kepada RUPS
dengan tembusan kepada Direksi, paling lambat 5 (lima)
hari kalender setelah melakukan kajian atas materi atau
setelah menerima penjelasan tambahan yang
disampaikan Direksi. RUPS memberikan putusan
terhadap usulan materi yang diajukan Direksi setelah
mempertimbangkan tanggapan tertulis dari Dewan
Komisaris.
PENYELENGGARAAN RUPS TAHUN 2014

IMPLEMENTATION OF GMS IN 2014
RUPS tahun 2014 telah diselenggarakan dengan

pemberitahuan dan undangan bagi pemegang saham
sesuai dengan ketentuan yang berlaku. Pada tahun 2014
PEPC telah menyelenggarakan 1 kali RUPS Tahunan dan
7 kali RUPS Luar Biasa secara Sirkuler. Uraian pelaksanaan
RUPS tersebut dapat dilihat pada tabel berikut:
The GMS in 2014 was organized by notification and

invitation to the shareholders in accordance with the
applicable regulations. In 2014, PEPC has organized
1 Annual GMS and 7 Extraordinary GMS by Circular.
Description of the GMS can beviewed in the following table:

Tabel 6.2 Pelaksanaan RUPS Tahunan Tahun 2014 Table 6.2 Implementation of Annual GMS in 2014
Undangan RUPS
GMS Invitation
23 April 2014
April 23, 2014
Agenda RUPS
GMS Agenda
1. Laporan Pengawasan
Dewan Komisaris
Keputusan RUPS
GMS Decision
1. Supervisory Report of Board

of Commissioners
1. Laporan Pengawasan 1. Supervisory Report of

Dewan Komisaris
2. Laporan Kinerja Operasi 2. Financial Operations

Keuangan (Audited)
Performance Report
Tahun 2013
(Audited) Year 2013
2. Laporan Kinerja
2. Financial Operations
Operasi Keuangan
Performance Report
(Audited) Tahun 2013
(Audited) Year 2013
3. Persetujuan Laporan
Tahunan Perseroan
Tahun Buku 2013 dan
Pengesahan Laporan
Keuangan Perusahaan
Tahun Buku 2013
3. Approval of the Company

Annual Report for Fiscal Year
2013 and the Approval for
Company's Financial
Statements for Fiscal Year
2013
3. Persetujuan Laporan 3. Approval of the Company

Tahunan Perusahaan
Annual Report for Fiscal
Tahun Buku 2013 dan
Year 2013 and the
Pengesahan Laporan
Approval for Company's
Keuangan Perseroan
Financial Statements for
Tahun Buku 2013
Fiscal Year 2013
4. Pemberian Pelunasan
dan Pembebasan
Tanggung Jawab
Sepenuhnya Kepada
Direksi dan Dewan
Komisaris
4. Provision of full release and

discharge To the Board of
Directors and Board of
Commissioners
4. Pemberian Pelunasan 4. Provision of full release

dan Pembebasan
and discharge To the
Tanggung Jawab
Board of Directors and
Sepenuhnya Kepada
Direksi dan Dewan
Komisaris
5. Penetapan Penggunaan 5. Determination of Corporate's

Laba Bersih Perusahaan
Net Income utilization for
Tahun Buku 2013
Fiscal Year 2013
5. Penetapan
Penggunaan Laba
Bersih Perusahaan
Tahun Buku 2013
6. Penetapan
6. Determination of reward for
Penghargaan atas
Performance (Bonus) Fiscal
Kinerja (Tantiem) Tahun
Year 2013 and Adjustment
Buku 2013 dan
of Remuneration 2014 to the
Penyesuaian
Board of Directors and Board
Remunerasi Tahun 2014
of Commissioners
Kepada Direksi dan
Dewan Komisaris
6. Penetapan
6. Determination of Award
Penghargaan atas
for Performance (Bonus)
Kinerja (Tantiem)
Fiscal Year 2013 and
Tahun Buku 2013 dan
Adjustment
Penyesuaian
Remuneration 2014 to the
Remunerasi Tahun
2014 Kepada Direksi
dan Dewan Komisaris
7. Penetapan Kantor
7. Appointment of the Public
Akuntan Publik Untuk
Accounting Firm to Conduct
Melakukan Audit Tahun
Audit for Fiscal Year 2014
Buku 2014
7. Penetapan Kantor
7. Appointment of the Public
Akuntan Publik Untuk
Accounting Firm to
Melakukan Audit
Conduct Audit for Fiscal
Tahun Buku 2014
Year 2014
Adapun Keputusan Pemegang Saham secara Sirkuler

selama tahun 2014, dapat diuraikan sebagai berikut:
5. Determination of
Corporate's Net Income
utilization for Fiscal Year
2013
The Circular Resolutions of the Shareholders for the year

2013 are described as follows:
Tabel 6.3 Keputusan Pemegang Saham Secara Sirkuler Tahun 2014 Table 6.3 Circular Decree of Shareholders in 2014
No
RUPS Tahun 2014

GMS in 2013
Penetapan Pejabat
Definitif Direktur
Business Support
Appointment of Definitive
Official of Business
Support Director
Tanggal : 6 Februari
2014/10 Februari 2014
Date: February 6-10, 2014
Penetapan Kembali
Direktur Utama dan
Pemberhentian Direktur
Operasi
Tanggal 25 Februari
2014
Re-Appointment of
President Director and
Dismissal of Director of
Operations
Dated February 25, 2014
Penetapan RKAP Tahun Determination of RKAP

Buku 2014
for fiscal year 2014
Tanggal 12 Mei 2014
Date: May 12, 2014
Keputusan RUPS
Decision of GMS
Menetapkan Sdr. Musa Umbas

sebagai PJ. Direktur Business
Support
To appoint Mr. Musa Umbas as

Acting Business Support Director
1. Menetapkan kembali Sdr. Amril

Thaib sebagai Direktur Utama
2. Memberhentikan dengan
hormat Sdr. Mangasi Dharma
Gunawan sebagi Direktur
Operasi Perusahaan
1. To re-appoint Mr. Amril Thaib

as President Director
2. To honorably discharge Mr.
Mangasi Dharma Gunawan as
a Company Director of
Operations
1. Menetapkan dan mengesahkan

Rencana Kerja dan Anggaran
Buku 2014
2. Menyetujui Tingkat Kesehatan
yang merupakan Lampiran
RKAP Tahun Buku 2014
3. Menugaskan Perusahaan
menyusun KPI yang akan
disetujui oleh RUPS Perseroan
secara terpisah dan akan
menjadi bagian yang tidak
terpisahkan dari RKAP
1. Establish and ratify the

Company RKAP for fiscal year
2014
2. Approve Soundness level which
constitutes an appendix RKAP
for the 2014 Fiscal Year
3. Assign Company to prepare
KPIs that will be approved by
the GMS separately and will be
an integral part of the RKAP for
2014 Fiscal Year
279
280

No
RUPS Tahun 2014

GMS in 2013
Keputusan RUPS
Decision of GMS
4. Direksi bertanggung jawab

4. Board of Directors is responsible
terhadap pelaksanaan RKAP
for the implementation of the
Tahun 2014 dan Dewan
RKAP of 2014 and the Board of
Komisaris bertanggung jawab
Commissioners is responsible for
terhadap pengawasan
supervising the implementation of
pelaksanaan RKAP Tahun Buku
the RKAP for Fiscal Year 2014
2014
5. Memberikan kuasa kepada
5. Authorize the President Director
Direktur Utama atau kuasanya
or his proxy to propose
untuk mengajukan keputusan
Shareholders resolution by
Pemegang Saham secara
Circular to the local Notary Office
Sirkuler ke Kantor Notaris
to issue the deeds and perform
setempat untuk dibuatkan
other legal acts as deemed
Aktanya dan melaksanakan
necessary in accordance with
tindakan hukum lainnya yang
applicable regulations.
di pandang perlu sesuai dengan
ketentuan yang berlaku.
4
Penetapan
penghargaan atas
kinerja tahunan
(Tantiem) Direksi dan
Dewan Komisaris
Tanggal : 28 Mei 2014 /
3 Juni 2014
Determine reward for

1. Menetapkan penghargaan atas 1. Establish reward for annual
annual performance
kinerja tahunan (Tantiem)
performance (Bonus) to the Board
(Bonus) to the Board of
kepada Direksi dan Dewan
of Directors and Board of
Komisaris
Commissioners
Commissioners
2. Pajak atas Tantiem ditanggung 2. Tax on Bonus is borne by
Date: May 28, 2014 / June
oleh Pertamina
Pertamina
3, 2014
3. Bagi anggota Direksi dan
3. Members of the Board of Directors
Pekerja PT Pertamina (Persero)
and Employees of PT Pertamina
yang menjadi anggota Dewan
(Persero) who are members of the
Komisaris tahun buku 2013
Board of Commissioners for the
tidak berhak atas Tantiem
2013 fiscal year are not entitled to
sebagaimana diatur dalam
the performance bonus as
Surat Keputusan (SK) Direktur
stipulated in the Decree (SK) of
Utama Pertamina No. KptsPresident Director of Pertamina
20/C000000/2011-SO tanggal
No. Kpts-20/C000000/2011-SO
31 Maret 2011, dan oleh karena
dated March 31, 2011, and
itu Tantiem yang bersangkutan
therefore such performance bonus
dibayarkan kepada PT
is paid to PT Pertamina (Persero)
Pertamina (Persero)
Pergantian Komisaris
Tanggal: 25 Juni
2014/23 Juni 2014
Alternation in the Board of 1. Memberhentikan Sdr. Elfien

Commissioners
Goentoro sebagai Komisaris
Date: June 25, 2014/23
Perusahaan
June 2014
2. Mengangkat Sdr. Boyke E.W.
Moekijat sebagai Komisaris
Perusahaan
Honorarium Dewan
Komisaris
Tanggal: 12 Agustus
2014/18 Agustus 2014
Honorarium for BOC

Date: August 12,
2014/August 18, 2014
1. Menyetujui pembayaran
1. To approve the payment of
honorarium Dewan Komisaris
honorarium for the Board of
dengan ketentuan sebagai
Commissioners with the following
berikut:
conditions:
a. Faktor jabatan honorarium
a. Position factor of President
Komisaris Utama adalah 45%
Commissioner's honorarium is
(empat puluh lima persen)
45% (forty five percent) of the
dari gaji Direktur Utama
President Director's salary
b. Faktor jabatan honorarium
b. Position factor of
Komisaris 90% (Sembilan
Commissioner's honorarium is
puluh persen) dari
90% (ninety percent) of the
honorarium Komisaris
President Commissioner's
Utama
honorarium
Pengangkatan Direksi
Tanggal: 13 Agustus
2014/14 Agustus 2014
Appointment of Board of
Directors
Date: August 13 2014/
August 14, 2014
Pengangkatan Sdr. Ricardo

Perdana Yudantoro sebagai PJ.
Direktur Operasi Perusahaan
Seluruh keputusan pada RUPS tahun 2014 telah

dilaksanakan pada tahun yang bersangkutan.
1. Discharge Mr. Elfien Goentoro as

President Commissioner of the
Company
2. Appoint Mr. Boyke E.W. Moekijat
as President Commissioner of the
Company
Appointment of Mr. Ricardo Perdana

Yudantoro as Company Director of
Operations
All decisions of the GMS in 2014 has been implemented

during the relevant year.

Uraian mengenai Rapat Umum Pemegang Saham (RUPS)

tahun sebelumnya:
Description on the previous year General Meeting of

Shareholders (GMS):
Tabel 6.4 Realisasi Rapat Umum Pemegang Saham Tahun Sebelumnysa (2013)
Table 6.4 Realization of General Meeting of Shareholders of the Previous Year (2013)
No
Tanggal RUPS
GMS date
Keputusan RUPS
GMS Decision
17 Januari 2013
January 17, 2013
3 Januari 2013
January 3, 2013
15 Januari 2013
January 15, 2013
1. Persetujuan
1. Approval of
Reliquishment
Relinquishment of Alas
Lapangan Alas Dara
Dara and Kemuning
dan Kemuning
Fields
2. Memerintahkan
2. Order to the Board of
Direksi agar
Directors to comply with
memperhatikan
provisions of applicable
Ketentuan
law and the rules of Good
perundangCorporate Governance
undangan yang
(GCG)
berlaku dan kaidahkaidah Tata Kelola
Perusahaan yang
Baik (Good Corporate
Governance)
Realisasi
Hasil RUPS
Realization of
GMS results
Perkembangan
Development
Alasan Keputusan
RUPS yang Belum
Direalisasikan
Reason why GMS
decision has not
been realized
1. Menetapkan Gaji
Direksi &
Honorarium Dewan
Komisaris
2. Menetapkan Gaji &
Honorarium
3. Jenis dan besaran
jumlah tunjangan
bagi Direksi dan
Dewan Komisaris
Perusahaan.
1. Determine Board of
Directors' Salary & Board
of Commissioners
honorarium
2. Determine Salary &
Honorarium
3. The type and amount of
allowances for the Board
of Directors and Board of
Commissioners
Sudah
direalisasikan
Already
realized
100%
Pengangkatan Sdr.
Insan Purwarisya L.
Tobing sebagai
Komisaris Perusahaan
Appointment of Mr. Insan

Purwarisya L. Tobing as
Commissioner of the
Company
Sudah
direalisasikan
Already
realized
100%
Sudah
direalisasikan
Already
realized
100%
17 Januari 2013
January 17, 2013
Penetapan Sdr. Amran Appointment of Mr. Amran Sudah

Anwar sebagai Direktur Anwar as Development
direalisasikan
Pengembangan.
Director
Already
realized
100%
31 Januari 2013
January 31, 2013
1. Menyetujui
1. Approve the transfer of
pengalihan 5 (lima)
five (5) shares of
lembar saham dari
Indonesia Energy
Koperasi Energi
Cooperative to
Indonesia kepada
PT Pertamina Dana
PT Pertamina Dana
Ventura;
Ventura;
2. Pengalihan saham 2. Transfer of shares
sebagaimana
referred to in point 1
dimaksud di butir 1
complies to applicable
perundanglaws and rules of Good
undangan yang
berlaku dan kaidahkaidah Tata Kelola
Perusahaan yang
Baik
100%
Sudah
direalisasikan
Already
realized
281
282

No
Tanggal RUPS
GMS date
12 Februari 2013
February 12, 2013
Keputusan RUPS
GMS Decision
1. Menetapkan dan
mengesahkan
Rencana Kerja dan
Anggaran Buku 2013
2. Menyetujui Tingkat
Kesehatan yang
merupakan Lampiran
RKAP Tahun Buku
2013
3. Menugaskan
Perusahaan
menyusun KPI yang
akan disetujui oleh
RUPS Perseroan
secara terpisah dan
akan menjadi bagian
yang tidak
terpisahkan dari
RKAP Perusahaan
Tahun Buku 2013
4. Direksi bertanggung
jawab terhadap
pelaksanaan RKAP
Tahun 2013 dan
Dewan Komisaris
bertanggung jawab
terhadap
pengawasan
pelaksanaan RKAP
Tahun Buku 2013
1. Establish and ratify the

RKAP for 2013 Fiscal
year
Perkembangan
Development
Alasan Keputusan
RUPS yang Belum
Direalisasikan
Reason why GMS
decision has not
been realized
Sudah
direalisasikan
Already
realized
100%
Realisasi
Hasil RUPS
Realization of
GMS results
2. Approve Soundness
level which is the
appendix of RKAP for
2013 Fiscal Year
3. Assign Company to
prepare KPIs that will
be approved by the
GMS of the Company
separately and will be
an integral part of
RKAP of Company for
2013 Fiscal Year
4. Board of Directors is
responsible for the
implementation of
RKAP in 2013 and the
Board of
Commissioners is
responsible for
supervising the
implementation of
RKAP for 2013 Fiscal
Year
18 April 2013
April 18, 2013
Menyetujui Key
Performance Indicator
(KPI) / Kesepakatan
Kinerja Perseroan
Tahun 2013 yang
merupakan bagian yang
tidak terpisahkan dari
RKAP Tahun Buku 2013
Approve Key
Performance Indicator
(KPI) / Agreements of
Company Performance in
2013 which is an integral
part of the RKAP for 2013
Fiscal Year
Sudah
direalisasikan
Already
realized
100%
1 Agustus 2013
August 1, 2013
1. Pemberhentian Sdr.
Adriansyah sebagai
Dewan Komisaris
Perusahaan;
2. Mengangkat Sdr.
Bagus Sudaryanto
sebagai Komisaris
Perusahaan.
1. Discharge Mr.
Adriansyah from the
Board of
Commissioners;
2. Appoint Mr. Bagus
Sudaryanto as
Commissioner of the
Company
Sudah
direalisasikan
Already
realized
100%
27 November 2013 1. Persetujuan

1. Approval of changes in
November 27, 2013
perubahan Struktur
Organizational
Organisasi;
Structure;
2. Persetujuan jabatan 2. Approval of positions
Direksi Perusahaan
in the Company's Board
menggunakan
of Directors using
bahasa Indonesia
Indonesian language in
sesuai ketentuan
accordance with
dalam UndangLimited Liability
undang Perseroan
Company Law No. 40
Terbatas No. 40
of 2007;
Tahun 2007;
3. Penambahan 1 (satu) 3. Adding 1 (one)
Direktorat yaitu
Directorate which is the
Direktorat Business
Business Support
Support yang
Directorate chaired by
dipimpin oleh
the Director of
Direktur Business
Business Support
Support.
Sudah
direalisasikan
Already
realized
100%
Sudah
direalisasikan
Already
realized
100%
10 6 Desember 2013
December 6, 2013
Penetapan Sdr. Musa

Umbas sebagai PJ.
Direktur Business
Support
Appointment of Mr. Musa

Umbas as Acting Director
of Business Support

DEWAN KOMISARIS
BOARD OF COMMISSIONERS
Dewan Komisaris merupakan organ Perusahaan yang bertanggung jawab
secara kolektif untuk melakukan pengawasan dan memberikan nasihat kepada
Direksi serta memastikan bahwa PEPC melaksanakan GCG pada seluruh
tingkatan atau jenjang organisasi. Untuk menjalankan tugas pengawasan,
Dewan Komisaris membentuk Komite Penunjang dan Direksi membentuk Unit
Kerja yang bertugas membantu pelaksanaan kegiatan operasional sesuai
dengan kebutuhan.
The Board of Commissioners is a corporate organ which is collectively responsible for conducting
supervision and advisory function over the Board of Directors and for ensuring that PEPC implements
good corporate governance at all levels or tiers of the organization. To carry out supervisory duties,
the Board of Commissioners establishes the Supporting Committee and the Board of Directors
establishes a Work Unit assigned to assist the implementation of operational activities in accordance
with the requirements.
Undang-undang Nomor 40 Tahun 2007 tentang Perseroan

Terbatas mewajibkan semua Perseroan yang didirikan
berdasarkan hukum Indonesia mempunyai Dewan
Komisaris. Tugas utama Dewan Komisaris adalah
melakukan pengawasan dan memberi nasihat kepada
Direksi atas kebijakan Direksi dan jalannya Perusahaan.
Pengawasan dan pemberian nasihat dilakukan untuk
kepentingan Perusahaan dan sesuai dengan maksud dan
tujuan Perusahaan.
Law No. 40 of 2007 on Limited Liability Company requires

all companies incorporated under Indonesia law to have a
Board of Commissioners. The main duty of the Board of
Commissioners is to supervise and advise the Board of
Directors on the policies made by the Board of Directors
and the operations of the Company in general. Supervision
and advising are made in the interest of the Company and
in accordance with the purposes and objectives of the
Company.
Dalam menjalankan tugas dan tanggung jawabnya, Dewan

Komisaris mempunyai wewenang dan tanggung jawab
yang jelas sesuai dengan fungsinya masing-masing,
sebagaimana diamanatkan dalam Board Manual, Anggaran
Dasar dan peraturan perundang-undangan yang berlaku.
In carrying out its duties and responsibilities, the Board of

Commissioners has clear authority and responsibilities,
which are in line with their respective functions, as mandated
in the Board Manual, Articles of Association, and governing
legislations.
283
284
DEWAN KOMISARIS
Dewan Komisaris bersama Direksi telah menetapkan sebuah kebijakan (Board

Manual) yang menjadi pedoman kerja Dewan Komisaris dan Direksi dalam
melaksanakan tugas masing-masing sesuai dengan prinsip hukum korporasi
dan prinsip-prinsip GCG yang berlaku.
The Board of Commissioners along with the Board of Directors has adopted a policy (Board
Manual) that serves as work guidelines for the Board of Commissioners and Board of
Directors in carrying out their respective duties in accordance with the principles of corporate
law and the applicable GCG principles.
PEDOMAN KERJA DEWAN KOMISARIS
BOARD OF COMMISSIONERS WORK GUIDELINES

Dewan Komisaris bersama Direksi telah menetapkan
sebuah kebijakan (Board Manual) yang menjadi pedoman
kerja Dewan Komisaris dan Direksi dalam melaksanakan
tugas masing-masing sesuai dengan prinsip hukum
korporasi dan prinsip-prinsip GCG yang berlaku.
The Board of Commissioners along with the Board of

Directors has adopted a policy (Board Manual) that serves
as work guidelines for of the Board of Commissioners and
Board of Directors in carrying out their respective duties in
accordance with the principles of corporate law and the
applicable GCG principles.
Board Manual disusun berdasarkan peraturan dan perundang

undangan yang berlaku dan telah disahkan melalui SK
Direktur Utama PEPC No. Kpts-021/ CP0000/2014-S0
Tanggal 26 Juni 2014. Dengan adanya Pedoman Kerja
Dewan Komisaris ini, maka diharapkan pelaksanaan tugas
Dewan Komisaris akan lebih terarah dan efektif serta dapat
digunakan sebagai salah satu alat penilaian kinerja Dewan
Komisaris.
The Board Manual is based on applicable regulations and

legislations, and has been ratified by PEPC President Director
Decree No. Kpts-021 / CP0000 / 2014-S0 June 26, 2014.
It is expected that with this Work Guideline, the Board of
Commissioners duties will be more focused and effective,
and the Work Guidelines can be used as one of the tools
to measure the Board of Commissioners performance.
Pedoman Dewan Komisaris yang diatur dalam Board Manual

antara lain mengatur:
1. Tugas, Wewenang & Kewajiban Dewan Komisaris
The Board of Commissioners Guidelines as set out in the

Board Manual, regulate among others:
1. Duties, Authorities, and Obligations of the Board of
Commissioners
2. Code of Ethics of the Board of Commissioners
3. Information Access for the Board of Commissioners
4. Work Divisions of the Board of Commissioners
5. Work Plan of the Board of Commissioners
6. Rules of the Board of Commissioners Meetings
7. Discussion and Decision-making Mechanism by the
8. Performance Evaluation of the Board of Commissioners
9. Supporting Organs of the Board of Commissioners
2.
3.
4.
5.
6.
7.
Etika Jabatan Dewan Komisaris

Akses Informasi Bagi Dewan Komisaris
Pembagian Kerja Komisaris
Rencana Kerja Dewan Komisaris
Tata Tertib Rapat Dewan Komisaris
Mekanisme Pembahasan dan pengambilan Keputusan
Oleh Dewan Komisaris
8. Evaluasi Kinerja Dewan Komisaris
9. Organ Pendukung Dewan Komisaris

PERSYARATAN DEWAN KOMISARIS
THE BOARD OF COMMISSIONERS REQUIREMENTS

Sejalan dengan penerapan GCG secara konsisten, PEPC
menetapkan persyaratan calon terhadap Dewan Komisaris
sebagai berikut:
In line with a consistent implementation of GCG, PEPC

establishes requirements for the candidates to the Board
of Commissioners as follows:
1. Anggota Dewan Komisaris PEPC wajib memenuhi

persyaratan kemampuan dan kepatutan sebagaimana
diatur dalam Anggaran Dasar Perusahaan. Persyaratan
kem ampuan m encakup memaham i ma salah
manajemen yang berkaitan dengan fungsi salah satu
manajemen, mempunyai pengetahuan yang memadai
di bidang usaha Perusahaan, serta memiliki waktu yang
cukup dalam menjalankan tugas.
1. Members of the PEPC Board of Commissioners shall

meet the requirements of the fit and proper conditions
as stipulated in the Company's Articles of Association.
The fitness requirements include the ability to understand
management issues related to one of the management
functions, having adequate knowledge in the fields of
business of the Company, and having sufficient time to
carry out the duties.
2. Sedangkan persyaratan kepatutan meliputi tidak pernah

menjadi anggota Direksi atau Dewan Komisaris yang
dinyatakan bersalah menyebabkan suatu perusahaan
pailit dan tidak pernah dihukum karena melakukan tindak
pidana yang merugikan negara dalam waktu 5 (lima)
tahun sebelum pengangkatannya.
2. While the propriety requirements include never having

been a member of a Board of Directors or Commissioners
that was found guilty of causing bankruptcy to a
company and never having been convicted of a criminal
act which is detrimental to the country within five (5)
years prior to the appointment.
3. Sebelum diangkat sebagai Komisaris, calon Komisaris

PEPC telah dinyatakan lulus Uji Kemampuan dan
Kepatutan (Fit and Proper Test) serta dinyatakan lulus
oleh PT Pertamina (Persero) selaku pemegang saham
utama dan pengendali. Dengan demikian seluruh
Komisaris PEPC dapat dipastikan memiliki integritas,
kompetensi, reputasi dan pengalaman serta keahlian
yang dibutuhkan dalam menjalankan fungsi dan
tugasnya masing-masing.
3. Prior to the appointment as Commissioner, PEPC

Commissioner Candidates must have passed the Fit
and Proper Test and obtain approval from PT Pertamina
(Persero) as the major and controlling shareholder. Only
then will all PEPC Commissioners be ascertained as
having the integrity, competence, reputation, experience,
and expertise needed to carry out the respective functions
and duties.
4. Persyaratan Umum
a) Warga negara Indonesia yang bertakwa kepada Tuhan
Yang Maha Esa;
b) Setia pada negara dan pemerintah;
c) Tidak terlibat secara langsung maupun tidak langsung
dalam kegiatan pengkhianatan kepada negara;
d) Sehat jasmani dan rohani;
e) Tidak pernah melakukan kegiatan yang merugikan
negara;
f) Tidak dicabut hak pilihnya berdasarkan putusan
pengadilan;
g) Cakap melakukan perbuatan hukum, kecuali dalam
waktu 5 tahun sebelum pengangkatannya pernah:
Dinyatakan pailit;
Menjadi anggota Direksi atau Dewan Komisaris yang
dinyatakan bersalah menyebabkan suatu
Perusahaan dinyatakan pailit;
Dihukum karena melakukan tindak pidana dan/atau
yang berkaitan dengan sektor migas.
4. General Requirements
a) Indonesian citizens devoted to the One God;
b) Loyal to the country and government;
c) Never engaged directly or indirectly in activities of
treason against the country;
d) Physically and mentally healthy;
e) Never engaged in activities that harm the country;
f) Voting rights not revoked by a court decision;
g) Competent to perform legal acts, unless within 5
years prior to the appointment has ever been:
Declared bankrupt;
A member of the Board of Directors or Board of
Commissioners who was found guilty of causing a
company's bankruptcy;
Convicted of committing a crime and/or related to
the oil and gas sector.
285
286
DEWAN KOMISARIS
5. Persyaratan Khusus
a) Menurut penilaian PT Pertamina (Persero) yang
bersangkutan memiliki kompetensi dan integritas,
mencakup:
Memiliki akhlak dan moral yang baik
Mematuhi peraturan perundang-undangan yang
berlaku
Memiliki komitmen yang tinggi dalam
pengembangan operasional perusahaan yang sehat
Memiliki kemampuan dalam menjalankan tugas
b) Memiliki pengetahuan dan/atau pengalaman di bidang
migas, hukum atau manajemen risiko
c) Pendidikan formal minimal S1
d) Lulus fit & proper test serta dinyatakan lulus oleh
PT Pertamina (Persero) selaku pemegang saham
5. Special Requirements
a) According to the assessment of PT Pertamina
(Persero) the person has competence and integrity,
including:
Having good character and morals
Complying with legislations in force
Having a high commitment to the healthy
development of the company's operations
Having the ability to perform duties
6. Persyaratan Lainnya
a) Anggota Dewan Komisaris dilarang saling memiliki
hubungan keluarga sampai dengan derajat ketiga
dengan sesama anggota Dewan Komisaris dan/atau
anggota Direksi;
b) Apabila hubungan keluarga sebagaimana dimaksud
di atas terjadi setelah pengangkatan sebagai anggota
Dewan Komisaris maka untuk melanjutkan jabatannya
diperlukan ijin tertulis dari RUPS;
6. Other Requirements
a) Members of the Board of Commissioners are
prohibited from having family ties to the third degree
with fellow members of the Board of Commissioners
and/or members of the Board of Directors;
b) If any family relationship as mentioned above occurs
after the appointment as a member of the Board of
Commissioners, then in order to be able to resume
his position, a written permission from the GMS is
required;
c) Candidates for the Board of Commissioners may only
hold concurrent positions as a member of the Board
of Commissioners, Board of Directors, or Executive
Officers in an institution/company which is not a
financial institution;
d) It is not categorized as concurrent position, if members
of the Board of Commissioners:
Carry out supervisory functional duty of the owner
of a company that is a legal entity, or
Assume concurrent positions in other organizations
or institutions, provided that the person concerned
not neglect his duties and responsibilities as a
member of the Board of Commissioners
c) Calon anggota Dewan Komisaris hanya dapat

merangkap jabatan sebagai anggota Dewan
Komisaris, Direksi atau Pejabat eksekutif pada satu
lembaga/perusahaan bukan lembaga keuangan;
d) Tidak termasuk rangkap jabatan, apabila anggota
Dewan Komisaris:
Menjalankan tugas fungsional pengawasan dari
pemilik perusahaan yang berbentuk badan hukum,
atau
Merangkap jabatan pada organisasi atau lembaga
lainnya, sepanjang yang bersangkutan tidak
mengabaikan pelaksanaan tugas dan tanggung
jawab sebagai anggota Dewan Komisaris
e) Calon anggota Dewan Komisaris dilarang menjadi
pengurus partai politik yang dibuktikan dengan surat
pernyataan dari yang bersangkutan.
b) Having knowledge and/or experience in the field of

oil and gas, law, or risk management
c) Formal education of minimum Bachelor's Degree
d) Passed the fit and proper test and approved by
PT Pertamina (Persero) as shareholder
e) Candidates for the Board of Commissioners are

prohibited from holding a position in the management
of political parties as evidenced by a statement from
the person concerned.

UJI KELAYAKAN DAN KEPATUTAN DEWAN KOMISARIS

FIT AND PROPER TEST OF THE BOARD OF COMMISSIONERS
Untuk menjamin profesionalisme dan integritas calon
Dewan Komisaris, sebelumnya diselenggarakan uji
kelayakan dan kepatutan (fit and proper test) oleh Pemegang
Saham guna menjamin calon Dewan Komisaris memiliki
kompetensi, bebas dari afiliasi maupun benturan
kepentingan lainnya. Selanjutnya Dewan Komisaris terpilih
diangkat dan diberhentikan oleh RUPSLB melalui proses
yang transparan.
To ensure the professionalism and integrity of the Board

of Commissioners candidates, the fit and proper test is
held beforehand by the Shareholders in order to assure that
the future Board of Commissioners have the competence,
free from affiliations and other conflict of interests.
Subsequently, the selected Board of Commissioners are
appointed and dismissed by the EGMS through a
transparent process.
Tabel status uji kemampuan dan kepatutan Dewan

Komisaris yang menjabat pada tahun 2014 adalah sebagai
berikut:
Table on the status of fit & proper test on the Board of

Commissioners who served in 2014 is as follows:
Tabel 6.5 Status Uji Kemampuan dan Kepatutan Dewan Komisaris Tahun 2014
Table 6.5 Fit and Proper Test Status of the Board of Commissioners in 2014
Nama
Name
Status Lulus Uji

Kemampuan dan Kepatutan
Passing Status of
Fit and Proper Test
Jabatan
Position
Penyelenggara Uji
Fit and Proper Test
Conducted by
Andri T. Hidayat
Komisaris Utama President Commissioner
Lulus Passed
Bagus Sudaryanto
Komisaris
Commissioner
Lulus Passed
Komisaris
Commissioner
Lulus Passed
Boyke E.W. Moekijat
Komisaris
Commissioner
Lulus Passed
Seluruh anggota Dewan Komisaris PEPC telah dinyatakan

lulus Uji Kemampuan dan Kepatutan serta dinyatakan lulus
oleh PT Pertamina (Persero) selaku Pemegang Saham
All the members of the Board of Commissioners of PEPC

have passed the Fit and Proper Test and are declared passing
the test by PT Pertamina (Persero) as Shareholder
PENGANGKATAN DAN PEMBERHENTIAN DEWAN KOMISARIS

APPOINTMENT AND DISMISSAL OF THE BOARD OF COMMISSIONERS
Pengangkatan Dewan Komisaris dilakukan setelah melalui
proses uji kemampuan dan kepatutan sesuai peraturan
perundang-undangan yang berlaku dan ketentuan GCG.
Seluruh anggota Dewan Komisaris memiliki integritas,
kompetensi dan reputasi yang memadai.
Appointment of the Board of Commissioners is made after

a fit and proper test process according to legislations
applicable and the GCG provisions. All members of the
Board of Commissioners have adequate integrity,
competence, and reputation.
Pemberhentian Dewan Komisaris dapat dilakukan apabila:

1) Masa jabatannya berakhir;
2) Mengundurkan diri;
3) Tidak dapat melaksanakan tugasnya dengan baik;
4) Meninggal dunia;
5) Terlibat dalam tindakan yang merugikan Perusahaan
dan/atau negara;
6) Tidak memenuhi atau melanggar ketentuan peraturan
perundang-undangan yang berlaku atau Anggaran Dasar
dan/atau dinyatakan bersalah berdasarkan putusan
pengadilan yang mempunyai kekuatan hukum tetap;
The Board of Commissioners may be dismissed if:

1) The term of service has ended;
2) Resignation;
3) Inability to perform duties properly;
4) Deceased
5) Involvement in actions detrimental to the Company
and/or country;
6) Non-compliance or violation of the provision of the
legislations applicable or the Articles of Association
and/or found guilty by a court decision having permanent
legal force;
287
288
DEWAN KOMISARIS
Dewan Komisaris diangkat dan diberhentikan oleh

pemegang saham melalui RUPS. Seluruh anggota Dewan
Komisaris diangkat dengan mempertimbangkan aspek
integritas, kompetensi dan reputasi yang memadai sesuai
dengan kebutuhan bisnis PEPC.
The Board of Commissioners are appointed and dismissed

by the shareholders through the GMS. All members of the
Board of Commissioners are appointed by considering the
aspect of adequate integrity, competency, and reputation
in accordance with PEPC business needs.
JUMLAH DAN KOMPOSISI DEWAN KOMISARIS
NUMBER AND COMPOSITION OF THE BOARD OF COMMISSIONERS

Pada tanggal 25 Juni 2014 melalui keputusan RUPS Sirkuler
dilakukan penggantian Komisaris Perusahaan, dimana Sdr.
Boyke Moekijat diangkat menjadi Komisaris menggantikan
Sdr. Elfien Goentoro untuk jangka waktu 1 (satu) periode
sebagai Komisaris PEPC sehingga sampai 31 Desember
2014 Dewan Komisaris PEPC berjumlah 4 (empat) orang.
Dengan demikian susunan/komposis Dewan Komisaris
PEPC dapat dilihat pada tabel sebagai berikut:
On June 25, 2014 by decision in Circular Resolution by

GMS, Mr. Boyke Moekijat was appointed Commissioner
replacing Mr. Elfien Goentoro for 1 (one) term of office as
a PEPC Commissioner, henceforth until December 31, 2014
there are 4 (four) members of the PEPC Board of
Commissioners. Thus, the arrangement/composition of
the PEPC Board of Commissioners is set forth in the
following table:
Tabel 6.6 Komposisi Dewan Komisaris PEPC Table 6.6 Composition of the PEPC Board of Commissioners
Nama
Name
Jabatan
Position
Dasar Pengangkatan
Appointment Basis
Representasi
Pemegang Saham
Represented
Shareholders
Keterangan
Notes
Komisaris Utama
President
Commissioner
Surat Keputusan
Pemegang
Saham tanggal
17 Februari 2012
Circular Decree of
the Shareholders
dated 17
February, 2012
PT Pertamina
(Persero)
17 Februari 2012 sekarang

February 17, 2012 Now
Bagus Sudaryanto
Komisaris
Commissioner
Surat Keputusan
Pemegang
Saham tanggal
19 Agustus 2013
Circular Decree of
the Shareholders
dated August 19,
2013
PT Pertamina
(Persero)
19 Agustus 2013 sekarang

August 19, 2013 - Now
Insan Purwarisya
L. Tobing
Komisaris
Commissioner
Surat Keputusan
Pemegang
Saham tanggal
13 Januari 2013
Circular Decree of
the Shareholders
dated January 13,
2013
PT Pertamina
(Persero)
19 Oktober 2012 sekarang

October 19, 2012 Now
Boyke E.W Moekijat
Komisaris
Commissioner
Surat Keputusan
Pemegang
Saham Sirkuler
tanggal 25 Juni
2014
Circular Decree of
the Shareholders
dated June 25,
2014
Pihak Independen
Independent Party
25 Juni 2014 sekarang

June 25, 2014 - Now
Andri T. Hidayat
Keberagaman Komposisi Dewan Komisaris dipandang telah

cukup memberikan kontribusi positif bagi pelaksanaan
fungsi pengawasan yang mendukung pencapaian kinerja
PEPC secara keseluruhan, dibuktikan dengan latar belakang
Pendidikan Dewan Komisaris yang berbeda-beda yaitu
magister manajemen, Doktor Perminyakan, sarjana
Geofisika dan Sarjana Hubungan Internasional. Disamping
itu keterwakilan dari representasi Pemegang Saham tidak
hanya berasal dari PT Pertamina (Persero) tetapi juga dari
pihak independen.
The diversity of the Board of Commissioners composition

is deemed sufficient to provide a positive contribution to
the implementation of supervisory functions that support
the achievement of the overall PEPC performance evidenced
by the Board of Commissioners' various backgrounds of
education which are magister management, Doctorate in
Petroleum, Bachelor of Geophysics, and Bachelor of
International Relations. In addition, the shareholders
representation is not only from PT Pertamina (Persero) but
also from an independent party as well.

TUGAS DAN KEWAJIBAN DEWAN KOMISARIS
DUTIES AND RESPONSIBILITIES OF THE BOARD OF COMMISSIONERS

Dalam melaksanakan tugas, Dewan Komisaris PEPC
bertanggung jawab kepada RUPS. Pertanggungjawaban
Dewan Komisaris kepada RUPS merupakan perwujudan
akuntabilitas pengawasan atas pengelolaan perusahaan
dalam rangka pelaksanaan prinsip-prinsip GCG.
In performing its duties, the PEPC Board of Commissioners

is responsible to the GMS. The accountability of the Board
of Commissioners to the GMS is the embodiment of
supervising accountability on the company management
in accordance with the implementation of GCG principles.
Sesuai dengan Board Manual tugas Komisaris adalah

melakukan pengawasan terhadap kebijakan Direksi dalam
melaksanakan pengurusan PEPC serta memberikan nasihat
kepada Direksi termasuk pelaksanaan Rencana Jangka
Panjang Perusahaan (RJPP), Rencana Kerja dan Anggaran
Perseroan (RKAP) serta ketentuan-ketentuan Anggaran
Dasar dan Keputusan Rapat Umum Pemegang Saham dan
P er atur a n per unda ng-unda ngan ya ng berl aku.
In accordance with the Board Manual, the Board of

Commissioners duties are to monitor the Board of Directors'
policy in conducting PEPC management and to provide
advice to the Board of Directors, including the
implementation of the Company's Long Term Plan (RJPP),
Company Work Plan and Budget /RKAP, and the provisions
of the Articles of Association, and the Resolutions of the
GMS, and applicable legislations.
Terkait dengan tugas melakukan pengawasan dan

pemberian nasihat kepada Direksi atas pengurusan
Perusahaan, maka Dewan Komisaris berkewajiban:
1. Melaporkan kepada Perusahaan mengenai kepemilikan
sahamnya dan/atau keluarganya pada Perusahaan dan
perusahaan lain
2. Memberikan laporan tentang tugas pengawasan yang
telah dilakukan selama tahun buku yang baru/lampau
kepada RUPS
3. Menetapkan batas-batasan nilai perbuatan hukum
Direksi
4. Menetapkan keputusan batasan-batasan nilai dari
perbuatan hukum Direksi yang memerlukan persetujuan
tertulis Dewan Komisaris
5. Memberikan putusan terhadap usulan perbuatan hukum
Direksi yang memerlukan persetujuan tertulis Dewan
Komisaris yang tidak bertentangan dengan Anggaran
Dasar
6. Memberikan tanggapan tertulis atas hal-hal yang
menjadi tugas dan kewenangan Dewan Komisaris
7. Memberikan tanggapan tertulis untuk memberikan
pendapat dan saran kepada RUPS atas usulan
perbuatan hukum yang akan dilaksanakan oleh Direksi
yang diajukan kepada RUPS untuk mendapatkan
persetujuan
8. Memberikan pendapat dan saran kepada Direksi
Associated with the duties of monitoring and providing

advice to the Board of Directors on managing the Company,
the Board of Commissioners shall:
1. Report to the Company regarding their share ownership
and/or their families' in the Company and other company
9. Memberikan pendapat dan saran kepada RUPS

mengenai RJPP dan RKAP yang diusulkan Direksi
10. Mengkaji, mengevaluasi atau memberikan rekomendasi
kepada Direksi dan segenap jajarannya berkaitan dengan
penyusunan Visi, Misi, perubahan Anggaran Dasar serta
rencana-rencana strategis Perusahaan lainnya seperti
yang diatur dalam Anggaran Dasar
11. Meneliti dan menelaah laporan-laporan dari komitekomite yang menjadi organ pendukung Dewan
Komisaris
2. Provide a report on the monitoring duty carried out

during the latest/past financial year to the GMS
3. Establish boundaries for legal acts values of the Board
of Directors
4. Establish decisions on boundaries for legal acts values
of the Board of Directors that require written consent
of the Board of Commissioners
5. Provide decisions on the proposal of legal acts of the
Board of Directors that require written consent of the
Board of Commissioners which are not in conflict with
the Articles of Association
6. Provide written feedback on issues that are in
accordance with the duties and authorities of the Board
of Commissioners
7. Provide a written response to provide opinions and
suggestions to the GMS on the proposed legal acts to
be implemented by the Board of Directors proposed to
the GMS for approval
8. Provide opinions and suggestions to the Board of
Directors
9. Provide opinions and suggestions to the GMS regarding
the RJPP and RKAP proposed by the Board of Directors
10. Review, evaluate, or provide recommendations to the
Board of Directors and its staffs regarding the
preparation of the Vision, Mission, and amendments to
the Articles of Association, as well as other strategic
plans of the Company as stipulated in the Articles of
Association
11. Examine and review the reports from the committees
that are the Board of Commissioners' supporting organs
289
290
DEWAN KOMISARIS
12. Mengikuti perkembangan kegiatan Perusahaan baik

dari informasi-informasi internal yang disediakan oleh
Perusahaan maupun dari informasi-informasi eksternal
yang berasal dari media maupun dari sumber-sumber
lainnya
13. Melakukan penilaian atas akurasi informasi yang
disiapkan untuk pihak lain, khususnya dalam Laporan
Keuangan dan Non-Keuangan Tahunan serta Laporan
Tahunan yang disesuaikan dengan best practice
12. Follow the development of Company activities both

from the internal information provided by the Company
and from the external information coming from the
media or other sources
Pembagian tugas di antara para anggota Dewan Komisaris

diatur secara mandiri dan untuk kelancaran tugasnya Dewan
Komisaris dibantu oleh Sekretaris Dewan Komisaris yang
diangkat oleh Dewan Komisaris atas beban Perusahaan.
Dewan Komisaris melakukan pembagian tugas, wewenang
dan tanggung jawab secara jelas serta menetapkan faktorfaktor yang dibutuhkan untuk mendukung pelaksanaan
tugas Dewan Komisaris. Pembagian kerja diantara para
anggota Dewan Komisaris meliputi seluruh bidang tugas
Direksi adalah sebagai berikut:
The division of duties among the members of the Board of

Commissioners is set independently, and to facilitate the
discharge of duties, the Board of Commissioners is assisted
by the Secretary of the Board of Commissioners appointed
by the Board of Commissioners on the account of the
Company. The Board of Commissioners conducts a clear
division of duties, authorities, and responsibilities, and
defines the factors needed to support the implementation
of the duties of the Board of Commissioners. The division
of duties among the members of the Board of
Commissioners covering the entire Board of Directors' areas
of assignment is as follows:
13. Conduct an assessment on the accuracy of information

prepared for other parties, especially in the Financial
Statements and Non-Financial Annual Reports, and
Annual Reports, tailored with best practice.
Gambar 6.5 Pembagian Tugas dan Tanggung Jawab masing-masing anggota Dewan Komisaris
Figure 6.5 Division of Duties and Responsibilities of each member of the Board of Commissioners
ANDRI T. HIDAYAT
KOMISARIS UTAMA
Tugas Tanggung Jawab:

Mengkoordinasikan seluruh bidang
dan fokus pengawasan di bidang
keuangan
Job Responsibilities:
Coordinate all units and focus on
the monitoring of Financial Unit
BOYKE E.W MOEKIJAT


Bidang Tata Kelola
Perusahaan
Corporate Governance Unit
BAGUS SUDARYANTO

Bidang Operasional
Operational Unit
INSAN PURWARISYA
L. TOBING

Bidang Sumber Daya
Manusia dan Organisasi
Human Resources and
Organization Units

Hak dan Wewenang Dewan Komisaris
Rights and Authorities of the Board of

Commissioners
Dalam melaksanakan tugasnya, Komisaris mempunyai hak

dan kewenangan sebagai berikut :
1. Memasuki bangunan dan halaman-halaman atau
tempat-tempat lain yang dipergunakan atau dikuasi
oleh PEPC
2. Memeriksa buku-buku, surat-surat bukti, persediaan
barang-barang, memeriksa dan menyocokkan keadaan
uang kas untuk keperluan verifikasi dan lain-lain surat
berharga
3. Mengetahui segala tindakan yang telah dijalankan oleh
Direksi
4. Menanyakan dan meminta penjelasan tentang segala
hal yang berkaitan dengan pengurusan PEPC kepada
Direksi dan Direksi wajib memberikan penjelasan
In performing its duties, the Board of Commissioner has

the rights and authorities to:
1. Enter buildings, yards, and places used by or owned by
PEPC
5. Menetapkan batasan-batasan nilai dalam mengatur

kewenangan masing-masing organ dalam
melaksanakan dan mengawasi pelaksanaan
pengurusan Perusahaan oleh Direksi dalam melakukan
perbuatan-perbuatan hukum tertentu
6. Menunjuk salah satu anggota Direksi atau pihak yang
ditetapkan oleh RUPS atau pemegang Saham Mayoritas
untuk menjalankan jabatan Direksi dengan kekuasaan
dan wewenang yang sama bila jabatan Direksi lowong
sebelum diselenggarakan RUPS untuk menetapkan
Direksi baru.
7. Menunjuk pihak lain untuk mewakili Perusahaan, baik
didepan maupun diluar pengadilan, apabila terjadi
benturan kepentingan antara kepentingan Perusahaan
dengan kepentingan seluruh anggota Direksi
2. Examine books, documents, and inventories, and

examine cash balance and other securities for
verification purposes
3. Be apprised of all actions undertaken by the Board of
Directors
4. Ask and demand for explanations from the Board of
Directors regarding any issues related to the
management of PEPC and the Board of Directors are
obliged to give explanations
5. Establish boundaries of values that govern the
authorities of each company organ in performing and
monitoring Company management by the Board of
Directors in conducting certa in legal acts
6. Appoint one member of the Board of Directors or other
party designated by the GMS or major Shareholder to
perform the Board of Directors position with the same
power and authority of the Board of Directors when the
position is vacant prior to the appointment of the new
Board of Directors in the GMS
7. Appoint other party to represent the Company, either
before or outside of the court, in case of conflict of
interest between the Company and the entire members
of the Board of Directors
PELAKSANAAN RAPAT DEWAN KOMISARIS

THE BOARD OF COMMISSIONERS MEETING
Sesuai ketentuan yang diatur dalam Board Manual, Dewan
Komisaris mengadakan rapat paling sedikit 1 (satu) sekali,
dalam rapat tersebut Dewan Komisaris juga mengundang
Direksi untuk koordinasi tentang kinerja Perusahaan secara
menyeluruh yang dibuat dalam Laporan Kinerja/Manajemen
setiap bulan dan rapat khusus bila diperlukan. Keputusan
Rapat Dewan Komisaris diambil berdasarkan musyawarah
untuk mufakat. Dalam hal keputusan musyawarah mufakat
tidak tercapai maka keputusan diambil berdasarkan
pemungutan suara setuju terbanyak, atau Dewan Komisaris
dapat juga mengambil keputusan yang sah dan mengikat
tanpa mengadakan rapat, dengan ketentuan bahwa seluruh
anggota Dewan Komisaris telah disetujui secara tertulis
dan ditandatangani oleh seluruh anggota Dewan Komisaris.
Keputusan yang diambil mempunyai kekuatan yang sama
dengan keputusan melalui rapat formal. Dan apabila suara
setuju dan tidak setuju berimbang maka usulan dianggap
ditolak.
In accordance with the provisions set forth in the Board

Manual, the Board of Commissioners holds meeting(s) at
least once. In the meeting, the Board of Commissioners
also invites the Board of Directors for the coordination on
the Company overall performance made in the monthly
Management/Performance Report and special meeting
when necessary. The decisions taken by the Board of
Commissioners are by deliberation for consensus. In the
event consensus is not reached, then decisions are made
by majority voting. The Board of Commissioners may also
take legal and binding decisions without meetings if all
members of the Board of Commissioners have given their
written approval and have signed the resolution. The
decisions taken have the same power with the decisions
taken by formal meetings. When there is a tie between
agreeing and disagreeing votes, then the proposal is
considered rejected.
291
292
DEWAN KOMISARIS
Segala keputusan Rapat bersifat mengikat bagi seluruh

anggota Dewan Komisaris. Pemanggilan rapat dilakukan
oleh Komisaris Utama dan disampaikan sekurangkurangnya 14 (empat belas) hari dan dalam hal mendesak
sekurang-kurangnya 3 (tiga) hari sebelum tanggal rapat
dengan mencantumkan hari, tanggal, jam, tempat, dan
agenda rapat yang akan dibicarakan.
Meeting decisions are binding on all members of the Board

of Commissioners. Meeting summons are made by the
President Commissioner and delivered at least 14 (fourteen)
days and in the case of urgency at least 3 (three) days prior
to the date of the meeting by stating the day, date, hour,
place, and agenda items that will be discussed in the
meeting.
Sesuai ketentuan dalam Panduan Kerja Dewan Komisaris,

diatur bahwa materi rapat harus disampaikan kepada
Dewan Komisaris paling lambat 3 (tiga) hari kerja sebelum
rapat berlangsung, sehingga Dewan Komisaris memiliki
kesempatan untuk menelaah informasi dan/atau untuk
memi nta infor ma si tam baha n sebelum ra pat.
According to the provisions in the Work Guidelines of the

Board of Commissioners, meeting materials must be
submitted to the Board of Commissioners no later than 3
(three) working days before the meeting takes place, so
that the Board of Commissioners has the opportunity to
review the information and/or to request additional
information prior to the meeting.
Selama tahun 2014 Dewan Komisaris menyelenggarakan

24 (dua puluh dua) kali rapat terdiri atas 12 (dua belas) kali
rapat internal Dewan Komisaris dan 12 (dua belas) kali
rapat Dewan Komisaris yang mengundang Direksi.
During 2014, the Board of Commissioners held 24 (twentytwo) meetings consisting of 12 (twelve) Board of
Commissioners internal meetings and 12 (twelve) meetings
with the Board of Directors invited.
Dalam prakteknya, rapat internal Dewan Komisaris dilakukan

dalam satu rangkaian, yaitu sebelum rapat gabungan
bersama Direksi yang dihadiri oleh anggota Dewan
Komisaris serta dapat mengundang narasumber sesuai
dengan kebutuhan.
In practice, internal meetings of the Board of Commissioners

held in a series before joint meetings with the Board of
Directors attended by the members of the Board of
Commissioners and may invite resource persons as needed.

Tabel 6.7 Kehadiran Komisaris dalam Rapat Internal Dewan Komisaris

Table 6.7 The Board of Commissioners Attendance in the Internal Meetings
Nama
Name
Jabatan
Position
Jumlah Rapat
Dalam Setahun
Total meetings
in a year
Jumlah Kehadiran
Numbers in
attendance
Pemenuhan Kehadiran
dalam Rapat (%)
Fulfillments of Attendance
in the meetings
Andri T. Hidayat
Komisaris Utama
12
12
100%
Bagus Sudaryanto
Komisaris
Commissioner
12
12
100%
Komisaris
Commissioner
12
11
91,67%
Boyke E.W. Moekijat*
Komisaris
Commissioner
83,33%
Elfien Goentoro**
Komisaris
Commissioner
66,67%
Keterangan:
* : Menjabat sebagai Anggota Dewan Komisaris sejak
tanggal 25 Juni 2014
** : Berhenti sebagai anggota Dewan Komisaris sejak
tanggal 25 Juni 2014
Adapun agenda rapat yang dilaksanakan Dewan Komisaris

selama tahun 2014 adalah sebagai berikut :
Keterangan:
* : Serves as a member of the Board of Commissioners
since June 25, 2014
** : No longer served as a member of the Board of
Commissioners since June 25, 2014
Meetings agenda conducted by the Board of Commissioners

during 2014 were as follows:
Tabel 6.8 Agenda Rapat Dewan Komisaris Tahun 2014 Table 6.8 Meetings agenda by the Board of Commissioners in 2014
Tanggal
Date
10 Februari 2014
February 10, 2014
Agenda Pembahasan
Agenda of Discussion
GCG :
Perwakilan Direksi BPKP dan tim diagnostic
assessment GCG menyampaikan status dan
progres Hasil evaluasi diagnostic assessment
di PEPC.
Komisaris meminta agar area of improvement
dilakukan sesuai skala prioritasnya. BPKP
berpendapat wajar dilakukan skala prioritas
dan akan ditindaklanjuti oleh tim GCG.
Komisaris dan Perwakilan Direksi BPKP
mengharapkan kerjasama yang solid dan
komunikatif dari tim GCG PEPC dan BPKP.
Pengisian posisi Kepala SPI menjadi perhatian
dan perlu dilakukan dengan sepengetahuan
Dewan Komisaris.
Untuk mendukung implementasi GCG, perlu
diprioritaskan agar Rapat BOD BOC dilakukan
tepat waktu setiap bulannya dan Kuorum.
Komisaris utama mengingatkan bahwa perlu
disampaikan melalui surat kepada SPI PT
Pertamina (Persero) perihal penunjukan Kantor
Akuntan Publik untuk Tahun Buku 2014.
Perlu penjelasan Direk si untuk status
penyelesaian dan sosialisasi TKO untuk cost
allocation.
Ref status Proyek ADK, Proyek JTB dan Proyek
Banyu Urip maka perlu dilakukan kunjungan
lapangan.
GCG :
BPKP Board of Directors Representatives and
GCG diagnostic assessment team present the
status and progress of diagnostic assessment
evaluation Results in PEPC.
The Board of Commissioners demands that
area of improvement be performed based on
the scale of priority. BPKP believes that priority
scaling is reasonable and will be followed-up
by the GCG team.
The Board of Commissioners and BPKP Board
of Directors Representatives expect solid and
communicative cooperation between PEPC
GCG team and BPKP.
Filling the position of Head of SPI become a
concern and needs to be done with the knowledge
of the Board of Commissioners.
To support the GCG implementation, it should be
prioritized that the Joint Meetings be held on time
every month and the Quorum achieved
The President Commissioner reminds that it is
necessary to send a letter to PT Pertamina
(Persero) SPI regarding the appointment of Public
Accounting Firm for Fiscal Year 2014.
Explanations from the Board of Directors are
needed on the completion and socialization status
of TKO (Organization Work Procedure) for cost
allocation.
Referring to the statuses of ADK Project, JTB
Project, and Banyu Urip Project, site visits are
required.
293
294
DEWAN KOMISARIS
Tanggal
Date
Agenda Pembahasan
24 Maret 2014
March 24, 2014
Fungsi Internal Audit PEPC menyampaikan Visi,

Misi dan Program Kerja tahun 2014 dari
fungsinya.
Diinfokan bahwa Pejabat Sementara Sekretaris
Perusahaan telah diangkat, untuk itu perlu
dipastikan kepada Direksi perihal penanggung
jawab dari kegiatan Good Corporate Governance
(GCG).
Perlu mengingatkan Direksi perihal Pengalihan
Asset Lapangan ADK dari MCL ke PEPC ADK agar
dimonitor.
PEPC Internal Audit Function presents Vision,

Mission, and Work Programme 2014 of the
function.
Information is given that the Acting Secretary of
the Company has been appointed, it is thus
necessary to ascertain the Board of Directors
regarding the person in charge of the activities
of Good Corporate Governance (GCG).
It is necessary to remind the Board of Directors
regarding ADK Field Assets Transfer from MCL
to PEPC ADK in order to be monitored.
23 April 2014
April 23, 2014
Usulan Remunerasi dan Tantiem akan ditanggapi

Dewan Komisaris melalui surat.
Remuneration and Bonus proposal will be

addressed by the Board of Commissioners
through a letter.
The monitoring of ADK management and
financing need to be given assistance to meet
the legal aspects.
TKO Implementation and Socialization including
Cost Allocation implementation need to be
monitored continuously through Audit Committee.
It is necessary to remind the Board of Directors
regarding legal aspects of the efforts to obtain
business opportunities proposed by the Board of
Directors presented in the Joint Meeting on April
23, 2014.
Roadmap for Blok Cepu will be discussed again
next week.
Discussion of PEPC Board of Directors
Organization proposal post RPTK JTB revision.
Pengawasan pengelolaan ADK dan pendanaan

perlu dibantu dengan memenuhi aspek legal.
Implementasi dan Sosialisasi TKO termasuk
implementasi Cost Allocation perlu terus dipantau
melalui Komite Audit.
Perlu mengingatkan Direksi perihal aspek legal
dari upaya - upaya mendapatkan peluang bisnis
usulan Direksi yang disampaikan pada Rapat
BOD BOC tanggal 23 April 2014.
Road map untuk Blok Cepu akan dibahas kembali
minggu depan.
Pembahasan usulan Organisasi Direksi PEPC
pasca revisi RPTK JTB.
22 Mei 2014
May 22, 2014
Tantiem telah ditetapkan oleh Pemegang Saham.

Usulan Remunerasi akan ditanggapi Dewan
Komisaris melalui surat.
Telah disusun Kontrak Kerjasama antara PEPC
dengan PEPC ADK.
Upaya - upaya mendapatkan peluang bisnis
usulan Direksi yang disampaikan pada Rapat
BOD BOC sebelumnya.
Draft Road Map sebaiknya dibahas dahulu dengan
Tim di Dit Hulu dan PIMR sebelum usulan Road
Map diajukan.
Posisi PEPC sebagai Marketing Agent dari minyak
Banyu Urip milik BKS perlu direview oleh legal.
Bonus has been set by the Shareholders.

Remuneration Proposal will be addressed by the
Board of Commissioners through a letter.
Cooperation Agreement between PEPC and PEPC
ADK has been arranged.
The efforts to obtain business opportunities
proposed by the Board of Directors presented in
the previous Joint Meeting.
Road Map Draft should be discussed in advance
with the team in Upstream and PIMR before the
Road Map proposal is submitted.
PEPC position as the Marketing Agent of Banyu
Urip oil owned by BKS need to be reviewed by the
legal function.
22 Juli 2014
July 22, 2014
Laporan tingkat efektifitas atas program

sosialisasi TKO yang sudah dibuat.
Agar permintaan hasil audit JOA dilakukan secara
tertulis dan disampaikan dalam meeting Opcom.
Reports on the effectiveness of TKO socialization

programs made.
To request that the demand of JOA audit results
to be performed in written form and delivered in
the Opcom meeting.
The desired opportunity potential of Banyu Urip
full field oil joint lifting activities.
Cautionary reminder on the awareness of HSE
aspects during Idul Fitri 2014.
The Decree of Appointment of Independent
Commissioner and Inauguration/Discharge of the
Chief Audit Committee
Potensi opportunity yang diinginkan dari kegiatan

joint lifting minyak full field Banyu Urip.
Himbauan kewaspadaan aspek HSE selama libur
Idul fitri 2014.
SK Penunjukan Komisaris Independen dan
Pengangkatan/Pemberhentian Ketua Komite
Audit
3 September 2014
September 3, 2014
SK Penggantian Ketua Komite Audit.

Penilaian GCG pasca pengembangan bersama
BPKP perlu dilakukan.
Perlu meningkatkan perhatian terhadap tujuan
dan dampak dari IcoFr.
Memonitor hasil review BPKP terhadap Change
Order dari beberapa Proyek EPC Banyu Urip.
The Decree of Chief Audit Committee

Replacement
GCG assessments post joint development with
BPKP need to be done.
It is necessary to increase attention toward the
purpose and effects of ICoFR.
To monitor BPKP review results toward Change
Order from several Banyu Urip EPC Projects

Tanggal
Date
Agenda Pembahasan
25 September 2014
September 25, 2014
Implementasi ICoFR diidentifikasi ada duplikasi

pekerjaan input terkait belum terhubung dengan
sistem MySAP.
Audit Keuangan tahun buku 2015 oleh KAP terkait
mekanisme pinjaman kepada PEPC ADK.
Perlu pemaparan detil untuk topik RKAP 2015
dan status EOE.
It is identified in the ICoFR Implementation that

there are duplications of work-related input but
has not connected to the MySAP system.
Financial Audit of the Fiscal Year 2015 by Public
Accounting Firm.
Detailed explanations on the topic of RKAP 2015
and EOE status are needed.
31 Oktober 2014
October 31, 2014
ICoFR perlu direview dan berkoordinasi dengan

PT Pertamina (Persero).
Status perjanjian pinjaman dana dengan PT PEPC
ADK telah selesai.
Dijadwalkan site visit ke Proyek Banyu Urip dan
ADK pada 6-7 Nopember 2014.
Assessment GCG Tahun 2014
ICoFR need to be reviewed and coordinated with

Status of loan agreement with PT PEPC ADK has
been completed.
Scheduled site visit to Banyu Urip Project and
ADK on November 6-7, 2014.
GCG Assessment of the year 2014.
20 November 2014
November 20, 2014
I m p l e me n t a s i w h i s t l e b l o w i n g s y s t em
Temuan Audit JOA tahun 2012-2013 perihal
potensi non cost recovery terkait SDM perlu
menjadi perhatian Direksi.
Direksi perlu merefresh kembali dengan persepsi
yang sama dalam menjalankan kegiatannya
sebagai persiapan interview dengan KAP.
Ref status change order maka perlu disarankan
kepada Direksi untuk melakukan upaya maksimal
agar change order dapat dicost recovery.
Whistle Blowing System implementation

JOA Audit Findings in 2012-2013 regarding noncost recovery potential related to HR should be
of concern to the Board of Directors.
The Board of Directors needs to refresh back with
a common perception in carrying out its duties
in preparation for the interview with KAP.
Referring to the status of Change Order, the Board
of Directors needs to be advised to carry out
maximum effort so that Change Order can be
cost recovered.
23 Desember 2014
December 23, 2014
Meminta Direksi agar Fund Management

diterapkan oleh organisasi PEPC sesuai dengan
perannya (sebagai Holding dan sebagai Operator
Unitisasi JTB)
Dalam menyusun laporan Keuangan Tahun Buku
2014 perlu memperhatikan isu-isu accounting
dengan target penyusunan selesai pada 15
Januari 2015.
Implementasi ICoFR perlu dikoordinasi dengan
SPI PT Pertamina (Persero).
Penyusunan Laporan Tahunan 2014
Progres WPB EOE salah satu milestone penting
dalam pencapaian target produksi 2015. Perlu
dimonitor progresnya
Request the Board of Directors so that PEPC

organization establish Fund Management in
accordance with its role (as Holding and as JTB
Operator unitization).
In preparing the Financial Statements for Fiscal
Year 2014, accounting issues need to be
addressed, with the target that the preparation
would be completed on January 15, 2015.
ICoFR Implementation needs to be continuously
coordinated with SPI PT Pertamina (Persero).
Preparation of the Annual Report 2014.
WPB EOE Progress is one of the important
milestones in the achievement of 2015 production
target. The progress should be monitored.
295
296
DEWAN KOMISARIS
Tabel 6.9 Kehadiran Komisaris dalam Rapat Gabungan Dewan Komisaris - Direksi
Table 6.9 Board of Commissioners Presence in Board of Commissioners-Board of Directors Joint Meetings
Nama
Name
Jabatan
Position
Jumlah Rapat
Dalam Setahun
Total meetings
in a year
Jumlah Kehadiran
Numbers of
Attendance
Pemenuhan Kehadiran
dalam Rapat (%)
Fulfillments of Attendance
in the meetings
Andri T. Hidayat
Komisaris Utama
12
12
100
Komisaris
Commissioner
12
11
91,67
Bagus Sudaryanto
Komisaris
Commissioner
12
12
100
Boyke E.W Moekijat*
Komisaris
Commissioner
83,33
Elfien Goentoro**
Komisaris
Commissioner
66,67
Amril Thaib Mandaling
Direktur Utama
President Director
12
12
100
Ricardo Perdana Yudiantoro***
Direktur
Director
100
Amran Anwar
Direktur
Director
12
10
83,33
Musa Umbas
Direktur
Director
12
11
91,67
Mangasi D. Gunawan****
Direktur
Director
100,00
Keterangan:
*
: Menjabat sebagai Anggota Dewan Komisaris
sejak tanggal 25 Juni 2014
**
: Berhenti sebagai anggota Dewan Komisaris
sejak tanggal 25 Juni 2014
*** : Menjabat sebagai Direktur sejak
tanggal 14 Agustus 2014
**** : berhenti sebagai Direktur sejak
tanggal 17 Maret 2014
Note:
*
: Serves as a member of the Board of
Commissioners since June 25, 2014
**
: No longer serves as a member of the Board
of Commissioners since June 25, 2014
*** : Serves as a member of the Board of Directors
since August 14, 2014
**** : No longer serves as a member of the Board
of Directors since March 17, 2014

Adapun agenda rapat gabungan yang dilaksanakan Dewan

Komisaris-Direksi selama tahun 2014 adalah sebagai berikut
Joint Meetings agenda items conducted by the Board of

Commissioners-Board of Directors during 2014 were as
follows:
Tabel 6.10 Agenda Rapat Gabungan Dewan Komisaris-Direksi Tahun 2014

Table 6.10 Joint Meetings agenda by the Board of Commissioners- Board of Directors in 2014
Tanggal
Date
Agenda Pembahasan
Agenda
10 Januari 2014
January 10, 2014
Laporan PEPC sampai dengan bulan

Desember Tahun 2013
PEPC Report until December 2013
28 Februari 2014
February 28, 2014

Januari Tahun 2014
PEPC Report until January 2014
24 Maret 2014
March 24, 2014

Februari Tahun 2014
PEPC Report until February 2014
23 April 2014
April 23, 2014

Maret Tahun 2014
PEPC Report until March 2014
22 Mei 2014
May 22, 2014

April Tahun 2014
PEPC Report until April 2014
30 Juni 2014
June 30, 2014

Mei Tahun 2014
PEPC Report until May 2014
22 Juli 2014
July 22, 2014

Juni Tahun 2014
PEPC Report until June 2014
3 September 2014
September 3, 2014

Juli Tahun 2014
PEPC Report until July 2014
25 September 2014
September 25, 2014

Agustus Tahun 2014
PEPC Report until August 2014
31 Oktober 2014
October 31, 2014

September Tahun 2014
PEPC Report until September 2014
20 November 2014
November 20, 2014

Oktober Tahun 2014
PEPC Report until October 2014
23 Desember 2014
December 23, 2014

November Tahun 2014
PEPC Report until November 2014
Adapun agenda yang dibahas dalam Rapat tersebut dari

bulan Januari sampai dengan Desember Tahun Buku 2014
adalah kinerja HSSE, Review Rapat Sebelumnya, Laporan
Produksi, Laporan Pemboran, Laporan Proyek Banyu Urip,
Laporan Proyek Jambaran Tiung Biru , Laporan Marketing,
Laporan Proyek Alas Dara Kemuning, Laporan People
Development, Laporan Keuangan dan Lain-lain
Keputusan yang diambil dalam rapat Dewan Komisaris

PEPC telah dicatat dan didokumentasikan dengan baik
dalam risalah rapat Dewan Komisaris. Risalah rapat di
tandangani oleh ketua rapat dan didistribusikan kepada
semua anggota Dewan Komisaris yang menghadiri rapat
maupun tidak. Perbedaan pendapat (disenting opinion) yang
terjadi dalam rapat akan dicantumkan dalam risalah rapat
disertai alasan mengenai perbedaan pendapat.
The agenda items discussed in the meetings from January

to December Fiscal Year 2014 are HSSE performance,
Reviews of Previous Meetings, Production Reports, Drilling
Reports, Banyu Urip Project Reports, Jambaran Tiung Biru
Project Reports, Marketing Reports, Alas Dara Kemuning
Project Reports, People Development Reports, Financial
Statements, and other issues
The decisions taken in the meeting of the Board of

Commissioners PEPC has been noted and documented in
the minutes of meetings of the Board of Commissioners.
The minutes of the meeting was signed by the meeting
chairman and distributed to all members of the Board of
Commissioners whether or not they attended the meeting.
Dissenting opinions occurred in the meeting will be included
in the minutes of the meeting accompanied by reasons for
dissent.
297
298
DEWAN KOMISARIS
Rencana Rapat Dewan Komisaris tahun 2015
Board of Commissioners 2015 Meeting Plan
Tahun 2014 telah diprogramkan untuk dilaksanakan rapat

Dewan Komisaris dan rapat gabungan dengan Direksi yang
diadakan rutin setiap 1 (satu) kali dalam sebulan. Selain
juga akan dilaksanakan pembahasan untuk mendapatkan
tanggapan atau persetujuan dari Dewan Komisaris terhadap
RJPP, RKAP dll.
In the year 2014, a program is introduced for the Board of

Commissioners to conduct meetings and joint meetings
with the Board of Directors regularly once a month. Besides,
the discussion will also be held to obtain responses or
approvals from the Board of Commissioners on RJPP,
RKAP etc.
Diprogramkan juga untuk melakukan kunjungan lapangan

ke beberapa proyek strategis seperti Proyek Banyu Urip,
Proyek Jambaran-Tiung Biru dll.
It is also planned to carry out field visits to several strategic

projects such as Banyu Urip Project, Jambaran-Tiung Biru
Project, etc.
Dewan Komisaris telah merencanakan program pembinaan

dan pengembangan bagi Dewan Komisaris dengan
mengikuti seminar, lokakarya ataupun program pelatihan
lainnya.
The Board of Commissioners has planned coaching and

development program for the Board of Commissioners by
attending seminars, workshops or other training programs.
HUBUNGAN KELUARGA DAN KEPENGURUSAN DI PERUSAHAAN LAIN

FAMILY RELATIONS AND MANAGEMENT IN OTHER COMPANIES
Hubungan keluarga dan keuangan antara anggota Dewan
Komisaris dengan sesama anggota Dewan Komisaris
dan/atau anggota Direksi serta Pemegang Saham
Perusahaan periode tahun 2014 sebagai berikut:
Family and financial relationships between the members

of the Board of Commissioners with other members of the
Board of Commissioners and/or the members of the Board
of Directors and Shareholders of the Company in the period
of 2014 period are as follows:
Tabel 6.11 Hubungan Keluarga dan Kepengurusan di Perusahaan Lain

Table 6.11 Family Relations and Management in Other Companies period of 2014
Hubungan Keluarga dengan
Family Relationship with
Nama
Name
Hubungan Kepengurusan di Perusahaan Lain

Management Realtionship in Other Companies
Dewan Komisaris
Board of
Commissioners
Direksi
Board of Directors
Pemegang Saham
Shareholders
YaYes
YaYes
YaYes
Tidak No
Tidak No
Tidak No
Sebagai
Dewan Komisaris
As Board of
Commissioners
YaYes
Tidak No
Sebagai Direksi
As Board of Directors
YaYes
Tidak No
Sebagai
Pemegang Saham
As Shareholders
YaYes
Andri T.
Hidayat
Bagus
Sudaryanto
Insan Purwarisya
L. Tobing
Boyke E.W.
Moekijat
Selama tahun 2014, seluruh anggota Dewan Komisaris

PEPC tidak memiliki hubungan keluarga dengan sesama
anggota Dewan Komisaris dan Direksi. Seluruh anggota
Dewan Komisaris tidak memiliki hubungan keuangan
dengan Dewan Komisaris, namun ada anggota Dewan
Komisaris yang mempunyai hubungan keuangan dengan
Direksi dan Pemegang Saham.
Tidak No
During 2014, the entire members of PEPC Board of

Commissioners have no family relationship with other
members of the Board of Commissioners and of the Board
of Directors. All members of the Board of Commissioners
have no financial relationships with the Board of
Commissioners, but there are members of the Board of
Commissioners who have a financial relationship with the
Board of Directors and Shareholders.

299
KEPENGURUSAN DAN KEPEMILIKAN SAHAM DEWAN KOMISARIS

PADA PERUSAHAAN LAIN
BOARD OF COMMISSIONERS MANAGEMENT AND SHAREHOLDING IN OTHER COMPANIES

Berikut ini tabel yang menunjukan hubungan Kepengurusan
dan Kepemilikan Saham pada Perusahaan Lain oleh Dewan
Komisaris periode tahun 2014:
The following table shows the management relationship

and share ownership in other companies by the Board of
Commissioners in the period of 2014:
Tabel 6.12 Kepengurusan dan Kepemilikan Saham Dewan Komisaris Pada Perusahaan Lain
Table 6.12 Board of Commissioners Management and Shareholding in Other Companies Period of 2014
Kepengurusan dan Kepemilikan Saham pada Perusahaan Lain
Management and Shareholding at Other Companies
Nama Name
Sebagai Anggota
Dewan Komisaris
As Member of
The Board of Commissioners
YaYes
Tidak No
Sebagai Anggota Direksi

As Member of
The Board of Directors
YaYes
Tidak No
Sebagai Pemegang Saham

As Shareholder
YaYes
Andri T. Hidayat
Bagus Sudaryanto
Boyke E.W. Moekijat
Selama tahun 2014, seluruh anggota Dewan Komisaris

PEPC tidak memiliki hubungan kepengurusan
dan kepemilikan saham di perusahaan lain
Tidak No
During 2014, the entire members of PEPC Board of

Commissioners have no management relationship and
share ownership in other companies
KEPUTUSAN DEWAN KOMISARIS TAHUN 2014

BOARD OF COMMISSIONERS' DECISIONS IN 2014
Sebagai bagian dari pelaksanaan tugas dan tanggung
jawabnya, Dewan Komisaris terus mendorong pelaksanaan
keputusan pengawasan dan penasehatan yang efektif
dengan menerbitkan berbagai keputusan yang bersifat
pengawasan. Selama tahun 2014 Dewan Komisaris PEPC
hanya menerbitkan 1 (satu) keputusan terkait dengan
penunjukan Kantor Akuntan Publik (KAP) Tahun Buku 2014
melalui Surat Keputusan Dewan Komisaris PEPC Nomor :
Kpts-01/DK/CP/2014-S0 pada April 2014.
As part of duties and responsibilities implementation, the

B oa r d of Co m m is s i one r s a l wa ys e nco ur a g es
implementation of effective supervision and counseling
decisions by issuing various monitoring-related decisions.
During 2014, PEPC's Board of Commissioners published
only 1 (one) decision related to the appointment of Public
Accounting Firm (KAP) for Fiscal Year 2014 by Decree of
PEPC Board of Commissioners Number: Kpts01/DK/CP/2014-S0 in April 2014.
REKOMENDASI DEWAN KOMISARIS TAHUN 2014
BOARD OF COMMISSIONERS RECOMMENDATION IN 2014

Seluruh keputusan hasil Rapat Dewan Komisaris dan Direksi
yang tertuang dalam Notulen Rapat dimonitor tindak lanjut
penyelesaiannya pada setiap Rapat berikutnya. Selama
tahun 2014, Dewan Komisaris telah memberikan berbagai
rekomendasi yang perlu menjadi perhatian Direksi antara
lain terdiri dari:
All decisions of the Board of Commissioners and Board of

Directors Meetings are recorded in Minutes of the Meeting
for which its follow-up completion is monitored at each
subsequent meeting. During 2014, Board of Commissioners
has provided various recommendations that should be
considered by the Board of Directors which consist of:
300
DEWAN KOMISARIS
1. Rekomendasi Dewan Komisaris terkait pengawasan

Dewan Komisaris :
a. Perlu dilakukan review RKAP dan RJPP oleh Dewan
Komisaris dan Direksi
b. TKO/TKI agar dikoordinasi untuk sosialisasi dan
implementasinya
c. Pelaporan status kejadian atau kecelakaan kerja
(HSSE) di proyek Banyu Urip perlu dimonitor
d. Perluasan Peran PEPC agar disampaikan kepada
Direktorat Hulu
e. Perlu diputuskan dalam Operating Committee perihal
pembayaran sewa lahan untuk Early Production
Facilities
f. Assessment GCG perlu dilakukan untuk menilai
keefektifan pengembangan GCG perusahaan
g. Diperlukan pemantauan upaya-upaya alternatif untuk
pencapaian target Produksi 2015.
h. Upaya-upaya untuk memastikan Change Order
proyek EPC Banyu Urip dapat diterima oleh SKK
Migas untuk di-cost recovery. Permasalahan Change
Order sudah mengemuka pada rapat Direksi-Dekom
bulan Oktober 2014 dan ditindaklanjuti dengan surat
Dekom kepada Direksi PEPC No. 6/DK/CP0000/
2015-S0 tanggal 27 Februari 2015.
Rekomendasi Dewan Komisaris terkait usulan Direksi :
1. Review RJPP 2015 - 2019 dengan masukan :
Program Kerja Eksplorasi
a. Kegiatan eksplorasi sebaiknya memprioritaskan
lapangan-lapangan dengan resources yang besar.
b. Diperlukan upaya yang lebih agar pemboran Re-entry
KK-1 dapat berjalan sesuai schedule.
c. Terkait rencana pengembangan Lapangan Kedung
Keris, diperlukan perhitungan keekonomian yang
matang.
d. Rencana pengembangan Lapangan Balun harus
ditinjau ulang terkait rencana akan dititipkan ke
PT PEPC ADK.
Program Kerja Pengembangan
a. Program kerja pemboran pengembangan sudah baik,
perlu monitoring agar realisasi sesuai dengan
schedule yang sudah ditetapkan.
b. Perlu ditambahkan catatan tersendiri terkait target
produksi lapangan Banyu Urip tahun 2015 yang
diperoleh dari EOE & EPF dari Bulan Juli s/d Desember
2015.
c. Perlu klarifikasi terkait adanya potensi peningkatan
angka reserve di Lapangan Banyu Urip.
d. Permasalahan terkait HoA gas JTB harus segera
diselesaikan, apabila tidak selesai ada potensi MCL
tidak akan melanjutkan proyek tersebut.
1. Board of Commissioners Recommendation related to

the supervision by the Board of Commissioners:
a. RKAP and Company Long-Term Plan need to be
reviewed by the Board of Commissioners and Board
of Directors
b. Socialization and implementation of Organizational
Work Procedures/Individual Work Procedures have
to be coordinated.
c. Occupational incident or accident status (HSSE)
reporting in Banyu Urip project needs to be
monitored.
d. Expansion of PEPC role has to be submitted to the
Upstream Directorate.
e. Land lease payment for Early Production Facilities
needs to be decided in the Operating Committee.
f.
GCG assessment needs to be performed to assess

effectiveness of GCG development
g. Monitoring alternative efforts to achieve target
production in 2015 is required.
h. The efforts to ensure EPC Banyu Urip project Change
Order is approved by SKK Migas for cost recovery.
Change Order issue was raised in BOD-BOC meeting
in October 2014 and followed up by Board of
Commissioners letter to PEPC Board of Directors
No. 6/DK/CP0000/2015-S0 dated February 27, 2015
Board of Commissioners Recommendations related to

the Board of Directors proposal
1. Review of Company's Long Term Plan 2015-2019 with
inputs:
Exploration Work Program
a. Exploration activities should prioritize fields with
greater resources.
b. More effort is required for KK-1 re-entry drilling to
run according to schedule.
c. Kedung Keris Field development plan requires well
thought out economical calculations.
d. Balun field development plan should be reviewed
related to plan that will be entrusted to PT. PEPC
ADK.
Work Program Development
a. Development drilling work program is satisfactory,
monitoring is required so that the realization can be
completed on predefined schedule.
b. Separate notes should be added related to Banyu
Urip production targets in 2015 obtained from EOE
& EPF from July to December 2015.
c. Clarification related to potential for increased reserve
figures in Banyu Urip is required.
d. Issues related to JTB gas HoA must be resolved; if
they are not resolved MCL will possibly not continue
with the project.

Program Kerja Keuangan

Diperlukan kepastian terkait perhitungan DMO pada
perhitungan Profit & Loss;
Financial Work Program

Required assurance related to Domestic Market
Obligation (DMO) calculation in calculation of Profit &
Loss;
2. Review RKAP 2015 dengan catatan :

a. Asumsi RKAP 2015 terkait dengan Kurs dan
Indonesian Crude Price (ICP) harus sama dengan
APBN.
b. Ketersediaan Rig untuk Rencana re-entry KK-1.
c. Dasar yang jelas atas target on stream yang
ditetapkan dalam RKAP 2015.
d. Produksi PEPC pada Bulan Desember mencapai 204
KBOPD ditahun 2015 melebihi dari kapasitas Fasilitas
Produksi Maksimal. 185 KBOPD.
e. Agar dipastikan ijin Flaring tidak menjadi isu untuk
pelaksanaan First Oil Full Field Banyu Urip
2. The 2015 RKAP Review with notes:

a. RKAP 2015 assumptions related to exchange rate
and Indonesian Crude Price (ICP) should be the same
as those for the state budget.
b. Rig Availability for KK-1 re-entry plan.
c. Clear basis for onstream target stipulated in RKAP
2015.
d. PEPC production in December to reach 204 KBOPD
in 2015 exceeding capacity of Production Facility of
Max. 185 KBOPD.
e. To ensure that the flaring permit does not become
an issue in Banyu Urip full field First Oil
implementation
f. Additional Banyu Urip investment figures need to be
anticipated due to the Change Order
f. Angka investa si B anyu U rip aga r s udah

mengantisipasi tambahan akibat Change Order
ORGAN PENDUKUNG DEWAN KOMISARIS
SUPPORTING ORGANS OF THE BOARD OF COMMISSIONERS

Organ pendukung Dewan Komisaris bertugas dan
bertanggung jawab secara kolektif untuk membantu Dewan
Komisaris dalam melakukan fungsi pengawasan dan
pemberian nasihat kepada Direksi.
The supporting organ(s) of the Board of Commissioners

consists of and are collectively charged with assisting the
Board of Commissioners in performing its supervisory
function and advise the Board of Directors.
Organ pendukung Dewan Komisaris PEPC terdiri dari Komite

Audit dan Sekretaris Dewan Komisaris. April 2014 PEPC
telah membentuk Komite Audit melalui Surat Keputusan
Dewan Komisaris PEPC Nomor : Kpts-01/DK/CP/2013-S0
pada April 2013 tentang Pembentukan Komite Audit PEPC
yang di ketuai oleh seorang anggota Dewan Komisaris.
The supporting organs of PEPC's Board of Commissioners

consist of the Audit Committee and the Secretary of the
Board of Commissioners. In April 2014, PEPC has
established an Audit Committee by PEPC Board of
Commissioners' Decree No. Kpts-01/DK/CP/2013-S0 in
April 2013 on the Establishment of PEPC's Audit Committee
chaired by a member of Board of Commissioners.
Komite tersebut dibentuk dan dibubarkan oleh Dewan

Komisaris dimana prosedur dan mekanisme pembentukan
dan pembubaran Komite diputuskan melalui Rapat Dewan
Komisaris sesuai dengan mekanisme yang berlaku menurut
ketentuan Anggaran Dasar. Adapun keberadaan komite
lainnya akan dibentuk berdasarkan kebutuhan pelaksanaan
tugas Dewan Komisaris, proses bisnis perusahaan kesiapan
sumber daya serta anggaran.
The Committee is established and dismissed by the Board

of Commissioners in which the procedures and mechanism
of establishment and dissolution of the Committee is
decided by the Board of Commissioners in accordance with
existing mechanisms according to the provisions of the
Articles of Association. Existence of other committees will
be established based on the needs of of the Board of
Commissioners discharge of duties, the company's business
processes, readiness of resources and budget.
Sedangkan Sekretaris Dewan Komisaris bertugas

membantu kelancaran pelaksanaan tugas dan tanggung
jawab Dewan Komisaris. Untuk itu telah dilakukan
Penunjukan berdasarkan Surat Penunjukan Pejabat No.
SP3S-028/CP00000/2010-S8 tanggal 25 Oktober 2010
yang menunjuk Sdr. Budhi Pratama sebagai Sekretaris
Dewan Komisaris
Secretary to the Board of Commissioners is assigned to

assist smooth implementation of Board of Commissioners
duties and responsibilities. The Appointment is carried out
based on the Official Appointment Letter No. SP3S028/CP00000/2010-S8 dated October 25, 2010 which
appointed Mr. Budhi Pratama as Secretary to the Board of
Commissioners.
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302
DEWAN KOMISARIS
PENILAIAN KINERJA DEWAN KOMISARIS TAHUN 2014
PERFORMANCE ASSESSMENT OF BOARD OF COMMISSIONERS IN 2014

Penilaian kinerja Dewan Komisaris dilakukan oleh Pemegang
Saham berdasarkan Laporan Pertanggungjawaban Dewan
Komisaris dan Direksi yang disampaikan pada forum RUPS
tahunan yang diselenggarakan paling lambat 6 (enam)
bulan setelah tahun buku Perusahaan ditutup.
The BOC performance assessment is carried out by

Shareholders based on the Accountability Report of the
Board of Commissioners and Board of Directors presented
at AGM forum which is held no later than six (6) months
after Company fiscal year is closed.
Hasil penilaian kinerja Dewan Komisaris dikaitkan dengan

hasil pencapaian kinerja Perusahaan secara keseluruhan.
Dengan diterimanya laporan pertanggungjawaban
pengawasan Dewan Komisaris maka RUPS memberikan
pelunasan pembebasan tanggung jawab (aquite of the
charge) untuk tahun buku bersangkutan. Untuk kinerja tahun
buku 2013 telah dilaksanakan pada RUPS Laporan Tahunan
tanggal 23 April 2014.
Results of performance assessment of Board of

Commissioners are related to results of overall Company's
performance achievement. By acceptance of the supervisory
accountability report of the Board of Commissioners, the
GMS grants full release and discharge (aquit et decharge)
for the related financial year. The 2014 fiscal year
performance has been carried out in the AGM for Annual
Report on April 23, 2014.
Assessment Dewan Komisaris
Assessment of Board of Commissioners
Pada tahun 2014 PEPC bekerjasama dengan BPKP untuk

melakukan assessment GCG, termasuk evaluasi terhadap
kinerja Dewan Komisaris. Aspek governance yang terkait
dengan Dewan Komisaris dinilai berdasarkan 12 indikator,
yaitu:
In 2014 PEPC cooperated with Finance and Development

Supervisory Agency to perform GCG assessment, including
evaluation to performance of Board of Commissioners.
Governance aspect related to BOC is assessed based on
12 indicators, namely:
Dewan Komisaris melaksanakan program

pel at ih a n/p em bel a ja r a n s eca r a be r kel a nju ta n;
1. Dewan Komisaris melakukan pembagian tugas,
wewenang dan tanggung jawab secara jelas serta
menetapkan faktor-faktor yang dibutuhkan untuk
mendukung pelaksanaan tugas Dewan Komisaris;
2. Dewan Komisaris memberikan persetujuan atas
rancangan RJPP dan RKAP yang disampaikan oleh
Direksi;
3. Dewan Komisaris memberikan arahan terhadap Direksi
atas implementasi rencana dan kebijakan perusahaan;
The BOC implemented training/learning programs on an

ongoing basis;
1. Board of Commissioners performed division of duties,
powers and responsibilities clearly and determined
factors needed to support the implementation of Board
of Commissioners duties;
2. Board of Commissioners approved Company's Long
Term Plan and RKAP draft submitted by Board of
Directors;
3. Board of Commissioners provided direction to Board
of Directors on plan implementation and company
policies;
4. Board of Commissioners conducted supervision on the
Board of Directors on plan implementation and company
policies;
5. Board of Commissioners supervised implementation
of subsidiaries/joint ventures management policy;
4. Dewan Komisaris melaksanakan pengawasan terhadap

Direksi atas implementasi rencana dan kebijakan
perusahaan;
5. Dewan Komisaris melakukan pengawasan terhadap
pelaksanaan kebijakan pengelolaan anak perusahaan/
perusahaan patungan;
6. Dewan Komisaris berperan dalam pencalonan anggota
Direksi, menilai kinerja Direksi (individu dan kolegial)
dan mengusulkan tantiem/insentif kinerja sesuai
ketentuan yang berlaku dan mempertimbangkan kinerja
Direksi;
7. Dewan Komisaris melakukan tindakan terhadap potensi
benturan kepentingan yang menyangkut dirinya;
8. Dewan Komisaris memantau dan memastikan bahwa
praktik Tata Kelola Perusahaan yang Baik telah
diterapkan secara efektif dan berkelanjutan;
6. Board of Commissioners played a role in nomination of

Board of Directors members, assessed Board of
Directors performance (individual and collegial) and
proposed performance bonuses/incentives in
accordance with applicable provision and considered
Board of Directors performance;
7. Board of Commissioners took action to potential BOCrelated conflicts of interest ;
8. Board of Commissioners monitored and ensured that
practice of Good Corporate Governance has been
implemented effectively and sustainably;

27,669
Assessment yang dilakukan terhadap penerapan kedua belas
indikator dengan 44 parameter yang diuji kesesuaiannya tersebut
menghasilkan skor 27,669 dari skor maksimum 35,00 atau 79,05%.
The assessment conducted on the implementation of the 12
indicators with 44 parameters of which suitability was tested
yielded a score of 27.669 of the maximum score of 35.000, or
79.05%.
9. Dewan Komisaris menyelenggarakan rapat Dewan

Komisaris yang efektif dan menghadiri Rapat Dewan
Komisaris sesuai dengan ketentuan perundangundangan;
10. Dewan Komisaris memiliki Sekretaris Dewan Komisaris
untuk mendukung tugas kesekretariatan Dewan
Komisaris; dan
11. Dewan Komisaris memiliki Komite Dewan Komisaris
yang efektif.
9. Board of Commissioners held effective Board of

Commissioners meetings and attended Board of
Commissioners meeting in accordance with statutory
provisions;
10. Secretary of the Board of Commissioners was assigned
to support secretarial duties of Board of Commissioners;
and
11. Board of Commissioners has an effective Board of
Commissioners Committee.
Assessment yang dilakukan terhadap penerapan kedua

belas indikator dengan 44 parameter yang diuji
kesesuaiannya tersebut menghasilkan skor 27,669 dari
skor maksimum 35,00 atau 79,05%.
The assessment conducted on the implementation of the

12 indicators with 44 parameters of which suitability was
tested yielded a score of 27.669 of the maximum score of
35.000, or 79.05%.
Indikator yang dinilai sudah baik terlihat dalam pelaksanaan

praktik sebagai berikut:
1) D e w a n K o m i s a r i s m e l a k s a n a k a n p r o g r a m
pelatihan/pembelajaran secara berkelanjutan
2) Dewan Komisaris melakukan pembagian tugas,
wewenang, dan tanggung jawab secara jelas serta
menetapkan faktor-faktor yang dibutuhkan untuk
mendukung pelaksanaan tugas Dewan Komisaris
3) Dewan Komisaris memberikan persetujuan atas
rancangan RJPP dan RKAP yang disampaikan oleh
Direksi
4) Dewan Komisaris menyelenggarakan rapat Dewan
Komisaris yang efektif dan menghadiri Rapat Dewan
Komisaris sesuai dengan ketentuan perundangundangan
5) Dewan Komisaris memiliki Sekretaris Dewan Komisaris
untuk mendukung tugas kesekretariatan Dewan
Komisaris
6) Dewan Komisaris memiliki Komite Dewan Komisaris
yang efektif yaitu Komite Audit.
Indicators assessed are considered satisfactory, and can

be seen in implementation of following practices:
1) Board of Commissioners conducted training/learning
program on an ongoing basis
2) Board of Commissioners performed division of duties,
powers and responsibilities clearly and determined
factors needed to support the implementation of Board
of Commissioners duties;
3) Board of Commissioners approved Company's Long
Term Plan and RKAP draft submitted by Board of
Directors
4) Board of Commissioners held effective Board of
Commissioners meetings and attended Board of
Commissioners meeting in accordance with statutory
provisions
5) Secretary of the Board of Commissioners was assigned
to support secretarial duties of Board of Commissioners
6) Board of Commissioners has an effective Board of
Commissioners Committee namely the Audit
Committee.
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304
DEWAN KOMISARIS
PROGRAM PENGENALAN DAN PELATIHAN DEWAN KOMISARIS
INTRODUCTORY AND TRAINING PROGRAM OF BOARD OF COMMISSIONERS

Untuk menunjang pelaksanaan tugasnya, PEPC terus
mendorong pengembangan kompetensi bagi segenap
jajarannya, termasuk Dewan Komisaris. Selama tahun 2014
seluruh anggota Dewan Komisaris telah mengikuti
seminar/workshop Program Induction Dewan Komisaris
PEPC yang diselenggarakan oleh PEPC tanggal 16 Juli 2014
To support implementation of its duties, PEPC always

encourages competency development for all staff, including
Board of Commissioners. During 2014, Board of
Commissioners has attended seminars/workshops PEPC
BOC Induction Program organized by PEPC on July 16,
2014.
RENCANA KERJA DAN ANGGARAN DEWAN KOMISARIS

RKAP OF BOARD OF COMMISSIONERS
Setiap tahun, Dewan Komisaris PEPC menyusun rencana

kerja Dewan Komisaris yang memuat sasaran/ target yang
ingin dicapai. Rencana kerja yang disusun Dewan Komisaris
merupakan bagian RKAP yang memuat indikator kinerja
utama dan target-target yang mencerminkan ukuran
keberhasilan pelaksanaan tugas pengawasan dan
pemberian nasehat kepada Direksi.
Each year, PEPC Board of Commissioners compiles BOC

work plan that includes goals/targets to be achieved. The
work plan prepared by BOC is part of RKAP containing key
performance indicators and targets that reflect
implementation success standard of supervisory and
advisory duties to the Board of Directors.
Rencana kerja yang disusun Dewan Komisaris sesuai

dengan Anggaran dasar Perusahaan.
The work plan prepared by the Board of Commissioners is

in accordance with Company's Articles of Association.
Berikut rencana kerja Dewan Komisaris PEPC :

1. Mengadakan rapat Dewan Komisaris maupun rapat
gabungan yang dilaksanakan dengan anggota Direksi;
2. Pembahasan/pemberian masukan dan persetujuan
atas rancangan RKAP dan RJPP;
3. Melakukan penunjukan calon Auditor Eksternal dan
pengawasan atas efektivitas pelaksanaan audit
eksternal dan audit internal;
4. Memantau penerapan prinsip-prinsip Tata Kelola
Perusahaan yang Baik;
5. Mengadakan kunjungan lapangan (management
workthrough) ke proyek-proyek strategis;
Following is PEPC BOC work plan:

1. Organizing Board of Commissioners meeting and joint
meetings held with members of Board of Directors;
2. Discussion/providing feedback and approval of RKAP
and Company's Long Term Plan draft;
3. Nominating of External Auditor candidates and
supervision over effectiveness of external audit and
internal audit;
4. Monitoring the implementation of Good Corporate
Governance principles;
5. Conducting site visits (management walkthrough) to
strategic projects.

KOMISARIS INDEPENDEN
INDEPENDENT COMMISSIONER
Berdasarkan undang-undang Undang-undang Nomor 40 Tahun 2007 tentang
Perseroan Terbatas, Komisaris Independen adalah anggota Dewan Komisaris
yang tidak terafiliasi dengan Direksi, anggota Dewan Komisaris lainnya dan
pemegang saham pengendali, serta bebas dari hubungan bisnis atau hubungan
lainnya yang dapat mempengaruhi kemampuannya untuk bertindak independen
atau bertindak semata-mata untuk kepentingan Perusahaan.
Under Law No. 40 of 2007 on Limited Liability Companies, an Independent Commissioner is a
member of the Board of Commissioners who is not affiliated with the Board of Directors, with other
members of the Board of Commissioners and with its controlling shareholder, as well as free from
business relationship or other relationship which could affect his/her ability to act independently
or act solely for benefit of the Company.
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306
KOMISARIS INDEPENDEN
INDEPENDENT COMMISSIONER
Keberadaan Komisaris Independen harus sejalan dengan

kriteria Komisaris Independen antara lain:
1. Komisaris Independen tidak memiliki hubungan afiliasi
dengan pemegang saham mayoritas atau pemegang
saham pengendali (controlling shareholders) Perusahaan
yang bersangkutan;
2. Komisaris Independen tidak memiliki hubungan dengan
direktur dan/atau komisaris lainnya Perusahaan yang
bersangkutan;
3. Komisaris Independen tidak memiliki kedudukan
rangkap pada perusahaan lainnya yang terafiliasi dengan
Perusahaan yang bersangkutan;
4. Komisaris Independen harus mengerti peraturan
perundang-undangan;
5. Komisaris Independen diusulkan dan dipilih oleh
pemegang saham minoritas yang bukan merupakan
pemegang saham pengendali (bukan controlling
shareholders ) dalam Rapat Umum Pemegang Saham
(RUPS)
Independent Commissioner should be in line with criteria

of Independent Commissioner, am ong others:
1. Independent Commissioner does not have affiliation
with company's majority shareholder or controlling
shareholder;
Setiap organ Perusahaan bersifat independen dan tidak

saling mancampuri satu sama lain. Komisaris Independen
merupakan anggota Dewan Komisaris yang tidak memiliki
hubungan keuangan, kepengurusan, kepemilikan saham
dan/atau hubungan keluarga dengan anggota Dewan
Komisaris lainnya dan/atau dengan Pemegang Saham atau
hubungan lainnya dengan Perusahaan yang dapat
mempengaruhi kemampuannya bertindak independen.
Each of Company's organs is independent and does not

mutually interfere with each other. An independent
Commissioner is a member of the Board of Commissioners
who does not have any financial, management, ownership
relationship and/or related by family to any other member
of the Board of Commissioners and/or with the Shareholders
nor has any other relationship with Company that could
affect his/her ability to act independently.
Pada tahun 2014, PEPC telah memiliki Komisaris

Independen yaitu Sdr. Boyke E.W. Moekijat, untuk memenuhi
ketentuan independensi Dewan Komisaris yang diatur
dalam ketentuan GCG.
In 2014, PEPC has had an independent commissioner who

was Mr. Boyke E.W. Moekijat, to comply with provision of
the Board of Commissioners independency stipulated in
GCG provisions.
2. Independent Commissioner does not have relationship

with director and/or other commissioner of company
concerned;
3. Independent Commissioner does not hold concurrent
position in other companies affiliated with Company;
4. Independent Commissioner should understand laws
and regulations;
5. Independent Commissioner is nominated and appointed
by minority shareholders who are not controlling
shareholder in the General Meeting of Shareholders
(GMS)

SEKRETARIS DEWAN KOMISARIS
SECRETARY TO THE BOARD OF COMMISSIONERS

Berdasarkan Board Manual, Sekretaris Dewan Komisaris adalah
organ Dewan Komisaris yang diangkat oleh Dewan Komisaris
yang bertugas membantu kelancaran kegiatan administrasi
pelaksanaan tugas dan tanggung jawab Dewan Komisaris.
Based on the Board Manual, the Secretary to the Board of Commissioners is an
organ of the Board of Commissioners appointed by the Board of Commissioners
who is in charge of assisting smooth operation of administrative duties and
responsibilities of Board of Commissioners.
Berdasarkan Surat No. SP3S-028/CP00000/2010-S8

tanggal 25 Oktober 2010 Dewan Komisaris telah menunjuk
Sdr. Budhi Pratama sebagai Sekretaris Dewan Komisaris
Under the Letter No. SP3S-028/CP00000/2010-S8 dated

October 25, 2010, the Board of Commissioners has
appointed Mr. Budhi Pratama as Secretary to Board of
Commissioners.
PROFIL SEKRETARIS DEWAN KOMISARIS
PROFILE OF SECRETARY TO BOARD OF COMMISSIONERS

Pembentukan Sekretaris Dewan Komisaris PEPC diharapkan
dapat mengemban misi untuk menyelenggarakan kegiaiatan
administrasi, mengoordinir penyediaan informasi yang
dibutuhkan Dewan Komisaris baik terkait dengan Komite
maupun Direksi dan manajemen di bawahnya. Selain itu,
Sekretaris Dewan Komisaris dan Direksi juga berkewajiban
untuk menyelenggarakan rapat Dewan Komisaris dan
Direksi, menyiapkan materi rapat serta menyusun risalah
rapat Dewan Komisaris dan Direksi. Oleh karenanya
pengangkatan Sekretaris Dewan Komisaris oleh Dewan
Komisaris dipilih dari sumber daya yang memiliki integritas,
akhlak dan moral yang baik, serta memenuhi persyaratan
kemampuan dan pengalaman yang sesuai dengan tugas
dan tanggung jawabnya.
Establishment of PEPC's Secretary to Board of

Commissioners is expected to be able to assume the
mission to organize administration activity, coordinate
provision of necessary information to Board of
Commissioners either related to Committee or Board of
Directors or to management below their position. In addition,
Secretary to Board of Commissioners and Board of Directors
are also obliged to organize Board of Commissioners and
Board of Directors meetings, prepare meeting materials
and prepare the minutes of the Board of Commissioners
and Board of Directors meetings. Therefore, appointment
of Secretary to Board of Commissioners by Board of
Commissioners is selected from resources that have
integrity, good character and moral, as well as the ability
and experience requirements commensurate with the duties
and responsibilities.
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308
Berikut profile ringkas Sekretaris Dewan Komisaris:
BUDHI PRATAMA
Following is brief profile of the Secretary to Board of

Commissioners
Lahir di Medan, 21 September

1976
Born: Medan, September 21, 1976
Pendidikan:
Sarjana Fakultas Teknik Industri
Institut Teknologi Bandung
tahun 1999
Education:
Bachelor of Industrial Engineering
Faculty of Bandung Institute of
Technology, 1999
Riwayat Pekerjaan:
Performance & Quality Team Lead,
Planning & Budget serta Staf
Reneval Ekon di Kantor Pusat
Employment History:
Performance & Quality Team Lead,
Planning and Budget as well as
Economics planning and evaluation
staff in PT Pertamina EP Cepu
Dasar Pengangkatan:
Surat Keputusan Pemegang
Saham secara No. SP3S028/CP00000/2010-S8
tanggal 25 Oktober 2010
Shareholders' Decree No. SP3S028/CP00000/2010-S8 dated
October 25, 2010
PEDOMAN KERJA, TUGAS DAN TANGGUNG JAWAB

WORK GUIDELINES, DUTIES AND RESPONSIBILITIES GUIDELINES OF

Dalam melaksanakan tugasnya, Sekretaris Dewan Komisaris
dan Direksi mengacu pada Pedoman Kerja yang disebut
dengan Job Description Untuk Sekretaris Komisaris dan
Direksi yang telah disahkan dalam Surat Keputusan
Pemegang Saham secara No. SP3S-028/CP00000/2010S8 tanggal 25 Oktober 2010. Dokumen tersebut senantiasa
ditinjau ulang secara berkala. Pedoman tersebut mengatur
mengenai tugas dan tanggung jawab Sekretaris Dewan
Komisaris untuk:
In performing his/her duties, the Secretary to Board of

Commissioners and Board of Directors refers to
Employment Guidelines called Job Description for Secretary
to Board of Commissioners and Board of Directors approved
by Decree of Shareholders No. SP3S-028/CP00000/2010S8 dated October 25, 2010. The document is reviewed
periodically. This guideline governs duties and
responsibilities of Secretary to Board of Commissioners to:
Mengelola persiapan dan pelaksanaan rapat-rapat dengan

Dewan Komisaris;
1) Menyiapkan dan membuat catatan dari rapat-rapat
(notulen rapat) Dewan Komisaris dan Direksi;
2) Menjaga ketertiban dokumentasinya (file administrasi);
3) Menselaraskan jadwal kerja anggota Direksi dan Dewan
Komisaris;
4) Menyelenggarakan kegiatan seremonial protokoler yang
berkaitan dengan peresmian, pengukuhan dan lain-lain.
Manage preparation and implementation of meetings with

Board of Commissioners;
1) Prepare and draw up the minutes of BOC and BOD
meetings;
2) Maintain an orderly documentation (administrative file);
3) Adjust work schedule of Board of Directors and the
Board of Commissioners;
4) Organize protocol ceremonial activity relating to official
announcement, inauguration and others.

KEGIATAN SEKRETARIS DEWAN KOMISARIS DI TAHUN 2014

ACTIVITIES OF SECRETARY TO BOARD OF COMMISSIONERS IN 2014
Kegiatan Sekretaris Dewan Komisaris pada tahun 2014,
meliputi:
1) Penyelenggaraan rapat bulanan, mulai dari undangan,
agenda, materi rapat dan notulensinya;
2) Pelaksanaan rapat komite audit, mulai dari undangan,
agenda, materi rapat dan notulensinya;
3) Persiapan pra-RUPS dan RUPS, mulai dari undangan,
agenda dan materi rapat
4) Penyusunan Rencana Kerja dan Anggaran (RKA) Dewan
Komisaris;
5) Menindaklanjuti area of improvement hasil diagnostic
assessment GCG dari BPKP.
Activities of Secretary to Board of Commissioners in 2014,

include:
1) Organizing monthly meetings, starting from invitations,
a gen da s , m ee ti ng m a te r i a ls a nd m in ut es ;
2) Organizing audit committee meeting, starting from
invitations, agendas, meeting materials and minutes;
3) Preparation of pre-GMS and GMS, starting from
invitations, agendas and meeting materials
4) RKAP Drafting of Board of Commissioners;
5) Follow-up area of improvement of GCG diagnostic
assessment results from Finance and Development
Supervisory Agency.
REMUNERASI SEKRETARIS DEWAN KOMISARIS
REMUNERATION OF SECRETARY TO BOARD OF COMMISSIONERS

Penghasilan Sekretaris Dewan Komisaris dan Staf Dewan
Komisaris ditetapkan oleh Dewan Komisaris dengan
memperhatikan kemampuan Perusahaan. Besaran dan
jenis penghasilan Sekretaris Dewan Komisaris terdiri dari:
a).Honorarium maksimal sebesar 15% (lima belas persen)
dari gaji Direktur Utama Perusahaan; b). Fasilitas dan
Tunjangan.
Income of the Secretary and staff of the Board of

Commissioners is stipulated by the Board of Commissioners
by considering Company's ability. Amount and type of
income for the Secretary to Board of Commissioners
consists of: a). Maximum Honorarium is 15% (fifteen
percent) of Company's President Director Salary; b). Facilities
and Benefits.
Besaran dan jenis penghasilan staf Sekretaris Dewan

Komisaris ditetapkan oleh Dewan Komisaris dengan
ketentuan total penghasilan setahun tidak lebih besar dari
penghasilan Organ Pendukung Dewan Komisaris lainnya.
Amount and type of income for Secretary Staff of the Board

of Commissioners is stipulated by the Board of
Commissioners provided that the total annual income is
not greater than the income of BOC's other Supporting
Organs.
EVALUASI KINERJA SEKRETARIS DEWAN KOMISARIS
PERFORMANCE EVALUATION OF SECRETARY TO BOARD OF COMMISSIONERS

Evaluasi terhadap kinerja Sekretaris Dewan Komisaris
dilakukan setiap 1 (satu) tahun dengan menggunakan
metode yang ditetapkan Dewan Komisaris.
Performance evaluation of Secretary to Board of

Commissioners is conducted every 1 (one) year using a
method determined by the Board of Commissioners.
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310
KOMITE AUDIT
AUDIT COMMITTEE
DASAR PEMBENTUKAN KOMITE AUDIT
ESTABLISHMENT BASIS OF AUDIT COMMITTEE

Pembentukan Komite Audit didasari oleh ketentuan hukum
dan perundang-undangan di Indonesia khususnya Peraturan
Menteri Negara BUMN No.PER-01/MBU/2011 tentang
Penerapan Tata Kelola Perusahaan Yang Baik (Good
Corporate Governance) pada BUMN, serta mendukung
penerapan praktik GCG sesuai dengan Peraturan Menteri
Negara BUMN No.Per-10/MBU/2012 tentang Organ
Pendukung Dewan Komisaris/Dewan Pengawas BUMN,
mewajibkan Dewan Komisaris membentuk Komite Audit
untuk membantu melaksanakan tugas dan tanggung jawab
pengawasan di Perusahaan.
Fungsi pembentukan Komite Audit untuk memperkuat
fungsi pengawasan Komisaris untuk meningkatkan
kepercayaan publik terhadap pengelolaan Perusahaan.
Memonitor proses perbaikan yang berkesinambungan atas
kebijakan, prosedur dan praktek pada semua tingkatan
dalam Perusahaan guna memastikan telah dilakukannya
pengelolaan Perusahaan dan pengendalian risiko yang baik.
Untuk itu PEPC telah membentuk Komite Audit melalui
Surat Keputusan Dewan Komisaris PEPC Nomor : Kpts01/DK/CP/2013-S0 pada April 2013 tentang Pembentukan
Komite Audit PEPC .
The Audit Committee is established by laws and regulations

in Indonesia, notably the Regulation of the Minister of SOEs
No.Per-01/MBU/2011 on The Implementation of Good
Corporate Governance (GCG) in SOEs, as well as to support
implementation of GCG practices in accordance with the
Regulation of Minister of SOEs No.Per-10/MBU/2012 on
The Supporting Organs of BOC/SOE Supervisory Board,
which requires that the Board of Commissioners establish
an Audit Committee to assist in its the discharge of
supervisory duties and responsibilities in the Company.
The establishment of the Audit Committee Function is to
strengthen the Commissioners supervisory function to
provide leverage to public confidence in the Company's
management. The monitoring process of sustainable
improvement of policies, procedures and practices at all
Company levels serve to ensure that Company management
and good risk control are conducted properly.
To this end, PEPC has established an Audit Committee by
Decree of PEPC's Board of Commissioners Number: Kpts01/DK/CP/2013-S0 on April 2013 on The Establishment of
PEPC's Audit Committee.

TUJUAN PEMBENTUKAN KOMITE AUDIT
PURPOSE OF AUDIT COMMITTEE ESTABLISHMENT

Komite Audit PEPC dibentuk dengan tujuan untuk
memberikan pendapat profesional yang independen kepada
Dewan Komisaris terhadap laporan atau hal-hal yang
disampaikan oleh Direksi kepada Dewan komisaris serta
mengidentifikasi hal-hal yang memerlukan perhatian Dewan
Komisaris.
PEPC Audit Committee was formed to provide independent

professional opinion for the Board of Commissioners
regarding reports or matters submitted by the Board of
Directors to the Board of Commissioners as well as to
identify issues that require the Board of Commissioners'
attention.
PANDUAN KERJA KOMITE AUDIT
AUDIT COMMITTEE WORK GUIDELINES

Dalam melaksanakan fungsi dan perannya, Komite Audit
telah dilengkapi Pedoman Kerja yang telah ditandatangani
oleh Ketua Komite Audit dan Komisaris Utama PEPC pada
tanggal 25 Juli 2013 dan berlaku efektif sejak
penandatanganan tesebut.
In carrying out its function and role, the Audit Committee

is equipped with Work Guidelines signed by the Chairman
of the Audit Committee and by the PEPC President
Commissioner on July 25, 2013 and took effect as of the
signing.
Piagam komite audit merupakan dokumen formal sebagai

bentuk wujud komitmen dari Komisaris dan Direksi dalam
usaha menciptakan kondisi pengawasan yang baik dalam
Perusahaan. Piagam Komite Audit mengatur hal-hal yang
mengatur secara rinci mengenai (1) tujuan pembentukan
komite audit, (2) kedudukan dan komposisi, (3) hak dan
wewenang, (4) tugas dan tanggung jawab, (5) hubungan
dengan pihak yang terkait, (6) rapat, (7) pelaporan, (8) konflik
dan kode etik (9) Hak dan Fasilitas Komite.
The audit committee charter is a formal document

constituting evidence of the Board of Commissioners' and
Board of Directors' commitment to create favorable
supervision conditions in the Company. Audit Committee
Charter regulates matters regarding (1) purpose of audit
committee establishment, (2) position and composition,
(3) rights and authority, (4) duties and responsibilities, (5)
relationship with related parties , (6) meeting, (7) reporting,
(8) conflict and code of ethics (9) Rights and Facilities for
Committee.
PEDOMAN KERJA KOMITE AUDIT

AUDIT COMMITTEE CHARTER
Dalam melaksanakan fungsi dan perannya, Komite Audit

PEPC telah dilengkapi Pedoman dan Tata Tertib Kerja yang
tertuang dalam Piagam Komite Audit (Audit Committee
Charter) yang mengatur beberapa hal terkait dengan :
Tujuan pembentukan Komite Audit
Kedudukan Komite Audit
Komposisi Komite Audit
Hak dan Wewnang Komite Audit
Tugas dan Tanggung Jawab Komite Audit
Hubungan Komite Audit dengan pihak yang terkait
Rapat Komite Audit
Pelaporan Komite
Konflik dan Kode Etik Komite Audit
In carrying out its function and role, PEPC's Audit Committee

is equipped with Work Guidelines and Rules set out in the
Audit Committee Charter which regulate some matters
related to:
P urpose of Audit Com m ittee E sta bl ishm ent
Audit Committee Position
Audit Committee Composition
Audit Committee's Rights and Authority
Audit Committee Duties and Responsibilities
Audit Committee Relationship with related parties
Audit Committee Meeting
Committee Reporting
Conflict and Ethics Code of Audit Committee
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KOMITE AUDIT
AUDIT COMMITTEE
Piagam Komite Audit PEPC disusun berdasarkan peraturan

dan perundang undangan yang berlaku, dan dikaji ulang
secara berkala dan tidak mengalami perubahan mengingat
masih relevan dengan kondisi PEPC saat ini.
PEPC's Audit Committee Charter is compiled based on

applicable laws and regulations, and is reviewed periodically;
no change has yet been deemed necessary as it is still
relevant with PEPC current condition.
Disamping itu, Piagam Komite Audit juga telah

disosialisasikan sehingga dapat dipahami oleh seluruh
pihak yang terkait untuk menciptakan kerjasama yang baik
dalam mewujudkan visi, misi dan tujuan Perusahaan. Selain
itu Piagam Komite Audit juga dijadikan sarana komunikasi
(public relation) yang akan menunjukkan komitmen Direksi
dan Komisaris terhadap efektivitas corporate governance,
pengendalian internal, risk management dan pengelolaan
perusahaan secara keseluruhan.
In addition, Audit Committee Charter has also been

socialized therefore it can be understood by all related
parties to create good cooperation in realizing Company's
vision, mission and objectives. In addition, Audit Committee
Charter is also used as a means of communication (public
relations) that will demonstrate the commitment of the
Board of Directors and the Board of Commissioners towards
an effective corporate governance, internal control, risk
management and overall company management.
STRUKTUR DAN KEANGGOTAAN KOMITE AUDIT

STRUCTURE AND MEMBERSHIP OF AUDIT COMMITTEE
Anggota Komite Audit memiliki integritas, kompetensi dan
profesionalisme dalam pelaksanaan tugasnya. Sampai
dengan tanggal 31 Desember 2014 jumlah anggota Komite
Audit ditetapkan paling kurang terdiri dari 2 (dua) orang,
yaitu :
1) Ketua Komite Audit yang berasal dari Anggota Dewan
Komisaris;
2) Anggota Komite yang merupakan tenaga ahli yang bukan
merupakan pegawai Perusahaan dan tidak mempunyai
keterkaitan financial dengan Perusahaan
Audit Committee members must have integrity, competence

and professionalism in carrying out their duties. As of
December 31, 2014 Audit Committee members consist of
at least two (2) persons, namely:
Pada tahun 2014 terdapat pergantian Ketua Komite Audit

PT PEPC, berdasarkan Surat Keputusan Dewan Komisaris
Nomor Kpts-002/DK/CP/2014-S0 tanggal 4 September
2014, yang sebelumnya dijabat oleh Sdr. Elfien Goentaro
dan digantikan oleh Sdr. Boyke E.W Moekijat, sehingga
susunan Anggota Komite Audit PEPC menjadi sebagai
berikut:
In 2014 there was alternation of Audit Committee Chairman

of PT PEPC, in accordance with the Decree of the Board of
Commissioners No. Kpts-002/DK/CP/2014-S0 dated
September 4, 2014; Chairmanship was previously assumed
by Mr. Elfien Goentaro who was replaced by Mr. Boyke E.W
Moekijat, thus the composition of PEPC Audit Committee
Members is as follows:
Nama
Name
Jabatan
Position
1) Chairman of Audit Committee who is a Board of

Commissioners member;
2) Committee Member possessing expertise and who is
not a Company employee and has no financial
relationship with the Company.
Diangkat Sejak
Appointed Since
Jabatan Lain
diluar perusahaan
Position outside
the Company
Boyke E.W Moekijat
Ketua/Komisaris
Chairman/Commissioner
SK No. Kpts002/DK/CP/2014-S0
tanggal 4 September
2014
dated 4 September
2014
Tidak Ada None
Lindawati Gani
Anggota/Pihak Independen
Member/Independent Party
pada Mei 2013
in Mei 2013
Tidak Ada None
Komite Audit PEPC dibentuk oleh Dewan Komisaris,

sehingga pelaporan hasil evaluasi yang telah dilakukan juga
dilaporkan kepada Dewan Komisaris. Komite Audit bekerja
secara kolektif dan melaksanakan tugasnya secara
independen terhadap mana jem en Perusahaan.
PEPC's Audit Committee is established by the Board of

Commissioners and therefore the results of evaluation are
also reported to the Board of Commissioners. The Audit
Committee works collectively and independently from the
Company's management.

Berikut profil ringkas Komite Audit:
Following is brief profile of Audit Committee:
BOYKE E.W MOEKIJAT

Menjabat sebagai Ketua Komite Audit
sejak 4 September 2014 berdasarkan
Surat Keputusan No. SK No. Kpts002/DK/CP/2014-S0 tentang
pengangkatan Ketua Komite Audit.
He has been serving as Chairman of Audit

Committee since September 4, 2014 pursuant
to Decree No. Kpts-002/DK/CP/2014-S0 on
appointment of Chairman of Audit Committee.
Untuk Profil ringkasnya dapat dilihat pada

bagian profil Dewan Komisaris.
His brief profile can be viewed in Board of

Commissioners section
LINDAWATI GANI
Menjabat sebagai Anggota Komite Audit
sejak Mei 2013 berdasarkan Surat
Keputusan No. Kpts-02/DK/CP/2013-S0
tentang Pengangkatan Anggota Komite
Audit
She has been serving as member of Audit

Committee since May 2013 pursuant to Decree
No. Kpts-02/DK/CP/2013-S0 on Appointment
of Audit Committee Member
Meraih gelar Sarjana jurusan Akuntansi

dari Fakultas Ekonomi jurusan Akuntansi
Universitas Airlangga (1985), gelar Master
of Business Administration dari Institut
Pengembangan Manajemen Indonesia
(1986), gelar Magister Manajemen
kekhususan Manajemen Akuntansi dari
Universitas Indonesia (1994) dan gelar
Doktor dari Universitas Indonesia
(2002).
Holder of a Bachelor Degree in Accounting from

the faculty of economics, Airlangga University
(1985), Master of Business Administration from
Indon esia n I nsti tute of Ma na gem ent
Development (1986), Magister of Management
in Accounting Management from University of
Indonesia (1994) and PhD from University of
Indonesia (2002).
Memulai karir pada Kantor Akuntan Publik

"Johan, Malonda dan Rekan", Surabaya
(1987-1993). Sebagai pengajar di Fakultas
Ekonomi Universitas Airlangga (19871995) dan di Fakultas Ekonomi Universitas
Indonesia (1995-sekarang). Pada Juni
2011 diangkat sebagai Guru Besar Tetap
Fakultas Ekonomi Universitas Indonesia.
Menjabat sebagai Direktur Magister
Akuntansi dan Pendidikan Profesi
Akuntansi, Fakultas Ekonomi, Universitas
Indonesia (2008-2013) dan sebelumnya
sebagai Sekretaris Program Magister
Akuntansi (2003-2008). Sebagai Dewan
Sertifikasi Akuntansi Profesional (DSAP)
IAI, Dewan Penguji CPMA, Bendahara IICD
dan anggota Panel Riset Centre of
Excellence Southeast Asia, Chartered
Institute of Management Accountant
(CIMA).
Started her career in Public Accountant Firm

"Johan, Malonda and Partner", Surabaya (19871993). Served as a lecturer at Faculty of
Economics, Airlangga University (1987-1995)
and at Faculty of Economics and Business,
University of Indonesia (1995-present). In June
2011 she was appointed as a full professor at
Faculty of Economics, University of Indonesia.
Served as Director of Master of Accounting
Program and Accounting Profession Education,
Faculty of Economics, University of Indonesia
(2008-2013) and previously as Secretary of
Master of Accounting Program (2003-2008).
She is a member of Certification Board for
Professional Accountants, Indonesian Institute
of Accountants(DSAP) IAI, Member of the
Examiners Board of the Certified Professional
Management of Accountants (CPMA), Treasurer
of Indonesian Institute for Corporate Directorship
(IICD), and Member of Research Panel Centre
of Excellence Southeast Asia, Chartered Institute
of M a n a g em en t A cc o un t a n t ( C I M A ) .
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KOMITE AUDIT
AUDIT COMMITTEE
Dalam piagam komite audit terdapat kriteria atau persyaratan untuk dapat
diangkat sebagai anggota Komite Audit, antara lain adalah (1) memiliki integritas
yang baik dan pengetahuan serta pengalaman kerja yang cukup di bidang
pengawasan/pemeriksaan, (2) tidak memiliki kepentingan/keterkaitan pribadi
yang dapat menimbulkan dampak negatif dan benturan terhadap perusahaan,
(3) mampu berkomunikasi secara efektif, (4) dapat menyediakan waktu yang
cukup untuk menyelesaikan tugasnya.
The audit committee charter sets forth the criteria or requirements for the appointment of
members to the Audit Committee, which are among others: (1) possession of good integrity,
knowledge and sufficient work experience in the field of supervision/inspection, (2) no
personal interest/ relationship that can have negative impact and cause conflict with the
company, (3) ablility to communicate effectively, (4) ablity to provide sufficient time to
complete the tasks.
KEDUDUKAN KOMITE AUDIT

POSITION OF AUDIT COMMITTEE
Komite Audit dibentuk oleh Dewan Komisaris dan oleh

karenanya Komite Audit bertanggung jawab langsung
kepada Dewan Komisaris, Komite Audit bekerja secara
kolektif dan melaksanakan tugasnya secara independen
terhadap manajemen Perusahaan. Komite Audit juga wajib
melaporkan hasil evaluasi yang telah dilakukan kepada
Dewan Komisaris.
Audit Committee is established by Board of Commissioners

and therefore the Audit Committee is directly responsible
to Board of Commissioners, Audit Committee works
collectively and independently from the Company's
management. Audit Committee is required to report
evaluation results that have been conducted to the Board
of Commissioners.
PENGANGKATAN DAN PEMBERHENTIAN KOMITE AUDIT

APPOINTMENT AND DISMISSAL OF THE AUDIT COMMITTEE
Dalam piagam komite audit terdapat kriteria atau
persyaratan untuk dapat diangkat sebagai anggota Komite
Audit, antara lain adalah (1) memiliki integritas yang baik
dan pengetahuan serta pengalaman kerja yang cukup di
bidang pengawasan/pemeriksaan, (2) tidak memiliki
kepentingan/keterkaitan pribadi yang dapat menimbulkan
dampak negatif dan benturan terhadap perusahaan, (3)
mampu berkomunikasi secara efektif, (4) dapat
menyediakan waktu yang cukup untuk menyelesaikan
tugasnya.
The audit committee charter sets forth the criteria or

requirements for the appointment of members to the Audit
Committee, which are among others: (1) possession of
good integrity, knowledge and sufficient work experience
in the field of supervision/inspection, (2) no personal interest/
relationship that can have negative impact and cause
conflict with the company, (3) ablility to communicate
effectively, (4) ablity to provide sufficient time to complete
the tasks.
Selain disyaratkan bahwa anggota Komite Audit wajib

memiliki integritas, akhlak dan moral yang baik, anggota
Komite Audit PEPC juga wajib memenuhi persyaratan
kemampuan dan pengalaman serta persyaratan
Independensi, yaitu:
Besides the requirements for members of the Audit

Committee to have integrity, good character and morals,
members of the PEPC Audit Committee they must also
meet the requirements of competence, experience as well
as the requirements of Independence, namely:

Persyaratan Kemampuan dan Pengalaman :
Competence and Experience Requirements:
1) Memiliki integritas yang baik antara lain tidak termasuk

dalam Daftar Tidak Lulus PT Pertamina (Persero) dan
tidak memiliki masalah keuangan dengan perbankan.
2) Anggota Komite Audit yang berasal dari pihak
independen dinilai memiliki keahlian di bidang keuangan
atau akuntansi apabila memenuhi kriteria :
Memiliki pengetahuan di bidang keuangan dan/atau
akuntansi; dan
Memiliki pengalaman kerja di bidang keuangan
dan/atau akuntansi, paling kurang 5 (lima) tahun
independen memiliki keahlian di bidang hukum atau
industri perusahaan apabila memenuhi kriteria :
Memiliki pengetahuan di bidang hukum dan/atau
industri perusahaan; dan
Memiliki pengalaman kerja di bidang hukum dan/atau
industri perusahaan, paling kurang 5 (lima) tahun
4) Memiliki pengetahuan yang cukup untuk membaca dan
memahami laporan keuangan
5) Memiliki kebenaran seluruh dokumen atau data
pendukung pemenuhan persyaratan pihak independen,
antara lain surat pernyataan pribadi mengenai integritas
yang bersangkutan.
1) Possession of good integrity, among others, not listed

in the Disqualified list of PT Pertamina (Persero) and
no financial problems with banks.
2) Member of Audit Committee from independent party is
considered to possess expertise in finance or accounting
if he/she meets the following criteria:
Possesses knowledge in finance and/or accounting;
and
Having sufficient work experience in finance and/or
accounting, at least 5 (five) years
3) Member of Audit Committee from independent party
with expertise in the field of law or company industry
if he/she meets the following criteria:
Possesses knowledge in legal field and / or company
industry; and
Sufficient work experience in legal field and/ or
company industry, at least 5 (five) years
4) Possesses sufficient knowledge to read and understand
financial statements
5) Possesses all accurate documents or supporting data
on requirement compliance for independent parties,
among others, a personal statement letter regarding
candidate's integrity.
Persyaratan Independensi:
Independence Requirements:
1) Bukan merupakan orang dalam kantor akuntan publik,

kantor konsultan hukum atau pihak lain yang
memberikan jasa audit, jasa non audit dan/atau jasa
konsultan lain kepada perusahaan sejenis dalam waktu
6 (enam) bulan terakhir sebelum menjadi anggota
Komite Audit.
2) Bukan merupakan orang yang mempunyai wewenang
dan tanggung jawab untuk merencanakan, memimpin
atau mengendalikan kegiatan perusahaan sejenis dalam
waktu 6 (enam) bulan terakhir sebelum menjadi anggota
Komite Audit, kecuali Komisaris Independen.
3) Tidak memiliki saham baik langsung maupun tidak
langsung pada perusahaan sejenis. Dalam hal anggota
Komite Audit memperoleh saham perusahaan sejenis
akibat suatu peristiwa hukum, maka dalam waktu 6
(enam) bulan setelah diperolehnya saham tersebut
wajib mengalihkan kepada pihak lain.
4) Tidak mempunyai hubungan keluarga karena
perkawinan dan keturunan sampai derajat kedua, baik
secara horizontal maupun vertikal dengan Direksi atau
pemegang saham utama Perusahaan.
1) He/she does not work for public accounting firm, law

firm or other parties who provide audit services, nonaudit services and / or other consulting services to a
similar company within 6 (six) months prior to becoming
a member of Audit Committee.
2) He/she is not a person who has authority and
responsibility to plan, direct or control the activities of
a similar company within 6 (six) months prior to
becoming a member of Audit Committee, except an
Independent Commissioner.
3) He/she does not hold shares directly or indirectly in
similar companies. In the case the member of Audit
Committee acquires shares from a similar company
due to a legal event, then within 6 (six) months after
acquiring such shares, he/she shall transfer the shares
to another party.
4) He/she is not related by marriage and by descent to
second degree, both horizontally and vertically with a
member of Board of Directors or with major shareholders
of the Company.
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KOMITE AUDIT
AUDIT COMMITTEE
5) Mantan anggota Direksi atau Pejabat eksekutif

perusahaan sejenis atau pihak-pihak yang mempunyai
hubungan dengan perusahaan sejenis yang dapat
mempengaruhi kemampuannya untuk bertindak
independen, tidak dapat menjadi pihak independen
sebagai anggota Komite Audit pada perusahaan
sebelum menjalani masa tunggu (cooling off) selama
6 (enam) bulan, kecuali mantan Direksi atau Pejabat
Eksekutif yang tugasnya melakukan fungsi pengawasan.
5) A former member of the Board of Directors or executive

officers of similar companies or parties who have
relationship with similar companies that could affect
his/her ability to act independently, may not become
an independent party as member of the Audit Committee
of the company before undergoing a cooling off period
of 6 ( six) months, except a former member of Board of
Directors or Executive Officer tasked with supervisory
duties.

independen dapat merangkap jabatan sebagai pihak
independen anggota Komite lainnya pada perusahaan
yang sama, dan/atau perusahaan lain, sepanjang yang
bersangkutan:
a. Memenuhi seluruh kompetensi yang disyaratkan;
b. Memenuhi kriteria independensi;
c. Mampu menjaga rahasia Bank;
d. Memperhatikan kode etik yang berlaku; dan
e. Tidak mengabaikan pelaksanaan tugas dan tanggung
jawab sebagai anggota Komite Audit.
6) Member of the Audit Committee from independent party

may concurrently hold the position of an independent
party in another Committee within the same company,
and/or other company, as long as the candidate:
Anggota Komite Audit dapat berhenti atau diberhentikan

meskipun jabatannya belum berakhir, apabila:
1) Mengundurkan diri.
2) Kehilangan kewarganegaraan.
3) Meninggal dunia.
4) Melakukan sesuatu yang bersifat merugikan Bank.
5) Melanggar atau tidak memenuhi persyaratan sebagai
anggota Komite Audit, sebagaimana diatur dalam
Peraturan Bank Indonesia.
6) T i d a k d a p a t m e l a k s a n a k a n t u g a s d a n
tanggungjawabnya yang dinyatakan oleh Dewan
Komisaris.
Audit Committee member may resign or be dismissed prior

to the completion of his/her tenure if he/she:
1) Resigns.
2) Loses citizenship.
3) Passes away
4) Commits acts that are detrimental to the bank(s).
5) Violates or does not qualify as a member of the Audit
Committee, as stipulated in Bank Indonesia Regulation.
a. Meets all required competence;

b. Meets independence criteria;
c. Able to keep bank secrets;
d. Complies with the code of ethics; and
e. Does not neglect the duties and responsibilities as a
member of the Audit Committee.
6) Unable to carry out the duties and responsibilities

stipulated by the Board of Commissioners.
ANGGOTA KOMITE AUDIT
AUDIT COMMITTEE MEMBERS

Seluruh anggota Komite Audit yang berasal dari pihak
independen tidak memiliki hubungan keuangan,
kepengurusan, kepemilikan saham dan/atau hubungan
keluarga dengan Dewan Komisaris, Direksi dan/atau
Pemegang Saham Pengendali atau yang menjabat sebagai
pengurus partai politik, pejabat pemerintah daerah, yang
dapat mempengaruhi kemampuannya bertindak
independen. Tidak ada anggota Komite audit yang
me r an gka p m enja di a nggo ta K om it e l ai nnya .
All members of the Audit Committee from independent

party do not have financial, management, ownership and/or
family relationship with Board of Commissioners, Board of
Directors and/or Controlling Shareholders or do not serve
as a political party officials, local government officials,
which may affect their ability to act independently. No
member of the audit committee holds concurrent position
as members in another committee.

Independensi anggota Komite Audit tercermin dalam tabel

dengan aspek berikut:
Independence of the Audit Committee members is reflected

in table with the following aspects:
Tabel 6.13 Independensi Anggota Komite Audit Table 6.13 Independency of Audit Committee Members
Aspek Independensi
Independence Aspects
Boyke E.W
Moekijat
Tidak memiliki hubungan keuangan dengan

Dewan Komisaris dan Direksi
Does not have financial relationship with Board

of Commissioners and Board of Directors
Tidak memiliki hubungan kepengurusan di

Pertamina EP Cepu, anak perusahaan
maupun perusahaan afiliasi
Does not have managerial relationship at PT

Pertamina EP Cepu, subsidiaries or affiliate
company.
Tidak memiliki hubungan keluarga dengan

Dewan Komisaris, Direksi dan/atau sesama
anggota Komite Audit
Does not have family relationship with Board of

Commissioners, Board of Directors, and/or fellow
member of Audit Committee
Tidak menjabat sebagai pengurus partai

politik, pejabat pemerintah daerah
Does not serve as political party official, regional

government official
Catatan Note:
Lindawati
Gani
: Ya Yes; - : Tidak No
URAIAN TUGAS DAN TANGGUNG JAWAB
DESCRIPTION OF DUTIES AND RESPONSIBILITIES

Berdasarkam Piagam Komite Audit, Komite Audit bertugas
untuk memberikan pendapat professional yang independen
kepada Dewan Komisaris terhadap laporan atau hal-hal
yang disampaikan oleh Direksi kepada Dewan Komisaris
serta mengidentifikasi hal-hal yang memerlukan perhatian
Dewan Komisaris.
Based on the Audit Committee Charter, Audit Committee

is responsible for providing independent professional opinion
to Board of Commissioners regarding reports or matters
submitted by the Board of Directors to the Board of
Commissioners as well as identify issues that require
attention of the Board of Commissioners.
Dalam menjalankan fungsinya, Komite Audit berwenang

untuk mengakses catatan atau informasi tentang karyawan,
data keuangan, aset serta sumber daya Perusahaan lainnya
yang berkaitan dengan pelaksanaan tugasnya. Dalam
melaksanakan wewenangnya, Komite Audit bekerja sama
dan berkoordinasi dengan Unit Audit Internal dan auditor
eksternal.
In carrying out its functions, Audit Committee is authorized

to access the records or information about employees,
financial data, company assets and other resources related
to the performance of its duties. In exercising its authority,
Audit Committee cooperates and coordinates with Internal
Audit Unit and external auditors.
Dalam rangka membantu Dewan Komisaris, tugas dan

tanggung jawab Komite Audit meliputi:
1) Membuat rencana kerja tahunan yang disetujui Dewan
Komisaris;
2) Melakukan penelaahan atas kebijakan akuntansi dan
proses penyusunan Laporan Keuangan untuk
memastikan bahwa Laporan Keuangan telah disusun
secara lengkap, konsisten dan sesuai dengan standar
akuntansi yang berlaku;
3) Melakukan penelaahan dan memberi masukan
terhadap kebijakan Direksi dalam pengurusan
Perseroan dan penyusunan serta pelaksanaan RJPP
dan RKAP berdasarkan ketentuan sebagaimana diatur
dalam Anggaran Dasar, Keputusan RUPS dan Peraturan
Perundang-undangan yang berlaku;
In order to assist Board of Commissioners, duties and

responsibilities of Audit Committee are:
1) Compile annual work plan approved by the Board of
Commissioners;
2) Review the accounting policies and preparation of
financial statements to ensure that financial statement
has been completely and consistently prepared as well
as in accordance with applicable accounting standards;
3)
Review and provide input to policies of Board of

Directors in Company management as well as
preparation and implementation of Company's Longterm Plan and RKAP based on provisions in the Articles
of Association, GMS Decisions and applicable
Legislation;
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KOMITE AUDIT
AUDIT COMMITTEE
4)
5)
6)
7)
8)
9)
10)
11)
12)
13)
14)
15)
Melakukan penelaahan atas ketaatan terhadap

peraturan perundang-undangan yang berhubungan
dengan kegiatan Perusahaan;
Memberi rekomendasi kepada Dewan Komisaris
mengenai penunjukan Kantor Akuntan Publik yang
didasarkan pada independensi, ruang lingkup
penugasan dan biaya jasa kredit;
Memberi masukan terhadap usulan pengangkatan dan
pemberhentian Kepala Internal Auditor;
Melakukan penelaahan atas rencana kerja dan
pelaksanaan pemeriksaan oleh Internal Auditor;
Melakukan penelaahan dan pemantauan atas
pelaksanaan tindak lanjut oleh hasil pemeriksaan
Internal Auditor dan Eksternal Auditor;
Menelaah dan memberikan saran kepada Dewan
Komisaris terkait adanya potensi benturan kepentingan
Perusahaan;
Menjaga kerahasiaan dokumen, data dan informasi
mengenai Perusahaan baik dari pihak internal yang
diberoleh selama menjalankan tugas sebagai Komite
Audit.
memastikan efektivitas system pengendalian intern
dan efektivitas pelaksanaan tugas eksternal auditordan
internal auditor;
Menilai pelaksanaan kegiatan serta hasil audit serta
hasil internal audit yang dilaksanakan oleh Internal
Auditor maupun Eksternal Auditor;
Memberikan rekomendasi mengenai penyempurnaan
sistem pengendalian manajemen serta
pelaksanaannya;
Memastikan telah mendapatkan prosedur evaluasi
yang memuaskan terhadap segala informasi yang
dikeluarkan Perusahaan;
Melakukan identifikasi hal-hal yang memerlukan
perhatian dewan Komisaris/dewan Pengawas serta
tugas-tugas Dewan Komisaris/Dewan Pengawas
lainnya.
4)
Review compliance to laws and regulations relating to

Company's activities;
5)
Provide recommendations to Board of Commissioners

on appointment of public accounting firm based on
independence, scope of assignment and cost of credit
service;
Provide inputs to appointment and dismissal proposal
of Chief Internal Auditor;
Review the work plan and implementation of inspection
by Internal Auditor;
Review and monitor follow-up implementation of
inspection results from Internal and External Auditor;
6)
7)
8)
9)
Review and provide advice to Board of Commissioners

in relation to potential Company's conflict of interest;
10) Maintain confidentiality of documents, data and

information regarding Company from internal party
obtained during stints as the Audit Committee.
11) Ensure effectiveness of internal control system and
effectiveness of external and internal auditors' task;
12) Assess the implementation of activities and results of
audit as well as results of internal audit conducted by
Internal and External Auditors;
13) Submit recommendations on improvement of
management control system and its implementation;
14) Ensure to obtain satisfactory evaluation procedures to
all information issued by the Company;
15) Identify matters requiring attention of Board of
Commissioners/Board of Trustees as well as other
duties of Board Commissioners / Board of Trustees.
RAPAT KOMITE AUDIT
AUDIT COMMITTEE MEETING

Komite Audit mengadakan rapat secara berkala mengacu
pada Pia gam Kom ite Audit yang ter diri atas:
1. Rapat Komite Audit dilaksanakan sekurang-kurangnya
satu kali dalam tiga bulan dengan agenda rapat yang
telah disepakati sebelumnya
2. Ketua Komite Audit dapat mengundang Dewan
Komisaris, Direksi, Manajer, Internal Auditor Manajer
atau Eksternal Auditor untuk hadir dalam rapat
3. Rapat koordinasi dengan Internal Auditor Manager
sekurang-kurangnya 1 (satu) kali dalam sebulan
Audit Committee holds meeting regularly referring to Charter

of the Audit Committee consisting of:
1. Audit Committee Meeting is held at least once in three
months with pre-determined meeting agenda.
2. Chairman of the Audit Committee may invite Board of
Commissioners, Board of Directors, Manager, Internal
Auditor Manager or External Auditor to attend meeting
3. Coordination meeting with Internal Auditor Manager is
held at least 1 (one) time in a month

319
4. Seluruh proses dan hasil rapat Komite Audit dituangkan

dalam risalah rapat yang ditandatangani oleh seluruh
Komite Audit yang hadir
5. Risalah rapat Komite Audit dbagikan kepada seluruh
peserta rapat dan disampaikan kepada Dewan
Komisaris
6. Komite Audit dapat hadir dalam rapat Dewan Komisaris
atau rapat gabungan Direksi dan Dewan Komisaris
apabila diundang.
4. Entire process and results of the Audit Committee

meeting are recorded in the minutes of meeting signed
by all Audit Committee participants.
5. Minutes of the Audit Committee meeting are distributed
to all meeting participants and submitted to the Board
of Commissioners
6. Audit Committee may attend Board of Commissioners
meeting or joint meeting of Board of Directors and Board
of Commissioners if invited.
Selama tahun 2014, Komite Audit telah melaksanakan rapat

internal sebanyak 8 (delapan) kali dengan rincian kehadiran
dan agenda rapat sebagai berikut:
During 2014, the Audit Committee has conducted 8 (eight)

internal meetings with details of attendance and the meeting
agenda as follows:
Tabel 6.14 Agenda Rapat Internal dan Kehadiran Anggota Komite Audit dalam Rapat Tahun 2014
Table 6.14 Internal Meeting Agenda and Audit Committee Members Presence in Meetings in 2014
Tanggal Rapat
Meeting Date
25 April 2014
April 25, 2014
Agenda Rapat
Meeting Agenda
Tindak lanjut dari arahan Komite

saat rapat Dekom dan Direksi
Tindak lanjut rapat komite audit
sebelumnya
Program kerja Internal Audit
Follow-up of Committee directives in

BOC and BOD meeting
Follow-up of previous audit committee
meeting
Internal Audit Work Program
Tindak lanjut Rapat Komite Audit

sebelumnya sesuai Arahan
Komisaris saat Rapat Dekom dan
Direksi.
Program Kerja Internal Audit 2014.
Follow-up of previous Audit Committee

Meeting in accordance with
Commissioner Directives in BOC BOD
Meeting.
Internal Audit Work Program in 2014.
17 Juli 2014
July 17, 2014
Audit Laporan Keuangan Tahun

2014:
Penjualan Minyak Mentah Bagian
BKS
Financial Statements Audit in 2014:
18 Agustus 2014
August 18, 2014
Realisasi Pelaksanaan Audit

Internal September 2014
Audit atas joint operation PEPCMCL
Audit Laporan Keuangan
tahun2014
Evaluasi proyek EPC 1-5 oleh BPKP
Realization of Internal Audit

Implementation inSeptember 2014
Audit of PEPC-MCL joint operation
14 Mei 2014
May 14, 2014
Pengembangan dan
penyempurnaan infrastruktur GCG
Program ICOFR
Program kerja Internal Audit
sesuai arahan Komite Audit
17 September
2014
September 17,
2014

Internal September 2014
Audit laporan Keuangan PEPC
Tahun 2014
Audit Laporan Keuangan PEPC
ADK Tahun 2014
Pengembangan dan
Program ICOFR
Pembahasan TKO/TKI
Arahan Komite Audit terkait PEPC
ADK
Sales of Crude Oil, BKS share
Financial Statements Audit of 2014

Evaluation of EPC 1-5 by Finance and
Development Supervisory Agency
Development and improvement of
GCG infrastructure
ICOFR Program
Internal Audit Work Program as
directed by Audit Committee
Implementation in September 2014
Audit of PEPC Financial statements
2014
Audit of PEPC ADK Financial
Statements 2014
Development and improvement of
GCG infrastructure
ICOFR Program
Discussion on Organizational Work
Procedure/Individual Work Procedure
Audit Committee Directives related to
PEPC ADK
Kehadiran Komite Audit

Audit Committee Attendance
Elfien
Goentoro*
Boyke E.W
Moekijat*
Lindawati
Gani
320
KOMITE AUDIT
AUDIT COMMITTEE
Tanggal Rapat
Meeting Date
16 Oktober
2014
October 16,
2014
Agenda Rapat
Meeting Agenda

Internal Oktober 2014
Audit JOA -PEPC MCL
Tahun 2014
Evaluasi Change Order Proyek
Banyu Urip
Program ICoFR
Pengembangan dan
Efektivitas dan monitoring TKO/TKI
Arahan Komite Audit terkait PEPC
ADK
17 November
2014
November 17,
2014
15 Desember
2014
December 15,
2014

Internal Oktober 2014
Audit atas efektivitas TKO
Audit atas Pengendalian Anggaran
(Cost Control)
Tahun 2014
Program ICoFR
Pengembangan dan
Progres pemebuatan TKO/TKI
Kehadiran Komite Audit

Audit Committee Attendance
Elfien
Goentoro*
Boyke E.W
Moekijat*
Lindawati
Gani

Implementation in September 2014
Audit of JOA - PEPC MCL
Audit of PEPC Financial statements
20142014
Evaluation of Change Order of Banyu
Urip Project
ICOFR Program
Development and improvement of GCG
infrastructure
Effectively and monitoring of
Organizational Work Procedure/
Individual Work Procedure
Audit Committee Directives related to
PEPC ADK
Tindak Lanjut Temuan Internal

Audit s.d 17 November 2014

implementation in October 2014
Audit onOrganizational Work
Procedure effectiveness
Audit on Cost Control
Audit of PEPC Financial Statements
2014
ICOFR Program
infrastructure
Establishment Progress of
Organizational Work Procedure/
Individual Work Procedure
Follow-up of Internal Audit findings to
November 17, 2014

Internal Desember 2014
Audit atas Efektivitas TKO
Audit atas Pengendalian Anggaran
(Cost Control)
Tahun 2014
Program ICoFR
Pengembangan dan
Tindak Lanjut Temuan Internal
Audit s.d 17 November 2014
Pembahasan PKPT Internal Audit
tahun 2015

implementation in October 2014
Audit on Organizational Work
Procedure effectiveness
Audit of PEPC Financial Statements
2014
ICOFR Program
infrastructure
Follow-up of Internal Audit findings to
November 17, 2014
Discussion on Annual Audit Work
Program of Internal Audit in 2015
Ketidak sesuaian rencana jumlah rapat dikarenakan adanya proses pergantian jabatan Chief Internal Audit pada tahun 2014.
Discrepancy in planned number of meeting due to the change in Chief of Internal Audit position in 2014.
Keterangan:
Remarks:
*
: Berhenti sejak Agustus 2014
*
: Resigned since August 2014
**
: Menjabat sejak September 2014 **
: Serving since September 2014
Catatan Note:
: Hadir Present
: Tidak Hadir Absent

Keputusan Rapat Komite Audit diambil berdasarkan musyawarah untuk

mufakat. Seluruh proses dan hasil rapat Komite Audit dituangkan dalam risalah
rapat yang ditandatangani oleh seluruh anggota Komite Audit yang hadir dan
akan dibagikan kepada seluruh peserta rapat dan kepada Dewan Komisaris.
Audit Committee Meeting decisions are taken by deliberation. The whole process and the
results of the Audit Committee meeting are noted in the minutes of meeting, signed by all
attending members of the Audit Committee and will be distributed to all meeting participants
and to Board of Commissioners.
Keputusan yang diambil dalam rapat Komite Audit PEPC

diambil berdasarkan musyawarah untuk mufakat dan telah
dicatat dan didokumentasikan dengan baik dalam risalah
rapat Komite Audit yang tandangani oleh seluruh anggota
Komite Audit yang menghadiri rapat. Perbedaan pendapat
(disenting opinion) yang terjadi dalam rapat selalu
dicantumkan secara jelas dalam risalah rapat disertai alasan
mengenai perbedaan pendapat tersebut.
Decisions made in PEPC Audit Committee meeting are

taken by deliberation and are recorded and documented in
the minutes of Audit Committee meetings signed by all
attending members of the Audit Committee. Dissenting
opinion that occurs in the meeting is always clearly stated
in the minutes of the meeting as well as the reasons for
such dissent.
Keputusan Rapat Komite Audit diambil berdasarkan

musyawarah untuk mufakat. Seluruh proses dan hasil rapat
Komite Audit dituangkan dalam risalah rapat yang
ditandatangani oleh seluruh anggota Komite Audit yang
hadir dan akan dibagikan kepada seluruh peserta rapat dan
kepada Dewan Komisaris.
Audit Committee Meeting decisions are taken by

deliberation. The whole process and the results of the Audit
Committee meeting are noted in the minutes of meeting,
signed by all attending members of the Audit Committee
and will be distributed to all meeting participants and to
Board of Commissioners.
RENCANA RAPAT KOMITE AUDIT TAHUN 2015

AUDIT COMMITTEE MEETING PLAN IN 2015
Tahun 2015 Komite Audit telah merencanakan rapat
minimal 3 (tiga) bulan sekali atau 4 (empat) dalam setahun.
Jumlah tersebut dapat berubah sesuai kebutuhan apabila
disepakati oleh selur uh angota Kom ite Audit.
The Audit Committee plans to hold meetings in 2015

minimum once in (3) three months or 4 (four) times in the
year. This number may change as needed if agreed upon
by all members of the Audit Committee.
321
322
KOMITE AUDIT
AUDIT COMMITTEE
LAPORAN KERJA KOMITE AUDIT

WORK REPORT OF AUDIT COMMITTEE
Laporan yang dibuat dan disampaikan oleh Komite Audit

kepada Dewan Komisaris adalah:
1. Laporan triwulanan mengenai tugas yang dilaksanakan
dan realisasi program kerja dalam triwulanan yang
bersangkutan
2. Laporan tahunan pelaksanaan kegiatan Komite Audit
3. Laporan atas setiap penugasan khusus yang diberikan
oleh Komisaris
Activities carried out by Audit Committee during 2014 are:
Adapun kegiatan-kegiatan yang telah dilakukan Komite

Audit dalam selama tahun 2014 meliputi sebagai berikut:
1. Rapat Komite Audit
2. Melakukan Pertemuan dengan Internal Audit
3. Memantau pengembangan dan sosialisasi TKO dan
TKI
Activities carried out by Audit Committee during 2014 are:
4. Memantau pengembangan dan penyempurnaan

infrastrutur GCG
5. Memantau seluruh kegiatan audit sesuai PKPT Internal
Audit Tahun 2014
6. Memantau Audit Laporan Keuangan PEPC tahun 2014
oleh KAP Price Waterhouse Coopers
7. Memantau program pengembangan Internal Control
over Financial Reporting (ICoFR), dan
8. Memberikan arahan-arahan kepada Internal Audit dan
Fungsi-Fungsi terkait dengan hal yang diatas.
1. The quarterly report on the implemented tasks and the

realization of quarterly work program
2. Annual Report of the Audit Committee activities
3. Report on any particular assignment given by a
Commissioner
1. Audit Committee Meetings

2. Organize meeting with Internal Audit
3. Monitor the development and socialization of
Organizational Work Procedure and Individual Work
Procedure
4. Monitor the development and improvement of GCG
Infrastructure
5. Monitor entire audit activities in accordance with Annual
Audit Work Program of Internal Audit 2014
6. Monitor the PEPC'sFinancial Statement Audit 2014 by
Price Waterhouse Coopers, the Public Accounting Firm
7. Monitor the development of Financial Reporting Internal
Control (ICOFR)program, and
8. Provide directives to the Internal Audit and Functions
related to above matters.
KEGIATAN PELATIHAN/SEMINAR KOMITE AUDIT TAHUN 2014

WORKSHOP/SEMINAR ACTIVITIES OF AUDIT COMMITTEE IN 2014
PEPC secara berkesinambungan melakukan pembinaan
dan pengembangan kompetensi bagi segenap jajarannya,
termasuk Komite Audit untuk memenuhi kompetensi dan
keahlian yang dibutuhkan oleh Perusahaan. Pada tahun
2014 a n ggo ta Ko m i te A udi t t el a h m en gi ku ti
seminar/workshop Program Induction Dewan Komisaris
PEPC yang diselenggarakan oleh PEPC tanggal 15 Juli
2014.
PEPC continuously organizes training and competence

development for all staff, including the Audit Committee to
meet the competencies and skills required by the Company.
In 2014, the Audit Committee members have attended
seminar/workshop of PEPC's Board of Commissioners
Induction Program organized by PEPC dated on July 15,
2014.

PENILAIAN KINERJA KOMITE AUDIT TAHUN 2014
PERFORMANCE ASSESSMENT OF AUDIT COMMITTEE IN 2014

Mengacu pada Pedoman dan Tata Tertib Kerja Komite
Audit, kinerja Komite Audit di evaluasi oleh Dewan Komisaris
setiap akhir tahun. Evaluasi dilakukan berdasarkan realisasi
dan penyelesaian program kerja yang tercantum dalam
Rencana Kerja dan Anggaran Komite Audit dan dilaporkan
kepada Dewan Komisaris dalam laporan Komite Audit.
Laporan tersebut juga mencantumkan risalah rapat yang
memuat saran, rekomendasi dan masukan terkait dengan
penyempurnaan softstructure pendukung pelaksanaan tugas
komite, pengelolaan operasi, pemeliharaan dan logistic,
peningkatan efektifitas audit dan sistem pengendalian
internal, pengendalian kontrak dan kepatuhan terhadap
peraturan internal maupun peraturan perundang-undangan
yang berlaku.
Referring to Charter of the Audit Committee, Audit

Committee performance is evaluated by the Board of
Commissioners every year end. Evaluation is conducted
based on realization and completion of work program listed
in RKAP of Audit Committee and then it is reported to the
Board of Commissioners in Audit Committee report. Such
report also includes minutes of meeting which contains
suggestions, recommendations and proposals related to
the soft structure improvement to support implementation
of Committee assignments, operation management,
maintenance and logistics, improvement of audit
effectiveness and internal control system, as well as contract
control and compliance with applicable internal rules and
regulations.
Hasil penilaian tersebut menjadi bahan pertimbangan bagi

Dewan Komisaris untuk mengangkat kembali dan/atau
memberhentikan anggota Komite Audit untuk periode
jabatan berikutnya.
The assessment results become consideration materials

for the Board of Commissioners to re-appoint and/or dismiss
members of the Audit Committee for the next term of office.
REMUNERASI KOMITE AUDIT TAHUN 2014

REMUNERATION OF AUDIT COMMITTEE IN 2014
Kebijakan pemberian remunerasi dan fasilitas lain bagi
Komite Audit mengacu kepada keputusan Dewan Komisaris.
Policy on remuneration and other facilities for the Audit

Committee refers to the decision of the Board of
Commissioners.
Penetapan remunerasi Komite Audit ditetapkan berdasarkan

Keputusan Dewan Komisaris No. Kpts-02/DK/CP/2013-S0
tentang Pengangkatan Ketua dan Anggota Komite Audit
PEPC. Dimana dalam keputusan tersebut kepada Komite
Audit diberikan honorarium sebesar 20% dari Gaji Direktur
Utama. Penetapan ini didasarkan atas hasil kinerja
keuangan dan pemenuhan cadangan sebagaimana diatur
dalam peraturan perundang-undangan yang berlaku,
prestasi kerja individu, kewajaran dengan peer group, dan
Pertimbangan sasaran dan strategi jangka Perusahaan.
Determination of the Audit Committee remuneration is

established by the Board of Commissioners' decision No.
Kpts-02 / DK / CP / 2013-S0 on Appointment of PEPC's
Chairman and Member of Audit Committee. This decision
states that honorarium presented to Audit Committee is
20% of President Director's salary. This determination is
based on the financial and reserve performance results as
stipulated in the applicable legislation, individual work
achievement, fairness with peer group, and Consideration
of Company's long term objectives and strategies.
323
324
KOMITE REMUNERASI DAN NOMINASI
REMUNERATION AND NOMINATION COMMITTEE

Remunerasi Dewan Komisaris dan Direksi ditetapkan pada saat penyelenggaraan
RUPS atas persetujuan Laporan Tahunan. Penetapan remunerasi Dewan
Komisaris dan Direksi PEPC tahun 2014 mengacu pada putusan RUPS Sirkuler
tentang Penetapan Kenaikan Gaji Direksi dan Honorarium Dewan Komisaris
Tanggal : 18 Agustus 2014 dan 3 Juni 2014. Mengingat pada tahun 2014
Komite Remunerasi dan Nominasi belum dibentuk, maka pelaksanaan fungsi
Komite ini dilaksanakan oleh Dewan Komisaris.
Remuneration of Board of Commissioners and Board of Directors is stipulated in General Meeting
of Shareholders on approval of Annual Report. Determination of remuneration for PEPC's Board of
Commissioners and Board of Directors 2014 refers to Circular Decree of General Meeting of
Shareholders on Determination of Salary Increase for Board of Commissioners Dated August 18,
2014 and June 3, 2014. Given that in 2014 the Remuneration and Nomination Committee has not
been established, this Committee's function is carried out by the Board of Commissioners.

Berdasarkan hal tersebut, maka PEPC mempertimbangkan

untuk membentuk keberadaan Komite Remunerasi dan
Nominasi sebagai salah satu organ pendukung Kinerja
Dewan Komisaris. Saat ini Perusahaan tengah melakukan
kajian mengenai kebutuhan komite-komite sebagai organ
pendukung kinerja Dewan Komisaris, termasuk Komite
Remunerasi dan Nominasi. Kajian menyeluruh mencakup
efektivitas keberadaan komite Dewan Komisaris terhadap
proses bisnis perusahaan, kesiapan sumber daya serta
anggaran. Saat ini Komite Remunerasi dan Nominasi
dalam proses pembentukan.
For such purpose, PEPC is considering to establish a

Remuneration and Nomination Committee as one of the
organs supporting the BOC's performance. Company is
currently conducting a needs assessment for committees
as organs supporting the performance of the Board of
Commissioners, including the Remuneration and
Nomination Committee. Thorough assessment includes
the effectiveness of Board of Commissioners' committees
towards company's business processes, resources
readiness and budgets. Currently, the Remuneration and
Nomination Committee is in the process of formation.
KEDUDUKAN KOMITE
POSITION OF COMMITTEE
Mengingat organ Komite merupakan organ penunjang
Dewan Komisaris, maka kedudukan organisasi Komite
direncanakan berada dibawah koordinasi Dewan Komisaris.
Oleh karenanya pengangkatan dan pemberhentian Komite
akan dilakukan oleh Dewan Komisaris. Sebagai Ketua
nantinya berasal dari unsur Dewan Komisaris, dan
pertanggungjawaban kegiatan Komite dilaporkan secara
langsung kepada Dewan Komisaris. Saat ini fungsi Komite
Nominasi dan Remunerasi secara struktural belum dibentuk,
namun pelaksanaan fungsi tersebut telah dijalankan oleh
Bapak Insan Purwarisya L. Tobing. Untuk profil ringkasnya
dapat dilihat pada bagian profil Dewan Komisaris.
Considering that a Committee is a supporting organ under

Board of Commissioners, the position of Committee
organization is planned under coordination of Board of
Commissioners. Therefore, appointment and dismissal of
the Committee shall be conducted by Board of
Commissioners. The chairman will be appointed from
elements of BOC, and accountability of Committee activities
is reported directly to Board of Commissioners. At this
moment the function of Nomination and Remuneration
Committee has not yet been established structurally, but
discharge of the function has been conducted by Mr. Insan
Purwarisya L. Tobing. His brief profile is presented in the
profile section of Board of Commissioners.
325
326
KOMITE REMUNERASI DAN NOMINASI

REMUNERATION AND NOMINATION COMMITTEE
PERSYARATAN ANGGOTA KOMITE
REQUIREMENTS FOR COMMITTEE MEMBERS

Anggota Komite yang akan dibentuk diharapkan memiliki
integritas, akhlak dan moral yang baik. Oleh karenanya
anggota Komite diharapkan memenuhi persyaratan
kemampuan dan pengalaman serta persyaratan
Independensi sesuai persyaratan peraturan perundang
undangan.
Members of Committee which will be established are

expected to have integrity, be of good character and morals.
Therefore, Committee members are expected to meet the
requirements of competence and experience as well as
requirements of independence as prescribed by the laws
and regulations.
JUMLAH DAN KOMPOSISI KOMITE
NUMBER AND COMPOSITION OF THE COMMITTEE

Jumlah anggota Komite Remunerasi dan Nominasi yang
akan di bentuk nantinya disesuaikan dengan kebutuhan
Dewan Komisaris. Dengan komposisi minimal terdiri dari
seorang Komisaris selaku ketua merangkap anggota dan
2 orang dari pihak independen yang memenuhi persyaratan
yang telah ditentukan sebagai anggota komite.
Number of members of Remuneration and Nomination

Committee which will be established later will be adjusted
to the needs of Board of Commissioners. Minimal
composition consists of a Commissioner as both chairman
and member as well as 2 persons as independent party
that meet the stipulated requirements as members of
committee.
PEDOMAN KERJA DAN TUGAS POKOK KOMITE
WORKING GUIDELINES AND MAIN DUTIES OF COMMITTEE

Dalam melaksanakan fungsi dan perannya, organ Komite
nantinya dilengkapi dengan Pedoman dan Tata Tertib Kerja
atau Charter Komite. Dengan adanya pedoman komite
diharapkan anggota komite mampu melaksanakan fungsi
dan tugas yang diberikan oleh Dewan Komisaris secara
efe k ti f b er da s a r ka n k et en tu a n y a n g b er l a k u.
In carrying out its functions and roles, the Committee(s)

will be equipped with Work Guidelines and Rules or
Committee Charter. With the Committee guidelines, the
Committee member is expected to be able to effectively
implement the function and assignment given by Board of
Commissioners based on applicable regulations.
RAPAT KOMITE
COMMITTEE MEETINGS
Rapat Komite nantinya diselenggarakan sesuai dengan
kebutuhan, minimal sebulan sekali. Rapat dipimpin oleh
ketua Komite atau anggota Komite yang paling senior
apabila ketua Komite berhalangan hadir. Keputusan Rapat
Komite diambil berdasarkan musyawarah untuk mufakat.
Dalam hal keputusan musyawarah mufakat tidak tercapai
maka keputusan diambil berdasarkan pemungutan suara
terbanyak.
Committee meetings will be held in accordance with the

requirements, minimum of once a month. The meeting is
chaired by Committee chairman of or most senior member
of Committee if Committee chairman is unable to attend.
Committee Meeting Decisions are taken by deliberation. In
the event that consensus is not reached, the decision is
taken by majority vote.
Keputusan yang diambil dalam rapat Komite nantinya

rapat Komite yang tandangani oleh seluruh anggota Komite
yang menghadiri rapat. Perbedaan pendapat (disenting
opinion) yang terjadi dalam rapat akan dicantumkan secara
jelas dalam risalah rapat disertai alasan mengenai
perbedaan pendapat tersebut.
The decisions taken in Committee meeting will be recorded

and documented in the minutes of Committee meeting
which is signed by all members of Committee who attend
the meeting. Dissenting opinion occurring in the meeting
will be clearly stated in minutes of meeting with the reasons
for such dissent.

KEGIATAN PROGRAM PELATIHAN DAN PENGEMBANGAN

TRAINING AND DEVELOPMENT PROGRAM ACTIVITY
Agar Komite dapat menjalankan tugas dan fungsinya secara
profesional, maka para anggota Komite nantinya didorong
untuk senantiasa menambah dan memutakhirkan
pengetahuannya (update knowledge) dengan upaya
mengikutsertakan dalam serangkaian program
pengembangan guna meningkatkan kompetensi profesi
sesuai dengan kebutuhan. Berbagai pengembangan yang
dapat dilaksanakan antara lain pendidikan pelatihan
berkelanjutan, pendidikan khusus, pelatihan, workshop,
seminar, dan lain sebagainya.
For the Committee to be able to carry out its duties and

functions professionally, the Committee members will be
encouraged to continuously improve and update their
knowledge by engaging in a series of development programs
to upgrade the professional competence in accordance
with requirements. Various efforts at development that
may be implemented are continuous educational training,
special education, training, workshops, seminars, et cetera.
REMUNERASI KOMITE
REMUNERATION FOR COMMITTEE

Kebijakan pemberian remunerasi dan fasilitas lain bagi
Komite nantinya akan mengacu kepada keputusan Dewan
Komisaris. Proses penetapan remunerasi didasarkan pada
kajian dengan memperhatikan hal-hal antara lain: hasil
kinerja keuangan dan pemenuhan cadangan sebagaimana
diatur dalam peraturan perundang-undangan yang berlaku,
kewajaran dengan peer group (sesuai anak perusahaan
lainnya), dan pertimbangan sasaran dan strategi jangka
panjang perusahaan.
Policy of granting remuneration and other facilities for the

Committee will refer to the decision made by the Board of
Commissioners. The process to stipulate remuneration is
based on studies by considering number of matters such
as: results of financial performance and reserve compliance
as stipulated in applicable legislation, fairness with peer
group (according to other subsidiaries), and consideration
of Company's long-term goals and strategies.
PENILAIAN KINERJA KOMITE
COMMITTEE PERFORMANCE ASSESSMENT

Penilaian kinerja Komite nantinya dilakukan secara kolegial
oleh Dewan Komisaris dan berdasarkan hasil pengukuran
assessment GCG. Penilaian dalam assessment GCG
berdasarkan parameter kriteria Kelengkapan dan
Pelaksanaan Tugas Komite.
Committee Performance assessment will be conducted

collegially by Board of Commissioners and is based on the
measurement result of GCG assessment. GCG assessment
is based on parameters in the Committee Task
Completeness and Implementation criteria.
327
328
KEBIJAKAN REMUNERASI BAGI

DEWAN KOMISARIS DAN DIREKSI
REMUNERATION POLICY FOR THE BOARD OF

COMMISSIONERS AND BOARD OF DIRECTORS
KEBIJAKAN DAN PROSEDUR/METODE

PENETAPAN REMUNERASI DEWAN KOMISARIS DAN DIREKSI
POLICY AND PROCEDURE/METHOD OF REMUNERATION DETERMINATION OF

BOARD OF COMMISSIONERS AND BOARD OF DIRECTORS
PEPC menetapkan besaran remunerasi bagi Dewan
Komisaris dengan mengacu pada ketentuan sebagaimana
termuat dalam Peraturan Menteri Badan Usaha Milik Negara
Nomor : PER-07/MBU/2010 sebagaimana telah
diperbaharui denganPER-04/MBU/2013 tentang perubahan
atas PER-07/MBU/2010 tentang Pedoman Penetapan
Penghasilan Direksi, Dewan Komisaris, dan Dewan
Pengawas Badan Usaha Milik Negara. Sesuai Peraturan
Menteri tersebut, besaran penghasilan Dewan Komisaris
ditetapkan oleh Rapat Umum Pemegang Saham (RUPS).
Komponen penghasilan Dewan Komisaris PEPC terdiri dari:
Honorarium, Tunjangan, Fasilitas dan Tantiem/Insentif
Kinerja.
PEPC determines the amount of remuneration for Board

of Commissioners with reference to provisions contained
in Regulation of Minister of State Owned Enterprises No.
PER-07 / MBU / 2010 as updatedby PER-04 / MBU / 2013
on amendments to PER-07 / MBU / 2010 on Income
Determination Guidelines for Board of Directors, Board of
Commissioners, and the Board of Trustees of State Owned
Enterprises. According to the Minister, amount of Board of
Commissioners income is determined by General Meeting
of Shareholders (GMS). PEPC's BOC income component
consists of: Honorarium, benefits, facilities and Performance
Bonus/Incentive.

Penetapan Gaji, Honorarium, dan Tantiem anggota Dewan

Komisaris dan Direksi diputuskan oleh Rapat Umum
Pemegang Saham.
Determination of Salary, Honorarium, and performance

bonus for members of Board of Commissioners and Board
of Directors is decided by General Meeting of Shareholders.
Dewan Komisaris mengajukan usulan penetapan Gaji,

Honorarium, dan Tantiem anggota Dewan Komisaris dan
Direksi kepada Rapat Umum Pemegang Saham. Usulan
didasarkan pada pertimbangan kinerja PEPC dengan data
internal maupun data eksternal.
BOC proposes determination of Salary, Honorarium, and

performance bonus for members of Board of
Commissioners and Board of Directors to General Meeting
of Shareholders. The proposal is based on a consideration
of PEPC performance with internal data and external data.
Adapun gambaran ringkas prosedur penetapan Remunerasi

Dewan Komisaris PEPC adalah sebagai berikut:
1) Dewan Komisaris melakukan kajian atas kompensasi
yang diberikan dengan menggunakan data internal dan
eksternal;
2) Dengan memperhitungkan kinerja usaha PEPC,
penyesuaian remunerasi bagi pengurus dan kontribusi
masing-masing individu, kemudian dilakukan
pembahasan oleh Dewan Komisaris untuk menyiapkan
rekomendasi;
3) Rekomendasi disampaikan kepada Dewan Komisaris
untuk dilakukan pembahasan lanjutan dan persetujuan;
4) Usulan remunerasi anggota Dewan Komisaris dan
Direksi disampaikan kepada pemegang saham untuk
pembahasan dan persetujuan dalam RUPS;
5) RUPS memberikan persetujuan dan menetapkan
re mu ner a si D ewa n K om is a r is da n Di r eks i.
The brief overview for Remuneration determination

procedures of PEPC Board of Commissioners is as follows:
1) Board of Commissioners reviews compensation
provided by using internal and external data;
Berikut skema mekanisme penetapan remunerasi Dewan

Komisaris
Following is mechanisms cheme for BOC remuneration
2) By considering PEPC business performance, adjustment

of remuneration for the management and contribution
of each individual, for further discussion by Board of
Commissioners to draw up recommendation;
3) Recommendations are submitted to Board of
Commissioners to be discussed and approved;
4) The remuneration proposal for Board of Commissioners
and Board of Directors is submitted to the shareholders
for discussion and approval in the GMS;
5) GMS approves and establishes remuneration of Board
of Commissioners and B oard of Directors.
Gambar 6.6 Skema Mekanisme Penetapan Remunerasi Dewan Komisaris Tahun 2014
Figure 6. 6 Scheme of Board of Commissioners and Board of Directors Remuneration Determination Mechanism in 2014
DEWAN
KOMISARIS
Melakukan kajian
conduct studies
Membuat rekomendasi hasil
kajian
Submit recommendations
from review results
DEWAN
KOMISARIS
Mempelajari rekomendasi
Komite / Dekom
Study the Committee's
recommendations / BOC
Mengusulkan kepada RUPS
Propose to the GMS
RUPS
GMS
Memberikan persetujuan
dan menetapkan
remunerasi bagi Dewan
Approve and establish
remuneration for Board of
Commissioners and Board
of Directors
329
330
KEBIJAKAN REMUNERASI BAGI DEWAN KOMISARIS DAN DIREKSI
REMUNERATION POLICY FOR THE BOARD OF COMMISSIONERS AND BOARD OF DIRECTORS
Dan berdasarkan Keputusan Pemegang Saham secara

sirkuler PEPC sesuai ketentuan pasal 10 ayat 5&6 Anggaran
Dasar Perseroan tetang Honorarium Dewan Komisaris
tanggal 18 Agustus 2014 menyatakan bahwa PT Pertamina
(Persero) dan PT Pertamina Dana Ventura untuk selanjutnya
disebut "Para Pemegang Saham" memutuskan hal-hal
sebagai berikut:
1. Faktor jabatan honorarium Komisaris Utama adalah
45% (empat puluh lima persen) dari gaji Direktur Utama
Perseroan
2. Faktor jabatan honorarium Komisaris 90% (Sembilan
puluh persen) dari honorarium Komisaris Utama
Perseroan.
Based on Shareholders Circular Decree, PEPC, in accordance

with article 10, paragraph 5 and 6 of the Company Articles
of Association on Honorarium for Board of Commissioners
dated August 18, 2014 states that PT Pertamina (Persero)
and PT Pertamina Dana Ventura hereinafter referred to as
"the Shareholders" decide the following matters:
Adapun untuk pembagian tantiem Direksi dan Dewan

Komisaris mengacu kepada Keputusan Pemegang Saham
secara sirkuler sesuai ketentuan pasal 10 ayat 5&6 Anggaran
Dasar Perseroan tentang penetapan penghargaan atas
kinerja tahunan (tantiem) Direksi dan Dewan Komisaris
tahun buku 2013 tanggal 3 Juni 2014, Menyatakan bahwa
PT Pertamina (Persero) dan PT Pertamina Dana Ventura
untuk selanjutnya disebut "Para Pemegang Saham"
memutuskan hal-hal sebagai berikut:
1. Menetapkan penghargaan atas kinerja tahunan
(Tantiem) kepada Direksi dan Dewan Komisaris
Perseroan untuk tahun buku 2013 sesuai dengan
permen BUMN No.04/2014, dengan rincian sebagai
berikut:
a. Direktur Utama
: Rp 2.000.000.000
b. Anggota Direksi
: Rp 1.800.000.000
c. Komisaris Utama
: Rp
900.000.000
d. Anggota Komisaris : Rp
810.000.000
Tantiem tersebut diberikan kepada Direksi dan Dewan
Komisaris Perseroan yang menjabat dalam tahun Buku
2013, secara proporsional sesuai dengan lamanya yang
bersangkutan menduduki jabatan masing-masing.
2. Pajak atas tantiem ditanggung oleh penerima
3. Bagi anggota Direksi dan pekerja PT Pertamina (Persero)
yang menjadi anggota Dewan Komisaris Perseroan
pada tahun buku 2013 tidak berhak atas tantiem
sebagaimana yang telah diatur oleh Perusahaan, oleh
karena itu tantiem yang bersangkutan dibayarkan
kepada PT Pertamina (Persero)
The distribution of bonuses for Board of Directors and

Board of Commissioners refers to the Shareholders circular
decree in accordance with article 10, paragraph 5 and 6
Articles of Association of the Company on the determination
of award on annual performance (bonuses) for Board of
Directors and Board of Commissioners of financial year
2013 dated June 3, 2014, stating that PT Pertamina
(Persero) and PT Pertamina Dana Ventura hereinafter
referred to as "Shareholders" decide the following matters:
Sesuai dengan Surat Keputusan Pemegang Saham secara

sirkuler Tanggal 17 Januari 2013, Remunerasi Direksi &
Honorarium Dewan Komisaris Tahun 2014 adalah sebagai
berikut:
Based on Circular Decree of Shareholders dated January

17, 2013, Directors & Commissioners remuneration &
honoraria in 2014 are as follows:
Jabatan
Position
Komisaris Commissioners
Direksi Directors
1. Position factor for President Commissioner Honorarium

is 45% (forty five percent) of the Company's President
Director Salary.
2. Position factor for the Commissioner Honorarium is
90% (ninety percent) of Company's President
Commissioner Honorarium.
1. Determine awards for annual performance (Bonus) to

Board of Directors and Board of Commissioners for the
fiscal year 2013 in accordance with Regulation of
Minister of SOEs No.04 / 2014, with details as follows:
a. President Director : Rp2,000,000,000
b. Members of Board of Directors : Rp1,800,000,000
c. President Commissioner : Rp900.000.000
d. Members of Board of Commissioner : Rp810.000.000
Such performance bonuses are awarded to Board of
Directors and Board of Commissioners who served in
fiscal year 2013, proportionally based on their respective
length of tenure.
2. The tax on bonuses are borne by the recipients
3. Members of Board of Directors and employees of
PT Pertamina (Persero) who are members of the
Company's Board of Commissioners in fiscal year 2013
are not entitled to the bonus as stipulated by Company,
therefore the bonuses are paid to PT Pertamina
(Persero).
Take Home Pay (Rp. Net)
Tunjangan Lainnya (Rp. Net)

Other Allowances (Rp Net)
Rp1.529.473.440 (EKIV US$ 128.765)

Rp1,529,473,440 (Equiv. US$128,765)
Rp4.556.283.600 (EKIV US$ 383.590)

Rp4,556,283,600 (Equiv. US$383,590)
Rp1.328.916.050 (EKIV US$ 111.880)

Rp1,328,916,050 (Equiv. US$111,880)

331
Struktur Remunerasi Dewan Komisaris 2014
Structure of Board of Commissioners

Remuneration of 2014
Sesuai keputusan RUPS 2014, struktur remunerasi

Komisaris adalah sebagai berikut. Remunerasi Komisaris
Utama adalah sebesar 40% dan 36% bagi anggota Komisaris
lainnya terhadap penghasilan Direktur Utama dengan
komponen remunerasi sebagai berikut:
a) Penghasilan per bulan
b) Penerimaan lain mencakup Tunjangan Hari Raya (THR)
dan insentif akhir tahun
In accordance with GMS decision of 2014, the structure of

Board of Directors remuneration is as follows. The President
Commissioners remuneration is 40% and 36% for members
of Board of Commissioners of the Board of Directors Income
with remuneration components being as follows:
a) Monthly income
b) Other incomes including Religious Holiday Allowance
(THR) and year-end incentives
Berikut tabel perbandingan klasifikasi remunerasi Dewan

Komisaris tahun 2013 dan 2014 sebagai berikut:
Below is the comparative table of classification of BOC

remunerations in 2013 and 2014:
Tabel 6.15 Perbandingan Klasifikasi Remunerasi Dewan Komisaris Tahun 2013 dan 2014
Table 6.15 Comparison of Board of Commissioners Remuneration Classification in 2013 and 2014
Jumlah Remunerasi Dewan Komisaris dalam 1 tahun*)
Amount of BOC remuneration in a year *)
2013
2014
Di atas 2 miliar
Above 2 billion
Diantara 1 miliar s.d, 2 miliar
Between 1 billion to 2 billion
Di bawah 1 miliar
Below 1 billion
4 orang people
4 orang people
Struktur Remunerasi Direksi 2014
Structure of Board of Directors Remuneration

of 2014
Remunerasi Direktur Utama sebesar Rp 86.119.000 per

bulan dan gaji Direktur sebesar 90% dari Gaji Direktur Utama
dengan komponen sebagai berikut:
a) Penghasilan per bulan
b) Penerimaan lain mencakup Tunjangan Hari Raya (THR)
dan insentif akhir tahun
c) Fasilitas-fasilitas lain berupa tunjangan perumahan dan
tunjangan utilities.
President Director Remuneration amounted to Rp86,119,000

per month and Director salary is 90% of President Director
salary with following components:
a) Monthly Income
b) Other incomes including Religious Holiday Allowance
(THR) and year-end incentives
c) Other facilities such as housing allowances and utilities
allowance.
Berikut tabel perbandingan klasifikasi remunerasi Direksi

tahun 2013 dan 2014 sebagai berikut:
Below is the comparative table of classification of BOC

remunerations in 2013 and 2014:
Tabel 6.16 Perbandingan Klasifikasi Remunerasi Direksi Tahun 2013 dan 2014
Table 6.16 Comparison of Board of Directors Remuneration Classification in 2013 and 2014
Jumlah Remunerasi Direksi dalam 1 tahun*)
Amount of BOD remuneration in a year *)
Di atas 2 miliar
Above 2 billion
Diantara 1 miliar s.d, 2 miliar
Between 1 billion to 2 billion
Di bawah 1 miliar
Below 1 billion
2013
2014
4 orang people
4 orang people
332
DIREKSI
BOARD OF DIRECTORS
Direksi bertanggungjawab untuk mengelola dan
menetapkan arah strategis PEPC dan untuk mengelola,
mendayagunakan dan menjaga aset-aset Perusahaan
dengan cara yang sesuai dengan tujuan dan kepentingan
PEPC. Direksi berwenang untuk mewakili Perusahaan di
hadapan pengadilan dan dalam setiap tindakan lainnya;
dan untuk melakukan tindakan dan semua yang dianggap
perlu, yang berkaitan baik dengan pengelolaan maupun
tindakan lain, dalam batas ketentuan yang diatur dalam
Anggaran Dasar Perusahaan. Direksi melaporkan tanggung
jawabnya kepada Dewan Komisaris.
The Board of Directors is responsible for managing and

establishing PEPC's strategic direction and putting in place
as well as safeguarding the assets of the Company in a
manner consistent with the goals and interests of PEPC.
The Board of Directors is authorized to represent the
company in court and in any other action; and to take action
and all that may be deemed necessary, with regard to both
the management and other measures, within the provisions
limits stipulated in the Articles of Association of the
Company. The Board of Directors reports to the Board of
Commissioners.
Direksi juga bertanggung jawab terhadap struktur

pengendalian internal Perusahaan, penerapan manajemen
risiko dan praktik-praktik akuntansi dan pembukuan
Perusahaan sesuai dengan ketentuan yang berlaku,
mengawasi pelaksanaan audit internal serta melakukan
tindak lanjut yang diperlukan sesuai dengan arahan Dewan
Komisaris.
The Board of Directors is also responsible for the Company's

internal control structure, risk management and accounting
practices as well as the Company's bookeeping in
accordance with applicable regulations. BOD is also
responsible for supervising the implementation of internal
audit and performing the necessary follow-up in accordance
with the directives of the Board of Commissioners.
Dalam melaksanakan tugasnya, Direksi bertanggung jawab

kepada RUPS. Pertanggungjawaban Direksi kepada RUPS
merupakan perwujudan akuntabilitas pengelolaan
perusahaan sesuai dengan prinsip-prinsip GCG.
In performing its duties, the Board of Directors is responsible

to the GMS. The Board of Directors' accountability to the
GMS is the embodiment of management accountability in
accordance with the principles of good corporate
governance.

Direksi bertanggungjawab untuk mengelola dan

menetapkan arah strategis PEPC dan untuk
mengelola, mendayagunakan dan menjaga asetaset Perusahaan dengan cara yang sesuai
dengan tujuan dan kepentingan PEPC.
The Board of Directors is responsible for managing and
establishing PEPC's strategic direction and putting in
place as well as safeguarding the assets of the Company
in a manner consistent with the goals and interests of
PEPC.
PEDOMAN KERJA DIREKSI
WORK GUIDELINES OF BOARD OF DIRECTORS

Pedoman Kerja Direksi yang diatur dalam Board Manual
yang merupakan pedoman Direksi dalam menjalankan
peran dan fungsi pengelolaan perusahaan serta mengelola
hubungan dengan Dewan Komisaris. Board Manual disusun
dengan mengacu pada Anggaran Dasar dan perundangundangan yang berlaku yang bertujuan untuk:
1. Menjadi rujukan/pedoman untuk tugas pokok dan fungsi
kerja masing-masing organ
2. Meningkatkan kualitas dan efektivitas hubungan kerja
antar organ
3. Meningkatkan asas-asas GCG yakni, tranparansi,
akuntabilitas, responsibilitas, indepedensi, dan
kewajaran.
Work guidelines of Board of Directors are constituted in

Board Manual which is a guideline of Board of Directors in
carrying out the role and functions of the company
management as well as managing the relationship with the
Board of Commissioners. Board Manual is prepared by
referring to the Articles of Association and applicable
legislation which aim to:
1. Serve as a reference / guidelines for main duties and
work functions of each organ
2. Improve the quality and effectiveness of working
relationships between organs
3. Improve the GCG principles which are transparency,
accountability, responsibility, independency, and fairness.
Pedoman dan Tata Tertib Kerja Direksi yang diatur dalam

Board Manual mencakup:
1. Tugas, Wewenang & Kewajiban Direksi
2. Independensi (Kemandirian) Direksi
3. Etika Jabatan Anggota Direksi
4. Rapat Direksi
5. Mekanisme Pembahasan dan pengambilan Keputusan
Oleh Direksi
6. Evaluasi Kinerja Direksi
7. Organ Pendukung Direksi
Guidelines and Work Charter of Board of Directors set forth

in the Manual include:
1. Board of Directors' Tasks, Authorities and Duties
2. Board of Directors's Independence
3. Position Ethics for members of Board of Directors
4. Board of Directors Meeting
5. Discussion and decision making mechanisms by the
Board of Directors
6. Board of Directors Performance Evaluation
7. Supporting Organs of the Board of Directors
Pada bulan Juli 2014, Board Manual PEPC telah ditinjau

ulang dan disempurnakan serta ditandatangani oleh Direktur
Utama.
In July 2014, the PEPC Board Manual has been reviewed

and improved as well as signed by the President Director.
333
334
DIREKSI
BOARD OF DIRECTORS
PERSYARATAN DIREKSI
REQUIREMENTS FOR THE BOARD OF DIRECTORS

Calon Anggota Direksi PEPC wajib memenuhi persyaratan
kemampuan dan kepatutan sebelum diangkat oleh RUPS
dan ditetapkan sebagai Direksi. Direksi PEPC telah
memenuhi persyaratan kemampuan dan kepatutan
sebagaimana diatur dalam Anggaran Dasar Perusahaan.
Candidate to PEPC Board of Directors membership must

meet the fit and proper requirements before being appointed
by the GMS and appointed as members of BOD. PEPC's
Board of Directors has met the fit and proper requirements
as stipulated in the Articles of Association of the Company.
Alur Pemilihan calon anggota Direksi PEPC :
Flowchart for Selection of candidates for the Board of

Directors:
Gambar 6.7 Alur Pemilihan Calon Anggota Direksi PEPC

Figure 6.7 Flowchart for Selection of candidates for the Board of Directors
DEWAN
KOMISARIS
Menetapkan kriteria
calon anggota Direksi
Establish criteria for
prospective members of
the Board of Directors
DEWAN
KOMISARIS
Melakukan telaah dan/atau

penelitian/pemeriksaan
terhadap calon-calon
Direksi yang diusulkan
Direksi
Conduct study and / or
research / investigation to
Boar of Directors
candidates proposed by
Board of Directors
DEWAN
KOMISARIS
Mengusulkan calon
anggota Dreksi sesuai
dengan kriteria kepada
Pemegang Saham
Propose candidates for
the Board of Directors in
accordance with the
criteria to Shareholders
Persyaratan Kemampuan:
Capability Requirements:
Persyaratan Kepatutan:
Appropriateness Requirements:
Memiliki pengetahuan yang memadai dan relevan

dengan jabatannya;
Memiliki pemahaman tentang peraturan perundangundangan dibidang migas;
Memiliki pengalaman dibidang perbankan dan/atau
bidang lainnya yang relevan dengan jabatannya.
Memiliki akhlak dan moral yang baik;

Tidak pernah melakukan pelanggaran peraturan
perundang-undangan;
Tidak pernah dihukum karena tindak pidana kejahatan;
Tidak pernah dinyatakan pailit berdasarkan keputusan
pengadilan yang mempunyai kekuatan hukum tetap.
Possess adequate and relevant knowledge regarding

to the position;
Possess understanding of the laws and regulations in
the field of oil and gas;
Possess experience in banking and / or other field (s)
relevant to the position.
Possess good character and morals;

Never committed violations of laws and regulations;
Never convicted of a felony;
Never declared bankrupt by court decision that has
permanent legal force.

UJI KEMAMPUAN & KEPATUTAN

FIT AND PROPER TEST
Semua anggota Direksi PEPC dipandang telah memiliki

integritas, kompetensi, reputasi dan pengalaman yang
dibutuhkan dalam menjalankan fungsi dan tugasnya
masing-masing. Selama tahun 2014 terjadi perubahan
komposisi Direksi, dimana posisi Sdr. Mangasi Darma
Gunawan sebagai Direktur Operasi yang berakhir pada 17
Maret 2014 dan digantikan oleh Sdr. Ricardo Perdana
Yudiantoro melalui rapat sirkuler Pemegang Saham PEPC
pada tanggal 14 Agustus 2014.
All members of the Board of Directors are deemed to

possess integrity, competence, reputation and experience
required to carry out respective functions and duties. During
2014 there were changes in the composition of the Board
of Directors as of August 2014, when Mr. Mangasi Darma
Gunawan as Director of Operations was replaced by Mr.
Ricardo Perdana Yudiantoro through a circular meeting of
Shareholders of PT Pertamina EP Cepu on August 14, 2014.
Tabel status uji kemampuan dan kepatutan Direksi yang

menjabat sampai dengan 31 Desember tahun 2014 adalah
sebagai berikut:
Table of fit and proper test status for Board of Directors

who served until December 31, 2014 is as follows:
Tabel 6.17 Status Uji Kemampuan dan Kepatutan Direksi Tahun 2014
Table 6.17 Fit and Proper Test Status of the Board of Directors in 2014
Nama
Name
Jabatan
Position
Status Lulus Uji

Status of Passing
Fit and Proper Test
Penyelenggara Uji
Examiner of
Fit and Proper Test
Lulus Passed
Amril Thaib
Mandailing
Direktur Utama
Amran Anwar
Direktur Pengembangan Development Director
Lulus Passed
Mangasi Darma
Gunawan*
Direktur Operasi
Operation Director
Lulus Passed
Ricardo Perdana
Yudiantoro**
Direktur Operasi
Operation Director
Lulus Passed
Musa Umbas
Lulus Passed
President Director
Seluruh anggota DireksiPEPC telah dinyatakan lulus Uji

Kemampuan dan Kepatutan serta dinyatakan lulus oleh
All members of the BoD of PEPC have passed Fit and

Proper Test and declared pased by PT Pertamina (Persero)
Keterangan:
*
: Berhenti sejak tanggal 17 Maret 2014 Resigned since March 17, 2014
**
: Menjabat sejak 14 Agustus 2014 Serving since August 17, 2014
PENGANGKATAN DAN PEMBERHENTIAN DIREKSI
APPOINTMENT AND DISMISSAL OF BOARD OF DIRECTORS

Pengangkatan dan pemberhentian para Direksi dilakukan
melalui RUPS. Pengangkatan anggota Direksi telah
dilakukan berdasarkan pertimbangan keahlian, integritas,
kepemimpinan, jujur, perilaku baik, dan berdedikasi tinggi
untuk memajukan dan mengembangkan Perseroan serta
persyaratan lainnya berdasarkan ketentuan Fit & Proper
Test dari PT Pertamina (Persero), Undang-undang
Perseroran Terbatas dan ketentuan GCG.
The appointment and dismissal of the Board of Directors

are conducted through the GMS. Appointment of members
of the Board of Directors has been conducted based on the
consideration of expertise, integrity, leadership, honesty,
good behavior, and dedicated to promote and develop the
Company as well as other requirements under the provisions
of the Fit and Proper Test of PT Pertamina (Persero),
Corporate Law and GCG.
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336
DIREKSI
BOARD OF DIRECTORS
Anggota Direksi diangkat dari calon-calon yang diusulkan

oleh Pemegang Saham dan pencalonan tersebut mengikat
bagi RUPS. Masa jabatan anggota Direksi ditetapkan 3
(tiga) tahun dan dapat diangkat kembali untuk 1 (satu) kali
masa jabatan. Sesuai dengan Anggaran Dasar yang dapat
diangkat sebagai anggota Direksi adalah orang
perseorangan yang cakap melakukan perbuatan hukum,
kecuali dalam waktu 5 (lima) tahun sebelum pengangkatan
pernah:
1. Dinyatakan pailit
2. Menjadi anggota Direksi atau anggota Dewan Komisaris
atau anggota Dewan Pengawas yang dinyatakan
bersalah menyebabkan suatu perseroan pailit
3. Dihukum karena melakukan tindakan pidana yang
merugikan keuangan Negara dan/atau yang berkaitan
dengan sector keuangan.
Members of the Board of Directors are appointed from

candidates proposed by shareholders and such candidacy
is binding for the GMS. Tenure of members of Board of
Director is three (3) years and may be reappointed for 1
(one) term. In accordance with the Articles of Association,
those eligible to be appointed as a member of the Board of
Directors refers to individuals who are legally competent,
except if within 5 (five) years prior to the appointment
he/she has ever been:
1. Declared bankrupt
2. A member of a Board of Directors or Board of
Commissioners or members of a Supervisory Board
who is found guilty of causing a company's bankruptcy
3. Convicted due to criminal acts that harm the State's
financial and / or relating to the financial sector.
Adapun untuk jabatan anggota Direksi berakhir apabila:
As for the post of member of the Board of Directors shall

end if:
1. The term of office has ended
2. Resignation
3. Passed away
4. Dismissed by GMS decisions based on reason of:
1.
2.
3.
4.
Masa jabatan berakhir

Mengundurkan diri
Meninggal dunia
Diberhentikan berdasarkan keputusan RUPS
berdasarkan alasan:
a. Tidak dapat memenuhi kewajibannya yang telah
d i s e p a k a t i d a l a m k o n t r a k m a j a n a je m e n
b. Tidak dapat melaksanakan tugasnya dengan baik
c. Tidak lagi memenuhi persyaratan dan/atau
melanggar ketentuan Anggatan Dasar dan/atau
peraturan perundang-undangan yang berlaku
d. Terlibat dalam tindakan yang merugikan Perseroan
dan/atau Negara
e. Dinyatakan bersalah berdasarkan putusan
pengadilan yang mempunyai kekuatan hukum tetap
a. Unable to meet its obligations as agreed in

management contract
b. Unable to perform their job properly
c. Unable to meet the requirements and/or he/she
violates the provisions of Article of Association and/
or applicable regulations
d. Engage in actions that harm the Company and/or
the State
e. Declared guilty by a court decision having permanent
legal force
Pemberhentian sementara seorang atau lebih anggota

Direksi juga dapat dilakukan jika yang bersangkutan diduga
telah melakukan tindakan yang bertentangan dengan
Anggaran Dasar Perusahaan. Selain itu yang bersangkutan
juga diduga melalaikan kewajibannya atau terdapat alasan
yang mendesak bagi Perusahaan, termasuk apabila anggota
Direksi yang bersangkutan mendapatkan hukuman pidana
yang telah berkekuatan hukum dengan hukuman tidak lebih
dari 1 (satu) tahun
Temporary dismissal of one or more members of the Board

of Directors may also be conducted if such member is
alleged to have committed acts contrary to the Articles of
Association of the Company. In addition, he/she is also
suspected of dereliction of duty or there is a compelling
reason for the Company, including when such members of
the Board of Directors receive criminal conviction which
has the legal force and effect with a sentence of not more
than 1 (one) year.
Pemberhentian sementara anggota Direksi harus memenuhi

syarat-syarat sebagai berikut :
Komisaris dengan suara terbanyak setiap waktu berhak
memberhentikan untuk sementara waktu seorang atau
lebih anggota Direksi, apabila mereka bertindak
bertentangan dengan Anggaran Dasar ini atau terdapat
indikasi melakukan kerugian Perusahaan atau
melalaikan kewajibannya atau terdapat alasan
mendesak bagi Perusahaan dan diberitahukan secara
tertulis kepada yang bersangkutan dan Pemegang
Saham disertai alasan yang menyebabkan tindakan
tersebut;
Temporary dismissal of members of the Board of Directors

shall meet the following requirements:
Board of Commissioner with the most votes at all times
has the right to temporarily dismiss one or more
members of the Board of Directors, if they act contrary
to Article of Association or there are indications of
harming the Company or neglecting their obligations
or there are compelling reasons for the Company which
shall be notified in written form to such member and
Shareholders with reasons for such actions;

Pemberhentian tersebut disampaikan dalam waktu

paling lambat 2 (dua) hari setelah ditetapkannya
pemberhentian sementara tersebut.
Dalam waktu 30 (tiga puluh) hari setelah pemberhentian
sementara dimaksud, Komisaris diwajibkan untuk
memanggil RUPS yang akan memutuskan apakah
anggota Direksi yang bersangkutan akan diberhentikan
seterusnya atau dikembalikan kepada kedudukannya,
sedangkan yang diberhentikan sementara itu diberi
kesempatan untuk hadir dan membela diri.
Dalam hal RUPS tidak diadakan dalam waktu 30 (tiga
puluh) hari setelah pemberhentian sementara itu, maka
pemberhentian sementara itu batal demi hukum.
Dismissal is submitted within the period of 2 (two) days

after the enactment of temporary dismissal.
Within 30 (thirty) days after temporary dismissal, Board
of Commissioners is required to call a GMS to decide
whether such member of the Board of Directors will be
discharged or reinstated to his/her position, while a
temporary dismissed member is given the opportunity
to present and defend him/herself.
If the GMS is not held within 30 (thirty) days after the
temporary dismissal, such temporary dismissal is null
and void.
JUMLAH DAN KOMPOSISI DIREKSI
THE NUMBER AND COMPOSITION OF BOARD OF DIRECTORS

Untuk susunan Direksi, terdapat perubahan berdasarkan
Keputusan Pemegang Saham Secara Sirkuler tanggal 14
Agustus 2014, Pemegang Saham telah memberhentikan
Direksi lama dan mengangkat Direksi baru. Sampai dengan
Desember 2014 Direkis PEPC berjumlah 4 (empat) orang.
Dengan demikian susunan Direksi Perusahaan dapat dilihat
pada tabel sebagai berikut:
For the composition of Board of Directors, there is a change

based on the Decision of Shareholders in the Circular dated
August 14, 2014, Shareholders have dismissed the previous
Board of Directors and appointed a new Board of Directors.
Up to December 2014 PEPC's Board of Directors consist
of 4 (four) people. Thus the composition of Board of
Directorsis given in the following table:
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DIREKSI
BOARD OF DIRECTORS
Tabel 6.18 Komposisi Direksi PEPC Tahun 2014 Table 6.18 Composition of PEPC Board of Directors in 2014
Nama
Name
Jabatan
Position
Dasar Pengangkatan
Basis of Appointment
Jabatan Lain
di Luar Perusahaan
Other position
outside of the Company
Amril Thaib
Mandailing
Direktur Utama
President Director
Akta Pernyataan Keputusan Shareholders Deed No 60 Dated

Pemegang Saham Nomor June 2010
60 tanggal 24 Juni 2010
Tidak ada None
Amran Anwar
Direktur
Pengembangan
RUPS Pengangkatan Pj.

dari PT Pertamina (Persero)
tanggal 25 September 2013
dan Akta Penetapan
PEPC No 17 tanggal 28
September 2013.
GMS Appointment of Director of

Operation of PT Pertamina
(Persero) and Appointment Deed
of PEPC's Director of
Development No 17 dated
September 28, 2013
Tidak ada None
Ricardo Perdana
Yudiantoro
Direktur Operasi
Operation Director
Keputusan Pemegang
Saham Secara Sirkuler
tentang pengangkatan
Direktur Operasi tanggal
14 Agustus 2014
Shareholders' Decision in the

Circular of PT Pertamina EP
Cepu on Appointment of Director
of Operation dated August 14,
2014
Tidak ada None
Musa Umbas

Business Support
Director
Akta Pernyataan Keputusan

Pemegang Saham secara
Sirkuler tanggal 6 dan
11Desember 2014, tentang
Penetapan Sdr. Musa
Umbas sebagai PJ. Direktur
Bisnis Support.
Shareholders Deed in the

Circular dated December 6 and
11, 2014 on Appointment of Mr.
Musa Umbas as Director of
Business Support
Tidak ada None
TUGAS DAN TANGGUNG JAWAB DIREKSI
DUTIES AND RESPONSIBILITIES OF THE BOARD OF DIRECTORS

Sesuai dengan Anggaran Dasar, Direksi bertugas
menjalankan segala tindakan yang berkaitan dengan
pengurusan Perusahaan untuk kepentinga Perusahaan dan
sesuai dengan maksud dan tujuan Perusahaan serta
mewakili Perusahaan baik di dalam maupun di luar
pengadilan tentang segala hal dan segala kejadian dengan
pembatasan-pembatasan sebagaimana diatur dalam
peraturan perundang-undangan yang berlaku, Anggaran
Dasar dan Keputusan RUPS.
In accordance with the Articles of Association, the Board

of Directors is in charge of conducting all actions relating
to the management for Company's Interest and in
accordance with the purposes and objectives as well as
representing the Company both before and outside the
court regarding all issues and events with the limitation as
set forth in applicable regulations, Articles of Association
and decisions of Shareholders.
Kedudukan masing-masing anggota Direksi termasuk

Direktur Utama adalah setara, dengan tugas Direktur Utama
adalah mengkoordinasikan kegiatan Direksi. Tindakan yang
dilakukan oleh anggota Direksi di luar yang diputuskan oleh
Rapat Direksi menjadi tanggung jawab pribadi yang
bersangkutan sampai dengan tindakan dimaksud disetujui
oleh rapat Direksi.
Position of each member of the Board of Directors including

the President Director is equal where the task of the
President Director is to coordinate the activities of Board
of Directors. Actions taken by the members of the Board
of Directors outside of what is decided by the Board of
Directors Meeting will be the responsibility of said member
until such action is approved by the Board of Directors
meeting.
Deskripsi tugas, wewenang dan kewajiban Direksi

selengkapnya dapat dilihat pada uraian berikut.
Description of duties, authorities and obligations of the

Board of Directors are given below.

Tugas pokok Direksi
The Main tasks the Board of Directors
1. Melaksanakan pengurusan Perusahaan sesuai untuk

kepentingan dan tujuan Perusahaan;
2. Memelihara dan mengurus kekayaan Perusahaan;
3. Mewakili Perusahaan di dalam maupun di luar
Pengadilan serta melakukan segala tindakan dan
perbuatan baik mengenai pengurusan maupun
mengenai pemilikan kekayaan Perusahaan serta
mengikat Perusahaan dengan pihak lain dan/atau pihak
lain dengan Perusahaan.
1. Carry out the management of the Company appropriate

to the interests and objectives of the Company;
2. Maintain and manage the assets of the Company;
3. Represent the Company before and outside the court
and perform all acts and deeds regarding both the
management and ownership of the assets of the
Company and binding the Company to other party(-ies)
and / or other parties to the Company.
Wewenang Direksi
Authority of Board of Directors
Dalam melaksanakan tugas pokok tersebut di atas, Direksi

secara kolegial melalui Rapat Direksi berwenang untuk:
In carrying out basic tasks mentioned above, the Board of

Directors collegially through Board of Directors meetings
is vested with the authority to:
1. Establish the vision, mission and strategy of the
Company;
2. Propose Company management requiring the approval
of the Board of Commissioners and / or requiring a
written response to the Board of Commissioner and the
approval of GMS and implement it in accordance with
the provisions set out in the Articles of Association, by
the Agreement of Board of Commissioners as well as
by the decision of the GMS.
3. Facilitate to achieve indicator of financial aspects,
operational aspects and administrative aspects used
as assessment basis of Company soundness level in
accordance with the agreements set out in the GMS
with approval of RKAP;
1. Menetapkan visi,misi dan strategi Perusahaan;

2. Mengajukan usulan pengelolaan Perusahaan yang
memerlukan persetujuan Komisaris dan/atau
memerlukan tanggapan tertulis Komisaris dan
Persetujuan RUPS serta melaksanakannya sesuai
ketentuan yang di atur dalam Anggaran Dasar,
Persetujuan Komisaris serta Keputusan RUPS.
3. Mengupayakan tercapainya sasaran indikator aspek
keuangan, aspek operasional dan aspek administrasi
yang digunakan sebagai dasar penilaian tingkat
kesehatan Perusahaan sesuai dengan kesepakatan
kinerja yang telah ditetapkan dalam RUPS Persetujuan
RKAP;
4. Menetapkan sasaran kinerja serta evaluasi kinerja
Perusahaan, Direktorat, Unit operasi dan unit usaha
melalui mekanisme organisasi Perusahaan serta
sasaran kinerja serta evaluasi kinerja anak perusahaan
termasuk rencana strategis dan kebijakan dividen anak
perusahaan melalui mekanisme organ anak perusahaan
sesuai ketentuan yang berlaku bagi anak perusahaan;
5. Menetapkan usulan dan perubahan Rencana jangka
Panjang dan rencana kerja dan Anggaran Persero sesuai
ketentuan yang berlaku;
6. Menetapkan persetujuan proyek investasi sesuai
kewenangan Direksi, memantau dan melakukan koreksi
terhadap pelaksanaannya.
7. Menetapkan kegiatan kerjasama atau kontrak dengan
nilai kontrak atau penggunaan/perolehan aset yang
melebihi kewenangan Direktur seperti yang diatur dalam
kebijakan keuangan;
8. Menetapkan struktur organisasi dan penetapan pejabat
Perusahaan sampai jenjang tertentu yang di atur melalui
ketetapan Direksi.
4. Establish performance target and evaluating the

Company's performance, the Directorate, operating
units and business units through the mechanism of the
Company organizational and performance goals, and
performance evaluation of subsidiaries including
strategic plans and subsidiary dividend policy through
a subsidiary organ of the mechanism according to the
provisions applicable to subsidiaries
5. Establish proposals and changes in longterm plan and
RKAP in accordance with the applicable regulations;
6. Establish investment project approval in accordance
with authority of Board of Directors, monitor and make
corrections to its implementation.
7. Establish cooperation activities or contracts with a
contract value or the use / acquisition of assets
exceeding Board of Directors' authority as set out in the
financial policies;
8. Establish organizational structure and determination
of certain Company officers up to a certain level which
is set forth by determination of the Board of Directors;
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DIREKSI
BOARD OF DIRECTORS
Kewajiban Direksi
Obligations of the Board of Directors
1. Mencurahkan tenaga, pikiran dan perhatian secara

penuh kepada tugas, kewajiban dan pencapaian tujuan
Perseroan
2. Menyiapkan rancangan RJPP yang merupakan rencana
strategis yang memuat sasaran dan tujuan Perseroan
yang hendak dicapai dalam jangka waktu 5 (lima) tahun,
yang telah ditandatangani bersama dengan Dewan
Komisaris disampaikan kepada RUPS untuk
mendapatkan pengesahan
3. Menyiapkan rancangan RKAP Perseroan yang
merupakan penjabaran tahunan dari RJPP Perseroan
dan selanjutnya disampaikan kepada RUPS untu
4. Mengadakan dan memelihara pembukuan dan
administrasi Perseroan sesuai kelaziman yang berlaku
bagi suatu Perseroan
5. Dalam waktu 6 (enam) bulan setelah tahun buku
Perseroan ditutup, menyampaikan Laporan Tahunan
Tadan Laporan Manajemen yang telah ditandatangani
oleh Direksi dan Dewan Komisaris kepada RUPS untuk
6. Menyusun system akuntansi sesuai Standar Akuntansi
Keuangan dan berdasarkan prinsip-prinsip pengendalian
intern, terutama fungsi verifikasi, pencatatan, pelaporan
penyimpanan dan pengawasan.
7. Memberikan pertanggung jawaban dan segala
keterangan tentang keadaan jalannya Perseroan berupa
laporan kegiatan Perseroan termasuk laporan keuangan
baik dalam bentuk laporan tahunan meupun dalam
bentuk laporan berkala menurut cara dan waktu yang
ditentukan serta setiap kali diminta oleh RUPS.
1. Fully devote energy, thought and attention to the tasks,

obligations and achievement of Company objectives
Adapun pembagian tugas dan tanggung jawab masingmasing anggota Direksi ditetapkan berdasarkan
kesepakatan internal sebagai berikut:
The division of tasks and responsibilities of each member

of the Board of Directors is determined based on the internal
agreement as follows:
2. Draft the Company's Long Term Plan which is a strategic

plan setting forth the goals and objectives of the
Company to be achieved within a 5 (five)-year period,
which is signed along with the Board of Commissioners
to be submitted to GMS for approval
3. Draw up the RKAP which is an annual elaboration of
Company's Long Term Plan and subsequently submitted
to the GMS for approval
4. Establish and maintain bookkeeping and administration
of the Company in accordance with applicable standards
for a Company.
5. Within six (6) months after the Company fiscal year
closure, submit the Annual Report and Management
Report signed by the Board of Directors and the Board
of Commissioners to the GMS for approval
6. Establish an accounting system in accordance with
Financial Accounting standard and based on internal
control principles, especially the function of verification,
recording, reporting, storage and monitoring.
7. Provide accountability and all information about the
state of Company performance in the form of reports
on Company's activities including financial statements
in the form of an annual report or periodic reports in the
manner and time specified and whenever requested by
GMS.

DIREKTUR
UTAMA
PRESIDENT
DIRECTOR
1. Menetapkan rencana strategis dan

anggaran perusahaan jangka
menengah dan panjang;
2. M e n g a r a h k a n d a n m e m a n t a u
implementasi rencana strategis PEPC;
3. Membina kemitraan secara strategis
dengan MCL dalam mengelola blok
migas;
4. Bertindak sebagai OpCom Chairman
Block Cepu;
5. M e m a s t i k a n k a p a b i l i t a s d a n
kompetensi SDM PEPC sesuai dengan
standard dan kebutuhan baik saat ini
maupun jangka panjang;
6. Berkoordinasi dengan ESDM, SKK
Migas, PEMDA, Pertamina Korporat,
MCL dan pihak eksternal lainnya dalam
mendukung pengelolaan kegiatan
PEPC;
7. M em a s t i k a n p r og r a m C S R d i
implementasikan
DIREKTUR
OPERASI
OPERATION
DIRECTOR

anggaran operasi jangka menengah
dan panjang;
implementasi rencana strategis
operasi;
3. Membina kemitraan secara stratejik
dengan MCL dalam mengelola kegiatan
operasi produksi baik blok minyak
maupun gas;
4. Menyusun rencana optimalisasi
produksi dan efisiensi;
5. Memastikan seluruh SDM pelaksana
operasi dan produksi memiliki
kapablitas dan kompetensi sesuai
standard dan kebutuhan, sehingga
kegiatan operasi dapat berjalan dengan
optimal;
mendukung pengelolaan kegiatan
operasi produksi PEPC;
7. Memastikan seluruh kegiatan operasi
produksi sesuai dengan ketentuan/
standard HSSE.
1. Establish company medium and longterm strategic plans and budgets;

2. Direct and monitor the implementation
of PEPC's strategic plan;
3. Foster strategic partnerships with MCL
in managing oil and gas blocks;
4. Act as OpCom Chairman of Cepu Block;
5. Ensure capability and competence of
PEPC HR in accordance with the
current and long-term standards and
interest;
6. Work in coordination with the Ministry
of Energy and Mineral Resources, SKK
Migas, local governments, Corporate
Pertamina, MCL and other external
parties in support of the management
of PEPC activities;
7. E n s u r e C S R p r o g r a m s a r e
implemented.
1. Establish medium and long term

strategic plans and operating budgets;
of the strategic plan of operation;
3. Foster strategic partnership with MCL
in managing production operations
both oil and gas blocks;
4. Compile Production optimization and
efficiency plan;
5. Ensur e all HR operatives and
production per sonnel pos sess
capabilities and competence in
accordance with standards and
requirements, so that operations can
run optimally;
6. Coordinate with the Ministry of Energy
and Mineral Resources, SKK Migas,
l oc a l g ov er n m en ts , C or po r a t e
parties in supporting the management
of PEPC production operations;
7. Ensure all production operations are in
accordance with the provisions/HSSE
standards.
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342
DIREKSI
BOARD OF DIRECTORS
DIREKTUR
PENGEMBANGAN
DEVELOPMENT
DIRECTOR

anggar an Development jangka
menengah dan panjang;
implementasi rencana strategis
dibidang engineering, pengembangan
proyek serta new venture;
3. Membina kemitraan secara strategis
dengan MCL dalam mengelola kegiatan
pengelolaan proyek pada tahap
pengembangan baik pada blok minyak
maupun gas;
4. Menyusun rencana peningkatan
efisiensi dalam hal perancangan dan
pengembangan;
5. Memastikan seluruh SDM di selurh
direktorat Development memiliki
kapabilitas dan kompetensi sesuai
kebutuhan serta standard industri;
mendukung kegiatan pengembangan/
engineering (EPC);
7. M em a s t i ka n s e lu r u h k eg i a t a n
pengembangan sesuai dengan
ketentuan/standard HSSE;
DIREKTUR
BISNIS SUPPORT
BUSINESS SUPPORT
DIRECTOR
1. Menetapkan rencana strategis (jangka

panjang) Fungsi General Affairs, yang
meliputi fungsi Human Capital, General
Services, Gas Marketing, dan Keuangan;
2. Merencanakan, mengarahkan dan
mengendalikan seluruh kegiatan
pendukung operasional bisnis, dan
memastikan selaras dengan rencana
strategis perusahaan;
3. Memastikan kebutuan perusahaan atas
tenaga kerja terpenuhi dengan baik dan
tepat waktu;
4. Memastikan anggaran perusahaan
terkendali dengan baik, sehingga
kegiatan operasional perusahaan dapat
berjalan dengan lancar;
5. Memastikan kebutuhan perusahaan
atas barang dan jasa terpenuhi dengan
baik sesuai dengan kebijakan dan
ketentuan perusahaan yang berlaku;
6. Mengarahkan kegiatan gas marketing
d a l a m m e nc a p a i t a r g e t y a ng
ditetapkan, serta memastikan selaras
dengan rencana bisnis perusahaan.
1. Establish medium and long term

strategic plans and Development
budgets;
of the strategic plan in engineering,
project development and new venture;
3. Foster strategic partnership with MCL
in managing project management
activities in development phase both
oil and gas blocks;
4. Compile efficiency improvement plan
in pla nni ng and developm ent;
5. Ensure HR in all development
directorates possess capabilities and
competence in accordance with
industry requirements and standards;
6. Coordinate with the Ministry of Energy
and Mineral Resources, SKK Migas,
l oc a l g ov er n m en ts , C or po r a t e
parties in supporting development/
engineering activities (EPC);
7. Ensure all development operations are
in accordance with the provisions/
HSSE standards.
1. Establish strategic plans (long-term) of

the Directorate of General Affairs, which
includes the field of Human Capital,
General Services, and Finance;
2. Plan, direct and control all business
operations supporting activities, and
ensure compliance with the strategic
plan of the company;
3. Ensure company's needs for manpower
are met properly and on time;
4. Ensure the company's budget is
properly controlled, so that the
company operations can run smoothly;
5. Ensure the company's needs for goods
and services are properly met in
accordance with the applicable
company policies and the provisions;
6. Direct the gas marketing activities in
achieving the targets stipulated, as well
as ensure compliance with the
company business plan.

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INDEPENDENSI DIREKSI
INDEPENDENCY OF THE BOARD OF DIRECTORS

Sampai dengan Desember 2014 Seluruh Direksi bersifat
independen dan tidak ada hubungan keluarga sampai
derajat kedua, baik menurut garis lurus maupun ke samping
dan juga hubungan keuangan dengan Pemegang Saham
Pengendali, sesama anggota Direksi, dan anggota Dewan
Komisaris. Seluruh anggota Direksi PEPC tidak merangkap
jabatan baik sebagai Dewan Komisaris atau anggota Direksi
pada PT Pertamina (Persero) maupun perusahaan lainnya.
Up to December 2014 Board of Directors is independent

and not related to the second degree, either vertically or
horizontally and not financially related with controlling
shareholders, fellow members of the Board of Directors,
nor with a member of the Board of Commissioners. All
members of the Board of Directors do not hold concurrent
position either as the Board of Commissioners or Board of
Directors of PT Pertamina (Persero) and in other companies.
HUBUNGAN KELUARGA DAN KEUANGAN DIREKSI
FAMILY RELATION AND FINANCIAL RELATION OF BOARD OF DIRECTORS

Selama Tahun 2014, seluruh anggota Direksi PEPC tidak
memiliki hubungan afiliasi, mencakup hubungan keluarga,
hubungan keuangan serta kepengurusan dan kepemilikan
saham di perusahaan lain dengan sesama anggota Direksi,
Dewan Komisaris dan Pemegang Saham Utama. Hubungan
keluarga dan keuangan antara anggota Direksi dengan
sesama anggota Direksi dan/atau anggota Dewan
Komisaris serta Pemegang Saham Perusahaan periode
tahun 2014 sebagai berikut:
During 2014, none of the PEPC's member of Board of

Directors have any affiliate relationship, including family
relationships, financial and management relationship, and
ownership of shares in other companies with fellow
members of the Board of Directors, Board of Commissioners
and the Main Shareholders. The family and financial
relationship between members of the Board of Directors
with fellow members of the Board of Directors and/or
members of the Board of Commissioners as well as the
Company's Shareholders in period of 2014 are as follows:
Tabel 6.19 Hubungan Keluarga dan Keuangan Direksi Tahun 2014

Table 6.19 Family Relation and Financial Relation of Board of Directors in 2014
Hubungan Keluarga dengan
Family Relationship with
Nama
Name
Dewan Komisaris
Board of
Commissioners
Ya
Yes
Tidak
No
Direksi
Board of Directors
Ya
Yes
Tidak
No
Pemegang Saham
Shareholders
Ya
Yes
Kepengurusan dan Kepemilikan Saham

pada Perusahaan Lain
Shares Management and Ownership
in other Companies
Hubungan Keuangan Dengan

Financial Relationship with
Tidak
No
Dewan Komisaris
Board of
Commissioners
Ya
Yes
Tidak
No
Direksi
Board of Directors
Ya
Yes
Tidak
No
Pemegang Saham
Shareholders
Ya
Yes
Tidak
No
Dewan Komisaris
Board of
Commissioners
Ya
Yes
Tidak
No
Direksi
Board of Directors
Ya
Yes
Tidak
No
Pemegang Saham
Shareholders
Ya
Yes
Amril Thaib
Mandailing
Amran
Anwar
Ricardo
Perdana
Yudiantoro
Musa Umbas
Selama tahun 2014, seluruh anggota Direksi PEPC tidak

memiliki hubungan Keluarga, Keuangan, Kepengurusan
dan kepemilikan saham di perusahaan lain
During 2014, members of Board of Directors of PEPC did

not have Family Relationship, Financial Relationship,
Managerial and ownership of shares in other companies
Tidak
No
344
DIREKSI
BOARD OF DIRECTORS
46
Selama tahun 2014, Direksi telah menyelenggarakan

46 kali rapat yang terdiri dari rapat internal, rapat
gabungan dengan manajemen.
During 2014, Board of Directors held 46 meetings
consisting of internal meetings, joint meetings with
management.
RAPAT DIREKSI
BOARD OF DIRECTORS MEETING

Dalam Board Manual PEPC telah mengatur tentang rapat
Direksi, yaitu Rapat Direksi diadakan setiap kali dan setiap
bulan apabila dianggap perlu oleh seorang atau lebih
anggota Direksi atau atas permintaan tertulis dari seorang
atau lebih anggota Dewan Komisaris atau Pemegang
Saham yang memiliki jumlah saham terbesar dengan
menyebutkan hal-hal akan dibicarakan ditempat kedudukan
Perseroan atau tempat kegiatan usaha Perseroan atau
ditempat wilayah Republik Indonesia yang ditetapkan oleh
Direksi.
The PEPC Board Manual regulates the Board of Directors

meeting, that is, the Board of Directors meetings may be
held any time and every month if deemed necessary by
one or more members of the Board of Directors, or upon
written request of one or more members of the Board of
Directors or shareholders who own majority shares by
mentioning the matters to discuss in Company location or
the Company's place of business or somewhere within the
territory of the Republic of Indonesia which is determined
by the Board of Directors.
Keputusan Rapat Direksi diambil berdasarkan musyawarah

untuk mufakat. Dalam hal keputusan musyawarah mufakat
tidak tercapai maka keputusan diambil berdasarkan
pemungutan suara setuju terbanyak. Apabila jumlah suara
yang setuju dan yang tidak setuju sama banyaknya, maka
Pimpinan Rapat yang menentukan dengan tetap
memperhatikan ketentuan mengenai pertanggungjawaban
sebagaimana yang diatur dalam Anggaran Dasar.
Board of Directors Meeting decisions are taken by

deliberation. In the event that consensus is not reached,
then decision is taken by majority vote. If the number of
affirmative and negative votes is equal, then the Meeting's
Chairman's decision will prevail, giving due regard to the
provisions on accountability as stipulated in the Articles of
Association.
Direksi dapat juga mengambil keputusan yang sah dan

mengikat tanpa mengadakan Rapat Direksi, dengan
ketentuan bahwa seluruh anggota Direksi telah memberikan
persetujuan atas usul yang diajukan secara tertulis serta
menandatangani persetujuan tersebut. Keputusan yang
diambil mempunyai kekuatan yang sama dengan keputusan
melalui rapat formal.
Board of Directors can also take valid and binding decisions

without holding a Board of Directors Meeting, provided that
all members of Board of Directors have approved the
proposal submitted in writing and signed the agreement.
The decision taken has the same power as a decision made
in a formal meeting.
Selama tahun 2014, Direksi telah menyelenggarakan 46

kali rapat yang terdiri dari rapat internal, rapat gabungan
dengan manajemen. berikut tingkat kehadiran anggota
Direksi dalam rapat internal dan manajemen sampai dengan
Desember 2014:
During 2014, Board of Directors held 46 meetings consisting

of internal meetings, joint meetings with management. The
following is attendance level of the members of Board of
Directors in internal and management meetings up to
December 2014:

Tabel 6.20 Kehadiran Direksi Dalam Rapat Internal dan Manajemen Desember 2014
Table 6.20 Board of Directors Presence in Internal and Managerial Meetings in December 2014
Nama
Name
Jumlah Rapat
Number of Meeting
Kehadiran
Attendance
46
37
80,43%
Amran Anwar
46
35
76,09%
Mangasi Darma Gunawan*
10
10
100,00%
Ricardo Perdana Yudiantoro**
15
14
93,33%
Musa Umbas
46
38
82,61%
Keterangan:
* : Berhenti sejak tanggal 17 maret 2014
** : Menjabat sejak 14 Agustus 2014
% Kehadiran
% Attendance
Remarks:
* : Resigned since March 17, 2014
** : Serving since August 17, 2014
Adapun agenda yang dibahas dalam rapat Direksi

diantaranya dapat dilihat pada table berikut:
The agenda items discussed in the Board of Directors

meeting are given in the following table:
Tabel 6.21 Agenda Rapat Direksi Tahun 2014 Tabel 6.21 Agenda Rapat Direksi Tahun 2014
Tanggal
Date
Agenda Pembahasan
Agenda
10 Februari 2014
February 10, 2014
Kontrak award dan pelaksanaan pekerjaan FEED

proyek pengembangan gas lapangan Unitisasi
Jambaran-Tiung Biru yang diperkirakan dilakukan
mulai akhir bulan April 2014.
Contract award and execution of FEED field gas

development of Jambaran-Tiung Biru unitization project
which was expected to be conducted from the end of
the month of April 2014.
13 Maret 2014
March 13, 2014
Menindaklanjuti hasil rapat dengan SPV SPOE

Direktorat Hulu tanggal 28 Maret 2014
Following up the results of the meeting with the SPV

SPOE of Upstream Directorate on March 28, 2014
30 Mei 2014
May 30, 2014
Persetujuan POD Lapangan Tiung Biru-Jambaran

dan Cendana, Wilayah Kerja Cepu dan Wilayah Kerja
Pertamina. Persetujuan penunjukan pemenang
Pengadaan 'Front End Engineering Design (FEED)
untuk proyek pengembangan Gas Lapangan
Unitisasi Jambaran-Tiung Biru
POD approval of Tiung Biru-Jambaran and Cendana

Field, Cepu and Pertamina Work Area. Approval of the
appointment of the Procurement winning bidder for"Front
End Engineering Design (FEED)" for Gas Field
development ofJambaran-Tiung Biru unitization project
20 Juni 2014
June 20, 2014
Revisi RKAP 2014, Jambaran-Tiung Biru dengan

SKK Migas
RKAP 2014 Revision, Jambaran-Tiung Biru with the

Activities
14 Juli 2014
July 14, 2014
Penetapan lokasi pembangunan jalur pipa, fasilitas

pengolahan jalur pipa, tapak sumur dan jalan akses
proyek Jambaran-Tiung Biru di kabupaten
Bojonegoro Propinsi Jawa Timur
Determination of pipelines location, pipelines processing

facilities, well pad and access roads to Jambaran -Tiung
Biru project in Bojonegoro regency, East Java
24 Juli 2014
July 24, 2014
Usulan Pengangkatan Pekerja Waktu Tidak Tertentu

(PWTT) dan Pekerja Waktu Tertentu (PWT)
Proposed Appointment of indefinite-term employees

(PWTT) and definite term employees (PWT)
20 Agustus 2014
August 20, 2014
Program fasilitas kendaraan (Car Facility

Program/CFP) untuk pejabat PEPC
Vehicle facilities Program (Car Facility Program / CFP)

for PEPC officials
5 September 2014
September 5, 2014
Usulan pengambilan dan pengelolaan lapangan

Balun
Proposal of retrieval and management of Balun field
13 November 2014
November 13, 2014
Usulan Pembelajaran dan pengelolaan WKP

Gunting
Proposal of Learning and management of Gunting Mining

ConcessionZ Area
23 Desember 2014
December 23, 2014
Pedoman pengelolaan kendaraan ringan

penumpang Pertamina; Efektivitas dan efisiensi
biaya operasi yang tidak berdampak pada kegiatan
operasi; Efisiensi dan penghematan biaya
operasional BUMN
Guidelines for the management of light passenger

vehicles of Pertamina; Effectivity and efficiency of
operating costs which have no impact on operations;
Efficiency and savings of operational cost of SOEs
345
346
DIREKSI
BOARD OF DIRECTORS
Keputusan yang diambil dalam rapat Direksi PEPC telah

rapat Direksi. Risalah rapat di tandangani oleh ketua rapat
dan didistribusikan kepada semua anggota Direksi yang
menghadiri rapat maupun tidak. Perbedaan pendapat
(disenting opinion) yang terjadi dalam rapat akan
dicantumkan dalam risalah rapat disertai alasan mengenai
perbedaan pendapat.
The decisions taken in PEPC Board of Directors meeting

have been recorded and documented in the minutes of
Board of Directors meetings. Minutes of meetings are
signed by the meeting chairman and distributed to all
members of Board of Directors whether or not they attended.
Dissenting opinion that occurs in the meeting will be included
in the minutes of the meeting along with the reasons of
dissent.
RENCANA RAPAT DIREKSI TAHUN 2014
MEETING PLAN OF BOARD OF DIRECTORS IN 2014

Rencana Rapat Direksi telah diprogramkan akan meeting
management yang wajib dihadiri oleh para Direksi dengan
seluruh manager yang diadakan rutin setiap satu kali dalam
seminggu dan Monthly Report yang dihadiri para Direksi,
seluruh Manager dan PEPC Personnel yang ada di MCL,
GKBI yang diadakan rutin sebanyak 1 kali dalam 1 bulan
dengan fokus pembahasan antara lain:
1. Pertemuan rutin Direksi internal yang dilaksanakan 1
setiap minggu;
2. Pertemuan rutin Direksi dan Dewan Komisaris yang
dilaksanakan setiap bulan;
3. Performance Dialogue yang dilaksanakan triwulanan;
4. Management Walk Through yang dilaksanakan triwulanan.
The Board of Directors Meeting has been programmed in

management meeting which shall be attended by the Board
of Directors with all managers and held regularly once in a
week as well as Monthly Report attended the Board of
Directors, all Managers and PEPC Personnel in MCL, at
GKBI which is held regularly once in 1 month focusing on:
1. Regular meeting of internal BOD which is held once a
week;
2. Regular meeting of BOD - BOC which is held every month;
3. Performance Dialogue which is held quarterly;
4. Management Walk Through which is held quarterly

KEPUTUSAN-KEPUTUSAN DIREKSI TAHUN 2014

DECISIONS OF THE BOARD OF DIRECTORS IN 2014
TO SECRETARY OF THE BOARD OF DIRECTORS
Selama Tahun 2014 anggota Direksi telah mengeluarkan
berbagai keputusan berupa Surat Keputusan Direksi dan
Surat Edaran Direksi, yang diantaranya adalah sebagai
berikut:
1. Income Gross Up
2. Tunjangan Penyesuaian Remunerasi Direksi PEPC
3. Kebijakan Perusahaan Terhadap Pengelolaan Media
Informasi & Pemberlakuan atas SK. Direksi PT.
Pertamina (persero) No. Kpts-032/C0000/2009-S0
di Lingkungan PT Pertamina EP Cepu
4. Pembayaran Bonus Pekerja yang Merupakan Bagian
dari Laba Perusahaan Tahun 2013
5. Pelimpahan Kewenangan Perusahaan
6. Tim Pengembangan / Pengelolaan Website & Intranet
7. Pembayaran Panjar Insentif Tahun 2014 Bantuan
Biaya Anak Sekolah
8. Tunjangan Penyesuaian Remunerasi Direksi PEPC
9. Kenaikan Upah Tetap/Base Salary sebagai Salary
Increase Tahun 2014
10. Tunjangan Hari Raya Keagamaan (THRK) dan
Bantuan Hari Raya Tahun 2014
11. Panjar Insentif Tahun 2014 Pencapaian Produksi EPF
30.000 BOPD dan 1st Runner Up Annual Pertamina
Subsidiary Award 2014 serta CIP Award 2014
12. Kenaikan Golongan Upah Internal dan Penyesuaian
Upah Tetap/Base Salary
13. Pengangkatan Pekerja Waktu Tidak Tertentu
14. Panjar Insentif Tahun 2014 Pencapaian Early Oil
Expansion
15. Penetapan Upah Pekerja Perbantuan PT Pertamina
(Persero) di PEPC
16. Panjar Insentif Tahun 2014 Hari Ulang Tahun
17. Pengurus BAPOR PEPC Motor Club (PEPC MC)
18. Jam Kerja selama Bulan Ramadhan Libur dan Cuti
Bersama Idul Fitri 1435 H
19. Medical Check Up Berkala
20. Revisi TKO Perjalanan Dalam & Luar Negeri
(B-001/CP3110/2013-S0)
During 2014, members of Board of Directors have issued

a number of decisions in the form of Decrees of Board of
Directors and the Board of Directors Circulars as follows:
1. Income Gross Up
2. Adjustment Allowance of PEPC Board of Directors
Remuneration
3. Corporate Policy for Information Media Management
& Enforcement on Decree of Board of Directors of PT.
Pertamina (Persero) No. Kpts-032 / C0000 / 2009S0 in PT Pertamina EP Cepu Environment
4. Employees Bonus payment which is a part of the
Company Profit In 2013
5. Company Delegation of Authority
6. Development / Management Website and Intranet
Team of PT Pertamina EP Cepu
7. Incentives Advances payment of 2014 for Children
scholarship
8. Adjustment Allowance of PEPC Board of Directors
Remuneration
9. Increase in Fixed Wages / Base Salary as Salary
Increase of 2014
10. Religious holiday allowance (THRK) and Religious
Holiday Assistance in 2014
11. Incentives Advance payment of 2014 for EPF
Production Achievement of 30,000 BOPD and 1st
Runner Up Annual 2014 Pertamina Subsidiary Award
and CIP Award 2014
12. The increase in Internal Wage and Fixed salary
Adjustment / Base Salary
13. Appointment of indefinite-term employees
14. Incentives Advances payment 2014 for Early Oil
Expansion Achievement
15. Determination of Wages for PT Pertamina (Persero)
Secondees in PEPC
16. Advance payment Incentives 2014 for Anniversary of
17. Vanguard Board of PEPC Board Motorcycle Club (MC
PEPC)
18. Work hours during Ramadhan, holiday off and
collective leave Eid Fitri 1435 H
19. Periodic Medical Check Up
20. Revision of Organizational Work Procedure for
Domestic and Abroad travel (B-001/CP3110/2013S0)
347
348
DIREKSI
BOARD OF DIRECTORS
ASSESSMENT DIREKSI
ASSESSMENT OF BOARD OF DIRECTORS

Pada tahun 2014 PEPC bekerjasama dengan BPKP untuk
melakukan assessment GCG, termasuk Aspek governance
yang terkait dengan Direksi dinilai berdasarkan 13 indikator,
yaitu:
1. Direksi memiliki program pengenalan dan pelatihan/
pembelajaran serta melaksanakan program tersebut
secara berkelanjutan;
2. Direksi melakukan pembagian tugas/fungsi, wewenang
dan tanggung jawab secara jelas;
3. Direksi menyusun perencanaan perusahaan;
4. Direksi berperan dalam pemenuhan target kinerja
perusahaan;
5. Direksi melaksanakan pengendalian operasional dan
keuangan terhadap implementasi rencana dan
kebijakan perusahaan;
6. Direksi melaksanakan pengurusan perusahaan sesuai
dengan peraturan perundang-undangan yang berlaku
dan anggaran dasar;
7. Direksi melakukan hubungan yang bernilai tambah
bagi perusahaan dan stakeholders;
8. Direksi memonitor dan mengelola potensi benturan
kepentingan anggota Direksi dan manajemen di bawah
Direksi;
9. Direksi memastikan perusahaan melaksanakan
keterbukaan informasi dan komunikasi sesuai peraturan
perundang-undangan yang berlaku dan penyampaian
informasi kepada Dewan Komisaris/Dewan Pengawas
dan Pemegang Saham tepat waktu;
10. Direksi menyelenggarakan rapat Direksi dan menghadiri
Rapat Dewan Komisaris sesuai dengan ketentuan
perundang-undangan;
11. Direksi wajib menyelenggarakan pengawasan intern
yang berkualitas dan efektif;
12. Direksi menyelenggarakan fungsi sekretaris perusahaan
yang berkualitas dan efektif; dan
13. Direksi menyelenggarakan RUPS Tahunan dan RUPS
lainnya sesuai peraturan perundang-undangan
In 2014 PEPC cooperated with the Finance and Development

Supervisory Agency for assessing GCG, including the
governance aspects related to Board of Directors, which
were assessed based on 13 indicators, namely:
1. Board of Directors has introductory programs and
training/learning and also implemented such programs
on an ongoing basis;
2. Board of Directors conducts distribution of
tasks/functions, powers and responsibilities clearly;
3. Board of Directors establishes planning company;
4. Board of Directors plays a role in meeting the company's
performance targets;
5. Board of Directors implements the operational and
financial control over the implementation of plans and
policies of the company;
6. Board of Directors implements the management of the
company in accordance with the applicable legislation
and the articles of association;
7. Board of Directors engages relationships which have
value-added for the company and stakeholders;
8. Board of Directors monitors and manages potential
conflicts of interests of members of BOD and
management under BOD;
9. Board of Directors ensures the company implements
a ppropr ia te disclosure of infor mation and
communications in accordance with applicable
regulations as well as timely delivers the information
to BOC / Supervisory Board and Shareholders;
10. Board of Directors holds Board of Directors meetings
and attends Board of Commissioners meetings in
a ccordance with the statutor y provisions;
11. Board of Directors shall hold quality and effective
internal control;
12. Board of Directors organize qualified and effective
corporate secretary functions; and
13. Board of Directors holds Annual General Meeting and
General Meeting of Shareholders in accordance with
legislation

28,438
Assessment yang dilakukan terhadap penerapan ke-13 indikator
dengan 44 parameter tersebut menghasilkan skor 28,438 dari skor
maksimum 35 atau 81,25%.
Assessment conducted on the application of the 13 indicators
with 44 parameters resulted in a score of 28.438 out of a maximum
score of 35 or 81.25%.
12. Direksi menyelenggarakan fungsi sekretaris perusahaan

yang berkualitas dan efektif; dan
13. Direksi menyelenggarakan RUPS Tahunan dan RUPS
12. Board of Directors organize qualified and effective

corporate secretary functions; and
13. Board of Directors holds Annual General Meeting and
legislation
Assessment yang dilakukan terhadap penerapan ke-13

indikator dengan 44 parameter tersebut menghasilkan skor
28,438 dari skor maksimum 35 atau 81,25%.
Assessment conducted on the application of the 13

indicators with 44 parameters resulted in a score of 28.438
out of a maximum score of 35 or 81.25%.
Indikator yang dinilai sudah baik, terlihat dalam pelaksanaan

praktik sebagai berikut:
1) Direksi melakukan pembagian tugas/fungsi, wewenang
dan tanggung jawab secara jelas
2) Direksi menyusun perencanaan perusahaan
3) Direksi melaksanakan pengendalian operasional dan
keuangan terhadap implementasi rencana dan
kebijakan perusahaan
4) Direksi melaksanakan pengurusan perusahaan sesuai
dengan peraturan perundang-undangan yang berlaku
dan anggaran dasar
5) Direksi melakukan hubungan yang bernilai tambah
bagi perusahaan dan stakeholders
6) Direksi memonitor dan mengelola potensi benturan
kepentingan anggota Direksi dan manajemen di bawah
Direksi
7) Direksi memastikan perusahaan melaksanakan
keterbukaan informasi dan komunikasi sesuai peraturan
perundang-undangan yang berlaku dan penyampaian
informasi kepada Dewan Komisaris/Dewan Pengawas
dan Pemegang Saham tepat waktu
8) Direksi wajib menyelenggarakan pengawasan intern
yang berkualitas dan efektif
9) Direksi menyelenggarakan RUPS Tahunan dan RUPS
The Indicators showed good results, as evidenced in the

implementation of the following practices:
1) Board of Directors conducts distribution of tasks /
functions, powers and responsibilities clearly
2) Board of Directors establishes planning company
3) Board of Directors implements the operational and
financial control over the implementation of the plan
and company policies
4) Board of Directors implements the company's
management in accordance with the applicable
legislation and the articles of association
5) Board of Directors engages in relationships which have
the value-added for the company and stakeholders
6) Board of Directors monitors and manages potential
conflicts of interest of members of Board of Directors
and management under Board of Directors
7) Board of Directors ensures the company implements
appropr ia te disclosure of infor mation and
communications in accordance with applicable
regulations as well as timely delivers the information
to BOC / Supervisory Board and Shareholders;
8) Board of Directors shall hold quality and effective
internal control
9) Board of Directors holds Annual General Meeting and
legislation
349
350
DIREKSI
BOARD OF DIRECTORS
PENILAIAN KINERJA DIREKSI TAHUN 2014
PERFORMANCE ASSESSMENT OF BOARD OF DIRECTORS IN 2014

Penilaian kinerja Direksi dilakukan oleh Dewan Komisaris
dan Pemegang Saham dengan melibatkan seluruh
perangkat Dewan Komisaris. Penilaian dilakukan
berdasarkan Laporan Pertanggungjawaban Dewan
Komisaris dan Direksi yang disampaikan pada forum RUPS
tahunan.
Performance assessment of the Board of Directors is

conducted by the Board of Commissioners and
Shareholders by involving all BOC organs. Assessment is
conducted based on Accountability report of Board of
Commissioners and Board of Directors presented at the
AGM forum.
Hasil penilaian kinerja Direksi dikaitkan dengan hasil

pencapaian kinerja perusahaan secara keseluruhan. Dengan
di terimanya laporan pertanggungjawaban atas Laporan
Keuangan Tahunan maka RUPS memberikan pelunasan
pembebasan tanggung jawab (acquit et decharge) untuk
tahun buku bersangkutan. Hasil penilaian kinerja Direksi ini
akan berimplikasi terhadap remunerasi Direksi. Berikut
mekanisme penilaian kinerja kolegial Direksi maupun
individu Direksi:
The performance assessment results of Board of Directors

are associated with achievement of overall company's
performance. Accepting the accountability report on the
Annual Financial Statements constitutes a release and
discharge by the GMS (acquit et decharge) for the financial
year concerned. Performance assessment results of Board
of Directors will have implications on the remuneration of
Board of Directors. Following is the collegial and individual
performance assessment mechanism of Board of Directors:
Gambar 6.8 Alur Mekanisme Penilaian Kinerja Kolegial Direksi maupun Individu Direksi
Figure 6.8 Flow of Collegial and Individual Board of Directors Performance Assessment Mechanism
DEWAN
KOMISARIS
DEWAN
KOMISARIS
RUPS
GMS
Menelaah kriteria dan target

penilaian kinerja dan indikator
kinerja utama yang tercakup
dalam Kontrak Manajemen
Direksi secara kolegial dan
cascading ke individu Direksi
Membandingkan target
dengan realisasi
pencapaiannya Direksi
berdasarkan telaahan kriteria,
target serta indikator Kontrak
Manajemen dan capaian
masing-masing Direksi
Menyampaikan hasil penilaian

kinerja Direksi secara kolegial
dan individu kepada RUPS
dalam laporan tugas
pengawasan Dewan Komisaris
secara semesteran dan
tahunan
Mengusulkan remunerasi
(termasuk tunjangan) dan
insentif/tantiem bagi Direksi
sesuai dengan formula yang
sudah ditetapkan Pemegang
Saham
Reviewing the performance

assessment criteria and
targets as well as key
performance indicators
included in the Contract of
Board of Directors
Management collegially and
cascading to the Board of
Directors members
Comparing the target with the
realization of Board of
Directors achievement based
on the research criteria,
targets and performance
indicators of the
Management Contract and
the respective Board of
Directors achievement
Presenting the results of

performance evaluation of
Board of Directors collegially
and individually to the GMS in
the Board of Commissioners
Supervisory report quarterly
and annually
Proposing remuneration
(including benefits) and
incentives / bonuses for Board
of Directors in accordance with
a formula stipulated by
Shareholders
Menetapkan remunerasi
(termasuk tunjangan) dan
insentif/tantiem bagi
Direksi
Determine remuneration
(including benefits) and
incentives / bonuses for
Board of Directors

Parameter penilaian kinerja Direksi antara lain:

1. Penyusunan rencana strategis Perusahaan secara
akurat;
2. Pemenuhan target kinerja yang ditetapkan;
3. Pengendalian operasional dan keuangan terhadap
implementasi rencana dan kebijakan Perusahaan;
4. Pengurusan Perusahaan sesuai dengan peraturan
perundang-undangan yang berlaku dan Anggaran Dasar;
5. Menjalin hubungan yang bernilai tambah bagi
Perusahaan dan stakeholders sesuai ketentuan
peraturan GCG;
6. Pengelolaan potensi benturan kepentingan Anggota
Dir eks i da n m a na jemen di ba wa h D ir eks i;
7. Pelaksanaan fungsi pengawasan intern yang berkualitas;
8. Pelaksanaan fungsi Sekretaris Perusahaan secara efektif
dan berkualitas.
Parameters of Performance assessment of Board of

Directors include:
1. Preparation of the Company's strategic plan accurately;
2. Fulfillment of specified performance targets;
3. Opera tional and fina ncial control over the
implementation of Company's plans and policies;
4. Management of the Company in accordance with
applicable legislation and the Articles of Association;
5. Engage in relationships which have added value for the
company and stakeholders in accordance with the GCG
rules;
6. Management of potential conflicts of interest of
members of the Board of Directors and management
under Board of Directors;
7. Implementation of quality internal control function;
8. Implementation of effective and quality Corporate
Secretary function.
KEBIJAKAN SUKSESI DIREKSI
SUCCESSION POLICY OF BOARD OF DIRECTORS

Dalam rangka mempersiapkan regenerasi kepemimpinan
di masa yang akan datang, PEPC secara internal memiliki
program yaitu didakan pelatihan atau aktivitas terkait bidang
manajemen, strategi bisnis, perencanaan strategis, analisis
risiko dan potensi bisnis, analisis kinerja operasional dan
keuangan serta berbagai program sejenis lainnya yang
dapat menunjang keberhasilan Perusahaan.
In order to prepare the leadership regeneration in the future,

PEPC internally organizes training programs or activities
that relate to the field of management, business strategy,
strategic planning, risk analysis and business potential,
analysis of operational and financial performance as well
as a variety of other similar programs that can support
company's success.
Disamping itu Kebijakan suksesi Direksi dilakukan sesuai

dengan ketentuan yang ditetapkan pada Anggaran Dasar
dan Board Manual Perusahaan.
In addition, Board of Directors succession policy is

conducted in accordance with the provisions set forth in
the Articles of Association of the Company and in the Board
Manual.
351
352
DIREKSI
BOARD OF DIRECTORS
PENGEMBANGAN KOMPETENSI DIREKSI TAHUN 2014

COMPETENCE DEVELOPMENT BOARD OF DIRECTORS IN 2014
Selama tahun 2014 Direksi telah melakukan berbagai
pengembangan kompetensi Dalam rangka meningkatkan
wawasan dan kompetensi dengan isu terkini, PEPC
memfasilitasi Direksi untuk mengikuti program
pengembangan kompetensi berupa pelatihan, seminar,
benchmark. Berikut kegiatan pelatihan, seminar dan
benchmark anggota Direksi Selama tahun 2014:
During 2014 Board of Directors has conducted various

competence development In order to improve the knowledge
and competence with the latest issues, PEPC facilitated
Board of Directors to attend competence development in
the form of training programs, seminars, benchmark.
Following are trainings, seminars and benchmarks attended
by members of Board of Directors during 2014:
Tabel 6.22 Kegiatan Pelatihan Seminar dan Benchmark Annggota Direksi Tahun 2014
Table 6.22 Following are training, seminars and benchmarks attended by members of Board of Directors in 2014
No.
Nama
Name
Amran Anwar
Jenis Pelatihan / Seminar/ Benchmark

Type of Training /Seminar /Benchmark
Dalam Negeri:
Kunjungan Dinas ke Pertamina EP Region
Jawa
Kunjungan ke Bupati Tuban dan Field Visit
Kunjungan ke WK Cepu bersama SKKMigas
dan MCL
Kunjungan ke Pangdam Barawijaya dan
Dangrup 2 Solo
Site Visit Pabrikasi EPC-3
Menghadiri Undangan Rakor Permasalahan
Pipanisasi MCL di Polres Tuban Jatim
Menghadiri Undangan Raker Bisnis Gas
Pertamina di Novotel Hotel Bogor
Menghadiri Undangan Kunjungan Kerja
Menteri Koordinator Perekonomian RI
Pertemuan dengan Kepala Dinas ESDM
Provinsi Jateng
Menghadiri Und Kunjungan Wapres RI ke
Proyek BU
Domestic:
Office Visit to Pertamina EP Java Region
visit to Regent of Tuban and Field Visit
Visit to the WK Cepu with Special Task Force
for Upstream Oil and Gas Business Activities
and MCL
Visit to Territorial Military Commander of
Brawijaya dan and Group Commander 2 Solo
Site Visit to EPC 3 Fabrication
Attending coordination meetings of MCL
Pipeline issue in Tuban Resort Police in East
Java
Attending Work Meeting on Pertamina Gas
Business at Novotel Bogor
Attending Working Visit of Coordinating Minister
for Economic Affairs
Meeting with Head of Department of Energy
and Mineral Resources of Central Java Province
Attending Vice President of Republic of
Indonesia visit to BU Projects
Luar Negeri:
Invitation Second Meeting P&ID and HAZOP
in Jacobs Engineering Leiden Netherlands
Menghadiri Undangan Offshore Technology
Centre (OTC) 2014
Upacara Penamaan FSO Gagak Rimang
Manufaktur Peralatan Migas RBT dan Valve
World Exhibition
Abroad:
Second Meeting Invitation P & ID and HAZOP
in Jacobs Engineering Leiden, the Netherlands
Attending Invitation of Offshore Technology
Centre (OTC) 2014
Naming Ceremony of FSO Gagak Rimang
RBT Oil and Gas Equipment Manufacture and
Valve World Exhibition
Dalam Negeri:
Top Team Meeting & Workshop Realisasi
RKAP 2013 & Target RKAP 2014
Workshop Project Manajemen Dir. Hulu
Pertamina
Rapat Split 60 40 dengan SKK Migas dan
Ditjen Anggaran
Diskusi Pemasaran Gas JTB Proyek Blok
Cepu
Site Visit ke Proyek Pengembangan
Lapangan BU & ADK
Pembahasan Tindak Lanjut Roadmap
Rapat Evaluasi Kinerja Pemb. Sumur
Pengembangan Banyu Urip
Drilling Tech. Forum 2014 Pertamina &
Workshop KLH, SKK Migas
Menghadiri Workshop II Pertamina
Upstream Project Dev. Way
Menghadiri Workshop III PUDW & Kunjungan
Wapres RI ke Lap. Banyu Urip
Domestic:
Top Team Meeting & Workshop of RKAP
Realization 2013 & RKAP Target 2014
Management Project Workshop on Pertamina
Upstream Directorate.
60:40 Split Meeting with the Special Task Force
for Upstream Oil and Gas Business Activities
and DG of Budget
JTB Gas Marketing Discussion of Cepu Project
Site Visit to Field Development Project BU & ADK
Follow-up Discussion on Roadmap
Performance Evaluation Meeting of Development
Construction wells of Banyu Urip
Drilling Tech. Pertamina 2014 Forum & Workshop
KLH, Special Task Force for Upstream Oil and
Gas Business Activities
Attending Workshop II Pertamina Upstream
Project Dev. Way
Attend Workshop III PUDW and visit by the Vice
President of RI to Banyu Urip Field

No.
Nama
Name
Jenis Pelatihan / Seminar/ Benchmark

Type of Training /Seminar /Benchmark
Luar Negeri:
Invitation Second Meeting P&ID and HAZOP
in Jacobs Engineering Leiden Netherlands
Mangasi Darma
Gunawan*
Ricardo Perdana
Yudiantoro**
Musa Umbas
S it e Vi si t Schlu mb er ger di Du bai

Upacara Penamaan FSO Gagak Rimang
Abroad:
Invitation Second Meeting P & ID and
HAZOP in Jacobs Engineering Leiden, the
Netherlands
Visit Schlumberger Site in Dubai
Naming Ceremony of FSO Gagak Rimang
Monthly Upstream Top Team Meeting,

Workshop Realisasi RKAP 2013 dan Target
RKAP 2015
Pembahasan RKAP 2014 PEPC ADK
Rapat Evaluasi Kegiatan Pengembangan
Pemboran Sumur Lap BU
Monthly Upstream Top Team Meeting,

Workshop on Realization of RKAP 2013 and
RKAP Target 2015
Discussion of RKAP 2014 PEPC ADK
Evaluation Meeting of Well Drilling
Op e ra t i o n s D e vel o p m en t L a p BU
Top Team Meeting & Workshop Realisasi

RK AP 2013 & Target RKAP 2014
Management Walk Through PEPC BU,
PT GLN & ADK
Workshop Cepu Blok Lapangan JambaranTiung Biru (JTB)
Split Meeting dengan SKK Migas dan Ditjen
Anggaran
Keterangan:
*
: Berhenti sejak tanggal 17 maret 2014
**
: Menjabat sejak 14 Agustus 2014
Top Team Meeting & Workshop on Realization

of RKAP 2013 & RKAP Target 2014
Management Walk Through at PEPC BU,
PT GLN & ADK
Workshop Cepu Block Jambaran Tiung Biru
(JTB) Field
Split Meeting with Special Task Force for
Upstream Oil and Gas Business Activities and
DG of Budget
Remarks:
*
: Resigned since March 17, 2014
**
: Serving since August 17, 2014
353
354
CORPORATE SECRETARY
DASAR ACUAN
BASIS OF REFERENCE
Sekretaris Perusahaan memiliki posisi strategis untuk
memastikan kepatuhan dan administrasi pengambilan
keputusan, serta melakukan fungsi komunikasi korporat
dalam rangka membangun goodwill perusahaan. Kebijakan
/ Regulator yang menjadi acuan bagi pembentukan dan
pelaksanaan Sekretaris Perusahaan, antara lain:
1. Keputusan Ketua BAPEPAM IX.I.4 No: Kep-63/PM/1996
tentang Pembentukan Sekretaris Perusahaan.
2. Peraturan Menteri Negara BUMN No: PER-01/MBU/2011
tentang Penerapan Tata Kelola Perusahaan Yang Baik
(Good Corporate Governance) pada Badan Usaha Milik
Negara, sebagaimana telah diubah dengan PER09/MBU/2012.
The Corporate Secretary has a strategic position to ensure

decision-making compliance and administration, as well
as to conduct corporate communications function in order
to establish corporate goodwill.The Policy/Regulators that
become reference for the establishment and implementation
of Corporate Secretary are:
1. Decree of the Chairman of Capital Market Supervisory
BoardIX.I.4 No. Kep-63/PM/1996 on the Establishment
of the Corporate Secretary.
2. Regulation of Minister of State Owned Enterprises No.
PER-01/MBU/2011 on Implementation of Good
Corporate Governance (GCG) in the State-Owned
Enterprises, as amended by PER-09/MBU/2012.

355
PEDOMAN KERJA SEKRETARIS PERUSAHAAN

WORK GUIDELINES OF CORPORATE SECRETARY
Dalam melaksanakan tugasnya, Sekretaris Perusahaan telah
dilengkapi pedoman kerja yang disebut dengan Job Description
Fungsi Corporate Secretary yang mengatur tugas Sekretaris
Perusahaan yang secara umum adalah untuk menyusun
strategi dan kebijakan Corporate Secretary, meliputi kegiatan
kepatuhan, pencitraan, CSR, dan Corporate Affairs termasuk
legal; memastikan implementasi dilaksanakan sesuai dan
selaras dengan rencana strategi bisnis perusahaan (jangka
pendek maupun panjang), guna menjaga/ meningkatkan
reputasi dan citra perusahaan yang sudah baik. Selain itu,
tugas dan tanggung jawab Sekretaris Perusahaan juga
mengacu pada Board Manual Perusahaan.
In performing its duties, Corporate Secretary is equipped

with work guidelines called Job Description of Corporate
Secretary Function governing Corporate Secretary's duties
which in general are to develop Corporate Secretary's
strategies and policies, including compliance activities, imagebuilding, CSR, and Corporate Affairs, including legal affairs;
to ensure that implementations are carried out in accordance
and in line with the Company's business strategy plan (short
and long term), and to maintain/improve Company's good
reputation and image. In addition, Corporate Secretary's
duties and responsibilities also refer to Company's Board
Manual.
Gambar 6.9 Struktur Organisasi Sekretaris Perusahaan Figure 6.9 Organizational Structure of Corporate Secretary
CORPORATE
SECRETARY
Compliance
Manager
System &
Procedure
Education &
Prevention
Head
Legal
Enforcement
Filling & Archive

Management
Senior Legal
Contract
PGA &
Relation Manager
Senior Legal
Counsel
PGA
Superintendent
Junior Legal
Contract
Junior Legal
Counsel
Government
Relation
Officer
Staff Legal
Contract
Staff Legal
Counsel
Community
Media Relation
Officer
Dalam struktur organisasi Perusahaan, Sekretaris Perusahaan

bertanggung jawab langsung kepada Direktur Utama. Dalam
menjalankan fungsinya, Sekretaris Perusahaan mencakup
Fungsi Legal, PGA & Relation dan Compliance.
Relation
Superintendent
Socioeconomic
Officer
CSR
Supervisor
CSR
Officer
In the Company organizational structure, the Corporate

Secretary is directly responsible to the President Director. In
carrying out its functions, the Corporate Secretary includes
Legal Function, PGA & Relations and Compliance Function.
PROFIL PJS. SEKRETARIS PERUSAHAAN
PROFILE OF AD INTERIM CORPORATE SECRETARY

Sekretaris Perusahaan PEPC ditetapkan Berdasarkan
Persetujuan Dewan Komisaris dan Dewan Direksi
PT Pertamina EP Cepu tentang Struktur Organisasi
(2013-2015) PT Pertamina EP Cepu, Surat Keputusan
Direktur Utama PT Pertamina (Persero) Nomor :
012/CP0000/2014-S0 tanggal 15 April 2014 perihal Struktur
Organisasi Direksi PT Pertamina EP Cepu Periode 2013 2015, saat ini dijabat sementara oleh Sdr. Toto Triantoro
yang bertanggung jawab langsung kepada Direktur Utama.
PEPC's Company Secretary, based on Approval of Board

of Commissioners and Board of Directors of PT Pertamina
EP Cepu on Organizational Structure (2013-2015) of PT
Pertamina EP Cepu, Decree of President Director of PT
Pertamina (Persero) No: 012/CP0000/2014-S0 dated April
15, 2014 Organizational Structure of Board of Directors of
PT Pertamina EP Cepu period 2013 - 2015, is currently held
temporarily by Mr. Toto Triantoro who is directly responsible
to the President Director.
356
CORPORATE SECRETARY
Berikut profil ringkas Pjs. Sekretaris Perusahaan PEPC:
TOTO TRIANTORO
Following is brief profile of PEPC's Act. Corporate Secretary:
Lahir di Jakarta 17 Juni 1965
Born in Jakarta on June 17, 1965
Pendidikan: Memperoleh gelar Sarjana Hukum dari

Universitas Indonesia (1988), dan S2 Manajemen
Keuangan dari Universitas Gadjah Mada (1999).
Education: Earned his law degree from University

of Indonesia (1988), and Master Degree in Financial
Management from Gadjah Mada University (1999).
Training yang diikuti: Mengikuti berbagai training

dan pelatihan baik di dalam maupun luar negeri
seperti Gas Safety Inspector-Cirebon (2013),
Workshop HSE Online Reporting System Enchanced
(HORSE) Fungsi Operasi-Pertamina Learning Center
(2012), Seminar Sinergi Bisnis BUMN-Anak
Perusahaan BUMN (2011), Workshop Upskill CSMSSurabaya (2010), Workshop Job Description & Job
Evaluation - Bandung (2010), ExxonMobil
Fundamentals of Safety (EMFOS) Course - Jakarta
(2009), Mastering Project & Contract ManagementAmsterdam (2009), High Intermediate Business
English Communication Skill Program - Jakarta
(2009), Outstanding Effort & Dedication CPO/BTPO
Unit Internal Assessment (UIA) - Cepu (2009), Unit
Internal Assessment - Cepu (2009), 40 Hours High
Intermediate Business English Communication Skill Jakarta (2008), TOEIC - Jakarta (2008), Quality
Sourcing & Strategic Procurement Forum-Tokyo
Japan (2007), Contract Risk Management in
Upstream Oil & Gas (3470) (2006), Seminar Change
Management (2006), Pelatihan dan Sertifikasi
Panitia Pengadaan Barang dan Jasa Angkatan I Banten (2006) dan lain sebagainya.
Attended trainings: He attended various trainings

and workshop both domestic and abroad such as
the Gas Safety Inspector-Cirebon (2013), Workshop
HSE Online Reporting System Enhanced (HORSE)
of Operation Function-Pertamina Learning Center
(2012), SOE's Business Synergy Seminar- SOE's
Subsidiary (2011 ), Up skill CSMS Workshop Surabaya (2010), Job Description and Job
Evaluation Workshop - Bandung (2010), ExxonMobil
Fundamentals of Safety (EMFOS) Course - Jakarta
(2009), Mastering Project & Contract ManagementAmsterdam (2009), High Intermediate Business
English Communication Skill Program - Jakarta
(2009), Outstanding Effort and Dedication
CPO/BTPO of Internal Assessment Unit (UIA) - Cepu
(2009), Internal Assessment Unit - Cepu (2009), 40
Hours High Intermediate Business English
Communication Skill - Jakarta ( 2008), TOEIC Jakarta (2008), Quality Sourcing &Strategic
Procurement Forum-Tokyo Japan (2007), Contract
Risk Management in Upstream Oil & Gas (3470)
(2006), Change Management Seminar (2006),
Training and Certification of Procurement Goods
and Services Committee Group I - Banten (2006)
and others.
Perjalanan Karir: Memimpin Fungsi Sekretaris

Perusahaan sejak 10 Maret 2014 berdasarkan Surat
Penunjukan Pejabat Pengganti Sementara No.
SP3S-017/CP0000/2014-S8. Sebelumnya beliau
pernah berkarir di PT Pertamina EP Cepu-Kantor
Pusat sebagai Deputy Operation Support
Superintendent (2008-2010), Manager Support
Operation (2010-2013) dan General Service Manager
(2013-2014).
Career: Chairing Corporate Secretary Function since

March 10, 2014 based on appointment letter on
Ad Interim Officials No. SP3S-017/CP0000/2014S8. Previously, he served in PT Pertamina EP Cepu
Head Office as Deputy Operations Support
Superintendent (2008-2010), Support Operations
Manager (2010-2013) and General Service Manager
(2013-2014).
TUGAS DAN TANGGUNG JAWAB SEKRETARIS PERUSAHAAN

DUTIES AND RESPONSIBILITIES OF CORPORATE SECRETARY
Dalam melaksanakan tugasnya, Sekretaris Perusahaan
memiliki Pedoman Kerja sebagaimana diatur dalam Uraian
Jabatan Sekretaris Perusahaan yang disahkan oleh Direktur
Utama pada tanggal 15 April 2014, sebagai berikut:
1) Mengkoordinasikan dan merumuskan kebijakan dan
saasaran strategis di fungsi Legal, PGA & Relation dan
Compliance untuk mendukung pencapaian visi, misi dan
strategi jangka panjang perusahaan,
2) Menetapkan program kerja di fungsi Legal, PGA & Relation
dan Compliance untuk memstikan tersedianya arahan
dan pedoman bagi pengendalian seluruh aktivitas Legal,
PGA & Relation dan Compliance sesuai dengan strategi
yang telah ditentukan,
In performing his duties, the Corporate Secretary has Work

Guidelines as set out in the Position Description for Company
Secretary endorsed by the President Director on April 15,
2014, as follows:
1) Coordinate and formulate strategic policies and target
in Legal function, PGA & Relations and Compliance to
support the achievement of Company's long-term vision,
mission and strategy,
2) Establish work program in Legal function, PGA &
Relations and Compliance to ensure availability of
directives and guidelines for controlling all Legal, PGA &
Relations Function and Compliance Function activities
in accordance with a predetermined strategy,

3)
4)
5)
6)
7)
8)
9)
Menetapkan, mengkoordinasikan dan mengendalikan

pengelolaan dan pembinaan hubungan dengan instansi
Pemerintah dan instansi lainnya untuk memastikan
adanya hubungan kerja yang bersinergi dalam
menunjang pelaksanaan operasional perusahaan,
pengelolaan dan pembinaan hubungan & pembinaan
hubungan dengan BOC dan Pemegang Saham untuk
menyelaraskan peran dan tanggung jawab masingmasing (BOD sebagai executor & BOC sebagai
pengawas) bagi pencapaian tujuan perusahaan,
kegiatan sebagai fasilitator BOD untuk memastikan
komunikasi yang efektif antara BOD dan seluruh Fungsi
di perusahaan,
kegiatan bidang hukum untuk memastikan bahwa
kegiatan perusahaan telah memperhitungkan aspek
resiko, aspek hukum dan tersedianya perlindungan
hukum terhadap pekerja dan seluruh kegiatan PEPC,
kegiatan kehumasan termasuk didalamnya kegiatan
Corporate Social Responsibility (CSR) untuk
mendapatkan dukungan stakeholder terhadap kegiatan
operasional perusahaan serta terbangunnya citra
perusahaan,
kegiatan Good Corporate Governance (GCG) di lingkungan
PEPC serta kegiatan kesekretariatan di lingkungan
Direksi dan Perseroan terkait RUPS, Risalah Rapat,
Company Profile dan Annual Report,
kegiatan Multimedia dan strategi Komunikasi yang
efektif serta interaksi dengan berbagai Komunitas dan
Lembaga Swadaya Masyarakat.
3)
4)
5)
6)
7)
8)
9)
Establish,coordinate and control management and

development of relationships with government
institutions and other institutions to ensure synergic
work relationship in supporting implementation of the
Company's operations,
Establish, coordinate and control management and
development of relationships as well as relationship
development with BOC and shareholders to adjusttheir
respective roles and responsibilities (BOD as the
executor and BOC as the supervisor) to achieve
Corporate goals,
Establish, coordinate and control activities as a BOD
facilitator to ensure effective communication between
BOD and allfunctions in the Company,
Establish, coordinate and control activities in Legal
field to ensure that Company's activities have
considered the risk aspect, legal aspect and availability
of legal protection foremployees and all PEPC's
activities,
Establish, coordinate and control public relations
activities including Corporate Social Responsibility
(CSR) to secure stakeholders' support for the company's
operations as well as establishingCompany's image,
Establish, coordinate and control activities of Good

Corporate Governance (GCG) in PEPC and secretarial
activities in Board of Directors and Company related
to GMS, Minutes of Meeting, Company Profile and
Annual Report,
Establish, coordinate and control activities of
Multimedia and effective communication strategies
as well as interaction with various Communities and
NGOs.
PENILAIAN DAN KEGIATAN SEKRETARIS PERUSAHAAN DI TAHUN 2014

ASSESSMENT AND ACTIVITIES OF CORPORATE SECRETARY IN 2014
Penilaian kerja Sekretaris Perusahaan dilakukan oleh Direktur
Utama dengan berdasarkan pelaksanaan tugas Sekretaris
Perusahaan berdasarkan ketercapaian program kerja
pelaksanaan tugas Sekretaris Perusahaan. Capaian tugas
Sekretaris Perusahaan selama tahun 2014 telah mencapai
target Perusahaan sesuai dengan rencana kerja yang
disusun.
Performance assessment of Corporate Secretary is

conducted by Board of Director based on Corporate
Secretary's work implementation, achievement of Corporate
Secretary' work program implementation. Corporate
Secretary's duties during 2014 have achieved Company's
targets in accordance with predetermined work plan.
Selama tahun 2014, Sekretaris Perusahaan telah melakukan

kegiatan dan menyampaikan Laporan Sekretaris
Perusahaan sesuai dengan tugas tanggung jawabnya yang
meliputi:
During 2014, Corporate Secretary has conducted several

activities and submitted Corporate Secretary reports in
accordance with its duties and responsibilities including:
357
358
CORPORATE SECRETARY
1)
2)
3)
4)
5)
6)
7)
8)
9)
10)
11)
12)
13)
14)
15)
16)
17)
18)
Menyiapkan BOD BOC Meeting setiap bulan;

Menyusun Annual Report tahun 2013/2014;
Melaksanakan RUPS 2013 pada bulan April 2014;
Mendampingi Senior VP PT Pertamina (Persero) dalam
acara kunjungan lapangan ke proyek pengembangan
Banyu Urip, Jambaran Tiung Biru (JTB) dan Alas Dara
Kemuning (ADK) pada tanggal 22 s/d 23 April 2014;
Mendampingi acara kunjungan Rombongan FTUI ke
lokasi proyek pengembangan Banyu Urip pada tanggal
26 s/d 27 Juni 2014;
Mengadakan acara Safari Ramadhan 1435 H dan
peresmian sumur Artesis serta Management Walk
Through (MWT) Direksi-Dekom PEPC pada tanggal 17
s/d 18 Juli 2014
Mengadakan acara penyerahan apresiasi kepada para
pihak yang telah berhasil dalam pengawalan mobilisasi
peralatan fasilitas Early Oli Expansion (EOE) Banyu Urip
Project pada tanggal 07 Agustus 2014;
Mendampingi Direksi PEPC dalam acara FSO naming
ceremony di Singapore pada tanggal 18 s/d 20 Agustus
2014
Mendampingi Direktur Hulu dalam acara kunjungan ke
lapangan Banyu Urip (BU) dan Alas Dara Kemuning
(ADK) pada tanggal 23 s/d 24 Agustus 2014;
Menghadiri acara peresmian Menara Tambat Lapangan
Minyak Banyu Urip pada tanggal 19 September 2014;
Menghadiri acara peresmian fasilitas peningkatan
produksi minyak Blok Cepu oleh Presiden pada tanggal
06 s/d 08 Oktober 2014;
Menghadiri acara Management Walk Through (MWT)
Komisaris & Direksi PEPC Blusukan pada tanggal 06
s/d 07 Nopember 2014;
Mendampingi acara Bondholder's Day 2014 pada tanggal
17 s/d 18 November 2014
Menyambut kehadiran Wakil Presiden Jusuf Kalla dalam
acara Kunjungan proyek MIGAS Banyu Urip pada tanggal
04 s/d 05 Desember 2014;
Berpartisipasi dalam berbagai kegiatan CSR &
Sponsorship terkait bidang pendidikan, kesehatan, sosial,
kesehatan, lingkungan;
Melaksanakan Seminar / Workshop / Rapat Berkala
Kehumasan 2014;
Mengadakan Stakeholder Meeting / Gathering - Safari
Ramadhan;
Membuat Advertorial Edukasi Migas dan Display Iklan;
19) Melakukan Kampanye Media Sosial;

20) Melakukan edukasi dan gathering bersama SKK Migas
Jabanusa;
21) Membuat pendapat hukum mengenai implikasi Pull Out
Lapangan Cendana dari PengembanganTerintegrasi
Lapangan Unitisasi JTB dan Lapangan Cendana;
22) Melakukan asistensi untuk Operator Blok Cepu (MCL)
dalam penyelesaian sengketa tanah;
23) Membuat kajian hukum untuk pengembangan bisnis
PEPC.
1)
2)
3)
4)
5)
6)
7)
8)
9)
10)
11)
12)
13)
14)
15)
Preparing monthly BOD BOC Meeting;

Preparing Annual Report of 2013/2014;
Implementing GMS 2013 in April 2014;
Accompanying Senior VP of PT Pertamina (Persero)
in field visit to development of Banyu Urip, Jambaran
Tiung Biru (JTB) and Alas Dara Kemuning (ADK)
projects on April 22-23, 2014;
Accompanying Engineering Faculty of University of
Indonesia delegation visit to Banyu Urip development
project site on June 26-27, 2014;
Holding Safari Ramadhan 1435 H event and
inauguration of Artesian well and Management Walk
Through (MWT) of PEPC's BOD -BOC on July 17-18,
2014
Holding appreciation ceremony for parties who have
been successfully escorting in mobilizing equipment
of Early Oil Expansion (EOE) facility of Banyu Urip
Project on August 7, 2014;
Accompanying PEPC's Board of Directors in the FSO
naming ceremony in Singapore on August 18-20, 2014
Accompanying Upstream Director in visitation event
to Banyu Urip (BU) and Alas Dara Kemuning (ADK) on
August 23-24, 2014;
Attending inauguration of Mooring Tower of Banyu
Urip Oil Field on September 19, 2014;
Attending inauguration of Cepu Block's oil production
enhancement facility by the President on October 6-8,
2014;
Attending Management Walk Through (MWT) on
impromptu visit of PEPC's Commissioners & Directors
on November 6-7, 2014;
Accompanying the Bondholder's Day 2014 event on
November 17-18, 2014
Welcoming Vice President Jusuf Kalla in his visitation
to Banyu Urip Oil and Gas project on December 4-5,
2014;
Participating in CSR and sponsorship activities related
to education, health, social, and environment field;
16) Conducting PR Seminar/Workshop/Regular Meeting

of 2014;
17) Holding Stakeholder Meeting/Gathering - Safari
Ramadan;
18) Creating Advertorial of Gas and Oil Education and
Advertising Display;
19) Organizing Social Media Campaign;
20) Conducting education and gathering with Special Task
Force for Upstream Oil and Gas Business Activities;
21) Compiling legal opinion on Pull Out implications of
Cendana Field from Integrated Development of JTB
field unitization and Cendana Field;
22) Providing assistance for Cepu Block Operator (MCL)
in the settlement of land disputes;
23) Compiling legal studies for PEPC's business
development.

359
PENGEMBANGAN KOMPETENSI SEKRETARIS PERUSAHAAN

COMPETENCY DEVELOPMENT OF CORPORATE SECRETARY
Agar dapat terus mengikuti perkembangan terkini mengenai
pelaksanaan fungsi dan peran Sekretaris Perusahaan yang
efektif, PEPC telah memfasilitasi karyawan di lingkungan
Sekretaris Perusahaan mengikuti training Strategic Thinking
& Business Planning di New York - USA pada tanggal 20
sampai 28 Desember 2014.
In order to follow the latest developments regarding

implementation of Corporate Secretary's effective functions
and role, PEPC has facilitated Corporate Secretary
employees to attend Strategic Thinking and Business
Planning training in New York - USA on October 20 to
December 28, 2014.
PROGRAM KERJA SEKRETARIS PERUSAHAAN TAHUN 2015

WORK PROGRAM OF CORPORATE SECRETARY IN 2015
Gambar 6.10 Matrik program Kerja Sekretaris Perusahaan Tahun 2015

Figure 6.10 Matrix of Work Program of Corporate Secretary in 2015
Bidang Field
2015
KOMUNIKASI COMMUNICATION
Jan
Media
Eksternal
External
Internal
Internal
Aktivitas Activities
Iklan, Berita
Advertising,
News
Majalah Tempo, Surat Tempo Magazine,

Kabar, TV
Newspaper, TV
Advertorial
Advertorial
Spanduk, Banner,
Sponsorship
Banner, Sponsorship
Workshop
Workshop
Partner Bisnis
(Exxonmobil, BKS)
Business Partners
(Exxonmobil, BKS)
Seminar
Seminar
Lembaga Pendidikan Education Institutions

(UI, ITB, ITS)
(UI, ITB, ITS)
Visit ke Media
Visit to Media
Antara, Kompas,
Tempo, Banyu Urip
Courtesy Call
Courtesy Call
Pemerintahan (Pusat, Government (National,

Daerah)
Regional)
Relations
Relations
LSM, SP, Lembaga

Pengatur/Pengawas
Survey
Survey
Kepuasan Pelanggan Customer Satisfaction

(Stakeholder)
(Stakeholders)
Annual Report
Annual Report
ARA 2015
ARA 2015
Web/Portal
Web/Portal
www.pertaminaepcepu.com
www.pertaminaepcepu.com
PEPC Contact
PEPC Contact
Hotline/Service center Hotline/Service center
Antara, Kompas, Tempo,

Banyu Urip
NGOs, SP, Regulatory/

Supervisory Institutions
e-mail broadcast e-mail

broadcast
Internal information
(improvement)
(improvement)
Text ticker
Text ticker
(improvement)
(improvement)
Public
Announcer
Public
Announcer
Antar Lantai Kantor

PEPC
Inter-floor of PEPC
Office
Digital Wall
Digital Wall
Tiap-tiap lantai
Every Floor
Media Internal
Media Internal
PEPC News, PEPC TV PEPC News, PEPC TV
Road Show
Road Show
Antar AP
Inter Subsidiaries
Town Hall
Town Hall
Triwulanan
Quarterly
Sharing
Knowledge
Sharing
Knowledge
Bi-Monthly
Bi-Monthly
MWT
MWT
BOD, BOC, Tim

Manajemen
BOD, BOC,
Management Team
Forum CPI
Forum CPI
Lokal, Pertamina,
Nasional
Local, Pertamina,
National
Sosialisasi &
Edukasi
Socialization &
Education
As needed
As needed
Gathering
Gathering
Antar AP dan Partner Inter Subsidiaries and

(as needed)
Partners (as needed)
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
360
CORPORATE SECRETARY
Bidang Field
2015
KOMUNIKASI COMMUNICATION
Jan
Media
Feb
Mar
Apr
May
APSA
APSA
Best Annual Report

2014
Perpustakaan
Library
Banyu Urip, JTB, ADK, Banyu Urip, JTB, ADK,

KK, dll.
KK, dll.
Program
Education
CERDAS BERSAMA PEPC

SMART WITH PEPC
Jan
Bantuan Bea Siswa
(Scholarship)
Scholarship
Pelatihan Industri
Migas
Oil and Gas Industry Training
Pelatihan Jurnalistik
Journalism training
Pelatihan Ketrampilan Industry Sector Skill Training

Bidang Industri
Pelatihan
Kewirausahaan
(PEPC Youth
Program)
Entrepreneurship Training
(PEPC Youth Program)
Pelatihan Budidaya
Kambing
Goat Farming Training
Bantuan Peralatan IT IT Equipment Assistance
PEPC SEHATI
PEPC HEALTHY MOTHER
AND CHILD PROGRAM
(SEHATI)
Kesehatan
Lingkungan
Environment
GREEN PLANET
Penyuluhan
Kesehatan (PEPC
Peduli Kesehatan)
Health Education (PEPC

Health Care)
Pelatihan Kualitas
Tenaga Kesehatan
Quality Health Workers

Training
Pelatihan Tenaga
Bidan
Midwife Training
Bantuan Kacamata
Eye Glasses Assistance
Sunatan Masal
Mass circumcision
Penanaman
Pohon/Penghijauan
Trees
Planting/Reforestation
Donasi Bak Sampah
Donating Garbage bins
Pembuatan Sumur
Artesis
Constructing Artesian
wells
Penghijauan di Sungai Greening in Bengawan

Bengawan Solo
Solo
Bengawan Solo Clean Bengawan Solo Clean
Up
Up
Pemeliharaan Taman City Park Maintenance
Kota
Bantuan Bencana
Alam (as needed)
Infrastruktur
& Bencana
Alam
Infrastructures
& Natural
Disaster
PERTAMINA PEDULI
PERTAMINA CARES
Sep
Oct
Nov
Dec
Aug
Sep
Oct
Nov
Dec
2015
Pelatihan Guru/Dosen Teachers/Lecturers Training

(PEPC Go To Campus) (PEPC Go To Campus)
Kesehatan
Aug
Best Annual Report

2014
Pendidikan
Jul
Bidang Field
Jun
Natural Disaster Aid (as

needed)
Peningkatan Produksi Household Industrial

Industri Rumah
Production
Tangga
Improvement
Peningkatan Kualitas Clothing Craftsman
Pengrajin Sandang
Quality Improvement
(Batik)
(Batik)
Pembinaan Petani
Budidaya Tanaman
Cepat Tumbuh
(Singkong)
Training for Fast

Growing Crops Farmers
(Cassava)
Pembangunan
Menara Pengawas
Kebakaran
Constructing Fire
Control Tower
Feb
Mar
Apr
May
Jun
Jul

Bidang Field
361
2015
Jan
Program
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Aug
Sep
Oct
Nov
Dec
Aug
Sep
Oct
Nov
Dec
Bedah
Rumah/Musholla
House/Mosque
Renovation
Perbaikan Jalan &

Jembatan
Road & Bridge Work
Bantuan Sarana &

Education Facilities
Prasarana Pendidikan and Infrastructure
Assistance
Bidang Field
2015
GOOD CORPORATE GOVERNANCE
Jan
Media
System &
Prosedur
System &
Procedure
Soft Structure &

Corporate Documents
AD, NPWP, SIUP, Articles of Association, Taxpayer

BM, CoCG, CoC
Identification Number, Trade
business license, BM, COCG, Coc
Set-Up
Procedure
Set-Up Procedure
STK (TKO/TKI),
Work Procedure System
Job Description (Organizational Work Procedure
/ Individual Work Procedure), Job
Description
Kerjasama
Cooperation
RK & RAB
Work Plan & Budget Plan
GCG
GCG Implementation &
Implementasi Audit
& Audit
Gratification
CoC, CoI, LP2P, CoC, COI, Personal Tax

LHKPN
Statement, Wealth Report
of State Official
Edukasi &
Pencegahan
Education &
Prevention
Penegakan
Enforcement
Mar
Apr
May
BPKP, KPK
BPKP, KPK
RKAP
RKAP
Improvement
Improvement
Monthly
Monthly
Yearly
Yearly
Sosialiasi
Socialization
Compliance, GCG
Compliance, GCG
Pelatihan
Training
GCG, CoC
GCG, CoC
Budaya
Culture
"PEPC Clean"
"PEPC Clean"
Evaluasi
Evaluation
Sistem & Prosedur
System & Procedure
Workshop
Workshop
ICoFR
ICoFR
Penyelesaian
Irregularities
Penyimpangan settlement
Pembinaan, Tuntutan Coaching,

Ganti Rugi
Compensation Demand
Sarana
Pengaduan
Means for
Complaints
Whistle Blower
Whistle Blower
Sistem
Penyelidikan
Kasus
Case
Investigation
System
Benchmarking &
Sosialisasi
Benchmarking &
Socialization
Sistem
Manajemen
Konsekuensi
Consequence
Management
System
Internal-eksternal
Internal-External
Laporan
Report
Kegiatan Compliance Compliance activities
Pengawasan
Supervision
Chief Compliance
Officer
2015
KORPORASI CORPORATE
Bidang Field
Perizinan
Permit
Dokumen
Perusahaan
Corporate
Documents
Jul
Chief Compliance
Officer
Bidang Bidang
Jun
Soft Structure
& Dokumen
Korporasi
Gratifikasi
Feb
Jan
Pengurusan Perpanjangan Surat
Keterangan Domisili
Application of Certificate of
Domicile Extension
Pengurusan Perpanjangan Tanda

Daftar Perusahaan
Application of Company Registry

Extension
Dokumentasi Keputusan RUPS
Documentation of GMS Decisions
Pengaktanotarisan Keputusan
RUPS
Notarial Deed of GMS Decisions
Pengurusan Surat Keterangan

Bebas Perkara
Application of Judicial Record

Extract
Feb
Mar
Apr
May
Jun
Jul
362
CORPORATE SECRETARY
Bidang Field
2015
Jan
Agreement
Permasalahan
Hukum
Legal Issues
Quality
Management
Routine
Mar
Apr
May
Drafting
Drafting
Review
Review
Negosiasi
Negotiations
Amandemen/Addendum
(apabila diperlukan)
Amendment/Addendum
(if necessary)
Pengkajian Masalah
Issues Assessment
Legal Opinion
Legal Opinion
Pendampingan
Facilitation
Continuous Improvement Program
Continuous Improvement Program
Sharing Knowledge
Sharing Knowledge
Komet Upload
Komet Upload
Penyusunan PQA
PQA Formulation
Penyusunan AR/SR
AR / SR Formulation
Koordinasi dengan Chief Legal

Counsel PT Pertamina (Persero)
Coordination with the Chief Legal

Counsel of PT Pertamina (Persero)
Penyusunan Budget Fungsi
Function's Budget Formulation
Review TKO Legal
Review of Legal Organizational Work

Procedure
Bidang Field
Bidang Field
Agreement
Permasalahan
Hukum
Legal Issues
Procurement
Budgeting
Drafting
Drafting
Review
Review
Negosiasi
Negotiations
Amandemen/Addendum
Amendment/Addendum
(if necessary)
Pendampingan
Facilitation
Pengkajian Masalah
Issues Assessment
Legal Opinion
Legal Opinion
Pendampingan
Facilitation
Evaluasi Dokumen Pengadaan
Evaluation of Procurement Documents
Site Visit ke Peserta Tender

Site Visit to Bidders (if necessary)
Penyusunan Budget Fungsi

(pro WP&B)
Formulation of Function's Budget

(pro WP & B)
Revisi Budget
Budget Revision
Pemerintah (SKK Migas, Ditjen

Migas, Instansi terkait)
Government (Special Task Force

for Upstream Oil and GasBusiness
Activities, Directorate General of
Oil and Gas, related institutions)
Chief Legal Counsel PT Pertamina

(Persero)
Chief Legal Counsel of PT

Pertamina (Persero)
Partner (KKKS Blok Cepu & PEP)
Partner (Contractors of
Cooperation Contract Cepu &
PEP)
Koordinasi
Coordination
Jul
Aug
Sep
Oct
Nov
Dec
Aug
Sep
Oct
Nov
Dec
2015
PROYEK GAS LAPANGAN UNITISASI JAMBARAN - TIUNG BIRU

GAS FIELD UNITIZATION PROJECT OF JAMBARAN - TIUNG BIRU
Perjanjian
Jun
Bidang Field
Perjanjian
Feb
Jan
Feb
Mar
Apr
May
Jun
Jul

Bidang Field
2015
PROYEK BANYU URIP

BANYU URIP PROJECT
Perjanjian
Agreement
Permasalahan
Hukum
Legal Issues
Asistensi
Asistensi
Jan
Bidang Field
363
Drafting
Drafting
Review
Review
Negosiasi
Negotiations
Amandemen/Addendum
Amendment/Addendum
(if necessary)
Pendampingan
Facilitation
Pengkajian Masalah
Issues Assessment
Legal Opinion
Legal Opinion
Pendampingan
Facilitation
Review
Review
Pendampingan
Facilitation
Koordinasi dengan Pemerintah

& Partner
Coordination with Government

and Partners
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
364
SISTEM PENGENDALIAN INTERNAL

INTERNAL CONTROL SYSTEM
Sistem Pengendalian Internal adalah suatu proses yang

integral pada tindakan dan kegiatan yang dilakukan secara
terus menerus oleh pimpinan dan seluruh pegawai untuk
memberikan keyakinan yang memadai atas tercapainya
tujuan organisasi melalui:
1. Efektivitas dan efisiens i pencapaian tujua n
penyelenggaraan program dan kegiatan operasional
Perusahaan;
2. Keandalan pelaporan keuangan dan manajemen
Perusahaan;
3. Pengamanan aset Perusahaan;
4. Akuntabilitas yang dapat meningkatkan kepatuhan
perusahaan terhadap ketentuan dan peraturan
perundangundangan yang berlaku;
5. Mengurangi risiko terjadinya kerugian maupun
penyimpangan; dan
6. Ketaatan terhadap peraturan perundang-undangan yang
berlaku .
Internal Control System is an integral process to the actions

and activities carried out continuously by management and
all employees to provide reasonable assurance for the
achievement of or ga nizational goals through:
PEPC telah menerapakan Sistem Pengendalian Internal

baik mencakup pengendalian keuangan maupun
pengendalian operasional. Penerapan Sistem Pengendalian
Internal telah mengacu pada kerangka yang diakui secara
internasional, yaitu COSO (Internal Control Framework).
PEPC has been applying internal control system covering

both financial control and operational control.
Implementation of Internal Control System has been
referring to internationally recognized framework, namely
the COSO (Internal Control Framework).
Berdasarkan Board Manual, Direksi menetapkan rancangan

system pengendalian intern yang mengatur kerangka (frame
work) pengendalian intern yang terdiri dari 5 (lima)
komponen, yaitu unsur lingkungan pengendalian,
pengelolaan risiko, aktivitas pengendalian, sistem informasi
dan komunikasi dan pemantauan serta pelaksanaan dan
pelaporannya. Dalam pelaksanaannya Direktur Utama dan
Direktur Keuangan membuat surat pernyataan pertanggung
jawaban atas Laporan Keuangan Tahunan Perusahaan.
Based on Board Manual, Board of Directors establishes

internal control system draft that regulates internal control
framework which consists of five (5) components, namely,
control environment component, risk management, control
activity, information and communication and monitoring
system as well as its implementation and reporting. In the
implementation, the President Director and Director of
Finance prepare liability statement on the Company's Annual
Financial Statements.
Dalam menetapkan rancangan pengendalian internal, Direksi

secara efektif melakukan dan menetapkan unsur-unsur
pengendalian internal, yaitu:
1. Lingkungan pengendalian intern dalam Perusahaan yang
dilaksanakan dengan disiplin dan terstruktur, yang terdiri
dari:
a. Integritas, nilai etika dan kompetensi pekerja
b. Filosofi dan gaya manajemen
c. C a r a y a n g d i t e m p u h m a n a j e m e n da l a m
melaksanakan kewenangan dan tanggung jawabnya
d. Pengorganisasian dan pengembangan sumber daya
manusia
e. Perhatian dan arahan yang dilakukan Direksi.
In determining internal control draft, Board of Directors

effectively carries out and establishes internal control
components, namely:
1. Internal control environment in Company that discipline
and structural implementation, consisting of:
1. Effectiveness and efficiency in achieving Company's

program implementation objectives and operational
activities;
2. Reliability of financial reporting and Company
management;
3. Securing Company's assets;
4. Accountability which can improve the company's
compliance with terms and applicable laws and
regulations;
5. Reduce the risk of loss or deviation; and
6. Compliance with applicable laws and regulations.
a. Integrity, ethical values and employee competence

b. Management philosophy and style
c. Measures applied by management in implementing
its authority and responsibilities
d. Human resource organization and development
e. Attention and direction conducted by Board of
Directors

2. Pengkajian terhadap pengelolaan risiko usaha (risk

assessment), yaitu proses mengidentifikasi, menganalisis,
menilai pengelolaan risiko yang relevan.
2. Assessment on business risks management (risk

assessment), which is the process of identifying,
analyzing, assessing the relevant risk management
3. Aktivitas pengendalian, yaitu tindakan-tindakan yang

dilakukan dalam suatu proses pengedalian terhadap
kegiatan Perusahaan pada setiap tingkat dan unit dalam
struktur organisasi Perseroan, antara lain mengenai
kewenangan, otorisasi, verifikasi, rekonsiliasi, penilaian
atas prestasi kerja, pembagian tugas, dan keamanan
terhadap asset Perusahaan.
3. Controlling activities, i.e.measures carried out in a control

process to Company's activities at every level and unit
in Company's organizational structure, among others,
authority, authorization, verification, reconciliation,
assessment of work achievement, distribution of tasks,
and security to Company's assets
4. Sistem informasi dan komunikasi, yaitu suatu proses

penyajian laporan mengenai kegiatan operasional,
financial Perseroan, serta ketaatan dan kepatuhan
terhadap ketentuan peraturan perundang-undangan.
4. Information and communication system, which is report

preparation process on operation activities, Company
financial, as well as adherence to and compliance with
provisions of legislation
5. Monitoring, yaitu proses penilaian terhadap kualitas

system pengendalian intern, termasuk fungsi internal
audit pada setiap tingkat dan unit dalam struktur
organisasi Perseroan, sehingga data dilaksanakan secara
optimal.
5. Monitoring is assessment of internal control system

quality, including the internal audit function at every level
and unit in the organizational structure of Company, so
that data is optimally implemented.
PEPC melakukan evaluasi/penilaian atas efektivitas

pengendalian internal pada tingkat entitas dan tingkat
operasional/aktivitas. Perusahaan juga menerbitkan internal
control report yang mencakup suatu pernyataan bahwa
manajemen bertanggung jawab untuk menetapkan dan
memelihara suatu struktur pengendalian internal dan
prosedur pelaporan keuangan yang memadai. Selain itu
suatu penilaian atas efektivitas struktur pengendalian
internal dan prosedur pelaporan keuangan pada akhir tahun
buku perusahaan.
PEPC conducts evaluation/assessment on effectiveness

of internal control at entity level and operational/activity
level. Company also publishes internal control report that
includes statement that management is responsible for
establishing and maintaining an internal control structure
and procedures for adequate financial reporting and
assessment on effectiveness of internal control structure
as well as procedures for financial reporting by the end of
company financial year.
Direksi bertanggung jawab terhadap sistem pengendalian

internal Perusahaan, penerapan manajemen risiko dan
praktik-praktik akuntansi dan pembukuan Perusahaan
sesuai dengan ketentuan yang berlaku, mengawasi
pelaksanaan audit internal serta melakukan tindak lanjut
yang diperlukan sesuai dengan arahan Dewan Komisaris.
PEPC menerapkan sistem pengendalian internal untuk
menghindari adanya penyimpangan dari prosedur, laporan
keuangan yang dihasilkan perusahaan dapat dipercaya dan
kegiatan Perusahaan sejalan dengan hukum dan peraturan
yang berlaku. Hal ini menunjukkan bahwa perusahaan
terutama manajemen berusaha untuk menghindari risiko
dari adanya penerapan suatu sistem
The Board of Directors is responsible of Company's internal

control system, implementation of risk management and
accounting practices as well as Company's book keeping
in accordance with applicable regulation, supervise
implementation of internal audit and carry out necessary
follow-up in accordance with the directives from Board of
Commissioners. PEPC implements internal control system
to avoid any deviation from procedure, Company financial
statement is trustworthy and its activities are in accordance
with applicable laws and regulations. This shows that
company particularly management is striving to avoid the
risk from any system implementation.
365
366
INTERNAL AUDIT
INTERNAL AUDIT
Internal Audit merupakan unit kerja independen yang

dipimpin oleh Chief Internal Audit yang bertanggung jawab
langsung kepada Direktur Utama dan memiliki jalur
komunikasi langsung dengan Komite Audit dan Dewan
Komisaris. Internal Audit merupakan mitra manajemen
dalam mewujudkan tata kelola perusahaan yang baik (Good
Corporate Governance) di lingkungan PEPC dan dituntut
untuk selalu dapat memberikan nilai tambah bagi
manajemen PEPC.
Internal Audit is an independent unit led by a Chief of Internal

Audit who is directly responsible to the President Director
and has a direct line of communication with the Audit
Committee and the Board of Commissioners. Internal Audit
is the management's partner in achieving Good Corporate
Governance (GCG) in PEPC circles and is required to always
be able to provide added value to PEPC management.
Peran Internal Audit sangat strategis dalam membantu

Perusahaan mencapai tujuan melalui pendekatan yang
sistematis, teratur dan terstruktur untuk mengevaluasi dan
meningkatkan efektivitas pengelolaan risiko, pengendalian
intern dan proses governance.
Internal Audit has a very strategic role in assisting the

Company to achieve its goals through a systematic,
organized, and structured approach to evaluate and improve
the effectiveness of risk management, internal control, and
governance processes.
Perusahaan membentuk Fungsi Internal Audit & Risk

Management pada tahun 2012 dan pada tahun 2013
dilakukan pemisahan fungsi Internal Audit dan Manajemen
Risiko dengan tujuan agar pelaksanaan fungsi masingmasing dapat lebih fokus dan efektif.
The Company established the Internal Audit and Risk

Management Function in 2012, where in 2013 a division
between Internal Audit and Risk Management functions
took place to allow more focus and effective implementation
of each function.

PIAGAM/PEDOMAN KERJA INTERNAL AUDIT

INTERNAL AUDITING CHARTER/GUIDELINES
Internal Audit memiliki Pedoman Internal Audit yang
dituangkan dalam Pedoman Umum Internal Audit
No. A-001/CP0020/2013-S0 yang disahkan oleh Direktur
Utama Perusahaan pada tanggal 30 Agustus 2013. Piagam
Internal Audit dibentuk guna memberikan gambaran dan
pedoman mengenai tujuan, wewenang, tanggung jawab
dan ruang lingkup pekerjaan audit intern dalam organisasi.
Internal Audit is supported by Internal Auditing Charter as

outlined in the General Guidelines for Internal Audit No. A001/CP0020/2013-S0 approved by the President Director
on August 30, 2013. The Internal Auditing Charter was
established to provide overview and guidelines on the
purpose, authority, responsibility, and scopes of internal
audit in the organization.
Pedoman umum Internal Audit terdiri dari aspek-aspek

yang berkaitan dengan maksud, visi, misi, struktur dan
hubungan kerja, fungsi, tugas dan tanggung jawab,
wewenang, ruang lingkup, kebijakan, standar, kode etik,
evaluasi dan penyempurnaan.
The general guidelines for Internal Audit consist of provisions

on Company's purposes, vision, mission, structure and work
relations, functions, duties and responsibilities, authority,
scopes, policies, standards, codes of conduct, evaluation,
and improvement.
STRUKTUR PENGELOLA INTERNAL AUDIT

INTERNAL AUDIT MANAGERIAL STRUCTURE
Struktur dan kedudukan Audit Intern diatur dalam SK
Struktur Organisasi Audit Intern No. Kpts. 012/CP0000/
2014-SO tentang Organisasi dan Tata Kerja PEPC tanggal
15 April 2014. Berikut struktur Internal Audit PEPC:
Internal Audit structure and position are stipulated in Decree

of Internal Audit Organizational Structure No. Kpts.
012/CP0000/2014-SO on PEPC Organization and Work
Procedure dated April 15, 2014. The following is PEPC
Internal Audit structure:
Gambar 6.11 Struktur Pengelola Internal Audit Figure 6.11 Internal Audit Managerial Structure
PRESIDENT
DIRECTOR
CHIEF INTERNAL
AUDIT
CHIEF INTERNAL
AUDIT
JUNIOR
AUDITOR
INTERNAL AUDIT
SUPPORT
367
368
INTERNAL AUDIT
INTERNAL AUDIT
KEDUDUKAN
POSITION
Secara struktur organisasi, pengelolaan Internal Audit

perusahaan dilakukan oleh seorang Chief Internal Audit
berada di bawah Direktur Utama, bertanggung jawab
langsung kepada Direktur Utama dan memiliki garis
komunikasi dengan Senior Auditor, Junior Auditor dan Internal
Audit Support.
In accordance with the organizational structure, the

Company's Internal Audit management is conducted by a
Chief of Internal Audit under the President Director, who is
directly responsible to the President Director with
communication line to Senior Auditor, Junior Auditor and,
Internal Audit Support.
PROFIL PIMPINAN INTERNAL AUDIT

CHIEF OF INTERNAL AUDIT PROFILE
RAKUTTA TARIGAN
Lahir di Medan Sumatra Utara tanggal

15 Oktober 1960. Menjabat sebagai
Internal Audit Manager berdasarkan Surat
Keputusan Direksi PT Pertamina Nomor:
Kpts.P-1663/K00000/ 2013-S8 Tanggal
29 Nopember 2013.
Born in Medan, North Sumatra on October

15, 1960. He was appointed as Internal
Audit Manager under PT Pertamina Board
of Directors Decree No. Kpts.P1663/K00000/2013-S8 dated November
29, 2013.
Berkarir di PT Pertamina sejak tahun 1991

dalam berbagai posisi diantaranya Kepala
Proses Optimalisasi & Effisiensi, Kepala
Energi Konservasi & Loss Unit Refinery,
Auditor Ahli Madya, Manager SPI Daerah
VIII dan VI, Manager Refinery Internal Audit
Balikpapan, VP Internal Audit, dan sejak
01 Februari 2014 - sekarang beliau
menjabat Chief Internal Audit PEPC.
Joining PT Pertamina since 1991, he

served various positions such as Head of
Optimization & Efficiency Processes, Head
of Energy Conservation & Loss Unit
Refinery, Associate Auditor, Internal Audit
Unit Manager of Regions VIII and VI,
Internal Audit R efinery Manager
Balikpapan, Internal Audit VP, and serving
as PEPC Chief of Internal Audit since
February 1, 2014.
Meraih gelar S1 Teknik Kimia tahun 1986

dan S2 Ekonomi Manajemen Tahun 2001
dari Institut Teknologi Bandung. Telah
mengikuti berbagai training diantaranya
adalah Sertifikasi Certified Fraud
Examination (CFE) di Yogyakarta (2011),
Internal Control Over Financial Reporting
(ICoFR) di Bandung (2011), Risk Based
Audit (RBA) di Kantor Pusat PT Pertamina
(2012), Transformation Leadership Engine
di Kantor Pusat PT Pertamina (2012), dan
tahun 2014 Training Authentic Leadership
Courage, Coaching & Ethics di Amsterdam.
Earned his Bachelor'sDegree in Chemical

Engineering in 1986 and Master'sDegree
in Management Economics in 2001 from
Bandung Institute of Technology. He has
attended various trainings such as
Certified Fraud Examination (CFE) in
Yogyakarta (2011), Internal Control over
Financial Reporting (ICoFR) in Bandung
(2011), Risk-Based Audit (RBA) at PT
P e rt a m i n a H e a d O f f ic e ( 2 0 1 2 ) ,
Transformation Leadership Engine at PT
Pertamina Head Office (2012), Authentic
Leadership Courage Training, and
Coaching & Ethics in Amsterdam in 2014.
Internal Audit ini dipimpin oleh Chief Internal Audit yang

diangkat dan diberhentikan oleh Direktur Utama atas
persetujuan Dewan Komisaris. Hal ini diatur dalam Board
of Manual PEPC.
Internal Audit is led by a Chief of Internal Audit who is

appointed and dismissed by President Director with the
approval from the Board of Commissioners. This is
stipulated by PEPC Board of Manual.

SUMBER DAYA MANUSIA DAN KUALIFIKASI INTERNAL AUDIT

HUMAN RESOURCES AND INTERNAL AUDIT QUALIFICATIONS
Internal Audit terus berupaya untuk memenuhi auditor yang
berkualitas, memiliki kompetensi sesuai dengan kebutuhan,
rentang kendali, dan tingkat risiko di masing-masing wilayah
kerja audit. Sampai dengan Desember 2014, fungsi ini telah
memiliki 3 (tiga) orang personil yang memiliki sertifikasi
tertentu antara lain Qualified Internal Audit (QIA).
Internal Audit strives to provide qualified auditors, with

competencies meeting the needs, span of control, and risk
level at each area of audit. As of December 2014, the
function is supported by 3 (three) personnel who have
certain certifications, including Qualified Internal Audit (QIA).
Kualifikasi Sumberdaya manusia yang menangani Internal

Audit PEPC harus memiliki integritas yang tinggi, bersikap
obyektif, tidak memihak dan menghindari kemungkinan
timbulnya konflik kepentingan (conflict of interest). Keahlian
yang memadai untuk dapat mengenali, meneliti, dan menguji
adanya indikasi fraud juga di diperlukan bagi seorang
Auditor.
Qualified personnel for PEPC Internal Audit are people with

high integrity, who are objective and impartial, and avoiding
potential conflicts of interest. Sufficient expertise to identify,
analyze, and test for indications of fraud is also necessary
for an auditor.
Selain itu juga memiliki pengetahuan, ketrampilan, dan

berbagai kompetensi baik akademik maupun kompetensi
audit. Kompetensi audit diantaranya dasar audit, audit
lanjutan, audit operasional, pengelolaan audit, statistik
sampling audit, psikologi audit, IT audit/computer audit, fraud
audit, risk based audit (RBA), Control Self Assessment (CSA)
dan memiliki sertifikasi auditor meliputi Qualified Audit
Internal (QIA), Certified Internal Auditor (CIA), Certified
Information System Auditor (CISA), Certified Fraud Examiner
(CFE), serta memiliki pengetahuan mengenai Proses Bisnis
Perusahaan.
An auditor is also required to possess the knowledge, skills,

and various competencies both in academics and audit
competencies. Audit competencies include audit basics,
advanced audit, operational audit, audit management, audit
sampling statistics, audit psychology, IT/computer audit,
fraud audit, risk-based audit (RBA), and Control SelfAssessment (CSA). An auditor must hold the certifications,
such as Qualified Internal audit (QIA), Certified Internal
Auditor (CIA), Certified Information System Auditor (CISA),
Certified Fraud Examiner (CFE), in addition to possessing
the knowledge on Company Business process.
TUGAS DAN TANGGUNG JAWAB INTERNAL AUDIT

INTERNAL AUDIT DUTIES AND RESPONSIBILITIES
Tugas dan tanggung jawab Internal Audit PEPC
sebagaimana diatur di dalam pedoman Umum Internal
Audit dan Board of Manual mencakup :
1. Membuat strategi, kebijakan, serta rencana kegiatan
pengawasan.
2. Mengelola kegiatan assurance dan consulting atas
pelaksanaan pengendalian intern, penerapan
manajemen risiko, dan panerapan tata kelola di
Perusahaan.
3. Mengelola kegiatan pelaporan isu-isu signifikan yang
berkaitan dengan pengendalian intern dan memberikan
rekomendasi perbaikan.
4. Menyusun rencana audit tahunan yang disetujui dan
disahkan oleh Direksi, mengelola penugasan lain yang
diamanatkan oleh Dewan Direksi atau Dewan
Komisaris.
5. Melakukan pemeriksaaan dan penilaian atas efisiensi
dan efektivitas di bidang keuangan, akuntansi,
operasional, sumber daya manusia, pemasaran,
teknologi i nfor m as i da n kegi ata n la innya.
The duties and responsibilities of PEPC Internal Audit as

stipulated in Internal Audit General Guidelines and Board
of Manual include:
1. To establish the strategies, policy, and supervisory
plan.
2. To manage assurance and consulting activities on
internal audit, risk management, and corporate
governance implementations.
3.
4.
5.
To manage the reporting of significant issues relating

to internal audit and provide recommendations for
improvement.
To compile annual audit plan approved and authorized
by the Board of Directors, manage other assignments
mandated by the Board of Directors or Board of
Commissioners.
To conduct inspection and assessment on the
efficiency and effectiveness in finance, accounting,
operations, human resources, marketing, information
technology, and other activities.
369
370
INTERNAL AUDIT
INTERNAL AUDIT
6.
Melakukan monitoring terhadap tindak lanjut temuan

audit.
7. Memastikan bahwa rekomendasi perbaikan yang telah
disepakati auditee telah dilaksanakan sesuai dengan
komitmen.
8. Mengelola kegiatan yang berhubungan dengan audit
eksternal.
9. Memelihara profesionialisme auditor.
10. Mengelola penyusunan laporan hasil pengawasan.
11. Melaporkan seluruh hasil kegiatan pengawasannya
langsung kepada Direktur Utama dan secara berkala
melaporkan pelaksanaan pengawasan kepada Direktur
Utama dan Dewan Komisaris melalui Komite Audit.
6.
7.
8.
To conduct monitoring on the follow-ups of audit

findings.
To ensure that the auditee-approved recommendations
for improvements have been implemented in
accordance with the commitments.
To manage activities relating to external audit.
9. To maintain auditor's professionalism.

10. To manage the preparation of monitoring reports.
11. To directly report all results of supervisory activities to
the President Director and regularly report supervisory
implementation to President Director and Board of
C om mi ss ioner s thr ough Audi t Com m ittee.
URAIAN PELAKSANAAN INTERNAL AUDIT
DESCRIPTION OF INTERNAL AUDIT IMPLEMENTATION

Tugas dan tanggung jawab Internal Audit PEPC yaitu
melaksanakan audit di semua manajemen PEPC. Hal ini
tertuang dalam tugas dan tanggung jawab Internal Audit.
Adapun kegiatan Internal Audit pada tahun 2014 adalah
sebagai berikut:
1. Melaksanakan program kerja sesuai dengan Program
Kerja Pengawasan Tahunan (PKPT) tahun 2014 yaitu
sebagai berikut :
a. Review atas TKO fungsi Keuangan.
b. Audit atas Aktivitas Pengadaan Barang dan Jasa.
c. Audit Atas Joint Operation Agreement PEPC-EMCL.
d. Audit Atas Efektivitas TKO.
e. Audit Atas Pengendalian Anggaran (Cost Control).
PEPC Internal Audit duties and responsibilities are to conduct

audit activities to all PEPC managements. This was stated
in the duties and responsibilities of Internal Audit. The
followings are activities conducted by Internal Audit in 2014:
2. Melaksanakan konsultasi untuk manajemen PEPC antara

lain sebagai berikut :
a. Pendampingan evaluasi Change Order Proyek EPC
1- EPC 5 dengan tim BPKP.
2. Providing consultation for PEPC management for:
b. Pendampingan atas permohonan Novasi PT Geo Link

Nusantara kepada PT Geo Putra Perkasa.
c. Pendampingan penyusunan Laporan Audit Keuangan
Tahun 2014 oleh KAP PWC.
d. Perbantuan Fungsi Internal Audit PEPC untuk PT
Pertamina EP Cepu Alas Dara Kemuning (PEPC-ADK).
e. Pendampingan untuk mekanisme Penjualan/
Pengiriman Minyak Mentah Banyu Urip Bagian Badan
Kerjasama (BKS) kepada PT Pertamina (Persero).
f. Pendampingan terkait isu alokasi minyak mentah
Banyu Urip ke PT. TWU.
g. Monitoring penyusunan TKO/TKI seluruh Fungsi di
PEPC.
h. Pendampingan Assessment GCG Tahun Buku 2014
oleh tim BPKP.
i. Pendampingan implementasi ICoFR di PEPC.
1. Carrying out the work programs in accordance with the

Annual Audit Work Program (PKPT) 2014 as follows:
a. Review of the Organizational Work Procedure (TKO)
of Finance.
b. Audit on Goods and Services Procurement Activities.
c. Audit on Joint Operation Agreement PEPC-EMCL.
d. Audit on the Effectiveness of Organizational Work
Procedure (TKO).
e. Audit on Cost Control.
a. EPC 1-EPC 5 Project Change Order evaluation with

Finance and Development Supervisory Agency (BPKP)
team.
b. PT. Geo Link Nusantara Novation application to PT
Geo Putra Perkasa.
c. Financial Audit Report 2014 preparation by PWC
Public Accounting Firm.
d. PEPC Internal Audit assistance to PT Pertamina EP
C e p u A l a s D a r a K em u n i n g ( P E P C - A D K ) .
e. Banyu Urip Cooperation Agency Unit (BKS) crude oil
sales/ delivery mechanisms to PT Pertamina
(Persero).
f. Banyu Urip crude oil allocation at PT. TWU.
g. TKO/TKI preparation monitoring for all PEPC
functions.
h. GCG Assessment for Fiscal Year 2014 by Finance
and Development Supervisory Agency (BPKP) team.
i. ICoFR implementation in PEPC.

371
KOORDINASI DENGAN EKSTERNAL AUDITOR

COORDINATION WITH EXTERNAL AUDITORS
Pemeriksaan terhadap akurasi dan operasional PEPC
dilakukan juga oleh auditor eksternal yaitu IA Korporat dan
PWC dimana dalam hal kegiatan pemeriksaan yang
dilakukan oleh eksternal auditor, Internal Audit berperan
sebagai liaison officer untuk mengkoordinasi kelancaran
pelaksanaan audit serta melakukan pemantauan atas tindak
lanjut perbaikan dari temuan eksternal auditor oleh unit
kerja terkait.
Inspection on PEPC accuracy and operations is also

conducted by external auditors, i.e.Corporate IA and PWC,
in which the audit activities are carried out by external
auditors, whereas internal audit serves as liaison officer
which coordinates the smooth conduct of the audit as well
as monitors the follow-up on corrections conducted by
relevant units based on external auditors' findings.
LAPORAN HASIL AUDIT TAHUN 2014

REPORT ON AUDIT FINDINGS 2014
Perusahaan telah menindaklanjuti hasil pemeriksaan baik

Internal Audit maupun Audit Eksternal.
The Company has followed-up the findings from both

Internal and External Auditors.
Tabel 6.23 Status Tindak Lanjut Internal Audit Tahun 2014 Table 6.23 Internal Audit Follow-Up Status in 2014
Issue 2014
Issue 2014
Kegiatan Audit Audit Activities
Selesai (%)
Dalam Proses (%)
Completed (%)
In Process (%)
Audit atas Manajemen Produksi Tahun 2013 Audit on Production Management, 2013
Review Atas TKO Fungsi Keuangan
Review on Financial TKO
Audit Atas Pengadaan Barang dan Jasa
Audit on Goods and Services Procurement
Audit Joint Operation Agreement
Audit on Joint Operation Agreement
Audit Atas Efektivitas TKO
Audit on TKO Effectiveness
Audit Pengendalian Anggaran
Total
Total
34
29 (85%)
5 (15%)
Selama tahun 2014, tidak ada outstanding saldo temuan

Eksternal Auditor.
There were no outstanding balance of External Auditors'

findings in 2014.
372
INTERNAL AUDIT
INTERNAL AUDIT
RENCANA KERJA INTERNAL AUDIT TAHUN 2014

INTERNAL AUDIT WORK PLAN OF 2014
Berikut rencana kerja Internal Audit Tahun 2014 yang telah

dibahas dengan Komite Audit:
The following are Internal Audit Work Plan of 2014 which

has been discussed by the Audit Committee:
Gambar 6.12 Matrik Rencana Kerja Internal Audit Tahun 2014 Figure 6.12 Matrix of Work Plan Internal Audit in 2014
Satuan Organisasi/Program/Kegiatan/Fungsi yang Diperiksa

Organizational Unit/Program/Activity/Audited Function
Waktu Time
Keterangan
Remarks
01 02 03 04 05 06 07 08 09 10 11 12
A. Kegiatan Pemeriksaan Audit Activities

1
Pengawasan Keuangan Financial Monitoring
A.1.1 Audit atas proses

pengendalian anggaran
(Cost Control)
2
40HK
Workdays
Pengawasan Manajemen Managerial Monitoring
Audit on Goods and

A.2.1 Audit atas aktivitas
pengadaan barang & jasa Services Procurement
Usulan IA
IA recommendations
40HK
Workdays
40HK
A.2.2 Audit atas JOA PEPC-MCL Audit on PEPC-MCL JOA

3
Usulan IA
IA recommendations
Workdays
Sesuai JOA Pursuant to JOA
Quality Assurance
A.3.1 Review atas TKO fungsi

keuangan PEPC
Review on PEPC Finance

TKO
40HK
Workdays
Usulan Komite Audit

Audit Committee
recommendation
B. Kegiatan Non Pemeriksaan Non-Audit Activities

1
Non Rutin Non-Regular
B.1.1 Pembekalan ICoFR
ICoFR Debriefing
Apr-14
B.1.2 Assessment hasil

perbaikan GCG
Assessment on GCG
Correction Result
Triwulan III 3rd Quarter
B.2.1 Melayani konsultasi
Consulting Services
Sesuai Permintaan
By request
B.2.2 Monitoring tindak lanjut

hasil audit internal &
eksternal
Monitoring on Internal and

External Audit findings
follow-ups
s.d. Akhir Tahun

Until end of the year
Rutin Regular
B.2.3 Rapat koordinasi IA anak IA Coordination Meeting

perusahaan hulu
of Upstream Subsidiaries
Triwulanan
Quarterly
B.2.4 Rapat manajemen PEPC
PEPC Mgt. Meeting
Mingguan Weekly
B.2.5 Mengkoordinasikan
pelaksanaan audit
laporan keuangan oleh
KAP
Coordination of Financial
Statements Audit by
Public Accounting Firm
s.d. Akhir Tahun

Until end of the year
B.2.6 Pelatihan peningkatan

kompetensi SDM IA
Training on Internal Audit

Human Resources
Competency
Development
Akhir Tahun
End of year

PENGEMBANGAN KOMPETENSI AUDITOR INTERNAL

INTERNAL AUDITOR COMPETENCY DEVELOPMENT
Dalam rangka memperluas wawasan dan kompetensi
profesional auditor internal, Internal Audit telah
mengikutsertakan auditornya dalam berbagai pendidikan
dan pelatihan selama tahun 2014 sebagai berikut:
In order to expand internal auditors' knowledge and

professional competencies, Internal Audit has assigned its
auditors to various educations and trainings throughout
2014,such as:
Tabel 6.24 Pelatihan Auditor Internal Tahun 2014 Table 6.24 Training Auditors Internal in 2014
No
Tanggal Date
Tempat Venue
22 Januari 2014
January 22, 2014
Jakarta
23 - 27 Juni 2014
June 23-27, 2014
Pertamina HSE Training Center
29-30 September 2014

September 29-30, 2014
Bandung
10-12 Desember 2014

December 10-12, 2014
Bali
Nama Pendidikan dan Pelatihan

Names of Education and Training
HSE Management System

Jakarta
HSE Management System

Jakarta
Basic HSE Mandatory

Training
Basic HSE Mandatory

Training
Fundamental Risk Based

Internal Audit (RBIA)
Fundamental Risk Based

Internal Audit (RBIA)
Revisi Terbaru PTK 007

Untuk Pengadaan Barang
dan Jasa Di Industri Hulu
Migas
Latest Revision of Working

Procedure Guidelines 007
on Goods and Services
Procurement in Oil and
Gas Upstream Industry
373
374
MANAJEMEN RISIKO PERUSAHAAN

CORPORATE RISK MANAGEMENT
Proses manajemen risiko diterapkan secara konsisten

dalam setiap proses aktivitas bisnis maupun operasional
Perusahaan sehari-hari. Pengelolaan risiko yang konsisten
merupakan faktor penting, yang akan mempengaruhi
keberhasilan PEPC dalam mencapai target kinerja secara
optimal sesuai yang telah ditetapkan, yaitu menjadi
Perusahaan yang sehat dan bertumbuh secara
berkesinambungan.
Risk management process is applied consistently in all daily corporate
business and operational activities. Consistent risk management is
an important factor which will affect PEPC success in achieving
optimal pre-determined performance target, i.e. being a Company
that is sustainably sound and growing .

Manajemen Risiko adalah pengelolaan risiko melalui

koordinasi, komunikasi, monitoring dan review yang
terangkum dalam Proses Manajemen Risiko sehingga
mengurangi risiko yang terjadi, memitigasi dan mengurangi
dampak negatif yang terjadi.
Risk management is the management of risk through

coordination, communication, monitoring and review which
is summarized in the Risk Management Process, thereby
reducing the occurrence of risks, mitigating and reducing
the negative impacts.
Manajemen Risiko memiliki peran dalam meningkatkan

kualitas pengelolaan Perusahaan melalui dua aspek, yaitu
melindungi modal dan mengoptimalkan return terhadap
risiko. Dengan skala operasi yang luas dan volume usaha
yang terusmeningkat, maka PEPC menerapkan pola
pengelolaan risiko secara terpadu untuk mengidentifikasi,
mengukur, memantau dan mengendalikan eksposur risiko
di seluruh lini organisasi.
Risk management has a role to improve the quality of

Company management through two aspects, namely to
protect the capital and to optimize the returns on risk. With
wide-scale operations and improving business volumes ,
then PEPC implements an integrated risk management
scheme to identify, measure, monitor and control risk
exposures in all organizational lines.
Selain itu manajemen risiko berkontribusi memaksimalkan

opportunities, mempertahankan lingkungan kerja yang
kondusif, membangun kepercayaan investor, meningkatkan
shareholder value, meningkatkan tata kelola yang sehat,
mengantisipasi perubahan lingkungan yang pesat dan
mengintegrasikan strategi Pertamina. Penerapan
manajemen risiko yang dilaksanakan sudah lebih terarah,
komprehensif dan berkelanjutan dalam upaya melindungi
kesinambungan bisnis jangka panjang dan meminimalkan
dampak yang tidak diharapkan pada kegiatan operasi
maupun terhadap kinerja keuangan.
In addition, risk management contributes in maximizing

opportunities, maintain a conducive work environment,
establish investor trust, increase shareholder value, improve
good governance, anticipate rapid environmental changes
and integrate Pertamina's strategies. Implementation of
risk management has been well focused, comprehensive
and sustainable in order to protect the long-term business
continuity and minimize undesirable effects on the
operations and the financial performance.
PRINSIP MANAJEMEN RISIKO

RISK MANAGEMENT PRINCIPLES
Penerapan manajemen risiko yang terarah, komprehensif

dan berkelanjutan mutlak dibutuhkan untuk mengelola
risiko-risiko dalam upaya melindungi kesinambungan bisnis
jangka panjang dan meminimalkan dampak yang tidak
diharapkan pada kinerja Perusahaan. Sejalan dengan Visi
dan Misi serta strategi Perusahaan maka penerapan
manajemen risiko harus dilandasi dengan komitmen, usaha,
kerja keras serta dukungan para Pemegang Saham
sehingga pencapaian target khususnya di Tahun 2014
dapat terealisasi sesuai rencana.
Implementation of focused, comprehensive and absolute

sustainable risk management is required to manage risks
in an effort to protect the long-term business continuity
and minimize undesirable effects on the Company's
performance. In line with the vision and mission as well as
Company's strategy therefore risk management should be
based on the commitment, effort, hard work and the support
of shareholders so that the targets, especially in 2014 can
be achieved as planned.
Penerapan ini sesuai dengan Traktat Manajemen Risiko

yang ditandatangani pada tanggal 4 Oktober 2010 dengan
maksud memaksimalkan nilai Perusahaan dan kekayaan
Pemegang Saham. Hal ini dilakukan dengan segala
komitmen dari manajemen dan jajarannya dalam
implementasi sistem manajemen risiko berbasis integrasi
korporasi (Enterprise-wide Risk Management/ERM) dimana
PEPC akan mengimplementasikan prinsip-prinsip
manajemen risiko sebagai berikut :
The implementation of Risk Management is in accordance

with the Risk Management Treaty signed on October 4,
2010 which was intended to maximize the value of the
Company and shareholders' wealth. The implementation
is conducted with all the commitment of management and
staff in the implementation of the corporate integrationbased risk management system (Enterprise-wide Risk
Management / ERM) in which PEPC will implement the
principles of risk management as follows:
375
376

1.
2.
3.
4.
5.
6.
7.
8.
Bahwa manajemen risiko perusahaan, adalah kewajiban

semua jajaran dalam perusahaan. Hal ini termasuk
dan tidak terbatas kepada Direksi, Manajemen,
Karyawan, dan pihak-pihak ketiga yang terkait dengan
operasional perusahaan. Oleh karena itu, Direksi
berkewajiban untuk menetapkan Profil Risiko
Perusahaan (Risk Profile/ Risk Map) dan menetapkan
Batas Toleransi Risiko Perusahaan (Risk Appetite/ Risk
Tolerance) sebagai panduan dasar pengelolaan usaha
dan pengendalian risiko dalam perusahaan, yang
kemudian dituangkan dalam RJP dan RKAP
perusahaan;
Bahwa manajemen risiko perusahaan, tidak saja
bertujuan untuk meminimalisasi kerugian dan
memperkecil dampak kerugian bagi perusahaan;
namun juga bertujuan untuk mencapai nilai perusahaan
yang lebih tinggi dan kemudian menghasilkan nilai
tambah yang maksimal bagi pemegang saham
(maximize shareholder value added);
Bahwa manajemen risiko perusahaan, melalui segenap
sistem yang diterapkan, adalah alat utama dalam
penentuan perencanaan strategi perusahaan ke depan
dan alat strategi penilaian kinerja usaha dan kinerja
sumberdaya manusia yang ada. Manajemen risiko
bukan hanya menjadi alat ukur kinerja operasional
harian semata;
Bahwa manajemen risiko perusahaan, dimulai dari
pencapaian integritas sumberdaya manusia
perusahaan dan integritas dari Pimpinan perusahaan
sebagai prasyarat awal, dan yang dengan demikian
manajemen anti-fraud (anti kecurangan) dalam
perusahaan menjadi hal yang wajib dilakukan;
Bahwa manajemen risiko perusahaan, menjamin
seluruh laporan yang menyajikan pengukuran kinerja
perusahaan (corporate performance), dilakukan dengan
penuh kehati-hatian (prudent) dan integritas tinggi,
sehingga perusahaan terhindar dari potensi
memberikan laporan yang tidak sesuai dengan faktual
yang sesungguhnya terjadi;
Bahwa manajemen risiko mengutamakan kepada faktor
keselamatan dan kesehatan kerja bagi segenap
karyawan yang merupakan aset utama (human capital)
yang dimiliki oleh perusahaan;
Bahwa sebagai perusahaan minyak dan gas,
manajemen risiko yang dilakukan perusahaan
senantiasa menjunjung tinggi kelestarian dan
konservasi lingkungan baik lingkungan fisik maupun
lingkungan sosial;
Bahwa sebagai perusahaan minyak dan gas, sistem
manajemen risiko yang dilakukan perusahaan
senantiasa berpihak kepada langkah-langkah
penghematan dan konservasi energi;
1.
That the corporate risk management is the obligation

of all company levels. This includes and is not limited
to the Board of Directors, management, employees,
and third parties related to the company's operations.
Therefore, the Board of Directors is obliged to establish
the Corporate Risk Profile (Risk Profile / Risk Map) and
Limit of Corporate Risk Tolerance (Risk Appetite / Risk
Tolerance) as guidelines of business management and
risk control in the company, which are then applied in
the corporate Long-Term Plan and Work Plan and
Budget (RKAP);
2.
That the corporate risk management, not only aims to

minimize losses and minimize the impact of losses for
the company; but also aims to achieve higher corporate
value and then generate maximum added value for
shareholders (maximize shareholder value added);
3.
That the corporate risk management, through the entire

implemented system, is a major tool in determining
the company's future strategic planning and business
performance assessment strategic tools and
performance of the available human resources. Risk
management is not only the daily operational
performance measuring instrument;
That the enterprise risk management, starting from
the achievement of the company's human resource
integrity and the integrity of company's management
as early requirement, and thus anti-fraud management
in the company becomes an obligation;
4.
5.
That the corporate risk management ensures all report

which provides corporate performance measurement,
is conducted with great prudence and high integrity,
so that companies will not provide reports which are
different from the actual facts;
6.
That the risk management prioritizes to the factor of

safety and health for all employees who are the main
assets (human capital) owned by the company;
7.
That as an oil and gas company, risk management

conducted by the company always upholds the
preservation and conservation of the environment both
the physical environment and the social environment;
8.
That as oil and gas companies, the risk management

system of the company always takes side with austerity
measures and energy conservation;

9.
10.
11.
12.
13.
Bahwa manajemen risiko perusahaan, secara terus

menerus dan terukur, juga ditujukan untuk menjaga
agar posisi perusahaan & karyawan perusahaan, tidak
berada berseberangan dengan hukum dan segala
bentuk peraturan perundangan yang berlaku baik dalam
hal pengembangan strategi usaha maupun dalam
tindakan operasional sehari-hari;
Bahwa manajemen risiko perusahaan, secara khusus
menjamin diterapkannya proses penghargaan dan
konsekuensi terhadap segenap karyawan tanpa
terkecuali, yang tidak mentaati azas manajemen risiko
pada perusahaan;
Bahwa manajemen risiko perusahaan, harus menjadi
bagian integral dari sistem budaya perusahaan, sebagai
landasan dalam mewujudkan cita-cita menjadi
perusahaan kelas dunia;
Bahwa manajemen risiko perusahaan, mewajibkan
setiap Pimpinan perusahaan untuk memahami Key
Risk Indicators (KRI) atau indicator kunci terjadinya
risiko, dalam setiap unit bisnis masing-masing; yang
kemudian KRI tersebut akan menjadi butir penting yang
harus dipertanggung jawabkan, bersama dan tidak
terpisah dari Key Performance Indicators (KPI) yang ada
dan diberlakukan;
Bahwa manajemen risiko perusahaan, mengandung
konsekuensi bahwa segenap karyawan perusahaan
harus terus menerus belajar dan meningkatkan
pengetahuan serta keterampilan dalam penanganan
manajemen risiko seoptimal mungkin, sehingga dapat
menjadi bagian penting dari praktik kinerja usaha
terbaik.
Pengembangan sistem manajemen risiko di PEPC mulai

dibangun pada tahun 2009, diawali dengan adanya
implementasi sistem manajemen risiko oleh PT Pertamina
(Persero) dan Anak Perusahaan. PEPC menindaklanjuti
dengan menerapkan sistem yang dibangun oleh Pertamina
yang selanjutnya dikembangkan sesuai dengan proses
bisnis PEPC. Berdasarkan struktur organisasi PEPC (20122015), pengelolaan manajemen risiko masih dilakukan oleh
fungsi Perencanaan dan Evaluasi, kemudian per tanggal
1 April 2013 fungsi Risk Management dibentuk yang dipimpin
oleh Risk Management Manager berdasarkan Memorandum
No. 17/CP3100/2013-S0 yang ditandatangani oleh VP
People Development & Services dan disetujui oleh Direktur
Utama PEPC.
9.
That the Corporate's risk management, continuously

and measurably, is also intended to maintain the
position of the company and employees of the
company, in line with the law and any applicable
legislation both in terms of business strategy
development and in daily operational activities;
10. That the corporate risk management, in particular

ensures the implementation of reward and
consequences process to all employees without
exception, who do not comply with the principles of
risk management in the company;
11. That the corporate risk management should be an
integral part of the corporate culture system, as a
cornerstone in achieving the goal of becoming a worldclass enterprise;
12. That the corporate risk management, requires each
company leader to understand the Key Risk Indicators
(KRI), in each business unit respectively; and then KRI
will be an important point that must be accounted for,
together with and integral to the existing and applicable
Key Performance Indicators (KPIs);
13. That the corporate risk management has

consequences, meaning that all employees of the
company must continually learn and improve their
knowledge and skills in handling risk management as
to the optimum possible, so it can be an important part
of best business performance practices.
Development of risk management systems in PEPC was

established in 2009, initiated with the implementation of
the risk management system by PT Pertamina (Persero)
(Pertamina) and its subsidiaries. PEPC followed up by
implementing a system established by Pertamina which
was developed in accordance with PEPC's business
processes. Based on the organizational structure of PEPC
(2012-2015), the risk management had been carried out by
the Planning and Evaluation function, then as of 1 April
2013, the Risk Management function was established,
chaired by the Risk Management Manager under the
Memorandum No. 17 / CP3100 / 2013-S0 signed by VP
People Development & Services and approved by the PEPC
President Director.
377
378

KERANGKA KERJA MANAJEMEN RISIKO

RISK MANAGEMENT FRAMEWORK
Penyusunan pengelolaan manajemen risiko PEPC selama

tahun 2014 selalu berkaitan dengan perkembangan bisnis
yang memiliki risiko serta ketidakpastian. Hal ini menjadi
tantangan untuk pencapaian target sesuai tujuan strategis
Perusahaan. Terkait hal tersebut maka Perusahaan
melakukan penerapan Enterprise Risk Management atau
Manajemen Risiko Berbasis Integrasi Korporasi atau
Manajemen Risiko Korporat Terintegrasi pada penyusunan
Rencana Kerja & Anggaran Perusahaan Tahun 2014 melalui
proses terstruktur dan sistematis dalam mengidentifikasi,
memetakan, mengukur serta mengembangkan penanganan
risiko sesuai ISO 31000 Tahun 2009 mengenai Pokok,
Kerangka Kerja dan Proses Manajemen Risiko sebagai
berikut:
Preparation of PEPC's risk management during 2014 was

always associated with business growth subject to risks
and uncertainties. This is a challenge to achieve the targets
in accordance with strategic objectives of the Company.
Therefore, Company conducts the implementation of
Enterprise Risk Management or Corporate IntegrationBased Risk Management or Integrated Corporate Risk
Management in the preparation of the Company's Work
Plan & Budget 2014 through a structured and systematic
process to identify, map, measure and develop risk
management based on ISO 31000 of 2009 regarding the
Principles, Framework and Risk Management process as
follows:
Gambar 6.13 Hubungan antara Pokok, Kerangka Kerja & Proses Manajemen Risiko berdasarkan ISO 31000 Tahun 2009
Figure 6.13 Relation between Principles, Framework & Risk Management Process based on ISO 31000 of 2009
a. Create value
Menciptakan nilai
b. Integral part of
organizational processes
Mandate &
Commitment
Bagian dari proses organisasi

secara integral
Amanat &
Komitmen
c. Part of decision making

Bagian dari pengambilan
keputusan
d. Explicity addresses
uncertainty
Menangani ketidakpastian
secara gamblang
Design of
Framework for
Managing Risk
Sistematik, terstruktur &

tepat waktu
f. Based on the best

available information
g. Tailored
Disesuaikan
h. Take human & cultural

factors into account
Memperhitungkan faktor
manusia & budaya
Desain Kerangka
Kerja untuk
Mengelola Risiko
Continual
Improvement of
the Framework
Implementing
Risk Management
Implementasi
Manajemen Risiko
Perbaikan
Berkelanjutan pada
Kerangka Kerja
i. Transparant & inclusive

Transparan & inklusif
Risk Identification
Risk Analysis
Risk Evaluation
Risk Treatment
Monitoring &
Review of the
Framework
j. Dynamic, iterative &

responsive to change
Dinamis, berulang & tanggap

atas perubahan
Pemantauan
& Tinjauan
Kerangka Kerja
k. Facilitate continual
improvement &
enhancement of the
organization
Perbaikan fasilitas secara

berkelanjutan & mendukung
organisasi
PRINCIPLES
Pokok
Menyusun Konteks
Risk Assessment
Kajian Risiko
e. Systematic, structured &

timely
Berdasarkan ketersediaan
informasi yang terbaik
Establishing
The Context
FRAMEWORK
Kerangka Kerja
Sumber Source : Risk Management Principles & Guidelines ISO 31000:2009 (E) International Standard
PROCESS
Proses
Identifikasi Risiko
Analisis Risiko
Evaluasi Risiko
Perlakuan Risiko

TUGAS DAN TANGGUNG JAWAB MANAJEMEN RISIKO

DUTIES AND RESPONSIBILITIES OF RISK MANAGEMENT
Sesuai dengan Pedoman Manajemen Risiko PEPC No.A001/CP2240/2013-S0 mengenai Wewenang dan tanggung
jawab Manajemen Risiko Anak Perusahaan (Subsidiary Risk
Management) dalam hal ini dilakukan oleh Fungsi Risk
Management yaitu sebagai berikut:
a. Melaksanakan kebijakan Manajemen Risiko yang
ditetapkan oleh fungsi Manajemen Risiko Direktorat
(Directorate Risk Management) melalui URM-PIMR sebagai
koordinator Anak Perusahaan Hulu di Manajemen Risiko
Korporat.
b. Menyampaikan laporan secara berkala kepada Direktur
Utama PEPC dan Manajemen Risiko Korporat yang
antara lain berisi penyajian Eksposur Risiko PEPC dengan
prinsip full disclosure.
c. Memantau posisi Risiko portofolio bisnis di PEPC dan
melakukan evaluasi atas model yang dibuat untuk
mengetahui Dampaknya terhadap PEPC.
d. Menggunakan model pengukuran Risiko dan data yang
valid.
e. Memantau pelaksanaan Risk Treatment yang dilakukan
oleh Risk Owner di PEPC.
f. Memelihara data dan informasi mengenai Loss Event
dan Near Missed yang terjadi di PEPC.
g. Menyediakan informasi yang berkaitan dengan Fungsi
di PEPC yang diperlukan oleh Manajemen Risiko
Korporat.
h. Menyusun tata kerja Manajemen Risiko ditetapkan oleh
Direktur Utama PEPC.
i. Mengem ba ngka n budaya sa dar R isiko (risk
consciousness) dalam setiap Aktivitas Fungsi
di PEPC.
j. Mengembangkan kompetensi sumber daya manusia
yang terkait dengan Manajemen Risiko
di PEPC.
In accordance with the PEPC's Risk Management Guidelines

No.A -001 / CP2240 / 2013-S0 regarding the authorities
and responsibilities of Subsidiary Risk in this case is carried
out by the Risk Management functions are as follows:
a. Implement risk management policies established by
function of Directorate Risk Management through URMInvestment Planning and Risk Management (PIMR) as
Upstream Subsidiary coordinator in Corporate Risk
Management.
b. Submit periodic reports to President Director of PEPC
and Corporate Risk Management, which contains the
presentation of Risk Exposure of PEPC with the principle
of full disclosure.
c. Monitor positions of business portfolio risk in PEPC and
evaluate the models established to determine the impact
to PEPC.
d. Utilize model of risk measurement and valid data.
e. Monitor the implementation of the Risk Treatment
conducted by the Risk Owner in PEPC.
f. Maintain data and information on the Loss Event and
Near-Misses that occur in PEPC.
g. Provide information related to the function in PEPC as
required by the Corporate Risk Management.
h. Establish work procedure of Risk Management stipulated
by the Director of PEPC.
i. Develop risk consciousness in any function activity in
PEPC.
j. Develop human resource competencies related to Risk
Management in PEPC.
STRUKTUR MANAJEMEN RISIKO

RISK MANAGEMENT STRUCTURE
Untuk memastikan implementasi dan menjaga proses

manajemen risiko dapat berjalan secara baik dan dengan
pengendalian yang efektif dan efisien, maka Direksi telah
memutuskan membentuk fungsi Risk Management yang
dipimpin oleh Risk Management Manager berdasarkan
Memorandum No. 17/CP3100/2013-S0 tanggal 1 April
2013 yang ditandatangani oleh VP People Development &
Services dan disetujui oleh Direktur Utama PEPC. Bagan
struktur Organisasi Manajemen Risiko PEPC adalah sebagai
berikut:
To ensure the implementation and to maintain a well-run

risk management processes, as well as ensuring effective
and efficient control, the Board of Directors has decided to
establish the Risk Management function, chaired by the
Risk Management Manager under the Memorandum No.
17 / CP3100 / 2013-S0 dated April 1, 2013 signed by VP
People Development & Services and approved by the
President Director of PEPC. Structure Chart of Risk
Management Organization of PEPC is as follows:
379
380

Gambar 6.14 Struktur Organisasi Fungsi Risk Management

Figure 6.14 Organizational Structure Risk Management Function
Risk Management
Manager
Gusnida
Assistant Manager,
Legal Risk & Insurance
Assistant Manager,
Operational Risk
Assistant Manager,
Investment & Financial Risk
Vacant
Vacant
Vacant
Analyst, Legal Risk

& Insurance
Analyst,
Operational Risk
Analyst, Investment
& Financial Risk
Vacant
Erikha Tania
Vacant
Berikut adalah Tugas dan Tanggung jawab dari masingmasing organisasi di atas :
RISK
MANAGEMENT
MANAGER
Following are the duties and responsibilities of each of the

above organizations:
Tugas dan tanggung jawab Duties/Activities
Tugas/Kegiatan Utama:
Main Duties/Activities:
1. Menetapkan kajian dan analisa secara

komprehensif dan terintegrasi atas seluruh
jenis risiko yang melekat pada setiap
aktivitas, operasi dan transaksi baik internal
maupun eksternal dalam proses bisnis
perusahaan dan proyek yang berpotensi
merugikan perusahaan melalui pendekatan
kuantitatif maupun kualitatif. Hasilnya
disajikan berupa profil risiko dalam situasi
terkini serta menyampaikan rekomendasi
pengelolaan risiko/risk respon/risk treatment
kepada manajemen/Direksi.
2. Mengarahkan dan mengendalikan proses
pengukuran eksposur risiko perusahaan
terhadap aktivitas bisnis atau konsentrasi
bisnis perusahaan dengan menggunakan
pendekatan kuantitatif dan atau kualitatif,
maupun menggunakan metode
pengukuran risiko yang sudah terbukti
validitas dan keandalannya serta best
practice secara umum di dunia industri
agar dapat menjadi pertimbangan dalam
memutuskan strategi pengelolaan risiko.
1. Establish a comprehensive and integrated

study and analysis over all types of risks
inherent in its activities, operations and
transactions, either internal or external in
the company's business processes and
projects that could potentially harm the
company through quantitative and
qualitative approaches. The results are
presented in the form of risk profile in the
cu r r ent s i tua ti on an d to s ubm it
recommendations of risk management /
risk response / risk treatment to
management / BOD.
2. Direct and control the company's risk
exposure measurement process to the
business activity or concentration of the
com pany's business by appl yi ng
quantitative and or qualitative approach,
and risk measurement methods with
proven validity and reliability as well as
general best practices in the industry in
order to be considered in deciding risk
management strategies.

3. Mengarahkan rekomendasi konsep

strategis yang bersifat responsif maupun
antisipatif terhadap risiko dan peluang yang
berpengaruh terhadap kinerja perusahaan
supaya dapat dilakukan penanganan yang
tepat, guna meminimalisir risiko dan
memaksimal peluang perusahaan dalam
mengendalikan risiko-risiko dari semua
aktifitas perusahaan.
4. Melakukan review atas implementasi risk
response/risk treatment dan melakukan
updating risiko perusahaan serta
melaporkan secara periodik kepada
manajemen/Direksi dan risk taking unit.
5. Menyusun laporan terhadap eksposur
risiko yang mencakup seluruh eksposur
bisnis perusahaan untuk menjadi bahan
kajian bagi manajemen dan mengatur
pelaporan risk yang tepat baik bagi
pengguna internal dan eksternal.
6. Merumuskan dan memutuskan konsep
strategi dan kebijakan pengelolaan risiko
bisnis
Perusahaan
dengan
memperhitungkan kapabilitas perusahaan
untuk menjadi pedoman (dalam bentuk
Sistem Tata Kerja/STK) untuk mendukung
penerapan Management Risiko yang efektif
dalam pencapaian target Perusahaan
untuk mendukung Induk Perusahaan dan
mengevaluasi pedoman tersebut secara
rutin minimal 1 kali dalam 2 tahun.
7. Mengarahkan kajian Risiko dalam setiap
pr oyek ya n g d ike m ba ngka n ol eh
Perusahaan dan melaporkan status
Rencana Tindakan Penilaian Risiko dan
hasil pelaksanaan tindakan kepada
Manajemen dan stakeholder lainnya. Kajian
risiko dilakukan pada saat Pra FS (Feasibility
S tu d y) , P el a ks a na a n P r oy ek d a n
Operasional.
8. Memutuskan probabilitas risiko-risiko
ekonomi antara lain Value at Risk, NPV, IRR
dan Pay Out Time berdasarkan ketersediaan
data atas semua risiko yang ada baik
operasional, pra FS maupun pelaksanaan
proyek
9. M e n g e n d a l i k a n d a n m e m o n i t o r
pelaksanaan Rencana Tindakan Penilaian
Risiko Proyek.
10. Mengarahkan dan memutuskan studi-studi,
kursus yang diperlukan oleh pemilik resiko
yang diperlukan untuk dilaksanakan.
3. Direct the recommendations of strategic

concepts that are responsive and
anticipative to the risks and opportunity
that affect the performance of the company
so that appropriate treatment can be
applied, in order to minimize the risk and
maximize the opportunity of company in
controlling the risks of all company's
activities.
4. Conduct a review of the implementation
of risk response / risk treatment and
updating the company's risk as well as
report periodically to the management /
BOD and risk taking units.
5. Compile reports on risk exposures which
cover all the company's business exposure
as then it will be the subject of study for
the management and stipulate appropriate
risk reporting for both internal and external
users.
6. Formulate and decide the concept of
strategy and business risk management
policy of the Company by considering the
capabilities of the company to provide
guidance (in the form of Work Procedures
System / STK) to support the
i mp lem ent a tio n of effec ti ve r i sk
management in achieving Company's
targets to support the Parent Company
and regularly evaluate these guidelines at
least once in 2 years.
7. Direct Risk assessment in each project
developed by the Company and report the
status of Action Plan of Risk Assessment
and Action Plan implementation results to
management and other stakeholders. Risk
assessment is conducted during the Pre
FS (Feasibility Study), Project
I m p l e m e n t a t i on a n d O p e r a t i o n s .
8. Decide probability of economic risks,
among others, the Value at Risk, NPV, IRR
and Pay Out Time based on the availability
of data for all risks that exist for operations,
pre FS and project implementation.
9. Control and monitor the implementation
of the Action Plan of Project Risk
Assessment.
10. Direct and decide studies, courses required
by the risks owner required to be
implemented.
381
382

11. Memutuskan apakah diperlukannya

perubahan analisa dan mitigasi risiko dari
suatu proyek dalam periode tertentu.
Perubahan-perubahan tersebut bisa
disebabkan karena actual realisasi proyek,
kondisi lapangan, pasar, politik dan
sebagainya.
12. Memutuskan jenis pelatihan/edukasi yang
diperlukan oleh fungsi Manajemen Risiko
dan risk owner guna membangun risk
awareness dalam perusahaan dan
meningkatkan efektifitas implementasi
Manajemen Risiko.
13. Melakukan koordinasi dengan Direktorat
PIMR Pertamina Korporat dalam membuat
risiko-risiko proyek strategis PEPC.
14. Mengarahkan dan memutuskan Rencana
kerja dan usulkan anggaran fungsi
Manajemen Risiko untuk dimasukkan
kedalam WP&B dan RKAP setiap tahunnya
serta mengendalikan pelaksanaan RKAP
tersebut.
11. Decide whether analysis change and mitigation

of risks of a project within a certain period are
required or not. These changes could be due
to the actual realization of the project, field
conditions, market, political and so on.
Tanggung Jawab Utama:

1. Tersedianya Pedoman : Manajemen Risiko
Investasi proyek dan Pedoman Risiko
PEPC, TKO dan TKI dan melakukan update
minimal 1 kali dalam 2 tahun.
Main Responsibilities:
1. Availability of Guidelines: Risk Management
of Project Investment and Risk Guidelines of
PEPC, Organizational Work Procedure (TKO),
and Individual Work Procedure as well as
updating at least once in 2 years.
2. The achievement and implementation of
strategic measures of risk mitigation planning
so that work target and company target can
be achieved.
3. Availability of Risk Register in each pre FS in
each project to be proposed by PEPC
2. Tercapainya dan terlaksananya langkahlangkah strategis perencanaan mitigasi

risiko sehingga target pekerjaan dan target
perusahaan dapat tercapai.
3. Tersedianya Risk Register setiap pra FS
dalam setiap proyek yang akan diusulkan
oleh PEPC
4. Tersedianya Risk Register setiap Proyek
yang sedang berjalan serta update yang
harus dilakukan secara rutin atau setiap
adanya perubahan proyek yang mendasar
yang mengakibatkan berubahnya risiko
terhadap proyek tersebut
5. Tersedianya Pedoman Management of
Change (MoC) sebagai antisipasi terhadap
perubahan proyek yang sedang berjalan
serta terlaksananya administrasi MoC
dengan baik
6. Tersedianya Risk Register tahunan yang
hars disampaikan kepada Korporat dengan
mengacu batasan-batasan yang sudah
ditentukan.
7. Terlaksananya mitigasi risiko dan
terlaksananya monitoring pelaksanaan
mitigasi risiko serta dilaporkannya
pelaksanaan mitigasi risiko secara rutin ke
PIMR dan Direktorat Hulu.
8. Tersedianya laporan rutin beserta
evidennya untuk disampaikan kepada
PIMR/Hulu
12. Decide what kinds of training / education are

required by the Risk Management function
and risk owners in order to build risk awareness
within the company and improve the
e f f ec t i v en e s s of r i s k m a n a g em e n t
implementation.
13. Coordinate with corporate Investment Planning
& Risk Management Directorate of Pertamina
in finding strategic project risks of PEPC.
14. Direct and decide work plan and budgeting for
the Risk Management function to be included
into the WP&B and RKAP annually as well as
control the implementation of the RKAP.
4. Availability of Risk Register in each running

project as well as updating that must be carried
out regularly, or if there are basic changes in
projects in which resulting in changes of risks
to the project.
5. Availability of Guidelines for Management of
Change (MoC) as anticipation measures
toward changes in ongoing projects as well
as well-executed implementation of MoC
administration.
6. Availability of the annual Risk Register which
should be submitted to the Corporate with
reference to the specified limits.
7. The implementation of risk mitigation and
monitoring of risk mitigation implementation
as well as risk mitigation implementation
reporting regularly to Investment Planning and
Risk Management (PIMR) and the Upstream
Directorate.
8. Availability of regular reports to be submitted
along with evidences to Investment Planning
and Risk Management (PIMR)/ Upstream

ASSISTANT
MANAGER
FOR LEGAL RISK
& INSURANCE
1. Mengendalikan dan mengevaluasi strategi

serta kebijakan penanganan penanganan
Ris iko Leg al & Insur anc e denga n
memperhitungkan kapabilitas perusahaan
untuk menjadi pedoman (dalam bentuk
Pedoman, TKI dan TKO) dalam
memperkirakan efektivitas Manajemen
Risiko serta dampak yang ditimbulkan
terhadap pencapaian target perusahaan.
2. Mengidentifikasi seluruh jenis Risiko Legal
& Insurance yang melekat pada setiap
perusahaan yang berpotensi merugikan
perusahaan melalui pendekatan kuantitatif
maupun kualitatif untuk disajikan berupa
pemetaan risiko dalam situasi terkini.
3. Mengevaluasi pengukuran eksposur Risiko
Legal & Insurance perusahaan terhadap
seluruh aktivitas bisnis atau konsentrasi
practice secara umum di dunia industri.
4. M e n g e v a l u a s i d a n m e n g a n a l i s a
rekomendasi strategis yang bersifat
responsif maupun antisipatif terhadap
Risiko Legal & Insurance serta peluangnya
yang berdampak signifikan terhadap
keuangan perusahaan supaya dapat
dilakukan penanganan yang tepat guna
dengan tuju an m em itiga s i r isi ko
perusahaan.
5. Mengevaluasi & menganalisa hasil laporan
pengelolaan terhadap eksposur Risiko Legal
& Insurance yang mencakup seluruh
eksposur bisnis perusahaan untuk menjadi
bahan kajian bagi manajemen.
1. Control and evaluate strategies as well as

policies to deal with the handling of Legal
& Insurance Risk by considering company's
capability to provide guidance (in the form
of guidelines, Individual Work Procedure
and Organizational Work Procedure) in
estimating the effectiveness of risk
management as well as its impact on the
achievement of the company's target.
2. Identify all types of Legal & Insurance Risk
inherent in each activities, operations and
transactions either internal or external in
company's business processes that could
potentially harm the company by utilizing
quantitative and qualitative approaches
presented in the form of risk mapping in
the current situation.
3. Evaluate exposure measurement of
company's Legal & Insurance risk in all
company's business activity or
concentration by utilizing quantitative and
or qualitative approach, as well as risk
measurement methods in which its validity
and reliability have been proven as well as
its best practices generally in the industry.
Terkait dengan konteks Manajemen Risiko

Proyek:
Related to the context of Risk Management

of Project
1. Mengidentifikasi terhadap seluruh jenis

Risiko Legal & Insurance proyek yang
melekat pada setiap aktivitas, operasi dan
transaksi baik internal maupun eksternal
yang berpotensi merugikan perusahaan
melalui pendekatan kuantitatif maupun
kualitatif untuk disajikan berupa pemetaan
risiko dalam situasi terkini.
1. Identify all types of Legal & Insurance Risk

4. E v a l u a t e a n d a n a l y z e s t r a t e g i c
recommendation that are responsive and
anticipative to the Legal & Insurance Risk
as well as its potential that has significant
impact on company's financial so that
appropriate measure can be carried out in
order to mitigate the risk of company.
5. Evaluate and analyze the results of
management report of Legal & Insurance
risk exposure that covers all the company's
business exposure so that it can be the
review subject for the management.
383
384

2. Mengevaluasi pengukuran awal terhadap

eksposur Risiko Legal & Insurance proyek
terhadap seluruh aktivitas bisnis atau
konsentrasi bisnis dengan menggunakan
3. Mengevaluasi dan menganalisa laporan
pengelolaan terhadap eksposur Risiko Legal
& Insurance yang mencakup seluruh
eksposur proyek untuk menjadi bahan
kajian bagi manajemen.
2. Evaluate the initial measurement of the

Legal & Insurance Risk exposure of the
project on all business activities or business
or qualitative approach, and risk
measurement methods with proven validity
and reliability and its best practices
generally in the industry.
1. Tersedianya strategi pengelolaan risiko

yang dikaji dari segi Risiko legal & insurance
1. Availability of risk management strategies

that are examined in terms of legal and
insurance risk.
2. The availability of legal and insurance risk
analysis quantitatively and qualitatively for
each proposed investment and cooperation
risk maps for the company's business
2. Tersedianya analisa risiko legal & insurance

terhadap setiap usulan investasi dan kerja
sama secara kuantitatif maupun kualitatif
maupun peta risiko untuk bisnis
perusahaan
3. Tersedianya rekomendasi penanganan
risiko legal & insurance untuk setiap usulan
investasi kerjasama dengan menggunakan
validitas dan kendalannya.

management report of Legal & Insurance
risk exposure that covers all the company's
business exposure so for review by the
management.
3. Availability of management on legal and

insurance risk for each proposed
investment cooperation by utilizing
and utilizing risk measurement methods
of which the validity and reliability have
been proven.

Proyek:
Related to context of Risk Management of

the Project:
1. Tersedianya konsep strategi pengelolaan

risiko proyek yang dikaji dari segi Risiko
legal & insurance
2. Tersedianya analisis risiko legal & insurance
maupun peta risiko untuk proyek
risiko legal & insurance dalam konteks
manajemen risiko proyek untuk setiap
usulan investasi kerjasama dengan
menggunakan pendekatan kuantitatif dan
atau kualitatif, maupun menggunakan
metode pengukuran risiko yang sudah
terbukti validitas dan keandalannya.
1. Availability of the concept of project risk

management strategies reviewed in terms
of legal and insurance risk.
analysis quantitatively and qualitatively
and risk maps for the project for each
proposed investment and cooperation
3. Availability of legal & insurance risk
management recommendations in the
context of risk management of project for
each proposed cooperation investment by
utilizing quantitative and or qualitative
approach, as well as risk measurement
methods in which its validity and reliability
have been proven.

ASSISTANT
MANAGER FOR
OPERATIONAL
RISK
Main Duties / Activities:

serta kebijakan penanganan risiko
operational dengan memperhitungkan
kapabilitas perusahaan untuk menjadi
pedoman (dalam bentuk Pedoman, TKI
dan TKO) dalam memperkirakan efektivitas
risk management serta dampak yang
ditimbulkan terhadap pencapaian target
perusahaan
2. Mengidentifikasi seluruh jenis risiko
operational yang melekat pada setiap
perusahaan yang berpotensi merugikan
'mapping' risiko dari perusahaan dalam
situasi terkini.
3. Mengevaluasi pengukuran eksposur risiko
operational perusahaan terhadap seluruh
aktivitas bisnis atau konsentrasi bisnis
perusahaan dengan menggunakan
tepa t gun a m em i nim a lka n r i si ko
perusahaan.
risiko operational dan peluang risiko
operational yang berdampak signifikan
terhadap keuangan perusahaan supaya
dapat dilakukan penanganan yang tepat
guna meminimalisir risiko perusahaan
pengelolaan terhadap eksposur risiko
operational yang mencakup seluruh
eksposur bisnis perusahaan untuk menjadi
1. Control and evaluate operational risk

management strategies and policies by
taking into account the company's
management and the impact on the
2. Identify all types of operational risk inherent
in its activities, operations and transactions
either in internal and external business
processes that could potentially harm the
company by utilizing quantitative and
qualitative approaches presented in the
form of risk 'mapping' of the company in

Proyek:

of Project
1. Melakukan identifikasi seluruh jenis risiko

operational proyek yang melekat pada
setiap aktivitas, operasi dan transaksi baik
internal maupun eksternal yang berpotensi
kuantitatif maupun kualitatif untuk disajikan
berupa pemetaan risiko dalam situasi
terkini.
1. Identify all types of Operational Risk

3. Evaluating the measurement of operational

risk exposure throughout company's
business activity or business concentration
by utilizing quantitative and or qualitative
approach as well as it best practices
generally in the industry, and utilizing risk
and reliability have been proven, so that
appropriate measure can be carried out in
order to minimize the risk of the company.
4. Evaluate and analyze responsive and
anticipative strategic recommendations to
the operational risk and operational risk
opportunities that have significant impacts
on the company's financial state so that
appropriate measure can be carried out to
minimize the risk of the company
management report of operational risk
exposure that covers all the company's
business exposure so that it can be the
review subject for the management.
385
386

2. Melakukan evaluasi pengukuran eksposur

risiko operational proyek terhadap seluruh
aktivitas bisnis atau konsentrasi bisnis
dengan menggunakan pendekatan
kuantitatif dan atau kualitatif, maupun
menggunakan metode pengukuran risiko
yang sudah terbukti validitas dan
keandalannya serta best practise secara
umum di dunia industri.
3. Mengevaluasi dan menganalisis laporan
operational yang mencakup seluruh
eksposur proyek untuk menjadi bahan
kajian bagi manajemen.

Operational Risk exposure of the project
on all business activities or business
or qualitative approach, and risk
and reliability have been proven and its
best practices generally in the industry.

yang dikaji dari segi risiko Operational

that are examined in terms of operational
risk.
2. The availability of Operatinal risk analysis
quantitatively and qualitatively for each
proposed investment and cooperation risk
maps for the company's business
2. Tersedianya analisa risiko Operational

maupun peta risiko untuk bisnis
perusahaan
terhadap penanganan risiko Operational
untuk setiap usulan investasi kerjasama
keandalannya.

management report of Operational risk
exposure that covers all the company's
business exposure for review by the
management.
3. Availability of management on Operational

risk for each proposed investment
cooperation by utilizing quantitative and
or qualitative approach, and utilizing risk
measurement methods of which the
validity and reliability have been proven.

Proyek:

the Project:

proyek yang dikaji dari segi risiko
Operational
2. Tersedianya analisis risiko Operational
maupun peta risiko untuk proyek
ris iko Op eratio nal da lam kontek s
manajemen risiko proyek untuk setiap
usulan investasi kerjasama dengan
1. Availability of the concept of project risk

management strategies reviewed in terms
of Operational risk.
2. The availability of Operational risk analysis
quantitatively and qualitatively and risk
maps for the project for each proposed
investment and cooperation
3. Availability of Operational risk management
recommendations in the context of risk
management of project for each proposed
cooperation investment by utilizing
as well as risk measurement methods of
which the validity and reliability have been
proven.

ASSISTANT
MANAGER
INVESTMENT &
FINANCIAL RISK

serta kebijakan penanganan risiko investasi
& keuangan dengan memperhitungkan
kapabilitas perusahaan untuk menjadi
pedoman (dalam bentuk Pedoman, TKI
dan TKO) dalam memperkirakan efektivitas
risk management serta dampak yang
perusahaan
2. Mengidentifikasi seluruh jenis risiko
investasi & keuangan yang melekat pada
setiap aktivitas, operasi dan transaksi baik
internal maupun eksternal dalam proses
bisnis perusahaan yang berpotensi
kuantitatif maupun kualitatif untuk disajikan
berupa 'mapping' risiko dari perusahaan
dalam situasi terkini.
3. Mengevaluasi pengukuran eksposur risiko
investasi & keuangan perusahaan terhadap
tepa t gun a m em i nim a lka n r i si ko
perusahaan.
risiko investasi & keuangan dan peluang
risiko investasi & keuangan yang
berdampak signifikan terhadap keuangan
perusahaan supaya dapat dilakukan
penanganan yang tepat guna
meminim alisir r isiko per usa ha an.
pengelolaan terhadap eksposur resiko
investasi & keuangan yang mencakup risiko
seluruh eksposur bisnis perusahaan untuk
menjadi bahan kajian bagi manajemen.
1. Control and evaluate investment & financial

risk management strategies and policies
by taking into account the company's
2. Identify all types of investment & financial
risk inherent in its activities, operations and
transactions either in internal and external
business processes that could potentially
harm the company by utilizing quantitative
and qualitative approaches presented in
the form of risk 'mapping' of the company
in the current situation.

Proyek:
1. Melakukan identifikasi seluruh jenis risiko
Investasi dan Keuangan proyek yang

of Project
1. Identify all types of Investment and
Financial Risk inherent in each activities,
operations and transactions either internal
or external in company's business
form of risk mapping in the current
situation.
3. Evaluating the measurement of investment

& financial risk exposure throughout
company's business activity or business
or qualitative approach as well as it best
practices generally in the industry, and
utilizing risk measurement methods of
which the validity and reliability have been
proven, so that appropriate measure can
be carried out in order to minimize the risk
of the company.
4. Evaluate and analyze responsive and
anticipative strategic recommendations to
the investment & financial risk and
investment & financial risk opportunities
that have significant impacts on the
company's financial state so that
appropriate measure can be carried out to
minimize risks to the company.
management report of investment &
financial risk exposure that covers all the
company's business exposure for review
by the management.
387
388

2. Melakukan evaluasi pengukuran eksposur

risiko Investasi dan Keuangan proyek
3. Mengevaluasi dan menganalisis laporan
Investasi dan Keuangan yang mencakup
seluruh eksposur proyek untuk menjadi

Investment and Financial Risk exposure of
the project on all business activities or
business concentration by utilizing
and risk measurement methods of which
the validity and reliability have been proven
and its best practices generally in the
industry.
management report of Investment and
Financial risk exposure that covers all the
company's business exposure for review
by the management.

yang dikaji dari segi risiko Investasi dan
Keuangan
2. Tersedianya analisa risiko Investasi dan
Keuangan terhadap setiap usulan investasi
dan kerja sama secara kuantitatif maupun
kualitatif maupun peta risiko untuk bisnis
perusahaan
terhadap penanganan risiko Investasi dan
Keuangan untuk setiap usulan investasi
ker ja s a ma d enga n m eng guna ka n
validitas dan keandalannya.

that are examined in terms of Investment
& Financial risk.
2. The availability of Investment & Financial
risk analysis quantitatively and qualitatively
for each proposed investment and
cooperation risk maps for the company's
business
3. Availability of management on Investment
& Financial risk for each proposed
been proven.

Proyek:

the Project:

proyek yang dikaji dari segi risiko Investasi
dan Keuangan
2. Tersedianya analisis risiko Investasi dan
Keuangan terhadap setiap usulan investasi
dan kerja sama secara kuantitatif maupun
kualitatif maupun peta risiko untuk proyek
risiko Investasi dan Keuangan dalam
konteks manajemen risiko proyek untuk
setiap usulan investasi kerjasama dengan
1. Availability of project risk management

strategies reviewed in terms of Investment
& Financial risk.
2. Availability of Investment & Financial risk
analysis quantitatively and qualitatively
and risk maps for the project for each
proposed investment and cooperation
3. Availability of Investment & Financial risk
management recommendations in the
context of risk management of project for
each proposed cooperation investment by
utilizing quantitative and or qualitative
approach, as well as risk measurement
methods in which its validity and reliability
have been proven.

ANALYST FOR
LEGAL RISK &
INSURANCE
1. Menyiapkan data-data dan informasi yang
dibutuhkan untuk mendukung kebijakan
penanganan Risiko Legal & Insurance
dengan memperhitungkan kapabilitas
perusahaan untuk menjadi pedoman
(dalam bentuk Pedoman, TKI dan TKO)
da la m memperkira ka n efektivitas
Manajemen Risiko serta dampak yang
perusahaan.
2. Melakukan identifikasi awal terhadap
seluruh jenis Risiko Legal & Insurance yang
dalam proses bisnis perusahaan yang
berpotensi merugikan perusahaan melalui
pendekatan kuantitatif maupun kualitatif
untuk disajikan berupa pemetaan risiko
dalam situasi terkini.
3. Melakukan pengukuran awal terhadap
eksposur Risiko Legal & Insurance
perusahaan terhadap seluruh aktivitas
bisnis atau konsentrasi bisnis perusahaan
keandalannya serta best practice secara
4. Menyiapkan usulan yang bersifat responsif
maupun antisipatif terhadap Risiko Legal
& Insurance serta peluangnya yang
penanganan yang tepat guna dengan
tujuan memitigasi risiko perusahaan.
5. Menyiapkan laporan pengelolaan terhadap
eksposur Risiko Legal & Insurance yang
mencakup seluruh eksposur bisnis
perusahaan untuk menjadi bahan kajian
bagi manajemen.
6. Tersedianya konsep dan analisis awal
pengelolaan risiko perusahaan yang dikaji
dari segi Risiko Legal & Insurance.
7. Tersedianya usulan awal terhadap
penanganan risiko legal & insurance untuk
terbukti validitas dan keandalannya
8. Menyiapkan data-data dan informasi dalam
rangka memberikan alternatif penanganan
risiko untuk setiap usulan investasi dan
kerja sama yang sudah terbukti validitas
dan keandalannya dilihat dari sisi Risiko
Legal & Insurance.

1. Provide data and information required to
support Legal & Insurance risk
management policies by considering
company's capability to provide guidance
(in the form of guidelines, Individual Work
Procedure and Organizational Work
Procedure) in estimating the effectiveness
of risk management and the impact on the
2. Identify initial identification of all kinds of
Legal & Insurance Risk inherent in each
activities, operations and transactions
either internal or external in company's
business processes that could potentially
harm the company by utilizing quantitative
and qualitative approaches presented in
the form of risk mapping in the current
situation.
3. Conduct the initial measurement of
company's Legal & Insurance risk exposure
in all company's business activity or
validity and reliability have been proven as
well as its best practices generally in the
industry.
4. Provide responsive and anticipative
proposal towards the Legal & Insurance
Risk as well as its potential that has
significant impact on company's financial
so that appropriate measure can be carried
out in order to mitigate the risk of company.
5. Provide management reports on Legal &
Insurance risk exposures that covers all
the company's business exposure to be
r eview subj ec t f or m an agem ent.
6. Availability of initial concept and analysis
of company's risk management which was
reviewed in terms of the Legal & Insurance
Risk.
7. Availability of initial proposals on
management of legal and insurance risk
for each proposed investment cooperation
approach, and risk measurement methods
been proven.
8. Provide the data and information in order
to provide an alternative risk management
cooperation in which its validity and
reliability have been proven in terms of
Legal & Insurance Risk.
389
390


Proyek:

the Project:
1. Melakukan identifikasi awal terhadap

seluruh jenis Risiko Legal & Insurance proyek
yang melekat pada setiap aktivitas, operasi
dan transaksi baik internal maupun
eksternal yang berpotensi merugikan
pemetaan risiko dalam situasi terkini.

eksposur Risiko Legal & Insurance proyek
risiko proyek untuk setiap usulan investasi
dan kerja sama yang sudah terbukti
validitas dan keandalannya dilihat dari sisi
Risiko Legal & Insurance.
eksposur Risiko Legal & Insurance yang
mencakup seluruh eksposur proyek untuk

1. Tersedianya konsep awal pengelolaan
risiko yang dikaji dari segi Risiko legal &
insurance
2. Tersedianya analisa awal terhadap risiko
legal & insurance terhadap setiap usulan
investasi dan kerja sama secara kuantitatif
maupun kualitatif maupun peta risiko untuk
bisnis perusahaan
penanganan risiko legal & insurance untuk
insurance risk.

Proyek:
risiko proyek yang dikaji dari segi Risiko
legal & insurance
legal & insurance terhadap setiap usulan
maupun kualitatif maupun peta risiko untuk
proyek

the Project:
insurance risk.
Conduct initial identification of all kinds of

Legal & Insurance Risk inherent in each
activity, operations and transactions either
internal or external in company's business
form of risk mapping in the current
situation.
Conduct the initial measurement of
company's Legal & Insurance risk exposure
in all company's business activity or
validity and reliability have been proven as
well as its best practices generally in the
industry.
Provide the data and information in order
to provide an alternative risk management
cooperation in which its validity and
reliability have been proven in terms of
Legal & Insurance Risk.
Provide management reports on Legal &
Insurance risk exposures that covers all
the company's business exposurefor
review by the management.

been proven.

ANALYST FOR
OPERATIONAL
RISK

penanganan risiko legal & insurance dalam
konteks manajemen risiko proyek untuk

been proven.
1. Melakukan kajian aspek risiko operasional
dan risiko bisnis aktivitas perusahaan
sesuai Pedoman STK Investasi.
1. Conduct review on the aspects of
operational and business risk of the
company's activities in accordance with
Guidelines for Investment of Work
Procedure System.
2. Compile the evaluation report and the
proposed recommendations related to
operational risk of company's activities.
3. Conduct identification, analysis and
evaluation of the project operational risk
by utilizing quantitative and qualitative
approaches.
4. Provide proposed recommendation of
Opera tional Risk m anagement of
company's activities so that appropriate
measure can be carried out in order to
mitigate the risks to company.
5. Conduct an evaluation and analysis of the
company's operational risk exposure.
6. Availability of the results of the
identification, assessment and analysis as
well as proposed recommendations in
terms of Operational Risk aspects in the
company.
7. Ensure the completeness of the data and
parameters used in the evaluation of
Operational Risk aspect that will be
conducted by the company.
8. Report the evaluation and analysis results
of the proposed recommendations for
management of Operational Risk of
company's activities.
2. Membuat laporan evaluasi dan usulan

rekomendasi terkait risiko operasional
aktivitas perusahaan.
3. Melakukan identifikasi, analisis dan evaluasi
risiko operasional proyek melalui
pendekatan kuantitatif maupun kualitatif.
4. M e m b e r i k a n u s u l a n r e k o m e n d a s i
pengelolaan Risiko Operasional Aktivitas
penanganan yang tepat guna
meminimalkan risiko perusahaan.
5. Melakukan evaluasi dan analisis eksposur
risiko operasional perusahaan.
6. Tersedianya hasil identifikasi, kajian dan
analisis serta usulan rekomendasi secara
aspek Risiko Operasional dilingkungan
perusahaan.
7. Memastikan kelengkapan data-data dan
paramater yang digunakan dalam evaluasi
aspek Risiko Operasional yang akan
dikerjakan oleh perusahaan.
8. Melaporkan hasil evaluasi dan analisis
usulan rekomendasi penanganan Risiko
Operasional aktivitas perusahaan.
Proyek:
1. Melakukan identifikasi, analisis dan evaluasi
risiko operasional proyek melalui
pendekatan kuantitatif maupun kualitatif.
2. M e m b e r i k a n u s u l a n r e k o m e n d a s i
pengelolaan risiko operasional proyek serta
aktivitas perusahaan supaya dapat
dilakukan penanganan yang tepat guna
meminimalkan risiko perusahaan.
3. Melakukan evaluasi dan analisa eksposur
risiko operasional proyek-proyek investasi
perusahaan.

the Project:
1. Conduct identification, analysis and
evaluation of the project operational risk
by utilizing quantitative and qualitative
approaches.
2. Provide proposed recommendation of
Opera tional Risk m anagement of
company's activities so that appropriate
measure can be carried out in order to
mitigate risks to company.
3. Conduct an evaluation and analysis of the
company's operational risk exposure.
391
392

ANALYST FOR
INVESTMENT
& FINANCIAL
RISK

1. Tersedianya hasil kajian aspek risiko
operasional usulan proyek investasi untuk
Direktorat Hulu
2. Tersedianya hasil identifikasi risiko
operasional
3. Tersedianya hasil analisis risiko operasional
4. T ers edia nya us ula n r ekom enda s i
penanganan risiko operasional
1. Availability of the results study on operational
risk aspect of investment project proposal to
the Upstream Directorate.
2. Availability of operational risk identification
results.
3. Availability of operational risk analysis results
4. Availability of the proposed recommendations
of operational risk management.

Proyek:
1. Tersedianya hasil kajian aspek risiko
operasional usulan proyek investasi untuk
Direktorat Hulu
2. Tersedianya hasil identifikasi risiko
operasional proyek
3. Tersedianya hasil analisis risiko operasional
proyek
4. T ers edia nya us ula n r ekom enda s i
penanganan risiko operasional proyek
Related to context of Risk Management of the

Project:
1. Availability of the results study on operational
risk aspect of investment project proposal to
the Upstream Directorate.
2. Availability of operational risk identification
results.
3. Availability of operational risk analysis results.
1. Melakukan analisis terhadap kajian awal
tent a ng st r at egi s er ta kebi ja ka n
penanganan Risiko Investasi & Keuangan
dengan memperhitungkan kapabilitas
perusahaan untuk menjadi pedoman
(dalam bentuk Pedoman, TKI dan TKO)
da lam m em perkira kan efektivita s
Manajemen Risiko serta dampak yang
perusahaan.
2. Melakukan pemilihan dan seleksi seluruh
jenis Risiko Investasi & Keuangan yang
dalam proses bisnis perusahaan yang
berpotensi merugikan perusahaan melalui
pendekatan kuantitatif maupun kualitatif
untuk disajikan berupa pemetaan risiko.
1. Conduct an analysis of the initial
a ssessment on the strategy and
management policy of Investment &
Finance Risk by considering the company's
2. Conduct the appointment and selection of
all types of Investment and Financial Risk
inherent in any activity operations and
3. Review the results of the initial assessment
on measurement of company's investment
& financial risk exposure of company's
business activity or business concentration
approach as well as its best practices
generally in the industry, and utilizing risk
validity and reliability have been proven.
3. Mengkaji kembali hasil kajian awal

terhadap pengukuran eksposur risiko
investasi & keuangan perusahaan terhadap
practise secara umum di dunia industri.
4. Availability of the proposed recommendations

of project's operational risk management.

4. Menganalisis dan memberikan usulan

responsif maupun antisipatif terhadap Risiko
Investasi & Keuangan serta peluangnya yang
penanganan yang tepat guna dengan tujuan
memitigasi risiko perusahaan.
5. Menganalisis dan mengkaji hasil laporan
pengelolaan awal terhadap eksposur Risiko
Investasi & Keuangan yang mencakup
seluruh eksposur bisnis perusahaan untuk
6. Tersedianya konsep lengkap kajian tentang
strategi pengelolaan risiko perusahaan yang
dikaji dari segi Risiko Investasi & Keuangan.
7. Ter sedi anya us ula n da n a lter na tif
rekomendasi lengkap analisis Risiko
Investasi & Keuangan terhadap setiap usulan
maupun kualitatif dalam bentuk peta risiko.
8. Memonitor penanganan risiko untuk setiap
usulan investasi dan kerja sama yang sudah
Proyek:
1. Melakukan identifikasi awal terhadap seluruh
jenis risiko Investasi dan Keuangan proyek
yang melekat pada setiap aktivitas, operasi
dan transaksi baik internal maupun eksternal
eksposur risiko Investasi dan Keuangan
proyek terhadap seluruh aktivitas bisnis atau
maupun menggunakan metode pengukuran
risiko yang sudah terbukti validitas dan
keandalannya serta best practise secara
risiko proyek untuk setiap usulan investasi
dan kerja sama yang sudah terbukti validitas
dan keandalannya dilihat dari sisi Risiko
Investasi dan Keuangan.
eksposur risiko Investasi dan Keuangan yang
mencakup seluruh eksposur proyek untuk
4. A n a l y z e d a n p r o v i d e s t r a t e g i c
recommendation that are responsive and
anticipative to the Investment & Financial
Risk as well as its potential that has
significant impact on company's financial
so that appropriate measure can be carried
out in order to mitigate the risk of company.
5. Analyze and assess the results of the initial
management report to the Investment and
Financial Risk exposure that covers all the
company's business exposure to the subject
of review for management.
6. Availability of the complete concept study
on company's risk management strategies
which were reviewed in terms of the
Investment and Financial Risk.
7. Availability of alternative complete proposals
and recommendations on Investment &
Financial Risk analysis for each proposed
investment and cooperation in quantitative
and qualitative approach in terms of risk
mapping.
8. Monitor the risk management for each
proposed investment and cooperation in
which its validity and reliability have been
proven.
Related to context of Risk Management of the
Project:
1. Identify initial identification of all kinds of
Investment & Financial Risk inherent in each
activities, operations and transactions either
internal or external in company's business
qualitative approaches presented in the form
of risk mapping in the current situation.
2. Conduct the initial measurement of
company's Investment & Financial Risk
exposure in all company's business activity
or concentration by utilizing quantitative and
measurement methods of which the validity
and reliability have been proven as well as
its best practices generally in the industry.
3. Provide the data and information in order to
provide an alternative risk management for
in which its validity and reliability have been
proven in terms of Investment & Financial
Risk.
4. Provide management reports on Investment
& Financial Risk exposures that covers all
the company's business exposure to be
review subject for management.
393
394


risiko yang dikaji dari segi risiko Investasi
dan Keuangan
Investasi dan Keuangan terhadap setiap
usulan investasi dan kerja sama secara
kuantitatif maupun kualitatif maupun peta
risiko untuk bisnis perusahaan
penanganan risiko Investasi dan Keuangan
keandalannya
Main Responsibilities
and Financial risk.
2. The availability of Investment and Financial
business
and Financial risk for each proposed
been proven.

Proyek:
risiko proyek yang dikaji dari segi risiko
Investasi dan Keuangan
Investasi dan Keuangan terhadap setiap
usulan investasi dan kerja sama secara
kuantitatif maupun kualitatif maupun peta
risiko untuk proyek
penanganan risiko Investasi dan Keuangan
dalam konteks manajemen risiko proyek
keandalannya.

the Project:
and Financial risk.
2. The availability of Investment and Financial
business.
and Financial risk for each proposed
been proven.

PROFIL MANAJER MANAJEMEN RISIKO

PROFILE OF RISK MANAGEMENT MANAGER
GUSNIDA
Warga Negara Indonesia, lahir di

Bukittinggi, 16 Agustus 1964,
menyelesaikan pendidikan S1 Teknik Kimia
dari Institut Teknologi Bandung dan S2
Magister Management dari Universitas
Gajah Mada (Jogja).
She is an Indonesian citizen, born in

Bukittinggi, on August 16, 1964. She
attended Bandung Institute of Technology
majoring in Chemical Engineering, and she
studied and earned her Master's degree
in Magister Management from Gajah
Mada University (Yogyakarta).
Perjalanan karir beliau selama 7 tahun

terakhir diantaranya Asisten Manajer
Marketing Services M&T (2007-2008),
Manajer Retail Development M&T (20082012), MySAP Financial Expert -CSS (20122013), dan tahun 2013 sampai sekarang
beliau menjabat sebagai Risk Management
Manager di PEPC sesuai Keputusan
Direktur Sumber Daya Manusia
PT Pertamina (Persero) No.Kpts.
P-675/K00000/2013-S8.
Her career over the last 7 years included

Assistant Marketing Manager of Services
M & T (2007-2008), M & T Retail
Development Manager (2008-2012),
mySAP Financial Expert -CSS (2012-2013),
and from 2013 until now she serves as
Manager of Risk Management in PEPC by
Decree of the Director of Human
Resources of PT Pertamina (Persero)
No.Kpts.P-675/K00000/2013-S8.
Sertifikasi yang sudah diraih adalah

Sertifikasi Program Pengembangan
Eksekutif Pertamina (PPEP) angkatan IX
dan Certified Risk Management Profesional
(CRMP).
She also obtained various certification

such as Certification of Pertamina
Executive Development Program (PPEP)
class IX and Certified Risk Management
Professional (CRMP).
PROSES MANAJEMEN RISIKO

RISK MANAGEMENT PROCESS
Sesuai dengan ISO 31000 Tahun 2009 bahwa pengertian

risiko adalah ketidakpastian akan potensi terjadinya suatu
peristiwa (events), baik yang dapat diperkirakan (anticipated)
maupun yang tidak dapat diperkirakan (unanticipated) yang
dapat menimbulkan dampak negatif (threat) maupun positif
(opportunity) terhadap pencapaian tujuan. Oleh sebab itu
maka risiko harus dikelola melalui koordinasi, komunikasi,
monitoring dan review yang terangkum dalam Proses
Manajemen Risiko.
In accordance with ISO 31000 of 2009, the definition of

risk is the uncertainty of the potential occurrence of events,
both anticipated and unanticipated which can be a threat
or an opportunity to the achievement of the target. Therefore,
the risk must be managed through coordination,
communication, monitoring and review which are
summarized in the Risk Management Process.
Sebagai langkah awal proses, PEPC melakukan kegiatan

identifikasi risiko untuk menentukan risiko-risiko yang
berpotensi mempengaruhi performance, tujuan dan strategi.
Penerapan identifikasi risiko harus dilakukan secara jelas,
lengkap, terarah dan akurat. Proses identifikasi risiko sendiri
terbagi atas beberapa kegiatan seperti pendataan seluruh
risiko yang mungkin terjadi sebanyak mungkin, pemilahan
pemilik risiko, dampak yang ditimbulkan risiko, faktor yang
mempengaruhi risiko, penentuan risk appetite dan risk
tolerance. Proses identifikasi risiko ini merupakan kegiatan
berulang sehingga proses pemeliharaan identifikasi risiko
harus dilakukan secara terus-menerus. Hasil identifikasi
risiko dicatat dalam Daftar Risiko (Risk Register).
As an initial measure of the process, PEPC implements risk

identification activity to determine the risks which are
potentially affecting performance, objectives and strategies.
Implementation of risk identification should be conducted
cleary, completely, purposeful, and accurately. Risk
identification process is divided into several activities such
as assessing all the risks that may occur as much as
possible, sorting out the owners of risk, the impact of risk,
factors that affect the risk, the determination of risk appetite
and risk tolerance. The risk identification process is the
recurringactivities therefore the process of of the of risk
identification maintenance process should be conducted
continuously. The risk identification results are recorded in
Risk Register.
395
396

Gambar 6.15 Proses Manajemen Risiko berdasarkan ISO 31000 Tahun 2009
Figure 6.15 Risk Management Process based on ISO 31000 of 2009
Communication
& Consultation
Komunikasi &
Konsultasi
Menanggapi pengaruh
atas perubahan terkait
kegiatan bisnis dari
internal dan atau
keseluruhan proses
manajemen risiko
melalui komunikasi &
konsultasi menyeluruh
Responding to impacts
from changes in
business activities from
internal and/or external
on all risk management
processes through
comprehensive
communication and
consultation
Melakukan komunikasi
atas seluruh kejadian
risiko yang
membutuhkan
perhatian level
manajemen
Conducting
communication on all
risk events in need for
attention from the
management
Proaktif mengingatkan
Manajemen melalui Key
Risk Indicator (KRI)
Proactive in reminding
the management
through Key Risk
Indicators (KRI)
Menyiapkan laporan
kajian risiko &
perkembangan
perlakuan risiko secara
efektif & efisien
Preparing Risk
Assessment Report and
effective and efficient
development of risk
management.
Berkomunikasi kepada
seluruh pihak: BOD &
Risk Committee, Internal
Audit, Risk Owners
Communicating to all
parties: BOD and Risk
Committee, Internal
Audit, Risk Owners
Establishing The Context Menyusun Konteks

Implementasi
strategi bisnis
Pertamina EP
Cepu sebagai
bagian dari
referensi utama
atas pendekatan
top to down
Pertamina EP
Cepu business
strategy
implementation
as part of main
references of Top
to Down
approach
Menciptakan
strategi bisnis
Pertamina EP
Cepu yang
mampu
bertransformasi
terhadap proses
kajian risiko
Creating
Pertamina EP
Cepu business
strategy capable
of transforming
the risk
assessment
process
Risk Assessment Kajian Risiko
2
Risk Identification Identifikasi Risiko
Identifikasi
risiko
berdasarkan
strategi bisnis
Pertamina EP
Cepu
Risk identification
based on
Pertamina EP
Cepu business
strategy
Determining risk
cause (internal
and external)
affecting the
performance
based on risk
identification
Menentukan
level dari
probabilitas
kejadian serta
pengaruhnya
terhadap
kriteria risiko
pada Pertamina
EP Cepu
Determining
event probability
level and its
impact on risk
criteria at
Pertamina EP
Cepu
Risk Evaluation Evaluasi Risiko
Menentukan peringkat risiko &

mengevaluasi apakah risiko tersebut
dapat diterima/tidak. Bila tidak
dapat diterima maka harus
membuat rencana perlakuan risiko
Determining risk rank and evaluating

whether the risk is acceptable. Any
unacceptable risks will require a risk
treatment plan.
Risk Treatment Perlakuan Risiko
Merencanakan
perlakuan risiko
Planning risk
treatment
Sumber Source : Risk Management Principles & Guidelines

ISO 31000:2009 (E) International Standard
Cumulative
impact from risks
affecting all
organizational
levels
Risk Analysis Analisis Risiko
Menentukan
penyebab risiko
(internal &
eksternal) yang
berpengaruh
terhadap kinerja
berdasarkan
identifikasi
risiko
Pengaruh
kumulatif
akibat risiko
yang
berpengaruh
terhadap
seluruh level
organisasi
Risk owners harus mengembangkan Key

Control Indicator (KCI) & Key Risk
Indicator (KRI)
Risk Owners shall develop Key Control
Indicators (KCI) and Key Risk Indicators
(KRI)
Mengukur
Indeks Risiko
Measuring
Risk Index
Monitoring
& Review
Pemantauan
& Tinjauan
Melakukan pemantauan
atas perubahan terkait
proses kegiatan bisnis
dari internal dan atau
eksternal
Conducting monitoring
on changes in business
activities from internal
and/or external sources
Key Risks Indicator (KRI)
sebagai bagian dari
analisis risiko
Conducting monitoring
to Key Risk indicators
(KRI) as part of risk
analysis
dan kajian risiko secara
menyeluruh
Conducting
comprehensive risk
monitoring and and
assessment
dan kajian menyeluruh
atas perilaku risiko
secara efektif dan
efisien
Conducting
comprehensive
monitoring and
assessment on risk
behavior effectively and
efficiently
Membangun sinergi
dengan internal audit
sebagai implementasi
pengendali internal
khususnya terkait
rencana perlakuan
risiko
Building synergy with
Internal Audi as
implementation of
internal controlling
particularly relating to
risk treatment plan

Setelah proses manajemen risiko dilakukan maka ditentukan

seluruh risiko yang berpotensi terjadi ditahun 2014 (Konteks
Enterprise Risk Management atau Manajemen Risiko Berbasis
Integrasi Korporasi) dengan memenuhi Risk Tolerance.
Terkait hal tersebut maka yang dimaksud dengan Risk
Tolerance (Toleransi Risiko) adalah jumlah Risiko yang
dapat diterima oleh PEPC setelah melakukan tindakan
Penanganan Risiko (Risk Treatment) yang ditetapkan sesuai
dengan situasi dan kondisi PEPC. Toleransi Risiko biasa
disebut pula dengan Batas Toleransi Risiko atau Risk Limit
(Batas Risiko) yang dinyatakan dalam nilai sesuai
perhitungan yang diberikan oleh Enterprise Risk Management
Perencanaan Investasi dan Manajemen Risiko (ERM-PIMR)
Pertamina Persero.
Once the risk management process is carried out, then all

the risks that could potentially occur in the year 2014 are
determined (Context of Enterprise Risk Management or
Integration Corporation-Based Risk Management) by
meeting the Risk Tolerance. Related to this matter, Risk
Tolerance is the volume of risk that can be borne by PEPC
after conducting Risk Treatment measure determined
according to the situation and condition of PEPC. Risk
tolerance is also commonly called as Risk Tolerance Limit
or Risk Limit which is stated in the corresponding value
based on calculations provided by the Enterprise Risk
Management -Investment Planning and Risk Management
(ERM-PIMR) of Pertamina Persero.
Risk Appetite
Risk Appetite
Risk Appetite adalah bentuk tingkat keseimbangan yang

dapat diterima antara pertumbuhan, risiko, tingkat
pengembalian dan nilai tambah bagi shareholders. Risk
Appetite biasa disebut dengan Expected atau Exposure
Residual Risk artinya bahwa setiap risiko yang telah
diidentifikasi diharapkan akan terekspose pada nilai tertentu
setelah dilakukan response atau usaha mengurangi dampak
terhadap risiko tersebut. Jumlah Expected Residual Risk
diharapkan tidak melebihi Risk Limit yang telah diberikan
oleh ERM-PIMR.
Risk Appetite is a form acceptable level of balance between

growth, risk, rate of return and added value for shareholders.
Risk Appetite or commonly called the Expected or Exposure
Residual Risk means that any identified risks are expected
to be exposed at a certain value after the response or the
efforts to reduce the impact of those risks are carried out.
Total Expected Residual Risk is expected to not to exceed
the Risk Limit allowed by the Enterprise Risk Management
- Investment Planning and Risk Management (ERM-PIMR).
Kegiatan identifikasi Risiko akan menimbulkan beberapa

potensi risiko beserta dampaknya masing-masing, maka
perlu dirumuskan rencana response dalam menghadapi
setiap risiko yang ada. Aktivitas perumusan tersebut
melibatkan Risk Owner (Pemilik Risiko), proses challenge
session dan persetujuan Direksi PEPC sehingga dihasilkan
Top Ten Risk PEPC Tahun 2014 untuk dimonitoring Rencana
Mitigasi yang telah disusun.
Risk identification activities will cause several potential

risks and impact, therefore it is necessary to formulate a
response plan in facing any risks. The formulation activities
involve Risk Owner, challenge session process and the
approval of PEPC's Board of Directors to publishPEPC's
Top Ten Risk of 2014 to monitor its Mitigation Plan.
Secara umum, risiko yang muncul dalam risk register 2014

berasal dari :
1. Risk event yang berasal dari proyek investasi yang
berpotensi terjadi pada tahun 2014.
2. Risk event lainnya yang berasal dari operasional
Perusahaan ditahun 2014.
In general, risks emerging in the risk register in 2014 came

from:
1. Risk events which came from investment projects that
could potentially occur in 2014.
2. Other Risk events which came from the Company's
operations in 2014.
Risk register tersebut disusun dan dibuat ranking mulai dari

extreme high risk sampai dengan low risk dan dari proses
analisa risiko untuk Tahun 2014 maka PEPC memiliki Top
Ten Risk yaitu:
Risk registers are compiled and ranked starting with

extreme high risk to low risk and from risk analysis process
for 2014, the PEPC has a Top Ten Risk namely:
397
398

Gambar 6.16 Top Ten Risk PEPC Tahun 2014 Figure 6.16 PEPCs Top Ten Risk of 2014
No
Kode Risiko
Risk Code
No Pada
Risk Register
No. in
Risk Register
Kejadian Risiko
Risk Event
Status Risiko
Risk Status
Pemilik Risiko
Risk Owner
PEP-RKAP14HO-EKS-001
Potensi mundurnya
Potential delay in Split 60:40
implementasi split 60:40 implementation
EXTREME
HIGH
Direktur Utama
President Director
PEPC-RKAP14JTB-MGT-006
Potensi tidak
disepakatinya/
keterlambatan
pencapaian HOA PJBG
(Perjanjian Jual Beli Gas)
Potential
disagreement/delay in Gas
Sale and Purchase
Agreement HOA
HIGH RISK
Direktur Utama
President Director
PEPC-RKAP14BU-MGT-002
Potensi tidak
terlaksananya/
mundurnya skenario
WPBFO Banyu Urip
Potential failure/delay in
Banyu Urip WPBFO scenario
LOW RISK
Operator Blok Cepu

Cepu Block Operator
PEPC-RKAP14JTB-EKS-003
Potensi keterlambatan
akuisisi lahan (private
land)
Potential delay in private

land acquisition
LOW RISK
Land & Regulatory
PEPC-RKAP14HO-ORG-002
Potensi tidak dapat

memenuhi kebutuhan
organisasi (Manning)
Potential insufficient
fulfillment of organizational
demand (manning)
LOW RISK
VP People &
Development
Services
PEPC-RKAP14HO-ORG-001
13
Potensi terhambatnya
pembinaan SDM
Potential constraint in
human resource
development
LOW RISK
VP People &
Development
Services
14
Perubahan Peraturan /
Kebijakan pemerintah
Changes in governmental
regulation/policy
LOW RISK
Manager Legal
Permasalahan hukum
terkait perjanjian/
kontrak dengan pihak
ketiga (pengadaan)
Legal case relating to

agreement/contract with
third parties (procurement)
PEPC-RKAP14JTB-MGT-002
Potensi pelaksanaan
Potential delay in Jambaranpekerjaan FEED
Tiung Biru FEED work
Jambaran-Tiung Biru
completion
tidak selesai tepat waktu
10
PEPC-RKAP14BU-HSE-001
Potensi gangguan aspek Potential disturbance to HSE

HSE pada operasional
aspect in Banyu Urip
EPF Banyu Urip
Operations
LOW RISK
GM JTB
Manager
Procurement
Mgr Legal
VP People
Dev & Services
LOW RISK
GM JTB
LOW RISK
VP Production
Manager HSSE
RISIKO-RISIKO YANG DIHADAPI PERUSAHAAN

RISKS FACED BY COMPANY
Berdasarkan penjelasan diatas maka Risk Event PEPC yang

melebihi threshold akan masuk sebagai Top Risk Hulu terbagi
atas Top Risk Quantitative dan Top Risk Qualitative sebagai
berikut:
Based on the explanation above, PEPC's Risk Event that

exceeds the threshold will be entered as the Upstream's
Top Risk which is divided into the Quantitative Top Risk
and Qualitative Top Risk as follows:

Halaman ini sengaja dikosongkan

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399
400

Gambar 6.17 Top Risk Quantitative & Top Risk Qualitative PEPC Tahun 2014 Direktorat Hulu Pertamina
Figure 6.17 PEPCs Top Risk Quantitative & Top Risk Qualitative of 2014 Pertaminas Upstream Directorate
Inherent
Proses Bisnis
Business Process
Kategori
Risiko
Risk
Category
Kejadian Risiko
Risk Event
Penyebab Risiko
Risk Agent
Dampak
Kuantitatif
(USD Ribu)
Quantitative
Impact (USD
Thousand)
TOP QUANTITATIVE RISK

1
Strategy & Planning

(PT PEPC)
Eksternal
External
Potensi mundurnya
implementasi split
60:40
Potential of delay
in implementation of
60:40
1. Belum adanya surat persetujuan Menteri ESDM ke

Menteri Keuangan
Pending Approval Letter of Minister of Energy and
Mineral Resouces to Minister of Finance.
2. Side contract penyesuaian bagi hasil belum
ditandatangani oleh SKK Migas & Menteri ESDM
Profit sharing adjustment of Side Contract has not yet
been signed by Special Task Force for Upstream Oil
and Gas Business Activities & Minister of Energy and
Mineral Resouces
31,150
25
Strategy & Planning

(PT PEPC)
Eksternal
External
Potensi tidak
disepakatinya/
keterlambatan
pencapaian HOA
PJBG (Perjanjian
Jual Beli Gas)
Potential of
disagreement /
delay of
achievement of the
HOA GSA (Gas Sales
Agreement)
1. Belum ada kesepakatan commercial antar partner

There is no commercial agreement between partners
2. Belum ada kesepakatan commercial dengan buyer
There is no commercial agreement with buyer
3. Belum adanya kepastian alokasi gas dari Menteri
ESDM
There is no assurance of gas allocation from Minister
of Energy and Mineral Resouces.
27,000
20
HSE
Potensi gangguan
aspek HSE pada
operasional EPF
Banyu Urip
Potential of
interruption of HSE
aspect on Banyu
Urip EPF
operational.
Kecelakaan kerja di Blok Cepu disebabkan oleh:

1. Human Error
2. Implementasi prosedur yang kurang optimal
3. Kurangnya sosialisasi HSE
4. Kerusakan peralatan yang menyebabkan kecelakaan
956
15
TOP QUALITATIVE RISK

1
Development
(PT PEPC)
Work accidents in Cepu Block due to:

1. Human Error
2. Procedure implementation which is less than optimal
3. Lack of HSE socialization
4. Faulty equipments causing the accidents

Mitigasi
401
Residual
Biaya Mitigasi
(USD Ribu)
Mitigation Cost
(USD Thousand)
Rencana Mitigasi
Mitigation Plan
1. Monitoring progress persetujuan Split 60:40

Monitoring of agreement progrees of 60:40 Split
2. Melakukan koordinasi dengan pihak terkait
Coordinating with the related party
PIC
Dampak
Kuantitatif
(USD Ribu)
Quantitative
Impact (USD
Thousand)
156
Direktur
Utama
President
Director
20,767
20
1. Mengadakan pembahasan lebih lanjut dengan partner terkait commercial dan jadwal project
Organizing further discussion with partners regarding commercial and project schedule.
2. Meminta SKK Migas menjadi mediator antar partner Blok Cepu dan pembeli
Requesting Special Task Force for Upstream Oil and Gas Business Activities to be the
mediator between Cepu Block partners and prospective buyer.
3. Melakukan identifikasi dan evaluasi awal calon pembeli gas lainnya sebagai masukan kepada
SKK Migas Conducting initial identification and evaluation of other prospective gas buyer
as an input to Special Task Force for Upstream Oil and Gas Business Activities.
4. Mengadakan pembicaraan dengan calon pembeli gas lainnya (Pertamina & PLN)
Organizing discussion with other prospective gas buyer (Pertamina (Persero) & PLN)
5. Melakukan komunikasi langsung atau melalui Pertamina (Persero) dengan beberapa pihak
di pemerintahan guna memberikan kepastian alokasi gas
Organizing direct communication or through Pertamina (Persero) with several parties in the
Government in order to provide assurance of gas allocation.
100
Direktur
Utama
President
Director
13,500
Memastikan operator Blok Cepu melakukan:

1. Sosialisasi HSE kepada pekerja dan pihak terkait lainnya secara kontinu dan konsisten
2. Mengadakan simulasi kecelakaan kerja untuk mengurangi dampak
3. Memastikan semua SOP tersedia dengan baik
4. Memantau laporan kinerja bidang keselamatan
96
VP
Produksi
Mgr HSSE
239
Ensuring Cepu Block Operator to conduct:

1. Continue and consistent socialization about HSE to the employees and related parties.
2. Organizing work accident simulation to minimize the impact.
3. Ensuring that all SOP is well provided.
4. Monitoring Safety Performance Report.
Proses penentuan Top Risk Corporate Pertamina untuk

tahun 2014 dilakukan dengan mengumpulkan seluruh risiko
direktorat di Pertamina dan menyaring risiko-risiko yang
melebihi threshold Korporat untuk masuk sebagai Top Risk
Corporate. Terkait hal tersebut maka Risk Event PEPC yang
masuk sebagai Top Risk Corporate Pertamina yaitu:
The process of determining the Top Risk Corporate of

Pertamina for the year 2014 was conducted by collecting
all directorate risks at Pertamina and filtering risks that
exceeded the Corporate threshold to be included in Top
Risk Corporate. Therefore, the PEPC's Risk Events included
as Top Risk Corporate of Pertamina, are:
402

Gambar 6.18 Top Risk Corporate Pertamina (Risk Event PEPC) Tahun 2014
Figure 6.18 Top Risk Corporate of Pertamina (Risk Event PEPC) of 2014
Inherent
Proses Bisnis
Business Process
Kategori
Risiko
Risk
Category
Kejadian Risiko
Risk Event
Penyebab Risiko
Risk Agent
Dampak
Kuantitatif
(USD Ribu)
Quantitative
Impact (USD
Thousand)
Potensi mundurnya
implementasi split
60:40
Potential of delay
in implementation of
60:40 Split
1. Belum adanya surat persetujuan Menteri ESDM ke

Menteri Keuangan
Pending Approval Letter of Minister of Energy and
Mineral Resouces to Minister of Finance
2. Side contract penyesuaian bagi hasil belum
ditandatangani oleh SKK Migas & Menteri ESDM
Profit sharing adjustment of Side Contract has not yet
been signed by Special Task Force for Upstream Oil
and Gas Business Activities & Minister of Energy and
Mineral Resouces
31,150
25
Potensi gangguan
aspek HSE pada
operasional EPF
Banyu Urip
Potential of
interruption of HSE
aspect on Banyu
Urip EPF operational
Kecelakaan kerja di Blok Cepu yang disebabkan oleh:

1. Human Error
2. Implementasi prosedur yang kurang optimal
3. Kurangnya sosialisasi HSE
4. Kerusakan peralatan yang menyebabkan kecelakaan
956
15
TOP QUANTITATIVE RISK

1
Strategy & Planning

(PT PEPC)
Eksternal
TOP QUALITATIVE RISK

1
Development
(PT PEPC)
HSE
Work accidents in Cepu Block due to:

1) Human Error
2) Procedure implementation which is less than optimal
3) Lack of HSE socialization
4) Faulty equipments causing the accidents

Mitigasi
Rencana Mitigasi
Mitigation Plan
1. Monitoring progress persetujuan Split 60:40

Monitoring of agreement progrees of 60:40 Split
2. Melakukan koordinasi dengan pihak terkait
Coordinating with the related parties
Memastikan operator Blok Cepu melakukan:

1. Sosialisasi HSE kepada pekerja dan pihak terkait lainnya secara kontinu dan konsisten
2. Mengadakan simulasi kecelakaan kerja untuk mengurangi dampak
3. Memastikan semua SOP tersedia dengan baik
4. Memantau laporan kinerja bidang keselamatan
Ensuring Cepu Block Operator to conduct:
1. Continue and consistent socialization about HSE to the employees and related parties.
2. Organizing work accident simulation to minimize the impact.
3. Ensuring that all SOP is well provided.
4. Monitoring Safety Performance Report.
Adapun Profil Risiko PEPC Tahun 2014 dipetakan sesuai

kriteria Probabilitas dan Dampak yang telah ditentukan
sesuai Pedoman Manajemen Risiko PEPC. Pemetaan
dilakukan untuk Inherent Risk (Risiko Inherent) yaitu paparan
potensi Risiko sebelum dilakukan Penanganan Risiko (Risk
Treatment) atau Rencana Response dan untuk Residual Risk
(Risiko Residual) yaitu paparan potensi Risiko setelah
dilakukan Penanganan Risiko (Risk Treatment).
403
Residual
Biaya Mitigasi
(USD Ribu)
Mitigation Cost
(USD Thousand)
PIC
Dampak
Kuantitatif
(USD Ribu)
Quantitative
Impact (USD
Thousand)
156
Direktur
Utama
President
Director
20,767
20
96
VP
Produksi
Mgr HSSE
239
Production
VP
HSSE Mgr
The Risk Profile PEPC of 2014 is mapped according to a

criteria of probability and impact that has been determined
in accordance with the Risk Management Guidelines of
PEPC. Mapping is conducted for Inherent Risk which is
potential risk exposure prior to the Risk Management (Risk
Treatment) or Response Plan and for Residual Risk which
is a potential risk exposure after Risk Management (Risk
Treatment).
404

Gambar 6.19 Profil Risiko PEPC Tahun 2014 Figure 6.19 PEPCs Risk Profile of 2014
Risiko Inherent
Tahun 2014
Inherent Risk
2014
6 = Definitely
(90% < x 100%)
3
5 = Almost Certain
(70% < x 90%)
4 = Likely
(50% < x 70%)
3 = Moderate
(30% < x 50%)
6 10 11 21
5 12 13 16
15
18 19 20
14 17
2 = Rare
(10% < x 30%)
1 = Unlikely
(0% < x 10%)
Risiko Residual
Tahun 2014
Residual Risk
2014
6 = Definitely
(90% < x 100%)
5 = Almost Certain
(70% < x 90%)
1
4 = Likely
(50% < x 70%)
3 = Moderate
(30% < x 50%)
2 = Rare
(10% < x 30%)
1 = Unlikely
(0% < x 10%)
13 14
10 11 12
18 19 21
15 16 17 20
<2 weeks net income

impact
<2 weeks net income

x < one months net
income
One month net

income x < one
quarters net income
One quarters net

income x < one
years net income
One year net

income
No reputational
impact
Internal Impact
Local Impact
Regional Impact
National Wide
Impact
HEALTH & SAFETY
No health & safety

impact
Minor injuries
Major injuries to one

person
Major injuries to
several people
Employee or public
death
ENVIRONMENT
Limited damage to
minimal area of low
significance
Minor effect on
biological or physical
environment
Moderate, short term

effect but not
effecting ecosystem
function
Serious medium term

environmental effects
Very serious, long

term environmental
impairment of
1 = Insignificant
2 = Minor
3 = Moderate
4 = Significant
5 = Catastrophic
FINANCIAL IMPACT
REPUTATION IMPACT
Hubungan Skor &

Peringkat Risiko
Score & Risk Rating
Relation
Skor Score
1-3
4-6
8-12
15-30
Peringkat Risiko Risk Ranking

LOW RISK
MEDIUM RISK
HIGH RISK
EXTREME HIGH

Berikut Laporan Risk Appetite PEPC Tahun 2014 :
No
Kode Risiko
Risk Code
No Pada
Risk Register
No in
Risk Register
405
Following is PEPC's Risk Appetite of 2014
Kejadian Risiko
Risk Event
Status Risiko Status Risiko

Inherent
Residual
Status of
Status of
Inherent Risk Residual Risk
Target Risiko
Risk Appetite
PEP-RKAP14HO-EKS-001
Potential of delay in
Potensi mundurnya
implementasi split 60:40 implementation of 60:40 Split
EXTREME
HIGH
EXTREME
HIGH
HIGH RISK
PEP-RKAP14MGT-006
Potensi tidak
disepakatinya/
keterlambatan
pencapaian HOA PJBG
(Perjanjian Jual Beli Gas)
Potential of disagreement /
delay of achievement of the
HOA GSA (Gas Sales
Agreement)
EXTREME
HIGH
HIGH RISK
MEDIUM
RISK
PEP-RKAP14BU-HSE-001
Potensi gangguan aspek Potential of interruption of

HSE pada operasional HSE aspect on Banyu Urip
EPF operational
EPF Banyu Urip
EXTREME
HIGH
LOW RISK
LOW RISK
PEP-RKAP14HO-HSE-002
15
Potential of fire at Head Office

Potensi terjadi
kebakaran di head office
HIGH RISK
LOW RISK
LOW RISK
PEP-RKAP14BU-MGT-002
Potensi tidak
terlaksananya/
mundurnya skenario
WPBFO Banyu Urip
Potentional of
cancelation/delay of Banyu
urip WPBFO scenario
HIGH RISK
LOW RISK
LOW RISK
PEP-RKAP14HO-ORG-002
Potensi tidak dapat

memenuhi kebutuhan
organisasi (Manning)
Potential of inability to meet

the organization needs
(manning)
HIGH RISK
LOW RISK
LOW RISK
PEP-RKAP14HO-HSE-001
Potensi kecelakaan
Kendaraan Ringan
Penumpang (KRP)
Potential of Passenger Light

Vehicle Accident.
HIGH RISK
LOW RISK
LOW RISK
PEP-RKAP14JTB-EKS-003
akuisisi lahan (private
land)
Potential of delay in Private

Land Acquisition
MEDIUM
RISK
LOW RISK
LOW RISK
10
Potensi keterlambatan Potential of delay in obtaining

mendapatkan perizinan permit
MEDIUM
RISK
LOW RISK
LOW RISK
10
PEP-RKAP14JTB-MGT-003
11
procurement PQ
pelaksana (kontraktor)
EPC A Jambaran-Tiung
Biru
Potential of the delay in

procurement PQ of EPC A by
contractor of Jambaran-Tiung
Biru
MEDIUM
RISK
LOW RISK
LOW RISK
11
PEP-RKAP14ADK-MGT-001
21
MEDIUM
RISK
LOW RISK
LOW RISK
12
Permasalahan hukum
terkait perjanjian/
kontrak dengan pihak
ketiga (pengadaan)
LOW RISK
LOW RISK
LOW RISK
13
PEP-RKAP14JTB-MGT -002
Potential of FEED Jambaran

Potensi pelaksanaan
- Tiung Biru implementation
pekerjaan FEED
not being completed on time
Jambaran-Tiung Biru
tidak selesai tepat waktu
LOW RISK
LOW RISK
LOW RISK
14
PEP-RKAP14HO-TEK-001
12
Potensi kehilangan data Potential of data loss in PEPC

Server
di server PEPC
LOW RISK
LOW RISK
LOW RISK
15
PEP-RKAP14HO-ORG-001
13
Potensi terhambatnya
pembinaan SDM
LOW RISK
LOW RISK
LOW RISK
16
PEP-RKAP14BU-TEK-001
16
Potensi target produksi Potential failure to achieve

Production Target of Banyu
EPF Bany Urip tidak
Urip EPF
tercapai
LOW RISK
LOW RISK
LOW RISK
Potential of the delay of Early

Potensi mundurnya
Production implementation of
pelaksanaan early
production proyek PEPC- PEPC-ADK Project
ADK
Legal issues related to
agreement/contract with third
party (procurement)
Potential of obstacles in HR
development
406

No
Kode Risiko
Risk Code
No Pada
Risk Register
No in
Risk Register
Kejadian Risiko
Risk Event
Status Risiko Status Risiko

Inherent
Residual
Status of
Status of
Inherent Risk Residual Risk
Target Risiko
Risk Appetite
17
18
Potensi mundurnya
pelaksanaan dan
penyelesaian BDEP
Sulfinol dan Flexsorb
Jambaran-Tiung Biru
Potential of the delay of

implementation and
completion of JambaranTiung Biru Sulfinol and
Flexorb BDEP
LOW RISK
LOW RISK
LOW RISK
18
19
Potensi mundurnya
pelaksanaan dan
penyelesaian pekerjaan
EPC B Jambaran-Tiung
Biru
Potential of Delay of
implementation and
completion of JembaranTiung Biru EPC B
LOW RISK
LOW RISK
LOW RISK
19
PEP-RKAP14HO-MGT-001
20
Potensi munculnya
denda atas kegiatan
pengembangan JTB
Potential of penalty on JTB

development activity
LOW RISK
LOW RISK
LOW RISK
20
14
Perubahan
peraturan/kebijakan
pemerintah
Changes in Government
Regulation/Policy
LOW RISK
LOW RISK
LOW RISK
21
PEP-RKAP14HO-TEK-002
17
Potensi munculnya
denda atas kegiatan
operasional PEPC
Potential of penalty on
PEPC's operational activities
LOW RISK
LOW RISK
LOW RISK
UPAYA UNTUK MENGELOLA RISIKO

RISK MANAGEMENT EFFORTS
Rencana Respons untuk melakukan upaya-upaya mitigasi

dan pencegahan dalam antisipasi potensi terjadinya risiko
selama tahun 2014 adalah sebagai berikut:
Response plans to make efforts in mitigation and prevention

in anticipation of potential risks for 2014 are as follows:

Rencana Respons untuk Mitigasi Top Ten Risk PEPC Tahun 2014
Response Plan for the PEPC's Top Ten Risk Mitigation of 2014
No
Risk Event
Rencana Mitigasi Mitigation Plan
Potensi mundurnya
implementasi split 60:40
Potential delay in 60:40 Split
implementation
1.1. Monitoringi progress persetujuan 1.1. Monitoring 60:40 Split agreement

Split 60:40
progress
1.2. Melakukan koordinasi dengan 1.2. Coordinating with relevant parties
pihak terkait
Potensi tidak disepakatinya/

keterlambatan pencapaian
HOA PJBG (Perjanjian Jual
Beli Gas)
Potential disagreement/delay
in Gas Sale and Purchase
Agreement HOA
2.1. Mengadakan pembahasan lebih

lanjut dengan partner terkait
commercial dan jadwal project
2.2. Meminta SKK Migas menjadi
mediator antar partner Blok Cepu
dan calon pembeli
2.3. Melakukan identifikasi dan
evaluasi awal calon pembeli gas
lainnya sebagai masukan kepada
SKK Migas
2.4. Me nga da k a n pe m bi ca r a a n
dengan calon pembeli gas lainnya
(Pertamina (Persero) & PLN)
2.5. Melakukan komunikasi langsung
atau melalui Persero dengan
beberapa pihak di pemerintahan
guna memberikan kepastian
alokasi gas
2.1. Conducting further discussion with

partner concerning commercial and
project schedule
2.2. Requesting SKK Migas to serve as
mediator for Cepu Block amongstpar tners a nd potential buyer
2.3. Conducting initial identification and
evaluation of other potential gas buyer
as input for SKK Migas
2.4. Conducting discussion with other
potential gas buyers [Pertamina
(Persero) and PLN]
2.5. Conducting direct communication or
through the Company with
government officials to obtain
assurance on gas allocation
Potensi tidak terlaksananya/

mundurnya skenario WPBFO
Banyu Urip
Potential failure/delay in
Banyu Urip WPBFO scenario
3.1. M e n g a d a k a n p e r t e m u a n - 3.1. Conducting routine meetings between

pertemuan rutin antara top
PEPC top management, Cepu Block
management PEPC, Operator Blok
Operator, and contractors, e.g. routine
Cepu dan kontraktor antara lain
progress monitoring meetings
rapat monitoring progress secara
rutin
3.2. Melakukan T echCom rutin 3.2. Conducting routine Tech Com with
dengan Blok Cepu dan partner
Cepu Block and partners
Permasalahan hukum terkait

perjanjian/kontrak dengan
pihak ketiga (pengadaan)
Legal case relating to
agreement/contract with third
parties (procurement)
4.1. Membuat dokumen pengadaan

dan kontrak dengan jelas dan
sesuai dengan pedoman dan
peraturan yang berlaku serta
menambahkan klausul-klausul
yang mencegah terjadinya risiko
4.2. Berkoordinasi dengan dan
memastikan fungsi user untuk
menyediakan data yang adequate
untuk menyusun kontrak
4.3. Memastikan seluruh proses
penyusunan perjanjian
terdokumentasi dengan baik
4.4. Menggunakan jasa konsultan
hukum eksternal yang qualified
4.5. Melakukan koordinasi dan
sosialisasi serta CSR di
lingkunga n sekitar proyek
4.1. P r epa r i ng cl ea r pr o c ur e m en t
document and contract in accordance
with applicable laws and regulations
and adding risk-preventing clauses
4.2. Coordinating with and ensuring user's
function to provide adequate data for
the preparation of contract
4.3. Ensuring all agreement preparation
processes are well-documented
4.4. Utilizing service from qualified External
Legal Consultants
4.5. Coordinating and socializing CSR in
the area surrounding project site
407
408

No
Risk Event
Potensi pelaksanaan
pekerjaan FEED JambaranTiung Biru tidak selesai tepat
waktu
Potential delay in JambaranTiung Biru FEED work
completion
5.1. Rapat koordinasi secara rutin 5.1. Conducting routine coordination

meetings
5.2. Tim harus mengontrol dan 5.2. Requiring team to control and monitor
monitoring progress serta
the progress and work acceleration
bantuan percepatan jika
assistance if necessary
diperlukan
5.3. Monitoring pekerjaan konsultan 5.3. Monitoring consultant's work and
dan memberikan bantuan jika
providing assistance if necessary (in
diperlukan (sesuai tanggung
accordance with responsibility)
jawab)
5.4. PMT harus menyediakan waktu 5.4. Requiring PMT to be fully available to
secara penuh menjadi pengawas
supervise and ensure the quality of
pekerjaan dan memastikan
work
kualitas
5.5. Melaksanakan evaluasi tender 5.5. Conducting tender evaluation by
oleh dedicated tim dalam suatu
Dedicated Team in a focus group
focus group evaluation/
evaluation/consignment
konsinyering
5.6. Melaksanakan close socialization 5.6. Conducting close socialization and
& diskusi dengan SKK Migas
discussion with SKK Migas to
untuk mempercepat persetujuan
accelerate tender result agreement
hasil tender
akuisisi lahan (private land)
Potential delay in private land
acquisition
6.1. Melakukan komunikasi intensif 6.1. Conducting intensive communication

dengan stakeholder dan
with stakeholders and the community
masyarakat
6.2. E s t a b l i s h i n g m o r e i n t e n s i v e
6.2. Koordinasi yang lebih intensif ke
coordination with Local Government
Pemda dan BUMD terkait perijinan
and Regionally-Owned Enterprises in
6.3. K er j a sa m a den ga n P u bl ic
relation to permits
Government Affair untuk program 6.3. Establishing cooperation with Public
sosial yang mendukung akuisisi
Government Affair for land acquisitionlahan
supporting social programs
Potensi tidak dapat

memenuhi kebutuhan
organisasi (manning)
Potential insufficient
fulfillment of organizational
needs (manning)
7.1. Melakukan sistem time sharing 7.1. Conducting time sharing system with
dengan SDM dari holding & proyek
human resources from PEPC Holding
di PEPC agar PEPC-ADK tercapai
and Project to assist PEPC-ADK in
target
achieving the target
7.2. Segera melakukan rekuitmen 7.2. Immediately conducting recruitments
pada saat POD telah disetujui
following POD approval
Potensi gangguan aspek HSE

pada operasional Banyu Urip
Potential disturbance to HSE
aspect in Banyu Urip
Operations
Memastikan operator Blok Cepu

melakukan:
8.1. Sosialisasi HSE kepada pekerja
dan pihak terkait lainnya secara
kontinu dan konsisten
8.2. Mengadakan simulasi kecelakaan
kerja untuk mengurangi dampak
8.3. Memastikan semua SOP tersedia
dengan baik
8.4. Monitoring safety performance
report
Ensuring that Cepu Block has carried out:

8.1. HSE socialization to workers and other
relevant parties continually and
consistently
8.2. Work accident simulation to mitigate
the impacts
8.3. Ensuring all SOPs are properly
available
8.4. Monitoring the Safety Performance
Report

No
Risk Event
Potensi kecelakaan
kendaraan ringan penumpang
(KRP)
Potential accident to
passenger light vehicle
9.1. Membuat rencana perjalanan dan 9.1. Preparing travel plan and emergency
prosedur penanganan keadaan
response procedures and providing
darurat serta pelatihan terhadap
training
for
drivers
pengemudi (journey management
(Journey/Management Plan)
plan)
9.2. Ensuring the vehicles are well9.2. Memastikan kendaraan dengan
equipped with standard equipment,
peralatan standar, ban cadangan,
spare tire, communication device, and
alat komunikasi dan obat-obatan
First-Aid Kit
P3K
9.3. Conducting Defensive Driving routine
9.3. Pelatihan rutin Defensive Driving
training
10
mendapatkan perijinan
Potential delay in obtaining
permits
10.1. Melakukan koordinasi dengan 10.1. Conducting intensive coordination

instansi terkait secara intensif
with relevant institutions
10.2. Melakukan koordinasi dengan 10.2. Conducting coordination with internal
fungsi internal dalam rangka
functions in order to meet the
memenuhi persyaratan dan
requirements and communicating
mengkomunikasikan retribusinya
the retribution
Selama tahun 2014, Pengelolaan Risiko masuk sebagai

KPI Direktur Utama PEPC dengan bobot 5% (Lima Persen)
pada Individual Performance Contract - Operational dengan
penjelasan sebagai berikut :
During 2014, the Risk Management was included as KPI of

President Director of PEPC with value of 5% (five percent)
on Individual Performance Contract - Operational with the
following explanation:
409
410

Juknis KPI Direktur Utama PEPC Tahun 2014

Technical Instruction of President Director's KPI of 2014
KPI
Pengelolaan Risiko
DEFINISI KPI
DEFINITION OF KPI
FORMULA
SATUAN UNIT
Risk Management
Pengelolaan Risiko meliputi assessment

dan monitoring pelaksanaan mitigasi
risiko
Assessment risiko meliputi 2 aspek yaitu
pelaksanaan risk assessment dan
penetapan top risk serta monitoring
pelaksanaan mitigation plan dari top risk
Mitigasi risiko mencakup kegiatan
pelaksanaan rencana mitigasi risiko
Risk management includes Assestment and

Monitoring of Risk Mitigation Implementation
Risk assessment includes 2 aspects namely
Risk Assessment Implementation and Top
Risk Determination as well Monitoring of
Mitigation Plan Implementation from Top
Risk.
Risk Mitigation includes implementation of
risk mitigation plan activity.
Assessment score dihitung secara

kumulatif dari setiap tahapan proses
assessment
Mitigasi risiko dihitung berdasarkan
mitigation action done/mitigation action
planned *100%
Assessment score is calculated cumulatively

from each assessment process phase
Risk mitigation is calculated based on

Mitigation Action Done/Mitigation Action
Planned * 100%
RASIO UNTUK PENENTUAN TARGET
Base
Stretch
: 98.6%
: 100%
POLARITAS POLARITY
Lebih besar lebih baik

Bigger is better
RATIO FOR TARGET DETERMINATION
SASARAN TARGET
Untuk memastikan telah dilakukan

assessment dan pelaksanaan mitigasi
risiko
FREKUENSI PELAPORAN
Triwulan Quarterly
SUMBER DATA
Fungsi Risk Management PEPC
PEPC's Risk Management Function
PEMILIK KPI
Direktur Utama, Direksi, Para VP/setara

dan para Manager
President Director, Board of Directors, VPs/

VP equivalent and Managers
REPORTING FREQUENCY
To ensure assessment and risk mitigation

implementation are done.
DATA SOURCE
KPI OWNER

Laporan Pencapaian KPI Direktur Utama PEPC untuk

Pengelolaan Risiko di tahun 2014 adalah sebagai berikut:
The KPI achievement reports of PEPC's President Director

for Risk Management in 2014 are as follows:
1. Laporan Pengumpulan Risk Register dan Top Risk PEPC

Tahun 2014 telah diserahkan pada tanggal 27 November
2013 sesuai jadwal yang ditetapkan oleh Upstream Risk
Management Direktorat Hulu PT Pertamina (Persero).
1. Risk Register Collection Report and PEPC's Top Risk of

2014 was submitted on 27 November 2013 according
to the schedule stipulated by the Upstream Risk
Management of PT Pertamina Upstream Directorate
(Persero).
2. Mitigation Plan Monitoring Report achieved 120%, the
results consist of all mitigation plans have been
conducted as much as 333 (three hundred and thirtythree) mitigation of a total of 333 (three hundred and
thirty-three) mitigation for 2014.
3. Although the status of mitigation has been
implementation there are some major issues, namely:
a. Risk Event of "Potential of delay in implementation
of 60:40 Split" has been approved by the Minister of
Energy and Mineral Resources as of January 2, 2014
by Adjustment Invoice of Profit Sharing being paid.
b. Physical Progress of Risk Event "Potential of No
endorsement/Delay on Achievement HOA GSA (Gas
Sales Agreement)" until the end of December 2014
price agreement was not agreed as set forth in the
results of Negotiation Meeting dated October 31, 2014
with the status that each party stands by its position
although the allocation of Gas to the JTB gas volume
production has been submitted to Pertamina & PKC
and the Confidentiality Agreement between Cepu
Block Gas and Buyer has been signed by the respective
parties (Pertamina and PKC). In addition, HOA
negotiation with PKC has been taking place since
April 2013 but currently commercial negotiations
have yet to come to an agreement. The status has
been submitted to Special Task Force for Upstream
Oil and Gas Business Activities to take the next step.
c. WPBFO has been replaced by EOE and will start the
production on October 23, 2014.
2. Laporan Monitoring Rencana Mitigasi tercapai 120%

dengan hasil telah melaksanakan seluruh rencana
mitigasi sebanyak 333 (tiga ratus tiga puluh tiga) mitigasi
dari total 333 (tiga ratus tiga puluh tiga) mitigasi untuk
tahun 2014.
3. Walaupun secara status pelaksanaan mitigasi telah
dilakukan, namun ada beberapa isu utama yaitu :
a. Risk Event "Potensi Mundurnya Implementasi Split
60:40" telah disetujui oleh Menteri ESDM per 2 Jan
2014 dengan Invoice Penyesuaian Bagi Hasil telah
dibayar.
b. Progress Fisik Risk Event "Potensi Tidak Disepakatinya/
Keterlambatan Pencapaian HOA PJBG (Perjanjian
Jual Beli Gas)" hingga akhir Desember 2014 masih
belum diperoleh kesepakatan harga sesuai dengan
Hasil Rapat Negosiasi tanggal 31 Oktober 2014
dengan status masing-masing pihak bertahan pada
posisinya walaupun alokasi Gas untuk volume
produksi Gas JTB telah diberikan kepada Pertamina
& PKC serta Confidential Agreement antara Gas Blok
Cepu dengan Buyer telah ditandatangani oleh para
pihak (Pertamina & PKC). Selain itu negosiasi HOA
dengan PKC telah dilakukan sejak April 2013, hingga
saat ini negosiasi komersial belum menemukan
kesepakatan. Status tersebut telah diserahkan ke
SKK Migas untuk mengambil langkah selanjutnya.
c. WPBFO telah digantikan oleh EOE dan mulai produksi
pada tanggal 23 Oktober 2014.
4. Tidak ada risiko yang terjadi terkait dengan perubahan

iklim, banjir, badai dan lain sebagainya. Perencanaan
telah mengantisipasi kemungkinan terjadinya hal tersebut
khususnya untuk pekerjaan lapangan seperti pengukuran
lahan, pengembangan lapangan Banyu Urip dan lainlain.
4. There is no risk associated with climate change, flood,

storms, and so on. Planning has anticipated such
possibilities especially for field work such as the
measurement of land, development of Banyu Urip etc.
Dengan penerapan dan implementasi manajemen risiko

maka di harapkan proses tersebut dapat mendukung
seluruh aktifitas bisnis PEPC secara berkelanjutan.
With the application and implementation of the risk

management, such process is expected to support all
PEPC's business activities in a sustainable manner.
411
412
AKSES INFORMASI DAN DATA PERUSAHAAN
ACCESS TO CORPORATE INFORMATION AND DATA
PEPC senantiasa memberikan informasi secara terintegrasi,

tepat waktu dan tepat sasaran sesuai dengan peraturan
dan perundang-undang yang berlaku maupun etika bisnis
mengenai Perusahaan kepada Pemegang Saham dan
Stakeholders. Hal tersebut diharapkan publik dapat
mengakses informasi tentang Perusahaan di situs yang
memberikan informasi komprehensif tentang kegiatan
operasional dan kinerja Perusahaan serta berbagai informasi
lain yang berguna bagi pemegang saham dan pihak-pihak
yang berkepentingan. Pengungkapan informasi kepada
Pemegang Saham dan Stakeholders dilakukan oleh Pejabat
sesuai dengan tugas, wewenang dan tanggung jawabnya.
PEPC continuously provides information in an integrated,

timely and targeted manner, in accordance with applicable
law and regulations as well as business ethics about the
Company to Shareholders and Stakeholders. It is expected
that public can access information about Company on sites
that provide comprehensive information about Company's
operations and performance as well as variety of other
useful information for shareholders and interested parties.
Disclosure of information to Shareholders and Stakeholders
is carried out by officials in accordance with duties, authority
and responsibilities.
Kebijakan mengenai Data Perusahaan dan Kerahasiaan

Informasi telah tertuang dalam kebijakan Perusahaan
terhadap pengelolaan media informasi disahkan tanggal
23 Januari 2014 oleh Direktur Utama. Disamping itu, PEPC
telah membentuk tim pengembangan/ pengelolaan website
& intranet berdasarkan SK No.Kpts.09/CP0000/2014-S0
tanggal 27 Maret 2014.
Policy on Confidentiality of Company's Data and Information

is stated in Company's policy on information media
management dated January 23, 2014 approved by President
Director. In addition, PEPC has established websites and
intranet development/management team based on Decree
No.Kpts.09/CP0000/2014-S0 dated March 27, 2014,

PEPC juga memberikan informasi kondisi keuangan kepada

pihak internal. Secara rutin dalam kegiatan kegiatan internal
Perusahaan, manajemen selalu memberikan informasi
mengenai kondisi keuangan Perusahaan, melalui media
internal Perusahaan seperti buletin dan portal Perusahaan
ataupun dalam pertemuan pertemuan secara langsung.
PEPC also provide information about financial condition to

internal party. Regularly in Company internal activities,
management always provides information about Company's
financial condition, through Company's internal media such
as Company's newsletters and portals or face-to-face
meetings.
Perusahaan telah melaporkan informasi-informasi yang

relevan kepada Pemegang Saham dan Dewan Komisaris
dengan menyampaikan Laporan Manajemen Triwulanan
dan Tahunan kepada Dewan Komisaris sebelum
disampaikan kepada Pemegang Saham. Penyampaian
Laporan Manajemen Tahunan kepada Pemegang Saham
dan Dewan Komisaris telah tepat waktu yaitu sesuai dengan
ketentuan yang ditetapkan. Laporan Manajemen triwulanan
yang disampaikan telah di tandatangani seluruh Anggota
Direksi dan Anggota Dewan Komisaris.
Company has reported relevant information to Shareholders

and Board of Commissioners by submitting Quarterly and
Annual Management Report to Board of Commissioners
before being submitted to Shareholders. Submission of the
Annual Management Report to Shareholders and Board of
Commissioners is on time that is in accordance with the
stipulated provisions. Quarterly Management Report
submitted has been signed by all members of Board of
Directors and Board of Commissioners.
Untuk keperluan internal, PEPC telah menerapkan

keterbukaan informasi yang berkaitan dengan perencanaan
perusahaan yang dapat berpengaruh signifikan bagi pekerja,
berupa LaporanTahunan, RKAP, RJPP, kebijakan dan
prosedur Perusahaan serta informasi terbaru lainnya
tentang Perusahaan melalui berbagai media komunikasi
seperti Website, Siaran Pers, Portal, Media Cetak, Media
Elektronik, Surat Edaran, PEPC Broadcast Internal dan PEPC
I-Share.
For internal purposes, PEPC has implemented disclosure

of information relating to company planning which may
have significant effect to employees, such as Annual Report,
RKAP, Company's Long term Plan, Company policies and
procedures as well as other the latest information about
the Company through various communication media such
as Website, Press Release, Portal, Media print, Electronic
Media, Circular, PEPC Internal Broadcast and PEPC I-Share.
Berdasarkan media yang digunakan, informasi dan data

mengenai PEPC dapat diperoleh melalui :
Based on the media used, information and data on PEPC

can be obtained through:
1. WEBSITE
Stakeholders dapat mengakses informasi komprehensif
mengenai kegiatan operasional dan kinerja Perusahaan
serta berbagai informasi lain yang diperlukan oleh pemegang
saham dan pihak-pihak yang berkepentingan dengan
mengakses situs http://www.pertamina-epcepu.com.
Website tersebut berisi berbagai informasi mencakup
informasi terkini seperti Profil Perusahaan, Bisnis
Perusahaan, Tanggung Jawab Sosial Perusahaan,
Pengadaan di Lingkungan Perusahaan, Kesempatan Kerja,
Laporan Tahunan, Struktur Organisasi, Manajemen, Berita
Update seputar PEPC, HSSE dan lainnya. Sebagai upaya
untuk meningkatkan kualitas informasi yang disampaikan
Perusahaan telah meredesign website yang selanjutnya
akan dilakukan penambahan dan konten dimutakhirkan
secara berkala. Dengan status anak Perusahaan BUMN,
PEPC tidak memiliki relevansi melakukan pemuktahiran
pada web www.bumn.go.id.
Stakeholders can access comprehensive information about

Company operations and performance as well as other
information required by shareholders and interested parties
by accessing http://www.pertamina-epcepu.com. The
website contains various information including current
information such as Company Profile, Company Business,
Corporate Social Responsibility, Procurement in Company
environment, Employment Opportunities, Annual Reports,
Organizational Structure, Management, News Updates
about PEPC, HSSE and others. In an effort to improve
submitted information quality, the Company has redesigned
the website in which contents will be further improved and
periodically updated. As a subsidiary of a State-owned
company, PEPC has no relevance to carry out updating of
www.bumn.go.id web.
413
414

Halaman depan website www.pertamina-epcepu.com

Website front page of www.pertamina-epcepu.com
2. MEDIA CETAK PRINTED MEDIA

PEPC memberikan informasi kepada Pemegang Saham
dan Stakeholders dalam poster, PEPC News dll yang
mencakup seluruh kegiatan internal Perusahaan yang perlu
diketahui oleh Pemegang Saham dan Stakeholders maupun
publik. PEPC News diterbitkan 1 (satu) kali dalam 2 (dua)
bulan sekali. Selama tahun 2014 PEPC telah mengeluarkan
PEPC News sebanyak 5 PEPC News.
PEPC provides information to Shareholders and
Stakeholders in the form of poster, PEPC News etc. covering
all Company's internal activities which have to be disclosed
to Shareholders and Stakeholders and to the public. PEPC
News is issued once in 2 (two) months. During 2014 PEPC
has issued 5 PEPC News.

3. MEDIA ELEKTRONIK ELECTRONIC MEDIA

Media elektronik yang digunakan PEPC dalam menyebarkan
informasi kepada Pemegang Saham dan Stakeholders antara
lain email yang merupakan media komunikasi yang
berfungsi sebagai sarana untuk mengirimkan/menerima
surat dan data yang bisa dilampirkan dalam email tersebut,
TV broadcast yang menayangkan program acara Pertamina
TV yang disirkulasikan setiap minggu oleh Pertamina.
Sarana komunikasi lainnya yaitu PEPC Broadcast Internal
dan PEPC I-Share.
Electronic media used by PEPC in disclosing information

to Shareholders and Stakeholders are email which is
communication media that serves as a means for
sending/receiving mail and data that can be attached to
email, TV broadcast which broadcasts Pertamina TV
programs every week by Pertamina. Other means of
communication is PEPC Internal Broadcast and PEPC IShare.
4. SURAT EDARAN CIRCULAR LETTER

PEPC menggunakan surat edaran sebagai salah satu media
komunikasi yang digunakan dalam rangka menyampaikan
keputusan, peraturan, pemberitahuan dan lain-lain.
PEPC uses circular letter as one of communication media

used in order to deliver decisions, regulations, notifications
and others.
4. FORUM KOMUNIKASI INTERNAL INTERNAL COMMUNICATION FORUM

PEPC menyediakan sarana komunikasi yang mernjadi
sarana diskusi bagi pekerja dengan manajemen yaitu sharing
knowledge, ulang tahun bersama seluruh pekerja yang
dilakukan setiap bulan sekali, siraman rohani yang
dilaksanakan sebulan sekali, family gathering / team building
yang dilaksanakan setiap tahun, safety moment yang
dilaksanakan setiap minggu.
PEPC provides means of communication for employees

and management to have discussion such as knowledge
sharing, birthday party attended by employees once every
month, spiritual cleansing held once a month, family
gathering / team building held every year, safety moment
held every week.
Terkait degan akses informasi rahasia, Perusahaan dapat

mengungkapkan informasi apabila terdapat alasan yang
sah sebagaimana dipersyaratkan dalam peraturan
perundang-undangan yang berlaku, pejabat dan seluruh
karyawan bertanggung jawab terhadap informasi rahasia
baik selama bekerja di maupun di luar Perusahaan. Seluruh
Setiap Insan PEPC wajib menjaga rahasia Perusahaan dan
rahasia jabatan sebaik-baiknya. Perusahaan mengenakan
sanksi atas penyalalahgunaan terhadap informasi
Perusahaan sesuai dengan peraturan perundang-undangan
yang berlaku.
Related to access to confidential information, Company

may disclose information when there is a valid reason as
required by applicable legislation, officers and employees
are responsible for confidential information either during
their service in the Company and outside the Company.
Every PEPC personnel is required to properly maintain the
confidentiality of Company and occupational information
where due properly. Company imposes sanction to those
who abuse Company information in accordance with
applicable legislation.
Kebijakan kerahasiaan informasi Perusahaan disusun untuk

melindungi keamanan informasi dan memastikan PEPC
mengungkapkan informasi kepada pihak-pihak yang
berkepentingan secara transparan dan fair sesuai dengan
ketentuan yang berlaku.
Company's Information Confidentiality policy is established

to protect information security and ensure PEPC discloses
information transparently and fairly to interested parties in
accordance with applicable regulations.
415
416

Berdasarkan standar etika terkait dengan informasi

Perusahaan yang diterapkan PEPC adalah sebagai berikut:
The ethical standards related to company information

applied by PEPC is as follows:
1. Setiap Insan PEPC tidak diijinkan untuk membicarakan,

membocorkan dan menyebarluaskan informasi
mengenai Perusahaan yang dianggap sebagai rahasia
kepada siapapun (kecuali rekan kerja yang perlu
mengetahui tentang hal tersebut);
1. No PEPC personnel is allowed to discuss, divulge and

disclose information about the Company regarded as
confidential to anyone (except co-workers on a need-toknow basis;
2. Setiap Insan PEPC tidak diijinkan untuk memberikan

data dan informasi yang tergolong rahasia Perusahaan
kepada pihak lain, baik yang menyangkut keuangan,
teknologi, kepegawaian dan data lainnya yang diyakini
dan dianggap akan dapat merugikan Perusahaan kecuali
ditentukan oleh lain peraturan perundang-undangan
dan/atau disyaratkan oleh lembaga yang berwenang;
2. No PEPC personnel is allowed to provide Company's

confidential data and information to other parties,
whether related to finance, technology, staffing and other
data which is believed and considered detrimental to
Company unless otherwise stipulated by other legislation
and / or required by regulatory authorities;
3. Setiap Insan PEPC yang tidak bekerja lagi di Perusahaan

wajib untuk tetap menjaga kerahasiaan informasi yang
diperoleh selama yang bersangkutan bekerja di
Perusahaan, dan tidak diperkenankan mengambil
dan/atau menyebarkan informasi rahasia Perusahaan
kepada siapapun kecuali ditentukan lain oleh peraturan
perundang-undangan dan/atau disyaratkan oleh lembaga
yang berwenang.
3. Every PEPC personnel who no longer works for Company

is required to maintain the confidentiality of information
obtained during his/her employment in Company, and
is not allowed to take and/or disclose Company's
confidential information to any person unless otherwise
provided by legislation and / or required by regulatory
authorities.
Tahun 2014, PEPC telah mengembangkan aplikasi teknologi

informasi yang dituangkan dalam ICT Master Plan Tahun
2014-2018. Dimana pengembangan ini dimaksudkan untuk
menetapkan sistem dan prosedur pengendalian informasi
Perusahaan dengan tujuan untuk mengamankan informasi
Perusahaan yang penting. Uraian lengkap ICT Master Plan
dapat dilihat pada Sub Bab "Teknologi Informasi" pada bab
"Tinjauan Pendukung Binis Perusahaan" .
In 2014, PEPC has been developing information technology

applications as outlined in the ICT Master Plan Year 20142018, in which the development is intended to establish
systems and procedures for Company's information control
to secure Company's important information. Comprehensive
description on ICT Master Plan can be found in "Information
Technology" Section of "Overview of Company Business
Support" chapter.

AKUNTAN PERSEROAN/AUDITOR EKSTERNAL

CORPORATE ACCOUNTANT/EXTERNAL AUDITOR
Dalam memastikan integritas penyajian laporan keuangan kepada pemegang

saham dan segenap pemangku kepentingan, PEPC menggunakan jasa
auditor eksternal. Penunjukan auditor eksternal untuk melakukan audit
Laporan Keuangan Perusahaan ditetapkan melalui RUPS Tahunan
berdasarkan rekomedasi dari Dewan Komisaris dan Komite Audit. Auditor
Eksternal bertanggung jawab untuk menyampaikan opini atas ketaatan
Laporan Keuangan Perusahaan yang di audit terhadap Standar Akuntansi
Keuangan yang berlaku umum.
In ensuring the integrity of financial statements presentation to shareholders and
stakeholders, PEPC uses the services of an external auditor. The appointment of external
auditor to audit Company Financial Statements is established through Annual GM based
on recommendation from BOC and Audit Committee. External Auditor is responsible to
deliver opinion on audited Financial Statements' compliance with generally applied
Financial Accounting Standards.
PENUNJUKAN AKUNTAN PERSEROAN
APPOINTMENT OF CORPORATE ACCOUNTANT

Untuk melakukan audit atas laporan Keuangan PEPC tahun
buku 2014, sesuai keputusan RUPS tertanggal 23 April
2014, dan berdasarkan surat Dewan Komisaris No
018/DK/CP/2014-SO tanggal 23 Juni 2014 tentang
Penetapan KAP Audit Laporan Keuangan PEPC telah
menunjuk Kantor Akuntan Publik (KAP) Tanudiredja,
Wibisana & Rekan yang berafiliasi dengan Price Waterhouse
Cooper (PWC) yang mana KAP tersebut telah terdaftar di
Departemen Keuangan. Kantor Akuntan Publik tersebut
telah melakukan audit laporan keuangan sejak tahun 2012
dan tahun ini merupakan tahun ke 3.
To conduct audit on PEPC Financial Statements for fiscal

year 2014, in accordance with GMS Decree dated April 23,
2014, and based on Letter of the Board of Commissioners
No. 018/DK/CP/2014-SO dated June 23, 2014 on the
Appointment of Public Accounting Firm for PEPC Financial
Statements Audit, PEPC has appointed Tanudiredja,
Wibisana & Partners Public Accounting Firm which is an
affiliate of Price Waterhouse Cooper (PWC), said Public
Accounting Firm is registered in the Ministry of Finance.
The Public Accounting Firm has audited Company's financial
statements since 2013 and this is their third year.
Penunjukan ini dilakukan setelah Auditor

Eksternal/Independen memenuhi prinsip-prinsip Etika
Profesi yaitu meliputi:
1. Tanggung jawab profesi;
2. Kepentingan umum (publik);
3. Integritas;
4. Objectivitas;
5. Kompetensi dan kehati-hatian profesional;
6. Kerahasiaan;
7. Perilaku professional;
8. Standar teknis.
The appointment is conducted after External/Independent

Auditor has meet Professional Ethics, which include:
1.
2.
3.
4.
5.
6.
7.
8.
Professional responsibility;
Public interest;
Integrity;
Objectivity;
Competency and professional prudence;
Confidentiality;
Professional conduct;
Technical standards.
417
418
AKUNTAN PERSEROAN/AUDITOR EKSTERNAL

CORPORATE ACCOUNTANT/EXTERNAL AUDITOR
PEDOMAN/STANDAR AUDIT
AUDIT GUIDELINES/STANDARDS
Dalam melakukan audit, Auditor Eksternal berpedoman

pada standar audit yaitu:
In conducting the audit, External Auditor is guided by audit

standards, i.e.
Standar Umum, dimana audit harus dilakukan oleh orang

yang telah mengikuti pelatihan dan memiliki kecakapan
teknis yang memadai, memiliki sikap mental yang
independen dalam semua hal yang berhubungan dengan
audit, bersikap professional dalam melaksanakan audit dan
menyusun laporan.
General Standard, audit is to be conducted by a person

having attended trainings and possessing proper technical
skills, with independent mental attitude in all matters relating
to audit, professional in conducting audit and preparing
reports.
Standar Pekerjaan Lapangan, Auditor dapat merencanakan

dan mengawasi jalannya pekerjaan secara memadai,
memiliki pemahaman yang cukup mengenai entitas serta
lingkungannya termasuk pengendalian internal, memperoleh
cukup bukti atau dokumen sebagai dasar yang tepat
menyangkut laporan yang diaudit.
Field Work Standard, auditor may plan and monitor the

running of the work properly, having adequate understanding
on the entity and its environment including internal control,
obtaining enough evidence or document as appropriate
basis for the audited report.
Standar Pelaporan, Auditor menyiapkan laporan mengenai

laporan keuangan secara keseluruhan, termasuk
pengungkapan informatif, disajikan sesuai dengan prinsipprinsip akuntansi yang berlaku secara umum.
Dalam penggunaan Auditor Eksternal, PEPC telah
melaksanakan sesuai dengan Peraturan Menteri Keuangan
No. 17/PMK.01/2008 tanggal 5 Februari 2008 khususnya
pasal 3 ayat 1 disebutkan bahwa pemberian jasa audit
umum atas laporan keuangan dari suatu entitas dilakukan
oleh KAP paling lama untuk 6 (enam) tahun buku berturutturut dan oleh seorang Akuntan Publik paling lama untuk
3 (tiga) tahun buku berturut-turut.
Reporting Standard, auditor prepares comprehensive report

on the financial statements, including informative disclosure,
presented according to generally applied accounting
principles.
In utilizing External Auditor, PEPC has complied with the

Regulation of the Minister of Finance No. 17/PMK.01/2008
dated February 5, 2008 particularly article 3 paragraph 1
which states that rendering services of general audit of
financial statements of an entity is conducted by a Public
Accounting Firm for at most six consecutive fiscal years
and by a Public Accountant for at most three consecutive
fiscal years.
PELAKSANAAN AUDIT
AUDIT IMPLEMENTATION
Pelaksanaan audit oleh KAP Tanudiredja, Wibisana & Rekan

dilaksanakan sesuai standar audit. Selama pelaksanaan
audit tidak terdapat hambatan dalam mengakses dokumen
yang dibutuhkan. Selanjutnya hasil audit disampaikan
dalam laporan audit dan permasalahan yang ada telah
disampaikan melalui Management Letter kepada Direksi.
Audit implementation by Tanudiredja, Wibisana & Partners

Public Accounting Firm complies with audit standards.
During audit process there were no obstacles in accessing
the necessary documents. The audit results will be further
submitted in audit report and existing issues have been
submitted through Management Letter to the Board of
Directors.
PEPC selalu berupaya meningkatkan komunikasi antara

Kantor Akuntan Publik, Komite Audit dan Manajemen PEPC
untuk dapat meminimalisir kendala-kendala yang terjadi
selama proses audit berlangsung. Agar proses audit sesuai
dengan Standar Profesional Akuntan serta perjanjian kerja
dan ruang lingkup audit yang telah ditetapkan dan selesai
sesuai dengan target waktu yang telah ditetapkan, secara
rutin dilakukan pertemuan-pertemuan yang membahas
beberapa permasalahan penting yang signifikan.
PEPC always tries to improve communication between

Public Accounting Firm, Audit Committee, and PEPC
Management to minimize obstacles during audit process.
To ensure audit process' compliance with Accounting
Professional Standards and work agreement and audit
scope established and to finish within the time target set,
routine meetings are conducted to discuss significant
issues.

OPINI AUDIT DAN IMBALAN JASA AUDIT

AUDIT OPINION AND AUDIT FEE
Gambar 6.20 Opini audit dan imbalan jasa audit PEPC Figure 6.20 Audit Opinion and Audit Fee PEPC
Tahun
Buku
Tahun
Buku
2014
2013
2012
Akuntan
Accountant
Yanto, SE, AK.,

M. Ak, CPA Izin
No. 09.1. 1054
Yanto, SE, AK.,

M. Ak, CPA
Izin No. 09.1. 1054
Yanto, SE, AK.,

M. Ak, CPA
Izin No. 09.1. 1054
Kantor
Akuntan Publik
Public
Accounting Firm
KAP Tanudiredja
Wibisana & Rekan
KAP Tanudiredja
Wibisana & Rekan
KAP Tanudiredja
Wibisana & Rekan
Ruang Lingkup Audit

Audit Scope
Audit Laporan
Neraca
Audit Laporan
Laba Rugi
Audit Laporan
Perubahan
Ekuitas
Laporan Arus Kas
Laporan
Perubahan Dana
Investasi Terikat
Balance Sheet Audit
Audit Laporan
Neraca
Audit Laporan
Laba Rugi
Audit Laporan
Perubahan
Ekuitas
Laporan Arus Kas
Laporan
Perubahan Dana
Investasi Terikat
Balance Sheet Audit
Audit Laporan
Neraca
Audit Laporan
Laba Rugi
Audit Laporan
Perubahan
Ekuitas
Laporan Arus Kas
Laporan
Perubahan Dana
Investasi Terikat
Balance Sheet Audit
Selanjutnya hasil audit disampaikan dalam Laporan Audit

dan permasalahan yang ada telah disampaikan melalui
Management Letter kepada Direksi.
Income Statements
Audit
Change in Equity Report
Audit
Cash Flow Audit
Change in Unrestricted
Investment Fund
Report
Income Statements
Audit
Audit
Cash Flow Audit
Investment Fund
Report
Income Statements
Audit
Audit
Cash Flow Audit
Investment Fund
Report
Opini Audit
Audit Opinion
Biaya Audit
Audit Fee
(000)
Laporan Keuangan Rp. 250.000

Disajikan Secara
Wajar Dalam
Semua Hal yang
Material
Financial
Statements are
presented fairly in
all material issues

Disajikan Secara
Wajar Dalam
Semua Hal yang
Material
Financial
Statements are
presented fairly in
all material issues

Disajikan Secara
Wajar Dalam
Semua Hal yang
Material
Financial
Statements are
presented fairly in
all material issues
The audit result will be further presented in Audit Report

and existing issues have been presented through
Management Letter to the Board of Directors.
419
420
PERKARA HUKUM
LEGAL ISSUES
Perkara Penting yang sedang Dihadapi Direksi

dan Dewan Komisaris yang sedang Menjabat
Significant Cases faced by Incumbent Board of

Directors and Board of Commissioners
Selama periode tahun 2014, tidak ada anggota Direksi dan

Dewan Komisaris PEPC yang sedang menjabat memiliki
permasalahan hukum, baik perdata maupun pidana.
Begitupun dengan PEPC tidak memiliki permasalahan
hukum, baik perdata maupun pidana.
Throughout 2014, no incumbent members of PEPC Board

of Directors and Board of Commissioners was involved in
legal disputes, whether civil or criminal. PEPC was also free
from any legal disputes in civil or criminal matters.
Permasalahan Hukum
Legal Issues
PEPC membagi perkara penting yang sedang dihadapi

Perusahaan kepada permasalahan hukum perdata dan
permasalahan hukum pidana.
PEPC classifies significant issues encountered by the

Company into civil and criminal law issues.
Permasalahan hukum terkait dengan operasional bisnis

PEPC untuk periode tahun 2014 dapat dilihat dalam tabel
sebagai berikut:
Legal issues related to business operations at PEPC

throughout 2014 can be seen in the following table:
Permasalahan Hukum
Legal Issues
Jumlah Total
Perdata Civil
Pidana Criminal
Selesai dan telah mempunyai

kekuatan hukum tetap
Settled and having full legal

force and effect
Dalam proses penyelesaian
In settlement process
Total
Total

PEDOMAN ETIKA PERUSAHAAN

CODE OF CONDUCT
Etika merupakan sistem nilai atau norma yang diyakini oleh

seluruh Insan Perusahaan sebagai suatu standar perilaku.
Dalam menjalankan usahanya PEPC menerapkan etika
bisnis/usaha dan etika kerja, dimana etika bisnis menjadi
acuan bagi Perusahaan dalam melaksanakan kegiatan
usaha termasuk berinteraksi dengan stakeholder. Sementara
etika kerja merupakan sistem yang dianut oleh setiap
Pimpinan dan Pegawai dalam melaksanakan tugasnya
termasuk etika hubungan antar Pegawai dan Perusahaan.
Ethics is a set of value system or norms espoused by all

Company personnel as a standard of behavior. In conducting
its business, PEPC implement business and work ethics,
in which work ethics become a reference for Company in
carrying out business activities including interacting with
stakeholders. Work ethics is a set of system adopted by
each Leader and employee in carrying out their respective
duties, including relationship ethics between employees
and Company.
Untuk itu menjaga standar etika sangat penting untuk

mempertahankan loyalitas stakeholder dalam membuat
keputusan-keputusan dan dalam memecahkan persoalan
yang dihadapi Perusahaan. Hal ini disebabkan semua
keputusan Perusahaan sangat mempengaruhi dan
dipengaruhi oleh stakeholder yang berkepentingan dan
berpengaruh pada keputusan-keputusan Perusahaan.
In order to maintaining ethical standard, it is very important

to maintain the loyalty of stakeholders in making decisions
and solving problems faced by Company. This is because
all corporate decisions affect and are affected by the
stakeholders concerned and influence Company decisions.
Etika, nilai dan praktik-praktik kepatuhan PEPC dirangkum

dalam Code of Conduct Perusahaan yang selanjutnya disebut
CoC. Prinsip Bisnis ini menguraikan standar perilaku
operasional yang diharapkan untuk dipatuhi oleh setiap
Insan PEPC dalam berhubungan dengan pihak eksternal
maupun pihak internal PEPC sendiri. CoC merefleksikan
komitmen PEPC dalam mencapai keseimbangan antara
kepentingan PEPC jangka-pendek dan jangka-panjang, dan
antara kepentingan Perusahaan dengan para pemegang
saham, para insan, para konsumen, para mitra bisnis
maupun masyarakat pada umumnya.
PEPC ethics, values and compliance practices are

summarized in Corporate Code of Conduct, hereinafter
referred as CoC. Business Principles outline operational
behavior standards expected to be complied by all PEPC
personnel in relation with PEPC external and internal parties.
CoC reflects PEPC's commitment in achieving balance
between PEPC short-term and long-term interests, and
between Company's and its shareholders' interests,
personnel, consumers, business partners and community
in general.
KEBERADAAN CoC
EXISTENCE OF CoC
Sebagai wujud komitmen PEPC dalam penerapan tata

kelola yang berkelanjutan, PEPC telah menyusun dan
mengesahkan CoC tanggal tanggal 26 Juni 2014 oleh
Direktur Utama melalui Surat Keputusan No.Kpts021/CP00000/2014-SO Tentang Pedoman Perilaku
(Code of Conduct) PEPC.
As PEPC commitment in implementing sustainable

governance, PEPC has developed and passed CoC dated
June 26, 2014 by President Director through Decree No.Kpts021/CP00000/2014-SO on Code of Conduct of PEPC.
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CODE OF CONDUCT
CoC PEPC menjabarkan prinsip-prinsip dasar perilaku pribadi

dan professional yang dilakukan oleh insan PEPC dalam
melaksanakan tugasnya sehingga tercapai keluaran yang
konsisten yang sesuai dengan budaya Perusahaan dalam
mencapai visi dan misinya. Untuk itu keberadaan CoC
menjadi acuan perilaku bagi Dewan Komisaris, Direksi dan
pekerja (Insan PEPC) sebagai bagian dari usaha pencapaian
Visi dan Misi Perusahaan. Pedoman Etika Usaha dan Tata
Perilaku (Code of Conduct) ini akan direview secara berkala
sesuai dengan kebutuhan Perusahaan dan Peraturan
perundang-undangan.
PEPC CoC outlines basic principles of personal and

professional behavior performed by PEPC personnel in
performing his/hers duties to achieve consistent output
which is in accordance with corporate culture in achieving
its vision and mission. Therefore existence of CoC becomes
behavior reference for Board of Commissioners, Board of
Directors and employees (PEPC personnel) as part of efforts
in achieving Company's Vision and Mission. Code of
Business Ethics and Conduct (Code of Conduct) will be
reviewed periodically in accordance with Company and
Regulatory requirement.
Pedoman Etika Perusahaan merupakan tanggung jawab

seluruh manajemen PEPC mencakup pegawai, Direksi,
Dewan Komisaris dan Komite di bawah Dewan Komisaris
untuk bertingkah laku sesuai dengan budaya perusahaan.
Penerapan pedoman etika Perusahaan secara konsisten
diharapkan dapat mendorong terwujudnya perilaku yang
profesional, bertanggungjawab, wajar, patut dan dipercaya
dalam melakukan hubungan bisnis dengan rekan sekerja
maupun para mitra kerja.
Code of Corporate Ethics constitutes the responsibility of

the entire PEPC management including employees, Board
of Directors, Board of Commissioners and Committees
under Board of Commissioners to act in accordance with
corporate culture. Consistent application of code of
Corporate Ethic is expected to promote establishment of
professional, responsible, fair, decent and trustworthy
behavior in carrying out business relationships with coworkers and business partners.
TUJUAN CoC
OBJECTIVES OF CoC
Penyusunan Pedoman Etika Perusahaan bertujuan untuk:
1. Menjadi acuan perilaku insan PEPC dalam melaksanakan
tugas dan tanggung jawab masing-masing serta
berinteraksi dengan stakeholders Perusahaan
2. Pedoman etika agar insan PEPC dapat menilai bentuk
kegiatan yang dilakukannya selaras dengan Visi, Misi
dan Tata Nilai PEPC dan membantu memberikan
pertimbangan jika menemukan keraguan dalam
bertindak
3. Menjadi pedoman bertingkah laku sesuai dengan budaya
Perusahaan.
4. Sebagai petunjuk praktis dan pedoman berperilaku bagi
setiap insan PEPC Anak Perusahaan dan Afiliasi serta
Pemangku Kepentingan (stakeholder) lainnya yang harus
dipatuhi dalam berinteraksi sehari-hari dengan semua
pihak, serta dijadikan landasan berfikir dalam proses
pengambilan keputusan;
5. Menjamin terlaksananya kegiatan Perusahaan dengan
baik dan benar, dalam batas-batas norma dan etika
berusaha sesuai dengan perundang-undangan yang
berlaku;
Preparation of Company's Code of Ethics aims to:

1. Become a behavioral reference for PEPC personnel in
carrying out his/her duties and responsibilities and
interacting with Company stakeholders
2. Become the Code of ethics to enable PEPC personnel
to judge whether or not the form of activity he/she
undertakes is aligned with PEPC's Vision, Mission and
Values and assists by providing consideration when
encountering doubts as to the proper actions to take.
3. Become guidelines to behave in accordance with
corporate culture.
4. Become practical guidance and behavior guidelines for
every PEPC personnel, Subsidiaries and Affiliates as well
as Stakeholders that should be complied with in daily
interaction with all parties, and used as the foundation
of thinking in decision-making process;
5. Ensure that its activities are implemented properly, within
norms limit and business ethics in accordance with
applicable legislation

KOMITMEN CoC
COMMITMENT OF CoC
CoC berlaku bagi seluruh insan PEPC di seluruh jenjang
organisasi Perusahaan. Penerapan CoC, secara terus
menerus dan berkesinambungan dalam bentuk sikap,
perbuatan, komitmen, dan ketentuan mendukung
terciptanya budaya perusahaan yang menjunjung tinggi
moral dan integritas dalam melaksanakan tugas
operasional.
CoC applies to all PEPC personnel at all Company's

organizational level. CoC is implemented continuously and
sustainably in the form of attitudes, actions, commitment,
and support the creation of corporate culture conditions
that upholds moral and integrity in carrying out operational
tasks.
KONTEN CoC
CONTENT OF CoC
Setiap Insan PEPC bertanggung jawab dalam mewujudkan
Kode Etik ke dalam setiap perilaku sehingga tidak akan
merugikan masing-masing insan yang bersangkutan
ataupun Perusahaan karena tingkah laku insan
mencerminkan etika bisnis Perusahaan. Konten COC PEPC
terdiri dari:
I.
Pendahuluan
II. Pedoman Etika Bisnis
III. Pedoman Etika Kerja
IV. Penerapan & Penegakan
V. Per nyataan Insan PT Per ta mina EP Cepu
Every PEPC personnel is responsible in applying the Code

of Ethics in every behavior so that they would not be
detrimental to each personnel or company, for his/her
behavior reflects Company's business ethics. Content of
PEPC COC consists of:
I.
II.
III.
IV.
V.
Introduction
Code of Business Ethics
Code of Work Ethics
Implementation and Enforcement
Personnel Statement of PT Pertamina EP Cepu
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CODE OF CONDUCT
Cakupan CoC PEPC meliputi pengaturan aspek-aspek

sebagai berikut:
Coverage CoC PEPC includes setting the following aspects:
Aspek yang Diatur

Regulated Aspects
Pendahuluan
Introduction
Penjelasan
Explanation
Tata Nilai Perusahaan
Corporate Value Management
1. Growth (Berkembang)
Pertumbuhan bisnis ekonomi semakin
meningkat
Perkembangan infrastruktur dalam segala
bidang
Management Protection of
Information(MPI)
1. Growth
Increased economic business growth
2. Reliability (Terpercaya)
SDM yang jujur dan mempunyai loyalitas
tinggi
Informasi melalui sumber yang memiliki
kompetensi
Penerapan teknologi terkini
2. Reliability
Honest and highly-loyal Human Resources
3. Excellence (Unggul)
Visi dan Misi untuk menjadi Role-Model
yang sempurna
Komitmen senior leadership untuk
kesempurnaan kerja
Komitmen untuk meningkatkan
engagement, satisfaction, pengembangan
dan kesejahteraan tenaga kerja
3. Excellence
Vision and Mission to become a perfect
role model
Senior leadership commitment for
performance excellence
Commitment to improve the engagement,
satisfaction, development, and welfare of
manpower
4. Agility (Gesit)
Percepatan dalam segala perubahan
Antisipasi blind spot pada lawan bisnis
4. Agility
Acceleration in any changes
Blind spot anticipation in business
competitors
Up-to-date in the application of technology
Terkini dan penerapan teknologi
Pedoman Etika
Bisnis
Code of Business
Ethics
Infrastructure development in all fields

Application of the latest technology
Information through competent sources

Management Protection of Information
(MPI)
5. Totality (Totalitas)
Fokus terhadap tantangan strategis
Penyelesaian masalah sampai pada
akarnya
Teliti dalam segala aspek.
5. Totality
Focused on strategic challenges
Problem-solving to its core
Dalam bagian pedoman etika bisnis, COC

mengatur tentang:
1. Etika perusahaan dengan pekerja
2. Etika perusahaan dengan penyedia barang
& jasa
3. Etika perusahaan dengan mitra usaha
4. Etika perusahaan dengan pemerintah
5. Etika perusahaan dengan masyarakat
6. Etika perusahaan dengan media masa
7. Etika perusahaan dengan organisasi profesi
In the part of business ethics guidelines, COC

regulate:
1. Company Ethics with employees
2. Company Ethics with providers of goods and
services
3. Company Ethics with business partners
4. Company Ethics with government
5. Company Ethics with community
6. Company Ethics with mass media
7. Company Ethics with professional
organizations
Thorough in all aspects

Penjelasan
Explanation
Aspek yang Diatur

Regulated Aspects
Pedoman
Etika Kerja
Code of Work Ethics
Penerapan dan
Penegakan
Implementation and
Enforcement
Pernyataan Insan
PT Pertamina
EP Cepu
Personnel Statement
of PT Pertamina EP
Cepu
Dalam bagian pedoman etika Kerja, COC

mengatur tentang:
1. Bekerjasama dengan sesama Insan PEPC
2. Menjaga kerahasiaan data informasi
Perusahaan
3. Menjaga asset Perusahaan
4. Mejaga keamanan dan keselamatan,
kesehatan kerja dan lindungan lingkungan
(K3LL)
5. Mencatat data dan pelaporan
6. Pelaporan akuntansi dan keuangan
7. Menghindari benturan kepentingan dan
penyalahgunaan jabatan
8. Menerima hadiah/ cindera mata/gratifikasi
dan entertainment
9. Memberi hadiah /cindera mata dan
entertainment
10. Penyalahgunaan narkotika dan obat
terlarang (Narkoba) dan minuman Keras
(Miras)
11. Aktivitas Politik
In Code of Work ethics section, CoC regulates

on:
1. Cooperate with fellow PEPC personnel
2. Keeping the confidentiality of company
information data
3. Keeping Company assets
4. Maintaining security and safety, health and
environmental protection (K3LL)
Penerapan dan penegakan, CoC mengatur

tentang:
1. Organisasi
2. Penegakan pedoman etika bisnis dan etika
kerja
3. Whistleblowing
4. Sosialisasi dan internalisasi
5. Penyempurnaan pedoman etika bisnis dan
etika kerja
Implementation and enforcement, CoC regulates

on:
1. Organizations
2. Enforcement of code of conduct
Memuat surat pernyataan pejabat yang

bertanggung jawab atas penerapan etika bisnis
dan etika kerja (Code of Conduct). Maksud pejabat
yang bertanggung jawab atas penerapan etika
bisnis dan etika kerja meliputi Direksi, Vice
President, Manager dan pejabat lain setingkat
manajer
Contains statement of officials who are

responsible for implementation of Code of
Conduct. Purpose of officials who are responsible
for the implementation of code of conduct
including Board of Directors, Vice President,
Manager and other managerial-level officers
5. Recording data and reporting

6. Accounting and financial reporting
7. Avoiding conflicts of interest and abuse of
office
8. Receiving gift/souvenir/ gratuities and
entertainment
9. Presenting gift/souvenir and entertainment
10. Abuse of narcotics and drugs and alcohol
11. Political Activity
3. Whistleblowing
4. Socialization and internalization
5. Improvement of Code of Conduct
SOSIALISASI CoC
SOCIALIZATION OF CoC
Sosialisasi merupakan tahapan penting dari penerapan
Code of Conduct (CoC). CoC telah dikomunikasikan dan
disosialisasikan kepada Dewan Komisaris dan organ
pendukungnya, Direksi dan pejabat satu tingkat di bawah
Direksi serta seluruh pegawai yaitu antara lain melalui:
Broadcast PEPC
Induksi Training Pekerja baru PEPC
Portal PT Pertamina EP Cepu
Sharing Knowledge
Town Hall Meeting
Sosialisasi shareholder dan stakeholder melalui berbagai
media (intranet, souvenir, banner, dan lain-lain)
Socialization is an important phase of Code of Conduct

(CoC) implementation. CoC has been communicated and
socialized to Board of Commissioners and supporting
organs, Board of Directors and senior officials under Board
of Directors and all employees among other through:
PEPC Broadcast
I nduction T ra ining for PE PC new employees
PT Pertamina EP Cepu Portal
Sharing knowledge
Town Hall Meeting
Socialization for shareholders and stakeholders through
various media (intranet, souvenir, banner, etc.)
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CODE OF CONDUCT
IMPLEMENTASI DAN PENEGAKAN CoC
IMPLEMENTATION AND ENFORCEMENT OF CoC

Upaya implementasi dan penegakkan kode etik PEPC
dilakukan dengan penuh kesadaran secara terus menerus
dalam bentuk sikap perbuatan, komitmen dan ketentuan,
meliputi:
1. Setiap insan PEPC melaporkan setiap fakta
penyimpangan etika bisnis dan etika kerja kepada
Manager Compliance, dan kerahasiaan identitas pelapor
dilindungi.
2. Manager Compliance menindaklanjuti setiap laporan dan
menyampaikan hasil evaluasinya kepada Direksi atau
Komisaris sesuai dengan lingkup tanggung jawabnya.
3. Direksi dan Komisaris memutuskan pemberian tindakan
pembinaan, sanksi disiplin dan/atau tindakan perbaikan
serta pencegahan yang harus dilaksanakan oleh atasan
langsung di lingkungan masing-masing.
4. Insan PEPC yang melakukan penyimpangan Etika Bisnis
adan Etika Kerja memiliki hak untuk didengar
penjelasannya di hadapan atasan langsung sebelum
pemberian tindakan pembinaan atau hukuman disiplin
5. Pelaksanaan tindakan pembinaan, hukuman disiplin
dan/atau tindakan perbaikan serta pencegahan dilakukan
oleh atasan langsung dan dilaporkan kepada Manager
Compliance
Pernyataan Kepatuhan (Pakta Integritas)
Untuk membangun budaya kepatuhan di seluruh lini

organisasi, PEPC mendistribusikan Pernyataan Kepatuhan
untuk Dewan Komisaris, Direksi dan seluruh insan agar
melaksanakan standar etika yang ditetapkan Perusahaan
dan juga menandatangani "pernyataan kepatuhan terhadap
CoC" . Penerapan nilai etika ini menjadi bagian dari
kepatuhan atas pelaksanaan GCG.
Penyebarluasan Pedoman CoC
Manajemen Perusahaan berkewajiban untuk memastikan

bahwa seluruh insan telah menerima, membaca dan
memahami Pedoman Kode Etik. Pendistribusian dokumen
tersebut dilakukan oleh fungsi Internal Audit kepada seluruh
insan baik dalam bentuk hardcopy, maupun melalui softcopy.
Sanksi Pelanggaran CoC
Pekerja diharuskan untuk melaporkan pelanggaran atas

Code of Conduct tersebut kepada atasan langsung pada
setiap fungsi sedangkan untuk pelanggaran yang dilakukan
oleh unsur pimpinan maka laporan disampaikan ke dan
atau Direksi. Seluruh laporan tersebut harus disertai data
dan/atau bukti-bukti akurat sehingga pelanggaran dapat
diproses lebih lanjut. Setiap pelanggaran atas Code of
Conduct akan dikenakan sanksi sesuai dengan peraturan
yang berlaku dan pengenaan sanksi tersebut tidak bersifat
diskriminatif. Selama tahun 2014, tidak terdapat pelanggaran
implementasi Pedoman Etika Perusahaan maupun yang
terkait disiplin pekerja.
Efforts to implement and enforce PEPC code of conduct

are continuously carried out with full awareness with
attitude, commitment and conditions, including:
1. Every PEPC personnel reports any fact about irregularities
on code of conduct to the compliance manager, and
confidentiality of informant's identity is protected
2. Compliance Manager follows up every report and
presents evaluation results to Board of Directors or Board
of Commissioner in accordance with its responsibility
scope
3. Board of Directors and Board of Commissioners decide
to impose rehabilitative briefing, disciplinary action and/or
corrective action as well as precautionary measure to
be implemented by direct supervisor in their respective
area.
4. PEPC personnel who deviates from the Code of Conduct
has the right to have hearing before his/her direct
supervisor prior to to coaching or disciplinary action
5. Implementation of rehabilitative briefing, disciplinary
and/or corrective as well as precautionary actions is
conducted by direct supervisor and reported to
Compliance Manager
Compliance Statement (Integrity Pact)
To establish compliance culture throughout organization

line, PEPC distributes Compliance Statement to Board of
Commissioners, Board of Directors and all personnel so
that they will implement ethical standards established by
Company and they also sign a "Compliance Statement to
CoC". Application of ethical value is part of compliance with
implementation of GCG.
Distribution of CoC
Company Management is obliged to ensure that all

personnel have received, read and understood the Code of
Conduct. Distribution of this document is carried out by
Internal Audit function to all personnel in hardcopy, or
softcopy.
Sanction for CoC Violation
Employees are required to report violations of Code of

Conduct to direct superior in every function, while for
violation committed by leadership element then the report
is submitted to Board of Directors. All reports must be
accompanied with data and/or accurate evidence so that
such violation can be processed further. Any violation of
Code of Conduct will be penalized in accordance with
applicable regulations and imposition of sanctions is not
discriminatory. In 2014, no violation was recorded of the
Company's Code of Ethics, nor any breach of workers'
discipline.

WHISTLEBLOWING SYSTEM (WBS)

Whistleblowing System yang selanjutnya disebut WBS adalah system

yang mengelola pengaduan penyingkapan mengenai perilaku melawan
hukum, perbuatan tidak etis/tidak semestinya secara rahasia, anonim
dan mandiri (independen) yang digunakan untuk mengoptimalkan peran
serta insan PEPC dan mitra kerja dalam mengungkap pelanggaran yang
terjadi di lingkungan PEPC.
Whistleblowing system hereinafter referred to as WBS is a system that manages
disclosure complaints about unlawful conduct, unethical acts confidentially,
anonymously and independently which is used to optimize the role of PEPC personnel
and partners in disclosing violations that occur in PEPC circles.
Dalam rangka memastikan praktik bisnis yang beretika,

sehat dan berintegritas, PEPC telah memiliki dan
menerapkan Kebijakan Sistem Pelaporan Pelanggaran
(WBS) berdasarkan SK.No. Kpts.023/CP0000/2014-SO
tentang Pemberlakuan SK Direksi PT. Pertamina (Persero)
No. Kpts. 15/C0000/2012-S0 Tentang Unit Pengendalian
Gratifikasi, Pedoman Gratifikasi, Penolakan, Penerimaan,
P em be r i a n H a d i a h / C i nd e r a m a t a d a n Hi b u r a n
(Entertainment), Penyempaian Lapora-Laporan Atas Program
Kepatuhan Melalui Complience Online System, serta
Whistleblowing System (WBS) di Lingkungan PT Pertamina
EP Cepu tanggal 26 Juni 2014.
In order to ensure ethical, healthy and integrity business

practices, PEPC already has had and implemented Violation
Reporting System Policy (WBS) based on Decree No.
Kpts.023/CP0000/2014-SO on Enactment of PT. Pertamina
(Persero) Board of Directors' Decree No.
Kpts.15/C0000/2012-S0 On Gratuities Control Unit,
Gratuities Guidelines, Prevention, Acceptance, Presentation
of Gift/Souvenir and Entertainment, Submission of Reports
on Compliance Programs through Compliance Online
System, and Whistle Blowing System (WBS) in the PT.
Pertamina EP Cepu circles dated June 26, 2014.
TUJUAN
OBJECTIVES
Kebijakan WBS diharapkan dapat menjadi sarana atau
sistem yang efektif bagi saksi pelapor untuk menyampaikan
informasi mengenai tindakan pelanggaran yang diindikasi
terjadi di PEPC. Disamping itu, adanya kebijakan WBS
dimaksudkan untuk:
1. Mendorong semua pihak untuk melaporkan pelanggaran
tanpa disertai rasa takut akan menjadi korban,
diskriminasi, atau mengalami kerugian.
2. Mengungkapkan berbagai permasalahan yang tidak
sesuai dengan etika dalam Code of Conduct maupun
kebijakan Perusahaan lainnya
3. Menjadi dasar dalam menangani pengaduan
pelanggaran dari stakeholders untuk menjamin adanya
mekanisme penyelesaian yang efektif
4. Mendorong terciptanya reputasi PEPC sebagai entitas
bisnis yang bertanggung jawab
WBS policy is expected to be an effective means or system

for a witness to disclose information about violations which
occur in PEPC. In addition, WBS policy is intended to:
1. Encourage all parties to report violations without fear of

becoming the victim, discriminated against, or
experiencing loss.
2. Disclose various issues that are inconsistent with the
ethics in Code of Conduct or other Company policies
3. Become guideline in dealing with violation complaint
from stakeholders to ensure effective resolution
mechanism
4. Encourage establishment of PEPC reputation as a
responsible business entity
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RUANG LINGKUP KEBIJAKAN WBS

SCOPE OF WBS POLICY
Lingkup kebijakan sistem pelaporan pelanggaran mengatur

aspek mulai dari unit pengelola, kerahasiaan dan
perlindungan pelapor, cara pelaporan serta sanksi dan
hukuman.
The scope of violation reporting system regulates aspects

from manager unit, confidentiality and reporting protection
to reporting manner as well as sanctions and punishment.
Yang dapat dilaporkan dalam kebijakan WBS PEPC adalah

Korupsi, Suap, Gratifikasi, Benturan Kepentingan, Pencurian,
Kecurangan dan Melanggar Hukum dan Peraturan
Perusahaan.
Issues that can be reported in the PEPC WBS policy are

Corruption, Bribery, Gratuities, Conflict of Interest, Theft,
Fraud and Violation of Company Law and Regulations.
PIHAK-PIHAK YANG TERLIBAT DALAM PROSES WBS

PARTIES INVOLVED IN WBS PROCESS
Dalam pelaksanaannya proses pengaduan pelanggaran

melibatkan pihak-pihak di dalam Perusahaan, para pihak
yang memiliki kewenangan untuk menindaklanjuti laporan
pengaduan/penyingkapan berdasarkan kategori terlapor,
yaitu:
1. Chief Compliance Officer (CCO), jika terlapor adalah insan
Pertamina selain CCO, fungsi Compliance, Dewan
2. Dewan Komisaris, jika terlapor adalah Direksi
In the implementation, violation complaint process involves

parties within the Company, parties who have the authority
to follow up on complaint/disclosure based on reported
category, are:
3. Direktur Utama, jika terlapor adalah Dewan Komisaris,

CCO dan fungsi Compliance.
1. Chief Compliance Officer (CCO), if reported party is

Pertamina personnel except CCO, Compliance function,
Board of Commissioners and Board of Directors
2. Board of Commissioners, if reported party is Board of
Directors
3. Managing Director, if reported party is Board of Directors,
CCO and Compliance functions.
CCO adalah pejabat yang ditunjuk oleh Direktur Utama yang

bertanggung jawab atas program kepatuhan Perusahaan
dan memastikan bahwa Dewan Komisaris, Direksi dan
pekerja mematuhi peraturan dan ketentuan baik pemerintah,
Perusahaan dan ketentuan lain yang berlaku serta perilaku
organisasi sesuai dengan Pedoman Etika Usaha dan Tata
Perilaku (Code of Conduct) Perusahaan.
CCO is the official appointed by President Director

responsible for the Company's compliance program and
ensuring that Board of Commissioners, Board of Directors
and employees comply with rules and regulations of
government, Company and other applicable provisions as
well as organizational conduct in accordance with Corporate
Code of Conduct.
PENYAMPAIAN PELAPORAN PENGADUAN PELANGGARAN

SUBMISSION OF VIOLATION COMPLAINT REPORTING
Untuk mempercepat dan mempermudah proses tindak
lanjut pengaduan/penyingkapan, maka pelapor:
1. Dapat memberikan informasi mengenai data diri,
sekurang-kurangnya memuat: alamat rumah,/kantor,
nomor yang bisa dihubungi yaitu telepon, handphone,
facsimile, email (atau dengan pilihan anonym)
To accelerate and facilitate process of complaint/disclosure

follow-up, informant should be able to:
1. Provide information about personal data, at least the
following: home/office address, contact number i.e.
telephone, cell phone, fax, email (or anonymous option)

2. Harus memberikan indikasi awal yang dapat

dipertanggung jawabkan meliputi:
a) Masalah yang diadukan
Pokok pengaduan/ penyingkapan yang ingin
diungkapkan dan jumlah kerugian jika bisa ditentukan.
Akan lebih baik apabila satu pengaduan/penyingkapan
hanya untuk satu masalah saja sehingga fokus
b) Pihak yang terlibat
Siapa yang seharusnya bertanggung jawab atas
kejadian tersebut termasuk saksi dan siapa/pihak
mana yang diuntungkan/dirugikan
c) Lokasi kejadian
Lokasi/lapangan/unit operasi mana masalah tersebut
terjadi dengan spesifik menyebutkan nama, tempat
atau fungsi yang dimaksud
d) Waktu Kejadian
Periode kejadian dari masalah tersebut baik berupa
bulan, tahun atau tanggal tertentu saat masalah
tersebut terjadi
e) Bagaimana terjadinya dan apakah ada bukti atau
tidak
f) Apakah kasus ini pernah dilaporkan kepada
orang/pihak lain
g) Apakah kasus ini pernah terjadi sebelumnya.
2. Provide early indication that can be accounted for

including:
a) Object of complaint
Item of complaint/disclosure and amount of loss if
measurable.It is recommended to file one complaint/
disclosure is only for a single issue so that it can be
focused on
b) Parties involved
Who should be responsible for such incident, including
witnesses and who/which party gains / loses from
the act committed
c) Location of event
In which operating location/field /unit that problem
occurs complete with specific name, place or function
related
d) Time of event
Period when the issue occurred either month, year or
date when issue occurred
e) How did it happen and whether or not there is evidence
f) Has this case ever been reported to the person/others?
g) Has this case ever happened before?
MEKANISME SISTEM PELAPORAN PELANGGARAN

MECHANISM OF WHISTLEBLOWING SYSTEM
Pengaduan pelanggaran dapat disampaikan kepada
konsultan WBS melalui sarana/media sebagai berikut:
Telephone
Website
Email
Fax
SMS
Kotak Surat Mailbox
:
:
:
:
:
:
Violation complaint may be submitted to WBS consultant

through the following facility/media:
+62 21 3815909, 3815910 dan 3815911

pertaminaclean.pertamina.com
pertaminaclean@tipoffs.com.sg
+62 21 3815912
+62 8111750612
pertamina clean, PO. Box-7077/JkpSA, Jakarta 10350
Konsultan WBS membuat laporan secara periodik

(mingguan dan bulanan) antara lain meliputi jumlah
pengaduan/penyingkapan, kategori pengaduan/
penyingkapan dan saluran yang digunakan oleh pelapor
serta menyampaikannya kepada CCO.
WBS consultant compiles reports periodically (weekly and

m onthly), among others, including number of
complaints/disclosure, complaint/disclosure category and
media used by informant and submits such repot to CCO.
429
430

Adapun untuk mekanisme umum Sistem Pelaporan

Pelanggaran sebagai berikut:
As for general mechanism of Violation Reporting System

is as follows:
Gambar 6.21 Mekanisme Umum Sistem Pelanggaran Figure 6.21 General Mechanism of Violation Reporting WBS
TAHAP
PHASE
Penyampaian Laporan
Pelanggaran oleh
Pelapor
Submission of Violation
Report by Informant
TAHAP
PHASE
Identifikasi Laporan
sesuai Kategori lingkup
Pengaduan/
penyingkapan kepada
Konsultan WBS
Report Identification in
accordance with scope of
Complaint/disclosure
Category to WBS
Consultant
TAHAP
PHASE
Memonitor
pelaksanaan tindak
lanjut hasil investigasi
WBS yang dilakukan
fungsi terkait
Monitor the of followup of investigation
results conducted by
related functions
TAHAP
PHASE
Konsultan WBS
menyampaikan Laporan
Penyingkapan kepada
fungsi Compliance
WBS consultant delivers
Disclosure Report to
Compliance function
TAHAP
PHASE
Pemberian hukuman
atau sanksi terhadap
pelanggaran apabila
laporan tersebut
terbukti
Punishment or
sanctions for violations
if the report is proven
right
TAHAP
PHASE
Fungsi Compliance
melakukan pulbaket dan
membuat resumenya
kemudian mempresentasikan
kepada CCO
Compliance function
collecting information
materials and compile its
resume and then submits
such resume to CCO
TAHAP
PHASE
CCO dan Direktur

Membahas hasil
Investigasi
CCO and Board of
Director Discuss
Investigation
results
KEBIJAKAN PERLINDUNGAN PELAPORAN DAN MEDIA PELAPORAN

POLICY OF REPORTING PROTECTION AND REPORTING MEDIA
Dalam rangka melakukan proses tindak lanjut atas setiap
pengaduan/penyingkapan wajib mengedepankan
kerahasiaan, asas praduga tidak bersalah dan
profesionalisme, maka dari itu PEPC mengatur kebijakan
perlindungan terhadap pelapor yang meliputi aspek sebagai
berikut:
In order to conduct follow-up process on any

complaint/disclosure, it is necessary to uphold secrecy
nature and presumption of innocence and professionalism,
therefore PEPC stipulates policy for protection of informant
covering the following aspects:

1. Identitas pelapor dijamin kerahasiannya oleh

Perusahaan
2. Perusahaan menjamin perlindungan terhadap pelapor
dari segala bentuk ancaman, intimidasi, hukuman
ataupun tindakan tidak menyenangkan dari pihak
manapun selama Pelapor menjaga kerahasiaan kasus
yang diadukan kepada pihak manapun
3. Perlindungan ini juga berlaku bagi pekerja yang
melaksanakan investigasi maupun pihak-pihak yang
memberikan informasi terkait dengan pengaduan/
penyingkapan
4. Pihak yang melanggar prinsip kerahasiaan tersebut
akan diberikan sanksi yang berat sesuai ketentuan yang
berlaku di Perusahaan.
1. Confidentiality of informant Identity is protected by

Company
2. Company guarantees protection for informant of all
forms of threat, intimidation, punishment or offensive
conduct from any party as long as the informant
maintains the case confidentiality againts any party
3. Protection also applies to employees who carry out the
investigation and those who provide information related
to complaint / disclosure
4. Party which violates confidentiality principle will be
imposed severe sanctions in accordance with Company
applicable regulations.
INDIKATOR DAN UKURAN KEBERHASILAN

INDICATORS AND MEASURES OF SUCCESS
1. Memberikan tanggapan atas laporan pengaduan/
penyingkapan yang masuk kedalam WBS dalam 14
(empat belas) hari kerja sejak penerimaan laporan
2. Laporan hasil investigasi untuk di presentasikan kepada
CCO dan Direktur Utama (atau Direktur yang ditunjuk
oleh Direktur Utama) oleh Tim investigasi di selesaikan
dalam wakti 90 (Sembilan puluh) hari kerja sejak
keputusan untuk melakukan investigasi diterima dari/oleh
Tim Compliance.
1. Provide response on complaint/disclosure submitted to

WBS within 14 (fourteen) working days after report is
received
2. Report of investigation results is presented to CCO and
President Director (or Director who is appointed by
President Director) by investigation team completed in
90 (Ninety) working days since decision to conduct
investigation is received from/by Compliance Team.
HASIL PENANGANAN WBS

WBS HANDLING RESULTS
Sampai dengan Desember 2014, tidak terdapat laporan

pengaduan pelanggaran yang masuk terhadap PEPC baik
melalui Telepon, Email, Faximili, ataupun Kotak Surat.
As of December 2014, there were no reports of violation

complaint to PEPC either by phone, email, facsimile, or
Mailbox.
431
432
SISTEM MANAJEMEN MUTU
QUALITY MANAGEMENT SYSTEM
Untuk mendorong tercapainya operasional yang terbaik

yang akan menghasilkan kemitraan dengan World Class
Company, PEPC terus meningkatkan penerapan prinsipprinsip manajemen mutu dengan harapan akan memberikan
nilai tambah lebih kepada para stakeholders terutama
pemegang saham, pelanggan, pekerja dan masyarakat
luas.
To encourage achievement of the best operation that would

generate partnerships with World Class Companies, PEPC
strives to improve implementation of quality management
principles expecting that it would generate more added
values to stakeholders, especially shareholders, customers,
employees and society at large.
Dalam pelaksanaannya, PEPC telah menyusun dan

menerapkan standar-standar kualitas produk sesuai dengan
Kebijakan Manajemen Mutu dan senantiasa meningkatkan
kinerja Perusahaan yang berbasis pada upaya perbaikan
yang berkelanjutan dengan menerapkan berbagai strategi
dengan mengendalikan kesesuaian penggunaan sistem
standar terhadap peraturan perundang-undangan,
persyaratan pemangku kepentingan serta kebutuhan
organisasi. Disampingitu PEPC juga senantiasa
meningkatkan posisi kompetitif Perusahaan serta
menciptakan sumberdaya / pelaksana kegiatan manajemen
mutu sesuai dengan kualitas dan kriteria yang telah
ditetapkan Perusahaan.
In practice, PEPC has stipulated and implemented product

quality standards in accordance with Quality Management
Policy and strived to improve Company's performance
based on sustainable improvement by implementing a
variety of strategies to control suitability of standard system
application to legislation, the stakeholders' requirements
and organization needs. PEPC also constantly improves
Company competitive position as well as creating resource/
practitioner of quality management activities in accordance
with quality and criteria established by Company.

Untuk mendorong tercapainya operasional yang

terbaik yang akan menghasilkan kemitraan
dengan World Class Company, PEPC terus
meningkatkan penerapan prinsip-prinsip
manajemen mutu dengan harapan akan
memberikan nilai tambah lebih kepada para
stakeholders terutama pemegang saham,
pelanggan, pekerja dan masyarakat luas.
To encourage achievement of the best operation that
would generate partnerships with World Class Companies,
PEPC strives to improve implementation of quality
management principles expecting that it would generate
more added values to stakeholders, especially
shareholders, customers, employees and general
community.
KEBIJAKAN MANAJEMEN MUTU

QUALITY MANAGEMENT POLICY
Kebijakan Manajemen Mutu yang telah dimiliki sampai

dengan tahun 2014, antara lain adalah:
Kebijakan mengenai standar pelayanan minimal yang
antara lain memuat indicator keberhasilan dan sanksi
atas ketidak tercapaian standar mutu layanan;
SOP Layanan Pelanggan dan Standar Pelayanan Minimal
(SPM) dan menetapkan indikator keberhasilannya dan
diinfomasikan secara terbuka kepada stakeholders baik
eksternal maupun internal Perusahaan.
The Quality Management Policy applied until 2014 were:

Policy on minimum service standards which includes
success indicators and sanctions for failure to achieve
quality standards of service;
SOP for Customer Service and Minimum Service
Standards (MSS) as well as establish success indicators
and disclose information to stakeholders,both external
and internal to the Company.
UPAYA MENINGKATKAN MANAJEMEN MUTU

EFFORTS TO IMPROVE QUALITY MANAGEMENT
Upaya yang dilakukan PEPC untuk meningkatkan Sistem
Manajemen Mutu Perusahaan diantaranya :
Efforts conducted by PEPC to improve Company's Quality

Management System include:
a. Pertamina Quality Assessment (PQA)
a. Pertamina Quality Assessment (PQA)
Berdasarkan Surat Keputusan Direktur Utama PEPC

No. Prin-03/CP0000/2011-S0 tanggal 9 Februari 2011,
mulaitahun 2012 PEPC mengikuti Pertamina Quality
Assesment (PQA) sebagai salah satu bentuk sistem
penilaian kinerja dan pengelolaan bisnis Perusahaan
dalam upaya mencapai Visi PEPC sekaligus mendukung
pencapaian visi korporat Pertamina, yaitu "Menjadi
Perusahaan Energi Nasional Kelas Dunia". Tujuan
penilaian tersebut adalah untuk penyelesaian Opportunity
for Improvement (OFI) menjadi Action For Improvement
(AFI) yang merupakan salah salah satu Key Performance
Indicators (KPI) manajemen.
Based on Decree of PEPC President Director No. Prin03/CP0000/2011-S0 dated February 9, 2011, as of 2012
PEPC has followed Pertamina Quality Assessment (PQA)
as a form of Company's performance and business
management assessment system in the efforts to
achieve PEPC Vision as well as to support achievement
of the Pertamina corporate vision, which is "Becoming
a World Class National Energy Company". The objective
of this assessment is to complete Opportunity for
Improvement (OFI) to be Action For Improvement (AFI)
which is one of management Key Performance
Indicators (KPI).
433
434

444
Pada tahun 2014, nilai assessment PQA PEPC meningkat dibanding

tahun sebelumnya yang hanya sebesar 403, selain itu nilai
assessment PQA PEPC juga telah melebihi target yang ditetapkan
yaitu dari target 443 berhasil meraih nilai 444 dengan tingkat
pencapaian 10% diatas target.
In 2014, PEPC PQA assessment value has improved compared to previous
year which was only 403, in addition, PEPC PQA assessment value also has
exceeded the target set from 443 to 444 with achievement level of 10% above
the target.
Program PQA yang menyelaraskan rencana kerja Sistem

Manajemen Mutu Pertamina (SMMP), diadakan secara
rutin setiap dua tahun sekali dan ditetapka n
berdasarkanSurat Keputusan Direktur Utama Pertamina
No.Kpts-010/C00000/2009-S0 tanggal 16 Januari 2009.
Dokumen Aplikasi PEPC Tahun 2012 yang dibuat untuk
pertama kalinya dalam rangka memenuhi program PQA
dapat diselesaikan sesuai kaidah-kaidah yang telah
ditetapkan dalam Kriteria Kinerja Ekselen Pertamina (KKEP).
The PQA program that is aligned to Pertamina quality

management system work plan (SMMP), is held regularly
every two years and set based on Decree of President
Director of Pertamina No.Kpts-010/C00000/2009-S0 dated
January 16, 2009. PEPC Application Document of 2012
which was compiled for the first time in order to meet PQA
program can be completed in accordance with rules set
stipulated in Pertamina Excellence Performance Criteria
(KKEP).
Keikutsertaan PEPC dalam kegiatan PQA, diharapkan

kedepannya semua insane pekerja PEPC akan menjalankan
pekerjaannya dengan lebih menekankan pada kunci sukses
PEPC, yaitu implementasi budaya PEPC "GREAT" dan
mempertajam kompetensi inti perusahaan yaitu cost
effective oil and gas production.
PEPC Participation in PQA activities expects that in the

future all PEPC personnel will carry out their work by giving
more emphasis to on PEPC key success, namely
implementation of PEPC "GREAT" culture and improving
company's core competency which is cost effective oil and
gas production.
Pada Tahun 2014 , PEPC menjadi Aplikan untuk Proses

assessment yang dilakukan oleh Examiner Pertamina
Korporat. Pada proses assessment tersebut PEPC meraih
Pencapaian yang memuaskan dengan mendapatkan 3
(tiga) Kategori Penghargaan dan Posisi penilaian PEPC,
yaitu:
1. The Most Improved Organization in Workforces Focus
2. The Most Imroved Organization in All Process
3. Achievement for "Early Improvement Category"
In 2014, PEPC was an Applicant for assessment process

conducted by Pertamina Corporate Examiner. In the
assessment process, PEPC obtained satisfactory
achievement by obtaining three (3) Award Categories and
PEPC assessment position, namely:
Pada tahun 2014, nilai assessment PQA PEPC meningkat

dibanding tahun sebelumnya yang hanya sebesar 403,
selain itu nilai assessment PQA PEPC juga telah melebihi
target yang ditetapkan yaitu dari target 443 berhasil meraih
nilai 444 dengan tingkat pencapaian 10% diatas target.
In 2014, PEPC PQA assessment value improved compared

to previous year which was only 403, in addition, PEPC PQA
assessment value also has exceeded the target set from
443 to 444 with achievement level of 10% above the target.
1. The Most Improved Organization in Workforces Focus

2. The Most improved Organization in All Process
3. Achievement for "Early Improvement Category"

b. Continuous Improvement Program (CIP)
b. Continuous Improvement Program (CIP)
Pada tahun 2014 PEPC melakukan

Lompatan pencapaian yang sangat
membanggakan yaitu salah satu PKM
(Proyek Kendali Mutu) PEPC berhasil
mencapai Posisi Peringkat Ke-2 pada
Forum CIP Tingkat Nasional.
In 2014 PEPC achieved a commendable

Leap when one of PEPC PKM (Quality
Control Project) reached 2nd Position at
National Level in CIP Forum.
Continuous Improvement Program (CIP) adalah Bentuk

Usaha Peningkatan atau perbaikan dari suatu masalah
dalam pekerjaan sehari-hari yang diselesaikan dengan
menggunakan konsep "Plan Do Check Action (PDCA)"
melalui DELTA (Delapan Langkah & Tujuh Alat) secara
terus menerus / berkelanjutan sehingga tercapai sasaran
Panca Mutu dengan hasil yang lebih baik.
Continuous Improvement Program (CIP) is an

Improvement Establishment or improvement of daily
task issues completed by using "Plan Do Check Action
(PDCA)" concept through DELTA (Eight Steps & Seven
Tools) continuously/sustainable in order to achieve Five
quality target with better results.
Kelompok CIP terbagi 3 (Tiga), yaitu:

1. SS (Sugestion System)
Penyelesaian CIP yang dikerjakan oleh 1 - 2 Orang,
dan merupakan suatu konsep usulan ide perorangan/
individual untuk perusahaan
2. GKM (Gugus Kendali Mutu)
Penyelesaian CIP yang dikerjakan dalam 1 (satu)
fungsi, dan merupakan permasalahan yang berada
di dalam fungsi tersebut
3. PKM (Proyek Kendali Mutu)
Penyelesaian CIP yang dikerjakan oleh Lintas Fungsi
dan bisa beberapa fungsi, pekerjaan ini merupakan
proyek yang harus diselesaikan atau tidak
berkelanjutan
CIP group is divided into 3 (three), namely:

1. SS (Sugestion System)
CIP completion is carried out by 1-2 people, and is
an individual concept proposed for company
Forum Continuous Improvement Program (CIP) merupakan

Forum Bersama Sinergi Unit Operasi / Bisnis & Anak
Perusahaan yang bertujuan meningkatkan motivasi pekerja
yang terlibat dalam CIP dan kontribusinya dalam proses
percepatan perbaikan kinerja. Di mana dalam forum
bersama ini Unit Operasi / Bisnis & Anak Perusahaan
Pertamina saling berbagi ilmu dan dapat maju berkembang
bersama-sama membawa Pertamina sebagai World Class
Company.
Continuous Improvement Program (CIP) Forum is a Joint

Forum of Operations/Business Unit & Subsidiaries Synergy
aimed to improve motivation of employees involved in CIP
and its contribution to accelerate performance improvement
process. In this joint forum, Pertamina's Operations/
Business Unit and Subsidiaries share knowledge and
develop together to take Pertamina as a World Class
Company.
Dan pada tahun 2014 PEPC melakukan Lompatan

pencapaian yang sangat membanggakan yaitu salah satu
PKM (Proyek Kendali Mutu) PEPC berhasil mencapai Posisi
Peringkat Ke-2 pada Forum CIP Tingkat Nasional.
And in 2014 PEPC achieved a commendable Leap by one

of PEPC PKM (Quality Control Project) reaching 2nd Position
at National Level in the CIP Forum.
2. QCC (Quality Control)

CIP completion is carried out in 1 (one) function, and
relates to an issue inside the particular function
3. PKM (Quality Control Project)
CIP completion is carried out across functions and
several functions, this work is a project that remains
to be completed or is not continued.
435
436

Tahapan-tahapan yang dilalui untuk meraih penghargaan

CIP tersebut adalah:
Phases passed to achieve CIP award are:
1. PEPC mengadakan Forum Internal CIP sendiri pada

Tahun 2014, yang diikuti oleh 20 Tim Gugus CIP, dengan
hasil sebagai berikut:
10 Gugus meraih Kategori GOLD
7 Gugus meraih Kategori SILVER
3 Gugus meraih Kategori BRONZE
1. PEPC held CIP Internal Forum in 2014, which was

attended by 20 CIP Cluster Teams, with the following
results:
10 Clusters achieved GOLD Category
7 Clusters achieved SILVER Category
3 Clusters achieved BRONZE Category
2. Forum CIP Tingkat Direktorat / Upstream Innovation &

Improvement (UII) Awards 2014, yang diadakan di Kapal
Cruise, dan diikuti oleh 5 (lima) Anak Perusahaan Hulu
dalam rangka pemberian Apresiasi dari Direktorat Hulu
kepada Para Gugus CIP APH yang berprestasi
2. CIP Forum for Directorate Level/Upstream Innovation

& Improvement (UII) Awards 2014, held on Cruise Ship,
and attended by 5 (five) Upstream Subsidiaries to
present appreciation from Upstream Directorate to CIP
Clusters of Upstream Subsidiary achievers
3. Forum CIP Tingkat Korporat / Annual Pertamina Quality

(APQ) Awards 2014, yang diadakan di Kantor Pertamina
Korporat, dan diikuti oleh seluruh Gugus CIP Unit Bisnis
& Anak Perusahaan Pertamina berjumlah 154 Gugus.
Dan pada Ajang ini PEPC mengirimkan 7 (tujuh) Gugus
perwakilan untuk berkompetisi pada tingkat Korporat
Pertamina, dan akhirnya PEPC berhasil
lolosmengirimkan 1 (satu) perwakilan Gugus yaitu PKM
IMATION untuk maju ke Tahap selanjutnya yaitu CIP
Tingkat Nasional / TKMPN (Temu Karya Mutu &
Produktifitas Nasional) 2014
3. CIP Forum for Corporate Level / Annual Pertamina

Quality (APQ) Awards 2014, held at Corporate Pertamina
Office, and attended by 154 clusters of CIP Business
Units and subsidiaries. In this event PEPC sent seven
(7) Cluster representatives to compete at Pertamina
Corporate level, and finally PEPC succeeded to send
one (1) cluster representative which was QCP IMATION
to advance to the next stage which was CIP National /
TKMPN (National Assembly for Quality Work and
Productivity) 2014
Forum CIP Tingkat Nasional / TKMPN 2014, merupakan

Momen yang paling berharga buat PEPC, karena
sebelumnya PEPC hanya berhasil ikut sampai Forum CIP
tingkat Korporat saja. Dan pada tahun ini PEPC melakukan
Lompatan yang sangat besar, dengan berhasil mengirim
perwakilan Gusgus CIP yaitu PKM IMATION ke Tingkat
Nasional dengan hasil yang sangat memuaskan
mendapatkan Posisi Peringkat Kedua CIP Tingkat Nasional
/ TKMPN 2014, yang diadakan di Batam dan diikuti oleh
1290 Peserta
CIP National Forum/National Assembly for Quality Work

and Productivity 2014, is the most precious moment for
PEPC, as previously PEPC only managed to participate only
CIP Forum for Corporate level. This year PEPC managed
to achieve big leap by successfully sending a CIP cluster
representative which was QCP IMATION to National level
with very satisfactory results achieving 2nd Position of Both
CIP National/National Assembly for Quality Work and
Productivity 2014, which was held in Batam and attended
by 1290 participants
c. Sistim Manajemen (SM) & Sistem Tata Kerja

(STK)
c. Management System (SM) and System of

Work Procedures (STK)
Sistem Manajemen (SM) dan Sistem Tata Kerja (STK)

merupakan salah satu kegiatan yang dikelola oleh HR
dengan melakukan Review dan Monitoring Kumpulan
Sistem Tata Kerja seperti SOP, TKO dan TKI.
Inventarisasi Sistem Tata Kerja (STK) yaitu melakukan
kegiatan Print dan Inventarisasi Kumpulan Dokumen
STK yang diperoleh dari Direktorat Hulu sebagai
Referensi Pedoman yang digunakan di Internal PEPC.
System Management (SM) and Work Procedure System

(STK) is one of activities managed by HR by conducting
Review and Monitoring Work Procedure System such
as SOP, Organizational and Individual Work Procedure.
Inventory of Work Procedures System (STK) which is
printing activity and Inventory of Work Procedure System
Documents obtained from Upstream Directorate as
Manual Reference used in PEPC internal.

d. Knowledge Management (KOMET) & KMS

Hulu
d. Knowledge Management (KOMET) &

Upstream KMS
PEPC memandang perlunya pengelolaan intangible

asset Perusahaan berupa pengetahuan, keterampilan,
dan pengalaman operasional yang dimiliki individual
para pimpinan dan pekerja. Tujuan pengelolaan
pengetahuan ini dimaksudkan dalam rangka mendukung
berbagai terobosan yang dilakukan PEPC yang selalu
menuntut menggunakan pengetahuan secara optimal.
PEPC considers the importance for Company's

intangible assets management such as knowledge,
skills, and operations experience possessed by individual,
leaders and employees. The objective of this knowledge
management is to support various initiatives conducted
by PEPC which always require optimal use of knowledge.
Knowledge Management Pertamina (KOMET) adalah

program berbagi pengetahuan yang bertujuan mengelola
asset pengetahuan berdasarkan inovasi yang telah
diimplementasikan untuk menumbuhkan budaya
berbagi pengetahuan.
Pertamina Knowledge Management (KOMET) is

knowledge sharing program that aims to manage
knowledge assets based on innovations implemented
to foster knowledge sharing culture.
PEPC melaksanakan berbagai program KOMET untuk

meningkatkan budaya berbagi pengetahuan baik melalui
kegiatan tatap muka (offline) maupun memanfaatkan
teknologi informasi (online). Untuk mendukug
keberhasilan program tersebut, PEPC menetapkan
kegiatan ini sebagai salah satupenilaian KPI level
manajer keatas. Hal ini mendorong keterlibatan pekerja
untuk berperan dalam peningkatan budaya berbagi
pengetahuan dalam sesi PEPC Sharing
PEPC organizes various KOMET programs to improve

knowledge sharing culture either through face-to-face
activities (offline) or information technology (on line).
To support program success, PEPC determines that
this activity is one of IBC assessment for manager level
and above. It encourages the involvement of employees
to contribute in development of knowledge sharing
culture in PEPC Sharing session
Dan pada Tahun 2014, PEPC telah melaksanakan Forum

KOMET sebanyak 25 kali dengan nara sumber dari
beragam Fungsi & bidang keahlian, sehingga tercipta
Sharing yang bermanfaat untuk paraPekerja PEPC dalam
melakukan improvement untuk menyelesaikan pekerjaan
sehari-hari.
In 2014, PEPC has executed 25 times KOMETs Forum

with speakers from a variety of functions and areas of
expertise, so as to create Sharing useful for PEPC
workers in making improvement to complete daily work.
AUDIT MANAJEMEN MUTU

QUALITY MANAGEMENT AUDIT
Sebagai upaya meningkatkan manajemen mutu

Perusahaan, maka PEPC melakukan audit sistem mutu
dengan melakukan perbaikan kinerja berdasarkan hasil
feedback Pertamina Quality Assessment (PQA) dalam
monitoring tindaklanjut OFI to AFI (Opportunity For
Improvement to Action for Improvement) tahun 2014.
As an effort to improve Company management quality,

PEPC conducts quality system audit by improving the
performance based on feedback of Pertamina Quality
Assessment (PQA) results in monitoring follow up of OFI
to AFI (Opportunity For Improvement to Action for
Improvement) in 2014.
437
438

Tabel 6.25 Resume Opportunity for Improvement (OFI)

Table 6.25 Resume Opportunity For Improvement (OFI)
Kategori
Category
No
Jumlah OFI
Number of
OFI
TW I
1st
Quarter
TW II
2nd
Quarter
TW III
3rd
Quarter
TW IV
4th
Quarter
Disclosed
Keterangan
Description
Kepemimpinan dan
keberlanjutan
bisnis
Leadership and
Business
Continuity
1.3.1 (CIP)
1.3.2 (CIP)
Operasional
ekselen
Operations
Excellence
2.1.1 (CIP)
2.2.1 (CIP)
Fokus tenaga kerja
Workforce Focus
Fokus pelanggan
Customer Focus
Total
Total
17
16
Tabel 6.26 Matrikulasi Tugas & Tanggung Jawab Penyelesaian OFI-AFI PEPC 2015 Pada Fungsi Terkait
Table 6.26 Matriculation Of Duties & Responsibilities Of PEPC OFI - AFI Completion 2015 In Related Function
Fungsi Terkait (PIC)

Related Function (PIC)
No
TW I
TW II
TW III
TW IV
Total
Reneval (Planning and Evaluation)
2(4.2.2)
2(1.1.1),
1(2.1.2)
1(1.1.1),
1(2.1.2)
2(1.1.1),
2(2.1.2)
11 items
Human Capital
2(3.1.1)
4(3.1.2)
1(3.2.1)
2(3.2.2)
2(1.1.1),
2(1.1.2),
1(3.1.1),
2(3.1.2),
1(3.2.1),
2(4.2.2)
1(1.1.1),
1(1.1.2),
1(3.1.1),
2(3.1.2),
1(3.2.1)
2(1.1.1),
1(1.1.2),
1(3.1.1),
3(3.1.2),
2(3.2.1),
3(3.2.2)
37 items
Production
1(1.3.1)
1(4.1.1)
1(4.1.2)
1(4.2.1)
2(1.3.1),
2(4.1.1),
1(4.1.2),
2(4.2.1)
2(1.3.1),
1(4.1.1),
2(4.1.2),
1(4.2.1)
17 items
Commercial
1(4.1.1),
1(4.1.2),
1(4.2.1)
2(4.1.1),
1(4.1.2),
2(4.2.1)
1(4.1.1),
2(4.1.2),
1(4.2.1)
12 items
Risk Management
2(1.3.2)
1(1.3.2)
2(1.3.2)
5 items
Procurement (Proc)/SCM
1(2.1.1)
1(2.1.1)
2(2.1.1)
4 items
PGA/Corporate Secretary (Sekper)
2(3.1.1)
1(3.1.1)
1(3.1.1)
1(3.1.1)
5 items
HSSE
1(2.2.2)
1(2.2.2)
1(2.2.2)
1(2.2.2)
4 items
IT
1(2.2.1)
1(2.2.1)
1(2.2.1)
1(2.2.1)
4 items
10
Finance Controller
2(1.2.1)
2(1.2.1)
1(1.2.1)
5 items
11
Project Control JTB
1(1.3.1)
2(1.3.1)
2(1.3.1)
5 items

MANAJEMEN PENGADAAN BARANG/JASA
GOODS/SERVICES PROCUREMENT MANAGEMENT
PEPC terus berupaya dalam menciptakan tata kelola yang

berkelanjutan melalui proses pengadaan barang dan jasa yang
mengacu kepada penerapan tata kelola Perusahaan yang baik
serta berbagai peraturan dan ketentuan yang mengatur
pengadaan barang dan jasa.
PEPC continually strives to create sustainable governance through goods
and services procurement process by reference to implementation of good
corporate governance as well as the various regulation and stipulation
governing the procurement of goods and services.
Pengadaan barang dan jasa PEPC dilakukan oleh fungsi

Supply Chain Management (SCM). Dimana tugas pokok dari
Fungsi SCM adalah merumuskan, menetapkan,
mengarahkan dan mengendalikan seluruh aktivitas proses
bisnis SCM meliputi procurement, logistics dan strategic
development guna menjamin terpenuhinya kebutuhan proyek
dan operasional perusahaan sesuai dengan regulasi, kaidah
Good Corporate Governance (GCG), strategi dan target PEPC
untuk menuju perusahaan world class
Procurement of PEPC goods and services is conducted by

the Supply Chain Management (SCM) function. The main
tasks of the SCM function are to formulate, assign, direct
and control all activities of SCM business process including
procurement, logistics and strategic development in order
to ensure the fulfillment of project requirements and the
company's operations in accordance with regulations, rules
of corporate governance, strategy and PEPC targets to be
a world class company
STRUKTUR ORGANISASI PENGADAAN BARANG DAN JASA
ORGANIZATIONAL STRUCTURE OF GOODS AND SERVICES PROCUREMENT

Untuk memastikan implementasi dan menjaga proses
pengadaan barang dan jasa dapat berjalan secara baik dan
dengan pengendalian yang efektif dan efisien, maka
dilakukan pembentukan fungsi Pengadaan barang dan jasa
yang dipimpin oleh Supply Chain Management Manager. Pada
awalnya pembentukan organisasi tersebut berdasarkan
Surat KeputusanDirektur Utama No.Kpts.012/CP0000/
2012-S0 tentang Organisasi dan Tata Kerja dengan sebutan
Fungsi Procurement yang bertanggung jawab langsung
General Manager JTB Project. Kemudian, berdasarkan surat
persetujuan dari SKK Migas No. SRT-0882/SKKD1000/
2014-S8 tanggal 20 Maret 2014 tentang revisi PPTK
PT Pertamina EP Cepu 2013-2015 nama organisasi menjadi
Fungsi Supply Chain Management yang bertanggung jawab
langsung Direktur Business Support. Saat ini, berdasarkan
Surat Keputusan Direktur Utama No.Kpts.012/CP0000/
2014/S0 tentang Organisasi dan Tata Kerja PEPC tanggal
15 April 2014 Fungsi Supply Chain Management yang
bertanggung jawab langsung Direktur Utama.
To ensure the implementation and to maintain goods and

services procurement processes to run well and with
effective and efficient control, goods and services
procurement function has been established which is led by
a Supply Chain Management Manager. Initially, based on
the Decree of Board of Directors No.Kpts.012/CP0000/
2014/S0 on Organization and Work Procedure, the
organization had been established as Procurement Function
which was directly responsible to JTB Project General
Manager. Based on the Letter of Agreement of SKK Migas
No. SRT-0882/SKKD1000/2014-S8 dated March 20, 2014
on the revision of PT Pertamina EP Cepu PPTK 2013-2015,
the organization's name has changed into Supply Chain
Management Function which directly reports to the Business
Support Director. Currently, based on Decree of President
Director No.Kpts.012/CP0000/2014/S0 on PEPC
Organization and Work Procedures dated April 15, 2014,
Supply Chain Management reports directly to President
Director.
439
440
Bagan Struktur Organisasi Pengadaan Barang dan Jasa

PEPC adalah sebagai berikut:
Chart of PEPC Goods and Services Procurement structure

is as follows:
Gambar 6.22 Bagan Struktur Pengadaan Barang dan Jasa Figure 6.22 Chart of PEPC Goods and Services Procurement Structure
SCM MANAGER
PROCUREMENT
LOGISTIC
STRATEGIC
DEVELOPMENT
Berdasarkan Struktur Organisasi di pimpin oleh Supply Chain

Management (SCM) Manager, Fungsi SCM terdiri dari 3
(tiga) bagian yaitu bagian Procurement, bagian Logistic dan
bagian Strategic Development.Jumlah pekerja pada Fungsi
SCM saat ini sebanyak 9 (sembilan) personil dari 22 (dua
puluh dua) posisi yang direncanakan. Seiring meningkatnya
kegiatan proyek pengembangan lapangan gas JambaranTiung Biru, jumlah personil akan ditambah disesuaikan
dengan kebutuhan operasional dan beban pekerjaan.
Dengan motivasi kerja yang tinggi dan semangat kerja
sama antar individu yang solid serta lingkungan kerja yang
harmonis, Fungsi SCM dapat mencapai kinerja sesuai yang
diharapkan.
Based on Organizational Structure headed by the Supply

Chain Management (SCM) Manager, the SCM function
consists of three (3) divisions,namely the Procurement
division, Logistic division and Strategic Development division.
Number of employees of SCM function is currently 9 (Nine)
personnel from 22 (twenty-two) positions planned. With
the increasing gas field development project activities of
Jambaran-Tiung Biru, the number of personnel will be
adjusted to operational needs and workload. With high
motivation and spirit of solid cooperation between the
individual as well as harmonious working environment,
SCM function can achieve performance as expected.
Profil SCM Manager
Profile of SCM Manager
TEDDYANUS
ROZARIUS
Lahir di Jakarta, 10 Mei 1964. Menjabat

sebagai Manager Procurement (sekarang
disebutSCM Manager)berdasarkan Surat
Keputusan Direksi No. Kpts.01/CP0000/
2012-S0 tanggal 25 Januari 2012.
Born in Jakarta, May 10, 1964. Serving as

Procurement Manager (now called SCM
Manager) based on BOD Decree No.
Kpts.01/CP0000/2012-S0 dated January
25, 2012.
Perjalanan karir di Pertamina :

Pengawas Operasi Logistik Lapangan
Cepu - UEP III, 1991 - 1997
Staff Perbantuan di Divisi Logistik Pertamina Pusat (Post Graduate
Program), 1997 - 2000
Kepala Operasi Logistik - Pertamina EP
Rantau, 2000 - 2001
Kepala Pengadaan Barang - Pertamina
EP Rantau, 2001 - 2002
Kepala Inventory Pangkalan Susu Pertamina EP Rantau, 2002 - 2002
Material Superintendent - BOB PT BSP
- Pertamina Hulu, 2002 - 2005
Team Manager Tender Administrator BOB PT BSP - Pertamina Hulu, 2005 2006
Senior Analyst Sub Surface- Pertamina
EP, 2006
Career path in Pertamina:

Cepu F ield Logistic Op eration
Supervisor - UEP III, 1991 - 1997
Secondee Staff at Logistic Division Central Pertamina (Postgraduate
Program), 1997 - 2000
Head of Logistic Operation - Pertamina
EP Rantau, 2000 - 2001
Head of Goods Procurement Pertamina EP Rantau, 2001 - 2002
Head of Inventory Pangkalan Susu Pertamina EP Rantau, 2002 - 2002
Material Superintendent - BOB PT BSP
- Pertamina Hulu, 2002 - 2005
Team ManagerTender Administrator BOB PT BSP - Pertamina Hulu, 2005 2006
Senior Analyst Sub Surface- Pertamina
EP, 2006

Procurement Specialist-PT Pertamina EP Cepu (Seconded

di Mobil Cepu Ltd.), 2006- 2012
Manager Procurement PMT PT Pertamina EP Cepu, 2012 - 2014
SCM Manager - PT. Pertamina EP Cepu, 2014- sekarang
Procurement Specialist-PT. Pertamina EP Cepu (Seconded

at Mobil Cepu Ltd.), 2006-2012
Procurement Manager PMT - PT. Pertamina EP Cepu,
2012 - 2014
SCM Manager - PT. Pertamina EP Cepu, 2014- current
Pendidikan Formal :
S1 Teknik Elektro di Institut Sains Dan Teknologi Nasional
S2 Manajemen Industri di Universitas Indonesia
Formal Education:
Bachelor of Electrical Engineering at National Science
and Technology Institute
Master's Degree in Industrial Management from the
University of Indonesia
Daftar Kursus :
24 September 1990 : BPS LOG II di Jakarta; 22 Oktober
1990: Penataran P4 Pola Pendukung 100 Jam; 28 Oktober
1992 : Kursus Prinsip-prinsip Pengawasan Lanjutan di
Cirebon; 9 Januari 1995 : Export & Import Boomzaken and
Shipping I di Jakarta; 2 Sep - 29 Nov 1996 : Logistic Training
Programme di United Kingdom; 19 November 1996 :
Introduction to London Market, Marine Cargo Insurance, Energy
(Onshore/Offshore) Claims di London; 26 Maret 1999:
Graduate Certified in Engineering Management di Queensland;
12 Maret 2001 : Training for Trainers Angkatan III di Jakarta;
16 Oktober 2001 : Pengukuran dan Peningkatan Kompetensi
Pekerja di Medan; 25 Februari 2002 : Management
Development Program (MDP) di Jakarta; 21 Maret 2002 :
Certified Purchasing Manager di New York; 24 Mei 2003 :
Stimulus dan Fasilitas Kepabeanan 2003, Strategi dan
Kebijakan Pemerintah Prov. Riau dalam Meningkatkan Arus
Lalu Lintas Perdagangan Memauski AFTA 2003 di Era
Otonomi Daerah di Pekanbaru; 4 Mei 2003: Pengadaan
Barang/Jasa KEPPRES No. 08 Thaun 2003 di Yogyakarta;
30 September 2004 : Pedoman Baru Pengelolaan Rantai
Suplai KKKS Kegiatan Usaha Hulu Migas di Jakarta; 25 April
2005 : Business Process Improvement and Management
Methodology Training di Bandung; 18 Desember 2006 :
Pelatihan SAP Modul, MMNH, Procurement Batch II di PLC
- Jakarta; 25 Juni 2007 : Training POD, WP&B dan AFE di
Batam; 7 April 2009 : Technical Course in Contract All Risk
and Erection All Risk Insurance di Malaysia; 1 Juli 2009 :
Developing and Implementing Performance Management in Oil
& Gas Industry Supply Chain Operations di Yogyakarta;
10 Agustus 2009 : Mastering Project & Contract Management
di Amsterdam; 9 November 2009 : Senior Business Mandatory
Program V/2009; 18 Oktober 2010 : Project Planning,
Scheduling & Cost Estimating Skills di Amsterdam; 7 April
2011 : Penerapan Kebijakan Pengutamaan Penggunaan
Barang/Jasa Produksi Dalam Negeri Berdasar Petunjuk
Pelaksanaan Pengadaan Barang/Jasa KKKS no. : PTK
007/Revisi II/I/2011 di Jakarta; 3 Oktober 2011 : The Oxford
Advanced Finance Leaders Programme di Republik Ceko;
19 November 2012 : Management Masterclass di Geneva;
2 Desember 2013 : PMS Basic Certified Course di Bali;
18 Agustus 2014 : Strategi Planning, Development &
Implementation Excellence and Innovation in Strategic Planning
di Vienna; 18 November 2014 : Applied Risk Assessment Into
EPC Project di Bali
List of Courses:
September 24, 1990 : BPS LOG II di Jakarta; October 22,
1990 : In-Service Training on the Guidelines for the
Comprehension and Implementation of Pancasila 100-hour
supporting scheme; October 28, 1992 : Advanced Monitoring
Principles Course in Cirebon; January 9, 1995 : Export &
Import Boomzaken and Shipping in Jakarta; September 2
- November 29, 1996: Logistic Training Program in the United
Kingdom; November 19, 1996: Introduction to London
Market, Marine Cargo Insurance, Energy (Onshore/Offshore)
Claims di London; March 26, 1999: Graduate Certified in
Engineering Management in Queensland; March 12, 2001:
Training for Trainers Batch III in Jakarta; October 16, 2001:
Measurement and Improvement of Employee Competency
in Medan; February 25, 2002: Management Development
Program (MDP) in Jakarta; March 21, 2002: Certified
Purchasing Manager in New York; May 24, 2003: Custom
Stimulus and Facilities 2003, Riau Provincial Government
Strategies and Policies in Increasing Trading Traffic in
entering AFTA 2003 in Regional Autonomy Era in Pekanbaru;
May 4, 2003: Goods/Services Procurement Presidential
Decree No. 08 of 2003 in Yogyakarta; September 30, 2004:
New Guidelines in KKKS Supply Chain Management of Oil
and Gas Upstream Business Activities in Jakarta; April 25,
2005: Business Process Improvement and Management
Methodology Training in Bandung; December 18, 2006: SAP
Module Training, MMNH, Procurement Batch II in PLC Jakarta; June 25, 2007: Training on POD, WP&B, and AFE
in Batam; April 7, 2009: Technical Course in Contract All
Risk and Erection All Risk Insurance in Malaysia; July 1,
2009: Developing and Implementing Performance
Management in Oil & Gas Industry Supply Chain Operations
di Yogyakarta; August 10, 2009: Mastering Project & Contract
Management in Amsterdam; November 9, 2009: Senior
Business Mandatory Program V/2009; October 18, 2010:
Project Planning, Scheduling & Cost Estimating Skills in
Amsterdam; April 7, 2011: Implementation of Domestic
Goods/Services Consumption Prioritization Policy based
on the Instruction of Goods/Services Procurement
Implementation of KKKS No. PTK 007/Revisi II/I/2011 in
Jakarta; October 3, 2011: The Oxford Advanced Finance
Leaders Program in Czech Republic; November 19, 2012:
Management Master class in Geneva; December 2, 2013:
PMS Basic Certified Course in Bali; August 18, 2014: Strategy
Planning, Development & Implementation Excellence and
Innovation in Strategic Planning in Vienna; November 18,
2014: Applied Risk Assessment Into EPC Project in Bali
441
442
Tugas Tanggung Jawab SCM Manager
Duties and Responsibilities of SCM Manager
Tugas dan tanggung jawab SCM Manager PEPC

sebagaimana diatur di dalam pedoman Manajemen
Pengadaan Barang/Jasa mencakup:
1. Merumuskan dan menetapkan strategi bisnis dan
kebijakan supply chain management untuk memastikan
tersedianya acuan bagi pengendalian seluruh aktivitas
supply chain management sesuai dengan strategi dan
target PT Pertamina EP Cepu.
2. Menetapkan, mengkoordinasikan dan mengendalikan
seluruh aktivitas procurement, demand management dan
supply management untuk memastikan terpenuhinya
seluruh kebutuhan barang dan jasa sesuai dengan
rencana kerja perusahaan.
3. Menetapkan, mengarahkan dan mengendalikan seluruh
kegiatan kelogistikan untuk memastikan pengelolaan
kelogistikan & transportasi (pergudangan, penerimaan,
penyimpanan, dan pendistribusian seluruh barang/jasa)
berjalan dengan efektif, efisien, aman, dan mendukung
kegiatan operasional perusahaan.
4. Menetapkan kebijakan dan strategi pengembangan
sistem dan prosedur SCM meliputi pengembangan
metode pengadaan barang/jasa, aktivitas kelogistikan
dan pemanfaatan kapasitas nasional sesuai dengan
kebijakan yang berlaku.
5. Mengarahkan dan mengkoordinasikan pelaksanaan
management resiko untuk memastikan pencapaian
program kerja fungsi Supply Chain Management.
6. Mengarahkan dan mengendalikan kegiatan procurement
agar sesuai dengan peraturan, GCG dan etika bisnis,
serta menerapkan Customer Relationship Management.
7. Men ga r a hka n , m em o ti va s i, m eng enda l ik a n,
menetapkan, dan mengevaluasi program pembinaan
SDM di lingkungan fungsi sebagai turunan strategi SDM
PEPC untuk memastikan pencapaian target kompetensi
dan produktifitas pekerja fungsi SCM.
8. Menetapkan kebijakan dan strategi pembinaan penyedia
barang/jasa untuk menciptakan hubungan yang saling
menguntungkan (mutual relationship) dan memastikan
perolehan barang dan jasa yang berkesinambungan
(security of supply), serta memenuhi kaidah GCG yang
ditetapkan Pertamina Korporat dan SKKMigas.
9. Memastikan terlaksananya Customer Relationship
Management di lingkungan kerja internal dan
membangun hubungan kerja yang kondusif dengan
pihak eksternal ( SKK Migas, pihak-pihak terkait ) untuk
meningkatkan kelancaran operasi dari fungsi SCM.
10. Memastikan terlaksananya HSSE Awareness dalam
setiap kegiatan SCM dari tahap perencanaan pengadaan,
kelogistikan, strategic development sampai dengan
penyelesaian pelaksanaan pekerjaan.
The duties and responsibilities of the PEPC SCM Manager

as stipulated in guidelines of Goods/Services Procurement
Management include:
1. Formulating and establishing business strategy and
supply chain management policy to ensure the
availability of reference for the controlling of all supply
chain management activities in accordance with
PT Pertamina EP Cepu strategies and targets.
2. Determining, coordinating, and controlling all
procurement activities, demand management, and
supply management to ensure the fulfillment of goods
and services demands in accordance with Company
work plan.
3. Determining, directing, and controlling all logistic
activities to ensure effective, efficient, safe logistics and
transportation management (warehouse, reception,
storage, and distribution of all goods/services) and
supporting Company operational a ctivities.
4. Establishing the policy and strategy of CSM system
and procedure development, covering development of
goods/services procurement methods, logistics
activities, and utilization of national capacity according
to applicable policies.
5. Directing and coordinating risk management
implementation to ensure the achievement of Supply
Chain Management function's work program.
6. Directing and controlling procurement activities to
comply with regulations, GCG, and business ethics, and
implementing Customer Relationship Management.
7. Directing, motivating, controlling, determining, and
evaluation HR development program surrounding the
function as derivatives of PEPC HR strategies in ensuring
the achievement of competency and productivity targets
of SCM employees.
8. Establishing the policy and strategy for goods/services
procurement development to create mutual relationship
and ensuring the security of supply, as well as complying
with GCG principles set by Corporate Pertamina and
SKK Migas.
9. Ensuring the implementation of Customer Relationship
Management in internal environment and building
favorable work relationship with external parties (SKK
Migas, relevant parties) to improve the smoothness of
SCM operations.
10. Ensuring the implementation of HSSE Awareness in all
SCM activities from procurement planning, logistics,
strategic development, to the completion of work
implementation.

PEDOMAN DAN PROSEDUR PENGADAAN BARANG DAN JASA
GUIDELINES AND PROCEDURES FOR GOODS AND SERVICES PROCUREMENT

PEPC sebagai Kontraktor Kontrak Kerja Sama (KKKS) SKK
Migas, proses Pengadaan Barang/Jasa untuk mendukung
operasi Perusahaan dilaksanakan sesuai dengan Buku ke
II Pedoman Tata kerja SKK Migas tentang Pengelolaan
Rantai Suplai Kontraktor Kontrak Kerja Sama No. 007 RevisiII/PTK/I/2011 dan perubahan ketentuannya (PTK007) serta
Peraturan terkait lainnya. PTK 007 adalah pedoman tata
kerja yang mengatur pelaksanaan teknis dan administrasi
pengelolaan rantai suplai di lingkungan kegiatan usaha hulu
minyak dan gas bumi di wilayah Indonesia.PTK 007 disusun
berdasarkan ketentuan/peraturan dari pemerintah yang
terkait dengan pengadaan barang/jasa dan Production
Sharing Contract (PSC).
PEPC as Contractor of Cooperation Contract of Special

Task Force for Upstream Oil and Gas Business Activities,
Goods/Services Procurement supports the Company's
operations carried out in accordance with Book II Work
Procedure of Special Task Force for Upstream Oil and Gas
Business Activities on Supply Chain Management for
Contractor of Cooperation Contract No. 007 RevisiII/PTK/I/2011 and its provisions amendment (PTK007) as
well as other related Regulations. PTK 007 is work
procedures guidelines governing the conduct of technical
and administrative management of supply chain in the oil
and gas upstream activities in Indonesia territory. PTK 007
is prepared based on government provisions/regulations
relating to goods/services procurement and Production
Sharing Contract (PSC).
Di samping itu, PEPC juga melaksanakan kegiatan

operasional non KKKS, dimana proses pengadaan dapat
mengacu kepada SK Direksi No. Kpts-51/C00000/2010S0 tentang Manajemen Pengadaan Barang/Jasa.
In addition, PEPC also conducts operation activities of nonContractor of Cooperation Contract, in which procurement
process may refer to the Board of Directors' Decree No.
Kpts-51/C00000/2010-S0 on Management of Goods/
Services Procurement.
Pengadaan Barang/Jasa tersebut dilakukan dengan prinsip

- prinsip dasar pengelolaan rantai suplai diantaranya adalah
efektif, efisien, kompetitif, transparan, adil, bertanggung
jawab, mendukung dan menumbuh kembangkan
Kemampuan Nasional, berwawasan lingkungan, menjunjung
etika kerja yang tinggi serta memperhatikan ketentuan
HSSE dalam pelaksanaan pekerjaannya. Tujuan Pengadaan
Barang/Jasa tersebut adalah memperoleh dan
mendayagunakan barang/jasa yang dibutuhkan dalam
jumlah, kualitas, harga waktudan tempat yang tepat secara
efektif dan efisien serta dapat dipertanggung-jawabkan
sesuai ketentuan dan prosedur yang berlaku serta
memenuhi prinsip-prinsip etika rantai suplai.
Goods/Services Procurement is conducted by basic

principles of supply chain management that are effective,
efficient, competitive, transparent, fair, responsible,
supporting and cultivate National Capabilities,
environmental, upholding high work ethic and considering
implementation of HSSE work provisions. Purpose of
Goods/Services procurement is to obtain and utilize
goods/services required in quantity, quality, price, time, and
right place effectively and efficiently and can be accounted
for according to provisions and procedures and meeting
ethical principles of supply chain.
Fungsi SCM telah menerbitkan 13 (tiga belas) Tata Kerja

Individu (TKI) dan 5 (lima) Tata Kerja Organisasi (TKO)
sebagai acuan prosedur kerja bagi setiap insan SCM dalam
memproses Pengadaan Barang dan/Jasa secara konsisten
dan memenuhi ketentuan internal PEPC maupun SKK Migas
dan peraturan terkait lainnya. Hal ini sangat penting untuk
memastikan bahwa Pengadaan barang dan/jasa dilakukan
sesuai dengan peraturan yang berlaku, kebutuhan baik
volume, spesifikasi dan jadwal dan anggaran serta
mendapatkan cost recovery.Berikut daftar TKO dan TKI yang
telah diterbitkan oleh fungsi SCM:
SCM function has published 13 (thirteen) Individual Work

Procedures (TKI) and 5 (five) Organizational Work Procedure
as work procedure reference for every SCM personnel in
the process of Goods/Services Procurement consistently
and meets PEPC internal regulations and Special Task
Force for Upstream Oil and Gas Business Activitiesas well
as other related regulations. It is very important to ensure
that goods/services procurement is performed in
accordance with applicable regulations, needs of volumes,
specifications, schedules, budgets and to obtain cost
recovery. Following is Organizational Work Procedure and
Individual Work Procedures which have been published by
SCM functions:
443
444
No
Jenis
Type
1
2
3
4
TKO
ORGANIZATIONAL WORK
PROCEDURE
Judul
Title
Persetujuan Rencana Pengadaan
Procurement Plan Approval
Pengadaan Barang/Jasa
Goods/Services Procurement
Lembar Kinerja Penyedia Barang/Jasa Performance Sheet of Goods/Services Suppliers

Persetujuan Penetapan Pemenang ke Approval of winning bidder to SKK Migas
SKK Migas
Amandemen Kontrak
Contract amendment
Pendaftaran Lelang
Bid Registration
Penerimaan Dokumen Lelang
Bid Documents Received
Pembukaan Dokumen Prakualifikasi
Opening of Prequalification Document
Sistem Pengendalian Jaminan Bank
Bank Security Control Systems
Penunjukan Pemenang dan Penyiapan Winner appointment and Contract

Kontrak
Preparation
TKI
Request to Create PO
Request to Create PO
Request to Release PO
Request to Release PO
Request to Change PO
Request to Change PO
Legal Requestor Release PO
Legal Requestor Release PO
10
Create Service Entry Sheet Planned
Create Service Entry Sheet Planned
11
Print Service Entry
Print Service Entry
12
Create Service Entry Unplanned
Create Service Entry Unplanned
13
Penyusunan Daftar Penyedia Mampu
Preparation of Qualified Vendors List
7
8
9
INDIVIDUAL WORK
PROCEDURES
ALUR PROSES PENGADAAN BARANG/JASA
FLOW OF GOODS/SERVICES PROCUREMENT PROCESS

Untuk memperoleh dan mendayagunakan barang/jasa
yang dibutuhkan dalam jumlah, kualitas, harga waktu dan
tempat yang tepat secara efektif dan efisien serta dapat
dipertanggung-jawabkan sesuai ketentuan dan prosedur
yang berlaku serta memenuhi prinsip-prinsip etika rantai
suplai, maka PEPC menetapkan alur proses pengadaan
barang/jasa dari awal hingga akhir sebagai berikut:
In order to source and obtain the required goods/services

in the amount, qualities, price, lead time and place efficiently
and effectively, as well as within accountability in compliance
with the applicable regulations and procedures, as well as
meeting the supply-chain principles, PEPC establishes a
flow of goods/services procurement process from beginning
to end as follows:

Gambar 6.23 Alur Proses Rantai Suplai

Figure 6.23 Supply Chain Process Flow
Perencanaan
Kebutuhan &
Penyiapan Anggaran
Pengumuman Hasil
Pengadaan
Penunjukan
Pemenang
Penyiapan Dokumen
Pengadaan
Evaluasi
Penawaran
Kontrak
Pengumuman &
Pendaftaran
Pemasukan
Penawaran
Pelaksanaan
Pekerjaan
Penilaian Kualifikasi
Calon Peserta
Pemberian
Penjelasan
Penyerahan barang/
hasil pekerjaan
Requirements planning
and budget preparation
Preparation of
procurement
documents
Announcements &
Registration
Assessment of
Propsective Bidder
Qualification
Announcement of
Procurement Result
Winner Appointment
Contract Award
Bid Evaluation
Bid Submission
Work Implementation
Briefing
Delivery of goods/result
of the work
KEGIATAN PENGADAAN BARANG DAN JASA TAHUN 2014

GOODS AND SERVICES PROCUREMENT ACTIVITIES IN 2014
Jumlah paket pengadaan barang dan jasa yang telah
diselesaikan untuk memenuhi kebutuhan operasi
Perusahaan pada tahun 2014, baik yang menggunakan
metode Pelelangan, Pemilihan Langsung, maupun
Penunjukan Langsung, mengalami peningkatan
dibandingkan pada tahun 2013.Untuk pengadaan dengan
metoda Swakelola sama dengan tahun sebelumnya. Berikut
tabel perbandingan jumlah pengadaan tahun 2013-2014:
The total of goods and services procurement that have

been completed to meet Company's operations requirement
in 2014, whether in terms of Tender method, , Direct
Selection, or Direct Appointment, increased compared to
2013, while the Self-Management method was the same
as in the previous year. Following is the comparative table
for the number of procurements in 2013-2014:
445
446
Tabel 6.27 Perbandingan Jumlah Pengadaan Tahun 2013-2014 Table 6.27 Comparison of Total Procurements in 2013-2014
Jumlah Total
Metode
Method
2013
2014
Pelelangan
Tender
Pemilihan Langsung
Direct Selection
Penunjukan Langsung
Direct Appointment
Sewakelola
Self-management
Total
Total
16
26
Grafik 6.1 Perkembangan Pengadaan Tahun 2013 - 2014 Chart 6.1 Procurement Development in 2013 - 2014
12
15
9
7
8
6
4
3
2013
2014
Kumulatif
Cummulative
Pelelangan
Tender
Pemilihan Langsung
Direct Selection
Penunjukan Langsung
Direct Appointment
Swakelola
Self-Management
CYCLE TIME PROSES PENGADAAN
CYCLE TIME OF PROCUREMENT PROSES

Cycle Time proses pengadaan dipengaruhi beberapa hal
seperti nilai paket pengadaan, tingkat kompleksitas
pekerjaan dan response dari peserta Pengadaan. Tahapan
proses Pengadaan dilakukan secara cermat sesuai dengan
prosedur internal PEPC dan tenggang waktu yang sesuai
ketentuan dalam PTK007, sehingga diperoleh cycle time
proses pengadaan yang optimum dan efektif sebagai
berikut:
Cycle Time of procurement process is influenced by several

factors such as the value of the procurement package, the
complexity level of work and the response from bidders.
Procurement process steps are conducted carefully in
accordance with PEPC internal procedures and deadlines
as prescribed by the PTK007 terms, so that an optimum
and effective procurement process cycle time is as follows:
Tabel 6.28 Jumlah Hari Kerja untuk pelaksanaan pengadaan Table 6.28 Total Work Days for Procurement Implementation in 2013-2014
Metode
Method
Jumlah Total
2013
2014
105
76
Pelelangan
Tender
Pemilihan Langsung
Direct Selection
19
34
Penunjukan Langsung
Direct Appointment
46
17
Swakelola
Self Management
30
29

Berdasarkan tabel di atas jumlah hari kerja yang digunakan

untuk proses pengadaan barang dan jasa mayoritas tahun
2014 mengalami peningkatan efektifitas dalam penggunaan
waktu dibandingkan pada tahun 2013 artinya waktu hari
kerja yang digunakan dalam proses pengadaan semakin
p en dek bi l a di b a ndi ng ka n pa d a t a hu n 2 013.
Based on table above, the number of working days for the

majority of goods and services procurement processes in
2014 experienced increased effectivity in the use of time
compared to 2013, meaning that the working days used
for procurements decreased compared to 2013. This shows
that the SCM Team performed better.
Grafik 6.2 Progress Cycle Time Pengadaan Tahun 2013-2014 Chart 6.2 Chart of Cycle Time Progress of Procurement in 2013-2014
105
2013
2014
76
46
34
30
19
Pelelangan
Tender
29
17
Pemilihan Langsung
Direct Selection
Penunjukan Langsung
Direct Appointment
Swakelola
Self Management
Value Generation Proses Pengadaan
Value Generation of Procurement Process
Dengan pelaksanaan proses pengadaan yang tertib dan

negosiasi yang intensif, Pada tahun 2014, Fungsi SCM
bersama Panitia Pengadaan telah berhasil mendapatkan
penghematan biaya hasil tender (value generation) sebesar
Rp82.553.940.247.
By the implementation of an orderly procurement process

and intensive negotiations, in 2014, the SCM Function
together with the Procurement Committee has managed
to achieve tender expenses saving (value generation) of
Rp82,553,940,247.
Grafik 6.3 Peningkatan Value Generation Fungsi SCM Chart 6.3 Increased Value Generation of SCM Function
100
80
82.3
Rp.
Ekiv USD
Kumulatif
Cummulative
82.6
40
20
0
1.1
0.2
1.3
Dari grafik di atas diperoleh peningkatan penghematan

sebesar 64 kali lipat dibandingkan dengan penghematan
pada tahun 2013. Hal ini, dikarenakan Panitia Pengadaan
PEPC berhasil menciptakan suasana kompetisi yang tinggi
di antara Peserta pada setiap proses pelelangan di PEPC
artinya dari Proses Pengadaan Barang/Jasa yang
dilaksanakan di Fungsi SCM telah memberikan keuntungan
yang optimum bagi Perusahaan dengan penghematan nilai
kontrak dari nilai perkiraan.
0.3
The chart above shows increased savings by 64 times

compared to savings in 2013. This was due to PEPC
Procurement Committee success in establishing a highly
competitive atmosphere among participants in each bid
process in PEPC, this meant that the Procurement Process
for Goods/Services performed by the SCM Function yielded
optimum benefit to the Company by way of savings in the
contract values from the estimated values.
447
448
KEBIJAKAN TERHADAP KONTROL

CONTROLLING POLICY
Penerapan mekanisme kontrol terhadap tahapan proses

Pengadaan Barang/Jasa dilakukan secara seksama dan
sesuai dengan Peraturan Perusahaan dan Peraturan
Pemerintah lainnya yang terkait dengan jenis komoditi
Barang/Jasa. Setiap tahapan proses pengadaan dikontrol
dengan melewati persetujuan Pejabat Berwenang sesuai
dengan SK Direktur Utama No. Kpts-07/CP0000/2014-S0
tentang Pelimpahan Otorisasi Perusahaan.Penilaian Kinerja
Penyedia Barang/Jasa dilakukan oleh Fungsi SCM pada
setiap kontrak dengan nilai tertentu atau jika dianggap
perlu.
Application of control mechanism to Goods/Services

procurement process is implemented carefully and in
accordance with the Company's Regulations and other
government regulation relating to type of goods/services
commodity. Each stage of procurement process is
controlled by going through Authorized Officer approval in
accordance with the Decree of Board of Directors No. Kpts07/CP0000/2014-S0 on Company's Delegation of Authority.
Performance Assessment of Goods/Services provider is
performed by SCM function on each contract
with a certain value, or if deemed necessary.
Kinerja Fungsi SCM, sebagaimana dilakukan pada fungsifungsi lainnya di PEPC, akan dilakukan audit kinerja
pelaksanaan pekerjaan oleh Fungsi Internal Audit PEPC.
Pada tahun 2014, Fungsi Internal Audit telah melaksanakan
pemeriksaan kinerja Perusahaan dan menunjukan bahwa
di Fungsi SCM tidak ditemukan penyimpangan proses
pengadaan, namun hanya memerlukan perbaikan/
penyempurnaan administrasi saja.
SCM function's Performance, as conducted in other

functions in PEPC, will undergo performance audit by PEPC's
Internal Audit Function. In 2014, Internal Audit function had
conducted inspection on Company's performance and
showed that there were no irregularities in the procurement
process in SCM functions, but it only required administration
improvement.
Peran Fungsi SCM dalam rangka kewajiban pemenuhan

GCG dapat dilihat pada tabel di bawah ini.
The role of SCM functions in order to meet GCG obligations

is presented in table below.
Tabel 6.29 realisasi pelaksanaan GCG Table 6.29 Realization of GCG Implementation
Judul
Theme
No
Realisasi
Pekerja
Realization
(Employees)
Realisasi (%)
Realization (%)
Laporan LHKPN
Wealth Report of State Official
100%
Penandatanganan Code of Conduct (CoC)
Signing Code of Conduct (CoC)
100%
Penandatanganan Pakta integritas
Signing Integrity Pact
100%
Pengisian Gratifikasi online per bulan:
Filling out Gratification on line each month
Penerimaan
Receipts
100%
Pemberian
Present
100%
Permintaan
Demand
100%
Judul
Theme
No
Jumlah Temuan
Realisasi (%)
Number of Findings Realization (%)
Penyelesaian temuan auditor:
Settlement of Auditor's findings
Internal
Internal
100%
Eksternal
External
N/A
N/A
Tabel di atas menunjukan bahwa seluruh Pekerja SCM

memiliki kepatuhan yang tinggi terkait dengan dengan
kewajiban GCG Pekerja
Table above shows that all SCM Employees possess high

compliance related to Employee's GCG liabilities

CONTINUES IMPROVEMENT PROGRAM (CIP)

CONTINUES IMPROVEMENT PROGRAM (CIP)
Fungsi SCM telah memperoleh penghargaan dari
Management PEPC dalam program CIP dengan memperoleh
satu (1) penghargaan Gold dan satu (1) penghargaan Silver.
SCM function has obtained Award from PEPC Management

in CIP program and received one (1) Gold Award and one
(1) Silver Award.
PRESTASI SCM
DI BIDANG
PENGEMBANGAN
SCM ACHIEVEMENT
IN DEVELOPMENT
PROGRAM
GKM SCM
GKM RAJAWALI
Sertifikasi seluruh Tim SCM Certification of All SCM Team
100%
CERTIFIED
2013
2014
Kumulatif
Cummulative
Dari gambar di atas menunjukkan bahwa seluruh Tim SCM

telah memiliki sertifikasi untuk melaksanakan proses
pengadaan sesuai dengan PTK 007 dan kesolidan Fungsi
SCM dapat menghasilkan prestasi di tengah padatnya
jadwal pengadaan barang/jasa. Hal ini menunjukan seluruh
Tim SCM memiliki kinerja yang bagus dan kreativitas yang
tinggi.
The figure above shows that the entire SCM team has
already obtained certification to conduct procurement
process in accordance with PTK 007.
449
450
RENCANA KEDEPAN FUNGSI SCM

SCM FUNCTION FUTURE PLAN
Dengan mempertimbangkan akan meningkatnya volume

dan jenis barang /jasa yang diperlukan untuk mendukung
kegitan proyek dan operasi produksi kedepan, proses
pengadaan barang dan/jasa dituntut lebih efektif dan efisien,
memerlukan pendekatan yang strategic serta menggunakan
teknologi maju untuk mendapatkan hasil yang lebih baik.
Oleh karena itu perlu peningkatan dan perbaikan hal-hal
diantaranya adalah :
Terus menerus meningkatkan pengetahuan, kemampuan
dan keahlian dari pelaksana Pengadaan.
Menciptakan pendekatan strategic dalam Pengadaan
barang dan/jasa untuk memenuhi kebutuhan operasi
Perusahaan baik dalam hal spesifikasi, volume maupun
waktu penyerahan serta medapatkan penghematan yang
lebih besar.
Menambahkan ketentuan dalam kontrak mengenai
perlindungan Hak Asasi Manusia (HAM), pelarangan
penggunaan obat-obatan terlarang dan minuman keras
Penggunaan sarana IT untuk proses pengadaan seperti
penggunaan tele-conference dalam pre-bid meeting,
e-procurement/e-bidding dan e-reverse auction.
Secara organisasi ada beberapa hal yang akan dilakukan,
yaitu :
Membuka kantor Procurement dilapangan (Field Office)
untuk mengelola Pengadaan barang /jasa untuk
keperluan operasi dilapangan sesuai dengan arahan
SKK Migas.
Mendirikan sarana pergudangan dan membentuk
bagian Logistik dilapangan untuk mengelola
penyimpanan dan distribusi barang, peralatan serta
suku cadang fasilitas produksi.
Membentuk sub-bagian Kepabeanan untuk mengelola
i m p or t a s i b a r a ng - b a r a n g op er a s i M I G AS .
By considering increasing volume and type of

goods/services needed to support project activities and
production operations in the future, process of goods and/or
services procurement is expected to be more effective and
efficient, requires a strategic approach, and uses advanced
technology to achieve better results. Therefore matters
that needs improvement and r epair such as:
Continuously improve knowledge, capabilities and
expertise from Procurement operative personnel.
Establish strategic approach in goods and/or services
procurement to meet Company's operation requirements
both in terms of specification, volume and time of delivery
as well as obtain greater savings.
Supplement contracts with clauses on Human Rights,
drug and alcohol use
IT facilities utilization for procurement process such as
the use of teleconference in pre-bid meetings,
e-procurement/e-bidding and e-reverse auction.
Organizationally there are some matters that will be
implemented, namely:
Opening Procurement Office at the Field Office to
manage goods/services procurement for field
operations requirement in accordance with the
directives from SKK Migas.
Construct warehousing facility and establish logistics
section in the field to manage storage and distribution
of goods, equipment and spare parts of production
facilities.
Establish sub-section of Customs to manage
importation of Oil and Gas operational goods.

KESELAMATAN, KESEHATAN, KEAMANAN LINGKUNGAN

YANG BERKELANJUTAN (HSSE)
SUSTAINABLE HEALTH, SAFETY, SECURITY,
AND ENVIRONMENT (HSSE)
PEPC senantiasa berkomitmen untuk mencapai standar

pengelolaan keselamatan kesehatan dan Kemanan kerja
dengan meminimalkan risiko kecelakaan yang terjadi dalam
kegiatan operasional. Keselamatan dan kesehatan kerja
merupakan salah satu faktor kesuksesan operasional
perusahaan. PEPC menyadari bahwa pengelolaan
kesehatan, keamanan dan keselamatan kerja (Health, Safety,
Security and Environment/HSSE) merupakan aspek yang
sangat penting dalam mencapai produktivitas kinerja yang
optimal, mengingat karakteristik bisnis Perusahaan yang
memiliki risiko kecelakaan kerja cukup tinggi. Oleh karena
itu PEPC berkomitmen untuk menciptakan tempat kerja
yang aman dan sehat bagi seluruh karyawan, mitra kerja
dan tamu yang melakukan kunjungan, aktivitas dan yang
bekerja di setiap wilayah kegiatan Perusahaan.
PEPC is committed to achieving the occupational safety,

health and security management standard by minimizing
risk of accidents occurring in operational activities.
Occupational safety and health is one of the company's
operational success factors. PEPC realizes that
m a na gement of Heal th, Sa fety, S ecur ity and
Environment/HSSE is a very important aspect in achieving
optimum performance productivity, given Company's
business characteristics that have fairly high occupational
accidents risk. Therefore PEPC is committed to create safe
and healthy workplace for all employees, partners and
guests who are visiting, conducting any activity and working
in every area of Company activities
451
452
KESELAMATAN, KESEHATAN, KEAMANAN LINGKUNGAN YANG BERKELANJUTAN (HSSE)

SUSTAINABLE HEALTH, SAFETY, SECURITY, AND ENVIRONMENT (HSSE)
PEDOMAN HSSE
HSSE GUIDELINES
Berdasarkan hal diatas, PEPC menerapkan HSSE

Management Sistem dengan mengacu kepada buku
Pedoman HSSE Management Sistem Pertamina EP Cepu
Nomor A-002/CP3010/2013/SO. Selain itu juga menerapkan
Kebijakan HSSE, Program Kerja HSSE yang telah
dikembangkan secara penuh kepada seluruh pekerja di
PEPC melalui program sosialisasi, pelatihan dan pembinaan,
pemberlakuan ijin kerja, pemberian reward & recognition,
safety briefing & safety talk secara berkala. Penerapan sistem
ini juga menjamin compliance terhadap berbagai regulasi
dan peraturan perundangan yang terkait aspek kesehatan,
keselamatan dan keamanan tenaga kerja.
Based on the above, PEPC applies HSSE Management

System with reference to HSSE Management System
Guidelines of Pertamina EP Cepu No. A-002/CP3010/
2013/SO. PEPC also applies HSSE policy, HSSE Work Plan
Program that has been fully developed to all PEPC
employees through socialization programs, training and
development, enactment of work permits, reward &
recognition, safety briefing and safety talk regularly.
Application of this system also ensures compliance to
various regulations and legislation related to aspects of
employee's health, safety and security.
STRUKTUR ORGANISASI HSSE
ORGANIZATIONAL STRUCTURE OF HSSE

Struktur dan kedudukan HSSE Manager diatur dalam SK
Struktur Organisasi HSSE No. Kpts. 012/CP0000/2014-SO
tentang Organisasi dan Tata Kerja PEPC tanggal 15 April
2014. Berikut struktur HSSE PEPC:
Structure and position of HSSE Manager is regulated in

HSSE Organizational Structure Decree No. Kpts.
012/CP0000/2014-SO on PEPC Organization and Work
Procedure dated April 15, 2014. Following is PEPC HSSE
structure:
Gambar 6.24 Struktur Organisasi HSSE Figure 6.24 Organizational Structure of HSSE
PRESIDENT
DIRECTOR
GM GAS PROJECT
JTB
HSSE MANAGER
ASMAN SAFETY
& HEALTH
ENVIRONMENT
SPECIALIST
ASMAN
SECURITY
HEALTH & SAFETY

PERFORMANCE
COORDINATOR
SECURITY
COORDINATOR
SAFETY
SPECIALIST
AREA
SUPERVISOR
OHIH
SPECIALIST
SUPERVISOR
ANALYST
OIMS
SPECIALIST

Secara struktur organisasi, pengelolaan HSSE perusahaan

dilakukan oleh seorang HSSE Manager berada di bawah
Direktur Utama, bertanggung jawab langsung kepada
Direktur Utama dan memiliki garis komunikasi dengan
Asman Safety & Health, Environment Specialist, Asman Security
dan OIMS Specialist.
In the organizational structure, Company HSSE

management is conducted by an HSSE Manager under the
President Director; the HSSE Manager is directly responsible
to President Director and has line of communication with
the Assistant Manager (ASMAN) of Safety & Health,
Environment Specialist, Assistant Manager of Security and
OIMS Specialist.
PROFIL PIMPINAN HSSE

PROFILE OF HSSE LEADER
TRI SAPTA MULIA

TAMBUNAN
Warga Negara Indonesia, lahir di Jakarta

tanggal 3 Juli 1964.
An Indonesian citizen, he was born in

Jakarta, July 3, 1964.
Berkarir dipertamina sejak tahun 1991

diantaranya menjabat sebagai Asisten II
Teknik Lapangan, Corrosion Engineer
Inspeksi, PWS UT QA, Kepala LK3, Ahli
Utama QA, Ahli Utama Non Destructive &
Welding, Ahli Perencanaan & Evaluasi
Inspeksi Priatan, Chief HSE Region KTI,
Chief HSE Region Sumatera, Partnership
HSE Specialist, tahun 2013-2014 beliau
menjabat HSSE manager, dan pada
tanggal 1 Januari 2015 beliau menjabat
sebagai HSSE Opeartion Head Office
Manager
He has been establishing his career since

1991, including serving as 2nd Assistant
of Field Engineering, Inspection Corrosion
Engineer, QA Supervisor, Head of HSSE,
QA Main Expert, Main Expert of NonDestructive & Welding, Priatan Inspection
Planning & Evaluation Expert, HSE Chief
of Eastern Indonesia Region, HSE Chief
of Sumatra Region, HSE Partnership
Specialist, he served as HSSE manager
in 2013-2014, and on January 1, 2015, he
served as HSSE OperationHead Office
Manager
Meraih gelar S1 Teknik Mesin tahun 1983

dari Sains dan Teknologi Nasional/
Jakarta. Telah mengikuti berbagai training
diantaranya adalah Pembinaan INSPK
dan Engineering Bangunan Lepas Pantai
di Bandung, Predective & Preventatitive
Maintenance - Bandung, Based Safety
Angkatan III - Jakarta, Workshop HSE
Leadership - Bandung, Upskilling SMHSE Palembang & Medan, Incident
Insvestigation - Yogyakarta, Managing the
Business - Bandung, Making Other Succeed
- Bandung dan Workshop on Emergency
Response Crisis and Security Management
for Pertamina Algeria-Pertamina Learning
Center.
He obtained his Bachelor Degree in

Mechanical Engineering in 1983 from
National/Jakarta Science and Technology.
He also has attended various trainings
including Norms, Standards, Procedures
and Criteria (NSPK) and Offshore
Engineering in Bandung, Predictive &
Preventative Maintenance - Bandung,
Based Safety Class of III - Jakarta, HSE
Leadership Workshop - Bandung, Up
skilling of HSE Management System
(SMHSE) - Palembang and Medan,
Incident Investigation - Yogyakarta,
Managing the Business - Bandung, Making
Other succeed - Bandung as well as
Workshop on Emergency Response Crisis
and Security Management for Pertamina
Algeria-Pertamina Learning Center.
HSSE ini dipimpin oleh HSSE Manager yang diangkat dan

diberhentikan oleh Direktur Utama atas persetujuan Dewan
Komisaris. Hal ini diatur dalam Board Manual PEPC.
HSSE is chaired by HSSE Manager appointed and dismissed

by President Director under the approval of Board of
Commissioners. It is regulated in PEPC Board Manual.
453
454

TUGAS DAN TANGGUNG JAWAB HSSE

HSSE DUTIES AND RESPONSIBILITIES
Tugas dan tanggung jawab HSSE PEPC sebagaimana diatur

di dalam pedoman HSSE yaitu sebagai berikut:
PEPC's HSSE duties and responsibilities regulated in HSSE

Guidelines are as follows:
Tabel 6.30 Tugas dan Tanggung Jawab HSEE Table 6.30 HSSE Duties and Responsibilities
Kategori Category
1. Menetapkan target performa HSSE

sebagai Key Performance Indicators
untuk bisnis perusahaan / unit layanan
2. Melaksanakan rencana tahunan HSSE
untuk bisnis perusahaan
1. Establish HSSE Performance targets

as Key Performance Indicators for
company's business/units service
2. Implement HSSE annual plan for
company business
Operation Managers dan OIMs

(juga meliputi Managers/Team
Leaders untuk pengeboran/
Well Services, Logistics and
Infrastructure
1. Melaksanakan rencana HSSE tahunan

untuk unit bisnis perusahaan dan
instalasi
2. Mencapai target performa HSSE
3. Memvalidasi kemampuan wajib HSSE
untuk semua staff di tiap pekerjaan.
4. Mencapai pemenuhan peraturan HSSE.
5. Melaksanakan audit HSSE
1. Carry out an HSSE annual plan for

company's business units and
installations
2. Achieve HSSE performance targets
3. Validate HSSE required ability for all
staff in each job.
4. Achieve compliance toHSSE regulation.
5. Implement HSSE audit
Project Managers and Project

Team Leaders
1. Melaksanakan rencana proyek HSSE

tahunan.
2. Mencapai pemenuhan peraturan
HSSE.
3. Melaksanakan audit HSSE.
1. Carry out HSSE annual project plan.
Other Box/Bubble
Teams Managers and Team Leaders
1. Melaksanakan rencana HSSE

2. Memvalidasi kemampuan wajib HSSE
untuk semua staff di tiap pekerjaan.
1. Implement HSSE plan

2. Validate HSSE required ability for all
staff in each job.
1. Menyelenggarakan Hazard and Effect

Management Process (HEMP) pada
tahapan tugas (identifikasi, assessment,
control dan recovery pada tugas yang
berhubungan dengan bahaya/risiko).
2. Memvalidasi pelatihan wajib HSSE.
3. Ikut serta dalam penghargaan HSSEMS dan penilaian lengkap.
4. Menyelesaikan tugas-tugas tertentu
yang telah disepakati HSSE dan
disepakati team leader.
1. Organize Hazard and Effects

Management Process (HEMP) on the
duty phase (identification, assessment,
control and recovery onduties that are
related to hazards / risks).
2. Validaterequired HSSE training.
3. Participate in HSSE-MS award and
complete assessment.
4. Complete specific duties that have
been approvedby HSSE and team
leader.
1. Menyelenggarakan Hazard and Effect

Management Process (HEMP) pada
tahapan tugas (identifikasi,
assessment, control dan recovery pada
tugas yang berhubungan dengan
bahaya/risiko).
2. Memvalidasi pelatihan wajib HSSE.
3. Ikut serta dalam penghargaan HSSEMS dan penilaian lengkap.
4. Menyelesaikan tugas-tugas tertentu
yang telah disepakati HSSE dan
disepakati team leader.
1. Organize Hazard and Effects

Management Process (HEMP) on the
duty phase (identification, assessment,
control and recovery on duties that are
related to hazards / risks).
General Managers
Operation Managers and OIMs

(also including Managers/Team
Leaders for drilling/Well Services,
Logistics and Infrastructure
Project Managers and Project

Team Leaders
Other Box/Bubble
Teams Managers and Team Leaders
Site/Installations
Work Team Individuals (includes
onshore Oil and Gas facilities/rig/
vessels/vehicles/supply base)
Site/Installations
Work Team Individuals (includes
onshore Oil and Gas facilities/rig/
vessels/vehicles/supply base)
Other Box/Bubble
Teams Individuals
Other Box/Bubble
Teams Individuals
2. Achieve compliance to HSSE

regulation.
3. Implement HSSE audit.
2. Validate required HSSE training.

3. Participate in HSSE-MS award and
complete assessment.
4. Complete specific duties that have
been approved by HSSE and team
leader

PROGRAM KEGIATAN HSSE

HSSE ACTIVITY PROGRAM
Dalam pelaksanaanya seluruh insan PEPC berkomitmen

untuk selalu memperhatikan kesehatan, keamanan dan
keselamatan kerja serta pelestarian lingkungan bagi
kelangsungan jangka panjang Perusahaan. Bertindak
selaras antara kepentingan pribadi, orang lain, perusahaan
dan lingkungan serta membina kelestarian lingkungan
hidup. Upaya yang dilakukan dengan memelihara peralatan
dan fasilitas perusahaan, mengenali gejala yang dapat
mengganggu lingkungan kerja serta melakukan tindakan
pencegahan. Selain itu berperan aktif dalam kegiatan
berbagai kegiatan Perusahaan dan pengembangan
lingkungan sosial serta mentaati semua syarat keselamatan
dan kesehatan kerja yang diwajibkan. Untuk memastikan
keteterlibatan & komitmen pekerja, PEPC melakukan survey
"Employee Opinion Survey" yang diadakan setiap tahun yang
dibedakan untuk setiap kelompok dan segmen tenaga kerja.
In its implementation, PEPC personnel are committed to

always maintain health, security, occupational safety and
environmental preservation for Company's long-term
viability. PEPC personnel should maintain harmoniously
conduct between personal interests, other people,
companies, environment and fostering environmental
sustainability. Efforts that should be done are to maintain
company'sequipment and facilities, recognize indication
that can disrupt work environment as well as take preventive
action, in addition, active role in Company various activities
and development of social environment as well as to comply
with all health and safety requirements. To ensure
involvement and commitment of employees, PEPC conducts
Employee Opinion Survey which is held every year for each
group and workforce segment.
PLAN
Gambar 6.25 Bagan Program dan Kinerja HSEE

Figure 6.25 HSSE Program and Performance Chart
ADJUST
2. Kebijakan dan Sasaran Strategis

Policy and Strategic Objectives
3. Organisasi, Tanggung Jawab,
Sumber Daya, Standar dan Dokumentasi
Organization, Responsibilities, Resources,
Standards and Documentation
8. Tinjauan
Manajemen
Management
Review
1
KEPEMIMPINAN
DAN KOMITMEN
LEADERSHIP AND
COMMITMENT
7. Audit HSSE
HSSE Audit
ASSESS
DO
4. Proses Manajemen
Bahaya dan Risiko
Hazards and Risk
Management Process
5. Pengendalian Operasional
dan Pemeliharaan
Operational Control and
Maintenance
6. Monitoring Pelaksanaan
dan Pelaporan
Implementation
Monitoring and Reporting
455
456

Strategi dan program-program kerja HSSE yang telah di

sosialisasikan kepada seluruh fungsi kerja di lingkungan
PEPC, antara lain:
Membuat komitmen keselamatan, kesehatan dan
keamanan lingkungan bagi tenaga kerja dan stakeholder
dalam bentuk Kebijakan HSSE;
Mengaplikasikan Sistem Manajemen HSSE dan 72
Panduan Kerja Operasi untuk dijadikan Acuan dalam
pelaksanaan proses operasi harian;
Mengaplikasikan TKO terkait Aspek HSSE;
Membuat dokumen perencanaan Safety In Design sebagai
dasar untuk menyusun Dokumen HSSE Plan proyek PEPC;
Membuat buku saku HSSE yang dapat pahami oleh
pekerja dan dapat diterapkan dalam melakukan pekerjaan
operasional sehari-hari;
Menyelenggarakan program jaminan pemeliharaan
kesehatan untuk mewujud-kan derajat kesehatan yang
optimal bagi pekerja dan keluarga;
Melaksanakan pemeriksaan Kesehatan berkala yang
diberikan kepada pekerja dan istri/suami pekerja;
Menyediakan alat-alat perlengkapan keselamatan (Alat
Pelindung Diri) dan kesehatan kerja yang sesuai dengan
standard HSSE;
Mewajibkan tenaga kerjanya ikut berperan serta dalam
Program-program kerja HSSE dalam rangka usaha
pencegahan dan penanggulangan kecelakaan, kebakaran
dan pencemaran lingkungan di lingkungannya masingmasing;
Mewajibkan mengikutsertakan pekerjanya dalam Program
BPJS;
Menerapkan standard keselamatan, kesehatan kerja dan
lindungan lingkungan untuk tempat kerja, serta inspeksi
peralatan, sarana dan fasilitas (sesuai dengan
Peraturan/Standard /STK);
Diterapkan sistem Contractor Safety Management System
(CSMS) dalam proses pengadaan, untuk memastikan
compliance vendor terhadap Aspek HSSE PEPC;
Perusahaan memberikan reward and recognition HSSE,
antara lain memberikan penghargaan kepada fungsi /
perorangan yang melaksanakan HSSE dengan baik dan
memberikan teguran / peringatan kepada fungsi /
perorangan;
Mendukung dan mendorong Pekerja untuk aktif
memperhatikan Aspek Kesehatan, Keselamatan dan
Keamanan di Lingkungan Kerja dan menuangkannya
dalam Media Kartu Pengamatan Kerja Aman (PEKA).
HSSE strategies and work programs socialized to all work

functions in PEPC environment are:
Establish commitment to safety, health and environmental
security for employees and stakeholders in the form of
HSSE Policy;
Apply HSSE Management System and 72 Operation Work
Guidelines as reference in daily operations process;
Apply Organizational Work Procedure which is related to
HSSE aspects;
Create Safety In Design planning document as a basis
for compiling HSSE P la n for P EPC pr oject;
Compile HSSE handbook which can be understood by
employees and can be applied in daily operations;
Carry out health care insurance program to create optimal
health level for employees and their families;
Carry out periodic health examination provided to
employees and employee's spouse;
Provides safety equipment (Personal Protective
Equipment) and occupational health in accordance with
HSSE standards;
Require employees to participate in HSSE work programs
as the prevention and mitigation measures of any
accidents, fires and environment pollution in their
respective communities;
Require its employees to participate in Social Security
Organizing Agency (BPJS) program;
Implement safety standards, occupational health and
environmental protection to the workplace, as well as
inspection, infrastructure and facilities equipment (in
accordance with Regulations/Standards/Work
Procedure);
Implement Contractor Safety Management System
(CSMS) in procurement process, to ensure vendor
compliance to PEPC's HSSE aspects;
Company grants HSSE rewards and recognition, such as
presenting award to function/Individuals who carry out
HSSE well and reprimand/warn function/individual;
Support and encourage employees to actively pay

attention to aspects of Health, Safety and Security in the
Workplace and record it on Media of Safe Work
Observation Card.

Sejalan dengan itu, PEPC berupaya meningkatkan kepuasan

pekerja dengan melakukan antara lain:
Home Ownership Assistant Program (HOAP) dan Car
Ownership Assistant Program (COAP) diatur dalam TKO
B-009/CP3110/2013-S0
Emergency Loan TKO B-006/CP3110/2013-S0
Pelatihan Pekerja TKO B-006/CP3110/2013-S0
Peminjaman upah tanpa bunga dengan SOP ID
004/SOP/PEPC/2010;
Bantuan perjalanan anak dengan SOP ID
003/SOP/PEPC/2009;
Pemberian fasilitas rumah dinas untuk pekerja di lapangan
dengan SOP ID 07A/SOP/PEPC/2009;
Pemberian fasilitas kartu kredit dengan SOP ID
003/SOP/PEPC/2010;
Pemberian cuti tahunan diatur dalam TKO B007/CP3110/2013-S0
Pemberian cuti panjang/izin dengan SOP ID
07A/SOP/PEPC/2009;
Bantuan pendidikan untuk pekerja dengan SOP ID
005/SOP/PEPC/2009;
Bantuan biaya kesehatan dengan SOP ID
007/SOP/PEPC/2009;
Club Membership dan Fasilitas Olahraga dengan SOP ID
007/SOP/PEPC/2007;
Tunjangan Pindah dan Biaya Pengiriman Barang Pribadi
dengan SOP ID 008/SOP/PEPC/2007;
Accordingly, PEPC strives to improve employees'

s a tis fa ction by im plem enti ng, a m ong other s:
Home Ownership Assistant Program (HOAP) and Car
Ownership Assistant Program (COAP) regulated in TKO
B-009/CP3110/2013-S0
Emergency Loan TKO B-006/CP3110/2013-S0
Employee Training TKO B-006/CP3110/2013-S0
Wage loan without interest with SOP ID
004/SOP/PEPC/2010;
Child traveling assistance with SOP ID 003/SOP/
PEPC/2009;
Provision of official residence for employee in the field
with SOP ID 07a/SOP/PEPC/2009;
Provision of credit card facility with SOP ID
003/SOP/PEPC/2010;
Provision of annual leave regulated in TKO B007/CP3110/2013-S0
Granting long leave with SOP ID 07a/SOP/PEPC/2009;
Educational assistance for employee with SOP ID
005/SOP/PEPC/2009;
Healthcare cost assistance with SOP ID
007/SOP/PEPC/2009;
Club Membership and Sport facility with SOP ID
007/SOP/PEPC/2007;
Allowance Moving and cost to ship personal goods with
SOP ID 008/SOP/PEPC/2007;
PENGEMBANGAN KOMPETENSI HSSE

HSSE COMPETENCY DEVELOPMENT
Sejalan dengan kebijakan HSSE Competency Assurance

Implementation yang ditetapkan, PEPC melakukan
pengembangan pekerja di fungsi HSSE secara
berkelanjutan. Hal tersebut diharapkan dapat mengikuti
perkembangan terkini mengenai pelaksanaan fungsi dan
peran HSSE yang efektif dengan mengikuti pelatihan
maupun training sebagai berikut:
In line with HSSE policy of Competency Assurance

Implementation, PEPC organizes sustainable employee
development in HSSE functions. It is expected that HSSE
is able to follow latest developments regarding
implementation of functions and HSSE effective roles by
training as follows:
457
458
Tabel 6.31 Pengembangan Kompetensi HSSE Tahun 2014 Table 6.31 HSSE Competency Development
No
Tanggal
Date
Nama Pelatihan
Training Title
Tempat
Venue
Pelaksana Pelatihan
Training Organizer
28 Februari-01 Maret
2014, 4-8 Agustus
2014, 1-4 September
2014
February 28-March 01,
2014, August 4-8,
2014, September 1-4,
2014
Basic HSE Mandatory

Training
Basic HSE Mandatory

Training
HSE TC Sungai Gerong
HSE TC
19-23 Mei 2014

May 19-23, 2014
Pelatihan Fire & Rescue
Fire & Rescue Training
HSE TC
10 - 12 Juni 2014
June 10-12, 2014
Pelatihan HAZOPS
HAZOPS Training
HSE TC
27-29 Juni 2014

June 27-29, 2014
CSMS
CSMS
Hotel Patra Jasa Semarang
HSE TC
23-25 Maret 2014

March 23-25, 2014
Pelatihan Basic of
Proses Safety - Inhouse
training JOB PTJM
Basic of Proses Safety

Training - Inhouse
training JOB PTJM
Hotel Santika, Depok
Inhouse training
JOB PTJM
17-21 Maret 2014

March 17-21, 2014
Pengendalian Vektor
Serta Pemeriksaan Air
Vector Control and

Water Examination
Hotel Patra Jasa - Jakarta
HSE TC
24-28 Februari 2014

dan 19-24 Agustus
2014
February 24-28, 2014
and August 19-24,
2014
Higienis Industri Muda

(HIMU)
Industrial Hygiene
PLC Simprug
HSE TC
12-18 September 2014

September 12-18,
2014
Pelatihan H2S
H2S Training
Diklat Migas
Cepu
15-16 Oktober 2014

October 15-16, 2014
Leadership HSSE
Leadership HSSE
HSE TC
10
15-19 Desember 2014

Basic HSE Mandatory

Training
Basic HSE Mandatory

Training
HSE TC
11
15-19 Desember 2014

Junior HSE Mandatory

Training
Junior HSE Mandatory

Training
HSE TC

KEBERAGAMAN KOMPOSISI DEWAN KOMISARIS

DAN DIREKSI PEPC
DIVERSITY OF PEPC BOARD OF COMMISSIONERS AND
BOARD OF DIRECTORS COMPOSITIONS
Keberagaman Komposisi Dewan Komisaris dan Direksi

PEPC telah memenuhi unsur keberagaman yaitu perpaduan
dari sisi pendidikan, pengalaman kerja dan usia.
Keberagaman komposisi Dewan Komisaris dan Direksi
PEPC Tahun 2014 tercermin pada tabel sebagai berikut:
Pendidikan
Education
The diversity of PEPC Board of Commissioners and Board

of Directors Compositions has met the diversity element in
terms of educational background, work experience, and age.
The diversity of PEPC Board of Commissioners and Board
of Directors in 2014 can be seen in the following table:
Pengalaman Kerja
Work Experience
Usia
Age
Dewan Komisaris Board of Commissioners

Komposisi Dewan Komisaris
terdiri dari berbagai macam
latar belakang pendidikan
antara lain dari bidang
Ekonomi Akuntansi, Teknik
Perminyakan, Ekonomi dan
Hubungan Internasional
The Board of Commissioners
composition is comprised of
various educational
backgrounds such as
Accounting Economics,
Petroleum Engineering,
Economics, and International
Relations.
Berdasarkan Pengalaman Kerja, anggota Dewan

Komisaris terdiri dari keberagaman pengalaman kerja
yaitu diantaranya adalah Komisari sUtama, Direktur
Utama, Direktur Keuangan,Direktur Operasi, Kepala Satuan
Pengawasan Internal, Deputi Direktur Perbendaharaan
dan Pendanaan, Kepala Akuntansi, Ahli Teknik Produksi
Gas, Ahli Utama Terminal Flooding, HR Development,
President People Management dan Vice President HRD.
Based on the diversity of Work Experience, the Board of
Commissioners have among others served the positions
of President Commissioner, President Director, Director
of Finance, Director of Operations, Head of Internal Control
Unit, Deputy Director of Treasury and Funding, Head of
Accounting, Technical Expert of Gas Production, Main
Expert of Terminal Flooding, HR Development, President
of People Management, and Vice President of HRD.
Berdasarkan usia, Dewan Komisaris PEPC

terdiri dari berbagai jenjang usia, yaitu usia
58 tahun sebanyak 2 (dua) orang, usia 54
tahun1 (satu) orang dan usia 49 tahun
1 (satu) orang.
Based on age, PEPC Board of
Commissioners consisting of two members
aged 58 years, one member aged 54 and
one member aged 49.
Adapun untuk Pengalaman Kerja, Anggota Direksi terdiri

dari keberagaman pengalaman kerja yaitu Direktur Utama,
Deputi Project Executive, Vice President Pengembangan
Usaha dan Rencana Korporat, Manajer Fasilitas, Ahli
Proses dan Fasilitas, SpesialisTeknologidan Proses, VP
Technical Support, Deputy Exploration Project Manager,
Manager Manajemen Operasi, VP Finance and Economic
Manager dan Manager Controller Keuangan.
For the diversity of Work Experience, the Board of Directors
have among others served the positions of President
Director, Deputy Project Executive, Vice President of
Business Development and Corporate Plan, Manager of
Facilities, Expert of Process and Facilities, Specialist of
Technology and Process, VP Technical Support, Deputy
Exploration Project Manager, Manager of Operation
Management, VP Finance and Economic Manager, and
Finance Controller Manager.
Berdasarkan usia, Direksi PEPC terdiri dari

berbagai jenjang usia, yaitu usia 56 tahun
sebanyak (satu) orang, usia 51 tahun 1
(satu) orang, usia 53 tahun 1 (satu) orang
dan usia 54 tahun 1 (satu) orang.
Based on age, PEPC Board of Directors also
varies, consisting of one member aged 56,
one member aged 51, one member aged
53 and one member aged 54.
Direksi Board of Directors

Kompisisi Direksi terdiri dari
berbagai macam latar
belakang pendidikan antara
lain dari bidang Teknologi Gas
dan Petrokimia, Teknik
Metalurgi, Teknik Geologi
Minyak, Teknik Pertambangan
dan Ekonomi Akuntansi.
The Board of Directors
composition is comprised of
various educational
backgrounds such as Gas and
Petrochemical Engineering,
Metallurgy Engineering,
Petroleum Geology
Engineering, Mining
Engineering, and Accounting
Economics.
Dewan Komisaris dan Direksi PEPC memiliki integritas,

kompetensi dan reputasi keuangan yang baik. Hal tersebut
telah dibuktikan bahwa seluruh anggota Dewan Komisaris
telah memperoleh persetujuan dari Pemegang Saham.
Terkait informasi mengenai pendidikan, pengalaman kerja
dan usia Dewan Komisaris dan Direksi PEPC lebih jelasnya
telah diuraikan pada Bab Laporan Kepada Pemegang Saham
dan Pemangku Kepentingan dibagian profil Dewan
Komisaris dan Profil Direksi dalam Laporan Tahunan ini.
PEPC Board of Commissioners and Board of Directors have

good integrity, competency, and financial reputation. This
has been proven with the fact that all Board of
Commissioners members have obtained the approval from
the Shareholders. Information on education, work experience
and ages of members of the PEPC Board of Commissioners
and Board of Directors are given in the Chapter on Report
to the Shareholders and Stakeholders on their profiles in
this Annual Report.
459
460

LAPORAN TANGGUNG JAWAB

SOSIAL PERUSAHAAN
CORPORATE SOCIAL
RESPONSIBILITY (CSR)
ACCOUNTABILITY REPORT
461
462
PENDAHULUAN
INTRODUCTION
Sebagai perusahaan yang bergerak di bidang eksplorasi serta produksi minyak dan gas
bumi, PEPC menyadari bahwa keberlanjutan bisnis perusahaan dipengaruhi oleh harmonisasi
bisnis dengan lingkungan hidup dan lingkungan sosial. Untuk melaksanakan konsep
pembangunan berkelanjutan, PEPC menggunakan pendekatan bahwa pertumbuhan laba
perusahaan (profit) harus sejalan dengan upaya menjaga lingkungan sekitar (planet) dan
menjaga keseimbangan kehidupan sosial (people). Konsep tanggung jawab sosial (corporate
social responsibility) PEPC mengacu pada upaya harmonisasi ketiga hal tersebut.
As a company engaged in the exploration and production of oil and natural gas, PEPC realizes that the
company's business sustainability is affected by the harmonization of business with the living environment
and the social environment. To implement the concept of sustainable development, PEPC uses an approach
setting forth corporate profit growth to be in line with efforts to preserve the environment (planet) and maintain
social life balance (people). The concept of PEPC social responsibility (corporate social responsibility) refers
to the harmonization of those 3 components.
Dengan pendekatan tripple bottom lines yang meliputi kinerja

ekonomi (economic performance), kinerja lingkungan
(environmental performance), dan kinerja sosial (social
performance), diharapkan keberadaan PEPC tidak hanya
bermanfaat bagi para pemegang saham (shareholders),
tetapi juga bagi pemangku kepentingan (stakeholders) yang
lebih luas yaitu pekerja, konsumen, pemasok, masyarakat
sekitar, negara dan lain-lain.
With a triple bottom lines approach that includes economic

performance, environmental performance, and social
performance, PEPC is expected to not only benefit the
shareholders, but also awider extent of stakeholders i.e.
the workers, consumers, suppliers, communities, country
and others.

PEPC secara berkelanjutan terus berkomitmen

mengimplementasikan program tanggung jawab sosial
perusahaan untuk bersama membangun kualitas kehidupan
yang lebih baik dengan masyarakat dan lingkungan sosial
di mana perusahaan berada. Sejalan dengan kebijakan CSR
PT Pertamina (Persero) sebagai induk Perusahaan, PEPC
menetapkan Kebijakan Corporate Social Responsibility (CSR)/
Tanggung Jawab Sosial & Lingkungan (TJSL) dengan
menganut prinsip-prinsip ISO 26000 yaitu:
a) Konsisten dengan pembangunan berkelanjutan dan
kesejahteraan masyarakat;
b) Mempertimbangkan semua harapan stakeholders;
c) Taat hukum dan konsisten dengan norma internasional;
d) Terintegrasi ke dalam kegiatan bisnis.
Uraian lengkap mengenai tanggung jawab sosial
Perusahaan dan program-program keberlanjutan lainnya
dijelaskan dalam buku Laporan Keberlanjutan (Sustainability
Report) yang merupakan laporan yang saling melengkapi
untuk memberikan gambaran lengkap kinerja PEPC, baik
dalam aspek ekonomi, sosial dan lingkungan. Tahun 2014,
PEPC pertama kali menyusun buku Sustainability Report
dengan menggunakan standar pelaporan keberlanjutan
dari Global Reporting Initiative (GRI) versi 4.0 (G4). PEPC
berusaha untuk menyampaikan informasi kegiatan dan
strategi Perusahaan sejalan dengan konsep keberlanjutan
berdasarkan pedoman tersebut.
PEPC is committed to sustainably implement its corporate

social responsibility program to build a better quality of life
together with the community and the social environment
in which the company is located. In line with the CSR policy
of PT Pertamina (Persero) as the parent company, PEPC
stipulates Corporate Social Responsibility (CSR)/Social &
Environmental Responsibility (TJSL) policies by adopting
the principles of ISO 26000 which are:
a) Consistent with sustainable development and social
welfare;
b) Considering all the expectations of stakeholders;
c) Comply to the law and consistent with international
norms;
d) Integrated into business activities.
A complete description of corporate social responsibility
and sustainability programs are outlined in the Sustainability
Report which is a complementary report toprovide complete
description on PEPC performance, in the economic, social
and environmental areas. In 2014, PEPC for the first time
compiled a Sustainability Report using sustainability
reporting standards of Global Reporting Initiative (GRI)
version 4 (G4). PEPC strives to disclose information on
Company's activities and strategy in line with the
sustainability concept based on these guidelines.
Gambar 7.1. Konsep Triple Bottom Line

Figure 7.1. Triple Bottom Line Concept
KINERJA
EKONOMI
ECONOMIC
PERFORMANCE
KINERJA
SOSIAL
SOCIAL
PERFORMANCE
TRIPLE
BOTTOM
LINES
KINERJA
LINGKUNGAN
ENVIRONMENTAL
PERFORMANCE
463
464
PENDAHULUAN
PENDAHULUAN
ACUAN CSR PEPC
PEPC CSR REFERENCE

Pada dasarnya pelaksanaan program CSR PEPC mengacu
pada peraturan perundang-undangan di Indonesia baik
yang mengatur secara umum maupun khusus mengenai
CSR diantaranya pasal 74 Undang-Undang No. 40 Tahun
2007 Tentang Perseroan Terbatas (UUPT) dan Peraturan
Pemerintah No. 47 Tahun 2012 Tentang Tanggung Jawab
Sosial dan Lingkungan. Disamping itu, implementasi CSR
juga mengacu pada peraturan terkait CSR dalam industri
migas maupun Peraturan Daerah, yang meliputi:
a) Undang-Undang No. 22 Tahun 2001 Tentang Minyak
dan Gas Bumi,
b) Peraturan Provinsi Jawa Timur No. 04 Tahun 2001
Tentang Tanggung Jawab Sosial Perusahaan,
c) Peraturan Daerah Kab. Bojonegoro No. 23 Tahun 2011
Tentang Percepatan Pertumbuhan Ekonomi Daerah
Dalam Pelaksanaan Eksplorasi dan Eksploitasi serta
Pengolahan Minyak dan Gas Bumi di Kab. Bojonegoro,
d) Peraturan Bupati Bojonegoro No. 48 Tahun 2011
Tentang Optimalisasi Kandungan Lokal dalam Kegiatan
Industri Migas di Kab. Bojonegoro
In principle, the implementation of PEPC CSR program

invokes legislation in Indonesia, that generally and
specifically stipulates CSR such as Article 74 of the Law
No. 40 of 2007 on Limited Liability Company and the
Government Regulation No. 47 of 2012 on Social and
Environmental Responsibility. In addition, implementation
of CSR also refers to relevant regulations related to CSR in
the oil and gas industry as well as regional regulations,
which include:
a) Law No. 22 of 2001 on Oil and Gas,
Hubungan berbagai ketentuan di atas mulai dari tingkat

nasional sampai dengan tingkat daerah dapat dilihat secara
detil pada skema berikut:
Detailed relation of various provisions above from the

national to the local level can be seen in the following
scheme:
UU No.22/2001
Law No.22/2001
Kontrak Kerja sama wajib

memuat paling sedikit
ketentuan pokok, yaitu:
pengembangan masyarakat
sekitarnya.
Badan Usaha atau Bentuk
Usaha Tetap yang
melaksanakan kegiatan
usaha minyak dan gas bumi,
ikut bertanggung jawab
dalam mengembangkan
lingkungan dan masyarakat
setempat.
Cooperation Contract shall

at least contain basic
provisions, namely:
development of
surrounding communities .
Business entity or
permanent business entity
that carries out business
activities of oil and gas,
takes responsibility in
developing environment
b) Regulation of the East Java Province No. 04 of 2001

on Corporate Social Responsibility,
c) Regulation of the Bojonego Regency No. 23 of 2011 on
the Acceleration of Regional Economic Growth in
Exploration and Exploitation as well as in Oil and Gas
Refining in the Bojonegoro regency.
d) Regulation of the Bojonegoro regency No. 48 of 2011
on Optimization of Local Content in Oil and Gas Industry
Activities in the Bojonegoro regency.
Perprov. Jatim No.4/2001

Regulation of East Java Province
No.4/2001
Aktivitas CSR yang
diharapkan
menyangkut Bina
Lingkungan & Sosial,
Kemitraan UKM &
koperasi, ComDev ,
BanSos , dll
CSR activities are

expected to deal with
Environment & Social
Development, SMEs
and cooperative
partnership, ComDev,
social assistance, etc.
Perda Bojonegoro No.23/2011 & 48/2011

Bojonegoro Regional Regulation No.23/2011 & 48/2011
Tanggung jawab dampak operasional perusahaan

Aktivitas CSR berdasar pada kebutuhan riil masyarakat dengan
melibatkan OMS
Koordinasi program BAPPEDA agar tidak tumpang tindih program
Rencana kerja implementasi CSR dilaporkan triwulanan ke
Pemda terkait
Perlunya meminimalkan gejolak sosial yang dapat menghambat
kelancaran proyek
Terwujudnya optimalisasi manfaat sosaial ekonomi melalui
pemberdayaanmasyarakat
Perlu melibatkan local content dan usaha penunjang kegiatan
dalam aktivitas eksplorasi dan produksi
Pelatihan tepat sasaran
Perlu ada community center
Responsibility of the company's operational impact

CSR activities based on real needs of the community by involving CSOs
Provincial Development Planning Agency program coordination so that
there is no overlap
Work plan of CSR implementation is reported quarterly to the relevant
Regional government
Necessity to minimize the social unrest that may hamper project
smoothness.
Realization of optimizing social economic benefits through community
development
Necessity to involve local content and activity supporting efforts in
exploration and production activities
On target Training
It is necessary to establish a community center

Komitmen PEPC dalam implementasi program CSR secara

berkelanjutan merupakan keputusan yang rasional,
mengingat CSR kelak akan menimbulkan efek positif yang
akan dinikmati oleh perusahaan dan segenap stakeholdernya. Melalui implementasi CSR, diharapkan PEPC
mendapatkan dukungan atas kelancaran proses bisnis
yang dilakukan atau aktivitas produksi maupun pemasaran
perusahaan tidak mengalami gangguan yang berarti.
Sedangkan terjaganya kelestarian lingkungan dan alam
diharapkan dapat juga mendukung dan menjamin
ketersediaan pasokan bahan baku produksi yang diambil
dari alam.
PEPC's commitment in the implementation of CSR

programs sustainably is a rational decision, given that CSR
will eventually lead to the positive effects that will be enjoyed
by the company and all its stakeholders. Through its CSR
implementation, PEPC expects to gain support for the
smooth running of business processes or activities carried
out in Company production and marketing which do not
experience significant interference. While the preservation
of environment and nature is expected to also support and
ensure the availability of supply of raw material production
extract from nature.
VISI DAN MISI CSR PEPC
PEPC CSR VISION AND MISSION

PEPC telah menyusun Draft Cetak Biru CSR PEPC 20142018 yang merupakan kerangka, strategi dan pendekatan
yang digunakan dalam pengelolaan CSR perusahaan dalam
jangka panjang sehingga pelaksanaannya lebih terprogram,
terarah dan efektif. Untuk itulah, Draft Cetak Biru CSR PEPC
2014-2018 memuat Visi dan Misi CSR PEPC yang sejalan
dengan visi dan misi CSR PT Pertamina (Persero) yaitu:
VISI VISION
Menumbuhkembangkan
Kehidupan yang Lebih
Baik Bersama PEPC
Developing a Better Life
with PEPC
CSR
PEPC
PEPC has compiled a Blueprint Draft of PEPC's CSR 20142018 which is the framework, strategies and approaches
used in the CSR management in the long term so that
implementation is more programmed, targeted and effective.
For this reason, the Blueprint Draft of PEPC's CSR 20142018 contains PEPC's CSR Vision and Mission which is in
line with the vision and mission of PT Pertamina (Persero)
CSR, namely:
MISI MISSION
Melaksanakan komitmen korporat untuk menjadi entitas bisnis yang
memiliki reputasi tinggi yang dikelola secara profesional, fokus dan
memiliki keunggulan kompetitif dengan menggunakan teknologi modern
kelas dunia yang dihasilkan dari kemitraan dengan World Class Company
sehingga memberikan nilai tambah lebih kepada para stakeholders
terutama pemegang saham, pelanggan, pekerja dan masyarakat luas.
Implementing corporate commitment to be a business entity that has
a high reputation and is professionally managed, focused and has
competitive advantage using world class modern technology resulting
from partnership with World Class Company, thus providing added value
to stakeholders, especially shareholders, customers, employees and
wider community.
Melaksanakan tanggung jawab korporat dan kepedulian sosial untuk
sebuah pembangunan masyarakat yang berkelanjutan.
Implementing corporate responsibility and social concern for
a sustainable community development.
Untuk mencapai Visi dan Misi CSR PEPC tersebut,

Perusahaan menyusun program CSR yang sejalan dengan
prinsip 3P (people, profit, planet), berorientasi pada
penciptaan nilai tambah kepada stakeholders maupun
komunitas sekitar , serta mendukung progra m
pembangunan masyarakat berkelanjutan. Hubungan Visi
dan Misi CSR PT Pertamina (Persero) sampai diturunkan
menjadi Visi dan Misi CSR PEPC, dapat dilihat pada skema
hubungan di bawah ini:
To achieve PEPC's CSR vision and mission, Company

prepares a CSR program that is consistent with the 3P
principles (people, profit, planet), and oriented to the creation
of value added to stakeholders and surrounding community,
as well as supporting sustainable community development
programs. The relationof CSR Vision and Mission of
PT Pertamina (Persero) with the CSR Vision and Mission
of PEPC can be seen in the relation scheme below:
465
466
PENDAHULUAN
PENDAHULUAN
Gambar 7.2. Hubungan Visi dan Misi CSR PT Pertamina (Persero) dan Visi dan Misi CSR PEPC
Figure 7.2. Relations between PT Pertamina (Persero) CSR Vision and Mission and PEPC CSR Vision and Mission
Saling Memberikan Manfaat

Mutually Beneficial
Sustainable Development
Tanggung Jawab Dampak Operasional
Responsibility for Impacts of Operations
Green Economy
SOSIALISASI & PUBLIKASI

EFEKTIF
EFFECTIVE SOCIALIZATION
AND PUBLICATION
MENUJU KEHIDUPAN
YANG LEBIH BAIK
TOWARDS
A BETTER LIVING
Melaksanakan Komitmen Korporat

atas Tanggung Jawab Sosial &
Lingkungan
Performing Corporate Commitments
for Social and Environmental
Responsibilities
Value Added
for
Stakeholders
Corporate
Growth
Melaksanakan Tanggung Jawab Sosial

& Kepedulian Sosial
Performing Social Responsibilities &
Showing Social Concerns
HDI - Index
Improvement
Hubungan
Harmonis &
Kondusif
Harmonious
and Conducive
Relations
Implementation
Programme
for MDGs
Peningkatan Kualitas
Pendidikan
Upgrading Educational
Quality
Pemberdayaan
Kesehatan
Health
Empowerment
Peningkatan Kualitas
Lingkungan Hidup
Improving Environmental
Quality
Corporate
Reputations
Peningkatan Infrastruktur
& Pemberdayaan Masy.
Improvement of
Infrastructure &
Community Empowerment

MENUMBUHKEMBANGKAN KEHIDUPAN
YANG LEBIH BAIK BERSAMA
PT PERTAMINA EP CEPU
DEVELOPING A BETTER LIFE
WITH PT PERTAMINA EP CEPU
Menjadi entitas bisnis yang memiliki

reputasi tinggi yang dikelola secara
profesional, fokus dan memiliki
keunggulan kompetitif dengan
menggunakan teknologi modern kelas
dunia yang dihasilkan dari kemitraan
dengan World Class Company
Value Added
Stakeholders &
Community
To become a highly-reputable entity

that is managed professionally,
focused, having competitive advantage,
using world-class modern technology
resulting from partnership with worldclass companies.
Harmonization: Profit-Planet-People
CSR YANG SISTEMATIS & TERPADU DENGAN

MENGGUNAKAN METODE PARTISIPATIF
A SYSTEMATIC & INTEGRATED
CSR EMPLOYING A PARTICIPATORY METHOD
Program yang sistematis dan

terpadu dengan
A Systematic and Integral Program

with
Metode Partisipatif
Participatory Method
Harmonisasi antara
Profit-Planet-People
Harmonization of Profit-PlanetPeople
Pengembangan Berkelanjutan
Nilai Tambah bagi Pemangku

Kepentingan dan Masyarakat
Value Added Stakeholders &

Community
467
468
PENDAHULUAN
PENDAHULUAN
TUJUAN CSR PEPC
PEPC CSR OBJECTIVES

Tujuan Pelaksanaan CSR PEPC adalah:
EKSTERNAL
EXTERNALLY
The objectivesof PEPC's CSR are the following:
INTERNAL
INTERNALLY
Membantu Pemerintah memperbaiki Indeks

Pembangunan Manusia (IPM), melalui
pelaksanaan program2 yang membantu
pencapaian target MDGs.
Membangun hubungan yang harmonis dan kondusif

dengan semua pemangku kepentingan untuk
mendukung pencapaian tujuan korporasi, yang pada
akhirnya akan meningkatkan reputasi perusahaan.
To assist the Government to improve Human

Development Index (HDI), through
implementation of programs that help achieve
MDGs target.
To establish harmonious and conducive relationships

with all stakeholders to support the achievement of
corporate objectives, which in turn will enhance the
company's reputation.
Apabila kebutuhan segenap pemangku kepentingan

terakomodir, maka kesinambungan perusahaan akan
terjaga. Dengan begitu, otomatis Perusahaan ikut andil
dalam mewujudkan pembangunan berkelanjutan di tanah
air.
If the needs of all stakeholders are accommodated, then

continuity of the company will be maintained. By doing so,
automatically Company takes part in the realization of
sustainable development in the country.

SEKILAS AKTIVITAS CSR PEPC TAHUN 2012-2014

OVERVIEW OF PEPC CSR ACTIVITIES IN 2012-2014
2014
Realisasi anggaran program CSR

tahun 2014 meningkat menjadi
sebesar Rp4,46 miliar
dibandingkan tahun 2013. Dengan
jenis dan cakupan program yang
lebih luas, meliputi penghijauan,
berpartisipasi dalam kegiatan
Earth Hours, program peningkatan
akses air bersih, kesehatan,
infrastruktur, keagamaan serta
pendidikan dan bencana alam.
Realization of CSR program
budget in 2014 increased to
Rp4,46 billion compared to 2013.
With the broader type and scope
of programs, including
reforestation, participation in
Earth Hour activities, programs to
increase access to clean water,
in health, infrastructure, religion
and education , and natural
disasters.
2013
Realisasi anggaran program CSR

tahun 2013 meningkat menjadi
sebesar Rp2,308 miliar
dibandingkan tahun 2012. Dengan
jenis dan cakupan program yang
lebih luas, meliputi lingkungan
hidup, donasi dan kesejahteraan
masyarakat, kesehatan,
pendidikan dan bencana alam.
Realization of CSR program
budget in 2013 increased to
Rp2.308 billion compared to 2012.
With broader type and scope of
program, including the
environment, donations and
public welfare, health,
infrastructure, education and
religion as well as natural
disasters.
2012
Realisasi anggaran CSR yang

dikeluarkan tahun 2012 adalah
sebesar Rp938,4 juta.
Pelaksanaan program CSR PEPC
secara umum dikelompokkan
dalam bidang lingkungan,
pendidikan dan olahraga.
Realization of CSR budget
expended in 2012 amounted to
Rp938.4 million. Implementation
of PEPC's CSR programs are
generally grouped into the
environment, infrastructure,
education and religion as well as
the sports sector.
469
470
STRUKTUR PENGELOLA CSR DAN ANGGARAN 2014

CSR MANAGERIAL STRUCTURE AND BUDGET 2014
STRUKTUR PENGELOLA CSR
STRUCTURE OF CSR MANAGEMENT

Pengelolaan CSR PEPC dilakukan oleh Public & Government
Affair (PGA) & Relations Manager, yang meliputi tahapan
proses perencanaan, pelaksanaan, monitoring dan evaluasi
kegiatan CSR.
PEPC's CSR is managed by the Public & Government Affairs

(PGA) & Relations Manager, which includes the stages of
planning, implementation, monitoring and evaluation of
CSR activities.
Profil Ringkas Pimpinan Pengelola CSR Brief Profile of Head of CRS Management
ABDUL MALIK
PGA & RELATION
MANAGER
Lahir di Bojonegoro, pada tanggal

28 Mei 1960.
Born in Bojonegoro on May 28, 1960
Menyelesaikan pendidikan Sarjana

Teknik Industri.
Completed Bachelor of Industrial

Engineering.
Training yang diikuti antara lain

Persuasion skill, Jakarta, 2014;
Public Speaking, Jakarta 2014;
Training PPEP, Jakarta 2013;
Workshop Managing Generation Y,
Jakarta 2013; HSE Leadership,
Bandung, 2013; Seminar dan
Rakor Mutu Direktorat Hulu, Bali
2009; Pendisainan Program CSR,
Comdev, Program kemitraan & Bina
Lingkungan, Yogyakarta 2008;
Workshop Nasional Ketenagakerjaan, Jakarta 2007; SAP Modul
Inventory Batch II, Jakarta 2006;
Penguasaan Teknik Valuasi
Ekonomi Pada Kegiatan Usaha
Minyak B, 2005.
He attended various trainings such as

Persuasion skill, Jakarta, 2014,
Workshop on Managing Generation Y,
Public Speaking, Jakarta, 2014, PPEP
Training, Jakarta, 2013 Jakarta, 2013,
HSE Leadership, Bandung, 2013,
seminars and coordination meetings of
the Quality Upstream Directorate, Bali
2009, Designing CSR Program,
Community Development, Community
Development Programs in Partnership
and Environmental Development,
Yogyakarta, 2008, National Workshop
on Manpower, Jakarta 2007, SAP
Inventory Module Batch II, Jakarta, 2006
and Control of Economic Valuation
Techniques In Oil Business Activity B,
2005.
Menjabat sebagai PGA & Relation

Manager sejak 1 Oktober 2013
semula adalah PR & CSR Manager,
sebelumnya beliau menjabat
sebagai Human Capital Manager
(2013), Manajer HR & GA (2012),
Manajer Supports Operation (2010),
Ma na jer HR & S u pp or t P T
Pertamina EP Cepu (2008), Kepala
Adm & Layanan Operasi - PT
Pertamina UBEP Jambi (2006),
Kepala Health Safety & Environment
PT Pertamina UBEP Jambi (2006)
dan HSSE Superintendent - JOBP
Gulf Resources - Jambi (2000).
He serves as PGA & Relations Manager

since October 1, 2013, formerly titled
PR& CSR Manager. He previously
served as Human Capital Manager
(2013), HR & GA Manager (2012),
Supports Operation Manager (2010),
HR & Supports Manager, PT Pertamina
EP Cepu (2008), Head of Administration
& Operation Service -PT Pertamina
UBEP Jambi (2006), Head of Health,
Safety & Environment of PT Pertamina
UBEP Jambi (2006) and HSSE
Superintendent - JOBP Gulf Resources
- Jambi (2005).

Mengacu pada struktur organisasi perusahaan tahun 2014,

struktur pengelola CSR PEPC saat ini adalah sebagai berikut:
In reference to the Company's organization structure in

2014, PEPC's current CSR managerial structure is as follow:
Gambar 7.3. Struktur Pengelola CSR Figure 7.3. CSR Management Structure
PGA & RELATION

MANAGER
Relation
Superintendent
PGA
Superintendent
CSR Supervisor
Socioeconomic
Officer
CSR Officer
Government
Relation Officer
Community
Media Relation
Dalam skema di atas, PGA & Relation Manager membawahi

2 fungsi, dengan uraian tugas dan tanggung jawab masingmasing yaitu:
In the above scheme, the PGA & Relations Manager oversees

two functions, with description of the respective duties and
responsibilities as follows:
a) Relation Superintendent
Relation Superintendent bertugas untuk membuat,
menyusun dan melaksanakan seluruh kegiatan terkait
dengan komunikasi, koordinasi dan interaksi sebagai
berikut:
1) Mengendalikan program kerja dan usulan anggaran
CSR dalam RKAP CSR PEPC dan kegiatan internal
perusahaan dalam RKAP PGA & Relation PEPC
2) Mekukan evaluasi terhadap setiap program kerja
yang dilaksanakan dan menganalisis sebagai bahan
rujukan/referensi untuk program kerja selanjutnya
3) Melaporkan dan mempublikasikan program dan
kegiatan CSR secara berkala kepada pihak internal
maupun eksternal
4) Menyusun dan mensosialisasikan kebijakan dan
pros edur di lingkunga n P G A & Re lati on
5) Membangun hubungan kerja yang kondusif dengan
unit kerja internal, unit kerja eksternal, stakeholders
untuk meningkatkan kelancaran operasional
perusahaan
6) Mengimplementasikan pelaksanaan manajemen
risiko di lingkungan PGA & Relation
7) Mengarahkan dan mensosialisasikan dipatuhinya
peraturan-peraturan HSSE oleh seluruh pekerja dan
kontraktor
a) Relations Superintendent
Relations Superintendent is assigned to establish,
organize and carry out all activities related to
communication, coordination and interaction as follows:
1) Control CSR work program and budget proposals
in PEPC's CSR RKAP and company's internal
activities in PEPC PGA & Relations RKAP
2) Conduct evaluation to each implemented work
program and analyzes as reference material for
subsequent work program
3) Report and publish CSR programs and activities on
a regular basis to internal and external parties
4) Develop and disseminate policies and procedures
in the PGA & Relation
5) Establish a conducive working relationship with
internal work units, external work units, stakeholders
to improve smooth operation of company
6) Implement risk management within PGA & Relations
7) Direct and socialize compliance to HSSE regulations
by all employees and contractors
471
472
STRUKTUR PENGELOLA CSR DAN ANGGARAN 2014

CSR MANAGERIAL STRUCTURE AND BUDGET 2014
b) Public & Government Affairs (PGA) Superintendent

Adapun PGA Superintendent bertugas untuk:
Menjalankan fungsi kehumasan (public relations
campaign)
Mengkomunikasikan kepentingan Perusahaan
de ng a n m e d ia m a s s a ( me d i a r e l a ti o n s)
Membangun komunikasi dengan Pemerintah Daerah
(government relations)
Menjaga dan meningkatkan reputasi korporat
(company reputation)
Menjalankan semua aspek publikasi non teknis
untuk keperluan internal korporat ke eksternal
korporat
Pemantauan pendapat masyarakat umum tentang
Perusahaan (media opinion)
b) Public & Government Affairs (PGA) Superintendent

PGA Superintendent is responsible for:
Carrying out public relations function (PR campaign)
Communicating Company'sinterests to the mass
media (media relations)
Establishing communication with local government
(government relations)
Maintaining and improving company reputation
Performing all non-technical publication aspects for
corporate internal purposes to corporate external
Monitoring general public opinion about the
Company (the media opinion)
SUMBER ANGGARAN CSR

CSR BUDGET SOURCE
Komitmen dan konsistensi PEPC dalam implementasi CSR

ditunjukkan melalui realisasi anggaran CSR yang meningkat
setiap tahun. CSR sebagai investasi sosial dirancang
sedemikian rupa agar dapat memberikan nilai tambah bagi
komunitas sekitar maupun Perusahaan dalam jangka
panjang. Apabila kebutuhan segenap pemangku
kepentingan terpenuhi, maka kesinambungan perusahaan
akan terjaga dan menciptakan harmonisasi dan
keseimbangan antara Perusahaan, masyarakat dan
lingkungan sekitar.
PEPC Commitment and consistency in CSR implementation

is shown through realization of CSR budget which is
increasing every year. CSR as a social investment is
designed to be able to provide added value to the
surrounding community as well as to the Company in the
long term. If the needs of all stakeholders are met, the
continuity of company will be maintained, creating harmony
and balance between the Company, the community and
the environment.
Dalam pelaksanaannya, PEPC memiliki 3 (tiga) sumber

pendanaan untuk implementasi program CSR yang berada
di bawah pengelolaan PGA & Relation Manager. Ketiga
sumber dana CSR yaitu (1) Dana Kegiatan CSR PEPC
(bidang Infrastruktur, Pendidikan, Keagamaan, Lingkungan,
Kesehatan, Sponsorship, Bencana Alam, Donasi dan
Kesejahteraan Masyarakat sebesar Rp1,498 Milyar (34%)
(Ekv.USD 126,198.6), (2) Dana Kegiatan Tanggung Jawab
Sosial (TJS) PEPC (Bidang Hak Asasi Manusia, Praktek
Ketenagakerjaan dan Lingkungan sebesar Rp2,297 Milyar
(51%) (Ekv.USD 193,461.6), dan (3) Dana Kegiatan CSR
PEPC Sinergi dengan Pertamina (Persero) di bidang
Pendidikan dan Kesehatan sebesar Rp669,3 Juta (15%)
(Ekv.USD 56,349.6). Total realisasi anggaran CSR PEPC
selama tahun 2014 sebesar Rp4,46 miliar (Ekv
USD376,009.8) meningkat 63% dari tahun sebelumnya yaitu
sebesar Rp2,74 miliar, dengan rincian sebagai berikut:
In the implementation, PEPC has three (3) sources of funding

for implementation of CSR programs which are under the
management of the PGA and Relation Manager. The 3
sources of CSR fund are (1) PEPC CSR Activity Fund (In
Infrastructure, Education, Religion, Environment, Health,
Sponsorship, Natural Disasters, Donation, and Public Welfare
amounting to Rp1.498 Billion (34%) Equivalent to USD
126,198.6), (2) PEPC Social Responsibility Fund (In Human
Rights, Environmental and Employment Practices
amounting to Rp2.297 Billion (51%) Equivalent to USD
193,461.6), and (3) PEPC-Pertamina (Persero) Synergy CSR
Activity Fund (PEPC-Pertamina (Persero) synergy in
Education and Health amounting to Rp669.3 Million (15%)
Equivalent to USD 56,349.6). The total PEPC's CSR budget
realization during 2014 amounted to Rp4,46 billion (Ekv
USD 376,009.8), increased by 63% from previous year which
was Rp2,74 billion, with details as follows:
473

Tabel 7.1. Perbandingan Anggaran CSR Tahun 2013 - 2014 Table 7.1. Comparison of CSR Budget in 2013-2014
No
2014 (Rp)
Budget
DANA KEGIATAN CSR PEPC:

Di bidang Infrastruktur, Pendidikan,
Keagamaan, Lingkungan,
Kesehatan, Sponsorship, Bencana
Alam, Donasi dan Kesejahteraan
Masyarakat
PEPC CSR ACTIVITY FUND:

In Infrastructure, Education,
Religion, Environment, Health,
Sponsorship, Natural Disasters,
Donation, and Public Welfare
DANA KEGIATAN TANGGUNG

JAWAB SOSIAL (TJS) PEPC:
Bidang Hak Asasi Manusia, Praktek
Ketenagakerjaan dan Lingkungan
PEPC SOCIAL RESPONSIBILITY

FUND:
IN Human Rights, Environmental
and Employment Practices
DANA KEGIATAN CSR PEPC

SINERGI DENGAN PERTAMINA
(PERSERO):
Sinergi PEPC dengan Pertamina
(Persero) di bidang Pendidikan dan
Kesehatan
PEPC-PERTAMINA (PERSERO)
SYNERGY CSR ACTIVITY FUND:
PEPC-Pertamina (Persero) synergy
in Education and Health
TOTAL
2013 (Rp)
1,498,987,416
2,307,580,620
2,297,937,000
669,320,000
430,188,000
4,466,244,416
2,737,768,620
Grafik 7.1. Realisasi Anggaran CSR Tahun 2014 Chart 7.1. CSR Budget Realization in 2014
SINERGI CSR KORPORAT
TJS (RKAP)
15%
SOCIAL RESPONSIBILITY
(RKAP)
CSR CORPORATE SYNERGY
51%
34%
TOTAL CSR = Rp4,5 Miliar

(Ekv. USD376,009.8)
PEPC (RKAP)
PEPC (RKAP)
TOTAL CSR = Rp4,5 Billion

(Equivalent to USD376,009.8)
474
METODE DAN PROGRAM CSR TAHUN 2014

CSR PROGRAMS AND METHODS 2014
METODE DAN PENDEKATAN IMPLEMENTASI CSR

CSR IMPLEMENTATION METHOD AND APPROACH
Program CSR PEPC dirancang dan dilaksanakan secara
terpadu dengan menggunakan metode partisipatif, yaitu
memberdayakan potensi daerah yang ada agar dapat
meningkatkan kemampuan, penghasilan dan kemakmuran
secara berkelanjutan. Berdasarkan hasil studi socio
economic PEPC maka obyek implementasi CSR merupakan
wilayah kerja PEPC yang dikelompokkan menjadi 3 kategori
agar pelaksanaan CSR berjalan lebih efektif, yaitu wilayah
kerja dengan 'Akses Jalan (AJA), Potensi Jalur Pipa (PJP)
dan Tapak Sumur (TSU).
PEPC's CSR programs are designed and implemented in

an integrated manner using participatory methods, which
is, empowering the region's existing potential in order to
improve capacity, income and wealth in a sustainable
manner. Based on the results of PEPC socio-economic
studies, the object of CSR implementation is the PEPC
working area grouped into 3 categories so that CSR
implementation will be more effective, namely the working
area with Road Access (AJA), Pipeline Potential (PJP) and
wellpads (TSU).
Pendekatan berbasis pada community base development

(bottom-up planning) diterapkan dengan mengintegrasikan
berbagai kepentingan yang bertujuan untuk pemberdayaan
dan pengembangan masyarakat sebagai berikut:
The approach is based on a community- based development

(bottom-up planning) whichis implemented by integrating
various interests that aim to empower and develop
community as follows:
a) Sesuai dengan kebutuhan riil masyarakat, yang

merupakan implementasi dari 4 Pilar Inisiatif
Pemberdayaan dalam CSR Pertamina yang diadopsi
sepenuhnya oleh CSR PEPC, yakni meliputi:
a) In accordance with actual community needs, which is

implementation of the 4 Pillars of Empowerment
Initiative in Pertamina's CSR which is fully adopted by
PEPC's CSR, which include:
PENINGKATAN KUALITAS PENDIDIKAN

IMPROVED EDUCATION QUALITY
PEMBERDAYAAN KESEHATAN
HEALTH EMPOWERMENT
PENINGKATAN KUALITAS LINGKUNGAN HIDUP

IMPROVED ENVIRONMENT QUALITY
PENINGKATAN INFRASTRUKTUR & PEMBERDAYAAN MASYARAKAT

IMPROVED INFRASTRUCTURE AND COMMUNITY EMPOWERMENT

b) Sejalan dengan kebutuhan riil masyarakat sebagaimana

diatur dalam PerDa Kab. Bojonegoro No.23/2011,
dengan memperhatikan hal-hal seperti:
Proses sosialisasi, membangun komitmen dan kesiapan
pel a ks a na a n s eg ena p p iha k ya ng ter l ib a t;
Persiapan pembentukan Organisasi Masyarakat
Setempat (OMS)/ Community Empowerment &
Community Organizing
c) Diperlukan 2 proses kegiatan utama dan terpisah dalam
pelaksanaannya, yaitu: 1) Proses sosialisasi program
di setiap desa Ring 1 dan 2) proses kegiatan di
masyarakat pada setiap desa ring 1 tersebut.
d) PEPC melakukan evaluasi dan monitoring atas programprogram CSR agar dapat mencapai tujuan yang
ditetapkan, baik dilakukan oleh struktur fungsional CSR
PEPC dan Bappeda.
475
b) In line with the actual community's needs as stipulated

in the Regional Regulation of Bojonegoro regency No.
23/2011, by considering the following matters:
Socialization process, establishes commitment and
readiness of implementation for all parties involved;
Preparation of establishment of Local Community
Organizations/Community Empowerment and
Community Organizing
c) It takes two major with separate activity processes in
its implementation, namely: 1) The process of
socialization program in each Ring 1 villages and 2)
activities process in community in each Ring 1 villages.
d) PEPC evaluates and monitors the CSR programs in
order to achieve the target, both performed by functional
structure of PEPC's CSR and by the Regional
Development Planning Agency
476

Gambar 7.4. Alur Proses Metode Pendekatan CSR Figure 7.4. CSR Approach Method Process Flow
Antisipasi gejolak
sosial ekonomi lokal
(pra constructions)
Anticipation of local
socio-economic unrest
(pre-construction)
Program
Planning &
Implementations
CSR
Strategic Plan
(2014-2018)
DDP Implementation
Program
Koordinasi
Perencanaan
Program CSR
CSR Program
Planning
Coordination
Komunikasi
Interpersonal
Interpersonal
Communication
Community
Empowerment
OMS District
Building
Socialization
Community
Planning
Desa Development
Plan (DDP)
OMS Training
for DDP
Community
Development
Pencairan Dana
Pencairan Dana
Preparation for
Implementations
Pemantauan dampak sosial

Ekonomi (under constructions)
Monitoring on socio-economic
impacts (under construction)

Sosialisasi bersama
Pemda ke Lokasi
Socialization with
Regional Government
to Location
Penentuan
Lokasi Sasaran
Program
Determination of
Program Target
Location
FGDs at Basis
Community
District Pleno for

Election OMS
Member
OMS
Establishment
OMS District
Pleno for DDP
DDP Document
by OMS
DDP Document
Approval
Pendanaan Program
& Kegiatan
Program & Activities
Budgeting
OMS Disbursment
Report
Bappeda Approval
& LPJ OMS at
District Pleno
Pengelolaan pengaduan dari

Stakeholders & Masyarakat
Management of complaints from
stakeholders and community
477
478

BIDANG PROGRAM CSR

CSR PROGRAM SCOPES
Dalam uraian Laporan Tanggung Jawab Sosial Perusahaan

ini, PEPC menyampaikan laporan pelaksanaan kegiatan
yang mencakup 4 bidang laporan, yakni tanggung jawab
perusahaan terhadap:
In the Corporate Social Responsibility Report, PEPC submits

an activity report that includes four fields, namely Corporate
responsibility to:
CSR TERKAIT HUBUNGAN DENGAN LINGKUNGAN HIDUP

CSR IN RESPECT TO THE RELATIONSHIP WITH THE ENVIRONMENT
CSR TERKAIT DENGAN PEMBERDAYAAN MASYARAKAT

CSR RELATED TO COMMUNITY EMPOWERMENT
CSR TERKAIT HUBUNGAN DENGAN KARYAWAN DAN KESEHATAN,

KESELAMATAN, KERJA (K3)
CSR RELATED TO THE RELATION WITH EMPLOYEES AND HEALTH, SAFETY, AND WORK
CSR TERKAIT HUBUNGAN DENGAN PELANGGAN DAN MITRA BISNIS

CSR RELATED TO THE RELATION WITH CUSTOMER AND BUSINESS PARTNERS


CSR ON RELATIONS WITH THE ENVIRONMENT
ACUAN KEBIJAKAN
POLICY REFERENCE
Kegiatan operasional PEPC melibatkan proses fisik lain

yang memberi dampak langsung terhadap lingkungan
sekitar, PEPC berkomitmen untuk berpartisipasi pada upaya
memperbaiki maupun menjaga kelestarian lingkungan baik
secara aktif maupun pasif.
PEPC operational activities involve other physical processes

that have direct impact on the surrounding environment;
PEPC is committed to participate in efforts to improve and
preserve the environment both actively or passively.
PEPC meyakini Implementasi CSR di bidang lingkungan

akan mampu mengeliminasi konflik lingkungan dan sosial
di sekitar perusahaan. Belajar dari kasus-kasus pelanggaran
etika terhadap lingkungan maka menuntut perusahaan
dapat dengan cerdas dan bijak mengelola alam yang
menjadi sumber pamasukan sehingga dapat menghindari
kemungkinan terjadinya kerusakan lingkungan yang
berdampak negatif bagi para warga ataupun komunitas
yang menetap/bertempat tinggal di sekitar area lingkungan
perusahaan.
PEPC believes that the CSR implementation in the domain

of environment will be able to eliminate environmental and
social conflicts around the company. Learning from cases
of ethics violations against the environment demands that
the Company intelligently and wisely manage nature which
constitutes a source of income so as to avoid possible
damage to the environment that have a negative impact
to society or communities who live/reside in the Company's
vicinity.
Dalam implementasi CSR di bidang lingkungan, PEPC

bekerjasama dengan para pemangku kepentingan seperti,
Mobile Cepu Limited (MCL), masyarakat lokal dan
pemerintah daerah untuk memelihara kelestarian lingkungan
sekitar untuk menciptakan lingkungan yang sehat, aman
dan nyaman. Salah satu kebijakan terkait hubungan
lingkungan hidup tercantum dalam komitmen Manajemen
tentang Kesehatan, Keselamatan Kerja dan Lingkungan
tanggal 15 Juni 2010.
In implementing its CSR in the domain of the environment,

PEPC works in cooperation with stakeholders such as
Mobile Cepu Limited (MCL), local communities and local
governments to maintain sustainability of the environment
to create a healthy, safe and comfortable environment. One
of the policies related to living environment relationship is
set forth in the Management commitment on Health, Safety
and Environment dated June 15, 2010.
479
480

PROGRAM KEGIATAN
ACTIVITY PROGRAM
Dalam menjaga keselarasan dan keselamatan bumi, PEPC

berupaya mengembangkan dan menerapkan sistem
pengendalian dampak lingkungan dengan penerapan Sistem
Manajemen HSSE, risk assessment/hazard analysis sejak
awal kegiatan operasi (dimulai sejak penyusunan RKAP,
AFE), studi lingkungan (AMDAL,UKL/UPL), penetapan
prosedur kerja, penetapan standar teknis sesuai regulasi
yang berlaku, dan penerapan sistem manajemen lingkungan.
Adapun terkait dengan potensi dampak buruk atas aktivitas
operasi dan bisnis yang dilakukannya, PEPC melakukan
identifikasi dan kajian termasuk sosialisasi terhadap hal
tersebut serta pengaruhnya di masa sekarang maupun
masa yang akan datang. Sosialisasi dilakukan kepada
semua stakeholder pada setiap akan memulai proyek
dengan menggunakan media komunikasi yang telah
dipersyaratkan oleh peraturan dan perundangan yang
berlaku.
To preserve earth harmony and safety, PEPC strives to

develop and implement a system of environmental impact
control with implementation of the HSSE Management
System, risk assessment/hazard analysis since the
beginning of operations (starting from preparation of RKAP,
AFE), environmental studies (EIA, Environmental
Management and Monitoring Effort), establishment of work
procedures, technical standards stipulation according to
the applicable regulations, and implementation of
environmental management systems. Related to potential
adverse impact on business activities and operations
conducted, PEPC conducts identification and assessment
including dissemination of information on those matters
and its present and future influence. The information is
disseminated to all stakeholders when they will start each
project using communication media required by the
applicable laws and regulations.
Partisipasi aktif tanggung jawab kepada lingkungan

dilaksanakan PEPC selama tahun 2014 melalui gerakan
penghijauan sekitar wilayah operasi maupun lingkungan
sekitar dalam rangka meningkatkan kualitas lingkungan
hidup, antara lain melalui gerakan penghijauan, program
green office, dan pemantauan emisi secara berkala.
Active participation of environmental responsibility was

conducted by PEPC during 2014 through the green
movement around the areas of operations and environment
in order to improve the quality of the environment, including
through green initiatives, green office program, and periodic
emissions monitoring.
PROGRAM
MENABUNG
POHON
TREE SAVING
PROGRAM
Kegiatan menabung pohon atau penghijauan

merupakan alternatif dalam menata dan
memelihara kelestarian lingkungan dalam
rangka mengantisipasi segala bentuk
kerusakan dan pencemaran lingkungan.
Dengan adanya program penghijauan
diharapkan PEPC dapat berpartisipasi dalam
mengurangi gas emisi karbondioksida (CO2)
berbahaya bagi lingkungan yang ditimbulkan
dari kegiatan operasi Perusahaan. Melalui
kegiatan menabung pohon, PEPC dapat
memberikan kontribusi positif akibat dampak
dari musim kemarau yang berkepanjangan di
Bojonegoro yang membuat beberapa wilayah
kecamatan sangat gersang dan mendukung
program pemerintah Daerah untuk
menghijaukan "Bumi Bojonegoro".
Tree saving or reforestation activities are the

alternative in managing and maintaining
environmental sustainability in order to
anticipate any damage and environmental
pollution. By conducting greening program,
PEPC is expected to participate in reducing
emission of carbon dioxide gas (CO2) which is
harmful to the environment arising from the
Company's operations. Through its tree saving
activities, PEPC is able to positively contribute
against the impact of dry spells in Bojonegoro
which makes some districts very arid, and to
support local government programs to turn
"Bojonegoro Earth " green.
Dalam hal aktivitas pelestarian lingkungan

hidup, PEPC melakukan program kegiatan
menabung pohon atau penghijauan di sekitar
wilayah operasi sepanjang jalur pipa PEPC,
melalui penanaman 10.000 bibit pohon
trembesi dan bibit pohon kemiri sunan di
Bojonegoro. Lokasi penghijauan tersebut
mencakup kecamatan Tambakrejo,
Margomulyo, Ngraho, Purwosari, Kalitidu,
Padangan, Kasiman, Kedewan, Ngambon,
Sekar, Bubulan, Ngasem, Temayang, Malo dan
Trucuk.
In terms of environmental conservation

activities, PEPC holds tree saving program or
reforestation activities around its operation
area along PEPC pipeline, by planting 10,000
Albizia Saman seeds and Reutealis Trisperma
seeds in Bojonegoro. Greening Locations are
Tambakrejo, Margomulyo, Ngraho, Purwosari,
Kalitidu, Padangan, Kasiman, Kedewan,
Ngambon, Sekar, Bubulan, Ngasem, Temayang,
Malo and Trucuk Sub District.

Program penghijauan bekerjasama dengan Kodim

0813/Bojonegoro
Kesepakatan penghijauan dalam

menghijaukan bumi
Greening Agreement in
Greening the Earth
Anggaran yang dikeluarkan untuk program penghijauan ini

adalah sebesar Rp130.310.000 untuk mendistribusikan bibit
pohon trembesi dan pohon kemiri ke-15 kecamatan yang
menjadi daerah tujuan penghijauan. Daerah penghijauan
meliputi tempat atau desa: (a) Embung Desa Papringan, (b)
Embung Desa Temayang, (c) Sendang Templek Desa Jono,
(d) Sendang Gileng Wesi Desa Jono, (e) Sendang Dung
Munung Desa Buntalan, (f) Sendang Sumur Bandung Desa
Buntalan.
Penghijauan Embung Desa Papringan

Retention Basin Greening in Papringan
Village
Greening program in cooperation with the District Military

Command 0813/Bojonegoro
Direktur Utama PEPC beserta Dandim 0813 melaksanakan

penanaman pohon trembesi di Embung Blibis, Kec. Purwosari,
Kab. Bojonegoro tanggal 11 September 2014
President Director and Dandim 0813 planted Albizia saman
in Embung Belibis, in the Purwosari subdistrict, Bojonegoro
regency on September 11, 2014
Budget spent for this greening program was Rp130.310.000

to distribute Albizia Saman seeds and Reutealis Trisperma tree
seedlings to 15 subdistricts that were designated as greening
destination. Greening areas include places or villages: (a) at
the retention basin in Papringan Village, (b) retention basin
in Temayang Village, (c) Templek Spring in Jono Village, (d)
Gileng Wesi Spring in Jono Village, (e) Dung Munung Spring
in Buntalan Village, (f) Bandung Sumur Spring in Buntalan
Village.
Penghijauan Embung Desa Temayang

Retention Basin Greening in Temayang
Village
Penghijauan Sendang Templek Desa

Jono Templek Spring Greening in Jono
Village
Program penghijauan bekerjasama dengan Kopassus Solo
The greening program in cooperation with the Special Forces

Command of Solo
Anggaran yang dikeluarkan untuk program penghijauan ini

adalah sebesar Rp126.010.00 untuk mendistribusikan bibit
pohon trembesi dari Solo ke Bojonegoro.
The budget spent for greening program was Rp126,010,000

to distribute Albizia saman seedlings from Solo to Bojonegoro.
481
482

PROGRAM
GREEN
OFFICE
GREEN
OFFICE
PROGRAM
PEPC telah menyusun kebijakan pengelolaan

lingkungan hidup yang ditetapkan dalam
Panduan kebijakan lingkungan hidup NO.A001/PKO.2-08/CP3010/2013-S0. Pada
dasarnya dalam kebijakan tersebut PEPC terus
berupaya dalam meminimalkan dampak
negatif terhadap lingkungan hidup yang
mungkin terjadi akibat adanya aktivitas operasi
perusahaan, serta mendukung kegiatan riset
un t u k mend a pa tk a n meto d e- meto d e
pengelolaan lingkungan hidup yang dapat
diimplementasikan. Pengelolaan lingkungan
hidup di sekitar kantor pusat telah dilakukan
dalam mendukung pengelolaan kantor yang
ramah lingkungan atau green office. Program
green office merupakan bentuk nyata kontribusi
dalam mengelola kantor dengan prinsip ramah
lingkungan, yaitu pihak manajemen kantor
beserta seluruh pekerja berupaya menerapkan
berbagai program penghematan, antara lain
terkait dengan penggunaan kertas, listrik dan
air serta upaya mengelola sampah secara daur
ulang.
PE PC h as develo p ed en viro n men tal

management policies which are stipulated in
the environmental policy manual NO.A001/PKO.2-08/CP3010/2013-S0. The policy
basically sets forth PEPC's efforts to minimize
the negative impact on the environment that
may occur as a result of the company's
operating activities, and to support research
activities to obtain feasible methods of
environmental management. Environmental
management around the central office has
been conducted in supporting environmentally
friendly office management or green office.
Green office program is a real form of
contribution in managing office with
environmentally friendly principles, namely
office management where all employees strive
to implement saving programs, among others,
relating to paper, electricity and water usage
as well as efforts to manage waste recycling.
Selain itu, PEPC juga telah mengimplementasikan paperless system atau program 3R
(Reuse, Reduce & Recycle) yang sejalan dengan
himbauan dari broadcast yang dikeluarkan
oleh PT Pertamina (Persero) selaku pemegang
saham. Paperless system diharapkan dapat
semakin mengefektifkan proses administrasi
dalam mendukung implementasi program
green office di lingkungan perusahaan.
Penerapan green office diharapkan dapat
mendorong cost efficiency yang sejalan dengan
prinsip dan konteks keberlanjutan.
In addition, PEPC has also implemented a

paperless system or 3R program (Reuse,
Reduce and Recycle) in line with appeal from
broadcast issued by PT Pertamina (Persero)
as shareholder. Paperless system is expected
to further optimize administrative processes
in supporting implementation of green office
program in Company environment. The
application of a green office principle is
expected to promote cost efficiency in line
with principles and context of sustainability.
Broadcast Sehat
di tempat Kerja
dalam mendukung
program Green Office
Broadcast of Healthy
Workplace in Support
of the Green Office
Program

Earth Hour merupakan program global yang

diprakarsai oleh World Wide Fund for Nature (WWF)
dalam upaya membantu mengurangi dampak
pemanasan global melalui penghematan pemakaian
listrik. Mulai tahun 2014 ini, melalui fungsi Health
Safety Security Environment (HSSE) PEPC telah
mendukung pelaksanaan Earth Hour 2014 dengan
memadamkan lampu di Gedung Patra Jasa lantai
5, 6, 7 dan 13 pada tanggal 29 Maret 2014, antara
pukul 20.30 sampai 21.30 WIB. Dengan mematikan
lampu-lampu dan alat elektronik yang tidak terpakai
selama 1 jam, artinya bahwa PEPC berkontribusi
nyata terhadap penghematan listrik di Jakarta serta
mendukung program efisiensi energi yang diinisiasi
pemerintah pada pukul 17.00 - 22.00 WIB.
Broadcast Kampanye
Earth Hours
Broadcast of Earth Hour
Campaign
Kegiatan tersebut dilakukan pada 14

September 2014 bersamaan dengan perayaan
HUT PEPC dengan membagikan bibit tanaman
kepada seluruh pekerja di lingkungan
perusahaan antara lain sawo kecik, jambu
kristal dan sirsak ratu.
C
EARTH
HOUR
2014
Earth Hour is a global program initiated by World

Wide Fund for Nature (WWF) in an effort to help
reduce the effects of global warming through
reduction in electricity consumption. Starting in
2014, through the Health Safety Security
Environment (HSSE) function, PEPC has supported
the implementation of Earth Hour 2014 by turning
off the lights on Patra Jasa Building on 5th, 6th, 7th
and 13th floor on March 29, 2014, between 20:30 to
21:30 oclock. By turning off unused lights and
electronic equipment for 1 hour means that PEPC
contributes significantly to save electricity in Jakarta
and to support energy efficiency programs as
initiated by the government, from 17:00 to 22:00
o'clock.
Such activity was carried out on September
14, 2014 in conjunction with the celebration
of PEPC anniversary by distributing plants
seeds to all employees in the company, among
others Manilkara zapota (Sawo Kecik), Psidium
guajava (Jambu Kristal) and Annona Muricata L.
(Sirsak Ratu).
GREEN
CAMPAIGN
2014
Jenis pohon yang ditanam

pada acara Green Campaign
Type of trees planted in Green
Campaign events
483
484

MENEKAN
EMISI GAS
KARBON
(CO2)
REDUCING
CARBON DIOXIDE
(CO2) EMISSION
SERTIFIKASI
LINGKUNGAN
ENVIRONMENT
CERTIFICATION
Sebagai bentuk tanggung jawab sosial dan

lingkungan perusahaan atas pelepasan emisi
gas karbon dari aktifitas operasional yang
dilakukan, PEPC terus berupaya untuk
menekan jumlah emisi karbon dengan
mengendalikan operasional dan meningkatkan
produk ramah lingkungan. Komitmen PEPC
dalam menjaga dan memelihara kelestarian
lingkungan dari pemanasan global, khususnya
pada penanggulangan efek rumah kaca akibat
gas emisi karbon, juga diwujukan dalam bentuk
program penghijauan dengan penanaman
10.000 pohon trembesi sebagai bentuk upaya
mengurangi produksi gas karbon. Selain itu,
fungsi produksi perusahaan juga telah
mengumpulkan data terkait dengan proses
produksi yang menghasilkan emisi gas karbon
untuk selanjutnya dilakukan perhitungan
terhadap data-data tersebut.
As a f orm of corpor at e social and

environmental responsibility for the release of
carbon emissions from operational activities,
PEPC continually strives to reduce the amount
of carbon emissions with operational control
and improve eco-friendly products. PEPC is
committed in maintaining and preserving the
environment from global warming, especially
in prevention of greenhouse effect due to
carbon gas emissions, which is also
implemented in the form of reforestation
program by planting 10,000 Albizia Saman as
an effort to reduce carbon gas production. In
addition, the company production function has
also collected data related to production
processes that produce carbon emissions for
further computation
Secara bertahap PEPC telah menyusun

kebijakan yang terkait dengan pengelolaan
lingkungan dalam bentuk prosedur TKO
maupun TKI sebagai berikut:
Panduan Analisis Mengenai Dampak
Lingkungan (AMDAL)
Ped oman Pema nt au an li ng k u ng an
Pemenuhan hukum HSSE
Waste management (Pengelolaan limbah)
Hazardous area classification
Hazardous material
Oil spil contigency plan (Rencana pengelolaan
tumpahan minyak)
PEPC has gradually developed policies related

to environmental management in the form of
Organizational and Individual Work Procedure
as follows:
Environmental Impact Assessment (EIA)
Manual
Environmental monitoring Guidelines
HSSE law Compliance
Waste Management
Hazardous area classification
Hazardous materials
Oil spill contingency plan
Terkait dengan pengelolaan lingkungan di

wilayah kerja Blok Cepu - Banyu Urip dimana
MC L a d al a h o p e r at o r n ya d i l a k u k a n
sepenuhnya oleh MCL dengan menggunakan
Operation Integrated Management System
(OIMS).
In respect of the environmental management

in the Cepu - Banyu Urip region where MCL is
the operator, the environmental management
is conducted entirely by MCL using the
Integrated Operations Management System
(OIMS).
Adapun pengelolaan lingkungan di wilayah

kerja Jambaran Tiung Biru (JTB) dimana PEPC
ditunjuk sebagai operator dilakuk an
sepenuhnya oleh PEPC. Saat ini, PEPC telah
mendapatkan ijin lingkungan dari Kementerian
Lingkungan Hidup (KLH) dan ditindaklanjuti
dengan monitoring Rencana Pengelolaan
Lingkungan hidup dan Rencana Pemantauan
Lingkungan Hidup (RPL/RPLH). Ke depannya,
PEPC akan terus memenuhi persyaratan dalam
persiapan implementasi sistem manajemen
lingkungan mengacu pada ISO 9001, ISO 14001
dan OHSAS 18001.
As for environmental management in the region

of Jambaran Tiung Biru (JTB) where PEPC is
appointed as the operator, this is conducted
entirely by PEPC. Currently, PEPC has obtained
the environmental permit from the Ministry of
Environment (MOE) and followed up by
monitoring the Environmental Management
Plan and Environmental Monitoring Plan (RPL
/ RPLH). In the future, PEPC will continue to
meet requirements in preparation for the
implementation of environmental management
system based on ISO 9001, ISO 14001 and
OHSAS 18001.

DAMPAK KEUANGAN
FINANCIAL IMPACT
PEPC memandang pelaksanaan program tanggung jawab

sosial perusahaan di bidang lingkungan hidup merupakan
investasi bisnis jangka panjang dalam mendukung
pertumbuhan dan keberlanjutan (sustainability) perusahaan
serta pembangunan berkelanjutan (sustainable development).
Total dana yang dialokasikan untuk kegiatan CSR terkait
hubungan dengan lingkungan hidup di tahun 2014 pada
kegiatan penghijauan, mencapai Rp272.545.000 dengan
rincian sebagai berikut:
PEPC views the implementation of corporate social

responsibility program in the area of environment as a longterm business investment in supporting company's growth
and sustainability as well as constituting sustainable
development. The total fund allocated for CSR activities
related to relationship with the environment in 2014 for
reforestation activities, accounts for Rp272.545.000 broken
down as follows:
Tabel 7.2. Perbandingan Realisasi Dana CSR Terkait Lingkungan Tahun 2013 - 2014
Table 7.2. Comparison of CSR Fund Realization in relation to Environment in 2013-2014
Sumber Dana
Source of Fund
Bidang
Field
2014
(Rp)
2013
(Rp)
CSR PEPC dalam RKAP

PEPC's CSR in RKAP
Lingkungan
Environment
259.320.000
620.461.000
CSR PT Pertamina (Persero) sebagai

alokasi khusus untuk Anak Perusahaan
PT Pertamina (Persero)'s CSR as special
allocation for Subsidiary
Lingkungan
Environment
13.225.000
TOTAL
272.545.000
PEPC menyadari apabila perusahaan mengabaikan

tanggung jawab sosial terhadap lingkungan, maka hal
tersebut dapat mengganggu going concern perusahaan
yang berupa tuntutan dari lingkungan internal maupun
eksternal khususnya pekerja dan masyarakat. Oleh sebab
itu untuk mengantisipasi terganggungnya going concern
perusahaan perlu sikap yang tegas dan komitmen yang
tinggi untuk menjaga hubungan yang baik dan
berkesinambungan terhadap isu isu lingkungan.
TESTIMONI
TESTIMONY
Komandan Kodim 0813 Bojonegoro

Commander of District Military Command 0813
of Bojonegoro
620.461.000
PEPC realizes that if the company ignore social responsibility

towards the environment, it may disrupt the company's
going concern in form of demands from internal and external
circles, especially from employees and the public. Therefore,
in anticipation of disruption on company's going concern,
company needs to demonstrate a strong attitude and
commitment to maintain good and sustainable relationship
on environmental issues.
"Program yang bertemakan 'Hijaukan Bumi Bersama PEPC

Wariskan Atmosfir Sehat Untuk Generasi Penerus Bangsa'
melalui penanaman 10.000 pohon trembesi dalam mendukung
kelestarian lingkungan bekerjasama dengan Kodim 0813
bukanlah yang pertama. Jenis pohon trembesi sangat bagus
karena dapat menyerap CO2 puluhan kali dibandingkan pohon
biasa, yaitu 28,5 ton CO2 setiap tahunnya, ujar komandan Kodim
0813 Bojonegoro, Letkol Arhanut Sjahrir Ridjadi di sela-sela
penanaman pohon, Kamis (11/09/2014). ".
The program themed 'Greening the Earth with PEPC, Inherit
Healthy Atmosphere For the Next Generation' by planting 10,000
Albizia saman in supporting environmental sustainability in
cooperation with the District Military Command 0813 is not the
first time. Albizia saman is great because it can absorb CO2 tens
of times compared to ordinary trees, which is 28.5 tons of CO2
annually, said Bojonegoro's 0813 military district commander,
Lt. Col. Arhanut Sjahrir Ridjadi in tree planting events, Thursday
(09/11/2014). ".
485
486
CSR TERKAIT DENGAN PENGEMBANGAN

SOSIAL DAN KEMASYARAKATAN
CSR ON SOCIAL AND COMMUNITY DEVELOPMENT
ACUAN KEBIJAKAN
POLICY REFERENCE
Sebagai bagian dari masyarakat, PEPC berusaha untuk

menyelaraskan kegiatan usahanya dengan memperhatikan
kepentingan masyarakat sekitar. Salah satunya, dilakukan
melalui program pengembangan dan pemberdayaan
masyarakat menuju masyarakat yang mandiri dan sejahtera.
Hal tersebut sejalan dengan 4 Pilar CSR PEPC, yaitu:
Pilar 1 - peningkatan kualitas pendidikan; Pilar 2 pemberdayaan kesehatan; Pilar 3 - peningkatan kualitas
lingkungan dan Pilar 4 - peningkatan infrastruktur &
pemberdayaan masyarakat.
As part of the community, PEPC strives to align its

operations with due regard to the interest of the local
community. One such interest is carried out through
program development and community empowerment
towards an independent and prosperous society. This is in
line with the 4 Pillars of PEPC CSR, namely: Pillar 1 improving education quality; Pillar 2 - empowering health;
Pillar 3 - environmental quality improvement and Pillar 4 improving infrastructure and community empowerment.
Acuan pokok kebijakan dalam implementasi CSR terkait

pemberdayaan masyarakat adalah Pedoman CSR No. A001/N 00040/ 2013- S9 ya ng dil a kuka n deng a n
memperhatikan kepatutan dan kewajaran.
The main policy reference in the implementation of CSR

related to community development is CSR Guidelines No.
A-001/N00040/2013-S9 which is conducted by taking into
consideration the values of decency and fairness.

PROGRAM KEGIATAN
ACTIVITY PROGRAM
Pada tahun 2014, PEPC telah melakukan berbagai kegiatan

CSR terkait dengan pengembangan sosial dan
kemasyarakatan yang merupakan wujud partisipasi dan
dukungan Perusahaan dalam meningkatkan kualitas
kehidupan masyarakat sekitar menjadi lebih baik terutama
terkait aspek pendidikan, kesehatan dan peningkatan
infrastruktur. Uraian CSR terkait dengan pengembangan
sosial dan kemasyarakatan dijelaskan selengkapnya pada
Laporan Keberlanjutan tahun 2014.
In 2014, PEPC has conducted various CSR activities related

to social and community development that reflects
Company's participation and support in improving the better
quality for surrounding community, especially related to
aspects of education, health and infrastructure
improvements. Description of CSR related to social and
community development is described further in the
Sustainability Report 2014.
Membangun Hubungan dengan Masyarakat
Establishing Relation with Community
Dalam rangka meningkatkan hubungan dengan masyarakat

sekitar, sejak tahun 2014, PEPC melakukan Program
Community Info Board (Papan Informasi) yang dipasang di
desa dan kecamatan, untuk mempermudah warga
mendapatkan akses informasi terkait Perusahaan.
Implementasi Program Community Info Board dilakukan
mulai dari sosialisasi program kepada pihak-pihak yang
berkepentingan, pengadaan dan pemasangan, serah terima
program di desa dan kecamatan tujuan serta pelaporannya.
In order to improve relation with the surrounding community,

since 2014, PEPC has been conducting Community Info
Board (Information Board) Program installed in villages and
districts, to facilitate community to have access to
information related to the Company. Implementation of
Community Info Board Program is conducted starting from
program socialization to related parties, procurement and
installation, program handover to the villages and district
as well as its reporting.
Peningkatan Kualitas Pendidikan
Education Quality Improvement
Pendidikan merupakan hal yang sangat penting dan tidak

dapat lepas dari kehidupan setiap orang. Dalam menjalin
sinergi dengan masyarakat, PEPC mendukung berbagai
kegiatan di bidang pendidikan melalui pelaksanaan
sponsorship selama tahun 2014 meliputi:
Sponsorship dalam acara Petro Gas Days (PGD) 2014
yang diselenggarakan oleh Ikatan Mahasiswa Teknik
Kimia Universitas Indonesia
Sponsorship kepada Institut Teknologi Bandung dalam
acara Grand Prix Marching Band (GPMB) 2014
Sponsorship acara International Geology Student Festival
(IGSFi) yang diselenggarakan oleh Himpunan Mahasiswa
Teknik Geologi (HMTG) ITB tanggal 24 - 28 November
2014
Sponsorship acara Farmers on Campus Universitas Gajah
Mada
Sponsorship acara Petroleum Festival 2014 yang
diadakan oleh Departemen Teknik Kimia Universitas
Indonesia
Sponsorship Acara Diskusi Panel Univ. Trisakti dalam
rangka menyambut Dies Nalatis Univ. Trisakti dengan
Tema diskusi" Transformasi Budaya Korporasi Melalui
Good Corporate Governance"
Sponsorship seminar dan workshop yang diadakan oleh
Asian Law Students Association (ALSA) Local Chapter
Univ. Diponegoro Semarang dengan tema " Implikasi UU
Pertambangan Mineral dan Batubara Terhadap Investasi
Pertambangan di Indonesia"
Education is very important and an integral part of every

person life. In establishing synergy with the community,
PEPC supports various activities in the field of education
through implementation of sponsorship in 2014 including:
Sponsorship for Petro Gas Days (PGD) event in 2014
organized by the Association of Chemical Engineering
Students, University of Indonesia
Sponsorship for Bandung Institute of Technology in
Marching Band Grand Prix (GPMB) in 2014
Sponsorship for International Geology Student Festival
(IGSFi) organized by Association of Engineering Geology
Students (HMTG) at Bandung Institute of Technology
on November 24 - 28, 2014
Sponsorship for Farmers on Campus event at University
of Gajah Mada
Sponsorship for Petroleum Festival 2014 event organized
by the Department of Chemical Engineering, University
of Indonesia
Sponsorship for Panel Discussion Event at Trisakti
University to celebrate the anniversary of Trisakti
University with discussion theme "Transforming
Corporate Culture Through Good Corporate Governance"
Sponsorship for seminars and workshops organized by
the Asian Law Students Association (ALSA) Local Chapter
at Diponegoro University with the theme "Implications
of Mineral and Coal Law Against Mining Investment in
Indonesia"
487
488
CSR TERKAIT DENGAN PENGEMBANGAN SOSIAL DAN KEMASYARAKATAN

CSR ON SOCIAL AND COMMUNITY DEVELOPMENT
Pemberdayaan Kesehatan
Health Empowerment
Program peningkatan kualitas kesehatan masyarakat

melalui akses air bersih (pembuatan sumur artesis)
Public health quality improvement program through

access to clean water (artesian wells)
"Empat desa yang mengalami krisis air bersih, yakni Desa Kuniran,
Kaliombo, Tinumpuk dan Donan telah mendapatkan bantuan air bersih
dari PEPC secara bertahap, ucap Bambang Supriyanto. Kami sampaikan
terima kasih atas bantuan tersebut. Ke depannya, diharapkan PEPC
dapat juga ikut membantu mencarikan sumber mata air di wilayah
Purwosari dengan membuat sumur bor yang diangkat ke torn dan
selanjutnya dibagikan ke masyarakat".
TESTIMONI/
OPINI
"Four villages experiencing clean water crisis, namely the Kuniran,

Kaliombo, Tinumpuk and Donan Village have been receiving clean water
assistance from PEPC gradually, said Bambang Supriyanto. We express
our thanks for the assistance. In the future, it is expected that PEPC
can also help us find water sourcesin the Purwosari by constructing
artesian wells and subsequently distribution to the public ".
TESTIMONIAL/
OPINION
Camat Purwosari, Bambang Supriyanto

Warga Penerima Manfaat Akses Air Bersih
Head of Purwosari Sub-district,
Bambang Supriyanto - Beneficiary resident
of Access to Clean Water)
Peningkatan Infrastruktur & Pemberdayaan

Masyarakat
Infrastructure Improvement & Community

Empowerment
Program peningkatan kualitas pengrajin sandang di

Bojonegoro (batik)
Pengembangan industri kreatif batik menjadi hal penting
dalam pembangunan Kabupaten Bojonegoro ke
depannya. Melalui peningkatan kegiatan industri kreatif
ini, PEPC berupaya mendorong peningkatan kemampuan
teknis produksi batik Bojonegoro sekaligus meningkatkan
kreativitas desain batik cap. Implementasi program
dilakukan mulai dari pembekalan diklat dalam hal teknik
membuat batik cap, melakukan manajemen usaha,
penyiapan bahan, alat dan tempat produksi termasuk
pemasaran produk batik yang dihasilkan dan strategi
keberlanjutan usahanya.
Program to improve quality of clothing craftsman in

Bojonegoro (batik)
The development of batik creative industries becomes
important in the future development of Bojonegoro.
Through increased activities of these creative industries,
PEPC strives to encourage improvement in technical
production capabilities as well as enhance design
creativity of Bojonegoro's stamp batik. Implementation
of the program is conducted from the training provision
in terms of stamp batik production techniques, conduct
business management, preparation of materials, tools
and production areas including marketing of batik
products produced as well as business sustainability
strategy.
Program pelatihan industri migas (sertifikasi)

PEPC bekerjasama dengan lembaga professional yang
mempunyai keahlian/sertifikasi di bidang migas dan
akan berkoordinasi dengan Dinas Tenaga Kerja
Transmigrasi dan Sosial (Diskertransos) Kabupaten
Bojonegoro untuk melakukan pelatihan migas antara
lain berupa Pelatihan Scaffolding, Juru Ikat Beban (Rigger),
Crane Mobile dan Pipe Fitter.
Oil and gas industry training program (certification)

PEPC in collaboration with qualified/certified professional
agencies in the field of oil and gas, will coordinate with
the Department of Manpower, Transmigration and Social
Affairs (Diskertransos) Bojonegoro to conduct oil and
gas training among others in the areas of Scaffolding,
Rigger, Crane Mobile and Pipe Fitter Training.

Program peningkatan akses air bersih

Sebagai bentuk kepedulian terhadap masalah kekeringan
yang terjadi pada 18 Kecamatan di selatan Kabupaten
Bojonegoro, PEPC melakukan Program Peningkatan
Akses Air Bersih yang lokasinya berdekatan dengan
Wilayah Kerja Blok Cepu dan Proyek Pengembangan
Gas Lapangan Unitisasi Jambaran-Tiung Biru.
Perusahaan bekerja sama dengan mitra kerja lokal dalam
melaksanakan pembangunan akses air bersih di atas
sesuai amanat Perda Kabupaten Bojonegoro No.23
Tahun 2011.
Improved access to clean water program

As a form of concern for the drought occurring in the 18
Sub-Districts in the South Bojonegoro, PEPC organized
the Improved Access to Clean Water Program, which
are located adjacent to the Work Area of Cepu Block and
Gas Development Project of Jambaran-TiungBiru
Fieldunitization. The company worked closely with local
partners in carrying out the construction of access to
clean water as stipulated by the Bojonegoro Regional
Regulation No.23 of 2011.
Bantuan pembangunan Madrasah Islam Terpadu

Madinatul Qur'an Desa Gunungsari, Kecamatan Baureno
Kabupaten Bojonegoro
Construction assistance of Integrated Islamic Madrasah

of Madinatul Qur'an in Gunungsari Village, Baureno
Sub-district,Bojonegoro Regency
Renovasi mesjid dan musholla
Renovation of mosques and musholla
Kegiatan Lainnya
Pemberian 500 paket sembako untuk masyarakat Palang
- Tuban
Syukuran dan buka puasa seluruh Anak Perusahaan
Pertamina dengan 10.000 anak yatim bersama Wakil
Presiden RI tahun 2014
Santunan untuk anak yatim dan bantuan untuk
pelaksanaan acara buka puasa bersama anak yatim di
mesjid Bilabong Blok G2
Santunan untuk anak yatim piatu dan bantuan untuk
acara buka puasa bersama Remaja Islam RW. 04
Kuningan Barat
Bantuan banjir untuk masyarakat di pengungsian di
bawah jembatan layang Kalibata Posko STIKES Binawan,
Jakarta Timur
Other Activities
Distribution of 500 food packages to Palang residents
-Tuban
Celebration and breaking the fast with all Pertamina's
subsidiaries, 10,000 orphans and the Indonesian Vice
President in 2014
Donation for orphans and assistance for implementation
of breaking the fast event with orphans in Bilabong
mosques, Block G2
Donation for orphans and assistance for breaking the
fast with Islamic Youth of Ward. West Kuningan
Flood assistance for communities in evacuation under
the Kalibata overpass, STIKES Binawan Post, East
Jakarta
489
490
elain itu, PEPC juga aktif berpartisipasi dalam perayaan hari

besar baik hari besar yang bersifat nasional, keagamaan
maupun kedaerahan (lokal), antara lain:
Bantuan untuk BLH Bojonegoro dalam rangka
memperingati Hari Lingkungan Hidup tahun 2014
Sumbangan PEPC untuk Hari Raya Idul Qurban berupa
15 ekor sapi dan 1 ekor kambing untuk desa-desa yang
berada di Kabupaten Bojonegoro dan Blora serta
diserahkan juga ke Panitia Hari Besar Islam Bojonegoro
dan Blora
Partisipasi PEPC dalam Upacara adat GREBEG
JONEGARAN dalam memperingati HUT Bojonegoro
yang ke-337
Sponsorship acara peringatan Hari Jadi Propinsi Jawa
Timur yang ke-69 oleh Bakorwil Bojonegoro dengan
pembelian 3 buah sepeda.
In addition, PEPC also actively participated in the holiday

celebration including major national, religious and regional
(local) ones, among others:
Assistance for Environmental Agency of Bojonegoro in
commemoration of the World Environment Day 2014
PEPC Donations of 15 cows and 1 goat for Eid Qurban
to villages in Bojonegoro and Blora and also donated to
Islamic Holiday Committee of Bojonegoro and Blora
PEPC Participation in traditional ceremony "GREBEG
JONEGARAN" to commemorate Bojonegoro's 337 th
anniversary.
Sponsorship for commemoration of the East Java
province's 69th anniversary, by governmental regional
coordination board of Bojonegoro with the purchase of
3 bicycles.
DAMPAK KEUANGAN
FINANCIAL IMPACT
Pengembangan sosial kemasyarakatan merupakan salah

satu hal yang memiliki peranan yang penting dalam hal
keberlangsungan hidup suatu perusahaan. PEPC menyadari
apabila perusahaan mengabaikan tanggung jawab
sosialnya, maka hal tersebut dapat mengganggu going
concern perusahaan, berupa tuntutan dari lingkungan
internal maupun eksternal perusahaan. PEPC berkeyakinan
bahwa implementasi CSR terkait pengembangan sosial
dan kemasyarakatan yang efektif dapat memperkuat atau
meningkatkan akumulasi modal sosial berupa kepercayaan,
kebersamaan, hubungan yang harmonis, dan sinergi sosial
yang kelak mempengaruhi kelangsungan usaha perusahaan
dalam jangka panjang. PEPC percaya bahwa biaya yang
dikeluarkan untuk program-program CSR merupakan
investasi perusahaan untuk memupuk modal sosial dalam
jangka panjang.
Social development is a matter that has significant role in

the survival of a company. PEPC realizes if Company ignores
social responsibility, it can disrupt the company's going
concern, in the form of demands from the internal and
external circles. PEPC believes that the implementation of
CSR related to effective social and community development
can strengthen or increase accumulation of social capital
such as trust, togetherness, harmonious relationships, and
social synergy that would affect the company's sustainability
in the long term. PEPC believes that costs incurred for CSR
programs and other programs are a company's investment
to foster social capital in the long run.

CSR TERKAIT HUBUNGAN DENGAN PEKERJA DAN K3

CSR ON RELATIONS WITH EMPLOYEES AND
OCCUPATIONAL HEALTH AND SAFETY (OHS)
ACUAN KEBIJAKAN
POLICY REFERENCE
Bagi PEPC, pekerja merupakan aset yang mendukung

kelangsungan usaha Perusahaan, sehingga hubungan
dengan pekerja serta aspek keselamatan dan kesehatan
kerja pekerja menjadi prioritas Perusahaan. Uraian mengenai
pelaksanaan tanggung jawab perusahaan terhadap pekerja
dalam aspek ketenagakerjaan dan K3 dapat dilihat pada
sub bab "Tinjauan Operasional-Pengelolaan Sumber Daya
Manusia" dan sub bab Keselamatan Kesehatan Keamanan
Lingkungan yang Berkelanjutan.
For PEPC, employees are assets that support ongoing

operations of Company, so that relationship with employees
as well as aspects of occupational safety and employees'
health is Company priority. Description regarding
implementation of corporate responsibility towards
employees in employment aspects and Health, Occupational
Safety (K3) can be seen in the "Operations Review - Human
Resources Management" section and sub-section of
Sustainable Environmental Safety, Health, and Security.
Dalam mengelola tanggung jawab perusahaan terhadap

pekerja, PEPC berpedoman pada Peraturan Perusahaan,
kebijakan kepekerjaan, Code of Conduct dalam Surat
Keputusan No.Kpts-25/CP0000/2013-SO dan Pedoman
Tata Kelola Perusahaan. Perhatian PEPC terhadap
kesejahteraan, keselamatan, pengembangan dan kepuasan
pekerja termasuk dalam aktivitas CSR yang menjadi
tanggung jawab Perusahaan.
In managing corporate responsibility towards employees,

PEPC is guided by Company Regulations, Employment
policies, Code of Conduct in the Decree No.Kpts25/CP0000/2013-SO and Code of Corporate Governance.
PEPC attention to welfare, safety, development and
employee satisfaction are included in the CSR activities
which are Company responsibilities.
Sedangkan terkait kebijakan kesehatan dan keselamatan

kerja karyawan mengacu pada Peraturan Pemerintah
Republik Indonesia No 50 Tahun 2012 tentang Sistem
Manajemen Keselamatan dan Kesehatan Kerja, kebijakan
Sistem Manajemen Keselamatan dan Kesehatan Kerja
(SMK3) PT Pertamina (Persero) dan Komitmen Manajemen
tentang Kesehatan, Keselamatan Kerja dan Lindungan
Lingkungan tanggal 15 Juni 2010. Komitmen PEPC dalam
aspek kesehatan, keselamatan kerja (K3) dan lingkungan
meliputi hal sebagai berikut:
Employees' health and safety policy refers to Indonesian

Government Regulation No. 50 of 2012 on Occupational
Safety and Health Management System, and Occupational
Safety and Health Management System (SMK3) policy of
PT Pertamina (Persero) as well as Management
Commitment on Health, Occupational Safety and
Environmental Protection dated June 15, 2010.
PEPC'scommitment in aspects of health, occupational
safety (K3) and environment is illustrated in the following
charts:
491
492
CSR ON RELATIONS WITH EMPLOYEES AND OCCUPATIONAL HEALTH AND SAFETY (OHS)
Memberikan prioritas dalam aspek K3 dan lingkungan

di wilayah kerja, kantor dan lokasi terkait lainnya
Providing in health, occupational safety and

environmental aspects in work area, office and other
related locations
Mengidentifikasi potensi bahaya dan mengurangi

risiko untuk mencegah terjadinya insiden.
Identifying potential hazards and reduce risks to prevent

incidents.
Menggunakan teknologi terbaik untuk mengurangi

dampak dari kegiatan operasi terhadap manusia,
aset dan lingkungan di wilayah kerja tersebut.
Using the best technology to mitigate impact of

operations on humans, assets and environment in the
work area.
Menjadikan kinerja K3 dan lingkungan dalam penilaian

dan penghargaan terhadap semua karyawan PEPC.
Creating health, occupational safety and environmental

peformance in assessment and award for PEPC employees.
Meningkatkan kesadaran dan kompetensi pekerja agar

dapat melaksanakan pekerjaan dengan benar, aman,
efisien dan efektif.
Improving awareness and competence of workers in

order to carry out work properly, safely, efficiently and
effectively.
Menciptakan dan memelihara harmonisasi hubungan

Creating an maintaining relations harmonization with
dengan pemangku kepentingan (stakeholders) di sekitar stakeholders around business activities to establish a
kegiatan usaha untuk membangun kemitraan
partnership of mutual trust and mutual benefit.
yang saling percaya dan menguntungkan.
KINERJA HSSE TAHUN 2014

HSSE PERFORMANCE IN 2014
No
Item
2013
2014
Kumulatif
Cummulative
(2006-2014)
Keterangan Remarks
Fatality
Tidak ada kejadian Fatality selama No fatalities throughout 2014

Tahun 2014
TRIR (Total Recordable Incident Rate)
KPI = 1,03
KPI = 1.03
Jumlah Kecelakaan kerja yang

menyebabkan hari kerja hilang :
Number of occupational accident that
causes lost workday:
# Fatal
# Berat Heavy
# Sedang Medium
0
0
0
0
0
0
0
0
0
NOA (Number Of Accident)
KPI = 0
KPI = 0
NOMOS (Number Of Major Oil Spill)
Pencemaran > 15 barel Minyak
Pollution > 15 barrels of oil
Safety Man Hours
Kumulatif :
MCL Banyu Urip = 57.553.112
MCL (Drilling, BTPO & Office Site)
= 18.176.573
Cumulative:
MCL Banyu Urip = 57,553,112
MCL (Drilling, BTPO & Office Site)
= 18,176,573
HSSE Meeting
50
50
227
Dilakukan secara berkala (Weekly) Periodically conducted (Weekly)
MWT (Management Walk Through)
10
34
MWT di Fasilitas Penyaluran

Minyak Mentah Banyu Urip
di Mudi
624,196 918,906
3,931,368
PEPC terus mengelola kinerja K3 dan lingkungan yang pada

akhirnya mencapai prestasi dan pengakuan baik dari internal
grup Pertamina maupun secara nasional dari Kementerian
Tenaga Kerja dan Transmigrasi, yaitu:
1) Penghargaan Kecelakaan Nihil Tingkat Nasional dari
Kementerian Tenaga Kerja dan Transmigrasi pada 26
Mei 2014. Jam Kerja tanpa Kecelakaan yang dicapai
sampai dengan bulan Desember tahun 2013 adalah
2.914.905 jam kerja aman.
2) Penghargaan The Best Upstream HSSE and Housekeeping
Standard 2014 dari Direktorat Hulu PT Pertamina
(Persero) yang diberikan pada 20 November 2014
bersamaan dengan Acara Annual Hulu Day.
MWT in Banyu Urip Crude Oil

Distribution Facilities in Mudi
PEPC strives to manage performance of Health,

Occupational Safety and Environment which ultimately
achieve better performance and recognition from the internal
group of Pertamina and nationally from the Ministry of
Manpower and Transmigration, namely:
1) Zero Accident National Level Award from the Ministry
of Manpower and Transmigration on May 26, 2014.
Hours without Accidents achieved until December of
2013 is 2,914,905 hours of safe work.
2) "The Best Upstream HSSE and Housekeeping Standard
2014" Award from Directorate of Upstream of PT
Pertamina (Persero) handed on November 20,2014 in
conjunction with Upstream Day Annual Event.

3) Penghargaan "The Best Upstream HSSE and Housekeeping

Standard" diberikan kepada PEPC karena dapat
memenuhi 7 Aspek Fundamental HSSE PT Pertamina
(Persero) Direktorat Hulu.
3) "The Best Upstream HSSE and Housekeeping Standards"

Award handed to PEPC because it can meet the 7 HSSE
Fundamental Aspects of Directorate of Upstream of
PROGRAM KEGIATAN
ACTIVITY PROGRAM
Dalam hal praktek ketenagakerjaan, PEPC memberikan

perhatian terhadap penghormatan terhadap hak-hak azasi
manusia dan mengakui keberagaman, kesetaraan dan
peluang yang sama tanpa membedakan ras, suku, agama
dan jenis kelamin pekerja, pemberian imbal jasa yang
bersaing dengan perusahaan sejenis, peningkatan
kompetensi dan profesionalisme melalui training dan
pengembangan lainnya.
In terms of employment practices, PEPC gives due attention

to respect for human rights and recognize diversity, equality
and equal opportunities regardless of race, ethnicity, religion
and the gender of the workers, giving competitive
compensation compared to similar companies, improving
the competence and professionalism through training and
other development.
Sepanjang tahun 2014 bentuk kegiatan terkait CSR terhadap

pekerja dilakukan dengan menciptakan lingkungan kerja
yang aman, nyaman dan kondusif melalui kegiatan sebagai
berikut:
Throughout 2014, CSR-related activities towards workers

were carried out by creating safe, comfortable and conducive
work environment through the following activities:
Peningkatan Kesejahteraan Pekerja
Improving Employee's Welfare
Program kesejahteraan bagi pekerja PEPC

diimplementasikan melalui kenaikan gaji pekerja secara
berkala, kenaikan tunjangan, pemberian bonus, promosi
kenaikan peringkat dan jabatan serta memberikan
penghargaan pekerja berprestasi. PEPC memberikan
remunerasi kepada pekerja berdasarkan penilaian kinerja
yang dicapai oleh pekerja berupa gaji pokok, tunjangan,
dan penerimaan lainnya yang disyaratkan oleh Peraturan
Perusahaan dan ketentuan perundang-undangan yang
berlaku. Adapun terkait dengan pemberian penghargaan,
PEPC menerapkan reward consequency system yang
bertujuan untuk memotivasi, mengikat dan memaksimalkan
kontribusi setiap pekerja kepada Perusahaan sekaligus
mengapresiasi pekerja sesuai kontribusinya. Selama
tahun 2014, PEPC telah memberikan penghargaan kepada
pekerjanya yang memiliki kinerja yang tinggi.
Welfare program for PEPC employees is implemented

through regular employee salary raise, allowance raise,
present bonus, rank and position promotions and award
for outstanding employees. PEPC provides remuneration
to employees based on assessment of performance
achieved by employees in the form of basic salary,
allowances, and other receipts required by Company's
Regulations and provisions of the applicable legislation.
With respect to awards, PEPC implements a reward
consequence system that aims to motivate, bind and
maximize the contribution of each employee to Company
as well as appreciate appropriate employee contribution.
During 2014, PEPC granted awards to outstanding
employees.
493
494
Pengembangan Pekerja Berkelanjutan
Sustainability Employee Development
PEPC secara konsisten berupaya mengembangkan

kompetensi pekerja melalui berbagai program pendidikan
dan pelatihan, training, maupun studi banding. Program
pengembangan SDM dilakukan melalui pendidikan karir,
pendidikan profesi, ketrampilan, pendidikan sertifikasi
keahlian, pendidikan manajerial, serta berbagai kursus,
latihan, penataran, seminar, lokakarya serta pelatihan
manajemen dan teknis yang disesuaikan dengan kebutuhan
Perusahaan. Berbagai program pengembangan ini
dilaksanakan secara in-house training maupun di lembaga
pendidikan/pelatihan luar.
PEPC consistently strives to develop employee competence

through education and training programs, training, as well
as comparative studies. The HR development program is
conducted through career education, professional education,
skills, expertise certification education, managerial education,
as well as a variety of courses, training, upgrading, seminars,
workshops and technical and management training adjusted
to Company's needs. Development programs are in-house
training as well as organized in educational institutions/
outside training.
Selain itu, pada tahun 2014, PEPC telah melaksanakan

forum Knowledge Management (KOMET) sebanyak 25 kali,
dengan narasumber yang berasal dari beragam fungsi dan
keahlian, sehingga tercipta sharing yang bermanfaat untuk
para pekerja dalam melakukan improvement untuk
menyelesaikan pekerjaan sehari-hari. Secara berkelanjutan,
realisasi anggaran untuk program pengembangan SDM
selama tahun 2014 meningkat 2,01% menjadi sebesar
Rp3,624 miliar yang diberikan kepada 164 pekerja dengan
total hari pelatihan selama 684 hari.
Additionally, in 2014, PEPC has held Knowledge

Management (KOMET) forum 25 times, with speakers from
various functions and expertise, to create useful sharing
for employees to improve their daily work. Sustainably,
budget realization for human resources development
program throughout 2014 increased by 2.01% to Rp3,624
billion distributed to 164 workers in 684 training days in
total.
TOTAL PEKERJA
164
TOTAL EMPLOYEES
REALISASI BIAYA
COST REALIZATION
3,624
Rp.
JUMLAH HARI PELATIHAN
684
2014
NUMBER OF TRAINING DAYS
MILIAR BILLION
Tingkat Turnover Pekerja
Level of Employee Turnover
Berbagai upaya dilakukan PPEC dalam menjaga suasana

lingkungan kerja yang kondusif agar para pekerja merasa
aman dan nyaman. Berikut adalah tabel turnover pekerja
PEPC dalam dua tahun terakhir:
Various attempts are made by PPEC in maintaining

conducive work environment atmosphere for employees
to feel safe and comfortable. Following is a table of PEPC
employee turnover in the last two years:

Tabel 7.3. Tingkat Turnover Pekerja PEPC Tahun 2014 Table 7.3. PEPC Employee Turnover in 2014
Penyebab Penyebab
2013
2014
Pensiun
Retirement
Meninggal Dunia
Death
Diberhentikan
Termination of Employement
Mengundurkan Diri
Resignation
Jumlah Pekerja Aktif
Number of Active Employees
Tingkat turnover pekerja PEPC pada tahun 2014 adalah

sebesar 0,94%, artinya rendahnya tingkat turnover
menunjukkan bahwa perusahaan cukup dapat menyediakan
lingkungan kerja yang kondusif bagi para pekerja. Selain
itu, PEPC juga terus meningkatkan keterikatan pekerja
antara lain dengan kegiatan seperti melakukan survei
kepuasan pekerja melalui kegiatan Theme O Meter Survey,
benchmarking remunerasi di bidang industri migas dan
berbagai program lainnya.
PEPC employee turnover rate in 2014 was 0.94%, meaning

that the low turnover rate indicated that company could
reasonably provide conducive work environment for
employees. In addition, PEPC also strives to improve
employees' attachment, among others, with activities such
as employee's satisfaction survey through Theme O Survey
Meter, remuneration benchmarking in the field of oil and
gas industry and various other programs
Program Pengaduan Pekerja
Employee Complaint Program
Dalam rangka memberikan perlindungan bagi pekerja dalam

melaksanakan tugas dan tanggung jawabnya secara efektif,
PEPC menyediakan saluran pengaduan bagi pekerja dalam
berhubungan dengan perusahaan untuk menjamin
terselenggarannya mekanisme penyelesaian pengaduan
secara efektif dalam jangka waktu yang memadai.
Mekanisme penyampaian keluhan pekerja dilakukan sebagai
berikut:
In order to provide protection for employees in the effective

discharge of their duties and responsibilities, PEPC provides
a grievance procedure for employees in connecting with
the company to ensure implementation of effective
complaint resolution mechanisms within a reasonable time.
Employee grievance procedure is performed as follows:
Gambar 7.5. Skema Program Pengaduan Pekerja Figure 7.5. Scheme of Employee Complaint Program
1
5
Pekerja menyampaikan
keluhannya kepada atasan
langsung untuk diselesaikan
secara musyawarah dan mufakat
Employee submits his/hers complaint
to direct supervisor to be resolved by
deliberation
Penyelesaian keluhan
secara tertulis tingkat
akhir paling lama 7
(tujuh) hari kerja
Final level written

complaint is to be resolved
no later than 7 (seven)
working days
Apabila dalam waktu 7 (tujuh) hari kerja upaya

penyelesaian keluhan belum dapat
diselesaikan, maka pekerja dapat meneruskan
keluhannya secara tertulis secara bertingkat
If within 7 (seven) working days complaint resolution
efforts can no be resolved, then employees can submit
the complaint in written form by tier level
secara tertulis tingkat II
jika diperlukan dengan
tembusan kepada Fungsi
SDM paling lama 7
(tujuh) hari kerja
2nd level written complaint

if necessary with a copy to
HR function is to be resolved
no later than 7 (seven)
working days
secara tertulis tingkat
I paling lama 7 (tujuh)
hari kerja
First level written
complaints is to be
resolved no later than 7
(seven) working days
495
496
Selama tahun 2014, tidak terdapat pengaduan tentang

praktik ketenagakerjaan maupun pelanggaran hak asasi
manusia.
During 2014, there were no complaints regarding

employment practices and human rights violations
Program Survei Kepuasan Pekerja
Employee's Satisfaction Survey Program
Dalam sebuah organisasi, kepuasan kerja secara

menyeluruh merupakan hal yang penting. Kepuasan pekerja
menjadi syarat dalam meningkatkan produktifitas, tanggung
jawab, kualitas, loyalitas dan pelayanan kepada pelanggan.
In an organization, overall job satisfaction is important.

Employee's satisfaction is a requirement to increase
productivity, responsibility, quality, loyalty and service to
customers.
Untuk memastikan pemenuhan persyaratan dan harapan

utama pekerja, PEPC melakukan juga Survei kepuasan
pekerja dengan berpedoman pada TKO Employee Opinion
Survey (EOS) PEPC No: B-8/PEPC1000/2010-S0. Hasil
survey EOS tersebut memastikan seberapa baik PEPC
memenuhi persyaratan dan harapan pekerja untuk
pengembangan karir, kesejahteraan, serta kemanan dan
keselamatan lingkungan pekerja.
To ensure compliance with requirements and main

expectations of employees, PEPC conducts employee's
satisfaction survey pursuant to Organizational Work
Procedure of PEPC Employee Opinion Survey (EOS) No: B8/PEPC1000/2010-S0. EOS results validate how well PEPC
meets the requirements and expectations of employees
for career development, welfare, as well as employees'
security and environmental safety.
PEPC mengelola sistem manajemen kinerja untuk

meningkatkan keterlibatan dan komitmen Pekerja terhadap
penugasan untuk memastikan keteterlibatan dan komitmen
pekerja, dengan pendekatan sistematis yang didahului
dengan survey "Employee Opinion Survey" setiap tahun yang
dibedakan untuk setiap kelompok dan segmen pekerja.
Hasil survey kepuasan terhadap berbagai aspek. Hasil
temuan dari Employee Opinion Survey kemudian dianalisis
keterkaitannya dengan hasil utama PEPC. Berdasarkan
analisis tersebut kemudian dialukan identifikasi prioritas
perbaikan komitmen penugasan pekerja maupun hasil
bisnis.
PEPC manages performance management system to

improve employees' involvement and commitment to
assignment to ensure employees' involvement and
commitment, with a systematic approach that is preceded
with "Employee Opinion Survey" every year which is
distinguished for every employees group and segment.
Results of the satisfaction survey come from various
aspects. Findings of Employee Opinion Survey are analyzed
its association with PEPC main results. Based on this
analysis, Company conducts improvement priority
identification of employee assignment commitment and
business results.
Tindak lanjut atas hasil evaluasi program-program EOS

digunakan sebagai masukan untuk rencana tindak lanjut
dan improvement di waktu berikutnya. Hasil EOS dalam
bentuk kepuasan dan ketidakpuasan pekerja dalam 2 tahun
terakhir adalah sebagai berikut:
Follow-up on results of EOS programs evaluation is used

as input for planned follow-up and improvement in the
future. EOS results in the form of employees' satisfaction
and dissatisfaction in the past 2 years are as follows:

Tabel 7.4. Perbandingan Hasil Survei Kepuasan Pekerja Tahun 2013 - 2014
Table 7.4. Comparison of Employee Satisfaction Survey Result in 2013-2014
Survey Kepuasan Pekerja
Employee's Satisfaction Survey
2013
2014
Kepuasan Pekerja (target 90%)

Employee's Satisfaction (Target 90%)
91
91,6
Ketidakpuasan Pekerja.
(maks. ketidakpuasan = 10%)
Employee's Dissatisfaction
(maximum of dissatisfaction = 10%)
8,4
100
100
TOTAL
Grafik 7.2. Perbandingan Hasil Survei Kepuasan Pekerja Tahun 2013 - 2014
Chart 7.2. Comparison of Employee Satisfaction Survey Result in 2013-2014
91
91,6
2013
2014
Skor Kepuasan Pekerja

Score of Employee's
Satisfaction
Survei kepuasan pekerja juga dilakukan melalui Theme O

Meter Survey dengan metode dan tahapan kuesioner,
wawancara dan verifikasi. Theme O Meter merupakan survey
monitoring dan tracking perubahan budaya kinerja di
Pertamina. Tujuan dari survey ini untuk mengetahui persepsi
pekerja terhadap tema-tema Perubahan Budaya dan
mengetahui sustainability penerapan praktek Budaya
Kinerja. Hal tersebut diukur melalui ukuran budaya kinerja
yaitu Employee Engagement (keterikatan pekerja terhadap
perusahaan).
8,4
Skor Ketidakpuasan Pekerja

Score of Employee's
Dissatisfaction
Employee's satisfaction survey is also carried out by Theme

O Meter Survey with methods and stages of questionnaire,
interview and verification. Theme O Meter is survey of
monitoring and tracking performance culture change in
Pertamina. Objective of this survey is to determine the
employees' perception to culture change themes and to
determine sustainability of Performance Cultural practices
implementation. It is measured by amount of performance
culture which is Employee Engagement (employees'
attachment to the company).
497
498
Tabel 7.5. Perbandingan Skor Theme O Meter Survey tahun 2013 - 2014
Table 7.5. Comparison of Theme O Meter Survey Score in 2013-2014
2013
Theme O Meter
Survey
Skor Theme O Meter
2014
Mei
May
November
Mei
May
November
88
96
82
-*
* : Report hasil Theme O Meter Survey bulan November 2014 belum diperoleh
dari PT Pertamina (Persero).
Report on Theme O Meter Survey results in November 2014 has not been
obtained from PT Pertamina (Persero).
Grafik 7.3. Perbandingan Skor Theme O Meter Survey tahun 2013 - 2014
Chart 7.3. Comparison of Theme O Meter Survey Score in 2013-2014
88
82
96
Mei May
November
0
2013
2014
Program Kesehatan dan Keselamatan Kerja
Occupational Health and Safety Program
Program Healthy
Selama tahun 2014, PEPC telah melakukan program di
bidang 'Health' meliputi:
Membuat Modul Basic First Aid Training.
Mensupervisi pelaksanaan pest control yang dilakukan
PT Terminix.
Menyusun dan mem-broadcast materi mengenai OH-IH,
yaitu tentang Peringatan Hari Cuci Tangan Dunia.
Health Surveillance Review & Additional Random Blood
Sugar for all employees at Bojonegoro Office.
Healthy Program
During 2014, PEPC has conducted programs in the field of
'Health' including:
Creating Basic First Aid Training Module.
Supervising implementation of pest control by PT
Terminix.
Developing and broadcasting material on OH-IH, namely
about World Hand Washing Day celebration.
Health Surveillance Review & Additional Random Blood
Sugar for all employees at Bojonegoro Office.
Program Safety
Selama tahun 2014, PEPC telah melakukan program di
bidang 'Safety' meliputi:
Review dokumen FEED deliverable JTB terutama terkait
Aspek Safety.
Melaksanakan Safety Stand down meeting khusus Fungsi
HSSE mengenai tentang 2 fatalities (Kejadian Ponton
meledak dan Wheel Loader membawa pipa terjerembab),
tanggal 8 Oktober 2014;
Meng-update PEKA yang masuk dari para pekerja dan
membantu mengkoordinir untuk tindak lanjut yang harus
dilakukan untuk memperbaiki dari temuan-temuan yang
ada.
Diskusi dengan Ditjen Migas perihal Katek Tambang,
tanggal 31 Oktober 2014.
Safety Program
During 2014, PEPC has conducted programs in the field of
'Safety' including:
Reviewing FEED deliverables JTB document mainly
related to Aspects of Safety.
Implementing Safety Stand-down meeting especially for
HSSE function on 2 fatalities (Ponton exploded and
Wheel Loader carrying pipes stumbled), on October 8,
2014;
Updating PEKA submitted by employees and assisting
to coordinate follow-up that should be done to improve
existing findings.
Discussion with Directorate General of Oil and Gas
regarding Head of Mining Engineering, dated October
31, 2014.

Program Security
Security Program
Selama tahun 2014, pelaksanaan CSR PEPC dalam praktik

'Security' yaitu sebagai berikut:
Pengawasan Direksi, Pekerja & Lingkungan Kerja PEPC
sesuai prosedur agar keadaan aman terkendali;
During 2014, implementation of PEPC CSR in 'Security'

practices is as follows:
Monitoring of Board of Directors, PEPC Employee and
Working Environment in accordance with procedure in
order to create secure controlled situation;
Monitoring CCTV, implemented daily, and all findings
were reported (safe and controlled conditions);
Management and Protection of Information (MPI),
personal items that were not safely stored and well
placed were still found;
Controlling activities of PEPC central office, safe and
controlled status during holidays/festivities;
Organizing Flag Ceremony commemorating Sacred
Pancasila Day at Pertamina Headquarters, on October
1, 2014;
Conducting VIP security for Animal Sacrifice handover
in Bojonegoro, from October 2 to 6, 2014;
Pemantauan CCTV, pelaksanaan dilakukan harian, dan

temuan di laporkan (kondisi aman dan terkendali);
Management & Protection of Information (MPI), masih
ditemukan barang pribadi yang tidak ditempatkan dengan
aman & baik;
Kontrol aktivitas kantor pusat PEPC, status aman &
terkendali pada saat libur/ hari raya:;
Melaksanakan Upacara Bendera memperingati Hari
Kesaktian Pancasila di Kantor Pusat Pertamina, tanggal
1 Oktober 2014;
Melakukan pengamanan VIP Penyerahan Hewan Qurban
Bojonegoro, tanggal 2-6 Oktober 2014;
Program HSSE dilakukan secara berkala melalui aplikasi
HSSE reporting online system (ada sistem dari Pertamina
yang harus diikuti oleh seluruh APH) sehingga kinerja HSSE
dapat dikendalikan secara realtime. laporan terdiri dari:
lagging KPI=KPI utama dari HSSE (jam kerja, insiden melalui
record kartu PEKA, Proper) & leading KPI= program
penunjang untuk menncapai lagging KPI (HSSE meeting &
Management Walk Through/MWT)
HSSE programs are conducted regularly through HSSE

reporting online application system (there is a system from
Pertamina that has to be followed by all Upstream
Subsidiaries) so that HSSE performance can be controlled
in realtime. The report consists of: lagging KPI = main KPI
from HSSE (working hours, incident through PEKA card
records, Proper) & leading KPI = supporting program to
achieve lagging KPI (HSSE meeting & Management Walk
Through / MWT)
499
500
DAMPAK KEUANGAN
FINANCIAL IMPACT
PEPC memandang implementasi kepada pekerja

merupakan investasi bagi perusahaan demi pertumbuhan
dan keberlanjutan (sustainability) perusahaan dan bukan
lagi dilihat sebagai sarana biaya (cost centre) melainkan
sebagai sarana meraih keuntungan (profit centre). Program
CSR kepada pekerja merupakan komitmen perusahaan
untuk mendukung terciptanya pembangunan berkelanjutan
(sustainable development).
PEPC views the implementation to employees as an

investment for company for company's growth and
sustainability and is no longer viewed as a means of cost
(cost center) but rather as a means of profit (profit centers).
CSR programs to employees are company's commitment
to support creation of sustainable development.
Perhatian kepada pekerja merupakan salah satu hal yang

penting dalam hal keberlangsungan hidup suatu
perusahaan. PEPC menyadari apabila perusahaan
mengabaikan tanggung jawab social terhadap pekerja,
maka hal tersebut dapat mengganggu going concern
perusahaan dalam bentuk penurunan produktifitas pekerja.
Oleh sebab itu untuk mengantisipasi terganggungnya going
concern perusahaan perlu sikap yang tegas dan komitmen
yang tinggi untuk menjaga hubungan yang baik terhadap
pekerja.
Attention to employees is one of important things in terms

of the survival of a company. PEPC realizes if company
ignores social responsibility to employees, then it can disrupt
company's going concern in the form of a lowering of
employees' productivity. Therefore, to anticipate going
concern disruption, company needs a strong attitude and
strong commitment to maintain a good relationship with
employees.
TESTIMONI TESTIMONIALS
Andry Soetiawan
Material Engineer
"Working in Pertamina EP Cepu is very interesting and

challenging since the scope of work is considered as mega
projects. The team members come from various and very
experienced background...".
Alvi Jane
Socio Economic Officer EPC B

Working in PEPC instills a certain pride as PEPC works in
partnership with ExxonMobil, a world - class oil and gas
corporation. This venture convinces me that the company
will continue to grow and I can picture Pertamina grow into
a world-class national energy company consistent with its
vision...

CSR TERKAIT HUBUNGAN DENGAN PELANGGAN

CSR ON RELATIONS WITH CUSTOMERS
ACUAN KEBIJAKAN
POLICY REFERENCE
Disadari bahwa perusahaan menghadapi lingkungan bisnis

yang sangat kompetitif. Oleh karena itu hanya perusahaan
yang memiliki keunggulan kompetitif yang dapat tetap
bertahan atau eksis. Salah satu upayanya adalah
menciptakan keunggulan kompetitif dengan membangun
kepercayaan pelanggan secara baik.
Company is fully aware that it faces a very competitive

business environment. Therefore, only companies that have
a competitive advantage can survive or maintain their
existence. One of its efforts is to create a competitive
advantage by establishing good customer confidence.
Kepercayaan pelanggan adalah ujung tombak yang

membuat suatu industri bisa bertahan dalam dunia
persaingan yang semakin ketat. Pelayanan yang baik
kepada pelanggan adalah frase yang memiliki makna luas
mulai dari ketersediaan produk sampai dengan ke pelayanan
setelah penjualan. Oleh karenanya dalam menjaga
kepercayaan pelanggan menjadi bagian dari tanggung
jawab sosial perusahaan. Kebijakan hubungan dengan
pelanggan menjadi tugas dan tanggung jawab Bidang
Produksi/Komersial sesuai dengan tugas pokok dan
tanggung jawabnya antara lain terkait dengan pelayanan
keluhan pelanggan, menyediakan kemudahan dan
kelancaran komunikasi dengan pelanggan dan mengelola
keluhan pelanggan.
Customer trust is the spearhead that enables an industry

to survive in an increasingly fierce competitive world. Good
service to customers is a phrase that has broad meaning
ranging from product availability to after sales service.
Therefore, maintaining trust of customers is a part of
corporate social responsibility. Relationship policy with
customers is the duty and the responsibility of the
Production Section in accordance with its duties and
responsibilities including related to customer complaints
service, provides easy and smooth communication with
customers and manage customer complaints.
501
502

PROGRAM KEGIATAN
ACTIVITY PROGRAM
Sepanjang tahun 2014 bentuk kegiatan terkait tanggung

jawab kepada pelanggan dilakukan melalui kegiatan
program penanganan keluhan pelanggan dan program
survey kepuasan pelanggan. Program ini dijalankan dalam
rangka mewujudkan perlindungan Perusahaan kepada
pelanggan sekaligus meningkatkan tingkat kepuasan dan
kepercayaan pelanggan.
Throughout 2014 activities related to responsibility to the

customer were conducted through a program involving the
handling of customer complaints and by a customer
satisfaction survey. The program is implemented in order
to establish Company protection to its customers as well
as to improve customer's satisfaction and trust.
Program Penanganan Keluhan Pelanggan

Dalam menyelesaikan keluhan pelanggan secara efektif
dan cepat, PEPC melakukan koordinasi dengan tahapan:
Customer Complaint Handling Program

In settling customer's complaints effectively and quickly,
PEPC conducts coordination with stages as follows:
Penerimaan Keluhan dari pelanggan
Reception of complaints from customers
Analisa permasalahan yang dikeluhan oleh

pelanggan dan ditindak lanjut oleh bagian terkait
ada kemungkinan harus bekerjasama dengan Mitra
Analysis of problems submitted by customer and

complaint is followed up by the relevant parties with
likelihood of collaborating with Partners
Identifikasi alternatif solusi
Identification of alternative solution
Penentuan solusi
Solution determination
Implementasi solusi
Solution implementation
Penyampaian penyelesaian keluhan kepada pelanggan
Submission of complaint resolution to the customer
Dokumentasi & evaluasi seluruh keluhan yang masuk

untuk kemudian ditindaklanjuti dalam bentuk perbaikan
dan inovasi proses kerja sehingga PEPC mampu
menghasilkan produk dan layanan yang memenuhi
tuntutan bisnis dan harapan pelanggan
Documentation and evaluation of all submitted

complaints for further action with improvement and
innovation of work processes so that PEPC is able to
render products and services that meet business
demands and expectations of customers
Keluhan pelanggan umumnya langsung ditangani secara

efektif dan cepat melalui tahapan tersebut di atas, misalnya
terkait dengan volume dan kualitas produk yang
disampaikan. Namun apabila keluhan tersebut belum dapat
ditangani, maka PEPC akan menyampaikan informasi
kepada pelanggan melalui rapat yang menjelaskan status
dan waktu yang dibutuh untuk penyelesaian keluhan.
Customer complaints are generally handled effectively and

quickly through the stages mentioned above, for example
related to volume and quality of product delivered. However,
if complaint cannot be handled, then PEPC will communicate
information to customers via meetings describing the status
and time needed for complaint resolution.

Hasil tindak lanjut ini akan selalu dilakukan monitoring yang

kemudian dievaluasi dan dibahas pada setiap pertemuan
bulanan seperti Rapat Koordinasi Penyaluran dan
Pemasaran Minyak Jawa Tengah - Jawa Timur sebagai
usaha untuk memperoleh umpan balik tentang produk dan
dukungan kepada pelanggan, perencanaan produk,
optimalisasi performance peralatan, pengaturan produksi
dan pasokan, perbaikan sistem kerja dan pengembangan
bisnis baru PEPC, membahas program kerja para partner,
mengangkat permasalahan yang sedang dihadapi oleh
masing masing pihak dalam menjalankan kegiatan
operasionalnya, menanggapi dan memberikan solusi
kepada pihak terkait. Rapat koordinasi ini selalu dimonitor
SKK Migas selaku regulator kegiatan Hulu Migas.
Results of this follow-up will always be monitored then

evaluated and discussed at each monthly meeting such as
in the Coordination Meeting of Oil Distribution and Marketing
of Central Java - East Java in an effort to obtain feedback
on products and support to customers, product planning,
optimization of equipment performance, production and
supply regulation, improvement of PEPC work systems and
new business development, discussion on performance of
partner program, discussion of problems faced by each
party in carrying out its operations, responding and providing
solutions to the relevant parties. The meeting is always
monitored by the Special Task Force for Upstream Oil and
Gas Business Activities as the Upstream Oil and Gas
activities regulator.
Proses pengelolaan keluhan ini terintegrasi dengan hasilhasil yang fokus pada pelanggan sehingga tidak tejadi
pengulangan keluhan dari jenis keluhan yang sudah pernah
diselesaikan. Hasil analisa dan evaluasi tersebut menjadi
dasar untuk perbaikan proses kerja dan sistem kerja di
PEPC.
The complaint management process is integrated with the

outcome that focus on the customer to avoid the recurrence
of the same type of resolved complaints. The outcome of
such analysis and evaluation serve as a basis to improve
work processes and work systems in PEPC.
SUARA PELANGGAN PEPC PEPC CUSTOMER VOICE

Telp
Email
Alamat Address
: 021- 52900900
: fo.PEPC@pertamina.com
: Patra Jasa Office Tower, Lt.5.
Jl. Jend. Gatot Subroto Kav 32-34 Jakarta 12950- Indonesia
Selama tahun 2014, tidak ada keluhan pelanggan yang

disampaikan melalui saluran di ataupun yang masih dalam
proses. Adapun media komunikasi yang digunakan untuk
mendukung kemudahan dan kelancaran komunikasi dengan
pelanggan dilakukan antara lain melalui meeting atau
gathering, email, site visit, complaint handling dan stock
opname.
During 2014, there were no customers complaints submitted

through this medium or which were still in the process.
Communication media used to support the ease and
smoothness of communication with customers is
conducted through meetings or gatherings, email, site visit,
complaint handling and stock taking.
Program Survei Kepuasan Pelanggan

Untuk mendapatkan gambaran yang semakin jelas terkait
dengan pelanggan PEPC, maka dapat dikelompokkan
dengan produk dan jasa yang dihasilkan tabel berikut:
Customer's Satisfaction Survey Program

To get a clearer picture with regard to PEPC customers,
the products and services can be grouped as presented in
the following table:
Tabel 7.6. Program Survei Kepuasan Pelanggan Table 7.6. Employee Satisfactory Survey Program
Produk Product
Pelanggan Customer
Dasar Hukum Legal Basis
Pengawasan
Monitoring of
penyaluran
crude oil
penyaluran minyak distributions
mentah
PT Pertamina (Pertamina)
Perjanjian Kerjasama Build

Build Operate Owned (BOO)
Operate Owned (BOO) antara cooperation agreement between
PT Pertamina (Persero) dengan PT Pertamina (Persero) and PT
PT Geo Putra Perkasa (GPP) Geo Putra Perkasa (GPP)
Penjualan minyak
mentah
1) PT Pertamina (Pertamina)
2) PT Tri Wahana
Universal (TWU)
Crude Sales Agreement (CSA)
Crude oil sales
503
504

Penunjukan PEPC sebagai pengawas penyaluran minyak

mentah mengacu pada Surat Kuasa No. SK 118/C00000/
2010-S8 tanggal 1 Juli 2010 yang berlaku sejak 4 Juni
2010. Selanjutnya dalam rangka pelaksanaan fungsi
pengawasan penyaluran minyak mentah tersebut dibuatlah
Perjanjian Kerjasama Build Operate Owned (BOO) antara PT
Pertamina (Persero) dengan PT Geo Putra Perkasa (GPP)
No.PEPC:007/CP0000/2008-S0 yang tercantum dalam
klausul pasal 5 terkait hak dan kewajiban sub-bab 2
pengelolaan penyaluran crude oil poin (e): "bila ditemukan
losess lebih besar dari 0,5% dari jumlah crude yang dialirkan
maka akan menjadi tanggungan dari pihak kontraktor".
Selanjutnya, terdapat pula Perjanjian Pemanfaatan Bersama
Fasilitas Produksi Mudi & FSA Cinta Natomas antara PT
Pertamina (Persero) dengan JOB Pertamina-Petro China
East Java No. 002/SP/CP/0000/2008-S0 terkait dengan
kualitas produk yang dihasilkan, tercantum dalam klausul
pasal 7. Kualitas dan kuantitas minyak mentah poin 7.1 (a)
: "API gravity @600F, BS& W (% volume), free water,
em ulsion/B S&B, H2S c onte nt dan p our point".
PEPC appointment as supervisor of crude oil distribution

refers to the Letter of Authorization No. SK 118/C00000/
2010-S8 dated July 1, 2010 that came into force from June
4, 2010. Furthermore, in the framework of supervisory
function implementation of crude oil distribution, the Build
Operate Owned (BOO) Cooperation Agreement between PT
Pertamina (Persero) and PT Geo Putra Perkasa (GPP) was
executed under No.PEPC: 007 / CP0000 / 2008-S0
stipulated in article 5 related to rights and obligations of
sub-section 2 of crude oil distribution management point
(e): "if losses found are greater than 0.5% of total quantity
of crude distributed, then it will be borne by the contractor".
Furthermore, there is also the Joint Utilization Agreement
of Mudi Production & FSA Cinta Natomas Facilities between
PT Pertamina (Persero) and JOB Pertamina-PetroChina
East Java No. 002/SP/CP/0000/2008-S0 related to product
quality, stipulated in Article 7. Quality and quantity of crude
oil point 7.1 (a): "API gravity @ 600F, BS& W (% volume),
free water, emulsion/BS&B, H2S content and pour point"
Pada dasarnya aspek yang menjadi indikator penilaian

penjualan minyak mentah adalah kinerja HSE; volume;
kualitas produk; jaminan ketersediaan produk; kehandalan
penyaluran; dan layanan pelanggan yang baik. Fungsi
produksi PEPC melakukan relasi dalam menjaga
keharmonisan hubungan dengan pelanggan, termasuk
melakukan survei kepuasan terhadap pelanggan.
Basically, the aspects that constitute crude oil sales

assessment indicators are the HSE performance; volume;
product quality; guarantee for product availability;
distribution reliability; and good customer service. PEPC
Production function nurtures relationships to maintain
harmonious relations with customers, including conducting
customer's satisfaction surveys.
Pemenuhan kriteria yang diperjanjikan dalam pengawasan

penyaluran minyak mentah maupun penjualan minyak
mentah telah terdokumentasi dalam proses produksi dan
dilaporkan secara berkala kepada PT Pertamina (Persero).
Apabila tidak terdapat keluhan dari pelanggan maka harapan
dan kepuasan pelanggan telah terpenuhi sesuai kriteria
yang ditetapkan.
Fulfillment of the criteria that are the objects of the

agreement for the supervision of crude oil distribution and
crude oil sales have been documented in the production
process and are reported periodically to PT Pertamina
(Persero). If there are no complaints from customer then
customer's expectations and satisfaction are met according
to the specified criteria.
Survey Customer Statisfaction (CSI) tidak dilakukan secara

langsung namun demikian aspek produk, layanan, fasilitas,
dan saran atas jasa dan produk yang dihasilkan PEPC dapat
diketahui dari laporan produksi secara berkala. Hasil CSI
tahun 2014 mendapatkan hasil yang "memuaskan", dengan
nilai sebesar 100%. Survei kepuasan pelanggan adalah
kegiatan pengukuran umpan balik untuk mengetahui tingkat
kepuasan pelanggan atas produk yang dihasilkan oleh
perusahaan termasuk persepsi dan ekspektasi pelanggan
terhadap PEPC. Adapun hasil CSI.
The Customer Satisfaction Survey (CSI) is not conducted

directly but nevertheless aspects of products, services,
facilities, and suggestions for services and products
produced by PEPC can be seen from the periodic production
reports. The CSI Results in 2014 obtained "satisfactory"
results, with a score of 100%. The customer satisfaction
survey is a feedback measurement activity to determine
the level of customer's satisfaction to products produced
by company including, customer's perceptions and
expectations towards PEPC. The CSI results are as follows:

Tabel 7.7. Perbandingan CSI Terhadap Pemenuhan

Spec H2S Minyak Mentah Tahun 2010-2014
Table 7.7. Comparison of CSI on Crude Oil H2S Spec
102
2010
2011
2012
2013
2014
100
100
100
100
100
PT TWU
100
100
100
100
100
Grafik 7.4. Perbandingan CSI Terhadap Pemenuhan Spec H2S Minyak Mentah Tahun 2010-2014
Chart 7.4. Comparison of CSI on Crude Oil H2S Spec Fulfillment in 2010-2014
100
98
96
GOOD
94
92
90
2010
2011
2012
2013
2014
PERTAMINA
100
100
100
100
100
PT TWU
100
100
100
100
100

Spec BS&W Minyak Mentah Tahun 2010-2014
Table 7.8. Comparison of CSI on Crude Oil BS&W
2010
2011
2012
2013
2014
100
100
100
100
100
PT TWU
100
100
100
100
100
Grafik 7.5. Perbandingan CSI Terhadap Pemenuhan Spec BS&W Minyak Mentah Tahun 2010-2014
Chart 7.5. Comparison of CSI on Crude Oil BS&W Spec Fulfillment in 2010-2014
102
100
98
96
GOOD
94
92
90
2010
2011
2012
2013
2014
PERTAMINA
100
100
100
100
100
PT TWU
100
100
100
100
100
Tabel 7.9. Perbandingan CSI Terhadap Pemenuhan Spec

Vapour Pressure Minyak Mentah Tahun 2010-2014
Table 7.9. Comparison of CSI on Crude Oil Pressure Vapor
2010
2011
2012
2013
2014
100
100
100
100
100
PT TWU
100
100
100
100
100
Grafik 7.6. Perbandingan CSI Terhadap Pemenuhan Spec Vapour Pressure Minyak Mentah Tahun 2010-2014
Chart 7.6. Comparison of CSI on Crude Oil Pressure Vapor Spec Fulfillment in 2010-2014
102
100
98
96
GOOD
94
92
90
2010
2011
2012
2013
2014
PERTAMINA
100
100
100
100
100
PT TWU
100
100
100
100
100
505
506


Volume Minyak Mentah Tahun 2010-2014
Table 7.10. Comparison of CSI on Crude Oil Volume
102
2010
2011
2012
2013
2014
100
100
100
100
100
PT TWU
100
100
100
100
100
Grafik 7.7. Perbandingan CSI Terhadap Pemenuhan Volume Minyak Mentah Tahun 2010-2014
Chart 7.7. Comparison of CSI on Crude Oil Volume Fulfillment in 2010-2014
100
98
96
GOOD
94
92
90
2010
2011
2012
2013
2014
PERTAMINA
100
100
100
100
100
PT TWU
100
100
100
100
100
DAMPAK KEUANGAN
FINANCIAL IMPACT
PEPC memandang program tanggung jawab sosial kepada

pelanggan merupakan investasi bagi perusahaan demi
pertumbuhan dan keberlanjutan (sustainability) perusahaan
dan bukan lagi dilihat sebagai sarana biaya (cost centre)
melainkan sebagai sarana meraih keuntungan (profit centre).
Tanggung jawab sosial kepada pelanggan merupakan
komitmen perusahaan untuk mendukung terciptanya
pembangunan berkelanjutan (sustainable development).
PEPC views the social responsibility program to customer

as a company investment for company's growth and
sustainability and is no longer viewed as a means of cost
(cost center) but rather as a means of profit (profit centers).
Social responsibility to customer is company's commitment
to support creation of a sustainable development.
Dengan pemahaman tersebut, maka pada dasarnya CSR

kepada pelanggan memiliki fungsi atau peran strategis bagi
perusahaan, yaitu membentuk katup pengaman sosial
(social security). Selain itu melalui CSR kepada pelanggan
perusahaan juga dapat membangun reputasi, seperti
meningkatkan citra perusahaan, merek perusahaan, maupun
bidang usaha perusahaan.
With this understanding, the CSR to customers, in principle,

has a function or strategic role for the company, which
forms a social security valve . In addition, through the CSR
to corporate customers, the company can also upgrade its
reputation, such as improving its corporate image, company
brand, as well as company business.

RENCANA STRATEGIS CSR KE DEPAN

CSR STRATEGIC PLAN IN THE FUTURE
PEPC akan terus berupaya melakukan kegiatan CSR yang
sifatnya berkelanjutan, dengan melakukan evaluasi program
yang telah dilakukan untuk mengetahui tingkat
efektivitasnya, meningkatkan cakupan dan kualitas program
CSR saat ini serta menambah kegiatan-kegiatan CSR yang
lebih menekankan pada kepentingan publik secara lebih
luas.
PEPC will continue to carry out sustainable CSR activities,

by conducting program evaluations to determine the
effectiveness level, improve the scope and quality of current
CSR program and add CSR activities by emphasizing on a
broader public interest.
Adapun strategi yang digunakan oleh PEPC terkait

implementasi program CSR dilakukan sebagai berikut:
The strategy employed by PEPC to implement CSR

programs is the following:
Melakukan antisipasi gejolak Sosial Ekonomi dalam

bentuk Komunikasi Interpersonal, Koordinasi dan
Sosialisasi Berkala dengan Stakeholders Lokal pra
pelaksanaan pembangunan kegiatan operasional PEPC.
Menyusun, merencanakan dan mengimplementasikan
kegiatan yang menunjang kesejahteraan ekonomi
masyarakat setempat.
Melakukan pemantauan aktifitas operasional perusahaan
agar dapat mengantisipasi adanya risiko dampak sosial
ekonomi di wilayah sekitar operasi.
Melakukan pengelolaan pengaduan dari masyarakat
sehingga tidak menghambat aktifitas operasional.
Anticipation of socioeconomic unrest in the form of

Interpersonal Communication, periodic Coordination and
Information Dissemination with Local Stakeholders in
prior to the implementation of PEPC operations
development.
Develop, plan and implement activities that support the
economic well-being of local communities.
Monitor Company's operational activities in order to
anticipate risk of socio-economic impact on areas around
the operation.
Manage complaints from the public so as not to hamper
the operational activities.
507
508

Dalam rangka mencapai strategi yang telah ditetapkan

tersebut, PEPC melakukan 2 (dua) upaya yaitu:
1. Pendekatan dalam Implementasi CSR
2. Pendekatan dalam Penanganan Kebutuhan Tenaga Kerja
In order to achieve such pre-determined strategy, PEPC

performs two (2) efforts namely:
1. Approach in CSR Implementation
2. Approach in Manpower Requirement Handling
Pendekatan dalam Implementasi CSR dilakukan melalui

pendekatan program utama yang berbasis pada Community
Base Development (Bottom-Up Planning) yang diterapkan
mengguna ka n a sumsi das ar m ela lui berbagai
pengintegrasian berbagai kepentingan dengan berbagai
metode pemberdayaan dan pengembangan masyarakat,
diantaranya:
1. Implementasi Empat Pilar Inisiatif Pemberdayaan dalam
CSR PERTAMINA (Peningkatan Kualitas Pendidikan,
Pemberdayaan Kesehatan, Peningkatan Kualitas
Lingkungan Hidup, Peningkatan Infrastruktur dan
Pemberdayaan Masyarakat)
2. Merancang Metode Program CSR secara sistematis dan
terpadu menggunakan Metode Partisipatif sebagaimana
t e l a h d i j e l a s k a n p a d a b a g i a n s e be l u m n y a
(memberdayakan potensi daerah yang ada agar dapat
meningkatkan kemampuan, penghasilan dan
kesejahteraan secara berkelanjutan)
Approach in CSR implementation is conducted through a

main program approach by a Community Based
Development (Bottom-Up Planning) applied using basic
assumptions through integration of a variety of interests
with various methods of empowerment and community
development, including:
1. Implementation of the Four Pillars of Empowerment
initiatives in PERTAMINA's CSR (Education Quality
Improvement, Health Empowerment, Environmental
Quality Improvement, Infrastructure Improvement and
Community Empowerment)
2. Designing systematic and integrated CSR programs
Method using participatory methods as described in the
previous section (empowering local area potential in
order to improve the capacity, income and welfare in a
sustainable manner)
Gambar 7.6. Community Base Development Figure 7.6. Community-Based Development
Proses Sosialisasi, Membangun Komitmen

dan Kesiapan Pelaksanaan
Socialization process, establishing

commitment and implementation
readiness
Proses Persiapan Pembentukan Organisasi

Masyarakat Setempat/OMS (Community
Emporwerment & Community Organizing)
Preparation of Local Community

Organization/CSO (Community
Empowerment & Community Organizing)
establishment
Proses Partisipatif Masyarakat dalam rangka

Penjaringan Penerima/Pemanfaat Program
melalui Need Assessment yang akan
menghasilkan output berupa Penerima
Manfaat Program/Kegiatan Pengembangan
Masyarakat yang terkait Empat Pilar Inisiatif
Pemberdayaan PERTAMINA (Community
Development)
Community participatory processes for netting

program beneficiary through need assessment
program which will produce output in the form
of Community Development Program/activity
beneficiaries related to four pillars of
empowerment initiative of Pertamina
(community development)
Realisasi Pelaksanaan Program/Kegiatan

yang dimaksud secara berkelanjutan oleh
Konsultan/Pihak Ketiga kepada OMS &
Masyarakat dalam kurun waktu 5 tahun
Realization of program/activity
implementation on going basis by
consultant/third party to CSO and
community in the next 5 years

Adapun dalam Penanganan Kebutuhan Tenaga Kerja, PEPC

mengunakan asumsi dasar melalui pengitegrasian
Pemerintah Daerah dengan melibatkan Dinas Tenaga Kerja
dalam proses Rekrutmen Tenaga Kerja. Proses Rekrutmen
Tenaga Kerja dan Posisi PEPC digambarkan dalam diagram
alir berikut ini:
As for handling of Manpower Requirement, PEPC uses

basic assumptions through integration of regional
government by involving Department of Manpower in the
Recruitment process. The Manpower Recruitment Process
and PEPC position are illustrated in the following flow chart:
Gambar 7.7. Skema Penanganan Kebutuhan Tenaga Kerja Figure 7.6. Scheme of Manpower Needs Handling
PEPC
EPC Kontraktor
EPC Contractor
Monitoring &
Evaluasi
Monitoring &
Evaluation
Bappeda/ Pemda
Regional Development
Planning Agency /
regional government
Dinas Tenaga Kerja

Kab. Bojonegoro
Department of
Manpower, Bojonegoro
Regency
Kebutuhan
Tenaga Kerja
Manpower
Requirement
Pelatihan
Skill Labor
Skilled Labor
Training
Recruitment
Process
Minimalisasi
Gejolak Sosial
Minimize Social
unrest
Antisipasi Dampak
Operasional
Operational Impact
Anticipation
Pelatihan
UnSkill Labor
Unskilled labor
training
Pemberdayaan
Masyarakat
Community
Development
Usaha Penunjang
Kegiatan
Activity-Supporting
Business
Kebutuhan Riil
Masyarakat
Community Real
Needs
UnSkill
Labor
Community
Center
Skill Labor
Local Content
Unskilled Labor
Koordinasi
Coordination
Pengelolaan
Pengaduan Masyarakat
Community Complaint
Management
509
510

1. Komunikasi efektif akan dibangun sedemikian rupa

ter m a s uk d ida la m nya m em a s ukk an kla us ul
pengutamaan Tenaga Kerja Lokal (local content) dalam
Perjanjian Kontrak antara PEPC dengan EPC Kontraktor,
dimana dalam klusul dimaksud akan dipertegas bahwa
untuk memeunuhi kebutuhan Tenaga Kerja perlu
diberikan kesempatan yang luas kepada warga
masyarakat local yang sesuai dengan kriteria dan
spesifikasi ketrampilan atas kebutuhan Tenaga SDM
yang diperlukan.
2. EPC Kontraktor melaporkan kebutuhan Tenaga Kerja
sesuai schedule yang ada pada Dinas Tenaga Kerja Kab.
Bojonegoro untuk selanjutnya akan dilakukan
pengumuman terbuka dan proses rekrutmen oleh Dinas
Tenaga Kerja. Model, metode dan Tools yang diperlukan
akan disiapkan oleh EPC Kontraktor bekerjasama dengan
BUMD BBS (PT. Bojonegoro Bangun Sarana).
3. Dalam proses rekrutmen akan tersaring para kandidat
pengisi lowongan kerja (Skill Labor), sedangkan yang
tidak tersaring (UnSkill Labor) akan dimasukkan dalam
List Persons di Comunnity Center.
4. Para UnSkill Labor tersebut akan diusulkan untuk
diikutsertakan dalam Skema Usaha Penunjang Kegiatan
yang memberikan peluang bagi para UnSkill Persons ini
untuk mengikuti Pelatihan-pelatihan untuk UnSkill
Persons yang dibagi dalam 2 (dua) kategori yaitu: Bidang
Ketrampilan Usaha Non Migas dan Bidang Ketrampilan
Migas
5. Outcome dari Peningkatan Ketrampilan Usaha Non Migas
dapat digunakan oleh para UnSkill Persons ini untuk
menjadi Wirausahawan Mandiri, sedangkan Peningkatan
Ketrampilan Usaha Migas dapat digunakan sebagai
penunjang apabila para UnSkill Persons terlatih ini
berkeinginan lebih lanjut untuk berkarir di Bidang Migas.
6. Seluruh proses yang terjadi dalam Pendekatan
Rekrutmen Tenaga Kerja ini akan menjadi bahan Laporan
Pengaduan, Koordinasi, Monitoring & Evaluasi oleh PEPC
dan Pihak Pemda Kab. Bojonegoro/Bappeda Bojonegoro.
1. Effective communication will be established in such a

way to include a clause prioritizing Local Workforce (local
content) in the Contract Agreement between PEPC and
the EPC Contractor, where emphasis is made that,
residents from local community should be given the
widest opportunity in accordance with skills criteria and
specifications required.
2. The EPC Contractor submits the manpower requirements

as scheduled by the Department of Manpower of
Bojonegoro regency for its public announcement and
recruitment process. The models, methods and tools
required will be prepared by the EPC Contractor in
cooperation with a Regionally- Owned Enterprise called
BBS (PT. Bojonegoro Bangun Sarana).
3. In the recruitment process, candidates will be screened
to fill vacant position (Skilled Labor), whereas Unskilled
Labor will be included in the List Persons in Community
Center.
4. Unskilled Labor will be proposed for inclusion in the
Supporting Business Activities Scheme that provides
opportunities for Unskilled Persons to attend trainings
for Unskilled Persons which were divided into two (2)
categories: Non-Oil Skills and Oil and Gas Sector Business
Skills.
5. The outcome of Non-Oil Business Skills Improvement
can be utilized by Unskilled Persons to become
Entrepreneurs, while Oil and Gas Business Skills
Improvement can serve as a support for such trained
Unskilled Persons who wish to initiate a career in the Oil
and Gas Sector.
6. The entire process that take place in the Manpower
Recruitment approach will be the subjects of report for
Complaints, Coordination, as well as Monitoring &
Evaluation Report by PEPC and the Bojonegoro Regency
Government /Regional Development Planning Agency
of Bojonegoro.

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Financial Report
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FINANCIAL REPORT
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REFERENSI KRITERIA ANNUAL REPORT AWARD

TAHUN 2014
2014 ANNUAL REPORT AWARD CRITERIA REFERENCES
Kriteria Criteria
Penjelasan Explanation
Halaman
Page
I. UMUM GENERAL
1
Laporan tahunan
disajikan dalam bahasa
Indonesia yang baik dan
benar dan dianjurkan
menyajikan juga dalam
bahasa Inggris.
The annual report is

presented in proper and
correct Bahasa Indonesia
and is recommended to
be presented in English
as well.
Laporan tahunan dicetak

dengan kualitas yang
baik, menggunakan jenis
dan ukuran huruf yang
mudah dibaca.

printed in fine quality, with
easy-to-read font types
and sizes.
Laporan tahunan
mencantumkan identitas
perusahaan dengan jelas
The annual report

presents clear identity of
the company.
Nama perusahaan dan tahun

Annual Report ditampilkan di:
1. Sampul muka;
2. Samping;
3. Sampul belakang; dan
4. Setiap halaman
Laporan tahunan
ditampilkan di website
perusahaan.

availabe at company
website.
Mencakup laporan tahunan Including previous and the latest

terkini dan tahun-tahun
annual reports.
sebelumnya
Company name and the year of

the Annual Report are shown in:
1. Front cover;
2. Side margin;
3. Back cover; and
4. Each page.
II. IKHTISAR DATA KEUANGAN PENTING 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
Information on
Company's operating
results with comparisons
of three fiscal years or
since the starting of the
company if the business
activities have run for less
than three years
Informasi memuat antara

lain:
1. Penjualan/pendapatan
usaha;
2. Laba (rugi);
3. Total laba (rugi)
komprehensif ;
4. Laba (rugi) per saham.
The information encloses,

among others:
1. Sales/revenues;
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
Information on
Company's financial
position with
comparisons of three
fiscal years or since the
starting of the company
if the business activities
have run for less than
three years

lain:
1. Jumlah investasi pada
entitas asosiasi;
2. Jumlah aset;
3. Jumlah liabilitas;
4. Jumlah ekuitas.

among others:
1. Total investments in
associates;
2. Total assets;
3. Total liabilities;
4. Total equity.
31, 32
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
Financial ratios with

comparisons of three
fiscal years or since the
starting of the company
if the business activities
have run for less than
three years
Informasi memuat 5 (lima)

rasio keuangan yang umum
dan relevan dengan industri
perusahaan
The information encloses five

financial ratios that are
common and relevant to
company's industry.
29,30
5, 32
2. Profit (loss);
3. Total comprehensive
profit (loss);
4. Profit (loss) per share.
Referensi Kriteria Annual Report Award 2014

2014 Annual Report Award Criteria References
Kriteria Criteria
Halaman
Page
Informasi harga saham

dalam bentuk tabel dan
grafik.
Information on stock
price in tables and charts
1. Informasi dalam bentuk 1. The information in tables

tabel dan grafik yang
and charts covers:
memuat:
a. Jumlah saham yang
a. Number of
beredar;
outstanding shares;
b. Kapitalisasi pasar;
b. Market capitalization
c. Harga saham tertinggi,
c. The highest, lowes,
terendah, dan
and closing price of
penutupan; dan
shares; and
d. Volume perdagangan
d. Trading volume.
2. Informasi dalam bentuk 2. Information in charts
grafik yang memuat
contains at least closing
paling kurang harga
price and share trading
penutupan dan volume
volume for each quarter
perdagangan saham
of the last two fiscal years.
untuk setiap masa
triwulan dalam 2 (dua)
tahun buku terakhir.
30
Informasi mengenai
obligasi, sukuk atau
obligasi konversi yang
masih beredar dalam 2
(dua) tahun buku terakhir
Information on
outstanding bonds, sukuk,
or convertible bonds of
the last two fiscal years
Informasi memuat:
1. Jumlah
obligasi/sukuk/obligasi
konversi yang beredar
(outstanding)
2. Tingkat bunga/imbalan
3. Tanggal jatuh tempo
4. Peringkat obligasi/sukuk
30
The information covers:

1. Number of outstanding
bonds/sukuk/convertible
bonds;
2. Interest rate/yield;
3. Maturity;
4. Bonds/sukuk rating.
III. LAPORAN DEWAN KOMISARIS DAN DIREKSI

REPORTS FROM BOARD OF COMMISSIONERS AND BOARD OF DIRECTORS
1
Laporan Dewan
Komisaris
Report from Board of

Commissioners
Memuat hal-hal sebagai

berikut:
1. Penilaian atas kinerja
Direksi mengenai
pengelolaan perusahaan
dan dasar penilaiannya;
2. Pandangan atas prospek
usaha perusahaan yang
disusun oleh Direksi dan
dasar pertimbangannya;
3. Penilaian atas kinerja
komite-komite yang
berada dibawah Dewan
Komisaris;dan
4. Perubahan komposisi
Dewan Komisaris dan
alasan perubahannya (jika
ada).
Containing the following:
Laporan Direksi
Report from Board of

Directors

berikut:
1. Analisis atas kinerja
perusahaan, yang
mencakup antara lain
kebijakan strategis,
perbandingan antara hasil
yang dicapai dengan yang
ditargetkan, dan kendalakendala yang dihadapi
perusahaan;
2. Analisis tentang prospek
usaha;
3. Penerapan tata kelola
perusahaan;
4. Perubahan komposisi
anggota Direksi dan
alasan perubahannya (jika
ada).

1. Analysis on company
performance, which among
others covers strategic
policies, comparisons
between realizations and
targets, and company
challenges;
36-46
1. Assessment on Board of
Directors' performance on
company management and
the basis for the assessment;
2. Perspective on company
business prospects set by
Board of Directors and its
basic consideration;
3. Assessment on the
performance of committees
under Board of
Commissioners; and
4. Changes in Board of
Commissioners' composition
and the reason behind the
change (if any).
2. Analysis on business
prospects;
3. Implementation of corporate
governance;
4. Changes in Board of
Director's composition and
the reason behind the change
(if any).
50-61
573
574
Kriteria Criteria
Tanda tangan anggota

Direksi dan anggota
Dewan Komisaris

Board of Commissioners'
signatures

berikut:
1. Tanda tangan dituangkan
pada lembaran tersendiri;
2. Pernyataan bahwa Direksi
dan Dewan Komisaris
bertanggung jawab penuh
atas kebenaran isi laporan
tahunan;
3. Ditandatangani seluruh
anggota Dewan
Komisaris dan anggota
Direksi dengan
menyebutkan nama dan
jabatannya;dan
4. Penjelasan tertulis dalam
surat tersendiri dari yang
bersangkutan dalam hal
terdapat anggota Dewan
Komisaris atau 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.
Halaman
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35
1. Signatures are given on

separate sheets;
2. Statement of full
responsibility on the
accuracy of the annual
report contents by Board of
Commissioners;
3. Signed by all members of
and Board of Directors by
stating names and
positions;
4. Written explanation in
separate letter from the
person(s) concerned in the
event that a member of
Board of Commissioners or
Board of Directors fail to
sign the annual report; or:
written explanation in
separate letter from the
other member(s) in the
event that the person(s)
concerned fails to provide
with a written explanation.
IV. PROFIL PERUSAHAAN COMPANY PROFILE

1
Nama dan alamat

lengkap perusahaan
Name and complete

address of the company
Informasi memuat antara lain Name and complete address of

nama dan alamat, kode pos, the company
no. Telp, no. Fax, email, dan
website
73
Riwayat singkat
perusahaan
Brief history of the

company
Mencakup antara lain:

tanggal/tahun pendirian,
nama, dan perubahan nama
perusahaan (jika ada).
Catatan: apabila perusahaan
tidak pernah melakukan
perubahan nama, agar
diungkapkan
Consisting among others:

date/year of establishment,
name, and changes in company
name (if any).
Note: explanation shall be given
in the event that the entity has
never conducted name changes
74
Bidang Usaha
Line of Business
Uraian mengenai antara lain:

1. Kegiatan usaha
perusahaan menurut
anggaran dasar terakhir;
2. Kegiatan usaha yang
dijalankan; dan
3. Produk dan/atau jasa
yang dihasilkan.
Description of, among others:

1. Company's business
activities in accordance with
the latest articles of
association;
2. Business activities
conducted; and
3. Resulted products and/or
services.
91-95
Struktur Organisasi
Organizational structure
Dalam bentuk bagan, meliputi In a chart, consisting of names 110-111

nama dan jabatan paling
and positions, at least up to one
kurang sampai dengan
level under Board of Directors
struktur satu tingkat di bawah
direksi
Visi dan Misi Perusahaan
Corporate Vision and

Mission
Mencakup:
1. Visi perusahaan;
2. Misi perusahaan; dan
3. Keterangan bahwa visi
dan misi tersebut telah
disetujui oleh
Direksi/Dewan Komisaris.
Containing:
1. Corporate Vision;
2. Corporate Mission;
3. Explanation that the vision
and mission have been
agreed upon by Board of
Directors/Board of
Commissioners.
84-85

Kriteria Criteria
Identitas dan riwayat

hidup singkat anggota
Dewan Komisaris
Identitas dan riwayat

Direksi
Jumlah karyawan
(komparatif 2 tahun) dan
deskripsi pengembangan
kompetensinya (misal:
aspek pendidikan dan
pelatihan karyawan)
Identity and brief CV of

members
Identity and brief CV of

Board of Directors
members
Total number of
employees (2 years'
comparison) and
description of
competency development
(e.g. educational and
training for employees)

lain:
1. Nama;
2. Jabatan (termasuk
jabatan pada perusahaan
atau lembaga lain);
3. Umur;
4. Pendidikan (Bidang Studi
dan Lembaga
Pendidikan);
5. Pengalaman kerja
(Jabatan, Instansi, dan
Periode Menjabat); dan
6. Riwayat penunjukan
sebagai anggota Dewan
Komisaris di Perusahaan.

among others:
1. Name;
2. Position (including position
in the company or other
institutions);
3. Age;
4. Educations (Field of Study
and Educational Institution);

lain:
1. Nama;
2. Jabatan (termasuk
jabatan pada perusahaan
atau lembaga lain);
3. Umur;
4. Pendidikan (Bidang Studi
dan Lembaga
Pendidikan);
5. Pengalaman kerja
(Jabatan, Instansi, dan
Periode Menjabat); dan
6. Riwayat penunjukan
sebagai anggota Direksi
di Perusahaan.

among others:
1. Name;
2. Position (including position
in the company or other
institutions);
3. Age;
4. Educations (Field of Study
and Educational Institution);

lain:
1. Jumlah karyawan untuk
masing- masing level
organisasi;
2. Jumlah karyawan untuk
masing- masing tingkat
pendidikan;
3. Jumlah karyawan
berdasarkan status
kepegawaian;
4. Deskripsi dan data
pengembangan
kompeensi karyawan
yang telah dilakukan
dengan mencerminkan
adanya persamaan
kesempatan kepada
seluruh karyawan; dan
5. Biaya pengembangan
kompetensi karyawan
yang telah dikeluarkan.
The information contains,

among others:
1. Number of employees for
each organizational level;
Halaman
Page
44-49
5. Work experience (Position,

Institution, and Serving
Period);
6. History of the appointment
as Board of Commissioners'
member.
62-68
5. Work experience (Position,

Institution, and Serving
Period);
6. History of the appointment
as Board of Directors'
member.
2. Number of employees for

each educational level;
3. Number of employees by
employment status;
4. Description and data of
undertaken employee
competency developments
which reflect equal
opportunities for all
employees; and
5. Incurred costs for employee
competency development.
122-149
575
576
Kriteria Criteria
10
Halaman
Page
Komposisi Pemegang
saham
Shareholding
composition

Containing, among others:
1. Rincian nama pemegang 1. Detailed name of
saham yang meliputi 20
shareholders covering 20
pemegang saham
largest shareholders and
terbesar dan persentase
their shareholding
kepemilikannya;
percentage;
2. Rincian pemegang saham 2. Details of shareholders and
dan persentase
their shareholding
kepemilikannya meliputi:
percentage include:
a. Nama pemegang
a. Name of shareholders
saham yang memiliki
with 5% or more percent
5% atau lebih saham;
of shares;
b. Nama Direktur dan
b. Name of Directors and
Komisaris yang
Commissioners holding
memiliki saham;
shares;
c. Kelompok pemegang
c. Community shareholding
saham masyarakat
groups with their
dengan kepemilikan
respective shareholding
saham masingof less than 5% and their
masing kurang dari 5%
shareholding percentage.
dan persentase
kepemilikannya.
105
Daftar entitas anak

dan/atau entitas asosiasi
List of subsidiaries and/or

associates

lain:
1. Nama entitas anak
dan/atau asosiasi;
2. Persentase kepemilikan
saham;
3. Keterangan tentang
bidang usaha entitas anak
dan/atau asosiasi; dan
4. Keterangan status
operasi entitas anak
dan/atau asosiasi (telah
beroperasi atau belum
beroperasi).

among others:
1. Name of subsidiaries and/or
associates;
2. Shareholding percentage;
108
3. Explanation on the
subsidiaries and/or
associates' lines of business;
4. Explanation on the
operational status of the
subsidiaries and/or
associates (in operation or
has not yet operating)
11
Struktur grup perusahaan
Company group structure
Struktur grup perusahaan

dalam bentuk bagan yang
menggambarkan entitas
anak, entitas asosiasi, joint
venture, dan special purpose
vehicle (SPV)
Company group structure in a

chart describing subsidiaries,
associates, joint ventures, and
special purpose vehicles (SPVs)
106
12
Kronologis pencatatan
saham
Chronologies of the listing

of shares

1. Kronologis pencatatan
saham;
2. Jenis tindakan korporasi
(corporate action) yang
menyebabkan perubahan
jumlah saham;
3. Perubahan jumlah saham
dari awal pencatatan
sampai dengan akhir
tahun buku: dan
4. Nama bursa dimana
saham perusahaan
dicatatkan.

1. Chronologies of the listing
of shares;
2. Corporate actions resulting
in the changes in the
number of shares;
120

1. Kronologis pencatatan
efek lainnya;
2. Jenis tindakan korporasi
(corporate action) yang
menyebabkan perubahan
jumlah efek lainnya;
3. Perubahan jumlah efek
lainnya dari awal
pencatatan sampai
dengan akhir tahun buku;
4. Nama bursa dimana efek
lainnya dicatatkan; dan
5. Peringkat efek.

1. Chronologies of the listing
of others securities;
2. Corporate actions resulting
in the changes in the
number of other securities;
3. Changes in the number of
other securities from initial
listing to the end of fiscal
year;
4. Name of stock exchange
where the other securities
are listed; and
5. Rating of securities.
13
Kronologis pencatatan
efek lainnya;
Chronologies of the listing

of other securities
3. Changes in the number of

shares from initial listing to
the end of fiscal year; and
4. Name of stock exchange
where the shares are listed.
120

Kriteria Criteria
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14
Nama dan alamat

lembaga dan/atau profesi
penunjang pasar modal
Names and addresses of

capital market supporting
institutions and/or
professions

lain:
1. Nama dan alamat
BAE/pihak yang
mengadministrasikan
saham perusahaan;
2. Nama dan alamat Kantor
Akuntan Publik; dan
3. Nama dan alamat
perusahaan pemeringkat
efek.

among others:
1. Name and address of
Securities Administration
Bureau (BAE)/parties
administrating company's
securities;
2. Name and address of Public
Accounting Firm;
3. Name and address of rating
agency.
120
15
Penghargaan yang
diterima dalam tahun
buku terakhir dan/atau
sertifikasi yang masih
berlaku dalam tahun buku
terakhir yang berskala
nasional maupun
internasional
Awards received in the

last financial year and / or
a valid certification in the
last fiscal year of national
and international

lain:
1. Nama penghargaan
dan/atau sertifikasi;
2. Tahun perolehan;
3. Badan pemberi
penghargaan dan/atau
sertifikat; dan
4. Masa berlaku (untuk
sertifikasi).
Information includes, among

others:
1. Name of the award and /or
certification
2. Year of achievement
3. Agency of awards givers
and / or certification
22-28
Nama dan alamat entitas

anak dan atau kantor
cabang atau kantor
perwakilan (jika ada)
List of awards received in

the last fiscal year and/or
certifications valid for the
last fiscal year, both
national and internationalscale
Memuat antara lain:

1. Nama dana alamat
entitas anak; dan
2. Nama dan alamat kantor
cabang/perwakilan.

1. Names and addresses of
subsidiaries; and
2. Names and addresses of
branch/representative
offices.
in the event that the entity does
not have any
subsidiaries/branches/
representatives
121
Memuat uraian mengenai:

1. Penjelasan masingmasing segmen usaha.
2. Kinerja per segmen
usaha, antara lain:
a. Produksi/kegiatan
usaha; dan
b. Peningkatan/
penurunan kapasitas
produksi;
c. Penjualan/pendapatan
usaha; dan
d. Profitabilitas.
Containing descriptions of:

1. Explanation of each
business segment.
2. Performance of each
business segment, among
others:
a. Production/business
activities;
b. Increase/decrease in
business capacity;
c. Sales/revenues; and
153-184
Analisis kinerja keuangan

yang mencakup
perbandingan antara kinerja
keuangan tahun
bersangkutan dengan tahun
sebelumnya dan penyebab
kenaikan/penurunan (dalam
bentuk narasi dan table),
antara lain mengenai:
1. Aset lancar, aset tidak
lancar dan total aset;
2. Liabilitas jangka pendek,
liabilitas jangka panjang
dan total liabilitas;
3. Ekuitas;
4. Penjualan/pendapatan
usaha, beban dan laba
(rugi), pendapatan
komprehensif lain dan
total laba (rugi)
komprehensif; dan
5. Arus kas.
Analysis on financial
performance containing
comparisons between current
financial performance and
previous year's financial
performance and causes for
the increase/decrease (in
narration and tables), among
others concerning:
1. Current assets, non-current
assets, and total assets;
2. Short-term liabilities, longterm liabilities, and total
liabilities;
3. Equity;
4. Sales/revenues, expenses
and profit (loss), other
comprehensive incomes
and total comprehensive
profit (loss); and
16
Catatan:apabila perusahaan
tidak memiliki entitas
anak/cabang/perwakilan,
agar diungkapkan
4. The validity period (for

certification)
V. ANALISA PEMBAHASAN MANAJEMEN ATAS KINERJA PERUSAHAAN

ANALYSIS AND MANAGEMENT DISCUSSION ON COMPANY PERFORMANCE
1
Tinjauan operasi per

segmen usaha
Uraian atas kinerja

keuangan perusahaan
Operational review per

business segment
Description of company's
financial performance
d. Profitability.
5. Cash flows.
208-217
210-217
217-222
223
224-228
229
577
578
Kriteria Criteria
Bahasan dan analisis

tentang kemmpuan
membayar utang dan
tingkat kolektibilitas
piutang perusahaan,
dengan menyajikan
perhitungan rasio yang
relevan sesuai dengan
jenis industri perusahaan
Discussion and analysis

on company solvency and
liquidity by presenting
ratios that are relevant to
company's industry
Penjelasan tentang:
1. Kemampuan membayar
hutang, baik jangka
pendek maupun jangka
panjang; dan
2. Tingkat kolektibilitas
piutang.
Bahasan tentang struktur

modal (capital structure)
dan kebijakan
manajemen atas struktur
modal (capital structure
policy)
Discussion on capital
structure and capital
structure policy
Penjelasan atas:
Explanation on:
1. Struktur modal (capital
1. Capital structure; and
structure); dan
2. Kebijakan manajemen
2. Capital structure policies and
atas struktur modal
the basis for the policy
(capital structure policies)
chosen.
dan dasar pemilihan
kebijakan tersebut.
235-236
Bahasan mengenai ikatan

yang material untuk
investasi barang modal
Discussion on material
commitments for capital
investments
Penjelasan tentang:
1. Tujuan dari ikatan
tersebut;
2. Sumber dana yang
diharapkan untuk
memenuhi ikatanikatantersebut;
3. Mata uang yang menjadi
denominasi;dan
4. Langkah-langkah
yangdirencanakan
perusahaan untuk
melindungi ridiko dari
posisi mata uang yang
terkait.
Catatan: apabila perusahaan
tidak mempunyai
ikatanterkait investasi barang
modal pada tahun buku
terakhir, agar diungkapkan.
Explanation on:
1. The purpose of the
commitments;
2. Sources of funds expected
to meet these commitments;
237-240
Penjelasan tentang:
1. Jenis investasi barang
modal;
2. Tujuan investasi barang
modal; dan
3. Nilai investasi barang
modal yang dikeluarkan
pada tahun buku terakhir.
Explanation on:
1. Type of capital investments;
Catatan: apabila tidak

terdapat realisasi investasi
barang modal, agar
diungkapkan.

in the event that any capital
investment realizations are
nonexistent.

lain:
1. Perbandingan antara
target pada awal tahun
buku dengan hasil yang
dicapai (realisasi): dan
2. Target atau proyeksi yang
ingin dicapai dalam satu
tahun mendatang.
The information containing,

among others:
1. Comparisons between
beginning of year's targets
and realizations; and
Bahasan mengenai
investasi barang modal
yang direalisasikan pada
tahun buku terakhir
Informasi perbandingan
antara target pada awal
tahun buku dengan hasil
yang dicapai (realisasi),
dan target atau proyeksi
yang ingin dcapai untuk
satu tahun mendatang
mengenai pendapatan,
laba, struktur permodalan,
atau lainnya yang
dianggap penting bagi
perusahaan
Discussion on capital
investments realized in
the last fiscal year
Information on
comparisons between
beginning of fiscal year's
targets and realizations,
and expected targets or
projection for the coming
year relating to revenue,
profit, capital structure,
and other matters
considered important to
the company
Explanation on:
1. 1. Solvency for short- and
long-term debts; and
Liquidity.
Halaman
Page
232-234
2. The collectibility of
receivables.
3. Currency used; and

4. Planned measures to protect
the company from risks
arising from relevant
currency.
in the event that the company
does not have any
commitments relating to capital
investments in the last fiscal
year.
241
2. Purposes of the capital

investments; and
3. Value of capital investment
spent in the last fiscal year.
2. Expected targets or
projection for the coming
year.
242-245

Kriteria Criteria
Informasi dan fakta

material yang terjadi
setalah tanggal pelaporan
akuntan
Information and material

facts occurring after
accountant's reporting
date
Uraian kejadian penting

setelah tanggal pelaporan
akuntan termasuk
dampaknya terhadap kinerja
dan risiko usaha di masa
mendatang.
Description of significant events

after accountant's reporting date
including their effects on
business performance and risks
in the future.
Catatan: apabila tidak ada

kejadian penting setelah
tanggal laporan akuntan, agar
diungkapkan

in the event that any significant
events after accountant's
reporting date are nonexistent
Halaman
Page
246
Uraian tentang prospek

usaha perusahaan
Description on company's
business prospects
Uraian mengenai prospek

perusahaan dikaitkan dengan
industri dan ekonomi secara
umum disertai data
pendukung kuantitatif dari
sumber data yang layak
dipercaya
Description on company's
business prospects is related to
industry and economy in general
accompanied by quantitative
supporting data from
trustworthy source of data.
246-248
10
Uraian tentang aspek

pemasaran
Description on marketing
aspect
Uraian tentang aspek

pemasaran atas produk
dan/atau jasa perusahaan,
antara lain strategi
pemasaran dan pangsa
pasar
Description on marketing aspect

on company products and/or
services, among others
marketing strategies and market
share.
187-192
11
Uraian mengenai
kebijakan deviden dan
jmlah deviden kas per
saham dan jumlah
deviden per tahun yang
diumumkan atau dibayar
selama 2 (dua) tahun
buku terakhir
Description on dividend
policy and amount of
cash dividends per share
and amount of dividends
per year announced or
paid for the last two fiscal
years.

1. Kebijakan pembagian
deviden;
2. Total dividen yang
dibagikan;
3. Jumlah dividen kas per
saham;
4. Payout ratio; dan
5. Tanggal pengumuman
dan pembayaran dividen
kas untuk masing-masing
tahun.
Containing description on:

1. Policy on distribution of
dividends;
2. Total dividends distributed;
248-249

pembagian deviden, agar
diungkapkan alasannya

in the event that any distribution
of dividends is nonexistent

1. Jumlah saham
ESOP/MSOP dan
realisasinya;
2. Jangka waktu;
3. Persyaratan karyawan
dan/atau manajemen
yang berhak; dan
4. Harga exercise.

1. Total ESOP/MSOP shares
and its realization;
12
Program kepemilikan
saham oleh karyawan
dan/atau manajemen
yang dilaksanakan
perusahaan
(ESOP/MSOP)
Employee and/or
Management Stock
Ownership Plan
(ESOP/MSOP) carried out
by the company
3. Amount of cash dividends

per share;
4. Payout ratio; and
5. Date of announcement and
payment of cash dividends
for each year.
249
2. Term;
3. Requirements for entitled
employees and/or
management; and
4. Exercise price.

memiliki program dimaksud, in the event that the program
agar diungkapkan
concerned is nonexistent.
13
Realisasi penggunaan
dana hasil penawaran
umum (dalam hal
perusahaan masih
diwajibkan
menyampaikan laporan
realisasi penggunaan
dana)
Realization of the use of

proceeds from public
offering (in the event that
the company still has the
obligation to report the
proceed use realization)

1. Total perolehan dana;
2. Rencana penggunaan
dana;
3. Rincian penggunaan
dana;
4. Saldo dana; dan
5. Tanggal persetujuan
RUPS/RUPO atas
perubahan penggunaan
dana (jika ada).

1. Total proceeds;
2. Planned use of the proceeds;
3. Detailed use of the proceeds;
4. Balance of proceeds; and
5. Date of GMS/GMB approval
on changes in the use of
proceeds (if any).
249
579
580
Kriteria Criteria
14
15
16
17
Informasi mengenai
investasi, ekspansi,
divestasi,
penggabungan/peleburan
usaha,akuisisi atau
restrukturisasi
utang/modal
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
Information on material
transactions containing
conflicts of interest
and/or transactions with
affiliates
Uraian mengenai
perubahan peraturan
perundang-undangan
yang berpengaruh
signifikan terhadap
perusahaan
Description on regulatory
changes having
significant impact on the
company
Uraian mengenai
perubahan kebijakan
akuntansi yang
diterapkan perusahaan
pada tahun buku terakhir
Description on changes
in accounting policies
applied by the company
in the last fiscal year

1. Tujuan dilakukannya
transaksi;
2. Nilai transaksi atau
jumlah yang
direstrukturisasi; dan
3. Sumber dana.
mempunyai transaksi
dimaksud, agar diungkapkan

1. Purpose of the transaction;

1. Nama pihak yang
bertransaksi dan sifat
hubungan afiliasi;
2. Penjelasan mengenai
kewajaran transaksi;
3. Alasan dilakukan
transaksi;
4. Realisasi transaksi pada
periode tahun buku
terakhir;
5. Kebijakan perusahaan
terkait dengan
mekanisme review atas
transaksi; dan
6. Pemenuhan peraturan
dan ketentuan terkait.
mempunyai transaksi
dimaksud, agar diungkapkan
Containing descriptions on:

1. Name of affiliates and the
nature of affiliation;
Uraian memuat antara lain:

perubahan perundangundangan dan dampaknya
terhadap perusahaan.
The description contains

among others:
Regulatory changes and their
impacts on the company.

terdapat perubahan
perundang-undangan yang
berpengaruh signifikan, agar
diungkapkan

in the event that any regulatory
changes having significant
impacts on the company are
nonexistent.

perubahan kebijakan
akuntansi, alasan dan
dampaknya terhadap laporan
keuangan.
The description includes

among others: changes in
accounting policies, their
reasons, and impacts toward
financial statements.
Halaman
Page
250
2. Transactional value or
restructured amount; and
3. Source of fund.
Note: explanation shall be
given in the event that any
transaction concerned is
nonexistent.
252-253
2. Explanation on the fairness

of transaction;
3. Reason behind the
transaction;
4. Realization of transactions
in the last fiscal year;
5. Company policy relating to
review mechanism on
transactions; and
6. Compliance with relevant
regulations and provisions.
given in the event that any
transaction concerned is
nonexistent.

terdapat perubahan kebijakan in the event that any changes
akuntansi, agar diungkapkan in accounting policies are
nonexistent.
253
255

Kriteria Criteria
Halaman
Page
VI. GOOD CORPORATE GOVERNANCE (GCG) GOOD CORPORATE GOVERNANCE (GCG)

1
Dewan Komisaris
The description includes,

among others:
1. Description of Board of
Commissioners'
responsibility;
2. Disclosure of remuneration
procedures;
3. Remuneration structure
displaying remuneration
components and nominal
amount per component for
each Board of
Commissioners member;
4. Frequency of meetings and
attendance rate of Board of
Commissioners in the
meetings;
5. Training programs in order
to improve Board of
Commissioners'
competencies or orientation
program for new
Commissioner(s); and
6. Disclosure of the Board
Charter (guidelines and
codes of conduct for Board
of Commissioners).
283-304
Covering, among others:

1. The criteria for Independent
Commissioners
appointment; and
2. Statement of independency
of each Independent
Commissioner.
305-306
The description includes,

among others:
Ruang lingkup pekerjaan 1. Scopes of duties and
dan tanggung jawab
responsibilities of each
masing-masing anggota
Board of Directors member;
Direksi;
Frekuensi pertemuan dan 2. Frequency of meetings and
Tingkat kehadiran
anggota Direksi dalam
Directors in Board of
pertemuan Direksi;
Directors' meetings;
Frekuensi pertemuan dan 3. Frequency of meetings and
Tingkat kehadiran
anggota Direksi dalam
Directors in Board of
pertemuan gabungan
Directors' joint meetings;
Direksi;
Program pelatihan dalam 4. Training programs in order
rangka meningkatkan
to improve Board of
kompetensi Direksi atau
Directors' competencies or
program orientasi bagi
orientation program for new
Direksi baru;
Director(s);
Pengungkapan mengenai 5. Disclosure of the Board
Board Charter (pedoman
Charter (guidelines and
dan tata tertib kerja
codes of conduct for Board
Direksi); dan
of Directors).
332-353

1. Uraian tanggung jawab
Dewan Komisaris;
2. Pengungkapan prosedur
penetapan remunerasi;
3. Struktur remunerasi yang
menunjukkan komponen
remunerasi dan jumlah
nominal per komponen
untuk setiap anggota
Dewan Komisaris;
4. Frekuensi pertemuan dan
tingkat kehadiran Dewan
Komisaris dalam
pertemuan;
5. Program pelatihan dalam
rangka meningkatkan
kompetensi Dewan
Komisaris atau program
orientasi bagi Komisaris
baru; dan
6. Pengungkapan mengenai
Board Charter (pedoman
dan tata tertib kerja
Dewan Komisaris)
Informasi mengenai
Komisaris Independen
Information on
Independent
Commissioners
Meliputi antara lain:

1. Kriteria penentuan
Komisaris Independen;
dan
2. Pernyataan tentang
independensi masingmasing Komisaris
Independen.
Uraian Direksi
Board of Directors
Description

1.
2.
3.
4.
5.
Assessment terhadap
Dewan Komisaris dan
Direksi
Assessment on Board of
Commissioners and
Board of Directors

1. Prosedur pelaksanaan
assessment atas kinerja
Dewan Komisaris dan
Direksi;
2. Kriteria yang digunakan
dalam assessment atas
kinerja Dewan Komisaris
dan Direksi;
3. Pihak yang melakukan
assessment.

1. Assessment procedures on
Board of Commissioners'
and Board of Directors'
performance;
2. Criteria used in the
assessment on Board of
Commissioners' and Board
of Directors' performance;
3. Assessing party.
302-303
348-351
581
582
Kriteria Criteria
Uraian mengenai
kebijakan remunerasi bagi
Direksi
Description of
remuneration policy for
Board of Directors

1. Pengungkapan prosedur
penetapan remunerasi;
2. Struktur remunerasi yang
menunjukkan jenis dan
jumlah imbalan jangka
pendek, pasca kerja,
dan/atau jangka panjang
lainnya untuk setiap
anggota Direksi; dan
3. Pengungkapan indikator
untuk penetapan
renumerasi Direksi.

1. Disclosure of remuneration
procedures; and
2. Remuneration structure
which shows the types and
amount of short-term, postemployment, and/or longterm benefits for each Board
of Directors' member.
Halaman
Page
328-331
3. Disclosure of indicators for

the determination of Board
of Directors' remuneration.
Informasi mengenai
pemegang saham utama
dan pengendali, baik
langsung maupun tidak
langsung, sampai kepada
pemilik individu
Information on major and

controlling shareholders,
both direct and indirectly,
to individual holders
Dalam bentuk skema atau

diagram, kecuali untuk BUMN
yang dimiliki sepenuhnya
oleh pemerintah
In schematic chart or diagram,

except for State-Owned
Enterprises wholly owned by the
government
275
Pengungkapan hubungan
afiliasi antara anggota
Direksi, Dewan Komisaris
dan Pemegang Saham
Utama dan/atau
pengendali
Disclosure of affiliations
between the members of
Board of Directors, Board
of Commissioners, and
Major and/or Controlling
Shareholders

1. Hubungan afiliasi antara
anggota Direksi dengan
anggota Direksi lainnya;
anggota Dewan
Komisaris;
Pemegang Saham Utama
dan/atau pengendali;
anggota Dewan
Komisaris dengan
anggota Komisaris
lainnya;dan
Pemegang Saham Utama
dan/atau pengendali.

1. Affiliations between Board of
Directors members;
298-299
343

Directors members and
members;
Shareholders;
Commissioners members;
and
Shareholders.

mempunyai hubungan afiliasi in the event that any concerned
dimaksud, agar diungkapkan affiliations are nonexistent.
8
Komite Audit
Audit Committee

1. Nama dan jabatan
anggota Komite Audit;
2. Kualifikasi pendidikan dan
pengalaman kerja
3. Independensi anggota
Komite Audit;
4. Uraian tugas dan
tanggung jawab Komite
Audit;
5. Laporan singkat
pelaksanaan kegiatan
tingkat kehadiran Komite
Audit.

1. Name and position of Audit
Committee members;
2. Educational qualifications
and work experience of Audit
Committee members;
3. Audit Committee members'
independency;
4. Description of Audit
Committee's duties and
responsibilities;
5. Brief report on Audit
Committee members'
activities;
attendance rate of Audit
Committee members.
310-323

Kriteria Criteria
10
11
12
13
Halaman
Page
Komite/Fungsi
Nominasi dan
Remunerasi
Nomination and
Remuneration
Committees/Functio
ns

1. Nama, jabatan, riwayat
Komite/Fungsi Nominasi
dan/atau Remunerasi;
3. Uraian tugas dan
tanggung jawab;
4. Uraian pelaksanaan
kegiatan anggota
tingkat kehadiran anggota
dan
6. Kebijakan mengenai
suksesi Direksi.

1. Name, position, and brief CV of
Nomination and/or
Remuneration
Committee/Function members;
2. Independency of Nomination
and/or Remuneration
3. Description of duties and
responsibilities;
4. Description of implementation of
activities of Nomination and/or
Remuneration
and
attendance rate of Nomination
and/or Remuneration
Committee/Function members.
6. Policy relating to Board of
Directors' succession.
324-327
Komite-komite lain di
bawah Dewan
Komisaris yang dimiliki
oleh perusahaan
Other committees
under the Board of
Commissioners
owned by the
company

1. Nama, jabatan, dan
riwayat hidup singkat
anggota komite lain;
komite lain;
3. Uraian tugas dan
tanggung jawab;
4. Uraian pelaksanaan
kegiatan komite lain; dan
tingkat kehadiran komite
lain.

1. Name, position, and brief CV of
other committee members;
2. Independency of other
committee members;
3. Description of duties and
responsibilities;
4. Description of implementation of
activities of other committees;
and
attendance rate of other
committee members.
310-323
Uraian tugas dan

Fungsi Sekretaris
Perusahaan
Description of duties
and function of
Corporate Secretary

1. Nama dan riwayat jabatan
singkat sekretaris
perusahaan;
2. Uraian pelaksanaan tugas
sekretaris perusahaan;
dan
3. Program pelatihan dalam
rangka mengembangkan
kompetensi sekretaris
perusahaan.

1. Name and brief CV of Corporate
Secretary;
354-363
324-327
2. Description of duties of Corporate

Secretary; and
3. Training programs in order to
improve Corporate Secretary's
competency.
Uraian mengenai
Rapat Umum
Pemegang Saham
(RUPS) tahun
sebelumnya
Description on General
Meeting of
Shareholders (GMS) of
previous year

1. Keputusan RUPS tahun
sebelumnya;
2. Realisasi hasil RUPS pada
tahun buku; dan
3. Alasan dalam hal terdapat
keputusan RUPS yang
belum direalisasikan.

1. GMS decisions of previous year;
Uraian mengenai unit

audit internal
Description on internal
audit unit

1. Nama ketua unit audit
internal;
2. Jumlah pegawai (auditor
internal) pada unit audit
internal;
3. Sertifikasi sebagai profesi
audit internal;
4. Kedudukan unit audit
internal dalam struktur
perusahaan;
5. Laporan singkat
pelaksanaan kegiatan unit
audit internal; dan
6. Pihak yang mengangkat/
memberhentikan ketua
unit audit internal.

1. Name of internal audit unit head;
276-282
2. Realization of GMS result in fiscal

year; and
3. Reasons in the event that any
GMS decisions are not realized.
2. Number of employees (internal

auditors) in internal audit unit;
3. Certification for internal audit
professions;
4. Internal audit unit position in
corporate structure;
5. Brief report on internal audit unit's
implementation of activities; and
6. Parties appointing/dismissing
head of internal audit unit.
366-373
583
584
Kriteria Criteria
14
15
16
17
Akuntan Publik
Uraian mengenai
manajemen risiko
perusahaan
Uraian mengenai sistem

pengendalian intern
Uraian mengenai
corporate social
responsibility yang terkait
dengan lingkungan hidup
Public Accountant
Description on corporate
risk management
Description on internal
control system
social responsibility in
relation to environment

lain:
1. Jumlah periode akuntan
publik telah melakukan
audit laporan keuangan
tahunan;
2. Jumlah periode Kantor
Akuntan Publik telah
melakukan audit laporan
keuangan tahunan;
3. Besarnya fee untuk
masing-masing jenis jasa
yang diberikan oleh
akuntan publik; dan
4. Jasa lain yang diberikan
akuntan selain jasa audit
laporan keuangan
tahunan.
jasa lain dimaksud, agar
diungkapkan
The information includes

among others:
1. Number of periods in which
a public accountant has
conducted annual audit on
financial statements;
2. Number of period in which
a Public Accounting Firm
has conducted annual audit
on financial statements;
3. Amount of fee for each
service provided by public
accountant; and

sistem manajemen risiko
yang diterapkan
perusahaan;
evaluasi yang dilakukan
atas efektivitas sistem
manajemen risiko;
risiko-risiko yang dihadapi
perusahaan; dan
4. Upaya untuk mengelola
risiko tersebut.

1. Explanation on risk
management system
applied by the company;

1. Penjelasan singkat
mengenai sistem
pengendalian intern,
antara lain mencakup
pengendalian keuangan
dan operasional;
2. Penjelasan kesesuaian
sistem pengendalian
intern dengan kerangka
yang diakui secara
internasional (COSO internal control framework);
dan
evaluasi yang dilakukan
atas efektivitas sistem
pengendalian intern.

1. Brief explanation on internal
control system, among
others concerning financial
and operational control;
Mencakup antara lain

informasi tentang:
1. Kebijakan yang ditetapkan
manajemen;
2. Kegiatan yang dilakukan;
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, dan lain-lain
3. Sertifikasi di bidang
lingkungan yang dimiliki.
Covering among others the

information on:
1. Policies applied by the
company;
2. Implemented activities in
relation to environmental
programs associated with
company's operations, such
as the use of
environmentally-friendly and
recyclable materials and
energy, company's waste
treatment system, etc.
Halaman
Page
417-419
4. Other services provided by

accountant apart from
annual audit on financial
statements.
in the event that any services
are nonexistent.
374-411
2. Explanation on evaluation
on risk management
system effectiveness;
3. Explanation on risks faced
by the company; and
4. Efforts to manage the risks.
364-365
2. Explanation on compliance
with internal control system
with internationallyrecognized framework
(COSO - internal control
framework); and
3. Explanation on evaluation
conducted on internal
control system
effectiveness.
3. Environmental certification
owned.
479-481

Kriteria Criteria
18
19
20
Uraian mengenai
corporate social
dengan ketenagakerjaan,
kesehatan dan
keselamatan kerja
relation to employment,
occupational health and
safety
Uraian mengenai
corporate social
dengan pengembangan
sosial dan
kemasyarakatan
relation to social and
community development
Uraian mengenai
corporate social
dengan tanggung jawab
kepada konsumen
relation to responsibility
to customers

informasi tentang:
manajemen; dan
2. Kegiatan yang dilakukan
Covering, among others the

information on:
company; and
2. Implemented activities
terkait praktik
ketenagakerjaan, kesehatan,
dan keselamatan kerja,
seperti kesetaraan gender
dan kesempatan kerja,
sarana dan keselamatan
kerja, tingkat turnover
karyawan, tingkat kecelakaan
kerja, dan lain-lain.
in relation to employment,
occupational health and
safety practices, such as
gender equality and equal
work opportunity,
occupational facilities and
safety, employee turnover,
workplace accidents, etc.

informasi tentang:
manajemen;
2. Kegiatan yang dilakukan;
dan
3. Biaya yang dikeluarkan

information on:
company;
2. Implemented activities;
and
3. Costs incurred
terkait pengembangan sosial

dan kemasyarakatan, seperti
penggunaan tenaga kerja
lokal, pemberdayaan
masyarakat sekitar
perusahaan, perbaikan
sarana dan prasarana sosial,
bentuk donasi lainnya, dan
lain-lain.
in relation to social and

community development,
such as the use of local
workforce, empowerment of
surrounding communities,
repair of social facilities and
infrastructure, other forms of
donations, etc.

information on:
1. Kebijakan yang ditetapkan 1. Policies applied by the
manajemen; dan
company; and
2. Kegiatan yang dilakukan 2. Implemented activities
terkait tanggung jawab
produk, seperti kesehatan
dan keselamatan konsumen,
informasi produk, sarana,
jumlah dan penanggulangan
atas pengaduan konsumen,
dan lain-lain.
21
Perkara penting yang

sedang dihadapi oleh
perusahaan, entitas anak,
anggota Direksi dan/atau
anggota Dewan
Komisaris yang menjabat
pada periode laporan
tahunan
Significant cases
currently faced by the
company, subsidiaries,
Board of Directors and/or
member(s) serving during
the period of the annual
report

1. Pokok perkara/gugatan;
2. Status penyelesaian
perkara/gugatan;
3. Pengaruhnya terhadap
kondisi perusahaan; dan
4. Sanksi administrasi yang
dikenakan kepada Entitas,
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).
Halaman
Page
491-500
486-490
501-506
in relation to product
responsibility, such as
consumer's health and
safety, product information,
facilities, number and
response on customers
complaints, etc.

1. Principal case/lawsuit;
2. Dispute/lawsuit
settlement status;
3. Its impacts on company
condition; and
4. Administrative sanctions
imposed to Entity, Board
of Commissioners and
Board of Directors
members, by relevant
authorities (capital
market, banking, and
others) for the latest fiscal
year (or if any statement
confirming no imposition
of administrative sanction
exists)
Catatan: dalam hal tidak
berperkara, agar diungkapkan given in the event that any
disputes are nonexistent
420
585
586
Kriteria Criteria
Description on the availability

of company information and
data to public, such as through
website (in Bahasa Indonesia
and English), mass media,
mailing list, bulletin, analyst
meeting, etc.
412-416
Consisting description, among

others on:
Isi kode etik;
1. Code of ethics contents;
Pengungkapan bahwa
2. Disclosure that the code of
kode etik berlaku bagi
ethics applies to all levels of
seluruh level organisasi;
organization;
Penyebarluasan kode etik; 3. Dissemination of the code
of ethics;
Upaya penegakan dan
4. Enforcement and sanctions
sanksi pelanggaran kode
to code of ethics violations;
etik; dan
and
Pernyataan mengenai
5. Statement on corporate
budaya perusahaan
culture of the company.
(corporate culture) yang
dimiliki perusahaan.
421-426
22
Akses informasi dan data

perusahaan
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
23
Bahasan mengenai kode

etik
Discussion on code of
ethics
Memuat uraian antara lain:

1.
2.
3.
4.
5.
24
25
Pengungkapan mengenai
whistleblowing system
Keberagaman Komposisi
Dewan Komisaris dan
Direksi
Disclosure of
Composition Diversity of
and Board of Directors
Halaman
Page
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
tahun buku terakhir serta
tindak lanjutnya.
Consisting of description on
mechanism, among others:
1. Whistleblowing delivery;
Uraian kebijakan Perusahaan

mengenai keberagaman
komposisi Dewan Komisaris
dan Dewan Direksi dalam
pendidikan (bidang studi),
pengalaman kerja, usia, dan
jenis kelamin.
kebijakan dimaksud, agar
diungkapkan alasan dan
pertimbangannya
Description of Company policy

on composition diversity of
Board of Commissioners and
Board of Directors by education
(field of study), work experience,
age, and gender.
427-431
2. Protection to whistleblower;
3. Handling of complaints;
4. Parties handling the
complaints; and
5. Number of complaints
received and processed in
the last fiscal year and the
follow-ups.
459

in the event that concerned
policy is nonexistent
V. INFORMASI KEUANGAN FINANCIAL INFORMATION

1
Surat Pernyataan Direksi

dan/atau Dewan
Komisaris tentang
Tanggung Jawab atas
Laporan Keuangan
Statements from Board

of Directors and/or Board
of Commissioners on the
Accountability on
Financial Statements
Opini auditor independen

atas laporan keuangan
Independent auditor's
opinion on the financial
statements
Deskripsi Auditor
Independen di Opini
Deskripsi Auditor
Independen di Opini
Kesesuaian dengan
peraturan terkait tentang
Tanggung Jawab atas
Laporan Keuangan
Compliance with relevant

regulation on Accountability on
Financial Statements
515
516-517
Deskripsi memuat tentang:

1. Nama & tanda tangan;
2. Tanggal Laporan Audit;
dan
3. Nomor ijin KAP dan
nomor ijin Akuntan Publik.
The description includes:

1. Names and signatures;
2. Date of Audit Report; and
3. Public Accounting Firm's
and Public Accountant's
License Numbers.
516

Kriteria Criteria
Laporan keuangan
yang lengkap
Comprehensive
Memuat secara lengkap

unsur-unsur laporan
keuangan:
1. Laporan posisi keuangan
(neraca);
2. Laporan laba rugi
komprehensif;
3. Laporan perubahan
ekuitas;
4. Laporan arus kas;
5. Catatan atas laporan
keuangan; dan
6. Laporan posisi keuangan
pada awal periode
komparatif yang disajikan
ketika entitas menerapkan
suatu kebijakan akuntansi
secara retrospektif atau
membuat penyajian
kembali pos-pos laporan
keuangan, atau ketika
entitas mereklasifikasi
pos-pos dalam laporan
keuangannya (jika
relevan).
Consisting comprehensively elements

of the financial statements, such as:
Halaman
Page
518-570
1. Statements of financial position

(balance);
2. Statements of comprehensive
income;
3. Statements of changes in equity;
4. Statements of cash flows;
5. Notes to the financial statements;
and
6. Statements of financial position at
the beginning of comparative
period presented when an entity
applies an accounting policy
retrospectively or makes
restatement of financial statements
posts, or when an entity reclassifies
posts in the financial statements
(if relevant).
Perbandingan tingkat
profitabilitas
Comparison of
profitability level
Perbandingan laba (rugi)

Comparison between profit (loss) in
tahun berjalan dengan tahun current year and the previous year
sebelumnya
Laporan Arus Kas
Statements of Cash
Flows
Memenuhi ketentuan sebagai

berikut:
1. Pengelompokan dalam
tiga kategori aktivitas:
operasi, investasi, dan
pendanaan;
2. Penggunaan metode
langsung (direct method)
untuk melaporkan arus
kas dari aktivitas operasi;
3. Pemisahan penyajian
antara penerimaan kas
dan atau pengeluaran kas
selama tahun berjalan
pada aktivitas operasi,
investasi dan pendanaan;
dan
4. Pengungkapan transaksi
non kas harus
dicantumkan dalam
catatan atas laporan
keuangan.
Fulfilling the following requirements:
519
1. Classification in three categories

of activity: operation, investment,
and funding;
521
2. The use of direct method in cash

flow reporting from operational
activities;
521
3. Separation of presentation between

cash receipts and/or cash
expenses for the period in
operation, investment, and funding
activities; and
521
4. Disclosure of non-cash transaction

must be included in the notes to
the financial statements.
554
528-543
Ikhtisar Kebijakan
Akuntansi
Accounting Policy
Highlights
Meliputi sekurang-kurangnya:
1. Pernyataan kepatuhan
terhadap SAK;
2. Dasar pengukuran dan
penyusunan laporan
keuangan;
3. Pengakuan pendapatan
dan beban;
4. Imbalan kerja; dan
5. Instrumen Keuangan.
Consisting at least:
1. Statement of compliance with
Financial Accounting Standards
(SAK);
2. Basis for the measurement and
preparation of financial statements;
3. Recognition of revenue and
expenses;
4. Employee benefits; and
5. Financial instruments.
Pengungkapan
transaksi pihak
berelasi
Disclosure of
transactions with
related parties
Hal-hal yang diungkapkan

antara lain:
1. Nama pihak berelasi, serta
sifat dan hubungan
dengan pihak berelasi;
2. Nilai transaksi beserta
persentasenya terhadap
total pendapatan dan
beban terkait; dan
3. Jumlah saldo beserta
persentasenya terhadap
total aset atau liabilitas.
Items disclosed among others are:

1. Names of related parties and the
nature of relationship with these
parties;
2. Transactional value and its
percentage against total revenue
and relevant expenses; and
560
3. Total balance and its percentage

against total assets or liabilities.
558
558
587
588
Kriteria Criteria
10
Pengungkapan yang
berhubungan dengan
perpajakan
Disclosure of matters
relating to taxation
Hal-hal yang harus

diungkapkan:
1. Rekonsiliasi fiskal dan
perhitungan beban pajak
kini;
2. Penjelasan hubungan
antara beban
(penghasilan) pajak dan
laba akuntansi;
3. Pernyataan bahwa Laba
Kena Pajak (LKP) hasil
rekonsiliasi dijadikan
dasar dalam pengisian
SPT Tahunan PPh Badan;
Matters need to be disclosed:
Pengungkapan yang
berhubungan dengan
aset tetap
relating to fixed assets
Hal-hal yang harus

diungkapkan:
1. Metode penyusutan yang
digunakan;
2. Uraian mengenai
kebijakan akuntansi yang
dipilih 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.
Halaman
Page
554-555
1. Fiscal reconciliation and

current tax expense
calculation;
2. Explanation of relationship
between tax expense
(income) and accounting
profit;
3. Statement acknowledging
that Taxable Profits (LKP)
from the reconciliation
serves as the basis for
Corporate Income Tax's
Annual Tax Returns (SPT);
4. Rincian aset dan liabilitas 4. Details of assets and
pajak tangguhan yang
deferred tax liabilities
diakui pada laporan posisi
recognized in the financial
keuangan untuk setiap
position statement for each
periode penyajian, dan
presenting period, and the
jumlah beban
amount of deferred tax
(penghasilan) pajak
(income) expenses
tangguhan yang diakui
recognized in the income
pada laporan laba rugi
statements if the amount is
apabila jumlah tersebut
not visible in the total assets
tidak terlihat dari jumlah
or liabilities of deferred tax
aset atau liabilitas pajak
recognized in the
tangguhan yang diakui
statements of financial
pada laporan posisi
position; and
keuangan; dan
5. Pengungkapan ada atau 5. Disclosure of any tax
tidak ada sengketa pajak.
diputes.
1. Depreciation method used;

2. Description of accounting
policy selected, either
revaluation or cost model;
3. Methods and significant
assumptions used to
estimate fixed assets' fair
value (for revaluation model)
or disclosure of fixed assets'
fair value (for cost model);
and
4. Reconciliation of the gross
carrying amount and
accumulated depreciation
of fixed assets at the
beginning and the end of
period by presenting:
addition, reduction, and
reclassification.
551-552

Kriteria Criteria
Halaman
Page
11
Pengungkapan yang
berhubungan dengan
segmen operasi
relating to operational
segment
Hal-hal yang harus

diungkapkan:
1. Informasi umum yang
1. General information
meliputi faktor-faktor yang
covering the factors used
digunakan untuk
to identify unreported
mengidentifikasi segmen
segment;
yang dilaporkan;
2. Informasi tentang laba rugi, 2. Information regarding
aset, dan liabilitas segmen
profit and loss, assets,
yang dilaporkan;
and liabilities of the
reported segment;
3. Rekonsiliasi dari total
3. Reconciliation of total
pendapatan segmen, laba
revenue, profit and loss,
rugi segmen yang
assets, liabilities of the
dilaporkan, aset segmen,
reported segment, and
liabilitas segmen, dan unsur
material elements of the
material segmen lainnya
other segments against
terhadap jumlah terkait
relevant amount in the
dalam entitas; dan
entity; and
4. Pengungkapan pada level 4. Disclosure at the level of
entitas, yang meliputi
entity, covering
informasi tentang produk
information on products
dan/atau jasa, wilayah
and/or services,
geografis dan pelanggan
geographical area, and
utama.
main customer.
552-559
12
Pengungkapan yang
berhubungan dengan
Instrumen Keuangan
Disclosure relating to
Financial Instruments
Hal-hal yang harus

diungkapkan:
1. Rincian instrumen
keuangan yang dimiliki
berdasarkan klasifikasinya;
2. Nilai wajar tiap kelompok
instrumen keuangan;
3. Tujuan dan kebijakan
manajemen risiko;
4. Penjelasan risiko yang
terkait dengan instrumen
keuangan: risiko pasar,
risiko kredit dan risiko
likuiditas; dan
5. Analisis risiko yang terkait
dengan instrumen
keuangan secara
kuantitatif.
561-568
Hal-hal yang diungkapkan

antara lain:
1. Tanggal laporan keuangan
diotorisasi untuk terbit; dan
2. Pihak yang bertanggung
jawab mengotorisasi
laporan keuangan.
Matters need to be disclosed,

among others:
1. Authorized date of the
financial statements for
publication; and
2. Party responsible for the
authorization.
13
Penerbitan laporan
keuangan
Publication of financial
statements
1. Detailed classification of
financial instruments;
2. Fair value of each group
of financial instruments;
3. Risk management
purposes and policies;
4. Explanation of risks
relating to financial
instruments: market risks,
credit risks, and liquidity
risks; and
5. Quantitative risk analysis
relating to financial
instruments.
570
589

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Laporan Tahunan 2014 Annual Report PT Pertamina EP Cepu

PEPC semakin menunjukkan kualitas dan kapabilitas

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PEPC melihat potensi untuk meningkatkan produksi, dengan

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PEPC managed to create reference standards for operational

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PEPC STRATEGIES TOWARD

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Grafik 1.2. Laba Bersih

Chart 1.1. Operating Revenues

Chart 1.2. Net Profit

Grafik 1.3. Kewajiban Usaha

Grafik 1.4. Jumlah Aktiva

Chart 1.3. Operating Liabilities

Chart 1.4. Total Assets

Grafik 1.5. Rata-rata Produksi

Chart 1.5. Average Production Per Year

Jumlah Aktiva PEPC

Grafik 1.6. Rata-rata Pertumbuhan

Grafik 1.7. Rata-rata Pertumbuhan

Grafik 1.8. Jumlah Pekerja

Chart 1.8. Number of Employees

Chart 1.7. Average Sales Growth to

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Kami menyadari adanya potensi risiko bahaya dalam

We realize the potential risks in the implementation of the

Untuk itu kami senantiasa mengutamakan aspek Health,

Therefore we constantly prioritize the Health, Security,

Disamping itu kami juga kami meraih penghargaan sebagai

We also received The Best Upstream HSSE and

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Kami terus meningkatkan penerapan

We always develop the implementation of

Dan sejalan dengan pertumbuhan bisnis

Along with Company's business growth we

Melalui Fungsi Quality Management kami

Handled by the Quality Management

Selain itu kami juga senantiasa melakukan

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