Journey to Bring

N at i o n a l C a pa c i t y
Langkah untuk Mewujudkan Kapasitas Nasional

ANNUAL REPORT
2019

PT ELNUSA Tbk IDX: ELSA www.elnusa.co.id @elnusaofficial Elnusa PT Elnusa Tbk LAPORAN TAHUNAN
2 Annual Report 2019 Laporan Tahunan
Journey to Bring
National Capacity
Langkah untuk Mewujudkan Kapasitas Nasional

Lima dasawarsa perjalanan PT Elnusa Tbk telah

dilalui hingga menjadi Perusahaan jasa energi
nasional yang mampu memberikan solusi total
seperti sekarang. Beragam krisis dan dinamika
industry berhasil dilewati. Tidak sedikit pula
ragam kreativitas dan inovasi sudah dihasilkan.
Melewati 50 tahun ini, transformasi Elnusa
tentu belum berhenti. Perusahaan ini akan
terus menggeliat mengikuti perubahan jaman.
Bukan sekedar untuk hidup, tetapi tetap kokoh
diatas jalur yang dipilih untuk menjadi jalannya.

Five decades of the journey of PT Elnusa Tbk have been passed

to become a national energy service company that is able to
provide a total solution like now. Various crises and dynamics of
the industry successfully passed. Not a little variety of creativity
and innovation have been produced. Over the past 50 years,
Elnusa’s transformation has certainly not stopped. This company
will continue to stretch following the changing times. Not just for
life, but still firm above the path chosen to be the way.
Annual Report 2019 Laporan Tahunan 3
50 TAHUN ELNUSA
50 th Elnusa

TOTAL SOLUTION ENERGY SERVICES

GEOSCIENCE & RESERVOIR SERVICES

1. Pelopor layanan survei 1. Pioneer of oil and gas

eksplorasi minyak dan gas
sejak tahun 1972, dengan
cakupan wilayah seismik
terbesar di Indonesia.
2. Andal dalam melakukan
layanan seismik di darat,
zona transisi dan laut
dengan teknologi canggih
terbaru.
3. Menghasilkan data
pencitraan seismik terbaik,
didukung oleh para ahli dan
perangkat lunak terbaru.
exploration survey services
since 1972, with the largest
coverage of seismic areas in
Indonesia.
2. Reliable in performing
seismic services at land,
transition zones and marine
with the latest advanced
technology.
3. Producing the best seismic
imaging data, supported
by experts and the latest
software.

PRODUCTION, OPERATION &
MAINTENANCE SERVICES
1. Memiliki kompetensi unggul dari pengeboran minyak dan gas hingga manajemen
lapangan, serta menjadi pemimpin pasar layanan workover hidrolik di Indonesia.
2. Dukungan lebih dari 30 tahun untuk pengelolaan ladang minyak di Blok Mahakam
sebagai salah satu ladang minyak dan gas nasional utama.
3. Berpengalaman dalam Jasa Pengadaan Konstruksi dan Operasi & Pemeliharaan
Layanan baik di darat, lepas pantai, dan bawah air serta perputaran utama untuk
fasilitas minyak dan gas.

1. Has superior competence from oil and gas drilling to field management, as well as
being the market leader of the hydraulic workover services in Indonesia.
2. More than 30 years of support for oil field management at Mahakam Block as one
of main national oil and gas fields.
3. Experienced in Engineering Procurement Construction and Operation &
Maintenance Services both onshore, offshore, and underwater as well as
turnaround of major for oil and gas facilities.

4 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 ENERGY DISTRIBUTION & LOGISTIC SERVICES
1. Profesional dan kompeten dalam layanan logistik
& distribusi bahan bakar, mulai dari depo dan
manajemen terminal hingga transportasi ke seluruh
penjuru negeri.
2. 2. Mengelola lebih dari 1.500 transportasi logistik
bahan bakar di berbagai daerah di Indonesia
dengan memprioritaskan ketepatan waktu, aspek
keamanan & keselamatan.
JASA PENUNJANG 1. Mendukung peningkatan
kapabilitas nasional melalui
fabrikasi hydraulic workover unit
dan peralatan migas lainnya.
2. 100% Menahkodai dan mengawaki
kapal survei seismik terbesar
bebendera Indonesia pertama
untuk penemuan cadangan migas.
3. Mengelola data migas maupun
energi nasional.
PT Elnusa Tbk
1. Professional and competent in fuel logistics &
distribution services, from depot and terminal
management to transportation to all corners of
country.
2. Managed more than 1,500 fuel logistics
transportation in various regions of Indonesia by
prioritizing quality timeliness, security & safety
aspects.
> 1,500
FUEL FLOOT
1. Supporting national capacity
upgrade through hydraulic
workover unit and other oil and
gas tools.
2. 100% leading and operating
first seismic support ship with
Indonesian flag to find oil and gas
stock.
3. Maintaining nationwide oil, gas,
and energy data.
Annual Report 2019 Laporan Tahunan 5
GLOSARIUM
Glossary

Singkatan Definisi Singkatan Definisi

Abbreviation Definition Abbreviation Definition

2D Dua Dimensi/ Two Dimension EPC Engineering, Procurement & Construction

3D Tiga Dimensi/ Three Dimension EPN PT Elnusa Petrofin

AGMS Annual General Meeting of Shareholders EPS Elnusa Petroleum School

APBN Anggaran Pendapatan dan Belanja Negara/ ERM Enterprise Risk Management
State Budget
ESDM Kementerian Energy dan Sumber Daya Mineral/
APMS Agen Premium Minyak Solar/ Premium Diesel Ministry of Energy and Mineral Resources
Fuel Agent
ESOP Employee Stock Option Plan
ARA Annual Report Award
ETSA PT Elnusa Trans Samudera
AS/US Amerika Serikat/ United States
EWL Electric Wireline Logging
ASEAN Association of South East Asia Nation
FAME Fatty Acid Methyl Ester
AVO Amplitude Versus Offset
GCG Good Corporate Governance
AWB Accomodation Work Barge
GDL Geo Data Acquisition Land
B3 Bahan Berbahaya dan Beracun/ Hazardous and
Toxic Materials GDM Geo Data Acquisition Transition Zone & Marine
Zone & Marine
BAPEPAM Badan Pengawas Pasar Modal/
Capital Market Supervisory Agency GDP Geo Data Processing

Bapepam- Badan Pengawasan Pasar Modal - Lembaga GGR Geology, Geophysics and Reservoir
LK Keuangan/
GPS Global Positioning System
Capital Market Supervisory Agency - Financial
Institution GRI Global Reporting Initiative
BBK Bahan Bakar Khusus/ Special fuels GMS General Meeting of Shareholders
BBM Bahan Bakar Minyak/ Oil fuel H2S Hydrogen Sulfide
BBMK Bahan Bakar Minyak Khusus/ Special Fuels HAGI Himpunan Ahli Geofisika Indonesia/
Indonesia Association of Geophysicists
BEI/IDX PT Bursa Efek Indonesia/ Indonesia Stock
Exchange HRIS Human Resources Information System
BEST Beasiswa Terpadu/ Integrated Scholarship HSSE Health, Safety, Security & Environment
BI Bank Indonesia HWU Hydraulic Workover Unit
BNI Syariah Bank Negara Indonesia Syariah/ Indonesian IAI Ikatan Akuntan Indonesia/
State Bank-Sharia Institute of Indonesia Chartered Accountants
BUMN/ Badan Usaha Milik Negara/ State-Owned IAGI Ikatan Ahli Geologi Indonesia/
SOE Enterprise Indonesian Association of Geologist
CBM Coal Bed Methane ICBC Industrial and Commercial Bank of China
CIP Contionus Improvement Program ICP Indonesia Crude Price
CMT Cementing Service ICT Information Communication Technology
CoC Standar Etika/ Code of Conduct IFRS International Financial Reporting Standard
COSO Comittee of Sponsoring Organizations IHSG Indeks Harga Saham Gabungan/ IDX
Composite
CSR Corporate Social Responsibility
IIA The Institute of Internal Auditor
CTU Coiled Tubing Unit
IMF International Monetary Fund
DFS Drilling Fluid Services
IPO Penawaran Umum Saham Perdana/ Initial Public
DMS Document Management System
Offering
DPPU Depot Pengisian Pesawat Udara/ Aircraft Filling
ISO International Organization for Standardization
Depot
LCT Landing Craft Tank
EBITDA Earning Before Interest, Tax, Depreciation and
Amortization LHA Laporan Hasil Audit/ Audit Report
EER Elnusa Emergency Response LPG Liquefied Petroleum Gas
EFK PT Elnusa Fabrikasi Konstruksi LTI Lost Time Injury
ELSA Kode Saham Elnusa/ Elnusa Ticker Code MEA Masyarakat Ekonomi ASEAN/ ASEAN Economic
Community

6 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 Singkatan Definisi Singkatan Definisi
Abbreviation Definition Abbreviation Definition

Migas Minyak dan Gas/ Oil and Gas RUPS Rapat Umum Pemegang Saham /
General Meeting of Shareholder
MLU Mud Logging Unit
SAK Standar Akuntansi Keuangan/ Financial
MOR Marketing Operation Region Accounting Standards
MPP Masa Persiapan Pensiun/ Retirement SCU PT Sigma Cipta Utama
Preparation Period
SDM/ HR Sumber Daya Manusia/ Human Resources
MSOP Management Stock Option Pan
SEOJK Surat Edaran Otoritas Jasa Keuangan/
NPM Net Profit Margin Circular Letter of the Financial Services Authority
O&M Operation & Maintenance SK Surat Keputusan/ Decision Letter
OCTG Oil Country Tubular Goods SKK Migas Satuan Kerja Khusus Pelaksana Kegiatan Usaha
Hulu Minyak dan Gas Bumi/ Special Unit
OHS Occupational Health and Safety Taskforce of Oil and Gas
OHSAS Occupational Health and Safety Assessment SPOB Self Propelled & Oil Barge
System
SL Slickline Services
OJK Otoritas Jasa Keuangan/ Financial Services
Authority SMBCI Sumitomo Mitsui Banking Corp
ONH Ongkos Naik Haji/ Pilgrimage Cost Assistance SOP Standard Operating Procedures
OPEC Organizations of the Petroleum Exporting SPBB Stasiun Pengisian Bahan Bakar Bunker/
NGLS Countries Natural Gas Liquid Bunker Fuel Filling Stations
OPM Operating Profit Margin SPBE Stasiun Pengisian Bulk LPG/ Bulk LPG Filling
Stations
P/B Price to Book
SPBU Stasiun Pengisian Bahan Bakar Umum/ Gas
P/E Price to EPS Station
Permen Peraturan Menteri/ Ministerial Regulation SPE Serikat Pekerja Elnusa/ Labor Unions Elnusa
Perseroan PT Elnusa Tbk/ The Company SPK Sistem Pengelolaan Kerja/ Performance
Pertamina PT Pertamina (Persero) Management System

PEP PT Pertamina EP TBBM Terminal Bahan Bakar Minyak/ Fuel Terminal

PHE PT Pertamina Hulu Energi TBE Taman Belajar Elnusa/ Elnusa Learning Park

PHE ONWJ PT Pertamina Hulu Energi THM Tabung Hikmah Mandiri/ Hikah Mandiri Tube

PHE WMO PT Pertamina Hulu Energi West Madura THR Tunjangan Hari Raya/ Religious Holiday
Offshore Allowance

PHM Pertamina Hulu Mahakam TZ Transition Zone

POMS Production and Operation Maintenance US$ United States Dollar/ Dolar Amerika
Services UU Undang-Undang/ Law
PKAT Program Kerja Audit Tahunan/ Annual Audit UUPT Undang-Undang Perseroan Terbatas/
Work Program Limited Liability Company Law
PNBP Penerimaan Negara Bukan Pajak/ Non-Tax UTD Ulang Tahun Dinas/ Service Anniversaries
Revenue
VHS Vendor Held Stock
PP Peraturan Perusahaan/ Company Regulations
VICO PT Vico Indonesia
PPh Pajak Penghasilan/ Income Tax
VTMS Vessel Traffic Management and Information
PPN Pajak Pertambahan Nilai/ Value Added Tax System
PSAK Pernyataan Standar Akuntansi Keuangan/ WBS Whistleblowing System
Statement of Financial Accounting Standards
WB Working Barge
PUMP Pumping Services
WK Wilayah Kerja/ Working Area
RJPP Rencana Jangka Panjang Perusahaan/
The Company’s Long Term Plan WP & B Work Program and Budget
RKAP Rencana Kerja dan Anggaran Perusahaan/ WT Well Testing Service
Work Plan and Budget
WTI West Texas Intermediate
ROA Return on Assets

ROE Return on Equity

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 7

DAFTAR ISI
Table of Contents

02
50 Tahun Elnusa 4
50 Elnusa
th

Glosarium 6
Glossary LAPORAN
Daftar Isi 8
MANAJEMEN
Table of Contents
Management Report
Laporan Dewan Komisaris 32
Board of Commissioners Report
Laporan Direksi 44

01 Board of Directors Report

KILAS KINERJA
Performance Highlights
Ikhtisar Data Keuangan Penting
Key Financial Highlights
IKHTISAR SAHAM
14

18
03
PROFIL
Share Highlights
Informasi tentang Aksi Korporasi 22
PERUSAHAAN
Company Profile
Information on Corporate Actions
Informasi Umum Perusahaan 58
Informasi tentang Obligasi, Sukuk, atau 22
Obligasi Konversi Company General Information
Information about Bonds, Sukuk, or Riwayat Singkat Perusahaan 59
Convertible Bonds Company Brief History
Peristiwa Penting di 2019 23 Bidang Usaha 61
Significant Events in 2019 Business Fields
Struktur Organisasi 68
Organizational Structure
Visi, Misi, Nilai, dan Budaya 70
Perusahaan
Corporate Vision, Mission, Values &
Culture

8 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 04
Profil Dewan Komisaris 72
Board of Commissioners Profile
Profil Direksi 77
Board of Directors Profile ANALISIS DAN
Profil Pejabat Eksekutif 81 PEMBAHASAN
Excecutive Officers Profile
MANAJEMEN
Sumber Daya Manusia 87
Management Discussion
Human Resources
and Analysis
Struktur dan Komposisi Pemegang 106
Saham
Tinjauan Perekonomian dan Industri 142
Economic and Industry Review
Structure and Composition of
Shareholders Rencana Strategis 2019 149
Kronologis Penerbitan dan Pencatatan 111 2019 Strategic Plan
Saham Tinjauan Operasi per Segmen Usaha 150
Sharelisting and Issuance Chronology
Operating Overview per Business
Kronologis Penerbitan dan Pencatatan 112 Segment
Efek Lainnya
Tinjauan Keuangan 174
Chronology of Issuance and Listing of
Financial Review
Other Securities
Kinerja Rasio Keuangan, Kolektibilitas 188
Struktur Grup Perseroan 113 Piutang dan Kemampuan Membayar
Company Group Structure Hutang
Daftar Entitas Anak dan Entitas 115 The Financial Ratio Performance,
Asosiasi, Ventura Bersama/Kerja Sama Receivable Collectivity and Ability to
Operasi Repay Loans
List of Subsidiaries and Associates, Struktur Modal dan Kebijakan 189
Joint Ventures/Joint Operations Manajemen atas Struktur Modal
Alamat Entitas Anak dan/atau Kantor 122 Capital Structure and Management
Cabang atau Kantor Perwakilan Policy on Capital Structure
Addresses of Subsidiaries and/or Ikatan yang Material untuk Investasi 191
Branch Offices or Representative Barang Modal
Offices
Material Commitments for Investment
Wilayah Operasional 124 of Capital Goods
Operational Area Realisasi Investasi Barang Modal 192
Daftar Lembaga dan Profesi Penunjang 130 Realization of Investment in Capital
Perusahaan Goods
List of Supporting Institutions and Informasi Material Mengenai 193
Professionals of the Company Investasi, Ekspansi, Divestasi,
Daftar Penting Lainnya 130 Penggabungan Usaha, Akuisisi, dan/
atau Restrukturisasi Utang/Modal
Other Important List
Material Information Regarding
Penghargaan dan Sertifikasi 131 Investment, Expansion, Divestment,
Awards and Certificate Business Combinations, Acquisitions,
and/or Debt/Capital Restructuring
Pendidikan dan/atau Pelatihan Dewan 135
Komisaris, Direksi, Komite-Komite, Perbandingan antara Target Anggaran 193
Sekretaris Perusahaan, dan Unit Audit dengan Realisasi, dan Proyeksi Usaha
Internal Comparison between Budget Targets
Education and/or Training of the with Realization, and Business
Board of Commissioners, Directors, Projection
Committees, Corporate Secretary, and Dampak Nilai Tukar Mata Uang Asing 195
Internal Audit Unit
Impact of Foreign Exchange Rates

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 9

 05
Informasi dan Fakta Material yang 195
Terjadi Setelah Tanggal Laporan
Akuntan
Information and Materil Facts that
Occur After Balance Sheet Date TATA KELOLA
Prospek Usaha 196 PERUSAHAAN
Business Prospect Corporate Governance
Aspek Pemasaran 198 Prinsip Dasar Tata Kelola Perusahaan 210
Marketing Aspect yang Baik
Kebijakan Dividen dan Pembagiannya 200 Good Corporate Governance Basic
Principles
Dividend Policy and Its Distribution
Perkembangan Penerapan GCG di 211
Kontribusi terhadap Negara 201 Lingkup Perseroan
Contribution to the State Development of GCG Implementation
Informasi tentang Program 201 in Company Environment
Kepemilikan Saham oleh Karyawan Infrastruktur dan Softstructure GCG 216
dan/atau Manajemen (ESOP/MSOP) Elnusa
Information about Share Ownership Elnusa GCG Infrastructure and
Program by Employee and/or Softstructure
Management (ESOP/MSOP)
Road Map Pengembangan Tata Kelola 219
Informasi tentang Realisasi 202 Perusahaan yang Baik
Penggunaan Dana Hasil Penawaran
Umum Good Corporate Governance
Development Roadmap
Information on the Realization of Fund
from the Initial Public Offering Penilaian atau Evaluasi atas Penerapan 220
Tata Kelola Perusahaan yang Baik
Informasi Transaksi Material yang 204
Mengandung Benturan Kepentingan ASEAN Corporate Governance
dan/atau Transaksi dengan Pihak Scorecard Assessment by IICD 2019
Afiliasi/Pihak Berelasi Struktur Organ Tata Kelola Perusahaan 222
Information on Material Transaction yang Baik
with Potential Conflict of Interests Organizational Structure of Good
and/or Transactions with Affiliated Corporate Governance
Parties/Related Parties Organ Pendukung Dewan Komisaris 278
Informasi Keuangan yang Mengandung 204 Supporting Organs of the Board of
Kejadian yang Bersifat Luar Biasa dan Commissioners
Jarang Terjadi
Organ Pendukung Direksi 295
Financial Information that Contains
Extraordinary and Uncommon Events Directors Supporting Organs
Perubahan Peraturan Perundang- 204 Akuntan Publik 308
undangan yang Berpengaruh Signifikan Public Accountant
terhadap Perusahaan
Manajemen Risiko 311
Changes in Regulations that have
Significant Impact on the Company Risk Management

Perubahan Kebijakan Akuntansi dan 204 Sistem Pengendalian Internal 318

Dampaknya terhadap Perusahaan Internal Control System
Accounting Policies Changes and Its Perkara Penting 320
Impact on the Company
Important Matters
Informasi Kelangsungan Usaha 205
Information Regarding Business
Continuity

10 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 Akses Informasi dan Data Perusahaan 324 Tanggung Jawab Sosial Terkait Operasi 364
yang Adil
Access to Company Information and
Data Social Responsibility towards Fair
Operations
Tata Kelola Teknologi Informasi 333
Information Technology Governance
Tanggung Jawab Sosial Terkait Hak 369
Asasi Manusia (HAM)
Kode Etik 336 Social Responsibility towards Human
Code of Ethics Rights
Pengendalian Gratifikasi 339 Tanggung Jawab Sosial Perusahaan 372
Gratification Control Bidang Lingkungan Hidup
Corporate Social Responsibility
Informasi Pemberian Dana untuk 340
Kegiatan Politik towards the Environment

Funding Information for Political Tanggung Jawab Sosial Perusahaan 377

Activities
Kebijakan Anti Korupsi
Anti-Corruption Policy
Pengelolaan Benturan Kepentingan
dan Hubungan dengan Pihak Berelasi
Management of Conflicts of Interest
and Relationships with Related Parties
Kebijakan Pengadaan Barang dan Jasa
Goods and Services Procurement Policy
Whistleblowing System
Whistleblowing System
Transparansi Praktik Bad Governance
Bad Governance Practice Transparency
Kesesuaian Penerapan Tata Kelola 350
Perusahaan terhadap Asean Corporate
Bidang Ketenagakerjaan, Kesehatan
dan Keselamatan Kerja
340
Corporate Social Responsibility
towards Employment, Occupational
341 Health and Safety
Tanggung Jawab Sosial Perusahaan 387
Bidang Pengembangan Sosial dan
Kemasyarakatan
342 Corporate Social Responsibility
towards Social and Community
Development
345 Tanggung Jawab Sosial Perusahaan 392
Lingkup Tanggung Jawab Terhadap
Konsumen
348
Corporate Social Responsibility in the
Scope of Responsibility to Customers

07
Governance Scorecard (ACGS)
Conformity of the Implementation of
Corporate Governance to the Asean
Corporate Governance Scorecard
(ACGS) LAMPIRAN
Appendix
Referensi Silang 398

06
POJK 29/POJK.04/2016 dan
SEOJK 30/SEOJK.04/2016
Referensi Silang
POJK 29/POJK.04/2016 dan
TANGGUNG SEOJK 30/SEOJK.04/2016
JAWAB SOSIAL Laporan Keuangan 427
Financial Statement
PERUSAHAAN
Corporate Social
Responsibility
Tata Kelola Tanggung Jawab Sosial 356
Perusahaan
Governance of Corporate Social
Responsibility

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 11

01
KILAS KINERJA
Performance Highlights

KILAS KINERJA
Performance Highlights

Pendapatan Perseroan pada

tahun 2019 tumbuh sebesar 27%
menjadi Rp8,3 triliun. Pencapaian
pendapatan ini kembali menjadi
catatan baru bagi keberhasilan
Perseroan yang menorehkan
prestasi tertinggi selama
Perseroan berdiri.
T h e Company’s re venue in 2019 grew by 27% to
Rp 8.3 tri l l i on. T hi s revenue achievement is agai n
a n ew re c ord for the success of the C ompany
t h a t c a rve d the hi ghest achievements during the
Co mp any’s e s tabl ishment.
 KILAS KINERJA
Performance Highlights

IKHTISAR DATA KEUANGAN PENTING

Key Financial Highlights

Laba (Rugi) dan Penghasilan Komprehensif Lain Konsolidasian

Consolidated Profit (Loss) and Other Comprehensive Income

Dalam jutaan Rupiah, kecuali Dinyatakan Lain In million Rupiah, unless Otherwise Stated
Pertumbuhan
Growth
Uraian
2019 2018 2017 2016 2015 2018-2019
Description
(%)
Pendapatan
8.385.122 6.624.774 4.978.986 3.620.570 3.775.323 26,6
Revenue
Beban Pokok Pendapatan
(7.514.040) (5.972.680) (4.400.484) (3.005.985) (3.056.513) (225,8)
Cost of Revenue
Laba Bruto
871.082 652.094 578.502 614.585 718.810 33,6
Gross Profit
Laba (Rugi) Operasi
533.681 380.775 344.540 418.877 470.194 40,2
Income (Loss) of Operation
EBITDA
966.064 767.220 712.473 723.098 735.788 25,9
EBITDA
Beban Keuangan*
(57.120) (40.296) (19.852) (24.266) (36.265) (41,9)
Finance Costs
Laba (Rugi) Tahun Berjalan
356.477 276.316 250.754 316.066 379.745 29,0
Income (Loss) for the Current Year
Laba (Rugi) Komprehensif Tahun Berjalan
Comprehensive Income (Loss) for the Current 345.625 288.075 238.473 318.798 375.831 20,0
Year
Laba (Rugi) Tahun Berjalan yang Dapat
Diatribusikan kepada:  
Profit (loss) for the Current Year Attributable to:
- Pemilik Entitas Induk
356.474 276.314 247.140 310.911 375.364 29,0
Owner of Parent Entity
- Kepentingan Non-Pengendali
3 2 3.614 5.155 4.381 50,0
Non-controlling Interest
Jumlah
356.477 276.316 250.754 316.066 379.745 29,0
Total
Laba (Rugi) Komprehensif yang Dapat
Diatribusikan kepada:
Comprehensive Profit (loss) for the Current Year
Attributable to:
- Pemilik Entitas Induk
345.622 288.073 234.865 313.643 371.360 20,0
Owner of Parent Entity
- Kepentingan Non-Pengendali
3 2 3.608 5.155 4.471 50,0
Non-controlling Interest
Jumlah
345.625 288.075 238.473 318.798 375.831 20,0
Total
Laba (Rugi) Bersih per Saham Dasar (Nilai Penuh)
48,84 37,86 33,86 42,6 51,43 25,1
Net Profit (Loss) per Share (Full Amount)
*) Beban keuangan yang tercantum dalam Laporan ini tanpa (rugi) selisih kurs atas pinjaman
*) The financial costs included in this report are without (loss) the foreign exchange difference on the loan

14 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 Pendapatan Laba Bersih
Income Net Profit

8.385.124

356.474
6.624.774

276.314
375.364
4.978.986 310.911
247.140

3.775.323
3.620.570

2019 2019
2018 2018
2017 2017
2016 2016
2015 2015

Posisi Keuangan Konsolidasian

Consolidated Financial Position

Dalam jutaan Rupiah, kecuali Dinyatakan Lain In million Rupiah, unless Otherwise Stated
Pertumbuhan
Growth
Uraian
2019 2018 2017 2016 2015 2018-2019
Description
(%)
Aset Lancar
3.698.370 3.158.507 2.379.465 1.865.116 2.079.319 17,1
Current Assets
Aset Tetap dan Properti Investasi - Neto
1.871.197 1.787.847 1.621.184 1.664.747 1.533.479 4,7
Fixed Assets and Investment Property - Net
Jumlah Aset
6.805.037 5.657.327 4.855.369 4.190.956 4.407.513 20,3
Total Assets
Liabilitas Jangka Pendek
2.504.335 2.116.898 1.757.781 1.254.181 1.448.585 18,3
Current Liabilities
Liabilitas Jangka Panjang
724.004 240.229 45.668 59.032 323.742 201,4
Non-current Liabilities
Jumlah Liabilitas
3.228.339 2.357.127 1.803.449 1.313.213 1.772.327 37,0
Total Liabilities
Utang Berbunga
1.127.040 821.415 697.268 549.770 739.728 37,2
Interest Bearing Debt
Ekuitas
3.576.698 3.300.200 3.051.920 2.877.743 2.635.186 8,4
Equity
Modal Kerja - Neto
1.194.035 1.041.609 621.684 610.935 630.734 14,6
Working Capital - Net

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 15

 KILAS KINERJA
Performance Highlights

Jumlah Aset Jumlah Liabilitas

Total Assets Total Liabilities

6.805.035 3.228.339

5.657.327 2.357.127

4.855.369 1.803.449

4.407.513 1.772.324
4.190.956 1.313.213

2019 2019
2018 2018
2017 2017
2016 2016
2015 2015

Arus Kas Konsolidasian

Consolidated Statements of Cash Flow

Dalam jutaan Rupiah, kecuali Dinyatakan Lain In million Rupiah, unless Otherwise Stated
Pertumbuhan
Growth
Uraian
2019 2018 2017 2016 2015 2018-2019
Description
(%)
Kas Bersih yang Diperoleh dari Aktivitas Operasi
575.797 344.756 395.459 447.139 424.237 67,0
Net Cash Provided by Operating Activities
Kas Bersih yang Diperoleh dari (Digunakan
untuk) Aktivitas Investasi
(671.113) (586.671) (358.506) (295.227) (538.079) 14,4
Net Cash Provided by (Used in) Investing
Activities
Kas Bersih yang Diperoleh dari (Digunakan
untuk) Aktivitas Pendanaan
239.286 37.374 119.698 (312.200) (82.849) 540,2
Net Cash Provided by (Used in) Financing
Activities
Kas dan Setara Kas pada Akhir Tahun
856.122 719.457 902.563 744.387 934.968 19,0
Cash and Cash Equivalent at the End of the Year

16 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 Rasio-Rasio Keuangan
Financial Ratios

Dalam jutaan Rupiah, kecuali Dinyatakan Lain In million Rupiah, unless Otherwise Stated
Pertumbuhan
Growth
Uraian
2019 2018 2017 2016 2015 2018-2019
Description
(%)
Margin Laba Bruto
10,39% 9,84% 11,62% 16,97% 19,04% 6
Gross Profit Margin
Margin Laba Operasi
6,36% 5,75% 6,92% 11,57% 12,45% 11
Operating Profit Margin
Margin Laba Bersih**
4,25% 4,17% 4,96% 8,59% 9,94% 2
Net Profit Margin**
Margin Laba Bersih Tanpa Laba (Rugi) Penjualan Aset Tetap***
4,25% 4,19% 4,98% 8,55% 9,95% 1
Net Profit Margin Excluded Gain (Loss) Sale of Fixed Assets***
Margin EBITDA
11,52% 11,58% 14,31% 19,97% 19,49% (1)
EBITDA Margin
Rasio Lancar
1,15 1,49 1,35 1,49 1,44 (23)
Current Ratio
Perputaran Total Aset
123,22% 117,10% 102,55% 86,39% 85,66% 5
Total Asset Turnover
Imbal Hasil Aset
5,24% 4,88% 5,09% 7,42% 8,52% 7
Return on Assets
Imbal Hasil Ekuitas
9,97% 8,37% 8,10% 10,80% 14,24% 19
Return on Equity
Utang Berbunga/Ekuitas
0,32 0,25 0,23 0,19 0,28 26
Interest Bearing Debt/Equity
Utang Berbunga/Jumlah Aset
0,17 0,15 0,14 0,13 0,17 10
Interest Bearing Debt/Total Assets
Utang Berbunga/EBITDA
1,17 1,07 0,98 0,76 1,01 9
Interest Bearing Debt/EBITDA
EBITDA/Beban Keuangan
16,91 19,04 35,89 29,8 20,29 117
EBITDA/Interest Expense
Jumlah Liabilitas/Ekuitas
0,90 0,71 0,59 0,46 0,67 27
Total Liabilities/Equity
Jumlah Liabilitas/Aset
0,47 0,42 0,37 0,31 0,4 13
Total Liabilities/Assets
Kas Neto yang Diperoleh dari Aktivitas Operasi/Laba Bersih
1,62 1,25 1,6 1,44 1,13 29
Net Cash Provided by Operating Activities/ Net Income
Kas Neto yang Diperoleh dari Aktivitas Operasi/Kas dan Setara
Kas pada Akhir Tahun
0,67 0,48 0,44 0,6 0,45 40
Net Cash Provided by Operating Activities/Cash and Cash
Equivalents at the End of the Year
Kas dan Setara Kas pada akhir tahun/Utang Berbunga
Cash and Cash Equivalents at the End of the Year/Interest Bearing 0,76 0,88 1,29 1,35 1,26 (14)
Debt
Laba Bersih/Jumlah Karyawan
209,69 156,64 139,55 180,55 213,03 34
Net Profit/Number of Employees

** Perhitungan margin laba bersih yang tercantum dalam laporan ini menggunakan Laba Tahun yang Berjalan yang Dapat Diatribusikan kepada
Pemilik Entitas Induk.
*** Perhitungan Margin Laba Bersih Tanpa Laba (Rugi) Penjualan Aset Tetap yang tercantum dalam laporan ini menggunakan Laba Tahun Berjalan
yang dapat Diatribusikan kepada Pemilik Entitas Induk - Tanpa Laba (Rugi) Penjualan Aset Tetap.

** Net profit margin in this reports is calculated using the Profit for the Current Year Attributable to Owners of the Parent Entity.
*** Net Profit Margin Excluded Gain (Loss) on Sale of Fixed Assets in this reports is calculated using the Profit for the Current Year Attributable to
Owners of the Parent Entity Excluded Gain (Loss) on Sale of Fixed Assets.

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 17

 KILAS KINERJA
Performance Highlights

IKHTISAR SAHAM
Share Highlights

Periode Jumlah Saham Kapitalisasi Pasar Harga Harga Harga Harga Volume Nilai Perdagangan
Period Beredar Market Pembukaan Tertinggi Terendah Penutupan Perdagangan Rata-Rata
(Lembar) Capitalization Opening Highest Lowest Closing (Lembar) Average Trading
Outstanding (Rp) Price (Rp) Price Price Price Trading Value
Shares (Rp) (Rp) (Rp) Volume (Rp)
(Shares) (Shares)
2019
Triwulan I
7.298.500.000 2.627.460.000.000 340 408 336 360 11.425.200 17.059.902.313
Quarter I
Triwulan II
7.298.500.000 2.758.833.000.000 366 410 332 378 12.943.600 9.092.785.898
Quarter II
Triwulan III
7.298.500.000 2.335.520.000.000 378 392 320 320 11.327.500 9.163.588.278
Quarter III
Triwulan IV
7.298.500.000 2.233.341.000.000 320 336 272 306 13.205.000 5.967.125.241
Quarter IV
2018
Triwulan I
7.298.500.000 3.401.101.000.000 376 530 384 466 35.155.200 47.034.754.191
Quarter I
Triwulan II
7.298.500.000 2.452.296.000.000 470 505 330 336 27.059.700 20.570.277.350
Quarter II
Triwulan III
7.298.500.000 2.715.042.000.000 380 394 306 372 30.050.200 18.475.366.350
Quarter III
Triwulan IV
7.298.500.000 2.510.684.000.000 400 396 302 344 47.984.900 13.590.622.747
Quarter IV
2017
Triwulan I
7.298.500.000 2.831.818.000.000 420 462 380 388 34.140.900 15.452.278.748
Quarter I
Triwulan II
7.298.500.000 1.999.789.000.000 388 440 274 274 29.450.000 16.269.187.545
Quarter II
Triwulan III
7.298.500.000 2.218.744.000.000 280 314 228 304 181.081.500 25.280.371.169
Quarter III
Triwulan IV
7.298.500.000 2.715.042.000.000 306 414 296 372 75.468.800 44.115.399.023
Quarter IV

Harga Penutupan dan Volume Perdagangan ELSA 2018-2019

Closing Price and ELSA Trading Volume 2018-2019
Harga Penutupan Volume Perdagangan
Bulan Month
Closing Price Trading Volume
Januari 2018 426 115.065.100 January 2018
Februari 2018 505 51.023.400 February 2018
Maret 2018 466 35.155.200 March 2018
April 2018 422 63.878.400 April 2018
Mei 2018 410 43.272.500 May 2018
Juni 2018 336 27.059.700 June 2018
Juli 2018 356 52.069.300 July 2018
Agustus 2018 362 51.006.400 August 2018
September 2018 372 30.050.200 September 2018
Oktober 2018 376 87.573.500 October 2018
November 2018 304 24.485.000 November 2018
Desember 2018 344 47.984.900 December 2018
Januari 2019 364 83.395.400 January 2019
Februari 2019 368 20.527.800 February 2019
Maret 2019 360 11.425.200 March 2019
April 2019 386 13.787.100 April 2019
Mei 2019 348 11.162.100 May 2018
Juni 2019 378 12.943.600 June 2019
Juli 2019 360 46.716.900 July 2019
August 2019 346 69.524.200 August 2019
September 2019 320 11.327.500 September 2019
October 2019 314 18.223.200 October 2019
November 2019 272 27.676.600 November 2019
December 2019 306 13.205.000 December 2019

18 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 Grafis Harga Penutupan dan Volume Perdagangan ELSA 2018-2019
Closing Price & Trading Volume Chart ELSA 2018-2019

600 140.000.000

500 120.000.000

100.000.000
400
8.0000.000
300
6.000.0000
200
40.000.000
100
20.000.000

0 0
Jan-18 Mar-18 May-18 Jul-18 Sept-18 Nov-18 Jan-18 Mar-19 May-19 Jul-19 Sept-19 Nov-19
Feb-18 Apr-18 Jun-18 Aug-18 Oct-18 Dec-18 Feb-18 Apr-19 Jun-19 Aug-19 Oct-19 Dec-19

Volume Perdagangan Harga Penutupan

Trading Volume Closing Price

INFORMASI TENTANG KINERJA SAHAM INFORMATION ON SHARES PERFORMANCE

Situasi perekonomian dan keuangan sepanjang tahun 2019 dapat
masih bergejolak dan penuh cerita baik pada tatanan global
maupun nasional. Cerita besar yang menghiasi pasar di tahun
ini tak lepas dari Perang Dagang yang sangat berdampak tidak
hanya kepada dua negara AS dan China namun juga negara dunia
lain terutama emerging markets seperti Indonesia. Tensi perang
dagang terbilang naik turun dengan segala dinamikanya yang
memberi tekanan pada pasar, namun luar biasanya adalah Indeks
saham AS seperti Dow Jones dan S&P sebagai indikator pasar
global malah kembali mencatatkan rekor penguatan dengan
pertumbuhan masing-masing 23% dan 29% atau ditutup di level
28.538,4 dan 3.230,8.
The economic and financial situations throughout 2019 were still
volatile yet had some good news both in the global and national
scales. The big story that made headlines this year was Trade
War which greatly affected not only the US and China but also
other countries, especially emerging markets like Indonesia. The
tension of the trade war was fluctuating and that put pressure
on the market, but amazingly the US stock indexes such as Dow
Jones and S&P as indicators of the global market recorded a
strengthening record with growth of 23% and 29% respectively
or closed at the level 28,538.4 and 3,230.8.

Sedangkan di lingkup nasional, pemilihan presiden 2019
memberi warna tersendiri pada sentimen pasar domestik yang
tercermin pada gejolak Indeks Harga Saham Gabungan (IHSG)
dan pergerakan kurs mata uang Rupiah. Kinerja Indeks Harga
Saham Gabungan (IHSG) di tahun 2019 cenderung flat dengan
ditutup pada 6.299,5 atau hanya bergerak sebesar 1,6% sepanjang
2019. Lain IHSG lain pula Indeks saham pertambangan (Jakmine
Index) mencatatkan kinerja yang berbanding terbalik dengan
tahun sebelumnya. Jakmine yang tahun sebelumnya mencatatkan
pertumbuhan 10% harus mengeliminasi kenaikan tahun lalu
tersebut dengan penurunan sebesar 11% dari Januari hingga
Desember 2019.
Meanwhile the national sphere saw the 2019 presidential
election that influenced the domestic market sentiment, which
was reflected in the fluctuation of the Indonesian Composite
Index (IHSG) and the movement of the Rupiah. Performance of
the Indonesian Composite Index (IHSG) in 2019 tended to be
flat with closing at 6,299.5 or only moved by 1.6% during 2019.
Mining stock index (Jakmine Index) recorded a performance that
was inversely proportional to the previous year. Jakmine, which
recorded a 10% growth the previous year, went down by 11%
from January to December 2019.

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 19

 KILAS KINERJA
Performance Highlights
ELSA JKSE JAK MINE
25%
20%
15%
10%
5%
0%
(5)%
(10)%
(15)%
(20)%
(25)%
Jan-19 Feb-19 Mar-19 Apr-19 May-19 Jun-19
ELSA
Penurunan indeks saham pertambangan ternyata cukup sejalan
dengan kinerja saham ELSA yang memang termasuk dalam
klasifikasi saham pertambangan di IHSG. Dari sisi harga komoditas
seperti minyak sepanjang tahun 2019 mampu menguat dari level
USD47 di awal tahun hingga bertengger di kisaran USD60 per
barel di akhir tahun.
ELSA membuka perdagangan 2019 pada posisi Rp340 dan hanya
sempat menyentuh harga tertinggi di Rp360 pada penutupan
kuartal I 2019. Sempat melanjutkan penguatan hingga Rp410 di
semester I 2019 yang merupakan level harga tertinggi di 2019
seiring dengan perbaikan pertumbuhan laba Perseroan dari
hanya tumbuh 7% atau Rp76 miliar di kuartal I menjadi Rp155
miliar atau tumbuh 21% pada akhir Juni 2019.
Sepanjang kuartal III/2019 saham ELSA sudah bergerak mendatar
cenderung turun di kisaran Rp320–Rp392 dengan rata-rata
volume perdagangan sejumlah 26 juta lembar saham perharinya.
Kinerja keuangan ELSA mampu tumbuh 28% untuk pendapatan
namun laba hanya naik 8% menjadi Rp5,9 triliun dan Rp238 miliar.
Memasuki kuartal IV/2019 pergerakan saham ELSA juga tidak lebih
baik bahkan cenderung menurun dibanding kuartal sebelumnya.
Pada periode Oktober hingga Desember ini tingkat harga tertinggi
ELSA hanya Rp336 dan terendah mencapai Rp272 pada akhir
November di mana level ini pun sekaligus sebagai level terendah
sepanjang tahun 2019.
Kinerja fundamental Elnusa secara full year 2019 sebenarnya jauh
lebih baik dibanding tahun 2018 terutama pada sisi pendapatan
yang mengalami kenaikan signifikan sebesar 25% YoY menjadi
Rp8,3 triliun. Laba bersih yang berhasil dicatatkan pun tumbuh
baik pada tiap kuartal sepanjang tahun dibanding tahun
sebelumnya sehingga Elnusa berhasil mencatat pertumbuhan
laba secara signifikan sebesar 29% yoy menjadi Rp356 miliar
pada akhir Desember 2019.
20 Annual Report 2019 Laporan Tahunan
Jul-19 Aug-19 Sept-19 Oct-19 Nov-19 Dec-19
JCI JAKMINE
The decline in the mining stock index turned out to be quite in
line with the performance of ELSA's shares which are included
in the classification of mining shares in the IHSG. In terms of
commodity prices such as oil was able to increase from $47 at
the beginning of the year to $60 per barrel at the end of the year.
ELSA opened trading in 2019 at Rp340 and only had its highest
price at Rp360 during the closing of the first quarter of 2019.
It was able to continue to go up to Rp410 in the first semester
of 2019 which marked the highest price in 2019 along with the
improvement in the Company's profit growth from 7% or Rp76
billion in the first quarter to Rp155 billion, growing by 21% at
the end of June 2019.
Throughout the third quarter of 2019, ELSA shares went flat and
down to Rp320–Rp392 with an average trading volume of 26
million shares per day. ELSA's financial performance was able
to grow by 28% for revenue but profit only up by 8% to Rp5.9
trillion and Rp238 billion.
Entering the fourth quarter the movement of ELSA shares was also
not better and even tended to decline compared to the previous
quarter. In the October to December period the highest price
reached only Rp336 and the lowest reached Rp272 by the end
of November in which it was also the lowest level during 2019.
Elnusa's fundamental performance in 2019 was actually far better
than in 2018, especially in terms of revenue which increased
significantly by 25% YoY to Rp8.3 trillion. The recorded net profit
also grew well in each quarter throughout the year compared to
the previous year. Elnusa managed to record a significant profit
growth of 29% yoy to Rp356 billion at the end of December 2019.
PT Elnusa Tbk
Pertumbuhan signifikan Elnusa ini merupakan kontribusi dari
keseluruhan segmen baik dari segmen jasa hulu yang ditopang
oleh aktivitas jasa seismik dan jasa production & operation
maintenance yang tumbuh signifikan di tahun ini. Segmen
jasa logistik & distribusi energi juga semakin kokoh dalam
meningkatkan pertumbuhan bisnisnya. Sementara itu segmen
jasa penunjang juga turut berkontribusi positif pada Perseroan.
The significant growth of Elnusa is the contribution of the
entire segment both from the upstream service segment which
is supported by seismic service activities and production &
operation maintenance services which grew significantly this
year. The logistics & distribution services segment in energy is
also becoming stronger in increasing business growth. Meanwhile
the supporting services segment also contributed positively to
the Company.

ELSA

450
300.000.000
400
250.000.000 350

200.000.000 300
250
150.000.000
200
100.000.000
150
50.000.000 100
50
0
0
19 9 9 9 9 9 9 9 9 9 9
n- -1 r-1 r-1 -1 -1 l- 19 g-1 -1 t-1 v-1 c-1
b a Ap ay n p
Oc
Ja Fe M M Ju Ju Au Se No De

Secara keseluruhan kinerja saham ELSA pada penutupan
perdagangan tahun 2019 mengalami penurunan sebesar 10%
sehingga ditutup pada harga Rp306 dibanding pembukaan awal
tahun yang sebesar Rp340 level harga tertinggi yang pernah
dicapai tahun 2019 ini yaitu Rp410 pada akhir April dan harga
terendah tercatat Rp272 di akhir November 2019.
Overall, ELSA's stock performance at the close of trading in
2019 decreased by 10%, closing at Rp306 in comparison to the
beginning of the year which was at Rp340, the highest price in
2019 was Rp410 by the end of April and the lowest price was
recorded at Rp272 by the end of November 2019.

Rata-rata volume perdagangan sepanjang tahun 2019 turun lebih
dari 50% menjadi senilai 29 juta lembar saham perhari dibanding
tahun lalu. Kapitalisasi pasar ELSA di penghujung 2019 tercatat
sebesar Rp2,2 triliun dibanding kapitalisasi pasar ELSA pada akhir
2018 lalu yang sebesar Rp2,5 triliun.
The average trading volume in 2019 fell more than 50% to 29
million shares per day compared to last year. ELSA's market
capitalization at the end of 2019 was Rp2.2 trillion, lower
compared to ELSA's market capitalization at the end of 2018
which was Rp2.5 trillion.

Secara valuasi multiple harga di akhir tahun 2019 dengan Earnings
per Share sebesar Rp48 per lembar maka saham ELSA memiliki
nilai P/E sebesar 6 kali dan P/B sebesar 0,6 kali. Nilai yang
sebetulnya sangat menarik dan merupakan nilai yang undervalue
bagi investor mengingat ELSA merupakan Perusahaan jasa energi
utama di Indonesia yang masih memiliki peluang bertumbuh
dari keseluruhan segmen jasanya dan menjadi pemain penting
di kawasan regional maupun global.
In valuation of multiple prices, by the end of 2019 with Earnings
Per Share of Rp48 per share, ELSA shares had a P/E value of 6
times and P/B of 0.6 times. The value is actually very interesting
and is an undervalued value for investors considering that ELSA
is a major energy services company in Indonesia that still has the
opportunity to grow from its entire service segment and become
an important player in the nation and global.

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 21

 KILAS KINERJA
Performance Highlights

INFORMASI TENTANG AKSI KORPORASI

Information on Corporate Actions

Tidak terdapat aksi korporasi seperti aksi pemecahan saham There have been no corporate actions such as stock split, reverse
(stock split), penggabungan saham (reverse stock), saham bonus, stock, shares bonus, or a decrease in the nominal value of shares
maupun penurunan nilai nominal saham, dalam dua tahun in the last two years.
terakhir.

INFORMASI TENTANG OBLIGASI,

SUKUK, ATAU OBLIGASI KONVERSI
Information on Bonds, Sukuk, or Convertible Bonds

Perseroan tidak mengeluarkan obligasi/sukuk/obligasi konversi The Company did not issue bonds/sukuk/convertible bonds during
sepanjang tahun 2018 dan 2019. 2018 and 2019.

22 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk


23 JANUARI
January
Perseroan raih penghargaaan Zero Incident & Zero
Accident oleh Pertamina EP Asset 4. Kegiatan ini
digelar bertujuan sebagai closing meeting project
“Pembangunan Subsea Pipeline Construction for
Gas Lift and Top Side Modification BW Platform
PT Pertamina EP Asset 4”.
The Company won Zero Incident & Zero Accident
award by Pertamina EP Asset 4. This activity was
held as a closing event for the project meeting of
"Construction of the Subsea Pipeline Construction for
Gas Lift and Top Side Modification of the PT Pertamina
EP Asset 4 BW Platform".
19 FEBRUARI
February
Perseroan menutup tahun buku 2018 dengan
berhasil membukukan pendapatan usaha sebesar
Rp6,6 triliun dan laba bersih Rp276 miliar. Hal ini jauh
meningkat bila dibandingkan dengan capaian 2017
yang mencatatkan pendapatan usaha Rp4,9 trilun
dan laba bersih Rp247 miliar.
The Company closed the 2018 fiscal year by
successfully posting operating revenues of Rp6.6
trillion and net profit of Rp276 billion. This is far
higher compared to the achievements in 2017 which
recorded operating income of Rp4.9 trillion and net
profit of Rp247 billion.
PT Elnusa Tbk
PERISTIWA PENTING DI 2019
25 FEBRUARI
February
Perseroan melakukan penandatanganan kerja sama
dalam memberikan solusi teknologi IOT pengelolaan
air di Kota Tengerang bersama PDAM Tirta Benteng
Kota Tangerang dan PT Moya Tangerang pada 25
Februari 2019 di Kantor PDAM Tangerang. Solusi
teknologi IOT tersebut ialah membantu pengelolaan
infrastruktur Moya pada proses monitoring dan
analisis data distribusi air Smart Water Meter serta
penggunaan daya listrik pada Water Treatment Plant
secara realtime dan akurat.
The Company signed a cooperation agreement
to provide IOT technology solutions for water
management in Tangerang City in cooperation with
PDAM Tirta Benteng Kota Tangerang and PT Moya
Tangerang on February 25, 2019 at the Tangerang
PDAM Office. The IOT technology solution is to help
Moya's infrastructure management in the process of
monitoring and analyzing Smart Water Meter water
distribution data and the use of electric power in the
Water Treatment Plant in realtime and accurately.
05 MARET
March
Perseroan serahkan hunian tetap dan fasilitas sumur
air bersih untuk korban bencana alam di Sulawesi
Tengah pada 5 Maret 2019. Penyerahan hunian
ini merupakan rangkaian dari kepedulian sosial
Perseroan.
PT Elnusa Tbk donated permanent housing and clean
water well facilities for victims of natural disasters
in Central Sulawesi. This event is a series of the
Company's social responsibilities to harmonize the
environment.
Significant Events in 2019
26 FEBRUARI
February
Perseroan menggelar acara Vendor Annual Meeting
pada 26 Februari 2019 di Ruang Udaya – Graha Elnusa.
Gelaran tersebut mengundang seluruh mitra kerja
Elnusa dengan mengusung tema “Synergy for Business
Opportunities & Optimizing Productivity”.
The Company held the Vendor Annual Meeting on
February 26, 2019 in Udaya Room - Graha Elnusa. The
event invited all Elnusa partners to carry the theme
"Synergy for Business Opportunities & Optimizing
Productivity".
20 MARET
March
Perseroan jalin Corporate Innovation Alliance
(CIA) untuk akselerasi pengelolaan inovasi pada 20
Maret 2019 di Telkom Landmark Tower, Jakarta.
Pembentukan aliansi ini adalah karena banyaknya
hambatan internal dalam berinovasi. Aliansi ini
merupakan wadah untuk saling belajar atas berbagai
hambatan dalam melakukan perubahan dan saling
berbagi best practices atas penyelesaian hambatan
tersebut.
PT Elnusa Tbk established a Corporate Innovation
Alliance (CIA) to accelerate innovation management.
This alliance is a forum for mutual learning of various
obstacles in making changes and sharing best practices
for resolving internal obstacles in innovation.
Annual Report 2019 Laporan Tahunan 23
 KILAS KINERJA
Performance Highlights
18-20 MARET
March
Perseroan berhasil meraih tujuh penghargaan di
gelaran Annual Pertamina Quality (APQ) Awards
yang diselenggarakan oleh PT Pertamina (Persero).
Ajang ini merupakan penghargaan atas inovasi
terbaik yang dilakukan oleh karyawan yang berasal
dari berbagai unit bisnis dan anak usaha Pertamina
dalam penerapan empat pilar Quality Management.
The Company Tbk won seven awards at the Annual
Pertamina Quality (APQ) Awards held by PT Pertamina
(Persero). This event is an award for the best
innovation made by employees from various business
units and Pertamina's subsidiaries in implementing
the four pillars of Quality Management.
28 MEI
May
PT Elnusa Petrofin (EPN) anak usaha Perseroan kembali
dipercaya oleh PT Pertamina (Persero) sebagai bagian
dari Satuan Tugas Ramadan dan Idul Fitri (Satgas RAFI)
2019. Tugas dan tanggung jawab satgas ini adalah
menjamin ketersediaan serta kelancaran distribusi
BBM Pertamina selama Ramadan dan Idul Fitri.
PT Elnusa Tbk through its subsidiary PT Elnusa Petrofin
(EPN) was once again trusted by PT Pertamina
(Persero) as part of the Ramadan and Eid Al-Fitr
Task Force (RAFI Task Force) 2019. The task and
responsibility of this task force is to guarantee the
availability and smooth distribution of Pertamina's
fuel oil distribution during Ramadan and Eid.
24 Annual Report 2019 Laporan Tahunan
11 APRIL
April
Perseroan Bagikan Dividen Rp69 miliar dari Laba
Bersih dalam Rapat Umum Pemegang Saham
Tahunan (RUPST) 2018 pada 11 April 2019, di Graha
Elnusa, Jakarta. RUPST tersebut menyepakati untuk
membagikan dividen sebesar 25% dari laba bersih,
atau senilai Rp69 miliar.
Dividend Distribution of Rp69 billion from Net Profit
at the 2018 Annual General Meeting of Shareholders
(AGMS). At the AGM, the Company agreed to
distribute a dividend of 25% of net income, or a value
of Rp69 billion.
06 JUNI
June
Perseroan raih penghargaan dari SOCO Exploration
Vietnam Ltd (SOCO) atas rampungnya Survei
Marine 2D Seismic & Magnetic Data Acquisition
di Semenanjung Indocina, Vietnam. Apresiasi ini
disampaikan langsung oleh General Manager SOCO
Vincent Duignan kepada Direktur Utama Elnusa Elizar
P. Hasibuan, yang diserahkan langsung di Kantor
Operasi SOCO – Vietnam.
The Company obtained an award from SOCO
Exploration Vietnam Ltd (SOCO) for completing the
Marine 2D Seismic & Magnetic Data Acquisition Survey
on the Indochina Peninsula, Vietnam. This appreciation
was delivered directly by General Manager of SOCO
Vincent Duignan to the President Director of Elnusa
Elizar P. Hasibuan, which was handed over directly at
the SOCO Operations Office - Vietnam.
25 APRIL
April
Perseroan melakukan survei data akuisisi laut di
Perairan Vietnam, Semenanjung Indocina. Elsa
Regent kapal survei seismik berbendera Indonesia
ini mengarungi lautan dengan total panjang lintasan
survei sejauh 7000 km.
The Company conducted a survey of sea acquisition
data in the waters of Vietnam, Indochina Peninsula.
Elsa Regent, the Indonesian-flagged seismic survey
vessel, sailed the ocean with a total length of 7,000
km of survey paths.
19 JULI
July
Perseroan bersama dengan PT Pertamina EP
menyalurkan bantuan kepada masyarakat yang
terdampak banjir di beberapa desa di Banggai pada
19 Juli 2019. Wilayah yang terdampak tersebut
diantaranya kecamatan Toili dan Moilong, Kabupaten
Banggai – Sulawesi Tengah. Bantuan yang disalurkan
merupakan kebutuhan pokok seperti sembako dan
kebutuhan pokok lainnya.
The Company together with PT Pertamina EP
distributed assistance to flood-affected communities
in several villages in Banggai on July 19, 2019. The
affected areas included Toili and Moilong sub-districts,
Banggai Regency - Central Sulawesi. The distributed
assistance consists of basic needs such as basic food
and other basic items.
PT Elnusa Tbk
23 JULI
July
Perseroan kembali menggelar aksi donor darah yang
bekerja sama dengan Palang Merah Indonesia (PMI).
Kegiatan rutin ini disambut antusias oleh para Insan
Elnusa maupun tenant Gedung Graha Elnusa.
The Company once again held a blood donation in
collaboration with the Indonesian Red Cross (PMI).
This routine activity was welcomed enthusiastically
by the Elnusa Employees and tenants of the Graha
Elnusa Building.
28 AGUSTUS
August
Perseroan melakukan 1 (satu) kali paparan publik,
bertempat di Bursa Efek Indonesia pada 28 Agustus
2019 untuk menyampaikan kinerja tengah tahun
Perseroan dan strategi serta rencana kerja yang
akan datang.
The Company conducted 1 (one) public exposure, at
the Indonesia Stock Exchange on August 28, 2019 to
deliver the Company's mid-year performance and
future strategies and work plans.
PT Elnusa Tbk
30 JULI
July
Perseroan berhasil membukukan Pendapatan
usaha tengah tahun yang meningkat 29% dari
Rp2,9 triliun pada semester I-2018 menjadi Rp3,8
triliun di semester I 2019. Laba bersih naik 21% dari
Rp128 miliar menjadi Rp155 miliar. Hasil semester
ini merupakan buah kerja terbaik di tengah bayang
volatilitas harga minyak yang sempat mengalami
penurunan curam pada penghujung 2018.
The Company managed to record half-year operating
revenues which increased by 29% from Rp2.9 trillion in
semester I-2018 to Rp3.8 trillion in semester I of 2019.
Net income rose 21% from Rp128 billion to Rp155
billion. The results of this semester are the best the
midst of the volatility of oil prices which experienced
a steep decline at the end of 2018.
30 AGUSTUS
August
Perseroan melalui anak usahanya PT Elnusa Petrofin
(EPN) pada segmen Jasa Distribusi & Logistik Energi
resmi mengambil alih kelola Depot Liquified Petroleum
Gas (LPG) Pressurized di Amurang, Minahasa Selatan
pada 30 Agustus 2019.
The Company through its subsidiary PT Elnusa Petrofin
(EPN) in the Energy Logistics & Distribution Services
segment officially took over the management of the
Pressurized Liquified Petroleum Gas (LPG) Depot in
Amurang, South Minahasa on August 30, 2019.
13 AGUSTUS
August
Perseroan melalui anak perusahaannya PT Elnusa
Petrofin pada segmen Jasa Distribusi & Logistik Energi
resmi mengambil alih pengelolaan Terminal Bahan
Bakar Minyak (TBBM) Tanjung Pandan, Kabupaten
Belitung, Provinsi Kepulauan Bangka Belitung.
The Company through its subsidiary PT Elnusa Petrofin
in the Energy Logistics & Distribution Services segment
officially took over the management of Tanjung
Pandan Fuel Oil Terminal (TBBM), Belitung Regency,
Bangka Belitung Islands Province.
09 SEPTEMBER
September
Perseroan menorehkan tinta emas perjalanan ke-50
tahunnya tepat pada 9 September 2019.
The Company incised its 50th business operation
history on September 9, 2019.
Annual Report 2019 Laporan Tahunan 25
 KILAS KINERJA
Performance Highlights
09 SEPTEMBER
September
Perseroan jajaki kolaborasi dengan berbagai
perusahaan untuk memperkuat kompetensi jasa
maupun memperluas pangsa pasar yang dimiliki. Hal
tersebut di realisasikan Perseroan dengan melakukan
kerja sama dengan TGS - NOPEC Geophysical Company
(TGS), perusahaan asal Norwegia yang bergerak dalam
penyediaan data geosains seluruh dunia. Kerja sama
ini merupakan salah satu dari beberapa penjajakan
peluang usaha baru yang diinisiasi Elnusa dan
ditanda tangani pada perayaan ulang tahun Elnusa,
9 September 2019 lalu.
The Company explored collaboration with various
companies to strengthen service competencies and
expand its market share. The Company realized this by
collaborating with TGS - NOPEC Geophysical Company
(TGS), a Norwegian company engaged in providing
geosciences data worldwide. This cooperation is one
of the several exploratory new business opportunities
initiated by Elnusa and signed at Elnusa's birthday
celebration on September 9, 2019.
08 OKTOBER
October
Perseroan melalui anak usahanya PT Elnusa Petrofin
(EPN) bersama dengan PT Pertamina (Persero) dalam
rangka memenuhi kebutuhan pasokan bahan bakar
Avtur di wilayah operasional Bandara Radin Inten
II, meresmikan sarana dan fasilitas Modular Tank di
Depot Pengisian Pesawat Udara (DPPU) Pertamina
Bandara Radin Inten II Lampung Selatan.
The Company through its subsidiary PT Elnusa Petrofin
(EPN) together with PT Pertamina (Persero) in order to
meet the needs of Avtur fuel supply in the operational
area of Radin Inten II Airport, inaugurated the Modular
Tank facilities in the Pertamina Aircraft Filling Depot
(DPPU) Radin Inten II Airport, South Lampung.
26 Annual Report 2019 Laporan Tahunan
12 SEPTEMBER
September
Perseroan teken Memorandum of Understanding
(MOU) Komitmen Zona Integritas bersama dengan
Kantor Pelayanan Pajak (KPP) Wajib Besar Tiga
pada 12 September 2019. Penandatanganan
nota kesepahaman tersebut adalah dalam rangka
pembangunan Zonasi Integritas (ZI) menuju Wilayah
Bebas Korupsi (WBK) dan Wilayah Birokrasi Bersih
dan Melayani dengan tujuan mewujudkan Good and
Clean Governance menuju pegawai pajak dan pegawai
Perseroan yang bersih dan bebas Korupsi, Kolusi dan
Nepotisme.
The Company signed Memorandum of Understanding
(MOU) Commitment to the Integrity Zone together
with the Tax Office (KPP) of the Big Three Mandatory
on September 12, 2019. The signing of the
memorandum of understanding is in the framework
of building Integrity Zoning (ZI) towards Corruption-
Free Areas (WBK) and Clean and Servicing Bureaucracy
Region with the aim of realizing Good and Clean
Governance towards tax employees and Company
employees who are clean and free of Corruption,
Collusion and Nepotism.
21 OKTOBER
October
Perseroan bersama dengan PT Dowell Anadrill
Schlumberger (Schlumberger) menandatangani
kontrak kerja sama dengan PT Pertamina Hulu
Mahakam (PHM) untuk jasa Cementing Offshore
di rawa Delta Mahakam, pekan lalu (21/10). Kerja
sama ini juga merupakan sinergi diantara Elnusa dan
PHM sebagai bagian dari Pertamina Group, yang akan
berlangsung selama 24 bulan.
The Company together with PT Dowell Anadrill
Schlumberger (Schlumberger) signed a cooperation
contract with PT Pertamina Hulu Mahakam (PHM) for
Cementing Offshore services in the Delta Mahakam
swamp last week (21/10). This collaboration is also a
synergy between Elnusa and PHM as part of Pertamina
Group, which will last for 24 months.
17-22 SEPTEMBER
September
Elnusa berhasil mendapatkan medali Emas dan
Special Award di ajang inovasi bergengsi “4th Istanbul
International Inventions Fair (ISIF)” yang berlangsung
di International Istanbul Atatürk Airport, Turki.
Elnusa managed to get a Gold medal and Special
Award at the prestigious innovation event "4th
Istanbul International Inventions Fair (ISIF)" which
took place at the International Istanbul Atatürk
Airport, Turkey.
28 OKTOBER
October
Perseroan tonjolkan Keberagaman dalam gelaran
Upacara Sumpah Pemuda dengan mengenakan
Pakaian Adat di Lapangan Sport Center, Graha
Elnusa – Jakarta pada 28 Oktober 2019. Usai upacara,
Perseroan juga mengadakan serangkaian acara dengan
tema “Berbeda Tapi Tetap Satu” seperti Talkshow
dan Diskusi yang bertemakan Bela Negara untuk
meningkatkan rasa cinta terhadap Tanah Air dan
berbagai hal yang sedang mengancam NKRI, juga
acara kajian keagamaan untuk muslim dan kajian
keagamaan untuk Nasrani.
The Company highlighted Diversity in the Sumpah
Pemuda Ceremony event by wearing Traditional
Clothing at the Sports Center Field, Graha Elnusa -
Jakarta on October 28, 2019. After the ceremony,
the Company also held a series of events with the
theme "Berbeda Tapi Tetap Satu" such as Talkshow and
Discussion themed Plead to the State to increase love
for the country and various things that are threatening
the Republic of Indonesia, as well as religious studies
for Muslims and religious studies for Christians.
PT Elnusa Tbk
18 NOVEMBER 21 NOVEMBER 27 NOVEMBER
November November November

Perseroan Mulai Layarkan Elsa Regent untuk
mendukung aktivitas ekplorasi Komitmen Kerja Pasti
(KKP) Jambi Merang Survei Seismik 2D di Wilayah
Terbuka pada 18 November 2019. Aktivitas ini
merupakan kerjasama antara Satuan Khusus Pelaksana
Kegiatan Hulu dan Gas Bumi (SKK Migas) dengan
PT Pertamina (Persero) Group.
The Company started Lay Elsa Regent to support
the Jambi Merang Definite Work Commitment
(KKP) exploration activities 2D Seismic Survey in
Open Areas on 18 November 2019. This activity is a
collaboration between the Special Unit for Upstream
and Natural Gas (SKK Migas) Implementing Activities
with PT Pertamina (Persero) Group.
Perseroan bersama dengan Schlumberger bersepakat
untuk saling menjajaki berbagai peluang kolaborasi
lini servis yang akan dituangkan dalam berbagai
MSA lainnya. Penjajakan ini diupayakan melalui
gelaran Workshop Elnusa – Schlumberger yang
membahas berbagai kemungkinan penguatan lini
servis, peningkatan kapasitas nasional, serta perbaikan
proses bisnis dalam berbagai fungsi pendukung, Bogor.
The Company together with Schlumberger agreed
to mutually explore various opportunities for
collaboration service lines that will be set forth in
various other MSAs. The exploration is being pursued
through the Elnusa-Schlumberger Workshop which
discusses various possibilities to strengthen service
lines, increase national capacity, and improve business
processes in various supporting functions, Bogor.
Perseroan berhasil meraih tiga penghargaan
sekaligus dalam Top Digital Awards 2019 yang
diselenggarakan oleh majalah ItWorks di Golden
Ballroom The Sultan Hotel Jakarta. Penghargaan
tersebut diantaranya Top Digital Implementation
2019 on Energy & Mining Sector #Level Star 4, Top
Digital Transformation Readiness 2019 dan Top Leader
on Digital Implementation 2019 untuk Direktur Utama
Elnusa, Elizar Parlindungan Hasibuan.
The Company won three awards at the 2019 Top
Digital Awards held by ItWorks magazine at the
Golden Ballroom of The Sultan Hotel Jakarta. The
awards included 2019 Top Digital Implementation
on Energy & Mining Sector #Level 4, Top Digital
Transformation Readiness 2019 and Top Leader on
Digital Implementation 2019 for Elnusa's President
Director, Elizar Parlindungan Hasibuan.

08 DESEMBER 12 DESEMBER
December December

Papuan Academy adalah pelatihan yang digagas oleh
PT Elnusa Tbk sebagai upaya menyiapkan tenaga
handal untuk mendukung pekerjaan operations &
maintenance (OM) di BP Tangguh. Tahap pertama
ini, direkrut 20 talenta handal putra daerah Papua.
Program ini dilaksanakan secara komprehensif dengan
metode 10-20-70 dengan trainer dari internal maupun
eksternal Elnusa yang dilaksanakan dalam waktu
kurang lebih 2 bulan.
Perseroan meraih penghargaan dari PT Pertamina
Geothermal Energy atas jasa hydraulic workover
atau kerja ulang sumur. Penghargaan tersebut
merupakan pengakuan atas keunggulan jasa Elnusa
dalam mendukung keberhasilan pekerjaan kurs sumur
panas bumi PGE. Penghargaan diberikan langsung oleh
Direktur Utama PGE Ali Mundakir kepada Direktur
Utama Elnusa Elizar P. Hasibuan, dalam gelaran Hari
Ulang Tahun ke-13 PGE, di Jakarta.

Papuan Academy is a training that was initiated by
PT Elnusa Tbk as an effort to prepare reliable personnel
to support operations & maintenance (OM) work at
BP Tangguh. In this first stage, 20 talented talents
from the Papua’s youth were recruited. The program
was carried out comprehensively using the 10-20-70
method with internal and external trainers from Elnusa
which took place in approximately 2 months.
The Company won an award from PT Pertamina
Geothermal Energy for hydraulic workover services.
The award was an acknowledgment of the excellence
of Elnusa's services in supporting the successful work
of the PGE geothermal well rate. The award was given
directly by Managing Director of PGE Ali Mundakir to
Managing Director of Elnusa Elizar P. Hasibuan, at the
PGE 13th Anniversary event, in Jakarta.

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 27

LAPORAN
MANAJEMEN
Management Report

Sepanjang tahun 2019 iklim

usaha nasional memang
dipenuhi dengan berbagai
tantangan. Namun hal itu tak
menyurutkan kinerja usaha
Elnusa yang senantiasa
bergerak positif.
Throughout 2019 the national
bus i ne s s c l i mate is indeed filled
wi th vari ous challenges. But that
di d not dam p en Elnusa’s business
pe rform a nc e which was always
m ov i ng pos i ti vely.
02
 LAPORAN DEWAN KOMISARIS DAN DIREKSI
Report from Board of Commissioners and Directors

30 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 4
5 2 3
1

Komisaris Utama
1 Narendra Widjajanto
President Commissioner
Komisaris Independen
2 Lusiaga Levi Susila
Independent Commissioner
Komisaris Independen
3 Anis Baridwan
Independent Commissioner
Komisaris
4 Antonius Ratdomopurbo
Commissioner
Komisaris
5 Eman Salman Arief
Commissioner

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 31

 LAPORAN DEWAN KOMISARIS DAN DIREKSI
Report from Board of Commissioners and Directors

LAPORAN DEWAN KOMISARIS

BOARD OF COMMISSIONERS REPORT

Narendra Widjajanto
Ko m i sa r i s U ta m a / P resi d ent Com m i ssi on e r

32 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 Dewan Komisaris memberikan apresiasi terhadap penerapan
strategi yang tepat sasaran karena mampu meningkatkan efisiensi
operasional dan pengelolaan risiko yang cukup efektif.
The Board of Commissioners appreciates the implementation of strategies that are right on
target because the implementation of the strategy allows the company to improve operational
efficiency and manage risk quite effectively.
Para Pemegang Saham dan Pemangku Kepentingan yang
terhormat,
Mengawali laporan Dewan Komisaris, dengan segala kerendahan
hati kami memanjatkan puji dan syukur ke hadirat Allah SWT,
Tuhan Yang Maha Esa atas segala limpahan rahmat dan karunia-
Nya terhadap pencapaian Elnusa hingga diusianya yang genap
ke-50 tahun pada tahun 2019. Melalui laporan ini, izinkan saya
mewakili Dewan Komisaris Perseroan menyampaikan laporan
perjalanan dan pencapaian Perseroan sepanjang tahun 2019 yang
menjadi bagian dari pertanggungjawaban kami selaku Dewan
Komisaris dalam melakukan pengawasan terhadap jalannya
Perseroan.
KONDISI EKSTERNAL
Pergeseran dalam perekonomian global terutama volatilitas
pasar keuangan yang meningkat berdampak pada menurunnya
pertumbuhan ekonomi dunia tahun 2019. Sebagaimana dilansir
dari Laporan Bank Indonesia bahwa pertumbuhan ekonomi global
2019 melambat menjadi 2,9%, atau lebih rendah dibandingkan
dengan pertumbuhan 2018 sebesar 3,6%. Perlambatan ini diikuti
oleh penurunan volume perdagangan dan harga komoditas
dunia yang mengakibatkan berkurangnya aliran modal global
ke negara berkembang termasuk Indonesia. Ketidakpastian
pasar keuangan global mulai berkurang pada triwulan akhir
2019, pasca ditempuhnya banyak kebijakan stimulus fiskal dan
moneter di berbagai negara guna memitigasi risiko perlambatan
ekonomi. Respons tersebut termasuk langkah the Fed yang mulai
menurunkan suku bunga kebijakan, Fed Funds Rate, pada akhir
Juni 2019.
PT Elnusa Tbk
Dear Shareholders and Stakeholders,
We, as the Board of Commissioners, would like to start the
report with praise and gratitude to the presence of Allah SWT,
the Almighty God for all of His abundant blessing and grace
toward the achievement of Elnusa for its 50th anniversary in
2019. Through this report, allow me to represent the Company's
Board of Commissioners to submit reports on the journey and
achievements of the Company throughout 2019 which is part of
our responsibility as the Board of Commissioners in monitoring
the course of the Company.
EXTERNAL CONDITIONS
The shift in the global economy, especially the increased financial
market volatility, has an impact on the decline in world economic
growth in 2019. As reported by Bank Indonesia Report that global
economic growth in 2019 slowed to 2.9%, or lower than the 2018
growth of 3.6%. This slowdown was followed by a decrease in
the volume of trade and world commodity prices which resulted
in reduced global capital flows to developing countries including
Indonesia. Global financial market uncertainties began to ease in
the final quarter of 2019, following the adoption of many fiscal
and monetary stimulus policies in various countries to mitigate
the risk of an economic slowdown. The response includes the
Fed's move to start reducing the policy rate, the Fed Funds Rate,
at the end of June 2019.
Annual Report 2019 Laporan Tahunan 33
 LAPORAN DEWAN KOMISARIS DAN DIREKSI
Report from Board of Commissioners and Directors
Pertumbuhan ekonomi global yang melambat berdampak pada
turunnya kinerja ekspor Indonesia. Ekspor 2019 terkontraksi
0,87%, berbalik arah dari kinerja 2018 yang tumbuh 6,55%. Di
tengah kinerja sektor eksternal yang kurang menguntungkan,
permintaan domestik tetap kuat sehingga menopang
pertumbuhan ekonomi Indonesia 2019 tetap baik yakni 5,02%.
Perekonomian domestik yang tetap berdaya tahan mendorong
kenaikan aliran masuk modal asing, menopang surplus Neraca
Pembayaran Indonesia (NPI) yang tercatat surplus 4,68 miliar
dolar AS dan memperkuat nilai tukar Rupiah yang secara rerata
menguat 0,76% dan secara point-to-point menguat 3,58%
sehingga ditutup di level Rp13.883 per dolar AS pada akhir 2019.
Inflasi juga tetap rendah dan terkendali sehingga mendukung
stabilitas makroekonomi.
Untuk harga minyak dunia, rerata pada 2019 tercatat sebesar 65
dolar AS per barel, menurun dibandingkan rerata harga pada 2018
sebesar 71 dolar AS. Dilansir dari Laporan Direktorat Jenderal
Minyak dan Gas Bumi, Kementerian ESDM bahwa realisasi lifting
minyak bumi selama periode Januari-Desember 2019 adalah
mencapai 745,61 MBOPD atau mencapai 96% dibandingkan
asumsi APBN tahun 2019 sebesar 775 MBOPD. Sementara untuk
lifting gas bumi sepanjang tahun 2019 mencapai 1.057 MBOEPD
atau 85% dari target 1.250 MBOEPD. Faktor yang menyebabkan
rendahnya capaian realiasi lifting minyak dan gas bumi tahun
2019 antara lain kondisi penurunan alamiah sumur-sumur migas
yang ada serta kendala teknis lainnya. Dari sisi investasi subsektor
minyak dan gas bumi sepanjang tahun 2019 mencapai 93% atau
12,5 miliar dolar AS dari target 13,43 miliar dolar AS.
FUNGSI PENGAWASAN DEWAN KOMISARIS DAN
HUBUNGAN KERJA DENGAN DIREKSI
Dewan Komisaris dan Direksi merupakan organ sebuah perusahaan
yang merupakan bagian dari kepatuhan terhadap peraturan
dan perundang-undangan yang berlaku. Direksi memiliki peran
pengelolaan jalannya pengurusan perusahaan, sedangkan Dewan
Komisaris berperan untuk mengawasi pengelolaan perusahaan
yang dijalankan oleh Direksi. Kedua peran ini memiliki batasan
dan tanggung jawab yang berbeda atas apa yang dijalankan oleh
Dewan Komisaris maupun Direksi. Meskipun adanya perbedaan
peran, namun hubungan kerja diantara kedua organ ini dibangung
dengan saling menghormati antar keduanya.
Pengawasan yang dilakukan Dewan Komisaris dilakukan secara
konstruktif dan kolaboratif agar Direksi dapat secara cepat dan
tepat menyelesaikan kendala yang muncul. Selain rapat internal
mupun rapat gabungan Dewan Komisaris dan Direksi, Dewan
Komisaris juga mengadakan rapat ad hoc dan juga kunjungan
ke Anak Perusahaan bersama dengan Direksi yang membuat
komunikasi Dewan Komisaris dan Direksi terjalin dengan baik.
Di sepanjang tahun 2019, Dewan Komisaris mengadakan rapat
sebanyak 12 (dua belas) kali rapat internal dan 12 (dua belas) kali
rapat gabungan dengan mengundang Direksi serta 3 (tiga) kali
melakukan kunjungan ke Anak Perusahaan milik Perseroan. Rapat-
rapat maupun kunjungan tersebut menjadi forum bagi Dewan
Komisaris untuk memantau kinerja dan pencapaian Perseroan
maupun Grup sepanjang tahun 2019.
34 Annual Report 2019 Laporan Tahunan
Slowing global economic growth has an impact on Indonesia's
declining export performance. 2019 exports contracted 0.87%,
reversing the direction of the 2018 performance which grew
6.55%. In the midst of unfavorable external sector performance,
domestic demand remained strong to sustain Indonesia's
economic growth in 2019 to remain good at 5.02%. The domestic
economy, which has remained resilient, has pushed up foreign
capital inflows, propped up a surplus of Indonesia's balance of
payments (NPI) which recorded a surplus of 4.68 billion US dollar
and strengthened the Rupiah exchange rate which rose by an
average of 0.76% and point-to-point strengthened by 3.58% to
close at Rp13,883 per US dollar at the end of 2019. Inflation
has also remained low and under control so that it supports
macroeconomic stability.
For world oil prices, the average in 2019 was recorded at $65
per barrel, decreased from the average price in 2018 of $71. As
reported from the Directorate General of Oil and Gas Report, the
Ministry of Energy and Mineral Resources said that the realization
of oil lifting during the January-December 2019 period was 745.61
MBOPD or 96% compared to the 2019 State Budget assumption
of 775 MBOPD. While for natural gas lifting during 2019 it reached
1,057 MBOEPD or 85% of the 1,250 MBOEPD target. Factors
causing the low achievement of the realization of oil and gas
lifting in 2019 include the natural decline in existing oil and gas
wells and other technical obstacles. In terms of investment, the
oil and gas subsector in 2019 reached 93% or 12.5 billion US
dollars from the target of 13.43 billion US dollars.
BOARD OF COMMISSIONERS SUPERVISORY FUNCTIONS
AND WORK RELATIONS WITH BOARD OF DIRECTORS
The Board of Commissioners and the Board of Directors are
organs of the Company that comply with applicable laws and
regulations. The Board of Directors has the role of managing the
management of the company, while the Board of Commissioners
has the role of overseeing the management of the company
which run by the Directors. Both of these roles have different
limits and responsibilities. Despite the different roles, the working
relationship between the two organs is built with mutual respect
between the two.
All supervision carried out by the Board of Commissioners is
carried out constructively and collaboratively so that the Board
of Directors can quickly and precisely resolve any obstacles that
arise. In addition to internal meetings and joint meetings of
the Board of Commissioners and the Board of Directors, the
Board of Directors also held ad-hoc meetings and visits to the
Subsidiaries together with the Board of Directors that helped
further establish communications between members of the
two boards. Throughout 2019, the Board of Commissioners
held 12 (twelve) internal meetings and held 12 (twelve) joint
meetings with the Directors and 3 (three) visits to the Company's
subsidiaries. These meetings and visits serve as a forum for
the Board of Commissioners to monitor the performance and
achievements of the Company and the Group throughout 2019.
PT Elnusa Tbk
PENILAIAN ATAS KINERJA DIREKSI
MENGENAI PENGELOLAAN PERUSAHAAN
Dewan Komisaris melakukan penilaian terhadap kinerja Direksi
yang meliputi aspek operasional, keuangan dan aspek lainnya yang
berkaitan erat bagi keberlanjutan kegiatan usaha Perseroan. Dasar
penilaian Dewan Komisaris terhadap kinerja Direksi tentunya
tidak terlepas dari tingkat keberhasilan Direksi dalam merealisir
Key Performance Indicator maupun RKAP Perseroan tahun 2019
seperti yang direncanakan pada awal tahun.
Atas pencapaian selama tahun 2019, Dewan Komisaris pada
kesempatan ini memberikan apresiasi kepada Direksi, Manajemen
dan seluruh insan Elnusa atas segala daya dan upaya maksimal
yang telah dilakukan. Dewan Komisaris akan senantiasa
mendukung agar Perseroan dapat terus tumbuh melalui berbagai
produk dan layanan yang inovatif. Sesuai dengan perannya, Dewan
Komisaris akan terus memberikan motivasi, arahan dan masukan
sebagai bagian dari upaya untuk mendorong pertumbuhan yang
berkesinambungan di masa depan.
Dalam aspek keuangan dibandingkan dengan pencapaian pada
tahun lalu, pendapatan konsolidasi Perseroan tumbuh sebesar
27% menjadi Rp8,4 triliun. Pencapaian pendapatan ini kembali
menjadi catatan baru bagi keberhasilan Perseroan yang menorehkan
prestasi tertinggi selama Perseroan berdiri. Begitupun halnya dengan
EBITDA tumbuh sebesar 26% menjadi Rp970 miliar dan laba bersih
konsolidasi juga berhasil dibukukan pertumbuhan sebesar 29%
atau Rp356 miliar. Pencapaian ini menunjukkan kemampuan Direksi
yang baik dalam membuat perubahan-perubahan strategi yang
diperlukan untuk merespon cepat tantangan yang ada.
Dari sisi aspek operasional sebagaimana kita ketahui bersama bahwa
pada tahun 2019 harga minyak masih menjadi pekerjaan rumah
bagi industri hulu migas. Rerata harga minyak tahun 2019 tidak
lebih baik dibandingkan tahun 2018. Di tengah dinamika harga
minyak maupun faktor makro lainnya, Direksi melalui strategi
productivity and asset optimization mampu mempertahankan
pertumbuhan. Dari sisi bisnis upstream, Direksi melalui Divisi
Production, Operation & Maintenance Services tetap mampu
melakukan optimalisasi bisnis asset based maupun non-asset based.
Hal senada juga ditorehkan oleh Divisi Geoscience & Reservoir
Services yang mampu mencatatkan utilisasi peralatan berjalan secara
optimal terutama di bisnis Land Seismic Data Acquition. Pada bisnis
jasa downstream masih menjadi revenue generator konsolidasian
Perseroan dengan kontribusi yang mendominasi terutama bisnis
transportasi penyaluran BBM maupun perdagangan BBM Industry
& Marine. Sedangkan untuk kinerja Anak Perusahaan yang bergerak
di bidang support services meskipun terdapat pertumbuhan namun
tidak lebih menggembirakan dari tahun lalu. Pada segment support
pertumbuhan didorong oleh kinerja pekerjaan fabrikasi maupun
pekerjaan support kegiatan hulu lainnya.
PT Elnusa Tbk
ASSESSMENT OF BOARD OF DIRECTORS
PERFORMANCE ON COMPANY MANAGEMENT
The Board of Commissioners evaluates the performance of
the Board of Directors which covers operational, financial and
other aspects that are closely related to the sustainability of
the Company's business activities. The basis of the Board of
Commissioners' evaluation of the Board of Directors' performance,
certainly cannot be separated from the level of success of the
Directors in realizing the Key Performance Indicator and the
Company's RKAP in 2019 which was planned at the beginning
of the year.
With all these accomplishment made through out 2019, the Board
of Commissioners would like to use this occasion to extend its
appreciation to the Board of Directors, to the Management and
to all Elnusa employees for all the maximum work and effort that
has been put in. The Board of Commissioners will always provide
the support so that the Company can continue to grow through
a variety of innovative products and services. In accordance to
its role, the Board of Commissioners will continue to provide
motivation, direction and input as part of efforts to encourage
sustainable growth in the future.
In terms of financial aspects, compared to last year's achievement,
the Company's consolidated revenue grew by 27% to Rp8.4
trillion. This achievement in income served as a new record
for the success of the Company, which managed to obtain the
highest accomplishments since its inception. EBITDA grew by 26%
to Rp970 billion, while consolidated net income also recorded
a growth of 29% or Rp356 billion. This achievement served as a
reflection of the Board of Director's abilities and their capacity
for making the strategic changes needed to respond quickly to
existing challenges.
From an operational point of view, as we all know, in 2019 the
price of oil will still become a homework for the upstream oil and
gas industry. The average oil price in 2019 is no better than 2018.
Amid the dynamics of oil prices and other macro factors, the
Board of Directors through the productivity and asset optimization
strategy is able to maintain growth. In terms of upstream business,
the Directors through the Production, Operation & Maintenance
Services Division are still able to optimize asset based and non-
asset based businesses. The same achievement also ocured in the
Geoscience & Reservoir Services Division which able to run the
utilization of equipment optimally, especially in the Land Seismic
Data Acquisition business. The downstream service business is still
the Company's consolidated revenue generator with a dominant
contribution, especially in the business of fuel distribution and
in the fuel industry & marine's trade. As for the performance
of the Subsidiaries that engaged in support services, although
there was growth, it is not more encouraging than last year. The
growth in support segment was driven by the performance of
fabrication and other upstream support work.
Annual Report 2019 Laporan Tahunan 35
 LAPORAN DEWAN KOMISARIS DAN DIREKSI
Report from Board of Commissioners and Directors
Untuk aspek HSSE merupakan salah satu aspek utama dari proses
bisnis Perseroan. Setiap prosedur dan tahapan kerja di seluruh
kegiatan Perseroan dijalankan sesuai aturan dan pedoman HSSE
yang berlaku. Pada tahun 2019, Perseroan berhasil menorehkan
prestasi zero fatality dengan jumlah manhour yang dicapai oleh
Perseroan Grup mencapai 40 juta manhours. Perseroan tetap
konsisten dengan sigap dan aktif meningkatkan kepeduliannya
terhadap implementasi HSSE sebagai budaya kerja setiap insan
Perseroan.
Dalam pandangan Dewan Komisaris, Direksi telah melaksanakan
tugasnya dengan baik. Dewan Komisaris menilai bahwa Direksi
memiliki sinergi yang kuat baik dengan pemegang saham utama
maupun para pihak terkait lainnya sehingga target Perseroan
dapat dicapai dengan optimal. Strategi yang diterapkan dalam
mengantisipasi perkembangan industri migas maupun makro
ekonomi senantiasa dapat dieksekusi dengan apik. Meskipun
seiring berjalannya waktu tantangan yang muncul di sepanjang
tahun senantiasa berubah, hal ini mampu disikapi dengan baik
oleh Direksi dengan merumuskan dan menerapkan terobosan
yang tepat sasaran.
PENGAWASAN TERHADAP
IMPLEMENTASI STRATEGI DIREKSI
Dewan Komisaris senantiasa memberikan perhatian penting pada
pengawasan pelaksanaan strategi yang disusun oleh Direksi. Hal
ini sejalan dengan peran Dewan Komisaris untuk memastikan
bahwa pelaksanaan strategi Perseroan berada di jalur yang
tepat tanpa mengesampingkan kepatuhan terhadap peraturan
yang berlaku. Kewenangan Dewan Komisaris dalam melakukan
pengawasan atas aktivitas operasional Perseroan didasarkan
pada Undang-Undang, Anggaran Dasar, Board Manual, Code
of Conduct GCG serta pedoman kerja yang dimiliki Perseroan.
Fungsi pengawasan juga dilakukan melalui Komite-Komite di
bawah Dewan Komisaris yakni Komite Audit, Komite Manajemen
Risiko, serta Komite Nominasi dan Remunerasi. Di setiap komite
ditempatkan minimal satu Komisaris.
Dalam menyikapi kondisi industri migas yang masih dinamis
sepanjang tahun 2019, Dewan Komisaris memberikan apresiasi
atas langkah-langkah strategis yang dijalankan oleh Direksi.
Strategi balancing portofolio, pelayanan total solution dengan
mengedepankan sinergi antar Anak Perusahaan maupun strategi
productivity and asset optimization dinilai baik oleh Dewan Komisaris
karena mampu meningkatkan efisiensi operasional dan pengelolaan
risiko yang cukup efektif.
Atas dasar ini selama tahun 2019, Dewan Komisaris telah berupaya
sebaik-baiknya untuk memastikan pengawasan terhadap strategi
tersebut agar dapat berjalan dengan baik. Secara berkala, Dewan
Komisaris menghadiri Rapat Gabungan Dewan Komisaris dan
Direksi dengan agenda pemaparan informasi terkait kinerja
Perseroan. Dewan Komisaris dalam beberapa kesempatan juga
melakukan kunjungan faktual ke Anak Perusahaan sebagai upaya
verifikasi secara langsung atas laporan yang dipaparkan Direksi
secara holistik. Pada khususnya, fungsi pengawasan Dewan
36 Annual Report 2019 Laporan Tahunan
HSSE is one of the main aspects of the Company's business
processes. Every procedure and stages of work in all of the
Company's activities are carried out in accordance with applicable
HSSE rules and guidelines. In 2019, the number of manhours
achieved by the Company reached 40 million manhours. However,
this achievement is not excellent yet because the lagging indicator
of HSSE increased compared to last year. The Company remains
consistent and actively raises awareness of the implementation
of HSSE as the work culture of every employee of the Company.
From the view of the Board of Commissioners, the Board of
Directors has carried out its duties very well. The Board of
Commissioners considers that the Board of Directors has a strong
synergy with both major shareholders and other related parties so
the Company's targets can be achieved optimally. The strategies
implemented in anticipating the development of the oil and gas
industry and the macro economy can always be executed very
well. Although over time the challenges that arise throughout
the year are constantly changing, the Directors able to hande
it well by formulating and implementing the right strategies.
SUPERVISION OF BOARD OF DIRECTORS
STRATEGY IMPLEMENTATION
The Board of Commissioners always pays high attention to overseeing
the implementation of the strategies prepared by the Directors.
This is in line with the role of the Board of Commissioners to ensure
that the implementation of the Company's strategy is on the right
track without prejudice to compliance with applicable regulations.
The Board of Commissioners has the authority to supervise the
Company's operational activities, and it's always based on the Law,
Articles of Association, Board Manual, GCG Code of Conduct and
work guidelines owned by the Company. The oversight function
was also carried out through Committees under the Board of
Commissioners, namely, the Audit Committee, the Risk Management
Committee and the Nomination and Remuneration Committee. At
least one Commissioner is assigned to each committee.
In response to the dynamic condition of oil and gas industry
throughout 2019, the Board of Commissioners appreciates the
strategic steps that has been carried out by the Board of Directors.
The strategy of total solution service which emphasizes synergy
among subsidiaries, as well as the productivity and asset optimization
was assessed positive by the Board of Commissioners as it adequately
improves operational efficiency and effective risk management.
Based on this basis, throughout 2019, the Board of Commissioners
has done its best to ensure that the oversight of this strategy
can run well. Periodically, the Board of Commissioners attends
Joint Meetings of the Board of Commissioners and Directors
with the agenda of disclosing information related to the
Company's performance. The Board of Commissioners on
several occasions also made factual visits to the Subsidiaries as
an effort to directly verify the reports presented by the Directors
holistically. In particular, the supervisory function of the Board
PT Elnusa Tbk
Komisaris senantiasa ditingkatkan secara signifikan. Dalam
praktiknya, Dewan Komisaris juga berupaya menjaga komunikasi
yang intensif dengan Direksi agar pengawasan terhadap aspek
HSSE, keuangan maupun operasional dapat berjalan lebih terfokus
dan terencana.
Berdasarkan pencapaian yang diraih pada tahun 2019, Dewan
Komisaris menilai Direksi telah melakukan strategi usaha yang
tepat dan sesuai dengan yang telah ditetapkan dalam rencana
Perseroan.
PEMBERIAN ARAHAN KEPADA DIREKSI
Pencapaian kinerja Perseroan tahun 2019 juga merupakan
kontribusi pengawasan Dewan Komisaris dan keputusan-
keputusan strategis yang diambil oleh Dewan Komisaris. Sesuai
Anggaran Dasar, tidak semua keputusan dapat dilakukan oleh
Direksi namun keputusan yang strategis tetap membutuhkan
keputusan Dewan Komisaris dan Rapat Umum Pemegang Saham.
Beberapa keputusan yang tidak dapat dilakukan oleh Direksi
antara lain penyusunan RKAP dan RJPP Perseroan.
Mekanisme pemberian nasihat dan arahan kepada Direksi
diantaranya melalui forum rapat gabungan Dewan Komisaris
bersama Direksi yang diselenggarakan secara berkala maupun
melalui Komite-Komite di bawah Dewan Komisaris yang
menyelenggarakan rapat rutin bersama Manajemen Perseroan.
Mekanisme lainnya melalui penerbitan surat yang ditujukan
kepada Direksi.
Sepanjang tahun 2019, Dewan Komisaris memberikan nasihat
dan arahan kepada Direksi antara lain:
1. Perseroan sebagai perusahaan terbuka dalam menjalankan
Perusahaan sedapat mungkin sesuai dengan peraturan
dan perundang-undangan yang berlaku serta Tata Kelola
Perusahaan yang Baik (Good Corporate Governance).
2. Health, Safety, Security and Environment merupakan
aspek mendasar dalam operasional Perseroan. Seluruh
entitas Perseroan dari mulai pekerja di lapangan hingga
pihak manajemen, serta kontraktor pihak ketiga yang
terlibat dengan kegiatan Perseroan diwajibkan mematuhi
implementasi HSSE.
3. Transformasi digital yang sudah mulai diinisiasi dari tahun-
tahun sebelumnya untuk terus senantiasa dilakukan inovasi
berkelanjutan sebagai upaya memberikan nilai tambah bagi
para customer Perseroan.
PANDANGAN ATAS PROSPEK USAHA
Pasca merebaknya Corona Virus Disease (COVID-19), sebagaimana
dikutip dari Rapat Kerja Kementerian Keuangan dan DPR pada
awal April 2020 bahwa prospek pertumbuhan ekonomi domestik
menurun menjadi 2,3% pada 2020. Dalam masa kedaruratan
COVID-19 ini Kementerian Keuangan menyampaikan bahwa
outlook pendapatan negara turun 10,0% atau mencapai 78,9%
dari pagu APBN, sementara outlook belanja negara meningkat
mencapai 102,9% dari pagu APBN. Outlook defisit meningkat ke
PT Elnusa Tbk
of Commissioners is always significantly improved. In practice,
the Board of Commissioners also seeks to maintain intensive
communication with the Board of Directors so that supervision of
the HSSE, financial and operational aspects can be more focused
and planned.
Based on all these accomplishments made by the Board of
Directors in 2019, the Board of Commissioners views that the
Board of Directors has applied the right business strategies in
accordance with what has been stipulated in the Company's plan.
PROVIDING GUIDANCE TO BOARD OF DIRECTORS
The achievement of the Company's performance in 2019 is
also a contribution of the Board of Commissioners' supervision
in making strategic decisions. In accordance with the Articles
of Association, not all decisions can be made by the Directors
but strategic decisions still require the decisions of the Board
of Commissioners and the General Meeting of Shareholders.
Some decisions that cannot be made by the Directors include
the preparation of the Company's RKAP and RJPP.
The mechanism for providing advice and direction to the
Board of Directors is through a joint meeting forum for the
Board of Commissioners and the Board of Directors which is
held periodically and through Committees under the Board of
Commissioners that hold regular meetings with the Company's
Management. Another mechanism is through the issuance of
letters addressed to the Directors.
Throughout 2019, the Board of Commissioners provided advice
and direction to the Directors, including:
1. The Company as a publicly listed company, in running the
Company wherever possible is in accordance with applicable
laws and regulations as well as Good Corporate Governance..
2. Health, Safety, Security and Environment are fundamental
aspects in the Company's operations. All Company entities,
from field workers to management, as well as third party
contractors who are involved in the Company's activities are
required to comply with HSSE implementation.
3. Digital transformation which has been initiated from the
previous years to continuously bring out innovation in an
effort to provide added value to the Company's customers.
VIEWS ON BUSINESS PROSPECTS
After the outbreak of Corona Virus Disease (COVID-19), as quoted
from the Working Meeting of the Ministry of Finance and the
House of Representative of the Republic of Indonesia in early April
2020 that the prospect of domestic economic growth decreased
to 2.3% in 2020. In the emergency period of COVID-19, the
Ministry of Finance stated that the outlook State revenue fell
10.0% or reached 78.9% of the budget glossary, while the outlook
for state spending increased to 102.9% of the budget glossary.
Annual Report 2019 Laporan Tahunan 37
 LAPORAN DEWAN KOMISARIS DAN DIREKSI
Report from Board of Commissioners and Directors
5,07% dari Produk Domestik Bruto (PDB). Prospek ini dipengaruhi
oleh dampak langsung dan tidak langsung penurunan ekonomi
Tiongkok. Peran ekonomi Tiongkok dalam perekonomian
Indonesia yang tidak kecil, khususnya melalui jalur pariwisata,
ekspor dan investasi mempengaruhi prakiraan ini. Pengaruh
COVID-19 tidak hanya bersumber dari pengaruh langung
melalui perekonomian Tiongkok, tetapi juga pengaruh tidak
langsung melalui jalur rambatan (spillover effect) ke negara lain
dan perekonomian dunia yang secara keseluruhan juga akan
melambat.
Prospek perekonomian global dan domestik pada 2020 sangat
tergantung pada proses penanganan dan pemulihan ekonomi
pasca COVID-19. Risiko berlanjutnya penyebaran COVID-19 dalam
jangka waktu lebih lama dan menjangkau wilayah yang lebih
luas dapat menyebabkan pertumbuhan PDB dunia dan volume
perdagangan dunia yang makin melambat, yang kemudian dapat
menurunkan harga komoditas yang lebih dalam. Hal tersebut
dapat menyebabkan koreksi terhadap prospek pertumbuhan
ekonomi Indonesia menjadi lebih rendah. Dengan semakin
terhubungnya jalur perdagangan dan sistem keuangan antar
negara saat ini, maka dampak penurunan pertumbuhan global
dapat makin cepat tertransmisikan ke negara-negara lainnya.
Penanganan yang ditempuh oleh negara-negara terdampak yang
tidak efisien dan tidak efektif berisiko menyebabkan prospek
pertumbuhan ekonomi global dan domestik menjadi lebih lambat
dari prakiraan.
Sementara untuk harga minyak yang anjlok berdampak
pada perusahaan minyak yang diprediksi bakal menunda
pelaksanaan proyek migas di hulu karena asumsi dalam analisis
keekonomian proyek sudah berubah. Dikutip dari keterangan
resmi PT Pertamina (Persero) dalam rilis media bahwa kegiatan
eksplorasi dan ekploitasi akan diturunkan masing-masing sebesar
35% dan 25%. Namun demikian, PT Pertamina (Persero) tetap
akan mempertahankan aktivitas pada sumur yang memberikan
konstribusi langsung pada produksi termasuk kegiatan workover
yang menjadi tulang punggung untuk mempertahankan level
produksi sumur sepanjang memberikan pertimbangan cost and
benefit yang baik.
Dengan mempertimbangkan langkah-langkah yang diambil
oleh PT Pertamina (Persero) yang merupakan pemegang saham
pengendali Perseroan sekaligus sebagai induk perusahaan
(holding) BUMN Migas, terutama PT Pertamina (Persero) akan
tetap mempertahankan level produksi sumur yang artinya
aktivitas jasa untuk menjaga level produksi sumur tersebut tetap
dibutuhkan, hal ini menambah peluang bagi Perseroan dalam
menghadapi prospek usaha di tahun 2020, terlebih Perseroan
didukung dengan pengalaman selama lebih dari 50 tahun.
38 Annual Report 2019 Laporan Tahunan
The deficit outlook increased to 5.07% of Gross Domestic Product
(GDP). This prospect is influenced by the direct and indirect
effects of the decline in China's economy. China's economy has
a big effect on Indonesia's economy, especially through tourism,
exports and investment to influence this forecast. The influence
of COVID-19 does not only come from direct influence through
the China economy, but also indirect effects through the spillover
effect to other countries and the world economy as a whole will
also slow down.
The global and domestic economic prospects in 2020 are highly
dependent on the process of handling and economic recovery
after COVID-19. The risk of the continuous spread of COVID-19
over a longer period of time and reaching a wider area can lead
to slower world GDP growth and world trade volumes, which
can then reduce deeper commodity prices. This could cause
a correction to Indonesia's economic growth prospects to be
lower. With the increasingly interconnected trade routes and
financial systems between countries, the impact of the decline
in global growth can be transmitted quickly to other countries.
The measures taken by affected countries that are inefficient and
ineffective could cause the prospects for global and domestic
economic growth to be slower than predicted.
Meanwhile, the decrease of oil prices has affected oil companies
which are predicted to delay the upstream oil and gas project
implementation because the assumptions in the economic
analysis of the project have changed. Quoted from the official
statement of PT Pertamina (Persero) in a media release that
exploration and exploitation activities will be reduced by 35%
and 25%, respectively. However, PT Pertamina (Persero) will
continue to maintain activities in wells that contribute directly to
production, including workover activities which are the backbone
to maintain well production levels as long as cost and benefit
can be maintained.
Taking into account the steps taken by PT Pertamina (Persero)
which is the controlling shareholder of the Company as well as
the holding of Oil and Gas SOE Company, especially PT Pertamina
(Persero) will continue to maintain the level of well production,
which means service activities to maintain the level of well
production is still needed, this adds to the opportunity for the
Company to face business prospects in 2020, moreover the
Company is supported by more than 50 years of experience.
PT Elnusa Tbk
Dewan Komisaris Perseroan memandang bahwa tahun 2020
akan menjadi tahun yang penuh tantangan bagi Perseroan.
Dewan Komisaris berkeyakinan tantangan ini akan mampu dilalui
dengan penuh rasa optimisme. Karenanya, tidak hentinya Dewan
Komisaris selalu mengingatkan Direksi untuk terus berupaya
memberikan hasil terbaik bagi para stakeholders. Dengan
inovasi berkelanjutan dan perbaikan metode kerja yang lebih
efektif dan efisien serta kompetensi sumber daya manusia yang
mumpuni, kami optimis Perseroan memiliki prospek usaha jangka
panjang yang menjanjikan serta mampu memberikan imbal jasa
yang memuaskan bagi Pemegang Saham dan Para Pemangku
Kepentingan lainnya.
PANDANGAN ATAS PENERAPAN TATA KELOLA
PERUSAHAAN DAN WHISTLEBLOWING SYSTEM
Implementasi tata kelola yang baik merupakan tugas dan
tanggung jawab Dewan Komisaris bersama dengan Direksi.
Dalam menjalankan tugas dan tanggung jawab tersebut, Dewan
Komisaris senantiasa memantau proses untuk mencapai hasil
yang diharapkan. Dewan Komisairs bersama dengan Direksi
berkomitmen untuk mewujudkan implementasi tata kelola
perusahaan yang melebihi ekspektasi (beyond governance).
Kami meyakini bahwa penerapan praktik-praktik terbaik GCG akan
mendukung tercapainya kinerja Perseroan yang berkelanjutan.
Selaras dengan penerapan GCG, sepanjang pengamatan kami
pada tahun 2019 bahwa penerapan sistem pelaporan pelanggaran
(Whistleblowing System) di Perseroan juga sudah berjalan cukup
baik. Selama tahun 2019 Dewan Komisaris tidak menerima adanya
laporan pelanggaran yang terjadi. Hal ini menjadi salah satu indikator
bahwa kepatuhan di dalam Perseroan berjalan dengan baik.
PENILAIAN KINERJA KOMITE
DI BAWAH DEWAN KOMISARIS
Dalam menjalankan tugas dan tanggung jawab pengawasan,
Dewan Komisaris dibantu oleh 3 (tiga) komite di bawah Dewan
Komisaris yaitu Komite Audit, Komite Nominasi dan Remunerasi
serta Komite Manajemen Risiko. Selama tahun 2019, kami
memandang bahwa seluruh komite di bawah Dewan Komisaris
telah menunjukkan kinerja yang baik dalam memberikan
rekomendasi kepada Dewan Komisaris dan memberikan dukungan
penuh sehingga mekanisme pengawasan terhadap Direksi dapat
berjalan dengan baik.
Komite Audit dibentuk dalam rangka membantu tugas
Dewan Komisaris untuk mendorong diterapkannya tata kelola
perusahaan, terbentuknya struktur pengendalian internal yang
memadai, meningkatkan kualitas keterbukaan dan pelaporan
keuangan, serta mengkaji ruang lingkup, ketepatan, kemandirian
PT Elnusa Tbk
The Company's Board of Commissioners considered that 2020
will challenged the Company greatly. The Board of Commissioners
believes this challenge will be overcome with a sense of optimism.
Therefore, the Board of Commissioners does not stop reminding
the Directors to continue to strive to provide the best results for
stakeholders. With continuous innovation and improvement of
work methods that are more effective and efficient as well as
competent human resources, we are optimistic that the Company
has promising long-term business prospects and is able to provide
satisfying services for Shareholders and other stakeholders.
VIEWS ON IMPLEMENTATION OF CORPORATE
GOVERNANCE AND THE WHISTLEBLOWING SYSTEM
The implementation of good governance is the duty and
responsibility of the Board of Commissioners together with
the Board of Directors. In carrying out these duties and
responsibilities, the Board of Commissioners always monitor
the process to achieve the expected results. The Board of
Commissioners together with the Board of Directors is committed
to realizing the implementation of corporate governance that
exceeds expectations (beyond governance). We believe that
the implementation of GCG best practices will support the
achievement of the Company's sustainable performance.
In line with the implementation of GCG, based on our observation,
in 2019 the Company's Whistleblowing System has been carried
out quite well. Throughout 2019 the Board of Commissioners
did not receive any reports of violations. This was one of the
indicators that the compliance within the Company went well.
COMMITTEE PERFORMANCE EVALUATION
UNDER BOARD OF COMMISSIONERS
In carrying out its supervisory functions, the Board of
Commissioners is assisted by 3 (three) committees underneath
it, namely, the Audit Committee, Nomination and Remuneration
Committee, and the Risk Management Committee. Throughout
2019, we view that all committees under the Board of
Commissioners have worked well in providing recommendations
to the Board of Commissioners and have provided their full
support to ensure that the oversight mechanism for the Board
of Directors can run well.
The Audit Committee was formed in order to assist the Board
of Commissioners' duties to encourage the implementation of
corporate governance, the establishment of an adequate internal
control structure, improve the quality of financial disclosure
and reporting, and assess the scope, accuracy, independence
Annual Report 2019 Laporan Tahunan 39
 LAPORAN DEWAN KOMISARIS DAN DIREKSI
Report from Board of Commissioners and Directors
dan objektivitas akuntan publik. Komite Nominasi dan Remunerasi
telah membantu kami antara lain dalam memberikan rekomendasi
terkait nominasi dan remunerasi pengurus Perseroan sesuai
prinsip-prinsip GCG. Adapun Komite Manajemen Risiko
telah berperan penting dalam memberikan pendapat terkait
pengelolaan perusahaan yang berhubungan dengan risiko usaha
yang berpotensi menimbulkan kerugian signifikan.
Penilaian terhadap kinerja ketiga komite pendukung dilakukan
secara kualitatif, meliputi keaktifan komite dalam menjalankan
tugasnya, proses dokumentasi, dan rekomendasi yang diberikan.
Di sepanjang tahun 2019, Komite Audit melakukan 9 (sembilan)
kali rapat, Komite Nominasi dan Remunerasi melakukan 3
(tiga) kali rapat dan Komite Manajemen Risiko melakukan 6
(enam) kali rapat. Dengan seluruh pelaksanaan tugas yang telah
dilakukan oleh seluruh anggota komite, izinkan Dewan Komisaris
menyampaikan apresiasi dan rasa terima kasihnya kepada seluruh
anggota komite di bawah Dewan Komisaris.
PERUBAHAN KOMPOSISI DEWAN KOMISARIS
Sesuai hasil keputusan dalam Rapat Umum Pemegang Saham
Tahunan Perseroan tanggal 11 April 2019 terdapat perubahan
pada komposisi Dewan Komisaris Perseroan. Perubahan komposisi
tersebut sebagai bentuk penyegaran pengurus Perseroan maupun
dikarenakan berakhirnya masa jabatan anggota Dewan Komisaris
Perseroan.
Kami menyambut kedatangan anggota Dewan Komisaris baru
dengan baik yakni Bapak Anis Baridwan selaku Komisaris
Independen serta Bapak Antonius Ratdomopurbo sebagai
Komisaris Perseroan. Kami berharap dengan bergabungnya
anggota baru ke dalam jajaran Dewan Komisaris, maka
pengawasan terhadap jalannya Perseroan dapat lebih baik serta
memberikan arahan yang semakin baik untuk pertumbuhan
Perseroan.
Di sisi lain, kami juga ingin menyampaikan apresiasi kepada Bapak
Pradana Ramadhian G. dan Bapak Afdal Martha atas kontribusi
yang telah diberikan selama menjabat sebagai anggota Dewan
Komisaris.
Dengan demikian per 31 Desember 2019, komposisi Dewan
Komisaris Perseroan sebagai berikut:
Nama
No. Jabatan
Name
1. Narendra Widjajanto Komisaris Utama
2. Lusiaga Levi Susila Komisaris Independen
3. Anis Baridwan Komisaris Independen
4. Eman Salman Arief Komisaris
5. Antonius Ratdomopurbo Komisaris
40 Annual Report 2019 Laporan Tahunan
and objectivity of public accountants. The Nomination
and Remuneration Committee has assisted us in providing
recommendations related to the nomination and remuneration of
the Company's management in accordance with GCG principles.
The Risk Management Committee has an important role in
providing opinions related to company management related to
business risk that has the potential to cause significant losses.
The assessment of the performance of the three supporting
committees was carried out qualitatively, including the activeness
of the committee in carrying out its duties, the documentation
process, and the recommendations given. Throughout 2019, the
Audit Committee held 9 (nine) meetings, the Nomination and
Remuneration Committee held 3 (three) meetings and the Risk
Management Committee held 6 (six) meetings. With all the duties
performed by all committee members, please allow the Board
of Commissioners to express our appreciation and gratitude to
all committee members under the Board of Commissioners.
CHANGES IN BOARD OF COMMISSIONERS COMPOSITION
In accordance with the results of the decision at the Company's
Annual General Meeting of Shareholders on April 11, 2019 there
was a change in the composition of the Company's Board of
Commissioners. The changes in the composition as a form of
refreshing the officials of the Company's management and due
to the end of tenure of the Company's Board of Commissioners.
We welcome the arrival of new members of the Board of
Commissioners, Mr. Anis Baridwan as Independent Commissioner
and Mr. Antonius Ratdomopurbo as Commissioner of the
Company. We hope by having new members into the Board of
Commissioners, the supervision of the Company's operations
will be better and will provide better direction for the Company's
growth.
On the other hand, we would also like to express our appreciation
to Mr. Pradana Ramadhian G. and Mr. Afdal Martha for the
contributions they have made while serving as members of the
Board of Commissioners.
As of December 31, 2019, the composition of the Company's
Board of Commissioners is as follows:
Position
President Commissioner
Independent Commissioner
Independent Commissioner
Commissioner
Commissioner
PT Elnusa Tbk
APRESIASI
Kami ingin menyampaikan apresiasi kami kepada pemegang
saham dan pemangku kepentingan atas kepercayaan dan
dukungan yang diberikan selama ini. Apresiasi dan penghargaan
terdalam juga kami tujukan kepada segenap Direksi, jajaran
Manajamen dan seluruh karyawan atas kerja keras serta dedikasi
dalam upaya pengembangan Perseroan menjadi lebih baik lagi.
Tak luput, apresiasi kami sampaikan kepada para pelanggan, mitra
bisnis maupun pemangku kepenting lainnya atas dukungan dan
kepercayaan kepada Perseroan.
APPRECIATION
We would like to express our appreciation to shareholders and
stakeholders for their trust and support. Our deep gratitude and
appreciation also goes to the Board of Directors, Management
and all employees for their hard work and dedication towards
making the Company even better. We also extend our gratitude
to all shareholders, customers, business partners and other
stakeholders for their trust and support in the Company.

Sebagai penutup, mari kita berusaha dengan maksimal dan
berdoa. Semoga segala upaya yang telah dilakukan di tahun
2019 ini maupun tantangan yang menanti pada tahun 2020 dapat
dihadapi oleh Perseroan dengan baik. Semoga Perseroan selalu
mendapat berkah dan rahmat dari Allah SWT, aamiin.
To conclude this report, let's try our best and pray. Hopefully
all the efforts that have been made in 2019 and the challenges
that await in 2020 can be overcome by the Company. We hope
the Company will always receive the blessing and grace from
Allah SWT, aameen.

Jakarta, Juni | June 15, 2020

Atas nama Dewan Komisaris

On behalf of the Board of Commissioners,

Narendra Widjajanto
Komisaris Utama
President Commissioner

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 41

 LAPORAN DEWAN KOMISARIS DAN DIREKSI
Report from Board of Commissioners and Directors

42 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk


3
Elizar Parlindungan
1
Hasibuan
2 Hery Setiawan
3 Arief Riyanto
4 R.M. Happy Paringhadi
PT Elnusa Tbk Annual Report 2019 Laporan Tahunan
4
2
Direktur Utama
President Director
Direktur Keuangan
Director of Finance
Direktur Pengembangan Usaha
merangkap Direktur Operasi
Director of Business
Development concurrently as
Director of Operation
Direktur SDM & Umum
Director of HR & General Affair
43
 LAPORAN DEWAN KOMISARIS DAN DIREKSI
Report from Board of Commissioners and Directors

LAPORAN DIREKSI
BOARD OF DIRECTORS REPORT

Elizar Parlindungan Hasibuan

Direkt u r U ta m a / P r esi d ent D i r ec to r

44 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 Laba Bersih Konsolidasi Elnusa pada tahun 2019 tercatat sebesar Rp356
miliar, tumbuh signifikan atau naik sebesar 29% jika dibandingkan dengan
pencapaian tahun sebelumnya yang tercatat sebesar Rp276 miliar.
Elnusa’s Consolidated Net Profit in 2019 was recorded at Rp356 billion, a drastic increase of 29%
when compared to the achievement of the previous year which was recorded at Rp276 billion.

Pemegang Saham dan Pemangku Kepentingan yang terhormat, Dear Shareholders and Stakeholders,

Dengan memanjatkan puji dan syukur kehadirat Tuhan Yang Maha
Esa, ijinkan kami mewakili segenap manajemen PT Elnusa Tbk.
untuk menyampaikan Laporan Tahunan tahun buku 2019 sebagai
bentuk pertanggungjawaban kepada para Pemegang Saham dan
seluruh Pemangku Kepentingan lainnya.
With praise and gratitude to God Almighty, allow us, the Board
of Directors to represent all the management of PT Elnusa Tbk.
to submit the Annual Report for the 2019 fiscal year as a form
of accountability to Shareholders and all other Stakeholders.

Pencapaian usaha Perseroan di tahun 2019, seperti yang tertuang
dalam laporan tahunan ini, merupakan gambaran dari upaya-
upaya inisiasi strategis yang telah dilakukan manajemen, yang
diharapkan mampu memberikan dampak yang positif terhadap
kinerja Elnusa secara berkelanjutan. Selanjutnya perkenankanlah
kami selaku Direksi Elnusa untuk menyampaikan pengelolaan
Perseroan di tahun buku 2019.
The Company's achievement in 2019, as stated in this annual
report, is the result of the strategic efforts that has been put in
by management, which are expected to have a positive impact
on Elnusa's performance in a sustainable manner. Furthermore,
allow us as Elnusa's Board of Directors to submit the management
of the Company in fiscal year 2019.

PERSPEKTIF MAKRO EKONOMI DAN MACROECONOMIC PERSPECTIVES AND

KEBIJAKAN STRATEGIS MANAJEMEN
Pertumbuhan ekonomi Indonesia tetap memiliki daya tahan di
tengah kinerja perekonomian dunia yang melambat. Seperti
dikutip dari Bank Indonesia, pertumbuhan ekonomi keseluruhan
tahun 2019 masih terjaga dengan baik yaitu di angka 5,02%,
meskipun lebih rendah dibandingkan dengan capaian tahun
2018 yaitu sebesar 5,17%. Pertumbuhan ekonomi tersebut
ditopang oleh permintaan domestik yang tetap baik sedangkan
kinerja ekspor menurun. Perkembangan keseluruhan tahun 2019
dicapai setelah pada triwulan IV 2019 pertumbuhan ekonomi
tercatat 4,97% (yoy), sedikit melambat dibandingkan dengan
pertumbuhan triwulan sebelumnya sebesar 5,02% (yoy).
STRATEGIC MANAGEMENT POLICY
Indonesia's economic still maintain its growth amidst the slowing
performance of the world economy. As quoted from Bank
Indonesia, overall economic growth in 2019 is still well-maintained
at 5.02%, although it is lower than the 2018 achievements of
5.17%. The economic growth was due to the improvement in
domestic demand while the export performance declined. The
economic developments in 2019 were achieved in the fourth
quarter of 2019, and the economic growth was recorded at
4.97% (yoy), it slightly slowing down compared to the previous
quarter's growth of 5.02% (yoy).

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 45

 LAPORAN DEWAN KOMISARIS DAN DIREKSI
Report from Board of Commissioners and Directors
Pertumbuhan ekonomi 2019 banyak ditopang oleh permintaan
domestik yang tetap terjaga sedangkan ekspor menurun sejalan
dengan melambatnya permintaan global dan menurunnya harga
komoditas termasuk diantaranya harga minyak.
Perjalanan iklim usaha Perseroan sepanjang tahun 2019 memang
dihadapkan dengan berbagai tantangan. Setidaknya ada empat
tantangan besar yang telah dan masih akan dihadapi oleh Elnusa,
manajemen telah merancang kebijakan strategis menyingkapi
hal tersebut, sebagai berikut:
Fluktuasi Harga Migas dan Jasa Penunjang Migas
Bloomberg mencatat harga minyak dunia 2019 berada pada
kisaran USD45-65/bbl. Kisaran ini tidak lebih baik dari tahun
2018. Walaupun mengalami peningkatan dibandingkan awal
2016 yang berkisar USD40/bbl, harga jasa usaha penunjang hulu
migas belum sepenuhnya pulih seperti sedia kala. Hingga masih
menjadi tantangan untuk mendapatkan keseimbangan harga
yang wajar untuk dapat bertahan dan bertumbuh.
Mature Field sebagai Klien Utama
Peralihan blok terminasi ke Pertamina memberikan peluang
baru bagi Elnusa. Namun blok maupun sumur ini, umumnya
berusia tua. Laju penurunan produksi migasnya relatif tinggi dan
membutuhkan teknologi pengelolaan lapangan yang tepat guna
namun tetap ekonomis. Elnusa dituntut untuk memberikan solusi
jasa perawatan sumur yang semakin advanced dan excellent.
High Risk Investment & Operation
Investasi untuk mempertahankan kapabilitas dan kapasitas
harus tetap dilakukan secara hati-hati dan dengan perhitungan
keekonomian yang terbaik bagi perusahaan.
Industrialisasi 4.0
Elnusa dituntut untuk menghasilkan jasa yang bukan sekedar
lebih baik dari sebelumnya, namun lebih baik dari lainnya.
Transformasi digital yang telah dilakukan bukan hanya diharapkan
untuk digitalisasi data dan proses bisnis internal, melainkan juga
untuk menerapkan digital enhancement dengan para stakeholder
sehingga dapat menghasilkan percepatan, akurasi, dan kualitas
dalam hal perencanaan dan pelaksanaan setiap pekerjaan.
Semua tantangan di atas telah berhasil dilalui Elnusa dengan
pencapaian yang gemilang.  Strategi diversifikasi portofolio
yang menjadi kunci utama peningkatan kinerja sejak tiga tahun
terakhir, telah menguatkan Elnusa kembali sebagai entitas
maupun keluarga besar. Kinerja segmen jasa distribusi dan logistik
energi tetap kokoh, jasa hulu migas semakin membaik dan jasa
penunjang membuat Elnusa utuh sebagai perusahaan jasa energi
yang memberikan solusi total.
KINERJA USAHA DAN PEMENUHAN TARGET RKAP
Sepanjang tahun 2019 iklim usaha nasional memang dipenuhi
dengan berbagai tantangan. Namun hal itu tak menyurutkan
kinerja usaha Elnusa yang senantiasa bergerak positif. Segenap
manajemen berhasil menerapkan strategi dan inisiatif yang tepat
sehingga Perseroan berhasil membukukan pencapaian gemilang
dan berkelanjutan.
46 Annual Report 2019 Laporan Tahunan
Economic growth in 2019 is largely supported by maintained
domestic demand while exports decline in line with slowing
global demand and falling commodity prices including oil prices.
The journey of the Company's business throughout 2019 faced
various challenges. At least there are four major challenges that
have been and will still be faced by Elnusa, and the management
has designed a strategic policy to face these challenges, as follows:
Oil and Gas Price Fluctuations and Oil and Gas Support Services
Bloomberg recorded that the world oil price in 2019 was in the
range of USD 45-65/bbl. This range was no better than 2018.
Although it has increased compared to the beginning of 2016
which was around USD40/bbl, the price of upstream oil and gas
supporting services has not recovered and it is still a challenge
to obtain a fair price in order to survive and grow.
.
Mature Field as Main Client
The transition of the termination block to Pertamina provides a
new opportunity for Elnusa. However, these blocks and wells are
generally old. The declining rate of this oil and gas production
is relatively high and requires appropriate field management
technology, although it is not expensive. Elnusa is required to
povide the well care service that is getting more advance and
excellent.
High Risk Investment & Operation
The type of investment that is intended to maintain capabilities
and capacity must be carried out carefully and with the best
economic calculation for the company.
Industrialization 4.0
Elnusa is required to provide services that are not just better
than before, but better than others. The digital transformation
that has been carried out is not only to digitize data and internal
business processes, but also to implement digital enhancement
with stakeholders so that it can produce acceleration, accuracy,
and quality in terms of planning and implementing each work.
Elnusa has successfully solved all the above challenges with
brilliant achievements. The portfolio diversification strategy,
which has been the key to improving performance over the past
three years, has strengthened Elnusa as an entity and extended
family. The performance of the energy distribution and logistics
services segment remains strong, upstream oil and gas services
are improving and the supporting services make Elnusa complete
as an energy service company that provides a total solution.
BUSINESS PERFORMANCE AND RKAP TARGETS FULFILLMENT
Throughout 2019, the national business climate is indeed filled
with various challenges. But that did not reduce Elnusa's business
performance which was always moving positively. All management
has successfully implemented the right strategies and initiatives,
and with those strategies the Company has managed to record
brilliant and sustainable achievements.
PT Elnusa Tbk
Dalam penetapan RKAP, Elnusa senantiasa memperkuat fondasi
bisnis melalui transformasi usaha dengan mengimplementasikan
kebijakan strategis yang tepat sasaran. Di tahun 2019, Elnusa
merencanakan perolehan dari beberapa komponen substansial
sebagai tolak ukur dalam menilai kinerja Perseroan. Perbandingan
antara rencana dan realisasi adalah sebagai berikut:
Pendapatan Usaha
Pada tahun 2019, Pendapatan Usaha Konsolidasi Elnusa tercatat
tumbuh sebesar 27% atau Rp8,4 triliun jika dibandingkan dengan
pencapaian tahun sebelumnya yang tercatat sebesar Rp6,6 triliun.
Capaian ini merupakan rekor tertinggi semenjak Elnusa didirikan.
Capaian ini 11% lebih tinggi dari RKAP yang telah dicanangkan
di awal tahun. Pertumbuhan tersebut dikarenakan peningkatan
pendapatan di seluruh segmen, baik segmen jasa hulu pada
bisnis POMS maupun GSC, Jasa Logistik dan Distribusi energi
serta segmen Penunjang.
Marjin Laba Bersih
Elnusa telah berhasil memperbaiki pencapaian Marjin Laba Bersih
Konsolidasi di tahun 2019. Jika pada 2018 Perseroan membukukan
angka 4,2%, namun pada tahun 2019 Elnusa berhasil melakukan
peningkatan menjadi 4,3%. Peningkatan tersebut dikarenakan
peningkatan signifikan kinerja pendapatan Perseroan.
Laba Bersih Konsolidasi
Laba Bersih Konsolidasi Elnusa pada tahun 2019 tercatat sebesar
Rp356 miliar. Pencapaian tersebut mengalami pertumbuhan
yang signifikan atau naik sebesar 29% jika dibandingkan dengan
pencapaian tahun sebelumnya yang tercatat sebesar Rp276 miliar.
Realisasi Laba Bersih Perseroan di tahun 2019 mencapai 1% dari
RKAP tahun 2019 sebesar Rp353 milyar. Kontribusi kenaikan
Laba Bersih tersebut terutama disumbangkan oleh segmen Jasa
Logistik dan Distribusi Energi.
Kas Bersih
Pada tahun 2019, Kas Bersih Perseroan yang dihasilkan dari
kegiatan operasi mencapai Rp576 miliar, dengan kas dan setara
kas mencapai Rp856 miliar. Realisasi Kas Bersih Perseroan di
tahun 2019 mencapai 81% dari RKAP tahun 2019 yang hanya
sebesar Rp473 miliar.
Sementara itu, dari sisi kinerja HSSE, tahun 2019 merupakan
pencapaian kinerja HSSE terbaik sepanjang empat tahun terakhir.
Hal ini dikarenakan Zero Fatality & Lost Time Injury (LTI) berhasil
dicapai. Jumlah jam kerja pun mencapai hampir 41 juta.
Prestasi Elnusa yang ditorehkan pada tahun 2019 pun
membuahkan pengakuan dari berbagai pihak. Wujud pengakuan
tersebut tercermin dari beberapa penghargaan bergengsi yang
berhasil diraih Elnusa, diantaranya; 6 penghargaan Mahakam
Award untuk yang ke-8 kalinya, 3 penghargaan Top Digital, 9
penghargaan Forum Hulu Pertamina, 1 penghargaan jasa HWU
Pertamina Geothermal Energy, 1 penghargaan Industry Marketing
Champion untuk Elnusa Petrofin, dan 1 penghargaan Ditjen
Perhubungan Darat untuk Elnusa Petrofin.
PT Elnusa Tbk
In determining the RKAP, Elnusa continues to strengthen the
business foundation through business transformation by
implementing the right strategic policies. In 2019, Elnusa plans
to acquire a number of substantial components as a benchmark
in assessing the performance of the Company. The comparison
between plans and realization is as follows:
Business Revenue
In 2019, Elnusa's Consolidated Operating Revenues recorded
growth of 24% or Rp8.4 trillion compared with the previous year's
achievement of Rp6.6 trillion. This achievement is the highest record
since Elnusa was established. This achievement was 11% higher
than the RKAP that had been planned at the beginning of the year.
The growth was due to an increase in revenue across all segments,
both the upstream service segment in the POMS and GSC business,
Logistics Services and energy distribution and the Support segment.
Net Profit Margin
Elnusa has succeeded in improving the achievement of the
Consolidated Net Profit Margin in 2019. While in 2018 the
Company recorded 4.2%, in 2019 Elnusa managed to increase
to 4.3%. The increase was due to a significant increase in the
Company's revenue performance.
Consolidated Net Income
Consolidated Net Profit of Elnusa in 2019 was recorded at Rp356
billion. This achievement had a significant growth or an increase
of 29% compared to the achievement of the previous year which
was recorded at Rp276 billion. The realization of the Company's
Net Profit in 2019 reached 1% from the Work plan and Budget of
the Company (RKAP) for 2019 of Rp353 billion. Contributions to
the increase in Net Profit were mainly contributed by the Logistics
Services and Energy Distribution segments.
Net Cash
In 2019, the Company's Net Cash generated from operating
activities reached Rp576 billion, with cash and cash equivalents
reaching Rp856 billion. The realization of the Company's Net
Cash in 2019 reached 81% of the RKAP 2019 which was only
Rp473 billion.
Meanwhile, in terms of HSSE performance, 2019 was the best
achievement of HSSE performance in the last four years. This
was because the Company managed to achieve Zero Fatality &
Zero Lost Time Injury (LTI). And the number of working hours
reached almost 41 million hours.
Elnusa's achievement in 2019 also led to recognition from various
parties. The recognition is reflected in several prestigious awards,
including; 6 Mahakam Awards for the 8th time, 3 Top Digital
Awards, 9 Pertamina Upstream Forum Awards, 1 Pertamina
Geothermal Energy HWU service Award, 1 Industry Marketing
Champion Award for Elnusa Petrofin, and 1 Director General of
Land Transportation Award for Elnusa Petrofin.
Annual Report 2019 Laporan Tahunan 47
 LAPORAN DEWAN KOMISARIS DAN DIREKSI
Report from Board of Commissioners and Directors
ELNUSA MENJAWAB TANTANGAN
DAN PELUANG KE DEPAN
Dapat kami sampaikan bahwa Elnusa telah menyusun Rencana
Jangka Panjang Perusahaan kedepan dan menetapkan berbagai
inisiasi strategis demi menggapai pertumbuhan usaha yang positif
dan berkelanjutan.
Komitmen untuk senantiasa memberikan hasil yang terbaik
tersebut tentu tak lepas dari berbagai tantangan usaha. Beberapa
tantangan yang dihadapi di antaranya sebagai berikut:
Sinergi dan Penyelarasan Bisnis Anak Usaha Pertamina
Tantangan ini merupakan momen pembuktian Elnusa untuk
menunjukkan keunggulan solusi total yang dimiliki.  Dengan motto
better, faster, safer, dan cheaper, Elnusa diharapkan akan tampil
sebagai pemimpin dalam setiap jenis usaha di segmennya, serta
mendapatkan kepercayaan dari pasar terutama shareholders
untuk menyukseskan proyek-proyek penting yang ada.
Memperbesar Pangsa Pasar Luar Negeri
Manajemen akan senantiasa menguatkan dan melakukan
optimalisasi atas prestasinya yang telah melakukan perluasan
pangsa pasar di luar negeri. Hal ini ditopang oleh kompetensi dan
pengalaman panjang yang dimiliki Elnusa sebagai fondasi utama.
Memperkuat Kapabilitas serta Kapasitas
Investasi terpilih akan senantiasa dijalankan untuk meningkatkan
kapabilitas dan kapasitas Elnusa. Namun hal penting lain yang
akan dilakukan adalah melakukan kolaborasi dengan berbagai
pihak, terutama dengan penyedia teknologi unggul sebagai
jawaban jangka waktu pendek bagi para klien utama.
Kemampuan Human Capital
Perseroan juga memberikan perhatian khusus kepada kualitas
Sumber Daya Manusia yang merupakan salah satu aset unggul
Elnusa dalam menggapai hasil optimal. Hal tersebut diwujudkan
dengan komitmen Perseroan terhadap semua insan Elnusa
untuk secara aktif meningkatkan kemampuannya baik melalui
pendidikan akademis maupun keahlian sesuai dengan bidang
yang dimiliki dan tuntutan pasar.
Berbagai strategi menjawab tantangan tersebut merupakan upaya
Perseroan dalam meraih peluang ke depannya. Inisiasi strategis
tersebut diharapkan memberikan dampak yang positif bagi iklim
usaha Perseroan. Hal ini selaras dengan komitmen segenap insan
Elnusa untuk memastikan bahwa Key Performance Indicator
(KPI) yang telah ditetapkan dapat terealisasi sesuai atau bahkan
melampaui target. Sementara itu, segenap manajemen akan
selalu berjibaku guna merancang strategi dan kebijakan strategis
untuk menggapai hasil yang lebih baik dari yang sebelumnya.
48 Annual Report 2019 Laporan Tahunan
ELNUSA RESPONDS TO CHALLENGES
AND OPPORTUNITIES FOR THE FUTURE
We can say that Elnusa has prepared long-term business plan
going ahead and established various strategic initiatives in order
to foster positive and sustainable business growth.
The commitment to always provide the best results is certainly
not free from various business challenges. Some of the challenges
faced include the following:
Synergy and Alignment of Pertamina's Subsidiary Business
This challenge is an opportunity for Elnusa to prove the superiority
of its total solutions. With the motto of better, faster, safer and
cheaper, Elnusa is expected to appear as a leader in every type
of business in its segment, and gain the trust of the market,
especially shareholders, to successfully complete important
projects.
Expand Foreign Market Share
Management will always strengthen and optimize its achievements
of expanding the market share abroad. This is supported by
the competence and long experience by Elnusa as the main
foundation.
Strengthening Capability and Capacity
Existing investments will be continually carried out to improve the
capability and capacity of Elnusa. But another important thing to
do is to collaborate with various parties, especially with leading
technology providers as a short-term answer for the main clients.
Human Capital Capability
The Company also pays special attention to the quality of Human
Resources, which is one of Elnusa's superior assets in achieving
optimal results. This was realized by the Company's commitment
to all of Elnusa's personnel to actively improve their abilities both
through academic education and through sharpening their skills
in accordance with their fields and market demands.
To seize the opportunities in the future the Company face those
challenges through various strategies. The strategic initiation is
expected to have a positive impact on the Company's business.
This is in line with the commitment of all Elnusa personnel to
ensure that the Key Performance Indicator (KPI) that has been
set can be realized according to or even exceeding the target.
Meanwhile, all management will always strive to design strategic
strategies and policies to achieve better results than the previous
one.
PT Elnusa Tbk
ANALISIS TENTANG PROSPEK USAHA
Berdasarkan data yang dirilis oleh Bank indonesia awal tahun
ini, pertumbuhan ekonomi Indonesia ke depannya diperkirakan
tetap baik ditopang prospek peningkatan ekspor dan konsumsi
rumah tangga. Investasi diperkirakan juga meningkat didorong
pembangunan infrastruktur serta kenaikan keyakinan pelaku
usaha sebagai dampak peningkatan ekspor dan kemudahan iklim
berusaha sejalan dengan kebijakan Pemerintah.
Namun, mencermati kondisi perekonomian Indonesia khususnya
sebagai dampak penyebaran COVID-19, berdasarkan Survei
Pemantauan Harga (SPH) yang dilakukan oleh Bank Indonesia
dengan 46 Kantor Perwakilan Bank Indonesia di daerah,
menunjukan bahwa harga-harga di pasar terkendali dan rendah.
Pemantauan harga pada minggu kedua April 2020 menunjukkan
inflasi akan berada di sekitar 0,20% (mtm) atau 2,80% (yoy). Hal
tersebut dipengaruhi oleh beberapa faktor, yaitu:
1. Koordinasi antara pemerintah pusat dan pemerintah
daerah melalui TPI/TPID dalam memastikan terpenuhinya
kebutuhan pokok.
2. Tingkat pertumbuhan ekonomi Indonesia akan lebih rendah
dari kemampuan kapasitas produksi nasional sehingga
mengalami kesenjangan output yang negatif sehingga
tekanan inflasi dari sisi permintaan terkendali.
3. Dampak dari nilai tukar Rupiah terhadap inflasi rendah.
4. Terjangkarnya ekspektasi inflasi baik di sisi konsumen dan
produsen.
Niai tukar rupiah diharapkan cenderung menguat hingga akhir
tahun 2020 pada level Rp15.000 per dolar AS. Penguatan nilai
tukar Rupiah didukung oleh langkah-langkah stabilisasi nilai tukar,
komitmen kebijakan yang erat serta komunikasi yang intensif
antara pemerintah, BI, OJK, dan LPS. Selain itu, mekanisme pasar
telah berjalan baik. Ke depan, Bank Indonesia akan terus berada di
pasar dan melakukan langkah-langkah intervensi yang diperlukan
untuk menjaga stabilitas nilai tukar.
Sementara itu, cadangan devisa per Maret 2020 tetap terjaga.
Posisi cadangan devisa Indonesia pada akhir Maret 2020 tercatat
sebesar 121,0 miliar dolar AS, lebih rendah dibandingkan
dengan posisi akhir Februari 2020 sebesar 130,4 miliar dolar
AS. Penurunan cadangan devisa pada Maret 2020 antara lain
dipengaruhi oleh pembayaran utang luar negeri Pemerintah
sekitar 2 miliar dolar AS dan keperluan stabilisasi nilai tukar Rupiah
sekitar 7 miliar dolar AS di tengah kondisi “extraordinary” karena
kepanikan di pasar keuangan global dipicu pandemi COVID-19
yang secara cepat dan meluas ke seluruh dunia.
Berkaca dari fenomena tersebut, segenap manajemen Elnusa
senantiasa melakukan mitigasi usaha demi keberlanjutan usaha
demi meraih hasil yang optimal. Perseroan telah melakukan
penjajakan terhadap peluang-peluang usaha baru. Bahkan,
beberapa peluang yang telah berhasil direalisasikan adalah
sebagai berikut:
PT Elnusa Tbk
BUSINESS PROSPECTS ANALYSIS
Based on data released by Bank Indonesia earlier this year,
Indonesia's economic growth in the future is expected to
remain well supported by the prospect of increased exports
and household consumption. Investment is also expected to
increase driven by infrastructure development and an increase
in business confidence as a result of increased exports and ease
of climate in line with Government policy.
However, observing the condition of Indonesian economy in
particular as a result of the spread of COVID-19, based on the
Price Monitoring Survey (SPH) conducted by Bank Indonesia with
46 Bank Indonesia Regional Representative Offices, shows that
prices in the market are controlled and low. Price monitoring in
the second week of April 2020 shows inflation will be around
0.20% (mtm) or 2.80% (yoy). This is influenced by several factors,
namely:
1. Coordination between the central government and regional
governments through TPI/TPID in ensuring basic needs
are met.
2. Indonesia's economic growth rate will be lower than
the capacity of national production capacity so that it
experiences a negative output gap so that inflationary
pressures from the demand side are controlled.
3. The impact of Rupiah exchange rate on low inflation.
4. Inflation expectations have been secured on both the
consumer and producer sides.
Value of Rupiah is expected to strengthen until the end of 2020
at the level of Rp. 15,000 per US dollar. The strengthening of
the Rupiah exchange rate is supported by measures to stabilize
the exchange rate, close policy commitments and intensive
communication between the government, BI, OJK, and LPS. In
addition, the market mechanism has gone well. Going forward,
Bank Indonesia will continue to be in the market and take the
necessary intervention steps to maintain exchange rate stability.
Meanwhile, foreign exchange reserves as of March 2020 were
maintained. Indonesia's foreign exchange reserves at the end of
March 2020 stood at 121.0 billion US dollars, lower than the position
at the end of February 2020 of 130.4 billion US dollars. The decline
in foreign exchange reserves in March 2020 was partly influenced
by the payment of the Government's foreign debt of around US $2
billion and the need for stabilizing the Rupiah exchange rate of around
US $7 billion amid "extraordinary" conditions because of panic on
global financial markets triggered by the quick and extensive spread
of COVID-19 pandemic throughout the world.
Reflecting on this phenomenon, all of Elnusa's management
always carry out business mitigation for the sake of business
sustainability in order to achieve optimal results. The Company
has explored new business opportunities. In fact, some of the
opportunities that have been successfully realized are as follows:
Annual Report 2019 Laporan Tahunan 49
 LAPORAN DEWAN KOMISARIS DAN DIREKSI
Report from Board of Commissioners and Directors
Jasa Hulu Migas
1. Perluasan embrio pangsa pasar baru melalui lini Geoscience
& Reservoir Services (GRS) di Vietnam, India maupun Algeria.
Penjajakan lain seperti di Kuwait, UAE, Qatar, maupun
lainnya, masih dalam inisiasi. Namun segenap manajemen
optimis, bahwa Elnusa akan dapat merealisasikannya.
2. Jasa survei seismik untuk Komitmen Kerja Pasti (KKP) Jambi
Merang dengan menggunakan Elsa Regent di wilayah
terbuka Indonesia telah dimulai. Begitu pula peluang melalui
multiklien seismik. Salah satu upayanya adalah melakukan
Master Cooperation Agreement dengan TGS-NOPEC.
3. Ekspansi bisnis lini Production, Operation & Maintenance
Services (POMS), pada operation & maintenance untuk
kilang-kilang telah juga dimulai.
4. Upaya penguatan kompetensi, kapabilitas serta kapasitas
pun telah pula diinisiasi. Bersama Schlumberger, Elnusa
akan melakukan berbagai Master Services Agreement untuk
saling memperkuat satu sama lain.
Jasa Distribusi dan Logistik Energi
1. Pengelolaan terminal BBM berbasis aset telah mulai
dilakukan. Depot LPG Amurang, Sulawesi Utara, merupakan
yang pertama. Ke depan, melalui Elnusa Petrofin, dengan
kepercayaan yang diberikan Pertamina akan dilanjutkan
akuisisi infrastruktur untuk mendukung distribusi energi
di Nusantara ini.
2. Elnusa akan melakukan Ekspansi pada bisnis chemical untuk
mendukung EOR injeksi polymer di Field Tanjung, Kabupaten
Tabalong, Kalimantan Selatan.  Kalimantan.
Jasa Penunjang
1. Penguatan kompetensi fabrikasi beberapa peralatan maupun
fasilitas migas telah mendukung penguatan kompetensi
Elnusa.
2. Penjajakan lain adalah bisnis water treatment untuk
beberapa fasilitas di beberapa tempat. Bisnis ini juga
dilengkapi dengan value digital Smart Water Meter dan
Smart Power Meter yang tengah diujikan di PDAM Kota
Tirta Benteng, Tangerang.
3. Penjajakan bisnis energi terbarukan melalui riset terbatas
yang dilakukan secara practical research
Segenap Direksi dan jajaran manajemen juga senantiasa
mengakomodir arahan Dewan Komisaris agar iklim usaha Elnusa
berjalan harmonis dengan komitmen Perseroan yang selalu
berusaha untuk memberikan manfaat secara berkelanjutan bagi
para stakeholders dan shareholders.
50 Annual Report 2019 Laporan Tahunan
Upstream Oil and Gas Services
1. The expansion of new market share through the field of
Geoscience & Reservoir Services (GRS) in Vietnam, India and
Algeria. Other explorations such as in Kuwait, UAE, Qatar, and
others, are still being initiated. However, all management is
optimistic that Elnusa will be able to realize it.
2. Seismic survey services for the Jambi Merang Definite
Work Commitment (KKP) using Elsa Regent in open areas
in Indonesia have begun. Likewise the opportunities through
multi-client seismic. One of the efforts is to do Master
Cooperation Agreement with TGS-NOPEC.
3. The expansion in Production, Operation & Maintenance
Services (POMS) business line, the expansion in Operations
& Maintenance for refineries have also begun.
4. The efforts to strengthen competency, capability and capacity
have also been initiated. Together with Schlumberger,
Elnusa will carry out various Master Services Agreements
to strengthen one another.
Energy Logistics and Distribution Services
1. Asset-based fuel terminal management has begun. Amurang
LPG Depot, North Sulawesi, is the first. In the future,
through Elnusa Petrofin, with full support from Pertamina,
will continue the acquisition of infrastructure to provide
energy distribution in the archipelago.
2. Elnusa will expand its chemical business to support polymer
injection EOR in Tanjung Field, Tabalong Regency, South
Supporting Services
1. The strength of Elnusa's business competency is supported
by its strong fabrication of some equipments and by
providing some oil and gas facilities.
2. Another assessment is the water treatment business for
several facilities in several places. This business is also
equipped with a digital value Smart Water Meter and Smart
Power Meter that is being tested in PDAM Tirta Benteng
City, Tangerang.
3. Exploration of the renewable energy business through
limited research carried out in practical research.
The entire Board of Directors and management always
accommodates the direction from the Board of Commissioners
so that the business climate of Elnusa runs in harmony with
the Company's commitment which is always strive to provide
sustainable benefits for stakeholders and shareholders.
PT Elnusa Tbk
PERKEMBANGAN PENERAPAN
TATA KELOLA PERUSAHAAN DI TAHUN 2019
Sebagai Perusahaan Publik yang tercatat di Bursa Efek Indonesia
(BEI), Perseroan berkomitmen secara penuh untuk menerapkan
prinsip-prinsip GCG sebagai landasan dalam menciptakan nilai
tambah yang berkelanjutan bagi kepentingan para pemegang
saham, masyarakat secara luas, dan berbagai pemangku
kepentingan lainnya (pegawai, konsumen, regulator, mitra kerja,
dan lain-lain) baik dalam jangka pendek maupun jangka panjang.
Tata Kelola yang dijalankan Perseroan didasari oleh prinsip-
prinsip GCG, yaitu Transparency, Accountability, Responsibility,
Independency, dan Fairness yang merupakan komitmen kuat
bagi Perseroan untuk selalu menjaga dan meningkatkan
nilai Perusahaan (corporate value), mendorong pengelolaan
Perusahaan yang profesional, transparan dan efisien sehingga
fundamental dan daya saing Perseroan semakin kuat dan terjaga
dengan baik.
Perseroan memiliki komitmen untuk selalu menerapkan standar
tata kelola yang terbaik dengan selalu berusaha menerapkan
praktik tata kelola yang baik melalui berbagai usaha perbaikan
dan peningkatan, serta merujuk pada standar minimal maupun
rekomendasi yang harus dipenuhi.
Sesuai Peraturan OJK (POJK) No. 21/POJK.04/2015 tentang
Pedoman Tata Kelola Perusahaan Terbuka, Perseroan sebagai
perusahaan terbuka wajib untuk melakukan pengukuran terhadap
penerapan GCG yang dilakukan melalui penilaian (assessment).
Perseroan melakukan penilaian penerapan GCG secara konsisten
setiap tahunnya untuk mengetahui tingkat kecukupan penerapan
GCG di lingkungan Perseroan. Penilaian yang dilakukan oleh
Perseroan menggunakan berbagai acuan standar praktik terbaik
(best practices) yang berlaku. Perseroan melakukan penilaian
penerapan GCG dengan menggunakan standar praktik praktik
terbaik yang berlaku di Indonesia maupun di luar negeri, yaitu
ASEAN Corporate Governance Scorecard.
Perseroan berkomitmen untuk terus berupaya meningkatkan
penerapan praktik Tata Kelola Perusahaan ke level yang lebih
tinggi dengan menerapkan ASEAN CG Scorecard. Di tahun 2019
Penilaian atas penerapan ASEAN CG Scorecard di Perseroan
dilakukan oleh Indonesian Institute for Corporate Directorship
(IICD) dan menunjukkan hasil dengan predikat kategori “baik”
dengan capaian skor sebesar 86,64.
PT Elnusa Tbk
DEVELOPMENT OF CORPORATE GOVERNANCE
IMPLEMENTATION IN 2019
As a Public Company listed on the Indonesia Stock Exchange (IDX),
the Company is fully committed to implementing GCG principles
as a basis for creating sustainable added value for the interests of
shareholders, the communities, and various other stakeholders
(employees, consumers , regulators, business partners, etc.) both
in the short-and long-term.
The Company's governance is based on the priciples of
Good Corporate Governance (GCG), namely Transparency,
Accountability, Responsibility, Independence and Fairness, all
of which serve as strong forms of commitment that allow the
Company to always maintain and enhance corporate value. It
also allows the Company to encourage professional, transparent
and efficient Company management so that its fundamentals
and competitiveness continue to become stronger and remain
well maintained.
The Company has a commitment to always apply the best
governance standards by always trying to apply good governance
practices through various improvement, as well as referring to
the minimum standards and recommendations that must be met.
In accordance with OJK Regulation (POJK) No. 21/POJK.04/2015
concerning Guidelines for Public Company Governance, the
Company as a public company is required to measure the
implementation of GCG through an assessment. The Company
evaluates the implementation of GCG consistently every year
to determine the level of adequacy of GCG implementation
within the Company. The assessment conducted by the Company
uses various applicable best practices standards. The Company
evaluates the implementation of GCG using best practice
standards that apply in Indonesia and abroad, namely the ASEAN
Corporate Governance Scorecard.
The Company is committed to continuously striving to improve
the application of Corporate Governance practices to a higher
level by implementing the ASEAN CG Scorecard. In 2019 the
assessment of the implementation of the ASEAN CG Scorecard
in the Company was conducted by the Indonesian Institute for
Corporate Directorship (IICD) and showed results with “Good”
category with a score of 86.64.
Annual Report 2019 Laporan Tahunan 51
 LAPORAN DEWAN KOMISARIS DAN DIREKSI
Report from Board of Commissioners and Directors
Selain itu untuk lebih menguatkan implementasi GCG, Perseroan
mulai membangun Sistem Manajemen Anti Penyuapan berbasis
ISO 37001. Sistem ini diharapkan dapat terimplementasi penuh
pada tahun mendatang dan berlaku untuk Perseroan dan Group.
Peningkatan kualitas dari penerapan praktik terbaik GCG dengan secara
terus menerus dilakukan, melakukan pemutakhiran berbagai kebijakan,
standar, pedoman, prosedur yang disesuaikan dengan perubahan
peraturan perundang-undangan yang berlaku, keadaan lingkungan
bisnis, dan juga perkembangan usaha dan kinerja Perseroan.
PERUBAHAN KOMPOSISI ANGGOTA DIREKSI
DI TAHUN 2019
Pada tahun 2019, komposisi Direksi Elnusa mengalami perubahan
dalam rangka menciptakan iklim usaha yang lebih agresif.
Pengangkatan komposisi anggota Direksi Elnusa yang baru
dilakukan melalui RUPS Tahunan.
Berikut adalah komposisi Direksi per 31 Desember 2019
berdasarkan hasil RUPS pada tanggal 11 April 2019:
Nama
No.
Name
1 Elizar Parlindungan Hasibuan
2 Hery Setiawan
3 R. M. Happy Paringhadi JS
4 Arief Riyanto
Perubahan komposisi Direksi dan Dewan Komisaris tersebut
merupakan bagian dari proses penyesuaian dalam rangka pensiun
atau mutasi maupun strategi menghadapi tantangan industri
yang dihadapi Perseroan.
Segenap jajaran Direksi berkomitmen untuk menjalankan
amanah ini dengan senantiasa mengedepankan prinsipTata Kelola
Perusahaan yang Baik untuk kepentingan Para Pemegang Saham
dan Para Pemangku Kepentingan Lainnya.
52 Annual Report 2019 Laporan Tahunan
In addition to further strengthening the implementation of GCG,
the Company has begun to develop an ISO 37001-based Anti-
Bribery Management System. This system is expected to be fully
implemented in the coming year and applies to the Company
and the Group.
Improving the quality of the implementation of GCG best practices
by continuously doing, updating various policies, standards,
guidelines, procedures that are adapted to changes in legislation
in force, the state of the business environment, and also the
business development and performance of the Company.
CHANGES IN BOARD OF DIRECTORS
COMPOSITION IN 2019
In 2019, the composition of the Board of Directors of Elnusa
changed in order to establish more aggressive business climate.
The appointment of the new Board of Directors members of
Elnusa was carried out through the Annual GMS.
The following table is the composition of the Boatd of Directors
as at December 31, 2019 based on the resolution of the GMS
on April 11, 2019:
Jabatan
Position
Direktur Utama
President Director
Direktur Keuangan
Director of Finance
Direktur SDM & Umum
Director of Human Resources & General Affairs
Direktur Pengembangan Usaha merangkap Direktur Operasi
Director of Business Development concurrently as Director of Operation
Changes in the composition of the Directors and Board of
Commissioners are part of the adjustment process in the context
of retirement or transfer as well as strategies to face the industry
challenges faced the Company.
The entire Board of Directors is committed to carrying out this
mandate by always prioritizing the principles of Good Corporate
Governance for the benefit of the Shareholders and Other
Stakeholders.
PT Elnusa Tbk
PENUTUP
Atas pencapaian yang ditorehkan di tahun 2019, izinkan Direksi
menyampaikan rasa hormat dan terima kasih kepada Dewan
Komisaris, serta pemegang saham utama, PT Elnusa Tbk. Direksi
juga mengucapkan terima kasih atas kepercayaan yang telah
diberikan pemegang saham. Terima kasih juga diucapkan kepada
regulator, pelanggan, pemasok, dan mitra usaha, atas kerjasama
yang telah tercipta.
CLOSING REMARKS
For the achievements made in 2019, allow us, the Board of
Directors to express respect and gratitude to the Board of
Commissioners, as well as the major shareholder of PT Elnusa
Tbk. The Board of Directors would also like to extend our gratitude
for the trust given by the shareholders, and also to the regulators,
customers, suppliers and business partners, for their cooperation.

Kepada seluruh Insan Perseroan, Direksi menyampaikan apresiasi
setinggi-tingginya atas kerja keras yang telah ditunjukkan, baik
di holding maupun anak perusahaan, di kantor pusat maupun
di daerah operasi. Marilah kita kembali meneguhkan semangat
tak kenal lelah, agar Elnusa terus dapat berkiprah, berkontribusi,
membangun kapasitas, kapabilitas serta inovasi untuk negeri.
Semoga pencapaian ini akan menginspirasi seluruh pihak untuk
dapat terus mengoptimalkan kemampuannya dan menjadi fondasi
bagi Perseroan untuk dapat tumbuh di masa yang akan datang.
To all Company Personnel, the Board of Directors would like
to express our highest appreciation for the hard work that
has been demonstrated, both at the holding and subsidiary
companies, at the head office and also in the area of operation.
Let us reaffirm our tireless spirit, so that Elnusa can continue to
take part, contribute, build capacity, capability and innovation
for the country. We finally hope that this achievement will inspire
all parties to continue to optimize their abilities and become the
foundation for the Company to be able to grow in the future.

Jakarta, Juni | June 15, 2020

Atas nama Direksi

On behalf of the Board of Directors

Elizar Parlindungan Hasibuan

Direktur Utama
President Director

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 53

 LAPORAN DEWAN KOMISARIS DAN DIREKSI
Report from Board of Commissioners and Directors

LEMBAR PERNYATAAN ANGGOTA DEWAN KOMISARIS DAN DIREKSI

TENTANG TANGGUNG JAWAB ATAS LAPORAN TAHUNAN 2019
PT ELNUSA Tbk

Kami yang bertanda tangan di bawah ini, menyatakan bahwa semua informasi dalam Laporan Tahunan PT Elnusa Tbk tahun 2019
telah dimuat secara lengkap dan bertanggung jawab penuh atas kebenaran Laporan Tahunan Perseroan.
Demikian pernyataan ini dibuat dengan sebenarnya.

Jakarta, 15 Juni 2020

Narendra Widjajanto
Komisaris Utama
President Commissioner

Anis Baridwan Lusiaga Levi Susila

Komisaris Independen Komisaris Independen
Independent Commissioner Independent Commissioner

Antonius Ratdomopurbo Eman Salman Arief

Komisaris Komisaris
Commissioner Commissioner

Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 STATEMENTS FROM THE BOARD OF COMMISSIONERS AND DIRECTORS
FOR THE RESPONSIBILITY OF 2019 ANNUAL REPORT
PT ELNUSA Tbk

We the undersigned hereby declare that all the information contained within the 2019 Annual Report of PT Elnusa Tbk has been
presented completely. We are fully responsible for the truthfulness of the content of the Annual Report.
This statement has been made truthfully.

Jakarta, June 15, 2020

Elizar Parlindungan Hasibuan

Direktur Utama
President Director

Hery Setiawan Arief Riyanto

Direktur Keuangan Direktur Pengembangan Usaha
Director of Finance merangkap Direktur Operasi
Director of Business Development
concurrently as Director of Operation

R. M. Happy Paringhadi
Direktur SDM & Umum
Director of Human Resources & General Affairs

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan

PROFIL
PERUSAHAAN
Company Profile

Memasuki usia emasnya, Perseroan

membuktikan kemampuannya untuk turut
membangun kapasitas nasional sebagai
perusahaan jasa energi dengan mengusung
Total Solution Services guna memberikan
jasa yang lebih baik, cepat dan kompetitif.
En t eri ng i ts gol de n age, the C ompany has proven i t s abi l i t y t o
co n t ri b ute to bui l di ng national capacity as an en er gy s er vi c e
co m pany by c arryi ng out Total S olution S ervices t o pr ovi de
b et t er, fa s te r and more competitive services.
03
 PROFIL PERUSAHAAN
Company Profile

INFORMASI UMUM PERUSAHAAN

Company General Information

Nama Perusahaan Tanggal Pendirian Tanggal Peresmian Area Operasi 2019

Date of Establishment Date of Official Launching 2019 Operation Region
Company Name

PT Elnusa Tbk 25 Januari 1969

January 25, 1969
9 September 1969
September 9, 1969
Indonesia

Lama Berdiri Dasar Hukum Pendirian

Age Legal Basis of Establishment

50 Tahun per 31 Desember 2019
50 years as of December 31, 2019
Status Perusahaan
Company Status
Perusahaan Terbuka (Tbk)
Public Company (Tbk)
Akta Pendirian No. 18 tanggal 25 Januari 1969 yang di buat di hadapan Tan Thong Kie, Notaris,
di Jakarta, sebagaimana di ubah melalui Akta No. 10 tanggal 13 Februari 1969 dari notaris yang
sama. Akta pendirian ini, telah mendapat pengesahan dari Menteri Kehakiman Republik Indonesia
melalui Surat Keputusan No. J.A.5/18/24 tanggal 19 Februari 1969, serta telah diumumkan dalam
Berita Negara Republik Indonesia No. 35, Tambahan No. 58 tanggal 2 Mei 1969.
Deed of Establishment No. 18 dated January 25, 1969 made before Tan Thong Kie, Notary, in
Jakarta, as amended by Deed No. 10 dated February 13, 1969 from the same notary. This deed
of establishment was approved by the Minister of Justice of the Republic of Indonesia through
Decree No. J.A.5/18/24 dated February 19, 1969 and has been announced in the State Gazette of
the Republic of Indonesia No. 35, Additional No. 58 on May 2, 1969.

Kegiatan Bisnis Utama sesuai Anggaran Dasar

Maksud dan Tujuan Pendirian
Purpose of Establishment
Berusaha dalam bidang jasa,
perdagangan, pertambangan,
pembangunan dan perindustrian.
Engaged in services, trade, mining,
development and industry.
Modal Dasar
Authorized Capital
Rp2.250.000.000.000
Core Business Activities based on Articles of Association
1. Bidang Jasa 1. Services
a. Jasa yang Berkaitan Energi Alternatif a. Services related to Alternative Energy
b. Bidang Pengambilan Data dan Pengolahan b. Geophysics and Geology Data Acquisition
Data Geofisika dan Geologi and Processing
c. Konsultasi Bidang Energi c. Energy-related Consultation
d. Konsultasi Bidang Pertambangan d. Mining-related Consultation
e. Jasa Pengecekan Pipa atau Gas di Bawah e. Underground & Undersea Gas Pipeline
Tanah dan di Dalam Laut Examination Services
2. Bidang Perindustrian 2. Industries
a. Industri Pembangkit Tenaga Listrik a. Power Generation Industry
b. Industri Energi b. Energy Industry
c. Industri Maritim c. Maritime Industry

Modal Ditempatkan dan Disetor Penuh
Issued and Fully Deposited Capital
Rp729.850.000.000
Pencatatan Saham di Bursa Saham
Listing of Shares on the Stock Exchange
Bursa Efek Indonesia (d/h Bursa Efek
Jakarta dan Bursa Efek Surabaya), 6
Februari 2008
Indonesia Stock Exchange (formerly
Jakarta Stock Exchange and Surabaya
Stock Exchange), February 6, 2008
Kode Saham
Stock Code
ELSA
Jumlah Karyawan
Number of Employees
1.349 orang (2019)
1,349 people (2019)
Kepemilikan Saham
Shareholding
Kepemilikan Saham Perseroan per 31 Desember Share Ownership of the Company as of December 31,
2019: 2019:
1. PT Pertamina (Persero), dengan Kepemilikan 1. PT Pertamina (Persero), with 41.10% Shares
41,10% Saham
2. Dana Pensiun Pertamina, dengan Kepemilikan 2. Pertamina Pension Fund, with 14.90% Shares
14,90% Saham
3. Publik (< 5% Individu), dengan Kepemilikan 3. Public (<5% Individual), with 44.00% Shares
44,00% Saham
Keikutsertaan dalam Asosiasi
Membership and Association
• Indonesian Petroleum Association (IPA)
• Himpunan Ahli Geofisika Indonesia (HAGI) Untuk informasi lebih lanjut mengenai
• Ikatan Ahli Geologi Indonesia (IAGI)
Perseroan dapat menghubungi:
For further information about the
Alamat Perusahaan Company please contact:
Company Address
Sekretaris Perusahaan
Graha Elnusa, Lantai 16, Corporate Secretary
Jl. TB Simatupang Kav. 1B, Ari Wijaya
Jakarta 12560, Indonesia
Graha Elnusa, Lantai 16
(+62 21) 78830850 Jl. TB Simatupang Kav. 1B,
(+62 21) 78830907 Jakarta 12560, Indonesia
corporate@elnusa.co.id, Telepon | Telephone:
marketing@elnusa.co.id (+62 21) 78830850
Faksimili | Facsmile: (+62 21) 78830907
www.elnusa.co.id
Surel | Email: corporate@elnusa.co.id
@elnusaofficial
Elnusa
PT Elnusa Tbk

58 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 RIWAYAT SINGKAT PERUSAHAAN
PT Elnusa Tbk (“Perseroan”) didirikan dengan nama PT Electronika
Nusantara berdasarkan Akta Notaris No. 18 tanggal 25 Januari
1969 dari Tan Thong Kie, S.H., sebagaimana di ubah melalui Akta
Notaris No. 10 tanggal 13 Februari 1969 dari notaris yang sama.
Akta pendirian ini, yang merupakan Anggaran Dasar Perseroan,
telah mendapat pengesahan dari Menteri Kehakiman Republik
Indonesia melalui Surat Keputusan No. J.A.5/18/24 tanggal 19
Februari 1969, serta telah diumumkan dalam Berita Negara
Republik Indonesia No. 35, Tambahan No. 58 tanggal 2 Mei 1969.
Entitas induk Perseroan adalah PT Pertamina (Persero) dan
entitas induk terakhirnya adalah Pemerintah Republik Indonesia.
Perseroan mengawali kiprahnya sebagai pendukung operasi PT
Pertamina (Persero), terutama dalam memberikan pelayanan
termasuk pemeliharaan dan perbaikan, di bidang peralatan
komunikasi elektronik, peralatan navigasi dan sistem radar yang
digunakan oleh kapal-kapal milik Pertamina maupun kapal-kapal
minyak asing yang memiliki perjanjian kerjasama dengan Badan
Usaha Milik Negara (BUMN) di bidang Migas.
Pada tahun 1984, nama Perseroan berubah menjadi
PT Elnusa berdasarkan Akta Notaris No. 23 tanggal
8 Juni 1984 yang di buat di hadapan Sinta Susikto, Notaris, di
Jakarta. Hingga akhirnya pada tahun 2008, Perseroan secara
resmi terdaftar di Bursa Efek Indonesia (Kode saham: ELSA) pada 6
Februari 2008 dan menggunakan nama PT Elnusa Tbk. Perseroan
kini tidak hanya melayani jasa migas, namun Perseroan juga
melayani jasa energi dan siap menjadi kepercayaan dari klien
nasional maupun internasional.
Perseroan membuktikan kemampuannya untuk turut membangun
kapasitas nasional sebagai perusahaan jasa energi yang
mengusung Total Solution di Usianya yang telah menginjak 50
tahun. Pembuktian tersebut ditunjukkan Perseroan dengan
mulai melayarkan Elsa Regent yang merupakan kapal seismik
tercanggih di Indonesia untuk mendukung aktivitas eksplorasi
Komitmen Kerja Pasti (KKP) Jambi Merang di wilayah terbuka
Indonesia, dan survei ini akan menjadi survei terbesar dalam satu
dekade terakhir. Selain itu Perseroan dengan cerdik meluncurkan
smart water meter dan smart power meter. Smart water meter
merupakan inovasi yang diciptakan untuk mendukung kinerja
produsen air dari kebocoran.
Perseroan memperkuat eksistensinya di industry migas dengan
mendirikan PT Elnusa Drilling Services yang melayani jasa
pengeboran terpadu dan mengakuisisi PT Purna Bina Nusa yang
kini bernama PT Elnusa Fabrikasi Konstruksi. Pada tahun 2007 –
2010 Perseroan melakukan Restrukturisasi Korporasi agar lebih
focus sebagai penyedia jasa hulu migas terintegrasi, Perseroan
melakukan penggabungan vertical atas empat anak perusahaan
ke dalam Perseroan, di antaranya PT Elnusa Geosains, PT Elnusa
Drilling Services, PT Sinar Riau Drillindo serta PT Elnusa Workover
Services. Selain itu Perseroan juga melakukan divestasi saham di
beberapa perusahaan yang bukan merupakan bisnis inti Perseroan
untuk memantapkan usaha di bisnis jasa migas.
PT Elnusa Tbk
Company Brief History
PT Elnusa Tbk ("the Company") was established under the name PT
Electronika Nusantara based on Notarial Deed No. 18 dated January
25, 1969 from Tan Thong Kie, S.H., as amended by Notarial Deed
No. 10 dated February 13, 1969 from the same notary. This deed of
establishment, which constitutes the Company's Articles of Association,
has been approved by the Minister of Justice of the Republic of Indonesia
through Decree No. J.A.5/18/24 dated February 19 , 1969, and has been
announced in the State Gazette of the Republic of Indonesia No. 35,
Additional No. 58 on May 2, 1969.
The Company’s parent entity is PT Pertamina (Persero) and the
last parent entity is the Government of the Republic of Indonesia.
The Company commenced its work as a supporting company for
PT Pertamina’s (Persero) operations, primarily in providing services
including maintenance and repairs, in the field of electronic
communication equipment, navigation equipment and radar systems
used by Pertamina-owned vessels and foreign oil vessels that have
cooperation agreements with State-Owned Enterprises (BUMN) in
the oil and gas sector.
In 1984, the Company's name was changed to PT Elnusa based
on Notarial Deed No. 23 June 8, 1984 which was made before
Sinta Susikto, Notary, in Jakarta. Until finally in 2008, the Company
was officially listed on the Indonesia Stock Exchange (Stock code:
ELSA) on February 6, 2008 and used the name PT Elnusa Tbk.
The Company now not only serves oil and gas services, but also
energy services and is ready to become a credible company
trusted by national and international clients.
Entering its 50th year anniversary the Company has proven its
ability to contribute to building national capacity as an energy
service company that carries Total Solutions. This is evidenced
by Elsa Regent which is the most sophisticated seismic ship in
Indonesia to support the exploration activities of the Jambi
Merang Commitment (KKP) in the open areas of Indonesia,
and this survey will be the largest survey in the last decade. In
addition, the Company cleverly launched smart water meter and
smart power meter. Smart water meter is an innovation created
to support the performance of water producers from leakage.
The Company strengthens its existence in the oil and gas industry
by establishing PT Elnusa Drilling Services which serves integrated
drilling services and acquires PT Purna Bina Nusa, which is now
named PT Elnusa Fabrikasi Konstruksi. In 2007-2010 the Company
conducted Corporate Restructuring to be more focused as an
integrated upstream oil and gas service provider, the Company
conducted a vertical merger of four subsidiaries into the Company,
including PT Elnusa Geosains, PT Elnusa Drilling Services, PT Sinar
Riau Drillindo and PT Elnusa Workover Services . In addition, the
Company also divested shares in several companies which are
not the Company's core business to strengthen businesses in
the oil and gas service business.
Annual Report 2019 Laporan Tahunan 59
 PROFIL PERUSAHAAN
Company Profile
Perseroan pernah melakukan program Turnaround untuk
memperbaiki kinerjanya di seluruh aspek bisnis, operasional
maupun memperkuat implementasi budaya perusahaan. Selain
itu pada tahun 2014 – 2016 Perseroan memperkuat tatanan
operational, Organisasi dan juga fungsi pengendalian internal serta
melakukan evaluasi dan redefinisi seluruh produk/ jasa Perseroan.
Selain itu Perseroan mendirikan PT Elnusa Geosains Indonesia
dan PT Elnusa Oilfield Services sebagai bagian dari mitigas risiko
Perusahaan. Perseroan juga meningkatkan optimalisasi proses
bisnis dengan layanan terpadu, memperluas pangsa pasar dan
peluang bisnis melalui diversifikasi usaha, serta mengaktifkan
kembali bisnis marine seismic dengan mendirikan PT Elnusa
Trans Samudera dan investasi MV ELSA Regent.
Bertepatan di usia emasnya, Perseroan juga melakukan aliansi
strategis nasional dengan melakukan penandatanganan kerjasama
strategis dalam rangka peningkatan kapabilitas Perseroan bersama
dengan partners baik di bidang bisnis maupun inovasi. Selain
itu, Perseroan juga meraih banyak penghargaan dan apresiasi
dari klien atas kinerja baik Perseroan yang ditorehkan dalam
menyelesaikan pekerjaan. Selain itu, mengantisipasi distrupsi,
Perseroan membangun Laboratorium inovasi yang bernama
Agni. Agni akan mengelola dan menjadi wadah para inovator di
Perseroan dalam mengembangkan inovasi, ide, serta kreativitas
yang ada dilingkungan Perseroan.
KETERANGAN PERUBAHAN NAMA
Sebagaimana yang telah diuraikan dalam riwayat singkat
Perseroan, bahwa pada tahun 1984, nama Perseroan berubah
dari PT Elektronika Nusantara menjadi PT Elnusa berdasarkan
Akta Notaris No. 18 tanggal 8 Juni 1984 yang di buat di hadapan
Sinta Susikto, Notaris, di Jakarta. Perubahan tersebut memiliki
landasan yang kuat yaitu dengan nama Elnusa, Perseroan telah
memiliki kemampuan yang tidak hanya menjadi perusahaan jasa
di bidang migas terbesar di Indonesia, sumber daya manusia yang
dimiliki pun telah memenuhi standar internasional di bidang
yang digeluti.
60 Annual Report 2019 Laporan Tahunan
The Company has conducted a Turnaround program to improve its
performance in all aspects of business, operations and strengthen
the implementation of corporate culture. In addition, in 2014-
2016 the Company strengthened its operational, organizational
and internal control functions as well as to evaluate and redefine
all of the Company's products / services. Then, the Company
established PT Elnusa Geosains Indonesia and PT Elnusa Oilfield
Services as part of the Company's risk mitigation. The Company
also improves business process optimization with integrated
services, expands market share and business opportunities
through business diversification, and reactivates marine seismic
business by establishing PT Elnusa Trans Samudera and MV ELSA
Regent investment.
In its golden age, the Company also entered into a national
strategic alliance by signing a strategic partnership in order to
improve the capabilities of the Company together with partners
both in business and innovation. In addition, the Company also
received many awards and appreciation from clients for the
Company's good performance in completing its jobs. In addition,
in anticipation of disruption, the Company built an innovation
laboratory called Agni. Agni will manage and become a place for
innovators in the Company to develop innovations, ideas and
creativity within the Company.
CHANGE OF NAME INFORMATION
As explained in the Company's brief history, that in 1984, the
Company's name was changed from PT Elektronika Nusantara
to PT Elnusa based on Notarial Deed No. 18 dated June 8, 1984
made before Sinta Susikto, Notary, in Jakarta. This change has a
strong foundation, namely by the name of Elnusa, the Company
has the ability to not only be a service company in the largest
oil and gas sector in Indonesia, its human resources also meet
international standards in the field they are involved in.
PT Elnusa Tbk

KEGIATAN USAHA BERDASARKAN
ANGGARAN DASAR TERAKHIR
Berdasarkan Akta Perubahan terakhir Perseroan Nomor 31 tanggal
11 April 2019 dibuat di hadapan Aulia Taufani, S.H., Notaris di
Jakarta yang telah mendapat persetujuan Menteri Hukum dan
Hak Asasi Manusia RI dengan Surat Keputusan Nomor AHU-
0022730.AH.01.02 Tahun 2019 tanggal 26 April 2019, terdapat
penyusunan kembali Pasal 3 Anggaran Dasar Perseroan yaitu:
1. Maksud dan tujuan Perseroan ini berusaha dalam bidang
Jasa (aktivitas profesional; informasi dan komunikasi; real
estat; aktivitas ketenagakerjaan dan usaha penunjang
lainnya); Perdagangan Besar dan Eceran; Pertambangan
dan Penggalian; Pembangunan (konstruksi); Perindustrian;
dan Pengelolaan Air dan Pengelolaan Air Limbah.
2. Untuk mencapai maksud dan tujuan tersebut di atas,
Perseroan dapat melaksanakan kegiatan usaha utama
sebagai berikut:
a. Jasa (aktivitas profesional; informasi dan komunikasi;
real estat; aktivitas ketenagakerjaan dan usaha
penunjang lainnya);
b. Perdagangan Besar dan Eceran;
c. Pertambangan dan Penggalian;
d. Pembangunan (konstruksi);
e. Perindustrian; dan
f. Pengelolaan Air dan Pengelolaan Air Limbah.
Untuk mencapai maksud dan tujuan tersebut di atas,
Perseroan dapat melaksanakan kegiatan usaha utama sebagai
berikut:
1. Jasa (aktivitas profesional; informasi dan komunikasi; real
estat; aktivitas ketenagakerjaan dan usaha penunjang
lainnya), antara lain: other supporting businesses), including:
a. Reparasi kapal, perahu, dan bangunan terapung.
b. Aktivitas keinsinyuran dan konsultasi teknis yang
sehubungan dengan itu.
c. Aktivitas pengolahan data.
d. Aktivitas konsultasi komputer dan manajemen fasilitas
komputer lainnya.
e. Aktivitas teknologi informasi dan jasa komputer lainnya.
f. Aktivitas konsultasi manajemen lainnya.
g. Aktivitas penyeleksian dan penempatan tenaga kerja.
h. Real estat yang dimiliki sendiri atau disewa.
i. Aktivitas penyedia gabungan jasa penunjang fasilitas.
2. Perdagangan Besar dan Eceran, antara lain: 2. Wholesale and Retail Trade, including:
a. Perdagangan besar bahan bakar padat, cair, dan gas
dan produk yang berhubungan dengan itu. related to it.
b. Perdagangan besar atau balas jasa (fee) atau kontrak.
c. Perdagangan besar peralatan telekomunikasi.
3. Pertambangan dan Penggalian yang antara lain: 3. Mining and Quarrying, which include:
a. Aktivitas penunjang pertambangan minyak bumi dan
gas.
b. Aktivitas penunjang pertambangan dan penggalian
lainnya. activities.
PT Elnusa Tbk
BIDANG USAHA
Business Fields
BUSINESS ACTIVITIES BASED ON
LATEST ARTICLES OF ASSOCIATION
Based on the latest Amendment Deed of the Company Number
31 dated 11 April 2019, it was made before Aulia Taufani, SH,
Notary in Jakarta who had received approval from the Minister of
Law and Human Rights of the Republic of Indonesia with Decree
Number AHU-0022730.AH.01.02 Year 2019 on 26 April 2019 ,
there is a restructuring of Article 3 of the Company's Articles of
Association, namely:
1. The aims and objectives of the Company are to engage
in Services (professional activities; information and
communication; real estate; employment activities and other
supporting businesses); Wholesale and retail trade; Mining
and excavation; Development (construction); Industry; and
Water Management and Waste Water Management.
2. To achieve the aims and objectives above, the Company can
carry out the main business activities as follows:
a. Services (professional activities; information and
communication; real estate; employment activities
and other supporting businesses);
b. Wholesale and retail trade;
c. Mining and excavation;
d. Development (construction);
e. e. Industry; and
f. Water Management and Waste Water Management.
To achieve the aims and objectives above, the Company can carry
out the main business activities as follows:
1. Services (professional activities; information and
communication; real estate; employment activities and
a. Repair of ships, boats and floating buildings.
b. Engineering activities and technical consultations
related to it.
c. Data processing activities.
d. Computer consulting activities and management of
other computer facilities.
e. Information technology activities and other computer services.
f. Other management consulting activities.
g. Selection and placement activities of workers.
h. Owned or leased real estate.
i. Activities of a combined provider of facility support services..
a. Large trade in solid, liquid and gas fuels and products
b. Wholesale trade or fee (contract) or contract.
c. Large trade in telecommunications equipment.
a. Supporting activities for oil and gas mining.
b. S u p p o r ti n g m i n i n g a n d o t h e r excavati o n
Annual Report 2019 Laporan Tahunan 61
 PROFIL PERUSAHAAN
Company Profile

4. Pembangunan (konstruksi) antara lain: 4. Construction (construction) include:

a. Konstruksi bangunan dan pengolahan dan
penampungan barang minyak dan gas.
b. Instalasi minyak dan gas.
c. Konstruksi sentral telekomunikasi.
5. Perindustrian, antara lain:
a. Industri mesin penambangan, penggalian, dan
konstruksi.
b. Industri bahan bakar dari pemurnian dan pengilangan
minyak bumi.
c. Industri produk dari hasil kilang minyak bumi.
d. Pembangkitan tenaga listrik (termasuk juga energi
alternatif).
e. Industri kapal dan perahu.
a. Building construction and processing and reception of
oil and gas goods.
b. Oil and gas installations.
c. Telecommunications central construction.
5. Industry, including:
a. Mining, quarrying, and industrial machinery
construction.
b. Fuel industry from refining and refining petroleum.
c. Manufacture of products from petroleum refineries.
d. Electric power generation (including alternative
energy).
e. Ship and boat industry

Selain kegiatan usaha utama sebagaimana dimaksud di
atas, Perseroan dapat melakukan kegiatan usaha penunjang
yaitu: namely:
1. Jasa (aktivitas penunjang pertambangan minyak bumi dan
gas).
2. Pengelolaan Air dan Pengelolaan Air Limbah (aktivitas
penunjang pengelolaan air, pengelolaan dan pembuangan
air limbah tidak berbahaya, pengelolaan dan pembuangan
air limbah berbahaya).
3. Perdagangan (perdagangan eceran bahan bakar kendaraan
di stasiun pengisian bahan bakar umum (SPBU)).
4. Pertambangan (aktivitas penunjang pertambangan dan
penggalian lainnya).
5. Pembangunan (konstruksi bangunan pengolahan dan
penampungan barang minyak dan gas).
6. Perindustrian lainnya (industri mesin penambangan,
penggalian, dan konstruksi).
In addition to the main business activities referred to above,
the Company can carry out supporting business activities,
1. Services (supporting activities of petroleum and gas mining).
2. Water Management and Wastewater Management
(supporting activities for water management, management
and disposal of non-hazardous wastewater, management
and disposal hazardous wastewater).
3. Trading (retail trade of vehicle fuels at public gas stations).
4. Mining (supporting mining and other excavation activities).
5. Construction (construction of processing buildings and
storage of oil and gas goods).
6. Other industries (mining, quarrying and construction
machinery industry).

KEGIATAN USAHA YANG DIJALANKAN COMPANY CURRENT BUSINESS

Berdasarkan Pernyataan Standar Akuntansi Keuangan (PSAK) 5
(Revisi 2009) tentang “Segmen Operasi”, segmen usaha Perseroan
dikelompokkan menurut kegiatan usaha yaitu, Jasa Hulu Migas,
Jasa Distribusi & Logistik Energi, serta Jasa Penunjang Migas,
dengan keterangan sebagai berikut:
Based on the Statement of Financial Accounting Standards
(PSAK) 5 (2009 Revision) concerning "Operating Segments",
the Company's business segments are grouped according to
business activities namely, Upstream Oil and Gas Services, Energy
Distribution & Logistics Services, and Oil and Gas Support Services,
with the following information:

Segmen Usaha Kegiatan Usaha

Business Segment Business Activity
Menyediakan jasa pengukuran data geofisika/seismik, jasa pemboran migas dan jasa oilfield.
Jasa Hulu Migas Provide geophysical/seismic data measurement services, oil and gas drilling services and oilfield
Upstream Oil and Gas Services services.

Menyediakan jasa penyimpanan, perdagangan, pendistribusian, dan pemasaran produk minyak

Jasa Distribusi & Logistik Energi
dan gas di Indonesia.
Energy Distribution & Logistic Service
Provide storage, trading, distribution, and marketing services for oil and gas products in Indonesia.

62 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 Segmen Usaha Kegiatan Usaha
Business Segment Business Activity
Menyediakan jasa penguliran, perdagangan pipa OCGT (Open Cycle Gas Turbine) dan fabrikasi,
pembuatan ulir (threading) untuk pemboran migas, jasa pengelolaan data dan informasi
energi dan sumber daya mineral (khususnya eksplorasi dan eksploitasi minyak dan gas bumi),
jasa pengelolaan data migas, jasa pembangunan sistem teknologi informasi terpadu, jasa
telekomunikasi, jasa penyediaan jaringan, telekomunikasi satelit, dan sistem komunikasi VSAT
Jasa Penunjang Migas (Very-Small-Aperture Terminal).
Oil and Gas Support Services Provide services for trading, OCGT (Open Cycle Gas Turbine) pipelines and fabrication, threading
for oil and gas drilling, energy and mineral resource data and information management services
(specifically oil and gas exploration and exploitation), oil and gas data management services ,
integrated information technology system development services, telecommunications services,
network supply services, satellitetelecommunications, and VSAT (Very-Small-Aperture Terminal)
communication systems.

PRODUK/JASA PERSEROAN COMPANY PRODUCTS AND SERVICES

Berdasarkan maksud dan tujuan serta kegiatan usaha yang Based on the aims and objectives as well as the business activities
dilakukan, Perseroan mengembangkan produk dan jasa melalui carried out, the Company develops products and services through
3 (tiga) segmen usaha, yang juga dijalankan oleh kelompok usaha 3 (three) business segments, which are also run by the Company's
Perseroan, dengan penjelasan sebagai berikut: business groups, with the following explanation:

Segmen Usaha Divisi/Entitas Anak Aktivitas Pokok Aktivitas Bisnis Perkembangan saat Ini
Business Segment Division/Subsidiary Main Activity Business Activity Current Development
Jasa Hulu Migas Divisi: Jasa Akuisisi Data 1. Seismic Data Acquisition (Land, Jenis Aktivitas Bisnis
Upstream Oil and Divisi Geoscience & Geofisika/Survei Marine, and Transition Zone/TZ) DIvisi GRS, masih
Gas Services Reservoir Services (GRS) Seismik Migas 2. Non Seismic Data Acquisition sama, adapun adanya
Division: Geophysical Data 3. Seismic Data Processing peningkatan utilisasi di
Geoscience & Reservoir Acquisition Services/Oil 4. Geology, Geophysics, & tahun 2019 disemua
Services Division (GRS) and Gas Seismic Survey Reservoir aktivitas Bisnis.
Entitas Anak: Types of Business
Subsidiary Activities The GRS
PT Elnusa Geosains division is still the same,
Indonesia (EGI) while there is an increase
in utilization in 2019 in all
business activities.
Divisi: Jasa Pengeboran dan 1. Drilling Services Jenis Aktivitas Bisnis
Divisi Production, Pemeliharaan Lapangan 2. Hydraulic Workover & Snubbing DIvisi POMS, masih
Operation & Maintenance Migas Services sama, adapun adanya
Services (POMS) Oil and Gas Field 3. Coiled Tubbing Services peningkatan utilisasi di
Division: Drilling and 4. Electric Wireline Logging tahun 2019 baik asset
Production, Operation Maintenance Services Services based maupun aktivitas
& Maintenance Services 5. Well Testing Services pada OM EPC.
Division (POMS) 6. Cementing & Pumping Services
Entitas Anak: 7. Drilling Fluid Services Types of Business
Entity 8. Surface Testing & Drill Steam Activities The POMS
PT Elnusa Oilfield Services Testing Services division is still the same,
(EOS) 9. Mud Logging & H2S Services while there is an increase
10. Engineering, Procurement, & in utilization in 2019 on
Construction both asset based and
11. Operation & Maintenance activities on OM EPC.
12. Enhance Oil Recovery
13. Well Plug & Abandonment
14. Artificial Lift

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 63

 PROFIL PERUSAHAAN
Company Profile

Segmen Usaha Divisi/Entitas Anak Aktivitas Pokok Aktivitas Bisnis Perkembangan saat Ini
Business Segment Division/Subsidiary Main Activity Business Activity Current Development
Jasa Distribusi & Entitas Anak: Jasa penyimpanan 1. Manajemen depot BBM milik Jenis Aktivitas Bisnis EPN,
Logistik Energi PT Elnusa Petrofin (EPN) BBM, pendistribusian swasta, mulai dari kegiatan masih sama, adapun
Distribution & BBM, perdagangan administrasi pembelian adanya penambahan
Logistic Services BBM Industri & BBM, pengangkutan BBM, aktivitas dengan
Marine, perdagangan penyimpanan BBM dan pengelolaan Deo LPG
chemicals, perdagangan penyaluran BBM di lokasi Amurang.
pelumas & aspal, serta pelanggan. EPN juga memiliki
pengelolaan SPBU & depot BBM sendiri dengan The type of EPN business
SPBE. kapasitas 4.400 KL di Plumpang- activities is still the
Fuel storage service, Semper, Jakarta Utara dan Depot same, with the addition
fuel distribution, fuel LPG Amurang dengan kapasitas of activities with the
trade for Industry 2 x 1000 Ton di Amurang, management of Amurang
& Marine, chemical Sulawesi Utara. LPG Deo.
trading, lubricant and 2. Manajemen distribusi BBM,
asphalt trade, and the distribusi BBM dari depot
management of gas Pertamina ke SPBU, Agen
stations (SPBU) and LPG Premium Minyak Solar (APMS)
filling stations (SPBE). dan stasiun pengisian bahan
bakar bunker (SPBB).
3. Pengelolaan SPBU dan SPBE.
4. Perdagangan Bahan Kimia.
5. Perdagangan BBM Industri-
Marine.
6. Perdagangan Pelumas dan Aspal.
1. Management of privately owned
fuel depots, ranging from
administration of fuel purchases,
transportation of fuel, storage
of fuel and distribution of fuel
at the customer's location. EPN
also has its own fuel depot
with a capacity of 4,400 KL
in Plumpang-Semper, North
Jakarta and the Amurang LPG
Depot with a capacity of 2 x
1000 Tons in Amurang, North
Sulawesi.
2. Fuel distribution management,
fuel distribution from Pertamina
depots to gas stations, Solar
Oil Premium Agent (APMS) and
bunker fuel refilling stations
(SPBB).
3. Management of SPBU and SPBE.
4. Chemical Trade.
5. Fuel Industry-Marine Trade.
6. Lubricants and Asphalt Trade.

64 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 Segmen Usaha Divisi/Entitas Anak Aktivitas Pokok Aktivitas Bisnis Perkembangan saat Ini
Business Segment Division/Subsidiary Main Activity Business Activity Current Development
Jasa Penunjang Entitas Anak: Jasa fabrikasi, 1. Pengolahan bahan mentah dan Jenis Aktivitas Bisnis EFK,
Migas Entity penguliran, dan bahan baku. masih sama, peningkatan
PT Elnusa Fabrikasi perdagangan pipa Oil 2. Pembuatan serta perbaikan alat- aktivitas di tahun 2019
Oil and Gas Konstruksi (EFK) Country Tubular Goods alat perminyakan. khusunya kegiatan di
Support Services (OCTG), proyek EPC dan 3. Perdagangan umum, termasuk fabrikasi.
Maintenance Services. ekspor, impor, regional, dan
lokal. Type of EFK Business
Oil Country Tubular 4. Penyediaan jasa untuk bidang Activities is still the
Goods (OCTG) minyak dan gas bumi, yaitu same, there's an increase
fabrication, threading OCTG dan penguliran pipa. in 2019 especially in
and trading services Berperan sebagai agen dari fabrication activities.
(OCTG), EPC projects, perusahaan dari dalam maupun
and Maintenance luar negeri.
Services. 5. Jasa pemeliharaan mesin dan
peralatan migas.
6. Layanan jasa desain,
engineering, pengawasan, dan
pelaksanaan konstruksi.
1. Processing of raw materials.
2. Manufacture and repair of
petroleum equipment.
3. General trading, including
export, import, regional, and
local.
4. Provision of services for the oil
and gas sector, namely OCTG
and pipeline threading. Acting
as an agent of domestic and
overseas company.
5. Maintenance services of oil and
gas machinery and equipment.
6. Design, engineering,
supervision, and construction
services.
Entitas Anak: Jasa perolehan lisensi, 1. Lisensi data paket pembukaan Jenis Aktivitas Bisnis PND,
Entity pengelolaan data WK Konvensional, non masih sama.
PT Patra Nusa Data (PND) migas, data online konvensional, dan KSO
(pay per use) dan Pertamina.
penyimpanan data fisik 2. Re-lisensi data.
migas. 3. Akses penggunaan data lisensi,
data olahan ulang.
4. Lisensi studi prospektivitas area.
5. Bisnis Farm In Farm Out.
6. Bisnis data tertutup.
7. Bisnis pengelolaan data migas
korporat (Corporate Date
Repository).
8. Analisis produk baru (Non-
Seismik).
9. Bisnis pengelolaan data non
migas.
10. Pemasaran produk dan
menciptakan pasar.
11. Melakukan inovasi produk
(internal dan eksternal PND).

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 65

 PROFIL PERUSAHAAN
Company Profile

Segmen Usaha Divisi/Entitas Anak Aktivitas Pokok Aktivitas Bisnis Perkembangan saat Ini
Business Segment Division/Subsidiary Main Activity Business Activity Current Development
License acquisition 1. The licensing of data packets The type of PND business
services, oil and gas for the opening of conventional activities is still the same.
data management, and non-conventional operating
online data (pay per licenses (WK) and Pertamina
use), and physical data Joint Operations (KSO).
storage for oil and gas. 2. Re-licensing of data.
3. Access to the use of data
licensing, data reprocessing.
4. Licensing for studies of area
prospectivity.
5. Farm in Farm out Business.
6. Closed data business.
7. Business data management
of oil and gas corporations
(Corporate Data Repository).
8. Analysis of new products (Non-
Seismic).
9. Non-oil and gas data
management business.
10. Marketing products and creating
markets.
11. Product innovation (internal and
external PND).
Entitas Anak: Jasa penyimpanan 1. Penyimpanan dan pengelolaan Jenis Aktivitas Bisnis SCU,
Entity data fisik, pengelolaan berbagai jenis dokumen masih sama.
PT Sigma Cipta Utama data elektronik & meliputi Magnetic Tape
(SCU) sistem informasi, Storage, Document Hardcopy
penyimpanan contoh Storage, Geological Sample
batuan migas, Storage, General Warehousing,
telekomunikasi radio, Geological Sample Maintenance
jasa aplikasi sistem IT. Services, Data Assesment, Data
Storage & Library Servicing,
Magnetic Media Transferring,
Hardcopy Scanning.
2. Information & Communication
Technology (ICT), meliputi Data
Center & Disaster Recovery
Services, IT Solution, IT
Service Management (ITSM),
Knowledge Management
System (KMS), Radio
(Trunking and Conventional)
Telecommunication Solution,
Equipment Monitoring Control,
Vessel Tracking Monitoring
System, GPS Tracking.
3. Pembuatan duplikat data master
dalam berbagai media dan
mengubah format data.
4. Proses perlindungan data
untuk kepentingan backup dan
recovery data elektronik.

66 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 Segmen Usaha Divisi/Entitas Anak Aktivitas Pokok Aktivitas Bisnis Perkembangan saat Ini
Business Segment Division/Subsidiary Main Activity Business Activity Current Development
Physical data storage 1. Storage and management of The type of SCU business
services, electronic various types of documents activities is still the same.
data management and include Magnetic Tape
information systems, Storage, Document Hardcopy
storage of geological Storage, Geological Sample
samples, radio Storage, General Warehousing,
telecommunications, Geological Sample Maintenance
IT system application Services, Data Assessment, Data
services. Storage & Library Servicing,
Magnetic Media Transfering,
Hardcopy Scanning.
2. Information & Communication
Technology (ICT), including Data
Center & Disaster Recovery
Services, IT Solutions, IT
Service Management (ITSM),
Knowledge Management
Systems (KMS), Radio
(Trunking and Conventional)
Telecommunication Solutions,
Monitoring Control Equipment,
Vessel Tracking Monitoring
System , GPS Tracking.
3. Duplicate master data in
various media and data format
changing.
4. Data protection processes for
the purpose of electronic data
backup and recovery.
Entitas Anak: Jasa pendukung 1. Jasa penyewaan kapal untuk Ditahun 2019 ETSA
Entity layanan marine migas. keperluan operasional lapangan berhasil penambah 2
PT Elnusa Trans Samudera minyak, seperti penyewaan aktivitas bisnis baru yaitu
(ETSA) Marine oil and gas kapal tug boat, crew boat, AWB 1. Jasa dregging atau
support services. dan, multipurpose barges. jasa pengerukan
2. Jasa penyewaan kapal untuk bawah laut yang
keperluan seismik survei. bertujuan untuk
3. Jasa penyewaan kapal untuk penghindari
keperluan operasional bisnis lain pendangkalan
selain migas. laut akibat dari
4. Jasa dredging meliputi sedimentasi
penyewaan unit dredging barge 2. Jasa penyewaan dan
berikut operasionalnya pengoperasional
kapal sea truck yang
1. Ship rental services for oil field berfungsi sebagai
operations, such as tug boat kapal transit untuk
rentals, crew boats, AWB and keperluan crew
multipurpose barges. change
2. Ship rental services for seismic
survey. In 2019 ETSA succeeded
3. Ship rental services for other in adding 2 new business
operational purposes other than activities viz
oil and gas. 1. Dregging services
4. Dredging services include or dredging services
leasing dredging barge units and underwater aiming
operations to avoid sea silting
as a result of
sedimentation
2. Sea truck ship rental
and operation
services that function
as transit ships
for crew change
purposes

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 67

 PROFIL PERUSAHAAN
Company Profile

STRUKTUR ORGANISASI
Organizational Structure

Struktur organisasi Perseroan telah disahkan melalui Surat Keputusan No. 015/EN/KPTS/000D/2019 tanggal 1 November 2019
tentang Struktur Organisasi PT Elnusa Tbk dan Surat Keputusan No. 016/EN/KPTS/000D/2019 tentang Penetapan mutasi jabatan
manajemen PT Elnusa Tbk, sebagai berikut:

Arief Riyanto
Direktur Operasi
Director of Operation

Arief Riyanto
Direktur Pengembangan Usaha
Director of Business Development
Elizar Parlindungan Hasibuan
Direktur Utama
President Director

Ari Wijaya Ganang Soegiyarso

Sekretaris Perusahaan Ketua Internal Audit
Corporate Secretary Chief of Internal Audit

Hery Setiawan
Direktur Keuangan
Asmal Salam Director of Finance
Ramon Arias Pili
Chief of Legal &
VP of HSSE
Compliance

Elizar
R.M.Parlindungan Hasibuan
Happy Paringhadi
Direktur
Direktur SDMOperasi
& Umum
Operation
Director of HR & Director
General Affair

68 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 The Company's organizational structure has been approved through Decree No. 015/EN/KPTS/000D/2019 dated November 1, 2019
concerning the Organizational Structure of PT Elnusa Tbk and Decree No. 016/EN/KPTS/000D/2019 concerning the determination
of the transfer of management position of PT Elnusa Tbk, as follows:

Rony Hartanto
Dipa Mulia Achmad Zaki
VP of Production,
VP of Geoscience VP of Asset Reliability &
Operation &
& Reservoir Services Productivity
Maintenance Services

M. Akbarul Syah Alam

Hera Handayani Dian Nugrahaningsih VP of Engineering
VP of Business VP of Marketing Centre & Quality
Development Management

Hanny Retno Hapsari Maryanto Makhdori

Yogi Firdaus
Meljevi Budia VP of Strategic Senior Manager
VP of Treasury & Planning & Corporate
VP of Controller of Enterprise Risk
Financing Management Management

Vacant Ina Marvitasari

A.A.A. Indira Edy Efendi Adi Yatama Adi Guna
VP of Property Senior Manager of
Pratyaksa VP of Supply Chain Senior Manager of
Management & Elnusa Petroleum
VP of Human Capital Management Information System
General Affairs School

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 69

 PROFIL PERUSAHAAN
Company Profile

VISI, MISI, NILAI, DAN BUDAYA PERUSAHAAN

Corporate Vision, Mission, Values & Culture

Visi, Misi, Nilai, dan Budaya Perusahaan senantiasa di kaji secara
berkala untuk memastikan kesesuaiannya dengan perkembangan
lingkungan bisnis Perseroan. Perumusan Visi, Misi, Nilai, dan
Budaya Perusahaan dilakukan dengan melibatkan seluruh pihak
yang terkait yaitu Dewan Komisaris, Direksi, dan Karyawan, serta
memperhatikan kepentingan dari para Pemangku Kepentingan
lainnya.
The Company Vision, Mission, Values, and Culture are
regularly reviewed to ensure their applicability with the recent
developments in the Company’s business. The formulation of the
Corporate Vision, Mission, Values, and Culture involves all related
parties such as Board of Commissioners, Board of Directors, and
Employees, and the interests of all Shareholders were all taken
into account.

Sejalan dengan perkembangan lingkungan bisnis dan tantangan
yang dihadapi, Perseroan mengubah visi-misi yang menjadi tujuan
selama ini. Perubahan visi, misi ini adalah untuk menguatkan
keyakinan dalam menghadapi dinamika dan tantangan bisnis
ke depan. Perubahan visi dan misi ini telah disetujui oleh
Dewan Komisaris dan Direksi serta disahkan bersamaan dengan
pengesahan RJPP 2017-2021. Perubahan visi misi ini tersaji
sebagai berikut:
In line with the development of the business environment and the
challenges faced, the Company has changed its vision and mission.
The changes are to strengthen our confidence in facing future
dynamics and business challenges. These have been approved by
the Board of Commissioners and Directors and passed together
with the 2017-2021 RJPP. The changes in vision and mission are
presented as follows:

VISI Misi
MISSION
VISION Meningkatkan kelangsungan bisnis yang berkelanjutan dan
menguntungkan dalam industri energi dalam negeri dan

Perusahaan internasional untuk memenuhi harapan pemegang saham.

Improve business sustainability and profitability in local

Jasa Energi and international energy industries to meet shareholders’

expectations.

Terkemuka yang Memenuhi dan menjaga kepuasan pelanggan dengan

Memberikan memberikan Solution Total melalui sinergi, operational

Excellence, HSSE, dan prinsip-prinsip GCG.

Solusi Total. Fulfill and maintain customer satisfaction by providing Total

Solution through synergy, operational excellence, HSSE and
GCG principles.
Reputable Energy
Services Company Meningkatkan kesejahteraan dan kesempatan untuk
berkembang bagi karyawan.
by Providing Total Improve employees’ welfare and growth opportunities.
Solutions.
Membangun hubungan yang harmonis dan saling
menguntungkan dengan pemerintah, mitra, dan masyarakat.
Establish harmonious and mutually beneficial relationships
with governments, partners, and communities.

70 PT Elnusa Tbk

Budaya Perusahaan merupakan kombinasi terintegrasi dan selaras
dari nilai Perusahaan (clean, respectful, synergy) serta semangat
dan prinsip yang harus dimiliki oleh insan Perseroan, yaitu:
Budaya Perusahaan
Corporate Culture
Corporate culture is an integrated and harmonious combination
of the Company’s values (clean, respectful, synergy) as well as the
spirit of and principles taken by all of the Company's employees,
namely:

Personal Ethos, dijabarkan sebagai sifat yang harus dimiliki Personal Ethos, is described as a trait that must be possessed
oleh seluruh karyawan sebagai individu meliputi “Working with by all employees as individuals including "Working with Passion,
Passion, Working with Love & Working Smart”. Working with Love & Working Smart".

Operation Excellence, dijabarkan sebagai budaya yang harus Operation Excellence, described as a culture that must be
dimiliki dalam melakukan pekerjaan meliputi “HSE is My Culture, possessed in carrying out work includes "HSE is My Culture,
Equipment is My Life & Cost Awareness is My Attitude”. Equipment is My Life & Cost Awareness is My Attitude".

Management Style, dijabarkan sebagai sifat yang harus dimiliki Management Style, described as a trait that must be possessed
oleh para manajemen di Perseroan meliputi “Manage with by the management in the Company including "Manage with
Knowledge, Manage with Speed, and Manage with Gut”. Knowledge, Manage with Speed, and Manage with Gut".

Makna Logo Perusahaan

The Meaning of Company Logo

Logo Elnusa terdiri dari ‘Logogram’ dan ‘Logotype’

The Elnusa logo consists of ‘Logogram’ and ‘Logotype’
Gagasan dasarnya adalah “circular energy” yang divisualisasikan seperti bentuk huruf “e” sebagai huruf awal nama
Perseroan yaitu Elnusa dan ruang lingkup bisnis Perseroan yaitu jasa energi. Struktur bentuk logogram bulat, bermakna
dinamis dan sempurna. Elnusa sebagai perusahaan jasa memiliki semangat dan kekuatan besar yang secara dinamis
berperilaku responsif, adaptif, dan inovatif untuk memenuhi kebutuhan dan kepuasan pelanggan. Sempurna adalah
komitmen dan integritas Elnusa untuk membangun negeri melalui bisnis jasa energi. Konfigurasi gradasi ketebalan
garis pada logogram menciptakan impresi kecepatan berputar yang mengartikulasikan continuous improvement dalam
penguasaan teknologi, peningkatan mutu sumber daya insani dan menghasilkan profesionalisme yang terpercaya
guna mengakselerasi pertumbuhan bisnis dan pengembangan usaha. Komposisi warna logogram mencerminkan
karakteristik dan nilai inti Elnusa: hijau = Clean; merah = Respectful; biru = Synergy.
Logogram :
The basic idea is "circular energy" which is visualized in the form of letter "e" as the initial letter of the Company's
name that is Elnusa and the scope of the Company's business namely energy services. The structure of the logogram is
round, meaning dynamic and perfect. Elnusa as a service company has a great passion and strength that dynamically
behaves responsive, adaptive, and innovative to meet customer needs and satisfaction. Perfect is Elnusa's commitment
and integrity to develop the country through the energy services business. The configuration of the gradation of the
thickness of the line on the logogram creates the impression of a rotating speed that articulates continuous improvement
in technological mastery, increases the quality of human resources and produces trusted professionalism to accelerate
business growth and business development. The logogram's color composition reflects Elnusa's characteristics and
core values: green = Clean; red = Respectful; blue = Synergy.
Tulisan ‘Elnusa’ menggunakan huruf Frutiger sain Bd v.1 dengan format huruf kecil (lowercase) dan tebal (bold), hal ini
memberi kesan Elnusa ramah dan tegas.
Logotype :
The typography of 'Elnusa' uses the font Frutiger sain Bd v.1 in lowercase and bold, this gives the impression of Elnusa
as friendly and decisive.

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 71

 PROFIL PERUSAHAAN
Company Profile

PROFIL DEWAN KOMISARIS

Board of Commissioners Profile

Narendra Widjajanto
Komisaris Utama
President Commisisoner

Periode Jabatan/Term of Office:

2018-2021, Periode Ke-1/1st Period

Kewarganegaraan
Indonesia
Citizenship
Usia 56 tahun per 31 Desember 2019
Age 56 years old as of December 31, 2019
• S1 Ekonomi Akuntansi, Universitas Padjajaran, Bandung, Indonesia (1988)
Riwayat Pendidikan • S2 Ekonomi Akuntansi, University of Illinois at Urbana Champaign, USA (1997)
Education Background • Bachelor in Accounting, Faculty of Economics, Padjajaran University, Bandung, Indonesia (1988)
• Master in Accounting, Faculty of Economics, University of Illinois at Urbana Champaign, USA (1997)
Riwayat Jabatan
Occupational Position History
Dasar Hukum Penunjukan Akta Berita Acara RUPS No. 36 tanggal 31 Agustus 2018
Legal Basis of Appointment Deed of GMS No. 36 dated August 31, 2018
• VP Shared Processing Center PT Pertamina (Persero) (2009-2011)
• Direktur Keuangan PT Pertamina Geothermal Energy (2011-2013)
• Direktur Keuangan dan Umum PT Pertamina Retail (2013-2014)
• VP Treasury PT Pertamina (Persero) (2014-2016)
• Direktur Keuangan PT Pertamina EP (2017)
• SVP Financing & Business Support PT Pertamina (Persero) (2017-2018)
Pengalaman Kerja • SVP Corporate Finance PT Pertamina (Persero) (2018-2019)
Work Experience • VP of Shared Processing Center of PT Pertamina (Persero) (2009-2011)
• Finance Director of PT Pertamina Geothermal Energy (2011-2013)
• Finance and General Director of PT Pertamina Retail (2013-2014)
• VP of Treasury of PT Pertamina (Persero) (2014-2016)
• Finance Director of PT Pertamina EP (2017)
• SVP Financing & Business Support of PT Pertamina (Persero) (2017-2018)
• SVP Corporate Finance of PT Pertamina (Persero) (2018-2019)
• Direktur Utama PT Kilang Pertamina Balikpapan (2019-sekarang)
• Komisaris PT Pertamina Power Indonesia (2019-2020)
Jabatan Rangkap • Direktur Maurel & Prom, Paris (2019-2020)
Concurrent Position • President Director of PT Kilang Pertamina Balikpapan (2019-present)
• Commissioner of PT Pertamina Power Indonesia (2019-2020)
• Director Maurel & Prom, Paris (2019-2020)
Hubungan Afiliasi Memiliki hubungan afiliasi dengan Pemegang Saham Utama
Affiliation Has affiliation with Major Shareholders
Kepemilikan Saham ELSA
-
ELSA Share Ownership
Domisili Jakarta Selatan, D.K.I. Jakarta
Domicile South Jakarta, D.K.I. Jakarta

72 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

Lusiaga Levi Susila
Komisaris Independen
Independent Commissioner

Periode Jabatan/Term of Office:

2018-2021, Periode Ke-1/1st Period

Kewarganegaraan
Indonesia
Citizenship
Usia 63 tahun per 31 Desember 2019
Age 63 years old as of December 31, 2019
Riwayat Pendidikan • S1 Fisika, Institut Teknologi Bandung, Indonesia (1985)
Education Background • Bachelor in Physics, Bandung Institute of Technology, Indonesia (1985)
Riwayat Jabatan
Occupational Position History
Dasar Hukum Penunjukan Akta Berita Acara RUPS No. 25 tanggal 14 Mei 2018
Legal Basis of Appointment Deed of GMS No. 25 dated May 14, 2018
• Field Engineer di Schlumberger (1981-2005)
• Direktur Operasi PT Saripari Pertiwi Abadi (2005-2008)
• Direktur Operasi PT Permata Drilling International (2008-2010)
• Direktur Operasi PT Pilar Anggaraksa (2010-2013)
Pengalaman Kerja • Direktur Operasi PT Elnusa Tbk (2013-2015)
Work Experience • Field Engineer of Schlumberger (1981-2005)
• Operation Director of PT Saripari Pertiwi Abadi (2005-2008)
• Operation Director of PT Permata Drilling International (2008-2010)
• Operation Director of PT Pilar Anggaraksa (2010-2013)
• Operation Director of PT Elnusa Tbk (2013-2015)
Jabatan Rangkap Tidak memiliki jabatan rangkap pada Perusahaan lain
Concurrent Position Does not have any concurrent position at other companies
Tidak memiliki hubungan afiliasi dengan anggota Dewan Komisaris lainnya, Direksi dan Pemegang
Hubungan Afiliasi Saham Utama
Affiliation Has no affiliation with other members of the Board of Commissioners, Board of Directors and Major
Shareholders
Kepemilikan Saham ELSA
-
ELSA Share Ownership
Domisili Kota Tangerang Selatan, Banten
Domicile South Tangerang City, Banten

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 73

 PROFIL PERUSAHAAN
Company Profile

Anis Baridwan
Komisaris Independen
Independent Commissioner

Periode Jabatan/Term of Office:

2019-2022, Periode Ke-1/1st Period

Kewarganegaraan
Indonesia
Citizenship
Usia 64 tahun per 31 Desember 2019
Age 64 years old as of December 31, 2019
• S1 Ekonomi Akuntansi, Universitas Gadjah Mada, Yogyakarta, Indonesia (1982)
Riwayat Pendidikan • S2 Akuntansi dan Finance, Saint Louis University, USA (1986)
Education Background • Master in Accounting and Finance, Gadjah Mada University, Yogyakarta, Indonesia (1982)
• Master in Accounting and Finance, Saint Louis University, USA (1986)
Riwayat Jabatan
Occupational Position History
Dasar Hukum Penunjukan Akta Berita Acara RUPS No. 30 tanggal 11 April 2019
Legal Basis of Appointment Deed of GMS No. 30 dated April 11, 2019
• Pegawai-Pejabat Bapepam-LK (sejak Januari 1983-2013)
• Deputi Komisioner Audit Internal, Manajemen Risiko dan Pengendalian Kualitas, Otoritas Jasa
Keuangan (2013-2015)
Pengalaman Kerja • Anggota Dewan Audit, Otoritas Jasa Keuangan (2015-2017
Work Experience • Bapepam-LK Officials (since January 1983-2013)
• Deputy Commissioner for Internal Audit, Risk Management and Quality Control, Financial Services Authority
(2013-2015)
• Member of the Audit Board, Financial Services Authority (2015-2017)
• Dosen Magister Management Universitas Gadjah Mada (2002-sekarang)
• Komite Audit PT Kustodian Sentral Efek Indonesia (2015-sekarang)
• Komisaris Independen PT Waskita Beton Precast Tbk (2018-sekarang)
• Komisaris Independen PT Envy Teknologies Indonesia Tbk (2018-sekarang)
Jabatan Rangkap • Komisaris Independen PT Nikko Sekuritas Indonesia (2018-sekarang)
Concurrent Position • Lecturer in Management at Gadjah Mada University (2002-present)
• Audit Committee of the Indonesian Central Securities Depository (2015-present)
• Independent Commissioner of PT Waskita Beton Precast Tbk (2018-present)
• Independent Commissioner of PT Envy Teknologies Indonesia Tbk (2018-present)
• Independent Commissioner of PT Nikko Sekuritas Indonesia (2018-present)
Tidak memiliki hubungan afiliasi dengan anggota Dewan Komisaris lainnya, Direksi dan Pemegang
Hubungan Afiliasi Saham Utama
Affiliation Has no affiliation with other members of the Board of Commissioners, Board of Directors and Major
Shareholders
Kepemilikan Saham ELSA
-
ELSA Share Ownership
Domisili Jakarta Timur, D.K.I. Jakarta
Domicile East Jakarta, D.K.I. Jakarta

74 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

Antonius Ratdomopurbo
Komisaris
Commissioner

Periode Jabatan/Term of Office:

2019-2022, Periode Ke-1/1st Period

Kewarganegaraan
Indonesia
Citizenship
Usia 58 tahun per 31 Desember 2019
Age 58 years old as of December 31, 2019
• S1 Fisika Universitas Gadjah Mada, Yogyakarta, Indonesia (1979)
• S2 Geofisika & Geokimia di Universite Joseph Fourier Grenoble, Perancis (1991)
Riwayat Pendidikan • S3 Geofisika & Geokimia di Universite Joseph Fourier Grenoble, Perancis (1992)
Education Background • Bachelor of Physics at Gadjah Mada University, Yogyakarta, Indonesia (1979)
• Masters in Geophysics & Geochemistry at Universite Joseph Fourier Grenoble, France (1991)
• Doctor of Geophysics & Geochemistry at Universite Joseph Fourier Grenoble, France (1992)
Riwayat Jabatan
Occupational Position History
Dasar Hukum Penunjukan Akta Berita Acara RUPS No. 30 tanggal 11 April 2019
Legal Basis of Appointment Deed of GMS No. 30 dated April 11, 2019
• Kepala Balai Penyelidikan dan Pengembangan Teknologi Kegunungapian, Kementerian ESDM (2001-2006)
• Kepala Pusat Survei Geologi, Badan Geologi, Kementerian ESDM (2007-2008)
• Ketua Program World Organization of Volcano Observatories Database, Senior Research Fellow,
Universitas Teknologi Nanyang, Singapore (2009-2013)
Pengalaman Kerja • Head of the Center for Investigation and Development of Volcano Technology, Ministry of Energy
Work Experience and Mineral Resources (2001-2006)
• Head of the Center for Geological Survey, Geological Agency, Ministry of Energy and Mineral
Resources (2007-2008)
• Chairman of the World Organization of Volcano Observatories Database Program, Senior Research
Fellow, Nanyang University of Technology, Singapore (2009-2013)
Jabatan Rangkap Sekretaris Badan Geologi, Kementerian ESDM (2017-sekarang)
Concurrent Position Secretary of the Geology Agency, Ministry of Energy and Mineral Resources (2017-present)
Tidak memiliki hubungan afiliasi dengan anggota Dewan Komisaris lainnya, Direksi dan Pemegang
Hubungan Afiliasi Saham Utama
Affiliation Has no affiliation with other members of the Board of Commissioners, Board of Directors and Major
Shareholders
Kepemilikan Saham ELSA
-
ELSA Share Ownership
Domisili Bantul, D.I. Yogyakarta
Domicile Bantul, D.I. Yogyakarta

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 PROFIL PERUSAHAAN
Company Profile

Eman Salman Arief

Komisaris
Commissioner

Periode Jabatan/Term of Office:

2018-2021, Periode Ke-1/1st Period

Kewarganegaraan
Indonesia
Citizenship
Usia 54 tahun per 31 Desember 2019
Age 54 years old as of December 31, 2019
• S1 Teknik Kimia, Universitas Sriwijaya, Palembang, Indonesia (1989)
Riwayat Pendidikan • S2 Manajemen Universitas Gadjah Mada, Yogyakarta, Indonesia (2008)
Education Background • Bachelor of Chemical Engineering, Sriwijaya University, Palembang, Indonesia (1989)
• Masters in Management from Gadjah Mada University, Yogyakarta, Indonesia (2008)
Riwayat Jabatan
Occupational Position History
Dasar Hukum Penunjukan Akta Berita Acara RUPS No. 36 tanggal 31 Agustus 2018
Legal Basis of Appointment Deed of GMS No. 36 dated August 31, 2018
• Senior Manager Operation & Manufacturing-Refinery Unit V, Balikpapan, PT Pertamina (Persero)
(2013-2014)
• GM Refinery Unit V-Balikpapan PT Pertamina (Persero) (2014-2016)
• GM Refinery Unit III-Plaju PT Pertamina (Persero) (2016-2017)
• VP Refining Business Development, Direktorat Pengolahan PT Pertamina (Persero) (2017-2019)
Pengalaman Kerja
• Senior Manager Operation & Manufacturing- Refinery Unit V, Balikpapan, PT Pertamina (Persero)
Work Experience
(2013-2014)
• GM Refinery Unit V-Balikpapan of PT Pertamina (Persero) (2014-2016)
• GM Refinery Unit III-Plaju of PT Pertamina (Persero (2016-2017)
• VP of Refining Business Development, Directorate of Refinery of PT Pertamina (Persero) (2017-
2019)
VP Supply Chain Planning & Optimization, Integrated Supply Chain PT Pertamina (Persero)
Jabatan Rangkap (2019-sekarang)
Concurrent Position VP Supply Chain Planning & Optimization, Integrated Supply Chain PT Pertamina (Persero)
(2019-present)
Hubungan Afiliasi Memiliki hubungan afiliasi dengan Pemegang Saham Utama
Affiliation Has affiliation with Major Shareholder
Kepemilikan Saham ELSA
-
ELSA Share Ownership
Domisili Jakarta Selatan, D.K.I. Jakarta
Domicile South Jakarta, D.K.I. Jakarta

76 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 PROFIL DIREKSI
Board of Directors Profile

Elizar Parlindungan Hasibuan

Direktur Utama
President Director

Periode Jabatan/Term of Office:

2019-2022 Periode 1/1st Period

Kewarganegaraan
Indonesia
Citizenship
Usia 56 tahun per 31 Desember 2019
Age 56 years old as of December 31, 2019
• S1 Teknik Mesin Universitas Indonesia (1988)
Riwayat Pendidikan • S2 Business Administration, Arizona State University (1994)
Education Background • Bachelor of Mechanical Engineering, University of Indonesia (1988).
• Master of Business Administration, Arizona State University (1994).
Riwayat Jabatan
Occupational Position History
Dasar Hukum Penunjukan Akta Berita Acara RUPS No. 72 tanggal 19 Mei 2017
Legal Basis of Appointment Deed of GMS No. 72 dated May 19, 2017
Menduduki berbagai jabatan di PT Pertamina (Persero) sejak tahun 1990, di antaranya:
• Kepala Bagian Kelogistikan di kilang Cilacap, kilang Pangkalan Brandan, kilang Dumai dan
Pengolahan Jakarta (1990-2004)
• Manager Supply Chain-PT Pertamina EP Reg. Sumatera (2004-2009)
• Manager Procurement Head Office-PT Pertamina EP (2009-2013)
• VP SCM & General Services-PT Pertamina EP (2013-2015)
• VP SCM-PT Pertamina EP (2015-2017)
Pengalaman Kerja
• Direktur Operasi PT Elnusa Tbk (2017-2019)
Work Experience
He has held various positions at PT Pertamina (Persero) since 1990, including:
• Head of Logistics Section of Cilacap Refinery, Pangkalan Brandan and Dumai (1990-2004)
• Supply Chain Manager-PT Pertamina EP Reg. Sumatra (2004-2009)
• Manager of Procurement Head Office-PT Pertamina EP (2009-2013)
• VP of SCM & General Services-PT Pertamina EP (2013-2015)
• VP of SCM-PT Pertamina EP (2015-2017)
• PT Elnusa Tbk Director of Operations (2017-2019)
Jabatan Rangkap Tidak memiliki jabatan rangkap
Concurrent Position Does not have concurrent position
Tidak memiliki hubungan afiliasi dengan anggota Dewan Komisaris lainnya, Direksi, dan Pemegang
Hubungan Afiliasi Saham Utama
Affiliation Has no affiliation with other members of the Board of Commissioners, Board of Directors and Major
Shareholders
Kepemilikan Saham ELSA
-
ELSA Share Ownership
Domisili Tangerang Selatan, Banten
Domicile South Tangerang, Banten

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 PROFIL PERUSAHAAN
Company Profile

Hery Setiawan
Direktur Keuangan
Finance Director

Periode Jabatan/Term of Office:

2018-2021 Periode 1/1st Period

Kewarganegaraan
Indonesia
Citizenship
Usia 52 tahun per 31 Desember 2019
Age 52 years old as of December 31, 2019
• S1 Ekonomi Manajemen, Universitas Diponegoro-Semarang (1991)
Riwayat Pendidikan • S2 Manajemen Keuangan & Investasi, Institut Pertanian Bogor (2015)
Education Background • Bachelor of Management Economics, Diponegoro University-Semarang (1991)
• Masters of Financial & Investment Management, Bogor Agricultural Institute (2015)
Riwayat Jabatan
Occupational Position History
Dasar Hukum Penunjukan Akta Berita Acara RUPS No. 36 tanggal 31 Agustus 2018
Legal Basis of Appointment Deed of GMS No. 36 dated August 31, 2018
Memulai karir di Pertamina sejak tahun 1993, dengan menduduki berbagai macam posisi jabatan
antara lain:
• Manajer Dana Pensiun Pertamina (2009-2011)
• Downstream & NonCore SJV Performance Management Manager PT Pertamina (Persero) (2014-2016)
• Finance & Services SJV Development Manager PT Pertamina (Persero) (2016)
Pengalaman Kerja • Direktur Keuangan Dana Pensiun Pertamina (2016-2018)
Work Experience He commenced his career at Pertamina since 1993, and served various positions, including:
• Manager of Pertamina Pension Fund (2009-2011)
• Downstream & NonCore SJV Performance Management Manager of PT Pertamina (Persero) (2014-
2016)
• Finance & Services SJV Development Manager of PT Pertamina (Persero) (2016)
• Finance Director of Pertamina Pension Fund (2016-2018)
• Komisaris PT Elnusa Petrofin *)
• Komisaris PT Elnusa Geosains *)
Jabatan Rangkap *) Entitas Anak Perseroan dan bukan Perusahaan Publik
Concurrent Position • Commissioner of PT Elnusa Petrofin *)
• Commissioner of PT Elnusa Geosains *)
*) Subsidiaries of the Company and not a Public Company
Tidak memiliki hubungan afiliasi dengan anggota Dewan Komisaris lainnya, Direksi dan Pemegang
Hubungan Afiliasi Saham Utama
Affiliation Has no affiliation with other members of the Board of Commissioners, Board of Directors and Major
Shareholders
Kepemilikan Saham ELSA
-
ELSA Share Ownership
Domisili Bogor, Jawa Barat
Domicile Bogor, West Java

78 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

Arief Riyanto
Direktur Pengembangan Usaha
merangkap Direktur Operasi
Business Development Director
and Operation Director

Periode Jabatan/Term of Office:

2018-2021-Periode 1/1st Period

Kewarganegaraan
Indonesia
Citizenship
Usia 57 tahun per 31 Desember 2019
Age 57 years old as of December 31, 2019
Riwayat Pendidikan • Sarjana Teknik Mesin, Universitas Gadjah Mada-Yogyakarta (1987)
Education Background • Bachelor of Mechanical Engineering, Gadjah Mada University-Yogyakarta (1987)
Riwayat Jabatan
Occupational Position History
Dasar Hukum Penunjukan Akta Berita Acara RUPS No. 36 tanggal 31 Agustus 2018
Legal Basis of Appointment Deed of GMS No. 36 dated August 31, 2018
• Mengawali karir sebagai Field Mechanical Engineer-Cengkareng International Airport Phase 2 project, Saint Rap
Colas-Waskita Karya Joint Operation (1986-1989)
• Mechanical & Piping Engineer PT Arun LNG di Lhokseumawe (1990-1997)
• Project Control Supervisor-PT Badak LNG di Bontang (1997-1998)
• Resident Engineer Proyek Front End Engineering Design (FEED) Pertamina LNG Tangguh di Houston (1999-2000)
• Asisten Bisnis Manager Proyek Pertamina-BP LNG Tangguh (2001-2003)
• Kepala Dinas Fasilitas Konstruksi Darat LNG-BP Migas (2005-2008)
• Kepala Pengawas & Pengendali Proyek Banyuurip-Exxon Cepu (2011-2012)
• Vice President Management Representative SKK Migas di Pertamina EP (2013)
• Kepala Divisi Komersialisasi Gas Bumi SKK Migas (2013-2015)
• Kepala Divisi Manajemen Proyek dan Pemeliharaan Fasilitas di Bidang Operasi SKK Migas (2015-2017)
Pengalaman Kerja • Advisor of Coporate Services Inpex Masela (2017-sekarang)
Work Experience • He started his career as a Field Mechanical Engineer-Cengkareng International Airport Phase 2 project, Saint Rap
Colas-Waskita Karya Joint Operation (1986-1989)
• Mechanical & Piping Engineer of PT Arun LNG in Lhokseumawe (1990-1997)
• Project Control Supervisor-PT Badak LNG in Bontang (1997-1998)
• Pertamina LNG Tangguh Front End Engineering Design (FEED) Resident Engineer Project in Houston (1999-2000)
• Business Assistant Manager for Pertamina Project Manager-BP LNG Tangguh (2001-2003)
• Head of the LNG Land Construction Facilities Service-BP Migas (2005-2008)
• Chief Superintendent & Controller of the Banyuurip Project-Exxon Cepu (2011-2012)
• Vice President Management Representative of SKK Migas at Pertamina EP (2013)
• Head of SKK Migas Natural Gas Commercialization Division (2013-2015)
• Head of Project Management and Facility Maintenance Division in the SKK Migas Operation Area (2015-2017)
• Inpex Masela Advisor of Corporate Services (2017-present)
• Komisaris Utama PT Elnusa Trans Samudera *)
• Komisaris PT Elnusa Fabrikasi Konstruksi *)
• Komisaris PT Elnusa Oilfield Services *)
Jabatan Rangkap *) Entitas Anak Perseroan dan bukan Perusahaan Publik
Concurrent Position • President Commissioner of PT Elnusa Trans Samudera *)
• Commissioner of PT Elnusa Fabrikasi Konstruksi *)
• Commissioner of PT Elnusa Oilfield Services *)
*) Subsidiaries of the Company and not a Public Company
Hubungan Afiliasi Tidak memiliki hubungan afiliasi dengan anggota Dewan Komisaris lainnya, Direksi, dan Pemegang Saham Utama
Affiliation Has no affiliation with other members of the Board of Commissioners, Board of Directors and Major Shareholders
Kepemilikan Saham ELSA
-
ELSA Share Ownership
Domisili D.K.I. Jakarta
Domicile D.K.I. Jakarta

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 PROFIL PERUSAHAAN
Company Profile

R. M. Happy Paringhadi
Direktur SDM & Umum
Director of Human Resource & General Affair

Periode Jabatan/Term of Office:

2017-2020, Periode 1/1st Period

Kewarganegaraan
Indonesia
Citizenship
Usia 57 tahun per 31 Desember 2019
Age 57 years old as of December 31, 2019
Riwayat Pendidikan • S1 Teknik Kimia Universitas Diponegoro (1989)
Education Background • Bachelor of Chemical Engineering, Diponegoro University (1989)
Riwayat Jabatan
Occupational Position History
Dasar Hukum Penunjukan Akta Berita Acara RUPS No. 72 tanggal 19 Mei 2017
Legal Basis of Appointment Deed of GMS No. 72 dated May 19, 2017
Menduduki berbagai jabatan di PT Pertamina (Persero) sejak tahun 1990, di antaranya:
• Kepala Proses Kontrol-UP V Balikpapan (2000-2007)
• Kepala Bagian Perencanaan & Pengembangan UP V Balikpapan (2008)
• HR Area Manager-Refinery Unit IV Cilacap (2009-2012)
• Manpower Planning & Development Manager - PT Pertamina (Persero) (2013-2015)
Pengalaman Kerja • Leadership & People Development Manager - PT Pertamina (Persero) (2016-2017)
Work Experience He has held various positions at PT Pertamina (Persero) since 1990, including:
• Head of Process Control-UP V Balikpapan (2000-2007)
• Head of Planning & Development Section - UP V Balikpapan (2008)
• HR Area Manager - Refinery Unit IV Cilacap (2009-2012)
• Manpower Planning & Development Manager - PT Pertamina (Persero) (2013-2015)
• Leadership & People Development Manage - PT Pertamina (Persero) (2016-2017)
• Komisaris PT Sigma Cipta Utama *)
• Komisaris PT Patra Nusa Data *)
Jabatan Rangkap *) Entitas Anak Perseroan dan bukan Perusahaan Publik
Concurrent Position • Commissioner of PT Sigma Cipta Utama *)
• Commissioner of PT Patra Nusa Data *)
*) Subsidiaries of the Company and not a Public Company
Tidak memiliki hubungan afiliasi dengan anggota Dewan Komisaris lainnya, Direksi dan Pemegang
Hubungan Afiliasi Saham Utama
Affiliation Has no affiliation with other members of the Board of Commissioners, Board of Directors and Major
Shareholders
Kepemilikan Saham ELSA
-
ELSA Share Ownership
Domisili Solo, Jawa Tengah
Domicile Solo, Central Java

80 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 PROFIL PEJABAT EKSEKUTIF
Excecutive Officers Profile

Ari Wijaya Menjabat sejak 1/11/2019 Serving the position since 1/11/2019
Corporate Secretary Kewarganegaraan Warga Negara Indonesia
:
Citizenship Indonesia
Usia 49 tahun per 31 Desember 2019
:
Age 49 years old as of December 31, 2019
Domisili Tangerang, Jawa Barat
:
Domicile Tangerang, West Java
Bergabung di Elnusa
: 12/10/2009
Joined Elnusa
Riwayat Pendidikan M.M, Magister Managemen, Universitas Trisakti Jakarta, 2009
:
Education Background Master of Management, Trisakti University Jakarta, 2009
Sebelum menempati posisi sebagai Corporate Secretary, beliau
menjabat sebagai VP of Property Management & General Affair
Pengalaman Kerja
: (2018-2019).
Work Experience
Before occupying the position of Corporate Secretary, he served as
VP of Property Management & General Affairs (2018-2019).
Dasar Hukum
Pengangkatan : SK No. 016/EN/KPTS/000D/2019
Legal Basis of Employment

Ganang Soegiyarso Menjabat sejak 1/11/2019 Serving the position since 1/11/2019
Chief of Internal Audit Kewarganegaraan Warga Negara Indonesia
:
Citizenship Indonesia
Usia 52 tahun per 31 Desember 2019
:
Age 52 years old as of December 31, 2019
Domisili Tangerang Selatan, Jawa Barat
:
Domicile South Tangerang, West Java
Bergabung di Elnusa
: 2/01/2013
Joined Elnusa
Riwayat Pendidikan Akuntan STAN Jakarta, 2005
:
Education Background Accounting, Jakarta State Administration College, 2005
Sebelum menempati posisi sebagai Chief of Internal Audit, beliau
Pengalaman Kerja menjabat sebagai Senior Auditor (2013-2019)
:
Work Experience Before occupying the position of Chief of Internal Audit, he served
as Senior Auditor (2013-2019)
Dasar Hukum
Pengangkatan : SK No. 016/EN/KPTS/000D/2019
Legal Basis of Employment

Ramon Arias Pili Menjabat sejak 1/11/2019 Serving the position since 1/11/2019
VP of HSSE Kewarganegaraan Warga Negara Indonesia
:
Citizenship Indonesia
Usia 42 tahun per 31 Desember 2019
:
Age 42 years old as of December 31, 2019
Domisili Depok, Jawa Barat
:
Domicile Depok, West Java
Bergabung di Elnusa
: 01/10/2003
Joined Elnusa
S.E, Ekonomi Studi Pembangunan, Universitas Indonesia, 2001
Riwayat Pendidikan
: Bachelor of Economics in Development Studies, University of
Education Background
Indonesia, 2001
Sebelum menempati posisi sebagai VP of HSSE, beliau menjabat
Pengalaman Kerja sebagai VP of Supply Chain Management (2018-2019)
:
Work Experience Before occupying the position of VP of HSSE, he served as VP of
Supply Chain Management (2018-2019)
Dasar Hukum
Pengangkatan : SK No. 016/EN/KPTS/000D/2019
Legal Basis of Employment

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 PROFIL PERUSAHAAN
Company Profile

Asmal Salam Menjabat sejak 1/11/2019 Serving the position since 1/11/2019
Chief of Legal & Compliance Kewarganegaraan Warga Negara Indonesia
:
Citizenship Indonesia
Usia 50 tahun per 31 Desember 2019
:
Age 50 years old as of December 31, 2019
Domisili Jakarta Timur, D.K.I. Jakarta
:
Domicile East Jakarta, D.K.I. Jakarta
Bergabung di Elnusa
: 01/03/2005
Joined Elnusa
Riwayat Pendidikan M.Kn, Kenotariatan, Universitas Indonesia, 2014
:
Education Background M.Kn, Kenotariatan, University of Indonesia, 2014
Sebelum menempati posisi sebagai Chief of Legal & Compliance,
Pengalaman Kerja beliau menjabat sebagai Chief of Legal & Contract (2016-2019)
:
Work Experience Before holding the position of Chief of Legal & Compliance, he
served as Chief of Legal & Contract (2016-2019)
Dasar Hukum
Pengangkatan : SK No. 016/EN/KPTS/000D/2019
Legal Basis of Employment

Rony Hartanto Menjabat sejak 1/02/2018 Serving the position since 1/02/2018
VP of Production, Operation Kewarganegaraan Warga Negara Indonesia
:
& Maintenance Service Citizenship Indonesia
Usia 43 tahun per 31 Desember 2019
:
Age 43 years old as of December 31, 2019
Domisili Tangerang, Jawa Barat
:
Domicile Tangerang, West Java
Bergabung di Elnusa
: 1/11/2004
Joined Elnusa
S.T, Teknik Elektro, Universitas Gadjah Mada Yogyakarta, 2000
Riwayat Pendidikan
: Bachelor of Electrical Engineering, Gadjah Mada University
Education Background
Yogyakarta, 2000
Sebelum menempati posisi sebagai VP of Production, Operation &
Maintenance Service, beliau menjabat sebagai Managing Director
Pengalaman Kerja of DOS Service Line (2015-2018)
:
Work Experience Before occupying the position of VP of Production, Operation &
Maintenance Service, he served as Managing Director of DOS
Service Line (2015-2018)
Dasar Hukum
Pengangkatan : SK No. 016/EN/KPTS/000D/2019
Legal Basis of Employment

Dipa Mulia Menjabat sejak 1/11/2019 Serving the position since 1/11/2019
VP of Geoscience & Kewarganegaraan Warga Negara Indonesia
:
Reservoir Services Citizenship Indonesia
Usia 55 tahun per 31 Desember 2019
:
Age 55 years old as of December 31, 2019
Domisili Bekasi, Jawa Barat
:
Domicile Bekasi, West Java
Bergabung di Elnusa
: 1/02/2015
Joined Elnusa
Riwayat Pendidikan Doktor, Ekonomi, Universitas Padjajaran Bandung, 2009
:
Education Background Doctor, Economics, Padjadjaran University Bandung, 2009
Sebelum menempati posisi sebagai VP of Geoscience & Reservoir
Services, beliau menjabat sebagai Corporate Secretary (2018-
Pengalaman Kerja
: 2019)
Work Experience
Before occupying the position of VP of Geoscience & Reservoir
Services, he served as Corporate Secretary (2018-2019)
Dasar Hukum
Pengangkatan : SK No. 016/EN/KPTS/000D/2019
Legal Basis of Employment

82 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

Achmad Zaki Menjabat sejak 1/11/2018 Serving the position since 1/11/2018
VP of Asset Realibility Kewarganegaraan Warga Negara Indonesia
:
& Productivity Citizenship Indonesia
Usia 52 tahun per 31 Desember 2019
:
Age 52 years old as of December 31, 2019
Domisili Bekasi, Jawa Barat
:
Domicile Bekasi, West Java
Bergabung di Elnusa
: 1/11/2004
Joined Elnusa
M.M, Magister Management, Prasetiya Mulya Business School
Riwayat Pendidikan Jakarta, 2009
:
Education Background Master of Management, Prasetiya Mulya Business School Jakarta,
2009
Sebelum menempati posisi sebagai VP of Asset Realibility &
Productivity, beliau menjabat sebagai Direktur Utama EFK (2013-
Pengalaman Kerja 2015)
:
Work Experience Before occupying the position of VP of Asset Realibility &
Productivity, he held the position of President Director of EFK
(2013-2015)
Dasar Hukum
Pengangkatan : SK No. 016/EN/KPTS/000D/2019
Legal Basis of Employment

Hera Handayani Menjabat sejak 1/11/2019 Serving the position since 1/11/2019
VP of Business Development Kewarganegaraan Warga Negara Indonesia
:
Citizenship Indonesia
Usia 44 tahun per 31 Desember 2019
:
Age 44 years old as of December 31, 2019
Domisili Jakarta Selatan, D.K.I. Jakarta
:
Domicile South Jakarta, D.K.I. Jakarta
Bergabung di Elnusa
: 1/04/2014
Joined Elnusa
Riwayat Pendidikan M.M, Magister Management, Universitas Indonesia, 2005
:
Education Background Master of Management, University of Indonesia, 2005
Sebelum menempati posisi sebagai VP of Business Development,
Pengalaman Kerja beliau menjabat sebagai SM of Quality Management (2018-2019)
:
Work Experience Before occupying the position of VP of Business Development, she
served as SM of Quality Management (2018-2019)
Dasar Hukum
Pengangkatan : SK No. 016/EN/KPTS/000D/2019
Legal Basis of Employment

Dian Nugrahaningsih Menjabat sejak 01/05/2016 Serving the position since 1/05/2016
VP of Marketing Kewarganegaraan Warga Negara Indonesia
:
Citizenship Indonesia
Usia 55 tahun per 31 Desember 2019
:
Age 55 years old as of December 31, 2019
Domisili Jakarta Pusat, DKI Jakarta, Indonesia
:
Domicile Central Jakarta, DKI Jakarta, Indonesia
Bergabung di Elnusa
: 10/06/1991
Joined Elnusa
Riwayat Pendidikan S1 Fisika, Universitas Indonesia, 1991
:
Education Background Bachelor of Physics, University of Indonesia, 1991
Sebelum menempati posisi sebagai VP of Marketing,beliau
menjabat sebagai Division Head of Property Management. (2015-
Pengalaman Kerja
: 2016)
Work Experience
Before occupying the position of VP of Marketing, she served as
Division Head of Property Management. (2015-2016)
Dasar Hukum
Pengangkatan : SK No.016/EN/KPTS/000D/2019
Legal Basis of Employment

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 PROFIL PERUSAHAAN
Company Profile

M. Akbarul Syah Alam Menjabat sejak 01/11/2019 Serving the position since 01/11/2019
VP of Engineering Center Kewarganegaraan Warga Negara Indonesia
& Quality Management :
Citizenship Indonesia
Usia 37 tahun per 31 Desember 2019
:
Age 37 years old as of December 31, 2019
Domisili Tangerang, Jawa Barat
:
Domicile Tangerang, West Java
Bergabung di Elnusa
: 01/06/2010
Joined Elnusa
S.T, Teknik Fisika, Institut Teknologi 10 November Surabaya,
Riwayat Pendidikan 2006
:
Education Background Bachelor of Physics Engineering, Institut Teknologi November
10, Surabaya, 2006
Sebelum menempati posisi sebagai VP of Engineering Center &
Quality Management, beliau menjabat sebagai VP of Business
Pengalaman Kerja Development (2019)
:
Work Experience Before occupying the position of VP of Engineering Center
& Quality Management, he served as VP of Business
Development (2019)
Dasar Hukum Pengangkatan
: SK No. 016/EN/KPTS/000D/2019
Legal Basis of Employment

Meljevi Budia Menjabat sejak 01/05/2019 Serving the position since 01/05/2019
VP of Controller Kewarganegaraan Warga Negara Indonesia
:
Citizenship Indonesia
Usia 46 tahun per 31 Desember 2019
:
Age 46 years old as of December 31, 2019
Domisili Jakarta Timur, D.K.I. Jakarta
:
Domicile East Jakarta, D.K.I. Jakarta
Bergabung di Elnusa
: 01/04/2004
Joined Elnusa
S2 Magister Management, Sekolah Tinggi Prasetya Mulya
Riwayat Pendidikan
: Jakarta, 2007
Education Background
Master of Management, Prasetya Mulya Jakarta, 2007
Sebelum menempati posisi sebagai VP of Controller, beliau
menjabat sebagai Direktur PT Elnusa Trans Samudera (2018-
Pengalaman Kerja
: 2019)
Work Experience
Before occupying the position of VP of Controller, he served as
Director of PT Elnusa Trans Samudera (2018-2019)
Dasar Hukum Pengangkatan
: SK No. 016/EN/KPTS/000D/2019
Legal Basis of Employment

Yogi Firdaus Menjabat sejak 01/06/2019 Serving the position since 01/06/2019
VP of Treasury & Financing Kewarganegaraan Warga Negara Indonesia
:
Citizenship Indonesia
Usia 36 tahun per 31 Desember 2019
:
Age 36 years old as of December 31, 2019
Domisili Tangerang, Jawa Barat
:
Domicile Tangerang, West Java
Bergabung di Elnusa
: 05/11/2012
Joined Elnusa
S2 Magister Management, Universitas Bina Nusantara Jakarta,
Riwayat Pendidikan 2009
:
Education Background Master of Management, Bina Nusantara University Jakarta,
2009
Sebelum menempati posisi sebagai VP of Treasury & Financing,
Pengalaman Kerja beliau menjabat sebagai Senior Manager of Financing (2019)
:
Work Experience Before occupying the position of VP of Treasury & Financing, he
served as Senior Manager of Financing (2019)
Dasar Hukum Pengangkatan
: SK No. 016/EN/KPTS/000D/2019
Legal Basis of Employment

84 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

Hanny Retno Hapsari
VP of Strategic Planning &
Corporate Management
Maryanto Makhdori
Senior Manager of Enterprise
Risk Management
A.A.A. Indira Pratyaksa
VP of Human Capital
PT Elnusa Tbk
Menjabat sejak 01/09/2018 Serving the position since 01/09/2018
Kewarganegaraan Warga Negara Indonesia
:
Citizenship Indonesia
Usia 42 tahun per 31 Desember 2019
:
Age 42 years old as of December 31, 2019
Domisili Tangerang, Jawa Barat
:
Domicile Tangerang, West Java
Bergabung di Elnusa
: 04/07/2000
Joined Elnusa
S2 Magister Management Sekolah Tinggi Prasetya Mulya Jakarta,
Riwayat Pendidikan
: 2005
Education Background
Master of Management, Prasetya Mulya Jakarta, 2005
Sebelum menempati posisi sebagai VP of Strategic Planning &
Corporate Management, beliau menjabat sebagai Senior Strategic
Pengalaman Kerja Planning Specialist (2018)
:
Work Experience Before occupying the position of VP of Strategic Planning &
Corporate Management, she served as Senior Strategic Planning
Specialist (2018)
Dasar Hukum Pengangkatan
: SK No. 016/EN/KPTS/000D/2019
Legal Basis of Employment
Menjabat sejak 01/08/2014 Serving the position since 01/08/2014
Kewarganegaraan Warga Negara Indonesia
:
Citizenship Indonesia
Usia 54 tahun per 31 Desember 2019
:
Age 54 years old as of December 31, 2019
Domisili Banten, Jawa Barat
:
Domicile Banten, West Java
Bergabung di Elnusa
: 01/02/2008
Joined Elnusa
Riwayat Pendidikan S2 Magister Manajemen Keuangan STIE IPWI, 2001
:
Education Background Master of Financial Management, STIE IPWI, 2001
Sebelum menempati posisi sebagai Senior Manager of Enterprise
Risk Management, beliau menjabat sebagai Department Head of
Pengalaman Kerja Risk & Performance Management (2013-2014)
:
Work Experience Before occupying the position of Senior Manager of Enterprise
Risk Management, he served as Department Head of Risk &
Performance Management (2013-2014)
Dasar Hukum Pengangkatan
: SK No. 016/EN/KPTS/000D/2019
Legal Basis of Employment
Menjabat sejak 05/04/2019 Serving the position since 05/04/2019
Kewarganegaraan Warga Negara Indonesia
:
Citizenship Indonesia
Usia 42 tahun per 31 Desember 2019
:
Age 42 years old as of December 31, 2019
Domisili Jakarta Selatan, D.K.I. Jakarta
:
Domicile South Jakarta, D.K.I. Jakarta
Bergabung di Elnusa
: 05/04/2019
Joined Elnusa
• S1 Psikolog, Universitas Gadjah Mada Yogyakarta, 1995
• S2 Psikolog, Universitas Gadjah Mada Yogyakarta, 2000
Riwayat Pendidikan • Bachelor of Psychology, Gadjah Mada University Yogyakarta,
:
Education Background 1995
• Master of Psychology, Gadjah Mada University Yogyakarta,
2000
Sebelum menempati posisi sebagai VP of Human Capital, beliau
menjabat sebagai Manager Manpower Planning PT Pertamina
Pengalaman Kerja
: Persero (2018-2019)
Work Experience
Before occupying the position of VP of Human Capital, she served as
Manpower Planning Manager of PT Pertamina Persero (2018-2019)
Dasar Hukum Pengangkatan
: SK No. 016/EN/KPTS/000D/2019
Legal Basis of Employment
Annual Report 2019 Laporan Tahunan 85
 PROFIL PERUSAHAAN
Company Profile

Edy Efendi Menjabat sejak 01/12/2019 Serving the position since 01/12/2019
VP of Supply Chain Kewarganegaraan Warga Negara Indonesia
Management :
Citizenship Indonesia
Usia 53 tahun per 31 Desember 2019
:
Age 53 years old as of December 31, 2019
Domisili Jakarta Barat, D.K.I. Jakarta
:
Domicile West Jakarta, D.K.I. Jakarta
Bergabung di Elnusa
: 01/11/2004
Joined Elnusa
Riwayat Pendidikan S1 Teknik Sipil, Institut Teknologi Bandung, 1990
:
Education Background Bachelor of Civil Engineering, Bandung Institute of Technology, 1990
Sebelum menempati posisi sebagai VP of Supply Chain
Management, beliau menjabat sebagai Staf Ahli Direktur Utama
Pengalaman Kerja (2016-2019)
:
Work Experience Before occupying the position of VP of Supply Chain Management,
he held the position of Expert Staff to the President Director (2016-
2019)
Dasar Hukum Pengangkatan
: SK No. 016/EN/KPTS/000D/2019
Legal Basis of Employment

Adi Yatama Adi Guna Menjabat sejak 01/05/2019
Senior Manager of Kewarganegaraan
Information System
Citizenship
Usia
Age
Domisili
Domicile
Bergabung di Elnusa
Joined Elnusa
Riwayat Pendidikan
Education Background
Pengalaman Kerja
Work Experience
Dasar Hukum Pengangkatan
Legal Basis of Employment
Serving the position since 01/09/2017
Warga Negara Indonesia
:
Indonesia
42 tahun per 31 Desember 2019
:
42 years old as of December 31, 2019
Bogor, Jawa Barat
:
Bogor, West Java
: 16/01/2010
S2 Elektro Teknik, University of Applied Sciences Esslingen Jerman,
2003
:
Master of Science, Electrical Engineering, University of Applied
Sciences Esslingen Germany, 2003
Sebelum menempati posisi sebagai Senior Manager of Information
System, beliau menjabat sebagai Section Head of System
Development (2015-2017)
:
Before occupying the position of Senior Manager of Information
System, he served as Section Head of System Development (2015-
2017)
: SK No. 016/EN/KPTS/000D/2019

Ina Marvitasari Menjabat sejak 01/05/2015 Serving the position since 01/05/2015
Senior Manager of Elnusa Kewarganegaraan Warga Negara Indonesia
:
Petroleum School Citizenship Indonesia
Usia 45 tahun per 31 Desember 2019
:
Age 45 years old as of December 31, 2019
Domisili Bekasi, Jawa Barat
:
Domicile Bekasi, West Java
Bergabung di Elnusa
: 01/08/2001
Joined Elnusa
S2 Magister Managemen, Universitas Gadjah Mada Yogyakarta,
Riwayat Pendidikan
: 2008
Education Background
Master of Management, Gadjah Mada University Yogyakarta, 2008
Sebelum menempati posisi sebagai Senior Manager of Elnusa
Petroleum School, beliau menjabat sebagai Vice Principal of
Pengalaman Kerja Training Development (2013-2015)
:
Work Experience Before occupying the position of Senior Manager of Elnusa
Petroleum School, she served as Vice Principal of Training
Development (2013-2015)
Dasar Hukum Pengangkatan
: SK No. 016/EN/KPTS/000D/2019
Legal Basis of Employment

86 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk


Sumber Daya Manusia (SDM) merupakan salah satu faktor penting
dalam mendukung keberlanjutan Perseroan. Pengelolaan SDM
yang tepat dan berkesinambungan terus dilakukan Perseroan
dalam mengembangkan talenta yang berkualitas di tengah
persaingan industri yang semakin ketat. Perseroan menyadari
bahwa keberadaan SDM yang tangguh dan unggul memegang
peranan yang sangat penting guna mewujudkan visi dan misi
Perseroan. Untuk itu, Perseroan senantiasa mengedepankan
pendekatan human capital yang berarti SDM merupakan aset
yang sangat berharga bagi Perseroan. Perseroan memandang
bahwa SDM merupakan partner strategis yang harus dikelola dan
dikembangkan dalam mendukung laju pertumbuhan Perseroan.
JUMLAH DAN PRODUKTIVITAS SDM
Per 31 Desember 2019, jumlah SDM Perseroan tercatat mencapai
1.349 Pekerja, mengalami penurunan 0,4% dibandingkan jumlah
SDM Perseroan per 31 Desember 2018 yang sebanyak 1.354
Pekerja. Dinamika jumlah SDM mengikuti proyek yang dikelola
oleh Perseroan, sehingga jumlah SDM mengalami fluktuasi sesuai
dengan kebutuhan proyek. Perbedaan jumlah SDM tahun 2019
dibanding tahun 2018 yang mengalami penurunan belum tentu
berbanding searah dengan penurunan proyek yang dikelola.
Pergerakan Jumlah SDM Perseroan dalam 3 (Tiga) Tahun Terakhir 2017-2019
The Movement of the Company's HR in the Last 3 (Three) Years 2017-2019
1.354
1.085
2017
Sementara, total jumlah SDM Perseroan dan entitas anak
Perseroan per 31 Desember 2019 mencapai 2.206 orang, dengan
jumlah SDM entitas anak Perseroan sebanyak 857 orang. Jumlah
SDM Perseroan dan entitas anak di tahun 2019 tercatat meningkat
8,83%, dibanding tahun 2018 yang mencapai 2.027 orang.
PT Elnusa Tbk
SUMBER DAYA MANUSIA
Human Resources
Human Resources (HR) is an important factor in supporting the
Company's sustainability. Proper and sustainable HR management
continues to be carried out by the Company in developing quality
talents in the midst of increasingly fierce industry competition.
The Company realizes that the existence of strong and prominent
HR plays a very important role in realizing the Company's vision
and mission. To that end, the Company always puts forward the
human capital approach which means that HR is a very valuable
asset for the Company. The Company views that HR as a strategic
partner that must be managed and developed in support of the
Company's growth rate.
HR PRODUCTIVITY AND NUMBERS
As of December 31, 2019, the number of the Company's HR was
recorded at 1,349 Employees, a decrease of 0.4% compared to
the number of the Company's HR as of December 31, 2018 at
1,354 Employees. The dynamic of the number of HR follows the
projects managed by the Company, number of HR fluctuates
according to the needs of the project. The difference in the
number of human resources in 2019 compared to 2018 which
experienced a decline is not necessarily proportional to the
decline in the projects being managed.
1.349
2019
2018
Meanwhile, the total number of human resources of the Company
and its subsidiaries as of December 31, 2019 reached 2,206
people, with a total of 857 people. The number of human
resources of the Company and its subsidiaries in 2019 was
recorded to increase by 8.83%, compared to 2018 which reached
2,027 people.
Annual Report 2019 Laporan Tahunan 87
 PROFIL PERUSAHAAN
Company Profile

Pergerakan Jumlah SDM Perseroan dan Entias Anak dalam 3 (Tiga) Tahun Terakhir 2017-2019
The Movement of the Company's HR and Subsidiaries in the Last 3 (Three) Years 2017-2019

857
673
ENHO
Oil

676
AP
Gas
1.349
1.354
1.085
2019
2018
2017

Adapun tingkat produktivitas SDM yang dihitung berdasarkan The level of HR productivity calculated based on Revenue,
Revenue, Laba Operasi dan Laba Bersih dibandingkan dengan Operating Profit and Net Profit compared to the number of
jumlah SDM secara konsolidasi selama 3 (tiga) tahun terakhir people on a consolidated basis over the past 3 (three) years is
adalah sebagaimana terlampir di bawah ini. as attached below.

Tingkat Produktivitas SDM 2017-2019

Human Resources Productivity Rate 2017-2019

Produktivitas Pertumbuhan
Uraian Productivity Growth
Description (Rp-juta) (Rp-million) (%)
2019 2018 2017 2019 2018 2017
Revenue per Jumlah SDM
3.796 3.268 2.823 16,2 16,0 34,2
Revenue per Number of HR
Laba Operasi per Jumlah SDM
242 188 195 28,6 (3,6) (19,8)
Operating Income per Number of HR
Laba Bersih per Jumlah SDM
162 142 135 13,9 5,2 27,0
Net Income per Number of HR

Secara umum, produktifitas SDM Perseroan mengalami
peningkatan selama 3 (tiga) tahun terakhir. Ditinjau dari sisi/
per Jumlah SDM, tingkat produktivitas SDM pada tahun 2019
mengalami peningkatan, yaitu sebesar 16,2%, tingkat produktifitas
SDM meningkat sebesar 28,6% dari tahun 2018. Sedangkan dari
segi Laba Bersih per Jumlah SDM, tingkat produktifitas SDM
meningkat tajam yaitu sebesar 13,9%.
In general, the Company's HR productivity has increased over the
past 3 (three) years. In terms of Revenue per Total HR, the level of
HR productivity in 2019 has increased, namely by 16.2%, the level
of HR productivity increased by 28.6% from 2018. While in terms
of Net Income per Number of HR, the level of HR productivity
increased sharp that is equal to 13.9%.

PROFIL DAN KOMPOSISI SDM HUMAN RESOURCE PROFILE AND COMPOSITION

Jumlah dan komposisi SDM Perseroan telah sesuai dengan strategi
dan kebutuhan bisnis Perseroan berdasarkan arahan Pemegang
Saham. Seiring dengan berbagai tantangan dan perkembangan
bisnis saat ini, Perseroan melakukan beberapa penguatan dalam
pengelolaan SDM agar lebih efektif dan efisien guna menciptakan
SDM unggul agar dapat beradaptasi dengan perkembangan
lingkungan bisnis yang kerap berubah. Dimana Perseroan terus
berupaya memperkuat komposisi SDM sesuai dengan kebutuhan
dan perkembangan bisnis saat ini.
The number and composition of the Company's HR are in accordance
with the strategy and business needs of the Company based on
the directions of the Shareholders. Along with various challenges
and current business developments, the Company has made
several strengthening in HR management to be more effective and
efficient in order to create the best HR so that they can adapt to the
development of a changing business environment. The Company
continues to strengthen the composition of HR in accordance with
the needs and current business development.

88 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

Berikut uraian terkait profil komposisi SDM Perseroan dalam 3 The following is a description related to the profile of the
(tiga) tahun terakhir, berdasarkan jenjang jabatan, core function, composition of the Company's HR in the last 3 (three) years,
status kepegawaian, tingkat pendidikan, rentang usia, generasi based on rank, core function, employment status, education
usia, dan gender atau jenis kelamin. level, age range, age generation, and gender.

Komposisi SDM Berdasarkan Jenjang Jabatan (Orang)

HR Composition Based on Position Level (Person)
2019 2018 2017
Jenjang Jabatan Persentase Persentase Persentase
Position Level Jumlah Jumlah Jumlah
Percentage Percentage Percentage
Total Total Total
(%) (%) (%)
Direktur
4 0,3 5 0,4 5 0,5
Director
Vice President & Fungsional Setara
13 1,0 9 0,7 9 0,9
Vice President & Equivalent
Senior Manager & Fungsional Setara
29 2,1 26 1,9 29 2,7
Senior Manager & Equivalent
Manager & Fungsional Setara
115 8,5 67 4,9 70 6,1
Manager & Equivalent
Junior Manager & Fungsional Setara
232 17,2 243 17,9 227 20,1
Junior Manager & Equivalent
Supervisor
266 19,7 448 33,1 378 34,8
Supervisor
Staf
570 42,3 478 35,3 383 31,6
Staff
Konsultan
4 0,3 76 5,6 43 3,3
Consultant
Jumlah
13 100,0 1.354 100,0 1.085 100,0
Total

Perseroan dapat menjaga komposisi Pekerja secara jumlah
disetiap jenjang jabatan, hal ini ditunjukan mayoritas pekerja
berada pada level staff dan supervisor atau dikatakan berbentuk
piramida. Sehingga dalam hal ini Perseroan berhasil dalam
menjaga efektifitas organisasi.
The Company can maintain the composition of the Employees in
numbers at each level of position, this is indicated by the majority
of employees at the staff and supervisor levels or in the form
of a pyramid. In this case the Company succeeds in maintaining
the effectiveness of the organization.

Komposisi SDM Berdasarkan Core Function (Orang)

HR Composition Based on Core Function (Person)

2019 2018 2017

Core Function Persentase Persentase Persentase
Jumlah Jumlah Jumlah
Percentage Percentage Percentage
Total Total Total
(%) (%) (%)
Operasi
1.140 84,5 1.033 76,3 860 72,8
Operations
Shared Service 209 15,5 321 23,7 284 27,2
Jumlah
1.349 100,0 1.354 100,0 1.085 100,0
Total

Perseroan memfokuskan kegiatan operasi untuk mendukung
penyelesaian proyek-proyek dari customer Perseroan dan
mengatur komposisi support function lebih kecil daripada core
function melalui dukungan digital transformasi yang dilakukan
secara berkesinambungan. Hal ini dibuktikan dengan Perseroan
mendapatkan penghargaan Top Digital Implementation 2019 on
Energy and Mining Sector, Top Digital Transformation Readiness
2019, dan Top Leader on Digital implementation 2019 dari Top
Digital Award 2019. Keberhasilan Perseroan menjaga komposisi
ini menunjukkan efektifitas pengembangan bisnis dan optimalisasi
biaya operasional Perseroan dari sisi biaya SDM.
The Company focuses its operational activities to support the
completion of projects from the Company's customers and
regulates the composition of the support function to be smaller
than the core function through digital support that is carried out
continuously. This is proven by the Company getting the 2019 Top
Digital Implementation award in the Energy and Mining Sector,
the 2019 Digital Transformation Readiness Top, and the 2019 Top
Leader in Digital Implementation from the 2019 Top Digital Award.
The success of the Company in maintaining this composition shows
the effectiveness of business development and optimization of the
Company's operational costs in terms of HR costs.

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 89

 PROFIL PERUSAHAAN
Company Profile

Komposisi SDM Berdasarkan Status Kepegawaian (Orang)

HR Composition Based on Employment Status (Person)

2019 2018 2017

Status Kepegawaian Persentase Persentase Persentase Employment Status
Jumlah Jumlah Jumlah
Percentage Percentage Percentage
Total Total Total
(%) (%) (%)
Tetap 967 71,7 964 71,2 913 86,3 Permanent
Kontrak 382 28,3 390 28,8 231 13,7 Contract
Jumlah 1.349 100,0 1.354 100,0 1.085 100,0 Total

Komposisi SDM berdasarkan status kepegawaian tahun 2019
dan 2018 relatif tidak mengalami perubahan, yaitu Pekerja tetap
di angka 71% dan kontrak 28%. Perseroan berhasil menjaga
komposisi sesuai dengan nature bisnis Perseroan yang didominasi
project based.
The composition of human resources based on employment status
in 2019 and 2018 remained relatively unchanged, namely permanent
employees at 71% and contract at 28%. The Company has succeeded
in maintaining composition in accordance with the Company's
business nature which is dominated by project based.

Komposisi SDM Berdasarkan Tingkat Pendidikan (Orang)

HR Composition Based on Education Level (Person)

2019 2018 2017

Tingkat Pendidikan Persentase Persentase Persentase Education Level
Jumlah Jumlah Jumlah
Percentage Percentage Percentage
Total Total Total
(%) (%) (%)
> Strata 2 (S2) 103 7,6 97 7,2 89 8,1 Master (S2)
Strata 1 (S1) 836 62,0 731 54,0 687 61,1 Bachelor (S1)
Diploma 114 8,5 113 8,3 103 9,3 Diploma
< SMA 296 21,9 413 30,5 265 21,5 < High School
Jumlah 1.349 100,0 1.354 100,0 1.085 100,0 Total

Menjawab tuntutan bisnis dan operasi maka diperlukan tenaga
kerja yang memiliki skill yang matang berdasarkan tingkat
pendidikannya, sehingga di tahun 2019 Perseoran tidak banyak
merekrut pekerja dengan latar belakang Pendidikan SMA karena
tuntutan bisnis dan operasi harus di dukung oleh pekerja dengan
kapabilitas minimal Diploma. Dengan pertumbuhan komposisi
SDM yang lebih tinggi di tingkat pendidikan S2 maupun S1
menunjukan kompleksitas bisnis Perseroan yang makin meningkat.
Responding to the demands of business and operations, it is
necessary to have workers who have mature skills based on their
level of education, In 2019 the Company did not recruit many
employees with high school education background because business
and operational demands must be supported by employees with
minimum Diploma capabilities. With the growth in the composition
of the higher human resources at the Masters and Bachelor's level,
the Company's business complexity is increasing.

Komposisi SDM Berdasarkan Rentang Usia (Orang)

HR Composition Based on Age Range (Person)
2019 2018 2017
Rentang Usia Persentase Persentase Persentase Age
Jumlah Jumlah Jumlah
Percentage Percentage Percentage
Total Total Total
(%) (%) (%)
>55 19 1,4 21 1,6 20 0,9 >55
51-55 120 8,9 112 8,3 88 8,6 51-55
46-50 161 11,9 171 12,6 124 11,6 46-50
41-45 191 14,2 223 16,5 172 16,6 41-45
36-40 277 20,5 270 19,9 179 16,3 36-40
31-35 312 23,1 323 23,9 256 23,5 31-35
26-30 217 16,1 219 16,2 263 21,4 26-30
21-25 52 3,9 15 1,1 42 1,1 21-25
<20 - - - - - - <20
Jumlah 1349 100,0 1.354 100,0 1.085 100,0 Total

Ditinjau dari usia Pekerja, sampai dengan tahun 2019 mayoritas Judging from the age of the Employees, up to 2019 the majority
Pekerja berada pada usia produktif yaitu usia 26-45 tahun. Kondisi of Employees are in the productive age, namely the age of 26-45
ini secara berkelanjutan diharapkan dapat menjadi pendorong years. This condition is expected to sustainably drive the Company's
produktifitas Perseroan. productivity.

90 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 Komposisi SDM Berdasarkan Generasi Usia (Orang)
HR Composition Based on Age Generation (Person)
2019 2018 2017
Generasi Usia Persentase Persentase Persentase
Age Generation Jumlah Jumlah Jumlah
Percentage Percentage Percentage
Total Total Total
(%) (%) (%)
GEN Z (1995-2012) 34 2,5 5 0,4 - -
GEN Y (1982-1995) 736 54,6 689 50,9 561 50,1
GEN X (1965-1981) 542 40,2 601 44,4 500 44,4
Baby Boomers (1946-1964) 37 2,7 59 4,4 83 5,4
Jumlah/Total 1.349 100,0 1.354 100,0 1.085 100,0

Komposisi Gen Y yang mayoritas mengharuskan Perseroan
menciptakan budaya organisasi yang kuat, dengan menyediakan
Work Life Balance Program dan sarana untuk mengeluarkan
kemampuan yang terkait teknologi, ide dan inovasi sehingga
mereka dapat dioptimalkan. Hal ini dibuktikan dengan beberapa
pekerja Gen Y sudah menduduki posisi kunci (2 dari 11 posisi Vice
President). Selain itu Perseroan juga telah menyediakan program
Corporate Innovation Incubator (AGNI) untuk mewadahi Gen Y
mengekspresikan ide-ide kreatif dan inovatif.
The majority composition of Gen Y require the Company to
create a strong organizational culture, by providing a Work
Life Balance Program and a means to bring out capabilities
related to technology, ideas and innovation so that they can be
optimized. This is evidenced by several Gen Y employees already
occupying key positions (2 out of 11 Vice President positions). In
addition, the Company has also provided a Corporate Innovation
Incubator (AGNI) program to facilitate Gen Y to express creative
and innovative ideas.

Komposisi SDM Berdasarkan Gender/Jenis Kelamin (Orang)

HR Composition Based on Gender (Person)

2019 2018 2017

Jenis Kelamin Persentase Persentase Persentase Gender
Jumlah Jumlah Jumlah
Percentage Percentage Percentage
Total Total Total
(%) (%) (%)
Laki-laki 1.212 89,8 1.238 91,4 1.025 89,8 Male
Perempuan 137 10,2 116 8,6 119 10,2 Female
Jumlah 1.349 100,0 1.354 100,0 1.085 100,0 Total

Perseroan telah memiliki inisiatif untuk mengimplementasikan
kesetaraan gender dan pemberdayaan perempuan di tempat
kerja. Hal itu di wujudkan dengan adanya peningkatan komposisi
perempuan di jajaran manajemen (4 dari 11 Vice President).
Selain itu, beberapa pekerjaan operasional sudah dapat dilakukan
oleh pekerja perempuan karena didukung oleh pengembangan
teknologi.
The Company has initiatives to implement gender equality and
empower women in the workplace. This was realized by an
increase in the composition of women in the management (4
of 11 Vice Presidents). In addition, some operational work can
already be done by female employees because it is supported
by technology development.

STRATEGI PENGELOLAAN DAN HR MANAGEMENT AND DEVELOPMENT STRATEGY

PENGEMBANGAN SDM
Pengelolaan SDM di lingkungan Perseroan dilakukan sesuai dengan
Road Map & Programs yang ada di Divisi SDM, yang difokuskan
pada Organization & Development, Talent Management,
Compensation & Benefit, Human Resource Management Services,
Human Capital System dan Industrial Relation.
HR management within the Company is carried out in accordance
with the Road Map & Programs in the HR Division, which are
focused on Organization & Development, Talent Management,
Compensation & Benefits, Human Resource Management
Services, Human Capital Systems and Industrial Relations.

Menjawab tantangan bisnis tahun 2019, maka Perseroan
melanjutkan strategi pengembangan SDM sebagai berikut:
1. Membentuk Multi Talented Employee
2. Membangun budaya kinerja tinggi
3. Otomasi proses pengelolaan SDM Perseroan
Answering business challenges in 2019, the Company continues
the HR development strategy as follows:
1. Form a Multi Talented Employee
2. Build a high-performance culture
3. Automation of the Company's HR management process

Diharapkan dengan pelaksanaan strategi SDM tersebut, SDM
Perseroan dapat menjadi penyokong utama atas keberhasilan
Perseroan dalam mempertahankan dan meningkatkan bisnisnya di
tahun-tahun yang akan datang. Beberapa strategi pengelolaan SDM
yang diimplementasikan pada tahun 2019 adalah sebagai berikut:
It is expected that with the implementation of the HR strategy,
the Company's HR can be a major supporter of the Company's
success in maintaining and improving its business in the years to
come. Some HR management strategies implemented in 2019
are as follows:

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 91

 PROFIL PERUSAHAAN
Company Profile
ORGANIZATION & DEVELOPMENT
Penyusunan dan perubahan organisasi merupakan salah satu
konsekuensi dari perubahan yang dilakukan dalam mencapai
kinerja Perusahaan yang optimal. Dalam lingkungan yang berubah
dengan cepat, organisasi harus mampu menyesuaikan diri dengan
cepat dan sefleksibel mungkin guna mendukung kebutuhan
bisnis perusahaan saat ini dan yang akan datang. Proses-proses
yang menjadi bagian yang tidak terpisahkan dari pengelolaan
organisasi dan pengembangan SDM antara lain:
Manpower Planning
Seiring dengan perkembangan bisnis global dan dalam usaha
membentuk Elnusa grup menjadi sebuah identitas korporasi, maka
diperlukan langkah-langkah komprehensif yang salah satunya adalah
membuat perencanaan tenaga kerja menjadi lebih terintegrasi di
Perseroan. Perencanaan tenaga kerja secara terintegrasi di Perseroan
akan mendukung pencapaian target bisnis korporasi.
Jumlah Kebutuhan Pekerja Dianalisis Berdasarkan Strategi Manpower Planning for Sustainability and Growth
Total Employee Needs are Analyzed Based on the Manpower Planning Strategy for Sustainability and Growth
Manpower Planning 2018
Sustainability 7 15
Growth for New Business 42
Growth Based on Project 336
Jumlah
385
Total
Selain Manpower Planning for Sustainability and Growth,
Perseroan juga melakukan pengelolaan manpower untuk mengisi
struktur organisasi eksisting dan mengelola prosentase posisi
vacant (maksimal 10%).
Recruitment Management
Dalam rangka menyiapkan SDM yang dibutuhkan untuk
menunjang pertumbuhan organisasi dalam mencapai visi dan
misi, Perseroan melakukan kajian terkait rencana kebutuhan
SDM dengan mempertimbangkan arah pengembangan bisnis
jangka panjang, produktivitas, kapasitas, dan kapabilitas. Proses
rekrutmen dilaksanakan sesuai prosedur seleksi yang telah
ditentukan, serta dilakukan secara independen, transparan, dan
objektif. Perseroan memberikan kesempatan berkarir kepada
masyarakat luas secara terbuka dan selektif, tanpa memandang
unsur suku, agama, ras, dan gender atau jenis kelamin.
Sepanjang tahun 2019, Perseroan melakukan rekrutmen SDM
sebanyak 386 orang. Angka tersebut meningkat sebesar 16,3%
dibanding tahun 2018 yang sebesar 332 orang. Peningkatan
tersebut terjadi karena adanya project baru di PT Elnusa
khususnya project PHE ONWJ yang mengharuskan perektutan
Pekerja untuk project PHE ONWJ di kontrak secara langsung.
Pada periode 2019, Perseroan melakukan penerimaan SDM baru
untuk memenuhi kebutuhan kegiatan usaha Perseroan dengan
rincian sebagai berikut:
92 Annual Report 2019 Laporan Tahunan
ORGANIZATION & DEVELOPMENT
Organizational development and change is one of the
consequences of changes made in achieving optimal Company
performance. In a rapidly changing environment, organizations
must be able to adapt quickly and flexibly as possible to support
the company's current and future business needs. The processes
that are an integral part of organizational management and HR
development include:
Manpower Planning
Along with the development of global business and in the effort
to form the Elnusa group into a corporate identity, comprehensive
steps are needed, one of which is to make workforce planning
more integrated in the Company. Integrated workforce planning in
the Company will support the achievement of corporate business
targets.
2019 2020
18
85 99
544 598
644 715
In addition to Manpower Planning for Sustainability and Growth,
the Company also manages manpower to fill the existing
organizational structure and manage the percentage of vacant
positions (maximum 10%).
Recruitment Management
In order to prepare the HR needed to support the organization's
growth in achieving its vision and mission, the Company conducts
a study related to the HR needs by considering the direction of
long-term business development, productivity, capacity and
capability. The recruitment process is carried out in accordance
with predetermined selection procedures, and is carried out
independently, transparently, and objectively. The Company
provides career opportunities to the wider community openly
and selectively, regardless of ethnicity, religious, racial and gender
elements.
During 2019, the Company recruited 386 people. That number
increased by 16.3% compared to 2018 which amounted to 332
people. The increase occurred because of a new project at PT
Elnusa, especially the PHE ONWJ project that requires employee
recruitment for the PHE ONWJ project to be contracted directly.
In 2019, the Company accepted new employees to meet the
needs of the Company's business activities with the following
details:
PT Elnusa Tbk
 Jumlah
Uraian
Total
SDM 2018 1.354
Pekerja yang Direkrut di 2019 386
SDM yang Berakhirnya Hubungan Kerja (391)
• Pensiun 17
• Atas Permintaan Sendiri 39
• Berakhir Kontrak 335
Jumlah SDM Akhir Tahun 2019 1.349
TALENT MANAGEMENT
Kebijakan pengelolaan Talent Perseroan diarahkan untuk
menyediakan SDM yang memiliki kemampuan di beberapa
bidang (multi skill). Upaya ini juga merupakan inisisasi Perseroan
untuk mempersiapkan SDM unggul yang mampu beradaptasi
dengan dinamika perkembangan bisnis yang kerap berubah.
Sistem pengembangan SDM berbasis Talent Management ini
dilakukan agar dapat mendukung kegiatan operasi Perseroan
sekaligus menjaga kesinambungan bisnis Perseroan. Program
pengembangan SDM dilakukan dengan metode Blended Learning
yang melibatkan atas coach dari internal maupun eksternal yang
sudah dikelola dengan menggunakan aplikasi berbasis online
(Elnusa Coaching and Mentoring Application). Berikut program
dan pelaksanaan pengembangan Talent yang dilakukan pada
tahun 2019:
Successor Planning
Strategi dan rencana untuk mendapatkan calon pemimpin
Perseroan dilakukan secara komprehensif melalui pengembangan
potensi, talenta, dan kemampuan yang dimiliki oleh pekerja
yang termasuk dalam Talent Pool. Setiap posisi kunci harus
memiliki setidaknya 3 (tiga) Successor List yang dipilih melalui
proses Talent Management yang komprehensif. Fungsi SDM
bertanggung jawab untuk membantu memfasilitasi para successor
untuk mengembangkan segala kemampuan terkait career success
factor (Soft Competency, Technical Competency, Exposure, dan
Character). Ditahun 2019, ketersediaan suksesor atas posisi kunci
mencapai 90% dan seluruh posisi kunci diisi oleh successor yang
telah ditetapkan.
Pengelolaan Kompetensi
Sejalan dengan perkembangan dan tuntutan bisnis, Perseroan
selalu berupaya memastikan pengelolaan dan pengembangan
Sumber Daya Manusia (SDM) berbasis kompetensi yang sejalan
dengan visi, misi, dan strategi Perseroan.
Pengelolaan SDM berbasis kompetensi di Perseroan tidak hanya
mencakup kompetensi teknis tetapi juga kompetensi perilaku,
profil karekteristik kepribadian dan eksposur tugas yang ditujukan
untuk memastikan tersedianya Sumber Daya Manusia (SDM)
yang mampu bersaing. Dalam hal ini Perseroan telah melakukan
identifikasi kamus kompetensi teknis, Kebutuhan Kompetensi
Jabatan (KKJ), dan pengukuran kompetensi teknis pekerja pada
tahun 2019.
PT Elnusa Tbk
Description
2018 HR
Employees Recruited in 2019
Employees Terminated
Pension
Personal Request
End of Employment Contract
Total HR by the End of 2019
TALENT MANAGEMENT
The Company's Talent management policy is directed at providing
HR who has capabilities in several fields (multi-skill). This effort
is also an initiative of the Company to prepare the best human
resources able to adapt to the dynamics of changing business
developments. The Talent Management-based HR development
system is carried out in order to support the Company's
operational activities while maintaining the Company's business
sustainability. The HR development program is carried out using
the Blended Learning method which involves both internal and
external coaches that have been managed using an online-
based application (Elnusa Coaching and Mentoring Application).
The Following are the programs and implementation of Talent
development conducted in 2019:
Successor Planning
Strategies and plans to obtain prospective leaders of the
Company are carried out comprehensively through developing
the potential, talents and abilities possessed by workers who
are included in the Talent Pool. Each key position must have at
least 3 (three) Successor Lists selected through a comprehensive
Talent Management process. The HR function is responsible for
helping facilitate successors to develop all capabilities related to
career success factors (Soft Competency, Technical Competency,
Exposure, and Character). In 2019, the availability of successors
for key positions reached 90% and all key positions were filled
by predetermined successors.
Competency Management
In line with developments and business demands, the Company
always strives to ensure competency-based management and
development of Human Resources (HR) in line with the Company's
vision, mission, and strategy.
Competency-based HR management in the Company includes not
only technical competencies but also behavioral competencies,
personality profiles and task exposures aimed at ensuring the
availability of competent Human Resources (HR). In this case
the Company has identified a technical competency dictionary,
Job Competency Needs (KKJ), and measurement of technical
competence of employees in 2019.
Annual Report 2019 Laporan Tahunan 93
 PROFIL PERUSAHAAN
Company Profile
Perseroan juga telah melakukan pengukuran kompetensi pekerja
secara bertahap dengan menggunakan beberapa pendekatan
antara lain self assessment, panel assessment, dan assessment
center. Hasil pengukuran kompetensi akan digunakan sebagai
bagian dari acuan dalam pembinaan pekerja.
Pengelolaan behaviour competency di Perseroan mengacu pada
ketentuan behavior competency yang berlaku di Kementerian
BUMN yang dibagi berdasarkan kategori level Pekerja:
1. Operational Leader Assessment Survey
2. Strategic Leader Assessment Survey
Hampir seluruh Pekerja di Perseroan telah memiliki hasil
pengukuran behaviour competency sesuai dengan levelnya
masing-masing. Selain behaviour competency Perseroan perlu
mengelola technical competency guna memastikan Pekerja
memiliki kapabilitas teknis yang mendukung pencapaian strategi
Perseroan. Pengukuran technical competency dilakukan dengan
metode presentasi, pengamatan perilaku di tempat kerja,
sertifikasi maupun jalur pendidikan lanjutan (S2 dan S3).
Talent Mapping
Pemetaan pekerja bertalenta dilakukan dengan mengidentifikasi
Pekerja di Perseroan ke dalam Talent Matriks, yang mengacu pada
kompetensi, kinerja, aspirasi serta karakter Pekerja. Pemetaan
ini berguna untuk memastikan Talent dapat ditempatkan sesuai
dengan strategi bisnis Perseroan, serta memastikan program
pengembangan sesuai dengan kebutuhan spesifik yang telah
diidentifikasi, sehingga pengembangan Pekerja menjadi lebih
fokus dan efisien. Selama tahun 2019 fungsi Human Capital
telah melakukan pemetaan Talent Pool sebanyak 469 Pekerja
dari 1.349 total Pekerja, yang dikelompokkan dalam kategori:
1. High Flyer
2. High Performer
3. High Potential
4. Key Performer
Elnusa Multitalent Development Program (EMDP)
EMDP merupakan metode pengembangan kompetensi Pekerja
untuk mempersiapkan Multi Talented People di Perseroan, dalam
rangka mendukung visi Perseroan untuk menjadi perusahaan jasa
energi terkemuka yang memberikan solusi total atas kebutuhan
customer. Program telah dilaksanakan sejak Tahun 2018 yang
dikelola secara berkelanjutan. Metode pengembangan pada
EMDP mencakup in class training, sharing session, studi literatur,
coaching, & mentoring serta penugasan dalam proyek strategis
perusahaan. EMDP terdiri dari 4 kelompok yaitu:
94 Annual Report 2019 Laporan Tahunan
The Company has also measured workers' competency in stages
using a number of approaches including self assessment, panel
assessment, and assessment center. The results of competency
measurement will be used as part of the reference in coaching
workers.
Managing competency behavior in the Company refers to the behavior
competency provisions applied by the Ministry of State Owned
Enterprieses, which are divided according to the Employee level:
1. Operational Leader Assessment Survey
2. Strategic Leader Assessment Survey
Almost all employees in the Company have the results of measuring
competency behavior in accordance with their respective levels. In
addition to behavior competency, the Company needs to manage
technical competency to ensure that employees have technical
capabilities that support the achievement of the Company's
strategy. The measurement of technical competency is carried
out by the method of presentation, observation of workplace
behavior, certification and further education (Master's and
Doctoral's).
Talent Mapping
The mapping of talented employees is done by identifying
Employes in the Company into the Talent Matrix, which refers to
the competencies, performance, aspirations and character of the
Employees. This mapping is useful to ensure Talent can be placed
in accordance with the Company's business strategy, as well as
ensuring development programs in accordance with the specific
needs that have been identified, so that employee development
becomes more focused and efficient. During 2019 the Human Capital
function conducted a Talent Pool mapping of 469 Employees out of
1,349 total Employees, which are grouped into categories:
1. High Flyer
2. High Performer
3. High Potential
4. Key Performers
Elnusa Multitalent Development Program (EMDP)
EMDP is a method of developing employee competencies to
prepare Multi Talented People in the Company, in order to
support the Company's vision to become a leading energy service
company that provides total solutions for customer needs. The
program has been implemented since 2018 which is managed
on an ongoing basis. Development methods at EMDP include
in-class training, sharing sessions, literature studies, coaching, &
mentoring as well as assignments in corporate strategic projects.
The EMDP consists of 4 groups:
PT Elnusa Tbk
 ADVANCE
KOMPETENSI PERILAKU
BEHAVIORAL COMPETENCY INTERMEDIATE

BASIC
KOMPETENSI TEKNIKAL
TECHNICAL COMPETENCY EARLY

Memperkuat teknikal Memperdalam Meningkatkan Mempertajam kompe-

dan pemahaman kompetensi teknikal kompetensi teknikal tensi kepemimpinan,
mengenai business dan mengembangkan di luar skillgroup dan pola pikir strategis dan
process perusahaan dasar kepemimpinan mengembangkan kom- visioner sebagai sukse-
karyawan petensi kepemimpinan sor internal & eksternal
sebagai suksesor inter- (Pertamina Group)
Program Objectives nal perusahaan
Objective Program
Strengthening technical Deepening technical Increasing technical Sharpening leadership
and understanding of competence and competence outside competencies, strategic
the company’s business developing the the skill group and visionary mindset
processes foundation of and developing as internal & external
employee leadership competence Leadership successors (Pertamina
as the Company Group)
Jumlah Peserta internal successor
Number of Participant 19 orang/people 22 orang/people 23 orang/people 24 orang/people

Elnusa Academy Elnusa Academy

Selama tahun 2019, Perseroan menyelenggarakan 3 (tiga) Program
Elnusa Academy untuk peningkatan kompetensi teknis melalui
metode blended learning (10% in class training, 20% coaching
mentoring, dan 70% assignment), yaitu:
1. Production, Operation, Maintenance Services (POMS)
Academy
POMS Academy merupakan program pengembangan
kompetensi project dan prospek bisnis di divisi POMS
terutama pada bisnis Engineering, Procurement and
Construction Operation Maintenance (EPC OM), Hydraulic
Workover Services dan project TA (Turn Around). Pada tahun
2019 POMS Academy baru dapat dilaksanakan untuk bisnis
EPC OM dan Hydraulic Workover Services dengan jumlah
peserta sebanyak 43 Pekerja.
2. Supply Chain Management (SCM) Academy
SCM Academy merupakan program pengembangan
kompetensi teknis untuk memperkuat kompetensi Supply
Chain Management bagi Pekerja eksisting di divisi SCM
dalam rangka mengantisipasi tuntutan bisnis perusahaan
ke depan serta sekaligus menyiapkan program akselerasi
dalam pembinaan karir pekerja. Program SCM Academy ini
diikuti oleh 48 Pekerja.
3. Papuan Academy
Sebagai bentuk kepedulian Perseroan terhadap tenaga
kerja yang berada di wilayah Indonesia Timur dan untuk
mendukung penyelesaian proyek Perseroan yang berlokasi
di Papua, maka Perseroan merekrut dan melaksanakan
pre-employment training bagi tenaga kerja yang bersasal
dari Papua. Pekerja dididik selama 2 (dua) bulan, dengan
Throughout 2019, the Company held 3 (three) Elnusa Academy
Programs to improve technical competence through blended
learning methods (10% in class training, 20% coaching mentoring,
and 70% assignment), namely:
1. Production, Operation, Maintenance Services (POMS)
Academy
POMS Academy is a project competency development
program and business prospects in the POMS division,
especially in the Engineering, Procurement and Construction
Operation Maintenance (EPC OM), Hydraulic Workover
Services and TA (Turn Around) projects. In 2019 the new
POMS Academy was implemented for the EPC OM business
and Hydraulic Workover Services with a total of 43 Workers.
2. Supply Chain Management (SCM) Academy
SCM Academy is a technical competency development
program to strengthen Supply Chain Management
competencies for existing Employees in the SCM division
in order to anticipate the company's business demands
going forward and at the same time prepare an acceleration
program in fostering employee's career. The SCM Academy
program was joined by 48 Workers.
3. Papuan Academy
As a form of the Company's concern for employees in
Eastern Indonesia and to support the completion of the
Company's projects located in Papua, the Company recruits
and conducts pre-employment training for migrant workers
from Papua. Employees are educated for 2 (two) months,
using in-class training and on the job training methods in

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 95

 PROFIL PERUSAHAAN
Company Profile
metode in-class training dan on the job training di proyek
OM yang relevan. Peserta Papuan Academy berjumlah 20
orang dengan fokus pengembangan kompetensi di bidang
Mechanical dan Electrical Engineering. Di tahun 2025
prosentase lokal Papua yang mendukung proyek di area
Papua akan diupayakan mencapai 85% dari total Pekerja
proyek.
Learning Program
Mulai tahun 2019, Perseroan mencanangkan target rata-rata
jam pembelajaran sebesar 100 jam untuk setiap Pekerja.
Aktivitas pembelajaran yang dilakukan meliputi pelatihan,
sharing session, coaching, dan mentoring, self study, mobile
learning, leader forum, program CIP (Continous Improvement
Program) dan E-Learning. Penyelenggaraan pengembangan
kompetensi dalam bentuk pelatihan di lingkungan Perseroan
dilakukan oleh Elnusa Petroleum School (EPS). EPS bertanggung
jawab memastikan penyelenggaraan program pelatihan dan
pembelajaran, melakukan review terhadap kompetensi setelah
proses pelatihan, dan memastikan adanya dokumentasi serta
pemutakhiran materi knowledge management dalam rangka
mendukung peningkatan kompetensi SDM Perseroan. Adapun
jumlah jam pelatihan dan pembelajaran yang dilakukan selama
periode 3 (tiga) tahun terakhir dapat dilihat dalam tabel berikut:
Jam
(Man Hour)
2019 2018 2017
152.918 73.247 55.036
33,1%
(19,4)%
73.247
55.036
2017 2018
Tabel di atas menunjukkan adanya peningkatan jam pembelajaran
yang signifikan karena adanya penambahan aktivitas pembelajaran
yang cukup beragam.
Perseroan berkomitmen untuk terus meningkatkan nilai tambah
bagi SDM yang dibuktikan dengan komitment untuk melaksanakan
pengembangan SDM secara berkelanjutan. Realisasi biaya
pengembangan kompetensi SDM pada tahun 2019 tercatat
96 Annual Report 2019 Laporan Tahunan
relevant OM projects. Papuan Academy participants were
20 people with a focus on developing competencies in the
field of Mechanical and Electrical Engineering. In 2025 the
percentage of local Papuans who support our projects in the
Papua area will be aimed to reach 85% of the total project
Workers.
Learning Program
Starting in 2019, the Company has set an average target
of learning hours of 100 hours for each employee. Learning
activities carried out include training, sharing sessions, coaching
and mentoring, self study, mobile learning, leader forums, CIP
(Continuous Improvement Program) and E-Learning programs.
The implementation of competency development in the form of
training within the Company is carried out by Elnusa Petroleum
School (EPS). EPS is responsible for ensuring the implementation
of training and learning programs, conducting competency reviews
after the training process, and ensuring the documentation
and updating of knowledge management materials in order to
support the improvement of the Company's HR competencies.
The number of hours of training and learning carried out during
the last 3 (three) years can be seen in the following table:
Pertumbuhan Man Hour Pelatihan
Growth of Man Hour Training
(%)
2019 2018 2017
109% 33,1% (19,4)
109%
152.918
Pertumbuhan
Growth
Jam
Man Hour
2019
The table above shows a significant increase in learning hours
due to the addition of diverse learning activities.
The Company is committed to continuously increasing added
value for HR as evidenced by the commitment to carry out
sustainable HR development. The realization of human resource
competency development costs in 2019 was recorded at Rp9.2
PT Elnusa Tbk
sebesar Rp9,2 miliar, menurun 5% atau sebesar Rp511 juta billion, down 5% or Rp511 million compared to 2018 which
dibandingkan tahun 2018 yang tercatat sebesar Rp9,7 milliar. was recorded at Rp9.7 billion. The amount of investment of the
Besaran Investasi biaya pelatihan Perseroan dalam 3 (tiga) tahun Company's training costs in the last 3 (three) years is presented
terakhir adalah sebagaimana tersaji pada tabel di bawah ini: in the table below:

Biaya Pelatihan Pertumbuhan Biaya Pelatihan

Training Cost Growth in Training Cost
(Rp-juta) (Rp-million) (%)
2019 2018 2017 2019 2018 2017
9.208 9.744 4.387 (5,5) 122,1 (32,6)

Berdasarkan tabel di atas, terlihat bahwa biaya pelatihan mengalami
penurunan sebesar 5% jika dibandingkan dengan tahun sebelumnya.
Penurunan ini disebabkan karena beberapa aktivitas pembelajaran
dilakukan melalui media digital seperti self study, mobile learning,
coaching, dan mentoring melalui aplikasi ECMA dan E-Learning.
Based on the table above, it appears that training costs have
decreased by 5% when compared to the previous year. This
decrease was due to several learning activities carried out through
digital media such as self study, mobile learning, coaching, and
mentoring through the ECMA and E-Learning applications.

Pelatihan yang diselenggarakan oleh Perseroan, terbagi dalam
beberapa jenis, yaitu sebagai berikut:
1. Certification, adalah pelatihan yang menjadi persyaratan
(mandatory) dalam suatu pekerjaan yang menunjukkan
bahwa pekerja mampu melakukan suatu pekerjaan sesuai
standar dalam bidang tertentu.
2. Soft Skill, adalah pelatihan yang dilakukan untuk
meningkatkan kompetensi soft (non technical) sesuai dengan
aktivitas pekerjaan yang dilakukan.
3. Technical, adalah pelatihan yang dilakukan untuk
meningkatkan kompetensi teknis sesuai dengan aktivitas
pekerjaan yang dilakukan.
4. General, adalah pelatihan yang diberikan dalam rangka
meningkatkan kompetensi yang berhubungan dengan
industri migas maupun bidang umum lainnya diluar pelatihan
Technical & Soft Skill.
The training organized by the Company is divided into several
types, as follows:
1. Certification, training that becomes mandatory in a job
that shows that workers are able to do a job according to
standards in certain fields.
2. Soft Skill, training conducted to improve soft (non-technical)
competence in accordance with work activities carried out.
3. Technical, training conducted to improve technical
competence in accordance with work activities carried out.
4. General, training provided in the context of increasing
competencies related to the oil and gas industry and other
general fields beyond Technical & Soft Skill training.

Data program pelatihan yang telah terselenggara dalam 3 (tiga) The training program data that has been held in the last 3
tahun terkahir adalah sebagaimana yang terlampir pada tabel (three) years is as attached to the following table:
berikut:
Persentase
Jam
Jenis Pelatihan Percentage
(Man Hour)
Type of Training (%)
2019 2018 2017 2019 2018 2017
Certification 19.850 30.160 21.048 13 44,1 30,8
Soft Skill 4.708 1.683 1.628 3 2,5 2,4
Technical 67.914 39.736 30.426 44 58,2 44,5
General 60.446 1.668 1.934 40 2,4 2,8
Jumlah
152.918 73.247 55.036 100,0 100,0 100,0
Total

Perseroan memberikan kesempatan yang sama bagi segenap
SDM di setiap level/jenjang jabatan untuk mendapatkan program
pembelajaran. Pengembangan kompetensi SDM Perseroan tidak
hanya untuk level staf yang bekerja di proyek-proyek Perseroan,
tetapi juga untuk seluruh SDM di setiap jenjang jabatan. Komposisi
jam pembelajaran atau man hour pelatihan berdasarkan jenjang
jabatan dalam 3 (tiga) tahun terakhir adalah sebagai berikut:
The Company provides equal opportunities for all human
resources at every level/level of position to obtain learning
programs. The development of the Company's HR competencies
is not only for the level of staff working in the Company's projects,
but also for all HR at each level of position. The composition of
learning hours or man hour training based on the level of position
in the last 3 (three) years is as follows:

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 97

 PROFIL PERUSAHAAN
Company Profile

Persentase
Jam
Jenjang Jabatan Percentage
(Man Hour)
Position (%)
2019 2018 2017 2019 2018 2017
Director 245 153 56 0,2 0,2 0,1
Vice President 1.335 269 742 0,9 0,4 1,3
Senior Manager 3.371 1.497 1.434 2,2 2,0 2,6
Manager 8.829 10.705 2.582 5,8 14,6 4,7
Junior Manager 549 3.435 7.232 0,4 4,7 13,1
Supervisor 5.387 16.692 13.500 3,5 22,8 24,5
Staff 133.202 40.496 29.490 87,1 55,3 53,6
Jumlah
152.918 73.247 55.036 100,0 100,0 100,0
Total

Tugas Belajar Perseroan Company Learning Tasks

Dalam upaya memastikan kapabilitas Perseroan maka dirasa
penting untuk memiliki expertise/tenaga ahli yang memiliki latar
belakang pendidikan yang mumpuni sesuai bidang keilmuannya.
Pada tahun 2019 SDM di Perseroan pekerja dengan latar
belakang pendidikan S2 sebanyak 101 Pekerja dan S3 sebanyak
2 Pekerja dari total 1.349 Pekerja. Hal ini memacu Perseroan
untuk meluncurkan Program tugas belajar. Pemilihan kandidat
yang dapat mengikuti program ini sangat selektif, tidak hanya
yang memiliki kapabilitas tetapi juga memiliki passion dan stress
management yang mumpuni sehingga kandidat yang nanti terpilih
benar-benar dapat menyelesaikan program tepat waktu dan
hasil yang memuaskan.
In an effort to ensure the capability of the Company it is
deemed important to have expertise/experts who have qualified
educational backgrounds according to their scientific fields. In
2019 there were 101 Employees with Master's degrees and 2
Employes with Doctorates out of a total of 1,349 Employees. This
then became the reason for the Company to launch a learning
assignment program. The selection of candidates who can
participate in this program is very selective, not only those who
have capabilities but also have passion and stress management
who are qualified so that the candidates who are selected can
actually complete the program on time and have satisfying results.

Coaching & Mentoring Program Coaching & Mentoring Program

Sebagai bagian dari pengembangan kapabilitas Pekerja, mulai
tahun 2018 Perseroan sudah mulai menggalakkan program
Coaching & Mentoring di lingkungan Perseroan dengan berbasis
platform digital, yaitu ECMA Apps. ECMA dapat diakses oleh
pekerja yang masih aktif di Perseroan maupun Pekerja diluar
Perseroan (harus teregistrasi). Tujuannya agar semua aset
pengetahuan dapat terdokumentasi dengan baik, serta dapat
dengan mudah diakses oleh seluruh penggunanya sehingga
kegiatan pembelajaran dapat dilakukan dimana saja dan kapan
saja.
As part of developing employee capabilities, starting in 2018 the
Company has begun to promote Coaching & Mentoring program
within the Company through a digital platform namely ECMA
Apps. ECMA can be accessed by employees who are still active
in the Company or Employees outside the Company (must be
registered). The goal is to document all knowledge and can be
easily accessed by all users so that learning activities can be done
anywhere and anytime.

Di tahun 2019, tercatat lebih dari 200 user, dengan 39 aktivitas In 2019, there were more than 200 users, with 39 coaching
coaching, 177 aktivitas mentoring dengan lebih dari 120 expertise activities, 177 mentoring activities with more than 120 expertise
yang telah terkumpul dalam database sistem ECMA Apps. collected in the ECMA Apps database system.

Knowledge Management System Knowledge Management System

Dalam rangka menghindari hilangnya aset pengetahuan intelektual
ketika seorang pekerja meninggalkan suatu Perseroan, secara
berkelanjutan sejak tahun 2017, Perseroan terus memperkuat
Knowledge Management System untuk mendokumentasikan
asset pengetahuan (explicit dan tacit knowledge) yang dimiliki
oleh SDM Perseroan. Aset pengetahuan dimuat dalam portal
knowledge management yang terintegrasi dengan pengelolaan
asset pengetahuan yang dikelola oleh PT Pertamina (Persero).
In order to avoid the loss of intellectual knowledge asset when
an employee leaves a Company, on an ongoing basis since
2017, the Company continues to strengthen the Knowledge
Management System to document the knowledge asset (explicit
and tacit knowledge) owned by the Company's HR. Knowledge
asset is contained in a knowledge management portal that is
integrated with the management of knowledge asset managed
by PT Pertamina (Persero).

Sharing Session Sharing Session

Selain program pelatihan, EPS juga menyelenggarakan program In addition to the training program, EPS also organizes a knowledge
sharing knowledge sebagai wadah pertukaran ide, pengetahuan, sharing program as a place for exchanging ideas, knowledge, and

98 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

dan informasi seputar industri oil & gas diantara Pekerja yang
diselenggarakan setiap minggu sekali dengan topik bervariasi,
antara lain berupa problem solving, inovasi, dan success story.
Narasumber sharing session juga dapat diisi oleh pembicara
internal maupun eksternal. Sharing session dapat dilakukan
dan diikuti oleh seluruh Pekerja di Perseroan. Pada tahun 2019,
sharing session telah terselenggara sebanyak 43 sesi.
Khusus untuk Direksi program sharing session dikenal dengan
nama “NOBADI” (Nongkrong Bareng Direksi). Sesi ini merupakan
sesi yang dikemas secara lebih informal sehingga tercipta
kedekatan antara Direksi dan para Pekerja.
PERFORMANCE MANAGEMENT SYSTEM
Dalam rangka menyelaraskan kinerja individu dengan visi, misi,
strategi, serta proses bisnis yang berjalan, Perseroan menerapkan
Sistem Pengelolaan Kinerja (SPK), berdasarkan Surat Keputusan
(SK) Kontrak Kinerja Perusahaan yang ditandatangani oleh Direktur
Utama Perseroan. SK tersebut berisi mekanisme penetapan
dan cascading KPI dari tingkat korporasi hingga tingkat individu
serta Reward System yang terkait dengan pencapaian kinerja.
Melengkapi SK tersebut, detail Sistem Pengelolaan Kinerja yang
berlaku di Perseroan dari tahap perencanaan, monitoring hingga
penilaian dituangkan dalam prosedur tersendiri.
Perencanaan Kinerja
KPI Perseroan (level korporasi) ditetapkan dan ditandatangani
oleh seluruh Direksi, di setiap awal tahun. KPI tersebut menjadi
dasar proses cascading KPI ke seluruh unit bisnis sampai level
individu, baik di Perseroan maupun di Anak Perseroan.
Monitoring Kinerja
Monitoring atas kinerja Perseroan di level koporasi dan unit bisnis
serta Anak Perseroan dilakukan menggunakan Dashboard KPI,
yaitu suatu sistem monitoring pencapaian kinerja berbasis web
yang berisi KPI Perseroan. Update data pencapaian indikator
kinerja pada Dashboard KPI dilakukan setiap awal bulan sehingga
dapat dimonitor pencapaiannya secara triwulan. Untuk level
individu, monitoring kinerja dilakukan secara kolektif di semester
1 (satu) setiap tahunnya melalui kegiatan Mid Review. Tujuan
kegiatan Mid Review adalah untuk memonitor pencapaian kinerja
individu selama 1 (satu) semester dan menetapkan target kerja
sampai dengan akhir tahun.
Penilaian Kinerja
Penilaian Kinerja Perseroan di level koporasi dan unit bisnis serta
Anak Perseroan dilakukan menggunakan Dashboard KPI yang
secara otomastis menampilkan hasil pencapaian KPI. Untuk
level individu, penilaian kinerja dilakukan dengan metode self
assessment menggunakan form Penilaian Kinerja yang dilanjutkan
dengan penilaian oleh komite SDM. Komite SDM adalah tim yang
bertugas melakukan verifikasi atas hasil penilaian kinerja individu,
yang terdiri dari beberapa anggota seperti tersaji di bawah ini:
PT Elnusa Tbk
information about the oil & gas industry among workers which is
held once a week with varied topics, including problem solving,
innovation, and success stories. Resources can also come from
internal and external speakers. Sharing sessions can be conducted
and participated by all Employees in the Company. In 2019, there
were 43 sharing sessions.
Specifically for Board of Directors, the sharing session program
is known as "NOBADI" (Hanging out with the Directors). This
session is more informal so as to create closeness between the
Directors and Employees.
PERFORMANCE MANAGEMENT SYSTEM
In order to harmonize the performance of individuals with the vision,
mission, strategy and ongoing business processes, the Company has
implemented a Performance Management System (SPK) that has
as its basis a Company Performance Contract decree signed by the
Company’s President Director. Within this decree is a mechanism for
determining and cascading Key Performance Indicators (KPIs) from
the corporate levels to the individual levels. The decree also contains
Reward Systems related to performance achievement. Rounding out
this decree are the Performance Management System details that
apply at the Company. These include the planning, the monitoring
and assessment phases that are set out in separate procedures.
Performance Planning
The Company’s KPI (corporate level) is determined and signed
by all Directors at the start of each year. The KPI is the basis of
the cascading KPI process for all units, from the business level to
the individual level, both for the Company and its Subsidiaries.
Performance Monitoring
Monitoring of both the Company’s performance at corporate
levels business unit levels as well as that of Company Subsidiaries
is carried out through the use of the KPI Dashboard, which is a web-
based performance achievement monitoring system that contains
within it the Company’s KPI. Updating data on the achievement of
performance indicators on the KPI Dashboard is carried out at the
start of each month so that achievements can be monitored every
month. For the individual level, performance monitoring is carried
out collectively and annually during semester 1 (one) through Mid
Review activities. The purpose of these Mid Review activities is to
monitor individual performance achievements for 1 (one) semester
and establish work targets until the end of the year.
Performance Assessment
Evaluation of the Company’s performance at the corporate and
business unit levels as well as at Company Subsidiaries is carried out
through the use of the KPI Dashboard, which automatically displays
KPI accomplishments. For the individual level, the performance
assessment is carried out through a self assessment method using
a Performance Assessment form, followed by an assessment by the
HR committee. The HR Committee is a team tasked with verifying
the results of individual performance evaluations. This committee
consists of several members as presented below:
Annual Report 2019 Laporan Tahunan 99
 PROFIL PERUSAHAAN
Company Profile
Penilaian Kinerja
Performance Assessment
Vice President Board of Directors
Senior Manager Board of Directors, Division Head on its Division, Human Capital
Manager-ke bawah
Senior Manager on its Division, Human Capital
Manager-below
Hasil penilaian kinerja selanjutnya digunakan dalam
pengembangan kompetensi, pengembangan karir SDM seperti
promosi dan rotasi, pengkajian pemberian kompensasi bagi SDM
serta penentuan reward kinerja.
COMPENSATION & BENEFIT
Pemenuhan hak Pekerja berupa kompensasi dan benefit
yang disusun Perseroan bertujuan untuk dapat menarik,
mempertahankan, memotivasi, dan meningkatkan keterikatan
Pekerja sehingga secara terus menerus memberikan kinerja
yang optimal, mendukung visi dan misi, serta strategi Perseroan.
Untuk remunerasi atau imbalan kerja yang diberikan oleh
Perseroan kepada Pekerja merupakan bentuk komitmen imbal
jasa kepada Pekerja, di mana Perseroan telah memenuhi
ketentuan Upah Minimum Provinsi/Kabupaten/Kota (UMP/K)
wilayah masing-masing unit kerja Perseroan yang ditetapkan
oleh Pemerintah. Sementara kompensasi program kesejahteraan
dan fasilitas Pekerja Perseroan mengacu kepada Ketentuan dan
Peraturan Kementerian Tenaga Kerja dan Transmigrasi, termasuk
pemenuhan upah yang berlaku.
Pada tahun 2019, Perseroan juga melakukan beberapa program
yang berkaitan dengan kompensasi dan benefit yaitu sebagai
berikut:
Review Remunerasi
Secara berkala Perseroan melakukan review remunerasi yang
diterima oleh pekerja dengan berdasarkan cost living adjustment
dan market competitiveness. Hal ini perlu dilakukan untuk
menjaga agar Talent tetap bertahan di Perseroan dan termotivasi
untuk meningkatkan produktifitasnya.
Review Benefit
Di tahun 2019 telah dicanangkan program Smart Benefit yang
akan di laksanakan 2020. Program ini pada dasarnya dilakukan
untuk memberikan kebebasan bagi Pekerja untuk memilih benefit
yang sesuai dengan kebutuhannya berdasarkan alternatif yang
ditawarkan Perseroan.
Program Kesejahteraan SDM
Dalam rangka menciptakan lingkungan kerja yang baik bagi SDM
Perseroan telah melakukan serangkaian program Elmpoyee
Welfare di lingkungan Perseroan. Program-program tersebut
dilakukan secara mingguan, bulanan maupun tahunan dalam
bentuk kegiatan olahraga dan keagamaan serta bentuk lainnya
seperti pemberian bantuan kesejahteraan dalam bentuk:
1. Penghargaan Masa Kerja/Ulang Tahun Dinas (UTD);
2. Program Siap Pensiun (SiPP);
3. Penghargaan Pekerja Masa Persiapan Pensiun (MPP) usia
55 tahun;
4. Bantuan Ibadah: Haji, Umrah, dan Jerusalem;
5. MCU Massal;
100 Annual Report 2019 Laporan Tahunan
Komite SDM
HR Committee
Panel
The results of the performance assessment are then used in
competency development, HR career development such as
promotion and rotation, assessment of HR compensation and
determination of performance rewards.
COMPENSATION & BENEFIT
The fulfillment of Employees' rights in the form of compensation
and benefits compiled by the Company aims to attract,
maintain, motivate and increase employee engagement so as
to continuously provide optimal performance, support the vision
and mission, and the Company's strategy. For remuneration or
employee benefits provided by the Company to Employees is a
form of commitment to the Employees, in which the Company
has complied with the Provincial/District/City Minimum Wage
(UMP/K) area of each of the Company's work units established
by the Government. While the compensation for the welfare
program and facilities for the Company's Employees refers to
the provisions and regulations of the Ministry of Manpower and
Transmigration, including the fulfillment of applicable wages.
In 2019, the Company also carried out several programs related
to compensation and benefits, as follows:
Remuneration Review
The Company periodically reviews the remuneration received
by employees based on cost living adjustments and market
competitiveness. This needs to be done to keep Talent afloat in
the Company and motivated to increase its productivity.
Review Benefits
In 2019 the Smart Benefit program has been launched which will
be implemented in 2020. This program is basically carried out
to provide freedom for Employees to choose benefits according
to their needs based on alternatives offered by the Company.
HR Welfare Program
In order to create a good working environment for HR, the
Company has conducted a series of Elmpoyee Welfare programs
within the Company. These programs are carried out on a weekly,
monthly and annual basis in the form of sports and religious
activities and other forms such as the provision of welfare
assistance in the form of:
1. Work Anniversary (UTD);
2. Retirement Ready Program (SiPP);
3. Employee Retirement Preparation Award (MPP) age 55
years;
4. Sponsorship for Religious Events: Hajj, Umrah and Jerusalem;
5. Mass MCU;
PT Elnusa Tbk
6. Pemberian vaksinasi;
7. Fasilitas kesehatan (klinik, dokter, dan ambulance);
8. Bantuan Melahirkan;
9. Bantuan Pemakaman;
10. Beasiswa untuk anak Pekerja berprestasi;
11. Bantuan anak yatim piatu & dhuafa;
12. Fasilitas tempat olahraga dengan 17 cabang olahraga dan
2 cabang kesenian;
13. Fasilitas ibadah (Masjid & Musholla di setiap lantai Gedung);
14. Fasilitas untuk kegiatan keagamaan: Program Ramadhan,
Idul Qurban, Pengajian Bulanan, Kajian Muslimah dan
Pendalaman Iman;
15. Perayaan Hari Ulang Tahun (HUT) PT Elnusa Tbk dan
penyelenggaraan acara EN-Lympic (Elnusa Olympic) dengan
11 cabang olahraga yang diperlombakan di seluruh area
Pertamina Group dan eksternal.
HUMAN RESOURCE MANAGEMENT SERVICES
Program Service Management dikelola untuk memastikan seluruh
layanan fungsi Human Capital dapat diterima oleh pekerja sesuai
dengan standar yang berlaku di Perseroan. Hal ini bertujuan
untuk mewujudkan kondisi kerja yang nyaman, aman, produktif,
dan efisien melalui terjaminnya pelayanan HR kepada semua
pekerja Perseroan.
Employee Engagement Index
Dalam rangka meningkatkan semangat kerja dan komunikasi
yang harmonis, dan membangun Perseoran menjadi organisasi
yang tangguh, serta tempat kerja yang menyenangkan, maka
Perseroan telah melakukan Employee Engagement Survey (EES)
pada tahun 2019 untuk memperoleh masukan mengenai tingkat
kepuasan serta motivasi dari seluruh Pekerja Perseroan.
Berdasarkan hasil survey, Perseroan mendapatkan Index
Keterikatan sebesar 46,6% dan Indeks Kepuasan sebesar 66,6%.
Dari hasil tersebut Perseroan perlu melakukan:
1. Peningkatan 3 aspek kepuasan terendah secara keseluruhan.
2. Peningkatan keterikatan pekerja yang tergolong nearly
engaged.
3. Memberikan program Public Relation terhadap internal
Pekerja Perseroan.
Service Level Agreement
Perseroan mengatur mekanisme pembuatan, pelaksanaan,
pemantauan dan pelaporan kemajuan pelaksanaan Service Level
Agreement (SLA) Fungsi Human Capital, agar terlaksana secara
terencana, terukur, efektif, dan efisien sesuai dengan ketetapan
yang berlaku. Beberapa kegiatan fungsi Human Capital yang
dapat diukur SLA nya adalah ketepatan pemenuhan rekrutmen,
administrasi payroll, administrasi benefit, contract management,
outsourcing management, administrasi perubahan pangkat,
jabatan, dan remunerasi.
HUMAN RESOURCE INFORMATION SYSTEM (HRIS)
Selama tahun 2019, Perseroan terus melakukan improvement
terhadap sistem HRIS yang dimiliki dalam bentuk penambahan
fitur lainnya. Beberapa aplikasi yang telah dibuat dalam rangka
mendigitalisasi proses-proses pengelolaan SDM pada tahun 2019
adalah sebagai berikut:
PT Elnusa Tbk
6. Vaccination;
7. Health facilities (clinics, doctors and ambulances);
8. Childbirth Assistance;
9. Funeral Assistance;
10. Scholarships for children of outstanding employees;
11. Donations for orphans & dhuafa;
12. Sports venue facilities with 17 sports and 2 arts;
13. Religious facilities (Mosque & Musholla on every floor of
the Building);
14. Facilities for religious activities: Ramadhan Program, Eid Al-
Qurban, Monthly Recitation, Muslimah Studies and Relgious
Studies;
15. PT Elnusa Tbk's Anniversary (HUT) celebration and the EN-
Lympic (Elnusa Olympic) event with 11 sports competed in
all Pertamina Group and external areas.
HUMAN RESOURCE MANAGEMENT SERVICES
The Service Management Program is managed to ensure that all
Human Capital service functions can be received by employees
in accordance with applicable standards in the Company. This
aims to create comfortable, safe, productive and efficient working
conditions through guaranteed HR services to all Company
employees.
Employee Engagement Index
In order to increase morale and harmonious communication
and build a strong organization and a pleasant workplace, the
Company has conducted an Employee Engagement Survey (EES)
in 2019 to obtain input on the level of satisfaction and motivation
of all Company Employees.
Based on the survey results, the Company obtained an
Engagement Index of 46.6% and a Satisfaction Index of 66.6%.
From these results the Company needs to:
1. Improved 3 lowest overall satisfaction aspects.
2. Increase attachment of employees classified as nearly
engaged.
3. Provide Public Relations programs for the Company's internal
employees.
Service Level Agreement
The Company regulates the mechanism of making, implementing,
monitoring and reporting the progress of the implementation of the
Service Level Agreement (SLA) of the Human Capital Function, so
that it is carried out in a planned, measured, effective, and efficient
manner in accordance with the provisions in force. Some activities
of the Human Capital function that can be measured by the SLA are
the accuracy of fulfilling recruitment, payroll administration, benefit
administration, contract management, outsourcing management,
reshuffle administration, position and remuneration.
HUMAN RESOURCE INFORMATION SYSTEM (HRIS)
During 2019, the Company continues to make improvements to its
HRIS system in the form of additional features. Some applications
that have been made in order to digitize HR management
processes in 2019 are as follows:
Annual Report 2019 Laporan Tahunan 101
 PROFIL PERUSAHAAN
Company Profile
Perjalanan Dinas Online
Aplikasi ini berfungsi untuk melakukan pengajuan dan approval
untuk Pekerja yang ingin melakukan SPPD. Aplikasi ini adalah
pembaruan dari aplikasi yang terdahulu, dimana aplikasi ini lebih
mudah dan lebih cepat digunakan dari aplikasi yang lama. Untuk
proses approval di aplikasi ini dapat dilakukan secara online dan
terintegrasi langsung ke fungsi General Affair dan Keuangan.
Recruitment Online 2.0
Aplikasi Recruitment Online telah berjalan sejak tahun 2018.
Dalam hal untuk memenuhi tuntutan kompleksitas rekrutmen
maka dipandang perlu untuk melakukan pengembangan secara
menyeluruh dari fitur yang ada, sehingga fitur rekrutmen
dapat menyesuaikan dengan populasi calon Pekerja dengan
menyediakan Apps yang handal, cepat, mudah digunakan, dan
dapat diakses dimana saja. Pengembangan akan dilakukan secara
berkelanjutan, menyesuaikan dengan strategi rekrutmen yang
ditentukan oleh Perseroan.
Integrasi Aplikasi Absensi
Untuk mempermudah Pekerja dalam melakukan check data
absennya, maka Fungsi HC dan IT melakukan integrasi antara data
absen dengan aplikasi Employee Self Service (ESS) yang dapat
diakses seluruh pekerja Perseroan. Dengan adanya integrasi ini
semua karyawan baik pekerja maupun atasan dapat memantau
data absensinya masing-masing maupun bawahannya.
HC Dashboard
HC dashboard merupakan sebuah portal yang berisi informasi
demografi pekerja yang sifatnya umum dan dapat diakses oleh
seluruh bagian di Fungsi Human Capital. Demografi yang tersedia
di portal ini antara lain:
1. Data Demografi Pekerja (Usia, Strata, Gender, Generasi,
Jabatan, Pensiun)
2. Data Rotasi dan Promosi
3. Data Turn Over Pekerja
4. Data Productivity
5. Data Talent
HC Dashboard secara continue akan terus dikembangkan dan
dioptimalkan untuk melakukan analisis data dalam rangka
pengambilan keputusan yang terkait dengan Sumber Daya
Manusia.
Industrial Relation
Perseroan selalu berupaya untuk menciptakan suasana kerja
yang terbuka dan positif dalam rangka meningkatkan hubungan
industrial yang harmonis, dinamis, dan adil. Perseroan berupaya
membangun hubungan ketenagakerjaan yang menjamin
kebebasan semua Pekerja untuk masuk dalam organisasi
pekerja (Serikat Pekerja) yang dikelola secara profesional sebagai
sarana penghubung antara Pekerja dan Perseroan, sebagaimana
diatur dalam Undang-Undang No. 13 Tahun 2003 tentang
Ketenagakerjaan.
Serikat pekerja Elnusa bernama SP Elnusa (SPE) juga memberikan
konsultasi kepada Perseroan dalam penyusunan Peraturan
Perusahaan (PP) yang mengatur hak dan kewajiban Pekerja kepada
102 Annual Report 2019 Laporan Tahunan
Business Trip
This application serves to make submissions and approvals for
Employees who want to do SPPD. Application is an update from
the previous application, where this application is easier and
faster to use than the old application. The approval process can
be applied online and integrated directly into the General Affairs
and Finance functions.
Recruitment Online 2.0
The Recruitment Online application has been running since 2018.
In order to meet the demands of the recruitment complexity, it
is deemed necessary to conduct a comprehensive development
of existing features, so that the recruitment feature can adjust
to the prospective Employees' population by providing reliable,
fast, easy to use, and reliable Apps. can be accessed anywhere.
The development will be carried out continuously, in accordance
with the recruitment strategy determined by the Company.
Integrated Application for Attendance
To make it easier for employees to check their attendance, the HC
and IT functions integrate the attendance data with the Employee
Self Service (ESS) application that can be accessed by all Company
employees. With this integration all employees can monitor the
attendance data of each and their subordinates.
HC Dashboard
HC dashboard is a portal that contains general employee
demographic information and can be accessed by all sections
in the Human Capital Function. Demographics available on this
portal include:
1. Employee Demographic Data (Age, Strata, Gender,
Generation, Position, Pension)
2. Rotation and Promotion Data
3. Worker Turn Over Data
4. Data Productivity
5. Talent Data
HC Dashboard will continue to be developed and optimized to
carry out data analysis in the context of decision making related
to Human Resources.
Industrial Relations
The Company always strives to create an open and positive
working atmosphere in order to improve harmonious, dynamic
and fair industrial relations. The Company seeks to establish
employment relationships that guarantee the freedom of all
Employees to enter the professionally managed employees'
organizations (Trade Unions) as a means of liaising between
Employees and the Company, as stipulated in Law No. 13 year
2003 on Manpower.
The Elnusa trade union named SP Elnusa (SPE) also provides
consultations to the Company in the preparation of Company
Regulations (PP) which regulate Employees' rights and obligations
PT Elnusa Tbk
Perseroan dan sebaliknya. Dokumen Peraturan Perusahaan
(PP) yang mengikat pihak Manajemen Perseroan dan SP Elnusa
terakhir disahkan melalui Keputusan Direktur Jenderal Pembinaan
Hubungan Industrial dan Jaminan Sosial Tenaga Kerja No. KEP.411/
PHIJSK-PKKAD/PP/IV/2015 pada tanggal 17 April 2015.
Sepanjang tahun 2019, Perseroan terbilang cukup berhasil dalam
melakukan pengelolaan Industrial yang kondusif dengan Pekerja,
sehingga sepanjang tahun tersebut tidak terjadi labor strike yang
melibatkan Pekerja dan Perseroan.
Peraturan Perusahaan
Peraturan Perusahaan merupakan kaidah tatanan organisasi
yang dijadikan landasan untuk bersikap dan bertingkah laku di
lingkungan Perseroan agar sesuai dengan norma dan nilai yang
berbudi luhur.
Pada tahun 2019 Perseroan telah melakukan perpanjangan
dan sosialisasi serta membagikan buku Peraturan Perusahaan
2019-2021 yang telah disahkan melalui Surat Keputusan Direktur
Jendral Pembinaan Hubungan Industrial dan Jaminan Sosial
Tenaga Kerja Kementerian Ketenagakerjaan Republik Indonesia
No. Kep.1397/PHIJSK-PK/PP/IX/2019 pada 19 September 2019
dan Surat Pengesahan Peraturan Perusahaan No. TAR.1397/
PHIJSK-PK/PP/IX/2019.
Sanksi Disiplin
Dalam rangka menerapkan prinsip keadilan bagi seluruh Insan
Perseroan, selain memberikan apresiasi kepada Pekerja yang
berkinerja baik, Perseroan juga memiliki kebijakan terkait dengan
pemberian sanksi kepada Pekerja yang melakukan pelanggaran
sebagai bentuk penerapan Good Corporate Governance.
Jenis sanksi yang berlaku di Perseroan didasarkan pada jenis
pelanggaran yang dilakukan, unsur perbuatan, serta dampak
yang ditimbulkan meliputi, Surat Peringatan 1, 2, 3, & Terakhir
serta skorsing. Pemberian sanksi selama 3 (tiga) tahun terakhir di
Perseroan menunjukkan penurunan sebagaimana tabel berikut:
Jenis Surat Tindakan Disiplin/Sanksi
Type of Discipline/Sanction Act
Surat Peringatan 1 (pertama)
Stern Warning 1 (first)
Surat Peringatan 2 (kedua)
Stern Warning 2 (second)
Surat Peringatan 3 (ketiga) & Terakhir
Stern Warning 3 (third) & Last
Surat Pembebasan Sementara (Skorsing)
Suspension
Jumlah
Total
CULTURE
Pentingnya mempertahankan budaya Perseroan adalah untuk
memastikan identitas Perseroan dengan budaya yang kuat dan
berkarakter. Selain itu penciptaan budaya yang kuat penting untuk
memastikan image Perseroan dilingkungan internal maupun
eksternal. Beberapa program budaya yang dikelola dalam rangka
menginternalisasi Core Values, tata nilai, visi, dan misi Perseroan,
antara lain:
PT Elnusa Tbk
to the Company and vice versa. The Company Regulation
document (PP) that binds the Company Management and the
latest Elnusa SP was ratified by Decree of the Director General of
Industrial Relations and Employees Social Security No. KEP.411/
PHIJSK-PKKAD/PP/IV/2015 on April 17, 2015.
Throughout 2019, the Company was quite successful in conducting
a conducive industrial management with Employees, as a result
throughout the year there wasn't any no labor strike involving
Employees and the Company.
Company Regulations
Company regulations are the rules of the organizational structure
used as the basis for behaving within the Company in accordance
with proper norms and values.
In 2019 the Company has extended and socialized and distributed
the Company Regulation Book 2019-2021 which was ratified
through the Decree of the Director General of Industrial Relations
and Employees' Social Security of the Ministry of Manpower of
the Republic of Indonesia No. Kep.1397/PHIJSK-PK/PP/IX/2019
on September 19, 2019 and Ratification of Company Regulation
No. TAR.1397/PHIJSK-PK/PP/IX/2019.
Disciplinary Sanctions
In order to apply the principle of justice to all of the Company's
Individuals, in addition to giving appreciation to Employees who
are performing well, the Company also has policies related to
sanctions for Employees who commit violations as a form of
Good Corporate Governance. The types of sanctions applicable
are based on the type of violation committed, the element of the
act, as well as the impact caused, including, Stern Warnings 1, 2, 3,
& Final and suspension. The sanctions for the last 3 (three) years
at the Company show a decrease as seen in the following table:
2019 2018 2017
2 3 8
- 5 4
- 1 2
2 - 1
4 9 15
CULTURE
The importance of maintaining the Company's culture is to ensure
the Company's identity with a strong character and culture. In
addition, the creation of a strong culture is important to ensure
the Company's image in internal and external environments. Some
cultural programs that are managed in order to internalize the
Core Values, the Company's values, vision and mission include:
Annual Report 2019 Laporan Tahunan 103
 PROFIL PERUSAHAAN
Company Profile
Values Day
Program ini bertujuan untuk membangkitkan semangat kerja,
meningkatkan produktivitas, menciptakan lingkungan yang
dapat menumbuhkan kreativitas, menyatukan perbedaan,
menumbuhkan sikap saling percaya antar Pekerja, meningkatkan
kerjasama team dan menumbuhkan motivasi dalam mencapai
tujuan Perseroan. Pelaksanaan values day dikelola oleh masing-
masing Divisi dengan melibatkan seluruh Pekerja dengan bentuk
program yang disesuaikan oleh masing-masing Divisi.
HC Day
Harmony and Collaboration Day 2019 (HC Day 2019) merupakan
serangkaian kegiatan yang bertujuan untuk mendekatkan Divisi
Human Capital dengan semua Pekerja Perseroan, dan memastikan
bahwa semua kebijakan, prosedur dan program-program terkait
pengelolaan Sumber Daya Manusia dapat tersampaikan dengan
baik.
Kegiatan HC Day 2019 juga menyediakan beberapa booth bagi
pengunjung untuk mencari tahu informasi lebih lanjut mengenai
berbagai layanan terbaru dari Human Capital, seperti fasilitas
Smart Ben, Overseas Troops, dan Agile Performance maupun
fasilitas unggulan yang sudah berjalan seperti E-Gofit dan
Positive Employee Experience. Tersedia juga Booth EN-Loker
yang merupakan kolaborasi dari fungsi Rekrutmen PT Elnusa
Tbk beserta Anak Perusahaan dalam pelaksanaan rangkaian
seleksi calon pekerja.
Code of Conduct
Sebagai entitas bisnis yang berstatus Perseroan Terbuka,
penerapan standar etika usaha perlu menjadi perhatian untuk
memastikan Perseroan memenuhi hak dan kewajiban Perseroan
terhadap para pemangku kepentingan. Code of Conduct
harus bersumber dari nilai-nilai yang dianut Perseroan, dan
penerapannya berlaku bagi semua pekerja dan manajemen
(termasuk Dewan Komisaris dan Direksi) tanpa terkecuali, serta
secara berkala di-review dan disosialisasikan kembali kepada
seluruh elemen Perseroan.
Pada Tahun 2019 telah dilaksanakan Sosialisasi Code of Conduct
di sebanyak 4 (empat) kali dan Induksi Peraturan Perusahaan.
Work Life Balance
Perseroan telah memberlakukan beberapa program demi
mencapai keseimbangan antara pekerjaan dengan kehidupan
pribadi/keluarga sehingga pekerja dapat mengatur waktu
yang baik (seimbang) antara pekerjaan di tempat kerja dengan
kebutuhan pribadinya. Melalui program work-life balance,
diharapkan pekerja semakin produktif, berkinerja tinggi, lebih
bahagia, dan kreatif karena kehidupan di pekerjaan maupun
pribadi mendukung produktivitasnya. Berbagai program Work
Life Balance yang dikelola oleh Perseroan antara lain kegiatan
olahraga, kesenian, keagamaan, dan personal/family matters.
104 Annual Report 2019 Laporan Tahunan
Values Day
This program aims to increase enthusiasm for work, productivity,
to create an environment that can foster creativity, unite
differences, foster mutual trust between Employees, enhance
teamwork and foster motivation in achieving the Company's goals.
The implementation of values day is managed by each Division
by involving all Employees with a program that is adjusted by
each Division.
HC Day
Harmony and Collaboration Day 2019 (HC Day 2019) is a series of
activities aimed at bringing the Human Capital Division closer to
all Company Employees, and ensuring that all policies, procedures
and programs related to Human Resources management can be
conveyed properly.
The HC Day 2019 activity also provides booths for visitors
to find out more information about the latest services from
Human Capital, such as Smart Ben, Overseas Troops, and Agile
Performance facilities as well as existing excellent facilities such
as E-Gofit and Positive Employee Experience. Also available is
the EN-Locker Booth which is a collaboration of the Recruitment
function of PT Elnusa Tbk and its Subsidiaries in carrying out the
selection of prospective workers.
Code of Conduct
As a business entity with a Public Company status, the application
of business ethics standards needs to be considered to ensure
that the Company fulfills the Company's rights and obligations
to stakeholders. The Code of Conduct must be sourced from the
values adopted by the Company, and its application applicable
to all employees and management (including the Board of
Commissioners and Board of Directors) without exception, and
is regularly reviewed and re-socialized to all elements of the
Company.
In 2019, Code of Conduct has been socialized 4 (four) times as
well as Induction of Company Regulations.
Work Life Balance
The Company has implemented several programs in order to
achieve a balance between work and personal/family life so
that employees can arrange a good (balanced) time between
work at work and their personal needs. Through the work-life
balance program, it is expected that employees will be more
productive, high-performing, happier, and creative because life
at work and personal both their productivity. Various Work Life
Balance programs managed by the Company include sports, arts,
religious activities, and personal/family matters.
PT Elnusa Tbk
RENCANA STRATEGIS PENGELOLAAN SDM HR MANAGEMENT STRATEGIC PLAN

HR SERVICE FUNCTIONAL STRATEGIC TRANSFORMED

PROVIDER EXPERT PARTNER HUMAN CAPITAL

Fokus pada Reliability dan Fokus pada penyediaan Expertise Terlibat dalam penyusunan transfor- Fokus solusi bisnis
Efektivitas Layanan HR Services disiplin ke-HR-an masi bisnis Focus on business solutions
Focus on Reliability and HR Services Focus on providing Human Involved in the preparation of
Effectiveness Resources Discipline Expertise business transformation

2017-2018 2019 2020 2021

Sehubungan dengan perubahan organisasi dan perkembangan
bisnis global telah menuntut Perseroan untuk melakukan
pembenahan dalam segala aspek kegiatan bisnis dan kebijakan
Perusahaan yang diselaraskan dengan perubahan budaya yang
lebih kondusif dan transparan. Oleh sebab itu, untuk menuju
Perusahaan kelas dunia, maka Pengelolaan SDM merupakan
suatu keharusan untuk dilaksanakan dengan sungguh-sungguh,
konsisten, dan terus-menerus.
In accordance with organizational changes and global business
development, the Company has demanded improvements in
all aspects of business activities and Company policies that
are aligned with cultural changes that are more conducive and
transparent. Therefore, to become a world-class company, the
HR Management is something that must be carried out seriously,
consistently, and continuously.

Fungsi Human Capital melakukan pemetaan peran sejak tahun
2017 sebagai HR Service Provider yang secara bertahap mengalami
transformasi sebagai Strategic Business Partner di tahun 2020.
Melalui peran sebagai Strategic Business Partner, diharapkan
fungsi Human Capital mampu berkontribusi nyata pada kinerja
organisasi. Untuk itu beberapa program unggulan yang menjadi
program kerja di 2020 adalah:
1. Peningkatan Efektifitas organisasi
2. Penguatan Kompetensi
3. Percepatan talent dan suksesi
4. Pemenuhan kebutuhan SDM bisnis baru dan eksisting
5. Program corporate industrial relation
6. Peningkatan retensi dan attractiveness Pekerja
7. Peningkatan salary competitiveness level
8. Smart Benefit
9. Otomatisasi proses HC
10. HC data analytics
11. Agile Performance Management
12. Elnusa work life Balance
The Human Capital function has been mapping roles since 2017
as an HR Service Provider that has gradually been transformed
as a Strategic Business Partner in 2020. Through its role as a
Strategic Business Partner, it is expected that the Human Capital
function will be able to contribute significantly to organizational
performance. For this reason, several leading programs that
become work programs in 2020 are:
1. Increase organizational effectiveness
2. Strengthen Competencies
3. Accelerate talent and succession
4. Meet the needs of HR for new and existing businesses
5. Corporate industrial relations program
6. Increase employee retention and attractiveness
7. Increase in salary competitiveness level
8. Smart Benefit
9. Automate the HC process
10. HC data analytics
11. Agile Performance Management
12. Elnusa Work Life Balance

Diharapkan dengan pelaksanaan strategi SDM tersebut, SDM It is expected that with the implementation of the HR strategy, the
Perseroan dapat menjadi penyokong utama atas keberhasilan Company's HR can be a major supporter of the Company's success
Perseroan dalam mempertahankan dan meningkatkan bisnisnya in maintaining and improving its business in the years to come.
di tahun-tahun yang akan datang.

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 105

 PROFIL PERUSAHAAN
Company Profile

STRUKTUR DAN KOMPOSISI PEMEGANG SAHAM

Structure and Composition of Shareholders

STRUKTUR PEMEGANG SAHAM PERSEROAN STRUCTURE OF THE COMPANY’S SHAREHOLDERS

Berikut skema komposisi pemegang saham Perseroan, termasuk The following is the composition scheme of the Company's
pemegang saham utama dan/atau pengendali, adalah sebagai shareholders, including major and/or controlling shareholders,
berikut: as follows:

Struktur Pemegang Saham Elnusa per 31 Desember 2019

Elnusa Shareholder Structure as of December 31, 2019

Republik Indonesia
Republic of Indonesia
100% 100%

Sebagai Pendiri
Pertamina As Founder
Pertamina

41,10% Dana Pensiun Pertamina

Pertamina Pension Fund
Sebagai Pemegang Saham
As Shareholder Publik
14,90% Public
44,00%

INFORMASI TENTANG PEMEGANG SAHAM UTAMA/ INFORMATION ON MAJOR/CONTROLLING SHAREHOLDERS

PENGENDALI HINGGA NAMA PEMILIK AKHIR PERSEROAN
PT Pertamina (Persero) merupakan pemegang saham utama
dan pengendali Elnusa dengan kepemilikan sebesar 41,1%.
Pertamina adalah perusahaan energi nasional yang 100%
kepemilikan sahamnya dimiliki oleh Pemerintah Republik
Indonesia, melalui Kementerian Negara Badan Usaha Milik Negara
(BUMN) selaku Kuasa Pemegang Saham. Dengan demikian, entitas
induk tertinggi, atau ultimate parent entity Perseroan adalah
Pemerintah Republik Indonesia, karena merupakan pemegang
saham utama/pengendali dari Pertamina selaku pemegang saham
utama/pengendali Perseroan.
TO THE NAME OF THE COMPANY'S FINAL OWNER
PT Pertamina (Persero) is the major and controlling shareholder
of Elnusa with ownership of 41.1%. Pertamina is a national energy
company whose shares are 100% owned by the Government of
the Republic of Indonesia, through the State Ministry of State-
Owned Enterprises (BUMN) as the Shareholders' Authority.
Therefore, the highest parent entity, or the ultimate parent entity
of the Company, is the Government of the Republic of Indonesia,
because it is the major/controlling shareholder of Pertamina.

Alamat Address
Kantor Pusat Pertamina Pertamina Headquarter
Jl. Medan Merdeka Timur 1A St. Medan Merdeka Timur 1A
Jakarta 10110 Indonesia Jakarta 10110 Indonesia
Telepon: (+62 21) 381-5-111, 381-6-111 Telephone: (+62 21) 381-5-111, 381-6-111
Surel: pcc@pertamina.com Email: pcc@pertamina.com
Situs Web: www.pertamina.com Website: www.pertamina.com

106 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

KOMPOSISI KEPEMILIKAN SAHAM PERSEROAN COMPANY SHAREHOLDING COMPOSITION

Berikut skema komposisi kepemilikan saham Perseroan, termasuk The following is the scheme of composition of the Company's
kepemilikan saham 5% atau lebih dan/atau kepemilikan di bawah share ownership, including ownership of 5% or more shares and/
5%, adalah sebagai berikut: or ownership below 5%, as follows:

Kepemilikan Saham Elnusa per 31 Desember 2019

Elnusa Share Ownership as of December 31, 2019

Persentase
Jumlah Kepemilikan
Jumlah Pemegang Nilai Saham Kepemilikan
Nama Pemegang Saham (lembar)
Saham Stock Value Percentage of
Shareholders Total Ownership
Total Shareholders (Rp) Ownership
(share)
(%)
Nilai Nominal Saham = Rp1.000/lembar saham
Stock Nominal Value = Rp 1,000/share
Kepemilikan Saham 5% atau lebih
Share Ownership of 5% or more
PT Pertamina (Persero) 1 3.000.000.000 300.000.000.000 41,1
Dana Pensiun Pertamina
1 1.087.407.500 108.740.750.000 14,9
Pertamina Pension Fund
Kepemilikan di bawah 5%
Share Ownership of 5% or less
Dewan Komisaris dan Direksi
Board of Commissioners and Board of - - - -
Directors
Publik <5%
18.533 3.211.092.500 321.109.250.000 44,0
Public <5%
Jumlah
18.535 7.298.500.000 729.850.000.000 100,0
Total

Komposisi Kepemilikan Saham Berdasarkan Jenis 2017-2019

Shareholding Composition Based on Type 2017-2019

Keterangan 2017 2018 2019 Description

Perseorangan Asing 0,1% 0,1% 0,2% Foreign Individual Investor
Badan Usaha Asing 11,8% 14,8% 11,8% Foreign Institutional Investor
Perseorangan Domestik 22,2% 18,3% 22,2% Domestic Individual Investor
Badan Usaha Domestik 65,9% 66,7% 69,6% Domestic Institutional Investor

Komposisi Pemegang Saham Elnusa per 31 Desember 2019 Komposisi Kepemilikan Saham Berdasarkan Jenis 2017-2019
Elnusa Share Ownership as of December 31, 2019 Shareholding Composition Based on Type 2017-2019

11,3% Perseorangan Asing

Foreign Individual
14,9% 14,8% Investor
Dana
Pensiun 18,8%
Pertamina 11,8%
Pertamina Badan Usaha Asing
Pension Fund Foreign Institutional
18,3%
Investor
44,0% 22,2%
Publik <5%
69,6% Perseorangan Domestik
Public <5% Domestic Individual
41,1% Investor
66,7%
PT Pertamina
(Persero)
65,9% 2019 Badan Usaha Domestik
Domestic Institutional
Investor
2018
2017

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 107

 PROFIL PERUSAHAAN
Company Profile

KEPEMILIKAN SAHAM PERSEROAN OLEH SHARE OWNERSHIP OF THE COMPANY BY

DEWAN KOMISARIS DAN DIREKSI THE BOARD OF COMMISSIONERS AND
BOARD OF DIRECTORS

Kepemilikan Saham Elnusa oleh Dewan Komisaris dan Direksi

Elnusa Share Ownership by Board of Commissioners and Board of Directors

2019 2018
Persentase Jumlah Saham Persentase
Nama Jabatan Jumlah Saham Kepemilikan Number of Kepemilikan
Name Posiiton Number of Shares Percentage of Shares Percentage of
(lembar) (share) Ownership (lembar) Ownership
(%) (share) (%)
Dewan Komisaris
Board of Commissioners
Komisaris Utama Nihil Nihil Nihil Nihil
Narendra Widjajanto
President Commissioner Zero Zero Zero Zero
Komisaris Nihil Nihil Nihil Nihil
Eman Salman Arief
Commissioner Zero Zero Zero Zero
Komisaris Nihil Nihil Nihil Nihil
Antonius Ratdomopurbo
Commissioner Zero Zero Zero Zero
Komisaris Independen Nihil Nihil Nihil Nihil
Lusiaga Levi Susila
Independent Commissioner Zero Zero Zero Zero
Komisaris Independen Nihil Nihil Nihil Nihil
Anies Baridwan
Independent Commissioner Zero Zero Zero Zero
Direksi
Board of Directors
Direktur Utama Nihil Nihil Nihil Nihil
Elizar Parlindungan Hasibuan
President Director Zero Zero Zero Zero
Direktur Keuangan Nihil Nihil Nihil Nihil
Hery Setiawan
Director of Finance Zero Zero Zero Zero
Direktur SDM & Umum Nihil Nihil Nihil Nihil
RM Happy Paringhadi
Director of HR & General Affair Zero Zero Zero Zero
Direktur Pengembangan Usaha &
Operasi/Independen
Nihil Nihil Nihil Nihil
Arief Riyanto Director of Business
Zero Zero Zero Zero
Development & Operation/
Director of Independent
Jumlah Nihil Nihil Nihil Nihil
Total Zero Zero Zero Zero
Keterangan: Nihil = tidak memiliki saham ELSA Note: Zero = has no Elsa shares

PEMEGANG SAHAM DENGAN SHAREHOLDERS WITH LESS THAN 5% OWNERSHIP

KEPEMILIKAN KURANG DARI 5%

Jumlah Pemegang Saham dengan Kepemilikan <5% di Sepanjang Tahun 2019

Shareholders with less than 5% ownership throughout 2019

Jumlah Pemegang Saham

Bulan Month
Number of Shareholders
Januari 18.161 January
Februari 18.110 February
Maret 18.440 March
April 16.000 April
Mei 16.495 May
Juni 16.362 June
Juli 17.622 July
Agustus 18.353 August
September 19.705 September

108 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 Jumlah Pemegang Saham dengan Kepemilikan <5% di Sepanjang Tahun 2019
Shareholders with less than 5% ownership throughout 2019

Jumlah Pemegang Saham

Bulan Month
Number of Shareholders
Oktober 19.218 October
November 20.242 November
Desember 20.391 December

25.000
20.242
18.161 18.440 18.622 19.705
20.000
16.495 20.391
19.218
18.110 18.353
15.000 16.362
16.000

10.000

5.000

0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Komposisi Pemegang Saham < 5% per 31 Desember 2019

Shareholding Composition with Ownership <5% as of December 31, 2019

Domestik Asing
Domestic Foreign
Kelompok Pemegang Saham
Shareholders Group Jumlah Pemegang Jumlah Pemegang
Jumlah Saham Jumlah Saham
Saham Saham
Total Shares Total Shares
Total Shareholders Total Shareholders
Ritel
20.052 1.343.340.084 84 9.806.500
Retail
Institusi
194 777.141.665 59 1.080.804.251
Institution
Jumlah
20.246 2.120.481.749 143 1.090.610.751
Total

Kapitalisasi Pasar 2015-2019 (Rp miliar)

Market Capitalization 2015-2019 (Rp billion)

3.065 2.715 2.511

2.233

Kapitalisasi Pasar
Market Capitalization
1.803

Kapitalisasi Pasar
Market Capitalization

2019
2018
2017
2016
2015

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 109

 PROFIL PERUSAHAAN
Company Profile

KEPEMILIKAN SAHAM PERSEROAN OLEH KARYAWAN EMPLOYEE STOCK OWNERSHIP

Sampai dengan akhir tahun buku 2019, jumlah saham ELSA yang
dimiliki oleh karyawan Perseroan adalah sebanyak 5.816.000
lembar atau 0,08% dari jumlah saham keseluruhan. Sementara
pada tingkat level manajemen senior (satu level di bawah Direksi)
berjumlah 100.000 lembar saham atau 0,001% dari jumlah saham
keseluruhan.
Until the end of fiscal year 2019, the number of ELSA shares
owned by the Company's employees is 5,816,000 shares or
0.08% of the total shares. And at the senior management level
(one level below the Board of Directors) amounted to 100,000
shares or 0.001% of the total number of shares.

20 PEMEGANG SAHAM TERBESAR PERSEROAN TOP 20 LARGEST SHAREHOLDERS

Daftar 20 Pemegang Saham Terbesar Perseroan per 31 Desember 2019

List of the 20 Largest Company Shareholders as of December 31, 2019

NAMA PEMEGANG SAHAM JUMLAH

No. STATUS (%)
Shareholder Total
PERUSAHAAN PERTAMBANGAN MINYAK DAN GAS BUMI PERSEROAN TERBATAS
1. 3.000.000.000 41,10
NEGARA (PERTAMINA) LIMITED COMPANY
DANA PENSIUN
2. DPP INHOUSE 2 1.087.407.500 14,90
PENSION FUND
BADAN USAHA ASING
3. CITIBANK NEW YORK S/A GOVERNMENT OF NORW 197.955.000 2,71
FOREIGN CORPORATION
REKSADANA
4. REKSA DANA MANDIRI SAHAM ATRAKTIF 115.674.700 1,58
MUTUAL FUND
REKSADANA
5 REKSA DANA MANDIRI INVESTA ATRAKTIF 71.075.000 0,97
MUTUAL FUND
REKSADANA
6. REKSA DANA SAM DANA CERDAS 70.000.000 0,96
MUTUAL FUND
BADAN USAHA ASING
7. CITIBANK NEW YORK S/A EMERGING MARKETS C 58.342.800 0,80
FOREIGN CORPORATION
BADAN USAHA ASING
8. BNYM RE FIS GROUP COLLECTIVE INVESTMENT 49.634.180 0,68
FOREIGN CORPORATION
REKSADANA
9. REKSA DANA SAM INDONESIA EQUITY FUND- 84 47.000.000 0,64
MUTUAL FUND
BADAN USAHA ASING
10. CITIBANK NEW YORK S/A DIMENSIONAL EMERGI 39.760.900 0,54
FOREIGN CORPORATION
REKSADANA
11. RD PREMIER ETF INDO STATE-OWNED COMPANY 37.644.318 0,52
MUTUAL FUND
REKSADANA
12. REKSA DANA MANDIRI INVESTA CERDAS BANGSA 36.345.600 0,50
MUTUAL FUND
ASURANSI
13. PT ASURANSI JIWA ADISARANA WANAARTHA-D 33.780.600 0,46
INSURANCE
ASURANSI
14. SLFI AGGRESSIVE FUND-857124000 33.120.500 0,45
INSURANCE
BADAN USAHA ASING
15. BNYM RE ERS PUBLIC EQUITY EMERGING MANAG 30.834.500 0,42
FOREIGN CORPORATION
BADAN USAHA ASING
16. NT TST CO S/A LSV EMERGING MARKETS SMALL 30.566.200 0,42
FOREIGN CORPORATION
BADAN USAHA ASING
17. SSB OM56 S/A VFM EMERGING MARKETS TRUST 30.499.200 0,42
FOREIGN CORPORATION
REKSADANA
18. RD MANDIRI INVESTA EQUITY MOVEMENT 30.378.900 0,42
MUTUAL FUND
BADAN USAHA ASING
19. BNYM RE ACADIAN EM MKTS SM ALL CAP EQ FD 28.797.300 0,39
FOREIGN CORPORATION
REKSADANA
20. RD MANULIFE DANA SAHAM UTAMA 28.350.600 0,39
MUTUAL FUND

110 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 KRONOLOGIS PENERBITAN DAN PENCATATAN SAHAM
Sharelisting and Issuance Chronology

Kronologis Penerbitan dan Pencatatan Saham

Share Listing and Issuance Chronology
Nilai Nominal
Modal Dasar Modal Ditempatkan Jumlah Lembar
Saham
(Rp miliar) dan Disetor Penuh Saham yang
Aksi Korporasi Tanggal Peristiwa (Rp/lembar
Authorized (Rp miliar) Dikeluarkan
Corporate Action Date saham)
Capital (Rp Issued & Fully Paid (lembar)
Nominal Value per
billion) Capital (Rp billion) Total Share Issued
Share (Rp)
Sebelum Aksi Korporasi
750 583,35 500 1.167.700.000
Before Corporate Action
Peningkatan Modal Dasar 9 Oktober 2007
2.250 583,35 500 5.838.500.000
Capital Enlargement October 9, 2007
Pemecahan Nilai Nominal Saham 1:5 9 Oktober 2007
2.250 583,35 500 5.838.500.000
Stock Split 1:5 October 9, 2007
Penawaran Umum Perdana
Sebanyak 20% dari Modal Dasar
atau Sebanyak 1.460.0000.0000 29-31 Januari
Lembar Saham 2008
2.250 729,85 100 7.298.500.000
Initial Public Offering (IPO) Amounting January 29-31,
to 2008
20% of Authorized Capital or Equivalent
to 1,460,000,000 Shares
Mencatatkan Saham Perseroan yang
Beredar Sebanyak 7.298.500.000
Lembar Saham di BEI dengan Kode 6 Februari 2008
2.250 729,85 100 7.298.500.000
Perdagangan “ELSA” February 6, 2008
Listed 7,298,500,000 Shares Issued at
IDX under “ELSA” Ticker
Pembelian Kembali 99.738.000 Lembar 13 Oktober 2008
Saham dan Mencatatkannya sebagai October 13, 2008
Saham Treasury 2.250 729,85 100 7.298.500.000
Buy Back of 99,738,000 Shares & 12 Januari 2009
Recorded Them as Treasury Stocks January 12, 2009
Menerbitkan Keterbukaan Informasi
untuk Melakukan Penjualan Kembali
16 Desember
atas Saham Treasury melalui BEI, Efektif
2011
Mulai 2 Januari 2012 2.250 729,85 100 7.298.500.000
December 16,
Published an Information Regarding Sell
2011
Back Program on Treasury Stock in IDX,
Effectively on January 2, 2012
Menerbitkan Keterbukaan Informasi,
Perseroan Telah Melakukan Pengalihan/
Penjualan atas Seluruh Saham Hasil
28 Juni 2013
Pembelian Kembali 2.250 729,85 100 7.298.500.000
June 28, 2013
Published an Information Disclosure
Regarding Sell Back of the Company on
the Buy Back Program

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 111

 PROFIL PERUSAHAAN
Company Profile
KRONOLOGIS PENAWARAN UMUM
PERDANA SAHAM
Sebelum melakukan Penawaran Umum Perdana Saham, jumlah
saham Perseroan adalah 5.838.500.000 lembar, setelah pada
tanggal 9 Oktober 2007, Perseroan melakukan Peningkatan
Modal Dasar dan Pemecahan Nilai Nominal Saham 1:5, dari
jumlah saham Perseroan sebelum melakukan aksi korporasi yang
sebesar 1.167.700.000 lembar saham. Pada tanggal 25 Januari
2008, Badan Pengawas Pasar Modal dan Lembaga Keuangan
(“Bapepam-LK”) menerbitkan Surat Pemberitahuan Efektif
Pernyataan Pendaftaran sehubungan dengan Penawaran Umum
Saham Perdana Perseroan sebanyak 1.460.000.000 saham. Pada
tanggal 6 Februari 2008, saham Perseroan mulai diperdagangkan
di Bursa Efek Indonesia (BEI) dengan harga penawaran perdana
sebesar Rp400 (nilai penuh) per saham.
Per 31 Desember 2019, komposisi Pemegang Saham Perseroan
adalah PT Pertamina (Persero) 41,10% (selaku pemegang saham
utama dan pengendali Perseroan), Dana Pensiun Pertamina
14,90%, dan Publik (masing-masing kepemilikan kurang dari
5%) 44,00%, seperti yang dapat dilihat pada bagian Komposisi
Pemegang Saham yang telah di ulas sebelumnya.
KRONOLOGIS PENERBITAN DAN
PENCATATAN EFEK LAINNYA
Chronology of Issuance and Listing of Other Securities
Sampai dengan 31 Desember 2019, Perseroan tidak menerbitkan
efek seperti obligasi, sukuk, obligasi konversi atau efek lainnya
di bursa efek baik yang berada di Indonesia maupun di luar
negeri. Dengan demikian, tidak terdapat informasi terkait nama
efek lainnya, tahun penerbitan efek lainnya, tingkat bunga/
imbalan efek lainnya, dan tanggal jatuh tempo efek lainnya;
nilai penawaran efek lainnya; nama bursa di mana efek lainnya
dicatatkan; dan peringkat efek.
112 Annual Report 2019 Laporan Tahunan
CHRONOLOGY OF INITIAL PUBLIC
OFFERING OF SHARES
Before conducting an Initial Public Offering, the number of shares
of the Company was 5,838,500,000 shares. On October 9, 2007,
the Company made an Increase in Authorized Capital and Splitting
Nominal Value of Shares 1: 5, from the total number of shares of
the Company before carrying out corporate actions amounting to
1,167,700,000 shares. On January 25, 2008, the Capital Market
and Financial Institution Supervisory Agency ("Bapepam-LK")
issued an Effective Notice of Registration Statement in connection
with the Company's Initial Public Offering of 1,460,000,000 shares.
On February 6, 2008, the Company's shares began to be traded
on the Indonesia Stock Exchange (IDX) at an initial offering price
of Rp400 (full amount) per share.
As of December 31, 2019, the composition of the Company's
Shareholders was PT Pertamina (Persero) 41.10% (as the main
and controlling shareholder of the Company), Pertamina's Pension
Funds of 14.90%, and the Public (each ownership less than 5%)
44.00%, as can be seen in the Shareholders Composition section
previously reviewed.
As of December 31, 2019, the Company did not issue securities
such as bonds, sukuk, convertible bonds or other securities in
the stock exchange both in Indonesia and abroad. Accordingly,
there is no information regarding the names of other securities,
year of issuance of other securities, interest rates/other securities
rewards, and other securities due dates; the value of other
securities offering; the name of the exchange where other
securities are listed; and rating effects.
PT Elnusa Tbk
 STRUKTUR GRUP PERSEROAN
Company Group Structure

Pemerintah Republik
Indonesia
Republic of Indonesia

100,00%

PT Pertamina (Persero)

Publik
Dana Pensiun Pertamina Public
Pertamina Pension Fund
<5%

14,90% 41,10% 44,00%

PT Elnusa Tbk

99,99% 99,93% 99,50% 99,58%

PT Elnusa PT Elnusa PT Patra Nusa PT Elnusa
Oilfield Petrofin Data Trans
Services Samudera

99,99% 99,98% 99,99%

PT Elnusa PT Elnusa PT Sigma
Geosains Fabrikasi Cipta Utama
Indonesia Konstruksi

100,00%
PT Elnusa
Daya Kreatif

Entitas Induk Tertinggi Parent Entity Entitas Anak Tidak Langsung

Ultimate Parent Entity Primary Share Holders Indirect Subsidiries

Entitas Induk Pemegang Saham Utama Entitas Anak

Main Shareholders Entity Subsidiaries

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 113

 PROFIL PERUSAHAAN
Company Profile

DAFTAR ENTITAS ANAK DAN ENTITAS ASOSIASI,

VENTURA BERSAMA/KERJA SAMA OPERASI
List of Subsidiaries and Associates, Joint Ventures/Joint Operations

Hingga akhir tahun 2019, Elnusa tidak memiliki Entitas

Asosiasi dan hanya memiliki Entitas Anak serta Ventura
Bersama/Kerja Sama Operasi
Until the end of 2019, Elnusa has no Associated Entities and only has
Subsidiaries and Joint Ventures/Joint Operations

Daftar Entitas Anak

List of Subsidiaries
Kepemilikan oleh
Tahun Jumlah Aset
Tahun Elnusa
Tahun Penyertaan (Rp juta) Status
Beroperasi Ownership by
Nama Bidang Usaha Domisili Berdiri Modal Total Asset Operasi
Komersial Elnusa
Name Business Field Domicile Year Year of (Rp million) Operational
Year (%)
Established Equity Status
Launched
Participation 2019 2018 2019 2018

Entitas Anak Kepemilikan Langsung

Direct Ownership Subsidiaries
Jasa Pengeboran dan
Pemeliharaan Lapangan Belum
PT Elnusa
Migas Beroperasi
Oilfield Jakarta 2014 - 2014 99,99 99,99 36.513 35.576
Oil and Gas Field Not
Services
Drilling and Working
Maintenance Services
Jasa Akuisisi Data
Geofisika/Survei Belum
PT Elnusa
Seismik Migas Beroperasi
Geosains Jakarta 2014 - 2014 99,99 99,99 11.601 12.270
Geophysical Data Not
Indonesia
Acquisition Services/Oil Working
and Gas Seismic Survey
Jasa penyimpanan
BBM, pendistribusian
BBM, perdagangan
BBM Industri &
Marine, perdagangan
chemicals, perdagangan
pelumas & aspal, serta
pengelolaan SPBU &
PT Elnusa SPBE Beroperasi
Jakarta 1996 1997 1996 99,93 99,93 1.974.247 1.378.949
Petrofin Fuel storage service, Working
fuel distribution, fuel
trade for Industry
& Marine, chemical
trading, lubricant and
asphalt trade, and the
management of gas
stations (SPBU) and LPG
filling stations (SPBE)
Jasa fabrikasi,
penguliran dan
perdagangan pipa Oil
Country Tubular Goods
(OCTG), proyek EPC dan
PT Elnusa Maintenance Services
Beroperasi
Fabrikasi Oil Country Tubular Batam 1982 1982 1982 99,98 99,98 162.894 109.430
Working
Konstruksi Goods (OCTG)
fabrication, threading
and trading services
(OCTG), EPC projects,
and Maintenance
Services

114 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 Daftar Entitas Anak
List of Subsidiaries
Kepemilikan oleh
Tahun Jumlah Aset
Tahun Elnusa
Tahun Penyertaan (Rp juta) Status
Beroperasi Ownership by
Nama Bidang Usaha Domisili Berdiri Modal Total Asset Operasi
Komersial Elnusa
Name Business Field Domicile Year Year of (Rp million) Operational
Year (%)
Established Equity Status
Launched
Participation 2019 2018 2019 2018

Jasa perolehan lisensi,

pengelolaan data
migas, data online
(pay per use) dan
penyimpanan data fisik
PT Patra migas Beroperasi
Jakarta 1997 1998 1997 99,50 99,50 141.794 149.381
Nusa Data License acquisition Working
services, oil and gas
data management,
online data (pay per
use), and physical data
storage for oil and gas
Jasa penyimpanan data
fisik, pengelolaan data
elektronik & sistem
informasi, penyimpanan
contoh batuan migas,
telekomunikasi radio,
dan jasa aplikasi sistem
PT Sigma IT
Beroperasi
Cipta Physical data storage Jakarta 1980 1980 1980 99,99 99,99 156.015 137.532
Working
Utama services, electronic
data management and
information systems,
storage of geological
samples, radio
telecommunications,
IT system application
services
Jasa pendukung
PT Elnusa
layanan marine migas Beroperasi
Trans Jakarta 2013 2013 2013 100,00 100,00 500.169 416.776
Marine oil and gas Working
Samudera
support services
Entitas Anak Kepemilikan Tidak Langsung (Kepemilikan melalui PT Elnusa Fabrikasi Konstruksi)
Indirect Subsidiary Entity (Ownership through PT Elnusa Fabrikasi Konstruksi)
Jasa Konsultasi
Bidang Manajemen
Sumber Daya Manusia
Konsultasi Bidang Belum
PT Elnusa
Listrik, & Perdagangan Beroperasi
Daya Jakarta 2015 - 2015 99,99 99,99 10.001 10.001
Consulting Services Not
Kreatif
in the Field of Human Working
Resources Management
in the Field of Electricity
& Trade Consultation

Daftar Ventura Bersama/Kerja Sama Operasi (KSO)

Joint Venture List/Joint Operations (KSO)

Nama Kepemilikan Kepemilikan

Tahun Perusahaan yang oleh Elnusa oleh WAS Jumlah Aset Status
Nama Proyek Ownership by Ownership by Total Asset
Kerjasama Bekerjasama Elnusa WAS (Rp-juta) Operasi
Name Project Partnership Name of Operational
Year Collaborating (%) (%) Status
Company 2019 2018 2019 2018 2019 2018
Jasa pemeliharaan
elektrikal dan instrumentasi
KSO
dari BP Berau Ltd. PT Waskita Adhi Beroperasi
Elnusa- 2016 51,00 51,00 49,00 49,00 77.437 23.280
Electrical and instrumentation Sejahtera (WAS) Working
WAS
maintenance services from BP
Berau Ltd.

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 115

 PROFIL PERUSAHAAN
Company Profile

ENTITAS ANAK SUBSIDIARY

PT ELNUSA OILFIELD SERVICES PT ELNUSA OILFIELD SERVICES
Perusahaan di dirikan pada tahun 2014, dengan bidang usaha The Company was founded in 2014 for oil and gas field drilling
Jasa Pengeboran dan Pemeliharaan Lapangan Migas. and maintenance services.

Komposisi Kepemilikan Saham per 31 Desember 2019

Kepemilikan Saham PT Elnusa terhadap PT ELNUSA OILFIELD SERVICES 99,99%
Share Ownership Composition as of December 31, 2019
PT Elnusa’s Share Ownership in PT ELNUSA OILFIELD SERVICES 99.00%

Manajemen Kunci per 31 Desember 2019

Key Management as of December 31,2019
Dewan Komisaris Arief RIyanto Board of Commissioners
Direksi Dian Sri Santoso Board of Directors

Kinerja Keuangan 2018-2019

Financial Performance 2018-2019
2019 2018 Pertumbuhan 2018-2019
Uraian (Rp juta) (Rp juta) Growth 2018-2019 Description
(Rp million) (Rp million) (%)
Pendapatan 4.046 4.905 (18) Income
Beban Usaha 3.611 3.693 (2) Operating Expenses
Laba Bersih 1.462 1.184 23 Net Profit
Aset 36.512 35.576 3 Asset
Liabilitas 43 568 (92) Liability
Ekuitas 36.469 35.007 4 Equity

PT ELNUSA GEOSAINS INDONESIA PT ELNUSA GEOSAINS INDONESIA

Perusahaan yang didirikan pada tahun 2014 yang memiliki bidang The Company was founded in 2014 dealing with Geophysical
usaha atas Jasa Akuisisi Data Geofisika/Survei Seismik Migas. Data Acquisition Services/Oil and Gas Seismic Survey.

Komposisi Kepemilikan Saham per 31 Desember 2019

Kepemilikan saham PT Elnusa terhadap PT ELNUSA GEOSAINS INDONESIA 99,99%
Share Ownership Composition as of December 31, 2019
PT Elnusa’s Share Ownership in PT ELNUSA GEOSAINS INDONESIA 99.99%

Manajemen Kunci per 31 Desember 2019

Key Management as of December 31,2019
Dewan Komisaris Hery Setiawan Board of Commissioners
Direksi Sopyan Mardiana Board of Directors

Kinerja Keuangan 2018-2019

Financial Performance 2018-2019
2019 2018 Pertumbuhan 2018-2019
Uraian (Rp juta) (Rp juta) Growth 2018-2019 Description
(Rp million) (Rp million) (%)
Pendapatan 0 - - Income
Beban Usaha 359 389 (8) Operating Expenses
Laba Bersih (668) 404 (265) Net Profit
Aset 11.600 12.269 (5) Asset
Liabilitas - - - Liabilities
Ekuitas 11.600 12.269 (5) Equity

116 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

PT ELNUSA PETROFIN
PT Elnusa Petrofin (Perusahaan) didirikan berdasarkan Akta
Notaris Ny. Pudji Redjeki Irawati, S.H., No. 57 tanggal 5 Juli 1996.
Akta pendirian ini disahkan oleh Menteri Kehakiman Republik
Indonesia berdasarkan Surat Keputusan No. C2-4.559.HT.01.01.
TH.97 tanggal 3 Juni 1997. Anggaran Dasar Perusahaan telah
mengalami beberapa kali perubahan, terakhir berdasarkan Akta
Notaris No. 10 tanggal 30 September 2019 oleh Notaris Ulia
Azhar, S.H., Mkn. Akta tersebut telah diberitahukan kepada
Menteri Hukum dan Hak Asasi Manusia Republik Indonesia dan
memperoleh surat penerimaan pemberitahuan No. AHU-00773.
AH.01.02 tahun 2019 tanggal 3 Oktober 2019.
PT ELNUSA PETROFIN
PT Elnusa Petrofin (Company) was established based on Notarial
Deed Ny. Pudji Redjeki Irawati, S.H., No. 57 dated July 5, 1996.
This deed of establishment was ratified by the Minister of Justice
of the Republic of Indonesia based on Decree No. C2-4,559.
HT.01.01.TH.97 dated June 3, 1997. The Company's Articles of
Association have been amended several times, most recently
based on Notarial Deed No. 10 dated September 30, 2019
by Notary Ulia Azhar, SH., Mkn. The deed was notified to the
Minister of Law and Human Rights of the Republic of Indonesia
and obtained a letter of receipt of notification No. AHU-00773.
AH.01.02 year 2019 dated October 3, 2019.

Saat ini, Perusahaan melakukan aktivitas usaha meliputi
pengelolaan Stasiun Pengisian Bahan Bakar Umum (SPBU),
dan Depo, jasa transportasi dan pengelolaan truk tangki serta
perdagangan Bahan Bakar Minyak (BBM), pelumas dan bahan
kimia.
At present, the Company conducts business activities including
the management of Public Filling Stations (SPBU), and Depots,
transportation services and management of tanker trucks and
trading in Fuel Oil (BBM), lubricants and chemicals.

Komposisi Kepemilikan Saham per 31 Desember 2019

Share Ownership Composition as of December 31, 2019

Jumlah Saham
Ditempatkan
Pemegang Saham dan Disetor Penuh Persentase kepemilikan Jumlah
Shareholders Number of Share Issued Percentage of Ownership Total
and Fully Paid
PT Elnusa Tbk 19.900 99,5% 597.000
PT Elnusa Trans Samudra 100 0,5% 3.000
Jumlah/Total 20.000 100,00% 600.000

Manajemen Kunci per 31 Desember 2019

Key Management as of December 31,2019
Alfian Nasution
Hery Setiawan
Dewan Komisaris Eldi Hendry Board of Commissioners
Agus Maulana
Djoko Siswanto
Haris Syahrudin
Direksi Aditya Dewobroto Board of Directors
Nurkholis

Kinerja Keuangan 2018-2019

Financial Performance 2018-2019

2019 2018 Pertumbuhan

Uraian (Rp juta) (Rp juta) Growth Description
(Rp million) (Rp million) 2018-2019 (%)
Pendapatan 4.364.089 3.892.297 12 Income
Beban Usaha 3.909.600 3.508.346 11 Operating Expenses
Laba Bersih 271.344 235.721 15 Net Profit
Aset 1.974.247 1.378.949 43 Asset
Liabilitas 1.107.918 715.780 55 Liabilities
Ekuitas 207.500 663.169 31 Equity

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 117

 PROFIL PERUSAHAAN
Company Profile

PT ELNUSA FABRIKASI KONSTRUKSI PT ELNUSA FABRIKASI KONSTRUKSI

PT ELnusa Fabrikasi Konstruksi (EFK) didirikan berdasarkan
Akta No. 15 oleh Notaris Sinta Susikto, S.H. tanggal 7 Mei 1982.
Pendirian EFK telah memperoleh pengesahan dari menteri
Kehakiman Republik Indonesia melalui Surat Keputusan No.
C2-5406 HT.01.01 TH 83 Tanggal 6 Agustus 1983. Anggaran
Dasar Perusahaan terakhir berdasarkan Akta Notaris No. 43
tanggal 26 Juni 2018 dari Taufani, S.H. Terkait peningkatan modal
ditempatkan dan disetor Perusahaan. Perubahan ini telah diterima
oleh Menteri Hukum dan Hak Asasi Manusia Republik Indonesia
melalui Surat Penerimaan Pemberitahuan Perubahan Anggaran
Dana Perusahaan No. AHU-AH.01.03-0216838 tanggal 29 Juni
2018. Saat ini Perusahaan bergerak dalam bidang jasa penguliran
pipa dan penjualan pipa. Pembuatan connector, coupling, dan
peralatan lainnya yang digunakan untuk pengeboran minyak
dan gas bumi.
PT Elnusa Fabrikasi Konstruksi (EFK) was established based on
Deed No. 15 by Notary Sinta Susikto, S.H. dated May 7, 1982. The
establishment of EFK was approved by the Minister of Justice of
the Republic of Indonesia through Decree No. C2-5406 HT.01.01
TH 83 Dated August 6, 1983. The latest Articles of Association of
the Company based on Notarial Deed No. 43 June 26, 2018 from
Aulia Taufani S.H. Related to the increase in the Company's issued
and paid up capital. This amendment was received by the Minister
of Law and Human Rights of the Republic of Indonesia through the
Letter of Acceptance of Notification of Amendment to the Articles
of Association of the Company No. AHU-AH.01.03-0216838 dated
June 29, 2018. Currently the Company is engaged in pipe rolling
services and pipe sales. Manufacture of connectors, couplings,
and other equipment used for oil and gas drilling.

Komposisi Kepemilikan Saham per 31 Desember 2019

Share Ownership Composition as of December 31, 2019

Jumlah Saham
Ditempatkan
Pemegang Saham dan Disetor Penuh Persentase Kepemilikan Jumlah
Shareholders Number of Share Issued Percentage of Ownership Total
and Fully Paid
PT Elnusa Tbk 443.851 99,98% 443.851.000
Drs. Anas Mappe Siri 68 0,02% 68.000
Jumlah/Total 443.919 100,00% 443.919.000

Manajemen Kunci per 31 Desember 2019

Key Management as of December 31,2019
Dewan Komisaris Arief RIyanto Board of Commissioners
Direksi Hafid Mulyadi Board of Directors

Kinerja Keuangan 2018-2019

Financial Performance 2018-2019

2019 2018 Pertumbuhan

Uraian (Rp juta) (Rp juta) Growth Description
(Rp million) (Rp million) 2018-2019 (%)
Pendapatan 277.614 135.655 105 Income
Beban Usaha 264.487 132.961 99 Operating Expenses
Laba Bersih 8.430 308 2.637 Net Profit
Aset 162.894 109.430 49 Asset
Liabilitas 102.495 57.461 78 Liabilities
Ekuitas 60.399 51.969 16 Equity

118 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

PT PATRA NUSA DATA
PT Patra Nusa Data (Perusahaan) didirikan pada tanggal 4 November
1997 berdasarkan Akta Pendirian No. 5 dari Notaris Pudji Redjeki
Irawati, S.H., yang kemudian diubah dan diperbaiki dengan Akta
Notaris No. 15 tanggal 12 Mei 1999 dari notaris yang sama.
Perubahan akta pendirian Perusahaan tersebut telah mendapat
pengesahan dari Menteri Kehakiman Republik Indonesia melalui
Surat Keputusan No. C2-15964 HT.01.01 tanggal 3 Desember 1999
dan telah diumumkan dalam Berita Negara Republik Indonesia No.
96 dan Tambahan Lembaran Negara No. 8044 tanggal 30 November
1999. Anggaran Dasar Perusahaan telah mengalami beberapa
kali perubahan. Perubahan Anggaran Dasar terakhir berdasarkan
keputusan pemegang saham yang dinyatakan dalam Akta Notaris
Pudji Redjeki Irawati, S.H. No. 66 tanggal 23 Maret 2009 mengenai
tempat kedudukan Perusahaan yang semula berkedudukan di Jakarta
Utara berubah menjadi Jakarta Selatan. Perubahan Anggaran Dasar
ini telah disetujui oleh Menteri Hukum dan Hak Asasi Manusia
berdasarkan Surat Keputusan No. AHU-32475.AH.01.02 tanggal
13 Juli 2009. Ruang lingkup kegiatan Perusahaan meliputi usaha
dalam bidang jasa perolehan dan pengelolaan data minyak dan gas
bumi yang mencakup studi perencanaan dan kelayakan, pembuatan
sistem informasi dan proses pengelolaan data, konsultasi pengelolaan
data serta mendapatkan data spatial melalui kegiatan foto udara/
citra satelit.
PT PATRA NUSA DATA
PT Patra Nusa Data (Company) was established on November 4,
1997 based on Deed of Establishment No. 5 of Notary Pudji Redjeki
Irawati, S.H., which was later amended and revised by Notarial Deed
No. 15 dated May 12, 1999 from the same notary. The amendment
to the establishment of the Company has been approved by the
Minister of Justice of the Republic of Indonesia through Decree
No. C2-15964 HT.01.01 dated December 3, 1999 and has been
announced in the State Gazette of the Republic of Indonesia No. 96
and Supplement to the State Gazette No. 8044 dated November 30,
1999. The Company's Articles of Association have been amended
several times. The latest amendment to the Articles of Association
is based on the decision of the shareholders stated in the Notarial
Deed of Pudji Redjeki Irawati, S.H. No. 66 dated March 23, 2009
concerning the location of the Company which was originally
based in North Jakarta and then changed to South Jakarta. This
amendment to the Articles of Association was approved by the
Minister of Law and Human Rights based on Decree No. AHU-32475.
AH.01.02 dated July 13, 2009. The scope of the Company's activities
includes businesses in the field of oil and gas data acquisition and
management services which include planning and feasibility studies,
making information systems and data management processes,
consulting data management and obtaining data spatial through
aerial photography/satellite imagery activities.

Komposisi Kepemilikan Saham per 31 Desember 2019

Share Ownership Composition as of December 31, 2019

Jumlah Saham Ditempatkan

Pemegang Saham dan Disetor Penuh Persentase Kepemilikan Jumlah
Shareholders Number of Share Issued Percentage of Ownership Total
and Fully Paid
PT Elnusa Tbk 19.900 99,5% 597.000
PT Elnusa Trans Samudra 100 0,5% 3.000
Jumlah/Total 20.000 100,00% 600.000

Manajemen Kunci per 31 Desember 2019

Key Management as of December 31,2019
Budi Rahardjo
Dewan Komisaris Board of Commissioners
Happy Paringhadi JS
Direksi Hariyono Board of Directors

Kinerja Keuangan 2018-2019

Financial Performance 2018-2019

2019 2018 Pertumbuhan

Uraian (Rp juta) (Rp juta) Growth Description
(Rp million) (Rp million) 2018-2019 (%)
Pendapatan 47.420 75.882 (38) Income
Beban Usaha 43.491 63.597 (32) Operating Expenses
Laba Bersih 1.780 13.889 (87) Net Profit
Aset 141.794 149.381 (5) Asset
Liabilitas 13.196 9.244 43 Liability
Ekuitas 128.598 140.137 (8) Equity

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 119

 PROFIL PERUSAHAAN
Company Profile

PT SIGMA CIPTA UTAMA PT SIGMA CIPTA UTAMA

PT Sigma Cipta Utama (SCU) yang merupakan anak perusahaan
dari PT Elnusa Tbk telah didirikan sejak 8 April 1980. Perusahaan
bisnis dimulai dengan manajemen data di industri minyak dan
gas. Konsisten dengan Kebijakan Holding Company Elnusa, SCU
ditunjuk sebagai satu-satunya anak tunggal yang bertanggung
jawab atas Manajemen Data di Elnusa Group. Sejak November
2007 PT Elnusa Telematika berpengalaman dalam bidang
telematika (sejak 1984) dan PT Elnusa Rentrakom berpengalamn
dalam bidang telekomunikasi (sejak 1997), bergabung dengan SCU
untuk memperkuat dan melengkapi kompetensi dan perusahaan
bisnis di bidang Jasa Mananjemen Data.
PT Sigma Cipta Utama (SCU) which is a subsidiary of PT Elnusa Tbk
has been running since April 8, 1980. The company began with data
management in the oil and gas industry. Consistent with Elnusa's
Holding Company Policy, SCU was appointed as the only subsidiary
in charge of Data Management at Elnusa Group. Since November
2007 PT Elnusa Telematics works in the field of telematics (since
1984) and PT Elnusa Rentrakom works in telecommunications (since
1997), joining SCU to strengthen and complement competencies
and business companies in the field of Data Management Services.

Komposisi Kepemilikan Saham per 31 Desember 2019

Share Ownership Composition as of December 31, 2019

Jumlah Saham Ditempatkan

Pemegang Saham dan Disetor Penuh Persentase Kepemilikan Jumlah
Shareholders Number of Share Issued Percentage of Ownership Total
and Fully Paid
PT Elnusa Tbk 1.155.450 99,99% 115.545.000.000
Ir. Sakti Tamat 150 0,01% 15.000.000
Jumlah/Total 0,42% 100,00% 115.560.000.000

Manajemen Kunci per 31 Desember 2019

Key Management as of December 31,2019
Dewan Komisaris Happy Paringhadi JS Board of Commissioners
Direksi Hariyono Board of Directors

Kinerja Keuangan 2018-2019

Financial Performance 2018-2019

2019 2018 Pertumbuhan

Uraian (Rp juta) (Rp juta) Growth Description
(Rp million) (Rp million) 2018-2019 (%)
Pendapatan 103.554 90.107 15 Income
Beban Usaha 86.741 73.905 17 Operating Expenses
Laba Bersih 12.012 13.163 (9) Net Profit
Aset 156.015 137.532 13 Asset
Liabilitas 31.689 24.593 29 Liabilities
Ekuitas 124.326 112.939 10 Equity

120 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

PT ELNUSA TRANS SAMUDERA
PT ELnusa Trans Samudera (ETSA) didirikan berdasarkan Akta No.
01 oleh Notaris Ariani L Rachim, S.H. tanggal 8 November 2013
dan telah memperoleh pengesahan dari Menteri Kehakiman
Republik Indonesia melalui Surat Keputusan No. AHU-64876.
AH.01.01 Tahun 2013 tanggal 11 Desember 2013. Anggaran dasar
telah mengalami beberapa kali perubahan, terakhir berdasarkan
Akta Notaris Ulia Azhar SH M.Kn No. 10 tanggal 20 September
2017 mengenai perubahan pasal 3 Anggaran dasar Perseroan.
Perubahan Anggaran Dasar tersebut telah disetujui oleh Menteri
Hukum dan Hak Asasi Manusia Republik Indonesia berdasarkan
Surat Keputusan No. AHU-0019420.AH.01.02 tahun 2017 tanggal
22 September 2017. Adapun perubahan tersebut mencakup
ruang lingkup kegiatan bergerak dalam bidang pelayaran dalam
negeri meliputi jasa penyewaan kapal laut dana gen perkapalan
perusahaan pelayaran, jasa pelayaran, jasa angkutan moda laut
dalam negeri dan luar negeri, dan jasa maritim.
PT ELNUSA TRANS SAMUDERA
PT ELnusa Trans Samudera (ETSA) was established based on Deed
No. 01 by Notary Ariani L Rachim, S.H. on November 8, 2013 and
was approved by the Minister of Justice of the Republic of Indonesia
through Decree No. AHU-64876.AH.01.01 of 2013 dated December
11, 2013. The articles of association have been amended several
times, most recently based on Deed of Ulia Azhar SH M.Kn No. 10
dated September 20, 2017 concerning amendment to article 3
of the Company's Articles of Association. The amendment to the
Articles of Association was approved by the Minister of Law and
Human Rights of the Republic of Indonesia based on Decree No.
AHU-0019420.AH.01.02 of 2017 dated September 22, 2017. The
amendments cover the scope of activities engaged in the field
of domestic shipping, including the rental of marine vessels and
shipping companies, shipping services, domestic and foreign modes
of transportation and maritime services.

Komposisi Kepemilikan Saham per 31 Desember 2019

Share Ownership Composition as of December 31, 2019

Jumlah Saham Ditempatkan

Pemegang Saham dan Disetor Penuh Persentase Kepemilikan Jumlah
Shareholders Number of Share Issued Percentage of Ownership Total
and Fully Paid
PT Elnusa Tbk 273.630 99,58% 273.630.000
PT Elnusa Fabrikasi Konstruksi 1.143 0,42% 1.143.000
Jumlah/Total 274.773 100,00% 274.773.000

Manajemen Kunci per 31 Desember 2019

Key Management as of December 31,2019
Arief Riyanto
Dewan Komisaris Board of Commissioners
Joko Eko Purwanto
Direksi Didik Purwanto Board of Directors

Kinerja Keuangan 2018-2019

Financial Performance 2018-2019

2019 2018 Pertumbuhan

Uraian (Rp juta) (Rp juta) Growth Description
(Rp million) (Rp million) 2018-2019 (%)
Pendapatan 364.429 339.152 7 Income
Beban Usaha 334.834 305.426 10 Operating Expenses
Laba Bersih 29.009 27.676 5 Net Profit
Aset 500.169 416.776 20 Asset
Liabilitas 124.807 70.424 77 Liabilities
Ekuitas 375.362 346.352 8 Equity

PT ELNUSA DAYA KREATIF PT ELNUSA DAYA KREATIF

Yang merupakan anak perusahaan dari PT Elnusa Fabrikasi dan Which is a subsidiary of PT Elnusa Fabrication and Construction was
Konstruksi telah didirikan sejak 6 Maret 2015. Saat ini belum established on March 6, 2015. Currently it is not yet operational.
beroperasi.

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 PROFIL PERUSAHAAN
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ALAMAT ENTITAS ANAK DAN/ATAU

KANTOR CABANG ATAU KANTOR PERWAKILAN
Addresses of Subsidiaries and/or Branch Offices or Representative Offices

KANTOR PUSAT KANTOR CABANG ATAU KANTOR PERWAKILAN

Headquarter Branch or Representative Offices

PT ELNUSA TBK BALIKPAPAN REPRESENTATIVE OFFICE

Graha Elnusa 16th Floor Jl. Mulawarman No. 91, Batakan
Jl. TB Simatupang Kav. 1B Balikpapan 76116-Indonesia
Jakarta 12560-Indonesia Telepon/Telephone: +62 542-770 139, 770 169
Telepon/Telephone: +62 21-7883 0850 (Hunting) Faksimili/Facsimile: +62 542-770 230
Faksimili/Facsimile: +62 21-7883 0907
Surel/Email: corporate@elnusa.co.id/marketing@elnusa.co.id CIREBON REPRESENTATIVE OFFICE
Situs Web/Website: www.elnusa.co.id Jl. Perum Pertamina Klayan No. B33/34
LINI BISNIS Cirebon-Indonesia
Business Lines

Geoscience & Reservoir Services

Graha Elnusa 15th Floor
Jl. TB Simatupang Kav. 1B
Jakarta 12560-Indonesia
Telepon/Telephone: +62 21-7883 0850 (Hunting)
Faksimili/Facsimile: +62 21-7883 1072

Production, Operation & Maintenance Services

Graha Elnusa 11th Floor
Jl. TB Simatupang Kav. 1B
Jakarta 12560-Indonesia
Telepon/Telephone: +62 21-7883 0850 (Hunting)
Faksimili/Facsimile: +62 21-7884 5507

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 ALAMAT ENTITAS ANAK
Subsidiaries Address

PT ELNUSA GEOSAINS INDONESIA

Graha Elnusa 15th floor
Jl. TB Simatupang Kav. 1B
Jakarta 12560-Indonesia
Telepon/Telephone: +62 21-7883 0850 (Hunting)
Faksimili/Facsimile: +62 21-7883 1072

PT ELNUSA OILFIELD SERVICES

Graha Elnusa 11th floor
Jl. TB Simatupang Kav. 1B
Jakarta 12560-Indonesia
Telepon/Telephone: +62 21-7883 0850 (Hunting)
Faksimili/Facsimile: +62 21-7884 5507
PT ELNUSA FABRIKASI KONSTRUKSI
Graha Elnusa 10th Floor
Jl. TB Simatupang Kav. 1B
Jakarta 12560-Indonesia
Telepon/Telephone: +62 21-7884 3713, 7884 5519,
7884 6437, 7884 7014
Faksimili/Facsimile: +62 21-7884 5528
Head Office and Factory
Jl. Tenggiri No. 2 Batu Ampar
Batam Island-Indonesia
Telepon/Telephone: +62 0778-412 152, 412 156
Faksimili/Facsimile: +62 0778-412 151
Surel/Email: marketing.efk@elnusa.co.id
Situs Web/Website: www.elnusa-konstruksi.co.id
PT ELNUSA PETROFIN
Graha Elnusa 14th Floor
Jl. TB Simatupang Kav. 1B
Jakarta 12560-Indonesia
Telepon/Telephone: +62 21-7883 0860 (Hunting)
Faksimili/Facsimile: +62 21-7883 0853
Surel/Email: marketing-epn@elnusa.co.id
Situs Web/Website: www.elnusapetrofin.co.id
PT SIGMA CIPTA UTAMA
Graha Elnusa 10th Floor
Jl. TB Simatupang Kav. 1B
Jakarta 12560-Indonesia
Telepon/Telephone: +62 21-7883 0856 (Hunting)
Faksimili/Facsimile: +62 21-7883 0857
Surel/Email: marketing-scu@elnusa.co.id
Situs Web/Website: www.scu.co.id
PT PATRA NUSA DATA
Graha Elnusa 10th Floor
Jl. TB Simatupang Kav. 1B
Jakarta 12560-Indonesia
Telepon/Telephone: +62 21-7816 770
Faksimili/Facsimile: +62 21-7816 775
Surel/Email: marketing@patranusa.com
pnd@patranusa.com
Situs Web/Website: www.patranusa.com
Representative Office
Taman Tekno BSD XI Blok G2/1
Tangerang 15314-Indonesia
Telepon/Telephone: +62 21-7588 2510
Faksimili/Facsimile: +62 21-7588 2511
PT ELNUSA TRANS SAMUDERA
Graha ETSA (Ex. Dana Pensiun Elnusa)
Jl. TB Simatupang Kav. 1B
Jakarta 12560-Indonesia
Telepon/Telephone: +62 21-78846667
Faksimili/Facsimile: +62 21-78846669
Situs Web/Website: www.etsa.co.id
VENTURA BERSAMA/KERJA SAMA OPERASI (KSO)
JOINT VENTURE/OPERATION COOPERATION
KSO ELNUSA
Graha Elnusa 2nd Floor
Jl. TB Simatupang Kav.1B
Telepon/ Telephone : +6221-7883 0850 (Hunting)

Representative Office
Taman Tekno BSD
Tekno I Blok B5-B7 Sektor XI
Tangerang 15314-Indonesia
Telepon/Telephone: +62 21-7587 1955
Faksimili/Facsimile: +62 21-7587 1933

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Company Profile

WILAYAH OPERASIONAL
Operational Area

WILAYAH OPERASI JASA HULU MIGAS Production, Operation &

Maintenances Services
Operational Area of Upstream Oil & Gas Services Wilayah | Area
Sumatera Selatan | South Sumatera
Sumatera Utara | North Sumatera
Sumatera Barat | West Sumatera
Aceh
Jambi
Riau
Geoscience & Reservoir Services
Wilayah | Area Klien | Clients
Sumatera Selatan | South Sumatera PT Pertamina Geothermal Energy
Aceh PT Pertamina Eksplorasi Sumatera
Jambi
PT Hexindo/Mandala Energy
PT Pertamina EP
Klien | Clients
PT Hexindo
Aceh PT Pertamina EP
PT Star Energy
PT Mandala Energy
PT Ramba Energy
PT Pertagas

Sumatera Utara/
North Sumatera
Kalimantan Timur /
East Kalimantan

Sumatera Barat/
West Sumatera

Jambi
Kalimantan Tengah/
Central Kalimantan

Sumatera Selatan/
South Sumatera

DKI Jakarta
Jawa Tengah/
Jawa Barat/ Central Java
West Java
Jawa Timur/
East Java

Geoscience & Reservoir Services

Wilayah | Area
DKI Jakarta | DKI Jakarta
Jawa Tengah | Central Java
Jawa Barat | West Java

Klien | Clients
PT Pertamina EP
PT Pertamina Hulu Energi
PT Patra Nusa Data
PT Saka Indonesia
PT Premier Oil
Kementerian Energi dan Sumber Daya Manusia |
Ministry of Energy and Human Resources
PT Conoco Phillips
PT Mandala Energy
PT Repsol
PT Pratama Widya
PT Wijaya Karya

124 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 Geoscience & Reservoir Services Production, Operation & Maintenances Services
Wilayah | Area Wilayah | Area
Kalimantan Tengah | Central Kalimantan Kalimantan Timur | East Kalimantan
Papua Barat | West Papua Sulawesi Tengah | Central Sulawesi
Papua Barat | West Papua
Klien | Clients
PT Pertamina EP Klien | Clients
PT Conoco Phillips PT Pertamina EP
PT NYT
PT Vico Indonesia
PT Total E&P Indonesia
PT PHSS
PT PHKT
PT Pertamina Hulu Mahakam
PT BP Berau
PT Petrogas
PT Total E&P Indonesie

Sorong

Sulawesi Tengah /
Central Sulawesi
Papua Barat/
West Papua

Production, Operation &

Maintenances Services
Wilayah | Area
DKI Jakarta | DKI Jakarta
Jawa Tengah | Central Java
Jawa Barat | West Java
Jawa Timurl | East Java

Klien | Clients
PT Pertamina Hulu Energi
PT Pertamina EP
PT Pertamina Petrochina East Java
PT PGE Saka Energy
PT Pertamina Gas
PT Pertamina Hulu Mahakam
PT Pertamina Geothermal Energy

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 PROFIL PERUSAHAAN
Company Profile

Aceh

Sumatera Utara/
North Sumatera
Kalimantan Timur /
East Kalimantan
Jambi

Sumatera Barat/
West Sumatera Kepulauan Riau/
Riau Islands
Kalimantan Barat/
West Kalimantan
Kalimantan Tengah/
Central Kalimantan

Bengkulu
Bangka Belitung
Kalimantan Selatan/
South Kalimantan
Sumatera Selatan/
South Sumatera

Lampung

DKI Jakarta
Jawa Barat/West Java
Jawa Timur/East Java
Bali

Transportasi BBM Pengelolaan Depot

Fuel Fleet Management Depot Management

Sumatera Kalimantan
Sumatera Kalimantan
1. Aceh 1. Kalimantan Barat
2. Sumatera Utara West Kalimantan 1. Aceh 1. Kalimantan Tengah
North Sumatera 2. Kalimantan Timur 2. Jambi Central Kalimantan
3. Riau East Kalimantan 3. Sumatera Selatan 2. Kalimantan Timur
4. Jambi 3. Kalimantan Selatan South Sumatera East Kalimantan
5. Bangka Belitung South Kalimantan 3. Kalimantan Selatan
6. Sumatera Selatan Jawa | Java South Kalimantan
South Sumatera Bali
7. Bengkulu 1. DKI Jakarta Papua
8. Sumatera Barat 1. Bali
West Sumatera 1. Papua
Sulawesi Nusa Tenggara
1. Sulawesi Utara 1. Nusa Tenggara Barat
North Sulawesi West Nusa Tenggara
2. Sulawesi Tengah 2. Nusa Tenggara Timur
Central Sulawesi East Nusa Tenggara
3. Sulawesi Tenggara
Southeast Sulawesi Papua & Maluku
4. Sulawesi Selatan
South Sulawesi 1. Papua
5. Gorontalo 2. Maluku

126 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 WILAYAH OPERASI JASA DISTRIBUSI & LOGISTIK ENERGI
Operational Area of Energy Distribution & Logistics Services

Sulawesi Utara /
Gorontalo North Sulawesi

Sulawesi Tengah /
Central Sulawesi

Sulawesi Tenggara /
Southeast Sulawesi Maluku
Jayapura

Sulawesi Selatan /
South Sulawesi

Nusa Tenggara Barat /

West Nusa Tenggara Nusa Tengara Timur /
East Nusa Tenggara

Pengelolaan DPPU Perdagangan Chemical Perdagangan BBM Inmar

DPPU Management Chemical Trading Fuel Inmar Trading

Sumatera Sumatera Kalimantan Sumatera Bali & Nusa Tenggara

1. Sumatera Utara 1. Sumatera Utara 1. Kalimantan Timur 1. Sumatera 1. Bali
North Sumatera North Sumatera East Kalimantan Sumatera 2. Nusa Tenggara
2. Lampung 2. Sumatera Selatan 2. Kalimantan Selatan
South Sumatera South Kalimantan Jawa | Java Sulawesi
Jawa | Java 3. Kepulauan Riau
Riau Islands 1. DKI Jakarta & Jawa 1. Sulawesi
1. Jawa Timur 4. Sumatera Bagian DKI Jakarta & Java
East Java Tengah
Central Sumatera Kalimantan
Jawa | Java 1. Kalimantan Tengah
Central Kalimantan
1. Jawa Barat 2. Kalimantan Timur
West Java East Kalimantan
2. Jawa Tengah 3. Kalimantan Barat
Central Java West Kalimantan
3. Jawa Timur 4. Kalimantan Selatan
East Java South Kalimantan

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 PROFIL PERUSAHAAN
Company Profile

Aceh

Kalimantan Utara /
North Borneo

Sumatera Utara/
North Sumatera

Kepulauan Riau
Riau Islands
Kepulauan Riau
Riau Islands Kalimantan Timur /
East Borneo

Jambi
Bangka Belitung

Kalimantan Selatan
Batam South Borneo
Bengkulu

Laut Jawa

Sumatera Selatan
South Sumatera

Banten
DKI Jakarta
Jawa Tengah
Central Java

Jawa Barat/West Java

Jawa Timur/East Java
Denpasar

OCTG, Maintenance,
Data Management Fabrication & EPC Business

Geo IT Business Jawa & Bali: Sumatera

1. Jawa Barat
1. Jambi West Java 1. Aceh
2. Sumatera Selatan 2. Jawa Tengah 2. Sumatera Selatan
South Sumatera Central Java South Sumatera
3. DKI Jakarta 3. Jawa Timur 3. Riau
East Java 4. Sumatera Utara
Geodata Business 4. Bali North Sumatera
Sumatera: 5. Banten
1. Aceh Jawa | Java
2. Sumatera Utara Sulawesi:
North Sumatera 1. Sulawesi Selatan
South Sulawesi 1. DKI Jakarta
3. Kepulauan Riau 2. Banten
Riau Islands 3. Jawa Barat
4. Sumatera Selatan Nusa Tenggara:
1. Nusa Tenggara Barat West Java
South Sumatera 4. Jawa Tengah
5. Lampung West Nusa Tenggara
2. Nusa Tenggara Timur Central Java
6. Sumatera Barat 5. Jawa Timur
West Sumatera East Nusa Tenggara
East Java
Kalimantan: Papua & Maluku: Kalimantan & Sulawesi
1. Kalimantan Utara 1. Papua
North Kalimantan 2. Maluku 1. Kalimantan Timur
2. Kalimantan Timur
East Kalimantan West Kalimantan
3. Kalimantan Selatan 2. Sulawesi Selatan
South Kalimantan South Sulawesi

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 WILAYAH OPERASI JASA PENUNJANG
Operational Area of Support Services

Sulawesi Tengah / Papua Barat /

Central Sulawesi West Papua
Sulawesi Tenggara /
South East Sulawesi
Maluku

Jayapura

Sulawesi Selatan /
South Sulawesi

Nusa Tenggara Barat /

West Nusa Tenggara
Nusa Tengara Timur /
East Nusa Tenggara

Kupang

Physical & Digital

Data Management Business Marine Support Services

Digital Data Management Sumatera

Sumatera: Kalimantan: 1. Aceh
1. Sumatera Utara 1. Kalimantan Timur 2. Sumatera Selatan
North Sumatera East Kalimantan South Sumatera
2. Kepulauan Riau
Riau Islands Jawa | Java
3. Bangka Belitung Sulawesi:
4. Bengkulu 1. Sulawesi Tenggara 1. Jawa Barat
5. Sumatera Selatan Southeast Sulawesi West Java
South Sumatera 2. Jawa Timur
East Java
Jawa | Java: Papua & Maluku: Kalimantan, Sulawesi, Maluku
1. DKI Jakarta 1. Papua Barat
2. Banten West Papua 1. Kalimantan Timur
3. Jawa Barat 2. Maluku East Kalimantan
West Java 2. Kalimantan Barat
4. Jawa Tengah West Kalimantan
Central Java Physical Data Management 3. Sulawesi Tengah
5. Jawa Timur Central Sulawesi
East Java 1. Jambi 4. Sulawesi Tenggara
2. Sumatera Selatan Southeast Sulawesi
Bali & NTB: 5. Maluku Utara
1. Bali South Sumatera
3. Banten North Maluku
2. Nusa Tenggara Barat
West Nusa Tenggara 4. DKI Jakarta
5. Jawa Barat
West Java

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 PROFIL PERUSAHAAN
Company Profile

DAFTAR LEMBAGA DAN

PROFESI PENUNJANG PERUSAHAAN
List of Supporting Institutions and Professionals of the Company

Lembaga Nama Alamat Jenis Jasa Biaya

Institutions Name Address
Jalan Hayam Wuruk no.28
Biro Administrasi Efek Jakarta 10210, Indonesia
Securities PT Datindo Entrycom Telp. 021 - 350 8077
Administration Bureau Fax. 021 - 350 8078
www.datindo.com
Gedung Bursa Efek
Indonesia,
Tower I, Lantai 5
Jl. Jendral Sudirman Kav.
Kustodian PT Kustodian Sentral Efek
52-53 Jakarta
Custodian Indonesia
12190 - Indonesia
Telp. : +62 21 5299 1099
Faks. : +62 21 5299 1199
Situs Web : www.ksei.co.id
Panin Tower-Senayan City
17th Floor
Jl. Asia Afrika Lot.19
Pemeringkat Efek PT Pemeringkat Efek
Jakarta 10270, Indonesia
Securities Rating Indonesia (PEFINDO)
Tel. (62-21) 727 82380
Fax. (62-21) 727 82370
www.Pefindo.com
Indonesia Stock Exchange
Building, Tower II, 7th floor
KAP Purwantono,
Jl. Jend. Sudirman Kav.52-53
Kantor Akuntan Publik Sungkoro & Surja
Jakarta 12190, Indonesia.
Public Accounting Firm (anggota firma Ernst &
Telp. 021 - 5289 5000
Young Global Limited)
Fax. 021 - 5289 4100
www.ey.com/ID/EN
Konsultan Hukum Tidak ada Tidak ada
Law Consultant None None
Notaris Tidak ada Tidak ada
Notary None None
Service Type Cost
Pencatatan Daftar Pemegang
Saham (DPS) atau jasa
administrasi saham di Pasar
Sekunder yang terdaftar di
Bursa Efek Indonesia
Listing of Shareholders Rp44.000.000,-
Register (DPS) or stock
administration services in the
Secondary Market which are
listed on the Indonesia Stock
Exchange
Jasa Kustodian Sentral
Rp11.000.000
Central Custodian Service
Pemeringkatan Perusahaan
periode Desember 2019
Rp125.000.000,-
Rating the company for
December 2019 period
Audit Laporan Keuangan
Konsolidasian PT Elnusa Tbk
dan Anak Perusahaan Tahun
Buku 2019
Rp2.200.000.000,-
Audit of Consolidated
Financial Statements of PT
Elnusa Tbk and Subsidiaries
for Fiscal Year 2019
Tidak ada Tidak ada
None None
Tidak ada Tidak ada
None None

DAFTAR PENTING LAINNYA

Other Important List

Bursa Efek Indonesia

Gedung Bursa Efek Indonesia
Jl. Jend. Sudirman Kav. 52-53
Informasi Perdagangan dan Pencatatan Saham
: Jakarta 12190, Indonesia
Trading and Stock Listing Information
Telepon: +62 21 515 0515
Surel: callcenter@idx.co.id
Situs Web: www.idx.co.id

130 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk


PENGHARGAAN DI TAHUN 2019
AWARDS IN 2019
Nama Penghargaan/Awards
Penghargaan atas kepatuhan Wajib Pajak dalam
membayar dan melaporkan pajak selama tahun
2018
Award for Taxpayer compliance in paying and
reporting taxes for the year
Tanggal/Date
24 Januari 2019/January 24, 2019
Diberikan oleh/Awarded by
Kantor Pelayanan Pajak Wajib Besar Pajak Tiga
Nama Penghargaan/Awards
Zero Accident Award
Tanggal/Date
21 Februari 2019/Februry 21, 2019
Diberikan oleh/Awarded by
PT Nusantara Regas
Nama Penghargaan/Awards
Platinum & Gold Category CIP Award
Tanggal/Date
20 Maret 2019/March 20, 2019
Diberikan oleh/Awarded by
APQ Award PT Pertamina (Persero)
PT Elnusa Tbk
PENGHARGAAN DAN SERTIFIKASI
Nama Penghargaan/Awards
Excellent Safety Performance 332,322 Man-Hours,
Tahun Buku 2018
Excellent Safety Performance 332,322 Man-Hours,
Fiscal Year 2018
Tanggal/Date
Februari 2019/Februry, 2019
Diberikan oleh/Awarded by
Conoco Philips
Nama Penghargaan/Awards
HSE Communications Forum 2019-The Most Camp
Accomodation, untuk periode tahun buku 2018
HSE Communications Forum 2019-The Most Camp
Accommodation, for the 2018 fiscal year period
Tanggal/Date
28 Februari 2019/Februry 28, 2019
Diberikan oleh/Awarded by
Pertamina Hulu Mahakam (PHM)
Nama Penghargaan/Awards
Prestasi Mencapai Zero Accident pada Project Perforasi &
Pipe Recovery Area Jawa & KTI untuk tahun 2015-2019
Achieving Zero Accident in the Java & KTI Perforation & Pipe
Recovery Project for 2015-2019
Tanggal/Date
22 Maret/March 22, 2019
Diberikan oleh/Awarded by
PT Pertamina EP
Awards and Certificate
Nama Penghargaan/Awards
Prestasi mendapatkan Kategori “Very Good” dalam
penerapan Sistem Manajemen HSE Kontraktor pada
Tahun 2018 untuk Kegiatan Survei Seismik
Achievement of "Very Good" Category in the
implementation of the HSE Contractor Management
System in 2018 for seismic survey activities
Tanggal/Date
4 Februari 2019/Februry 14, 2019
Diberikan oleh/Awarded by
PT Pertamina EP
Nama Penghargaan/Awards
Special Recognition CIP Replication
Tanggal/Date
20 Maret 2019/March 20, 2019
Diberikan oleh/Awarded by
APQ Award PT Pertamina (Persero)
Nama Penghargaan/Awards
Completion SOCO Exploration (Vietnam) Ltd. Marine 2D
Seismic, Gravity & Magnetic Data Acquisition of 7,000 Line Kms
Program April to May 2019 by MV ELSA REGENT, Conducted by
a Professional Crew within The Timed ScheduleWithout LTI and
Excellent Data Quality di tahun 2019
Tanggal/Date
Juni 2019/June, 2019
Diberikan oleh/Awarded by
SOCO Exploration (Vietnam) Ltd
Annual Report 2019 Laporan Tahunan 131
 PROFIL PERUSAHAAN
Company Profile

Nama Penghargaan/Awards Nama Penghargaan/Awards Nama Penghargaan/Awards

Penghargaan atas kepatuhan Wajib Pajak dalam membayar dan Penghargaan CIP Kategori Platinum & Gold Best Innovation
melaporkan pajak selama tahun 2018 Platinum & Gold Category CIP Award Tanggal/Date
Medali Emas & Special Award dari Asosiasi Croatia & Tanggal/Date 22 November 2019/November 22, 2019
Portugal dengan Inovasi "Boom Crane Smart Basket" di 22 November 2019/November 22, 2019 Diberikan oleh/Awarded by
Ajang 4th Istanbul International Inventions Fair (ISIF) Diberikan oleh/Awarded by Forum Hulu 2019 PT Pertamina (Persero)
Gold Medal & Special Award from the Croatian & Portuguese Forum Hulu 2019 PT Pertamina (Persero)
Association with the "Boom Crane Smart Basket" Innovation at the 4th
Istanbul International Inventions Fair (ISIF)
Tanggal/Date
22 September 2019/September 22, 2019
Diberikan oleh/Awarded by
Kementerian Industri dan Teknologi Turki, di bawah naungan
International Federation of Inventors' Association (IFIA)
Turkey's Ministry of Industry and Technology, under the auspices of
the International Federation of Inventors' Association (IFIA)

Nama Penghargaan/Awards Nama Penghargaan/Awards Nama Penghargaan/Awards

Best PC Prove Top Digital Implementation 2019 on Energy & Mining Sector Top Digital Transformation Readiness 2019
Tanggal/Date # Level Star 4 Tanggal/Date
22 November 2019/November 22, 2019 Tanggal/Date 27 November 2019
Diberikan oleh/Awarded by 27 November 2019 November 27, 2019
Forum Hulu 2019 PT Pertamina (Persero) November 27, 2019 Diberikan oleh/Awarded by
Diberikan oleh/Awarded by It Works
It Works Top Digital Awards
Top Digital Awards

Nama Penghargaan/Awards Nama Penghargaan/Awards

Top Digital Transformation Readiness 2019 Sebagai penyedia Jasa Hydraulic Workover Unit (HWU) sehingga
Tanggal/Date dapat mendukung keberhasilan pekerjaan KURS Sumur Panas Bumi
27 November 2019 PT Pertamina Geothermal Energy di tahun 2019
November 27, 2019 As a provider of Hydraulic Workover Unit (HWU) Services so that
Diberikan oleh/Awarded by it can support the work process of PT Pertamina Geothermal
It Works Energy's KURS Geothermal Energy in 2019
Top Digital Awards Tanggal/Date
11 Desember 2019
December 11, 2019
Diberikan oleh/Awarded by
PT Pertamina Geothermal Energy

132 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

SERTIFIKASI YANG MASIH BERLAKU HINGGA TAHUN 2019
CERTIFICATE IN 2019
Nama Penghargaan/Awards
ISO 9001 : 2015
Tanggal/Date
12 Agustus 2018/August 12, 2018
Dikeluarkan oleh/Issued by
SGS Indonesia
Masa Berlaku Hingga/Valid Until
12 Agustus 2021/August 12, 2021
Nama Penghargaan/Awards
OHSAS 18001 : 2007
Tanggal/Date
19 Juli 2018/July, 2018
Dikeluarkan oleh/Issued by
SGS Indonesia
Masa Berlaku Hingga/Valid Until
12 Maret 2021/March 12, 2021
PT Elnusa Tbk
Nama Penghargaan/Awards
ISO 14001 : 2015
Tanggal/Date
22 Agustus 2018/August 22, 2018
Dikeluarkan oleh/Issued by
SGS Indonesia
Masa Berlaku Hingga/Valid Until
21 Agustus 2021/August 12, 2021
Nama Penghargaan/Awards
ISO 55001 : 2014
Tanggal/Date
9 Januari 2018/January 9, 2018
Dikeluarkan oleh/Issued by
SGS Indonesia
Masa Berlaku Hingga/Valid Until
8 Januari 2021/January 8, 2021
Annual Report 2019 Laporan Tahunan 133
 PROFIL PERUSAHAAN
Company Profile

Peraturan OJK No. 8/POJK.04/2015 tentang Situs Web Emiten atau
Perusahaan Publik mendorong transparansi informasi pada situs
web dari emiten atau perusahaan publik di Indonesia. Perseroan
berupaya untuk meningkatkan kehandalan dalam penyediaan
informasi secara terintegrasi melalui situs Perseroan yakni
www.elnusa.co.id. Perseroan senantiasa memberikan kemudahan
kepada para pemegang saham dan pemangku kepentingan
lainnya dalam mengakses informasi Perseroan secara akurat,
tepat, dan transparan. Situs resmi Perseroan telah memenuhi
informasi yang wajib di muat sesuai dengan Peraturan Otoritas
Jasa Keuangan (POJK) No. 8/POJK.4/2015 tentang Situs Web
Emiten atau Perusahaan Publik yang telah ditetapkan pada tanggal
25 Juni 2015, seperti:
1. Informasi Umum Emiten atau Perusahaan Publik
2. Informasi Bagi Pemodal atau Investor
3. Informasi Tata Kelola Perusahaan
4. Informasi Tanggung Jawab Sosial Perusahaan
OJK Regulation No. 8/POJK.04/2015 on Issuers ‘or Public
Companies’ Websites encourage transparency of information
on the websites of issuers or public companies in Indonesia. The
Company strives to improve reliability in providing integrated
information through the Company’s website, www.elnusa.
co.id. The Company always makes it easy for shareholders and
other stakeholders to access Company information accurately,
precisely and transparently. The official website of the Company
has complied with information that must be loaded in accordance
with Financial Services Authority Regulation (POJK) No. 8/
POJK.4/2015 on Issuer or Public Company Website which has
been established on 25 June 2015, such as:
1. General Information of Issuers or Public Companies
2. Information for Investors
3. Corporate Governance Information
4. Corporate Social Responsibility Information

Situs web Perseroan menjadi portal digital resmi korporasi
yang dapat diakses secara terbuka, dengan tujuan memberikan
informasi yang komprehensif tentang Perseroan kepada khalayak
luas. Berikut disampaikan kesesuaian situs web Perseroan dengan
kebutuhan informasi kepada publik, khususnya kepada pemegang
saham, dan pemangku kepentingan.
The Company's website becomes the official digital portal of
the corporation that can be accessed openly, with the aim of
providing comprehensive information about the Company
to a wide audience. The following is the compatibility of the
Company's website with the information needed by the public,
especially to shareholders and stakeholders.

Uraian Ketersediaan Keterangan

Description Availability Description
Struktur grup perusahaan dan informasi pemegang saham sampai dengan pemilik akhir Sudah tersedia pada situs web
individu v Perseroan
Company group structure and shareholder information up to individual final owners Available on Company web
Sudah tersedia pada situs web
Isi Kode Etik
v Perseroan
Code of Ethics Content
Available on Company web
Informasi Rapat Umum Pemegang Saham (RUPS) paling kurang meliputi bahan mata acara
yang dibahas dalam RUPS, ringkasan risalah RUPS, dan informasi tanggal penting yaitu
tanggal pengumuman RUPS, tanggal pemanggilan RUPS, tanggal RUPS, tanggal ringkasan
Sudah tersedia pada situs web
risalah RUPS diumumkan
v Perseroan
Information on General Meeting of Shareholders (GMS) at least include the agenda
Available on Company web
discussed in the GMS, summary of GMS minutes, and important date information, namely
the date of the announcement of the GMS, the date of the GMS calls, the date of the GMS,
the date of the summary of the minutes of the GMS announced
Sudah tersedia pada situs web
Laporan keuangan tahunan (5 tahun terakhir)
v Perseroan
Annual Financial Statements (last 5 years)
Available on Company web
Sudah tersedia pada situs web
Profil Dewan Komisaris dan Direksi
v Perseroan
Board of Commissioners and Board of Directors Profiles
Available on Company web
Sudah tersedia pada situs web
Piagam/Charter Dewan Komisaris, Direksi, Komite-komite, dan Unit Audit Internal
v Perseroan
Board of Commissioners, Board of Directors, Committees and Internal Audit Unit Charters
Available on Company web
v = tersedia pada situs web Perseroan/available on Company web
x = belum tersedia pada situs web Perseroan/not available on Company web

134 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 PENDIDIKAN DAN/ATAU PELATIHAN DEWAN
KOMISARIS, DIREKSI, KOMITE-KOMITE, SEKRETARIS
PERUSAHAAN, DAN UNIT AUDIT INTERNAL
Education and/or Training of the Board of Commissioners, Directors,
Committees, Corporate Secretary, and Internal Audit Unit

Sebagai bagian dari implementasi Good Corporate Governance
(GCG), Perseroan berupaya untuk memfasilitasi setiap organ
Perseroan untuk mendapatkan program pengembangan dalam
meningkatkan kapabilitas sesuai dengan kebutuhan dalam
pelaksanaan tugas masing-masing. Berikut informasi tentang
program peningkatan kompetensi untuk Dewan Komisaris,
Direksi, Komite Audit, Komite Nominasi dan Remunerasi, Komite
Manajemen Risiko, Sekretaris Perusahaan, serta Audit Internal,
di sepanjang tahun 2019.
As part of the implementation of Good Corporate Governance
(GCG), the Company strives to facilitate each of the Company's
departments to obtain development programs to improve
capabilities in accordance with the needs in carrying out their
respective duties. The following information about the competency
improvement program for the Board of Commissioners, Board
of Directors, Audit Committee, Nomination and Remuneration
Committee, Risk Management Committee, Corporate Secretary
and Internal Audit, throughout 2019.

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 135

 PROFIL PERUSAHAAN
Company Profile

Jenis Pendidikan dan

Nama dan Jabatan Pelatihan Materi Pendidikan dan Pelatihan Tempat/Tanggal Penyelenggara
Name and Position Education and Education and Training Subject Date/Place Organizer
Training Type
Dewan Komisaris
Board of Commissioners
Ikatan Akuntan
Narendra Widjajanto Jakarta Indonesia
Accounting for Derivative and Hedging
Komisaris Utama Training 25-26 Juni 2019 Institute of
Activities
President Commissioner June 25-26, 2019 Indonesia Chartered
Accountant
Jakarta
Training Master Class: Audit Committee 24-25 Juni 2019 CRMS Indonesia
June 24-25, 2019
Anis Baridwan Perkumpulan Wakil
Komisaris Independen Manajer Investasi
Independent Pendidikan Profesi Lanjutan Wakil Manajer
Jakarta, 12 Februari Indonesia
Commissioner Sertifikasi Investasi
2020 Indonesian
Certification Advanced Professional Education for Vice
February 12, 2020 Investment
Investment Manager
Manager Deputy
Association
Lusiaga Levi Susila
Bali
Komisaris Independen Risk Beyond 2019: International
Seminar 5-6 Desember 2019 CRMS Indonesia
Independent Conference
December 5-6, 2019
Commissioner
Antonius Ratdomopurbo Bali
Risk Beyond 2019: International
Komisaris Seminar 5-6 Desember 2019 CRMS Indonesia
Conference
Commissioner December 5-6, 2019
Direksi
Board of Directors
Filosofi Hukum dalam Pencegahan Tindak Jakarta PERTAMINA
Training Pidana Korupsi di Korporasi 4 Oktober 2019 CORPORATE
Legal Philosophy in Corruption Prevention in
Corporations
October 4, 2019 UNIVERSITY
Elizar P Hasibuan
Jakarta PERTAMINA
Direktur Utama Training Leader Forum 20 Agustus 2019 CORPORATE
President Director August 20, 2019 UNIVERSITY
Bogor
Business Forum and Workshop Elsa &
Seminar 21 November 2019 PT Elnusa Tbk
Schlumberger
November 21, 2019
Filosofi Hukum dalam Pencegahan Tindak
Jakarta PERTAMINA
Pidana Korupsi di Korporas
Seminar 4 Oktober 2019 CORPORATE
Legal Philosophy in Corruption Prevention
Arief Riyanto October 4, 2019 UNIVERSITY
in Corporations
Direktur Pengembangan Yogyakarta
HAGI-IAGI-IAFMI-
Usaha Seminar Joint Convention HAGI-IAGI-IAFMI-IATMI 25 November 2019
IATMI
Director of Business November 25, 2019
Development
Jakarta PERTAMINA
Training Leader Forum 20 Agustus 2019 CORPORATE
August 20, 2019 UNIVERSITY
Jakarta
BOSIET Safety Training
Training 24 Januari 2019
Solusindo
January 24, 2019

Hery Setiawan Filosofi Hukum dalam Pencegahan Tindak

Jakarta PERTAMINA
Training Pidana Korupsi di Korporas
4 Oktober 2019 CORPORATE
Direktur Keuangan Legal Philosophy in Corruption Prevention
October 4, 2019 UNIVERSITY
Director of Finance in Corporations
Workshop Annual Report dan
Jakarta
Sustainability Report
Seminar 15 November 2019 PT Elnusa Tbk
Annual Report and Sustainability Report
November 15, 2019
Workshop

136 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 Jenis Pendidikan dan
Nama dan Jabatan Pelatihan Materi Pendidikan dan Pelatihan Tempat/Tanggal Penyelenggara
Name and Position Education and Education and Training Subject Date/Place Organizer
Training Type
Jakarta
Safety Training
BOSIET 10 Januari 2019
Solusindo
January 10, 2019
R. M. Happy Paringhadi
Jakarta
Direktur SDM & Umum Root Cause Problem Solving (RCPS) 18 Januari 2019 PT Elnusa Tbk
Director of HR & General January 18, 2019
Affair Filosofi Hukum dalam Pencegahan Tindak
Jakarta PERTAMINA
Pidana Korupsi di Korporas
4 Oktober 2019 CORPORATE
Legal Philosophy in Corruption Prevention
October 4, 2019 UNIVERSITY
in Corporations
Komite Audit
Audit Committee
Jakarta
Training Master Class: Audit Committee 24-25 Juni 2019 CRMS Indonesia
June 24-25, 2019
Anis Baridwan Perkumpulan Wakil
Ketua Manajer Investasi
Pendidikan Profesi Lanjutan Wakil Manajer
Chief Sertifikasi Jakarta, 12 Februari Indonesia
Investasi
Certification 2020 Indonesian
Advanced Professional Education for Vice
February 12, 2020 Investment
Investment Manager
Manager Deputy
Association
Solo The Institute of
Seminar Empowering Internal Auditors: Embracing
24-25 Juli 2019 Internal Auditors
the 4IR
July 24-25, 2019 Indonesia
PT Elnusa Tbk dan
Ernst & Young
Reynold M. Batubara Jakarta
Indonesia
Anggota Training PSAK Series 7 1 November 2019
PT Elnusa Tbk and
Member November 1, 2019
Ernst & Young
Indonesia
Jakarta
Sertifikasi Certification in Audit Committee Practices PT Pertamina
12-14 November 2019
Certification Review Course (Persero)
November 12-14, 2019
Jakarta
Training Master Class: Audit Committee 24-25 Juni 2019 CRMS Indonesia
June 24-25, 2019
PT Elnusa Tbk dan
Ernst & Young
Jakarta
Indonesia
Training PSAK Series 7 1 November 2019
PT Elnusa Tbk and
Eddy Rachmadi November 1, 2019
Ernst & Young
Anggota Indonesia
Member
Forum Audit Migas Indonesia Summit
Bali,
2019
Seminar 7-8 November 2019 FAMI-SKK Migas
Indonesia Oil and Gas Audit Forum Summit
November 7-8, 2019
2019
Jakarta
Sertifikasi Certification in Audit Committee Practices PT Pertamina
12-14 November 2019
Certification Review Course (Persero)
November 12-14, 2019

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 137

 PROFIL PERUSAHAAN
Company Profile

Jenis Pendidikan dan

Nama dan Jabatan Pelatihan Materi Pendidikan dan Pelatihan Tempat/Tanggal Penyelenggara
Name and Position Education and Education and Training Subject Date/Place Organizer
Training Type
Komite Nominasi dan Remunerasi
Nomination & Remuneration Committee
Lusiaga Levi Susila Bali
Risk Beyond 2019: International
Ketua Seminar 5-6 Desember 2019 CRMS Indonesia
Conference
Chief December 5-6, 2019
Komite Manajemen Risiko
Risk Management Committee
Antonius Ratdomopurbo Bali
Risk Beyond 2019: International
Ketua Seminar 5-6 Desember 2019 CRMS Indonesia
Conference
Chief December 5-6, 2019
Lusiaga Levi Susila Bali
Risk Beyond 2019: International
Anggota Seminar 5-6 Desember 2019 CRMS Indonesia
Conference
Member December 5-6, 2019
PT Elnusa Tbk dan
Ernst & Young
Jakarta
Indonesia
Training PSAK Series 7 1 November 2019
Adil Nusyirwan PT Elnusa Tbk and
November 1, 2019
Anggota Ernst & Young
Member Indonesia
Bandung
Training ERM Audit Integration 11-12 November 2019 CRMS Indonesia
November 11-12, 2019
PT Elnusa Tbk dan
Ernst & Young
Jakarta
Indonesia
Serena Karlita Training PSAK Series 7 1 November 2019
PT Elnusa Tbk and
Ferdinandus November 1, 2019
Ernst & Young
Anggota Indonesia
Member
Bandung
Training ERM Audit Integration 11-12 November 2019 CRMS Indonesia
November 11-12, 2019

138 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 Jenis Pendidikan dan
Nama dan Jabatan Pelatihan Materi Pendidikan dan Pelatihan Tempat/Tanggal Penyelenggara
Name and Position Education and Education and Training Subject Date/Place Organizer
Training Type
Sekretaris Perusahaan
Corporate Secretary
Jakarta
SS: Lindungi Aset Anda Agar Lebih Optimal
Training 11 Januari 2019 PT Elnusa Tbk
SS: Protecting Assets for Optimization
January 11, 2019
Jakarta
Training Basic Coaching 8 Januari 2019 Coaching Indonesia
January 8, 2019
Ari Wijaya Jakarta
Training Communication 13 Februari 2019 John Robert Powers
February 13, 2019
Jakarta
Smart Business
Seminar Business Dev. & Strategic Planning 6 Februari 2019
Coaching Firm
February 6, 2019
Bogor
Business Forum and Workshop Elsa &
Seminar 21 November 2019 PT Elnusa Tbk
Schlumberger
November 21, 2019
Audit Internal
Internal Audit
Jakarta Institute of Internal
Training New Update For Internal Audit Standard 30 Januari 2019 Auditors (IIA)
January 30, 2019 Indonesia
SS : Tantangan dan Peluang Internal
Auditor dalam Menghadapi Revolusi 4.0 di
Batam Forum Komunikasi
Era Digital
Training 1 Oktober 2019 Satuan Pengawasan
SS: Internal Auditor's Challenges and
October 1, 2019 Intern (FKSPI)
Opportunities in Facing the 4.0 Revolution
in the Digital Age
Ganang Soegiyarso
SS : Achieving Audit Effectiveness by Bayuwangi Forum Komunikasi
Training Reading and Influencing People Using 9 Oktober 2019 Satuan Pengawasan
(Senior Auditor)
Body Language and Microexpression October 9, 2019 Intern (FKSPI)
Jakarta
Perhitungan pajak penghasilan
Training 14 November 2019 PT Elnusa Tbk
Income Tax Calculation
November 14, 2019
SS: Fungsi Procurement excellence center
di lingkungan Internal Audit PT Pertamina Jakarta, Pertamina Pusat
Training SS: Procurement excellence center 3 Oktober 2019 Pertamina
function within PT Pertamina's Internal October 3, 2019 Headquarter
Audit

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 139

04
Analisis DAN
PEMBAHASAN
MANAJEMEN
Management Discussion
and Analysis

Perseroan berhasil membukukan

pendapatan sebesar Rp8,4 triliun.
Jasa Distribusi dan Logistik Energi
memberi kontribusi pendapatan
sebesar Rp4,3 triliun atau 52%, dan
Jasa Hulu Migas sebesar Rp3,8
triliun atau 45,9% dan sisanya
berasal dari Jasa Pendukung.
The C om pany m anaged t o book r evenues of Rp8. 4 t r i l l i on.
E ner gy D i s t r i but i on and Logi s t i c s S er vi c es c ont r i but ed r ev en u e
of Rp4. 3 t r i l l i on or 52%, and Ups t r eam O i l and Gas S er vices
am ount ed t o Rp3. 8 t r i l l i on or 45. 9% and t he r es t c am e f ro m
S uppor t S er vi c es .
 analisis DAN PEMBAHASAN MANAJEMEN
Management Discussion and Analysis

TINJAUAN PEREKONOMIAN DAN INDUSTRI

Economic and Industry Review

Analisis dan Pembahasan Manajemen ini disusun dalam rangka
membantu pemegang saham dan pemangku kepentingan
untuk mendapatkan gambaran yang lebih komprehensif dalam
bentuk narasi mengenai kinerja bisnis dan keuangan Perseroan
serta faktor-faktor lain yang mempengaruhi kinerja Perseroan
sepanjang tahun 2019 maupun prospek usaha Perseroan pada
masa yang akan datang.
This Management Discussion and Analysis was compiled to help
shareholders and stakeholders get a more comprehensive picture
in the form of narrative on the business and financial performance
of the Company, and on the factors that affected the Company's
performance throughout 2019, as well as on the future business
prospects of the Company.

PERTUMBUHAN EKONOMI ECONOMIC GROWTH

Tahun 2019 perekonomian global menurun dibandingkan dengan
tahun 2018 yaitu sebesar 3,0% (IMF, Januari 2020). Perekonomian
China merupakan salah satu negara dengan perekonomian
terbesar di dunia juga mengalami penurunan menjadi sebesar
6,1% di tahun 2019. Perlambatan ekonomi China diakibatkan
oleh ketegangan perdagangan dan perlambatan aktivitas global
serta pelemahan permintaan domestik. Perlambatan ekonomi
yang dialami China memberi pengaruh terhadap ekonomi
Indonesia yang dalam beberapa tahun terakhir bertumpu pada
perekonomian China. Hal ini juga terlihat dari nilai investasi
China di Indonesia yang menempati peringkat ketiga terbesar.
Dengan perang dagang dunia yang masih belum jelas ke depan,
maka pelemahan ekonomi China bisa berlanjut. Ini kemudian
berpengaruh terhadap aktivitas perdagangan internasional,
termasuk Indonesia.
In 2019, the global economy experienced a slowdown as
compared to 2018 at 3.0% (IMF, January 2020). China being
the world’s largest economy also documented the decline in its
economy to 6.1% in 2019. China's economic slowdown was caused
by trade tensions and the slowing down of global activities and
the weakening of domestic demand. The economic slowdown
experienced by China has an impact on the Indonesian economy
which in recent years has relied on China's economy. It greatly
impacted Indonesia as China's investment is the third largest in
Indonesia. With the world trade being still unclear, the weakening
of China's economy could continue. This then will impact on
international trade activities, including those in Indonesia.

Pertumbuhan Ekonomi Indonesia, Regional & Dunia

Economic Growth of Indonesia, Regional & the World

6,5%
6,5%

6,1% 5,8%
5,1% 4,9%
5,0% 4,8%
4,5% 4,4% 3,4%
3,0% 3,0%
2,9% 2019

2020

Indonesia Malaysia Thailand Vietnam ASEAN 5 China World

Sumber: IMF, Januari 2020 Source: IMF, January 2020

142 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

NILAI TUKAR RUPIAH TERHADAP DOLAR AS RUPIAH EXCHANGE RATE AGAINST US DOLLAR
Perusahaan yang menggunakan mata uang asing dalam kegiatan Foreign exchange rate is very important for companies that use
bisnisnya dan terlibat dalam perdagangan internasional akan foreign currencies in their business activities and also involved
mempertimbangkan penentuan kurs valuta asing karena dapat in international trade because they can affect the costs and the
berpengaruh pada biaya dan perdagangan internasional yang international trade.
dilakukan.

Pada awal tahun 2019 terjadi penguatan nilai tukar rupiah At the beginning of 2019, the rupiah exchange rate was
hingga mencapai nilai tertinggi RP13.901/USD di akhir bulan strengthening and reached the highest rate of Rp13,901/USD
Desember. Sedagkan nilai tukar terendah rupiah berada pada at the end of December. While in May the rupiah reach the lowest
nilai RP14.513/USD pada bulan Mei. Jika dibandingkan dengan rate at Rp14,513/USD. Compared to the rupiah exchange rate
nilai tukar rupiah pada tahun 2018, nilai tukar pada tahun 2019 in 2018, the exchange rate in 2019 was lower, the reason was
lebih rendah. Penyebabnya adalah ekonomi AS yang semakin the US economy was getting better, thereby strengthening the
membaik sehingga memperkuat nilai dolar. Selain itu, faktor value of the dollar. In addition, geopolitical risk factors, brexit
risiko geopolitik, ketidakjelasan brexit dan politik lainnya juga ambiguity and other political factors also influenced the rupiah
memberikan pengaruh terhadap nilai tukar rupiah. exchange rate.

Sementara faktor dalam negeri dipicu oleh kenaikan permintaan Meanwhile, the domestic factors were triggered by an increase
valas oleh korporasi domestik untuk kebutuhan pembayaran in foreign exchange demand by domestic corporations for
impor dan hutang luar negeri. Hingga akhir Desember 2019, import payment needs and pay the foreign debt. As of the end
suku bunga acuan BI tercatat mencapai 5% dan ditutup pada of December 2019, BI's benchmark interest rate was recorded
level Rupiah tercatat terdepresiasi mencapai 6,9% dan ditutup at 5% and the Rupiah level depreciated to 6.9% and closed at
pada level Rp13.901/dolar AS. Rp13,901/US dollar.

Nilai Tukar Rupiah terhadap USD

Rupiah Exchange Rate against USD

USD-IDR Exchange Rate

15.500,00

15.000,00

14.500,00

14.000,00

13.500,00

13.000,00

12.500,00

12.000,00
02-Jan-18

02-Feb-18

02-Mar-18

02-Apr-18

02-May-18

02-Jun-18

02-Aug-18
02-Jul-18

02-Sep-18

02-Oct-18

02-Nov-18

02-Dec-18

02-Jan-19

02-Feb-19

02-Mar-19

02-Apr-19

02-May-19

02-Jun-19

02-Aug-19
02-Jul-19

02-Sep-19

02-Oct-19

02-Nov-19

02-Dec-19

Sumber: BI Source: BI

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 143

 analisis DAN PEMBAHASAN MANAJEMEN
Management Discussion and Analysis
INFLASI
Sepanjang 2019 inflasi di Indonesia mencapai 2,72%, angka ini
lebih rendah jika dibandingkan periode 2018 yang sebesar 3,13%.
Inflasi tahun 2019 merupakan inflasi terendah sejak tahun 1998.
Hal ini disebabkan oleh pasokan produksi yang memadai dengan
permintaan pasar, koordinasi pemerintah dan BI dalam memenuhi
ketersediaan bahan pangan, nilai tukar rupiah yang stabil, dan
harga sejumlah komoditas yang terjangkau. Dengan demikian,
inflasi aktual berada di bawah target Pemerintah sebesar 3,5%.
Penyebab utama inflasi pada 2019 adalah kenaikan harga pada
kelompok barang Bahan Makanan. Selain itu, dalam komponen
energi, harga BBM yang berfluktuatif juga mempengaruhi inflasi.
Regulasi
1. Permen ESDM No. 7 Tahun 2019 tentang Pengelolaan
dan Pemanfaatan Data yang diperoleh dari Survei Umum,
Eksplorasi dan Eksploitasi Minyak dan Gas Bumi sehingga
dapat diakses secara online.
2. Permen ESDM No. 20 Tahun 2019 tentang Perubahan Kedua
atas Permen ESDM No. 08 Tahun 2017 tentang Kontrak bagi
Hasil Gross Split.
3. Permen ESDM No. 3 Tahun 2019 tentang Perubahan Kedua
atas Peraturan Menteri ESDM No. 23 Tahun 2018 tentang
Pengelolaan Wilayah Kerja Minyak dan Gas Bumi yang akan
Berakhir Kontrak Kerjasamanya.
4. Permen ESDM No. 1 Tahun 2019 tentang Cara Pelaksanaan
Hibah Barang Milik Negara di Lingkungan Kementerian
Energi dan Sumber Daya Mineral yang dari sejak awal
pengadaannya direncanakan untuk dihibahkan.
5. Permen ESDM No. 8 Tahun 2019 tentang Perubahan atas
Permen ESDM No. 16 Tahun 2017 tentang Pedoman Umum
Pelaksanaan Pemberian Bantuan Pemerintah di lingkungan
Direktorat Jenderal Minyak dan Gas Bumi.
6. Permen ESDM No. 3 Tahun 2019 tentang Perubahan Kedua
atas Permen ESDM No. 23 Tahun 2018 tentang Pengelolaan
Wilayah Kerja Minyak dan Gas Bumi yang akan berakhir
Kontrak kerja samanya.
7. Permen Keuangan No. 89/PMK.06/2019 tentang Pengelolaan
Barang Milik Negara yang berasal dari pelaksanaan kontrak
kerja sama kegiatan usaha hulu minyak dan gas bumi.
8. Kepmen ESDM No. 195 K/80/MEM/2019 tentang Perubahan
atas Keputusan Menteri Energi dan Sumber Daya Mineral No.
1987 K/80/MEM/2018 tentang penetapan daerah penghasil
dan dasar penghitungan dana bagi hasil sumber daya alam
minyak dan gas bumi untuk tahun 2019.
9. Permen Keuangan No. 118/PMK.02/2019 tentang tata cara
pembayaran domestic market obligation fee, over lifting
kontraktor dan/atau under lifting kontraktor dalam kegiatan
usaha hulu minyak dan gas bumi.
144 Annual Report 2019 Laporan Tahunan
INFLATION
Throughout 2019 inflation in Indonesia reached 2.72%, this figure
is lower than the 2018 period which was 3.13%. Inflation in 2019
has been the lowest since 1998. This is due to the adequate
production supply with market demand, coordination between
the government and BI in meeting the availability of food, a
stable rupiah exchange rate, and the prices of a number of
affordable commodities. Therefore, the actual inflation is below
the Government's target of 3.5%. The main cause of inflation in
2019 was the rise in food prices and the fluctuating of fuel prices.
Regulation
1. Minister of Energy and Mineral Resources Regulation
No. 7 of 2019 concerning Management and Utilization of
Data obtained from the General Survey, Exploration and
Exploitation of Oil and Gas so that it can be accessed online.
2. Minister of Energy and Mineral Resources Regulation No. 20
of 2019 concerning the Second Amendment to the Minister
of Energy and Mineral Resources Regulation No. 08 of 2017
concerning Gross Split Production Sharing Contracts.
3. Minister of Energy and Mineral Resources Regulation No. 3 of
2019 concerning the Second Amendment to the Regulation
of the Minister of Energy and Mineral Resources No. 23 of
2018 concerning Management of Oil and Gas Working Areas
where the Cooperation Contract will expire.
4. Minister of Energy and Mineral Resources Regulation No.
1 of 2019 concerning How to Implement Grants of State
Property in the Ministry of Energy and Mineral Resources
which are planned to be granted since the beginning of
their procurement.
5. Minister of Energy and Mineral Resources Regulation No.
8 of 2019 concerning Amendments to the Regulation of
the Minister of Energy and Mineral Resources No. 16 of
2017 concerning General Guidelines for Implementing
Government Assistance within the Directorate General of
Oil and Gas.
6. Minister of Energy and Mineral Resources Regulation No. 3 of
2019 concerning the Second Amendment to the Regulation
of the Minister of Energy and Mineral Resources No. 23 of
2018 concerning Management of Oil and Gas Working Areas
where the Cooperation Contract will expire.
7. Minister of Finance Regulation No. 89/PMK.06/2019
concerning Management of state property originating from
the implementation of cooperation contracts for upstream
oil and gas business activities.
8. Decree of the Minister of Energy and Mineral Resources
No. 195 K/80/MEM/2019 concerning Amendment to the
Decree of the Minister of Energy and Mineral Resources
No. 1987 K/80/MEM/2018 concerning the determination
of producing regions and the basis for calculating the profit
sharing funds for natural oil and gas resources for 2019.
9. Minister of Finance Regulation No. 118/PMK.02/2019
concerning procedures for payment of domestic market
obligation fees, over lifting contractors and/or under lifting
contractors in upstream oil and gas business activities.
PT Elnusa Tbk
HARGA MINYAK DUNIA WORLD OIL PRICES
Selama tahun 2019 harga rata-rata minyak Brent adalah Throughout 2019 the average price of Brent oil was USD64.36/
USD64,36/bbl, WTI secara rata-rata USD56,98/bbl. Harga minyak bbl, and the average WTI was USD56.98/bbl. The oil price of
tahun ini lebih rendah dibandingkan dengan tahun sebelumnya. this year is lower compared to the previous year because of
Hal ini disebabkan oleh perlambatan ekonomi global akibat the global economic slowdown due to the ongoing trade war
berlangsungnya perang dagang antara AS dan China. Selain itu, between the US and China. In addition, the decline in crude
persediaan minyak mentah Amerika Serikat (AS), Venezuela, dan oil inventories in the United States (US), Venezuela, and Iran is
Iran yang turun menyebabkan harga minyak sempat mengalami causing the oil prices to experience the highest increase in April
kenaikan tertinggi pada bulan April dengan nilai Brent USD71,23/ with a value of Brent USD71.23/bbl and WTI USD63.86/bbl. In
bbl dan WTI USD63,86/bbl. Harga tertinggi untuk minyak mentah April the price for Indonesian crude oil experience the highest
Indonesia tercapai di bulan April sebesar USD68,31 per barel. price at USD68.31 per barrel.

Sedangkan di Indonesia, rata-rata ICP pada tahun 2019 adalah Meanwhile the average price of ICP in Indonesia in 2019 was
USD62,38 per barel. Di tahun 2019 harga ICP mengalami USD62.38 per barrel. In 2019 ICP prices increased from January
peningkatan mulai dari bulan Januari hingga mencapai nilai and reach the highest price in April. Furthermore, ICP prices have
tertinggi di bulan April. Selanjutnya, harga ICP mengalami declined because of the US and China trade war, the decline in
penurunan selain diakibatkan oleh perang dagang AS dan China, the world economy and the decline in the growth of world oil
hal ini juga diakibatkan penurunan perekonomian dunia dan demand.
penurunan pertumbuhan permintaan minyak dunia.

Harga ICP mengalami peningkatan kembali di akhir Desember The ICP price experienced an increase at the end of December
hingga mencapai USD67,18 per barel. Kenaikan ICP itu dipengaruhi and reach USD67.18 per barrel. The increase in ICP was influenced
merosotnya produksi Organisasi Negara-Negara Pengekspor by the decline in production of the Organization of Petroleum
Minyak Bumi atau Organization of the Petroleum Exporting Exporting Countries (OPEC), the increase in geopolitical tensions in
Countries (OPEC), peningkatan ketegangan geopolitik di Timur the Middle East; and the increase of import quotas from Chinese
Tengah, dan penambahan kuota impor dari Pemerintah China Government for several refineries in China. Oil prices also rose
untuk beberapa kilang di China. Harga minyak naik juga karena due to the increasing need for crude oil in winter and the end
meningkatnya kebutuhan minyak mentah saat musim dingin of the year.
dan akhir tahun.

Harga Minyak Mentah Dunia (EIA)

World Crude Oil Prices (EIA)

Monthly WTI, Brent & ICP

90

80
USD/bbl

70

60

50

40
May-18

May-19
Mar-18

Mar-19
Nov-18

Nov-19
Aug-18

Aug-19
Dec-18

Dec-19
Sep-18

Sep-19
Feb-18

Feb-19
Apr-18

Apr-19
Oct-18

Oct-19
Jun-18

Jun-19
Jan-18

Jan-19
Jul-18

Jul-19

WTI Brent ICP

Sumber: EIA. Energy Outlook. ESDM Source: EIA. Energy Outlook. ESDM

INDUSTRI ENERGI 2019 ENERGY INDUSTRY IN 2019

Penyediaan energi primer sudah diklasifikasikan berdasarkan The supply of primary energy is classified by its type and it's
jenisnya dan dibagi ke proporsi masing-masing. Berdasarkan divided into several proportions. Based on the energy mix
bauran energi yang diberikan oleh ESDM, minyak dan gas masih provided by ESDM, oil and gas are still the most needed sources
menjadi sumber energi yang akan dibutuhkan ke depan, walaupun of energy for the future, although the value of the oil mix will
nilainya bauran minyak akan mengalami penurunan menjadi decrease to around 15% of the energy mix in 2050. Whereas
sekitar 15% dalam bauran energi di tahun 2050. Sedangkan untuk the gas mix will remain around 24% of the total energy mix. EBT
bauran gas akan tetap sekitar 24% dalam total bauran energi. (New Renewable Energy) will be the focus of mix energy and it
EBT (Energi Baru Terbarukan) akan menjadi fokus peningkatan will increase to 32%.
mencapai 32% dalam bauran.

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 145

 analisis DAN PEMBAHASAN MANAJEMEN
Management Discussion and Analysis

Bauran Energi Primer Skenario PB

Primary Energy Combine PB Scenario

21% 15%
23% Minyak
Minyak
EBT Oil
Oil
32%
EBT
24%
Gas
24%
Gas 32%
Batubara 29%
Coal Batubara
Coal

2025 2050
Sumber: DEN, 2019 Source: DEN, 2019

Realisasi produksi migas tahun 2019 mencapai 90,5% dari target
yang ditentukan oleh APBN. Produksi minyak yang dihasilkan
pada tahun 2019 sebanyak 746.000 barel per hari atau sekitar
96,3% dari target APBN 2019. Sedangkan untuk realisasi produksi
gas sepanjang 2019 sebesar 1.053.475 BOEPD atau 84,5% dari
target APBN. Penyebabnya di antaranya harga migas dunia yang
rendah, kasus kebocoran yang terjadi di beberapa wilayah dan
kebakaran hutan.
The realization of oil and gas production in 2019 reached 90.5%
of the target set by the state budget. Oil production produced in
2019 was 746,000 barrels per day or around 96.3% of the 2019
APBN target. Whereas the realization of gas production in 2019
was 1,053,475 BOEPD or 84.5% of the APBN target. This is due
to the low price of world oil and gas, and also the leakage that
occurred in several regions and forest fires.

Produksi Migas
Gas & Oil Production

1.379.667
1.354.078

1.054.475
Minyak BOPD
801.000 BOPD Oil
772.000 746.000

Gas BOEPD
BOEPD Gas

2017 2018 2019

Sumber: SKK Migas Source: SKK Migas

INVESTASI HULU MIGAS INDONESIA
Investasi hulu migas Indonesia tahun 2019 mengalami peningkatan
menjadi USD11,49 Miliar, lebih besar dari investasi tahun 2018
USD11 Miliar. Jika dibandingkan dengan tahun 2018, investasi yang
meningkat adalah Development sebesar 18% menjadi USD1,59
Miliar, Production sebesar 3% menjadi USD8,37 Miliar, dan Adm
sebesar 2% menjadi USD0,91 Miliar. Investasi ini berimbas pada
aktivitas produksi yang meningkat meliputi aktivitas seismic 2D
yang meningkat tajam hingga 1.039%. Sedangkan aktivitas lain
yang juga mengalami peningkatan yaitu development wells drilling
(61%) dan workover (6%). Aktivitas yang mengalami penurunan
yaitu pemboran eksplorasi dan well service.
INDONESIAN UPSTREAM OIL AND GAS INVESTMENT
Indonesia's upstream oil and gas investment in 2019 has increased to
USD11.49 Billion, it's bigger compare to the investment in 2018 which
was USD11 Billion. Compared to 2018, the increased investment
were Development by 18% which was equal to USD1.59 Billion,
Production by 3% which was equal to USD8.37 Billion, and Adm
by 2% which was equal to USD0.91 Billion. This investment has an
impact on the increased production activities including 2D seismic
activities which increased sharply to 1,039%. While other activities
that also experienced an increase were development wells drilling
(61%) and workover (6%). Activities that experienced a decline were
exploration drilling and well service.

146 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 Realisasi Survei Seismik, Pengeboran, dan Oilfield Services
Realization of Seismic Survey, Drilling, and Oilfield Services

Ukuran Detail
  2017 2018 2019  
Detail Size
Seismic 2D km 4.353 1.068 12.169 Seismic 2D
Seismic 3D sq km 5.282 5.282 6.837 Seismic 3D
sumur
Pemboran Eksplorasi 38 38 36 Exploration Drilling
well
sumur
Development Wells Drilling 200 200  322 Development Wells Drilling
well
aktivitas
Workover 760 760  806 Workover
activity
aktivitas
Well Service 62.328 76.485  29.405 Well Service
activity

Realisasi Investasi Hulu (Miliar US$)

Realization of Upstream Investment (Billion US$)
11,49

11,00
10,27 0,91
0,89 Adm

0,95

Production

8,14 8,37
8,13
Development

0,61 1,35 1,59

0,57 0,62 0,62
Exploration
2017 2018 2019
Sumber: SKK Migas Source: SKK Migas
Pertumbuhan Konsumsi BBM Fuel Consumption Growth

PERTUMBUHAN KONSUMSI BBM GROWTH IN FUEL CONSUMPTION

Pertumbuhan konsumsi BBM salah satunya mengacu pada tingkat
penjualan kendaran bermotor yang terus tumbuh walaupun
secara angka pertahun menunjukan angka yang naik turun.
Berdasarkan data penjualan retail, pertumbuhan penjualan mobil
di Indonesia dalam 5 tahun terakhir cenderung meningkat dengan
peningkatan CAGR sebesar 0,26%, walaupun jika dibandingkan
dengan tahun sebelumnya, pembelian mobil tahun 2019 lebih
rendah sekitar 9,5%. Hal tersebut dilakukan karena industri roda
empat memang sedang mengalami perlambatan penjualan
sekitar 12% hingga awal semester kedua jika dibandingkan
tahun sebelumnya. Pertumbuhan ekonomi yang sedang menurun
menjadi salah satu penyebab penurunan penjualan mobil.
Fuel consumption growth is triggered by, among others, the level of
motor vehicle sales that continues to grow even though the annual
figures show the the number go up and down. Based on the retail
sales data, car sales growth in Indonesia tend to increase in the last
5 years with an increase in CAGR of 0.26%, even if compared with
the previous year, car purchases in 2019 were lower by around
9.5%. That is because the four-wheel industry was experiencing a
slowdown in sales of around 12% until the beginning of the second
semester, compared to the previous year. One of the reasons for the
decline in car sales is the declining in economic growth.

Sedangkan untuk kendaraan motor, pertumbuhan angka
pembelian motor selama 5 (lima) tahun terakhir mengalami
peningkatan CAGR 1,38%. Hal ini juga terlihat dari peningkatan
penjualan pada tahun 2019 sekitar 7,2% dibandingkan dengan
tahun 2018. Perkembangan bisnis transportasi online yang
memanfaatkan sepeda motor sebagai modal usaha juga diduga
memberi dorongan pada penjualan sepeda motor. Selain itu,
harga motor di Indonesia yang kompetitif juga menjadi penyebab
kenaikan jumlah penjualan.
As for motorcycle, the CAGR growth of motorcycle purchases has
increased by 1.38% over the past 5 (five) years. This was because
of the increase in sales of around 7.2% in 2019 compared to 2018.
Another cause of motorcycle sales growth were the development
of an online transportation business that utilizes motorcycle and
the competitive prices of motorcycles in Indonesia.

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 147

 analisis DAN PEMBAHASAN MANAJEMEN
Management Discussion and Analysis

Berhubungan dengan penggunaan BBM, konsumsi BBM
mengalami kenaikan untuk Pertaseries sekiat 10% dan Dexseries
sekitar 15,8% pada akhir tahun 2019 saat natal dan tahun baru.
Selama tahun 2019, terjadi peningkatan produk BBM non subsidi
jenis Pertalite sebesar 55%. Namun, perkembangan mobil listrik
ke depannya dapat menyebabkan penurunan konsumsi BBM.
Berdasarkan Outlook Energi Indonesia 2018 oleh BPPT, total
penghematan BBM pada 2025 hingga 2050 untuk bensin sebanyak
3,8 juta kl dan untuk solar sebanyak 0,3 juta kl.
In terms of fuel usage, the fuel consumption of Pertaseries has
increased of around 10% and Dexseries around 15.8% at the end
of 2019 at Christmas and New Year. Throughout 2019, there was an
increase in Pertalite non-subsidized fuel products by 55%. However,
the development of electric cars in the future can cause a decrease
in fuel consumption. Based on the 2018 Indonesia Energy Outlook
by BPPT, the total fuel savings in 2025 to 2050 for gasoline is 3.8
million kl and for diesel is 0.3 million kl.

Penjualan Kendaraan Bermotor Indonesia

Indonesian Motor Vehicle Sales

Motor Mobil
Motorcycle Car
6.847.460

1.152.642
CAGR: 1,38% CAGR: 0,26%

6.383.108
6.480.155
1.043.017
1.073.547

1.067.397

5.931.285
5.886.103 1.031.842

2019 2019
2018 2018
2017 2017
2016 2016
2015 2015

Sumber: Gaikindo, AISI Source: Gaikindo, AISI

148 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 RENCANA STRATEGIS 2019
2019 Strategic Plan

Kenaikan harga minyak mentah ini ternyata tidak serta merta ikut
menaikkan harga jual jasa migas yang telah mengalami penurunan
hingga 40% yang menjadi tantangan besar bagi Perseroan untuk
tetap tumbuh dan mempertahankan profitabilitasnya. Dampak
dari penurunan harga minyak yang pada awal tahun 2016 masih
membawa dampak penurunan pasar jasa migas yang besar hingga
tahun 2018 yang ditandai dengan penurunan tajam pada realisasi
investasi hulu migas yang diperkirakan sampai dengan September
2018 hanya mencapai 56,0% dari target keseluruhan.
The increase in crude oil prices apparently did not necessarily
contribute to raising the selling price of oil and gas services which
has decreased by 40% and became a challenge for the Company
to continue to grow and maintain profitability. The impact of the
decline in oil prices which at the beginning of 2016 still had a
large downward impact on the oil and gas service market until
2018 marked by a sharp decline in the realization of upstream
oil and gas investment, which is estimated to reach only 56.0%
of the overall target.

Disisi lain Jasa Distribusi dan Logistik Energi walau mengalami
peningkatan yang signifikan, terkait dengan pertumbuhan
konsumsi BBM khususnya Indonesia. Peningkatan penjualan
kendaraan bermotor setiap tahunnya dan kebutuhan BBM
Industri telah mendongkrak penjualan BBM dan jasa terkait
seperti jasa transportasi migas, pengelolaan depo, penjualan
BBM Inmar dan lainnya. Namun disisi lain Perseroan dihadapkan
pada kebijakan Pertamina yang melakukan pengetatan anggaran
sehingga melakukan pemotongan tarif jasa fleet management
hingga 7% sehingga menurunkan profitabilitas anak perusahaan
dalam hal ini EPN.
On the other hand the Energy Distribution and the Logistics
Services mark a significant increase and this led the growth of
fuel consumption, especially Indonesia. Increased sales of motor
vehicles each year and the need for industrial fuels have boosted
sales of fuel and related services such as oil and gas transportation
services, depot management, sales of Inmar fuel and others.
But on the other hand the Company is faced with Pertamina's
policy of tightening the budget so as to cut fleet management
service tariffs by up to 7% thereby reducing the profitability of
the subsidiary in this case EPN.

Selain itu pelemahan kurs nilai tukar dan kenaikan interest rate
pinjaman juga turut memberi dampak yang signifikan pada kinerja
Perseroan. Untuk menghadapi ketidakpastian kondisi eksternal
yang berpotensi menimbulkan ancaman. Menghadapi tantangan,
adapun rencana strategis Perseroan yang dilakukan di tahun
2019, mencakup:
In addition, the weakening of the exchange rate and the increase in
loan interest rates also had a significant impact on the Company's
performance. To deal with uncertain external conditions that have
the potential to pose a threat, face challenges, the Company's
strategic plans for 2019 include:

Kondisi/Tantangan Program/Rencana Strategis

Conditions/Challenges Program/Strategic Plan
Pengelolaan Arus Kas 1. Evaluasi Structure Pinjaman Perseroan.
2. Perbaikan Perputaran Kas Operasi melalui Program Percepatan Collection.
Cash Flow Management 1. Evaluation of the Company's Loan Structure.
2. Improvement of Operating Cash Flow through the Collection Acceleration Program.

Pencapaian Profitability & Mempertahankan Kinerja 1. Discipline Project Management.

HSE 2. Implementasi Enteprise Risk Management.
3. Sinergi Anak Perusahaan (Elnusa Group).
4. Integrasi Standar HSE.
Achieving Profitability & Maintaining HSE 1. Discipline Project Management.
Performance 2. Implementation of Enterprise Risk Management.
3. Synergy of Subsidiaries (Elnusa Group).
4. Integration of HSE Standards.

Utilisasi dan Optimalisasi Alat Asset Integrated Data Management dengan Implementasi ISO 55001.
Utilization and Tool Optimization Asset Integrated Data Management with ISO 55001 Implementation.

Kapabilitas SDM 1. Program Penguatan Kapabilitas SDM.

2. Pengembangan Multi Skill People.
HR Capabilities 1. Program to Strengthen HR Capabilities.
2. Development of Multi-Skill People.

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 149

 analisis DAN PEMBAHASAN MANAJEMEN
Management Discussion and Analysis
TINJAUAN OPERASI PER SEGMEN USAHA
Operating Overview per Business Segment
Perseroan terus berupaya untuk mengoptimalkan setiap segmen
operasi dalam mendorong kinerja Perseroan untuk meningkatkan
nilai bagi para Pemegang Saham dan pemangku kepentingan
lainnya. Berdasarkan Pernyataan Standar Akuntansi Keuangan
(PSAK) 5 (Revisi 2009) tentang “Segmen Operasi”, segmen usaha
Perseroan dikelompokkan menurut kegiatan usaha yaitu, Jasa
Hulu Migas, Jasa Distribusi & Logistik Energi, serta Jasa Penunjang
Migas.
ANALISIS SEGMEN USAHA BERDASARKAN
PRODUK DAN JASA YANG DIHASILKAN
Berdasarkan produk dan jasa yang dihasilkan, Perseroan
mengembangkan produk dan jasa melalui 3 (tiga) segmen usaha,
yang juga dijalankan oleh kelompok usaha Perseroan, yaitu Jasa
Hulu Migas, Jasa Distribusi & Logistik Energi, serta Jasa Penunjang
Migas. Berikut sekilas penjelasan operasi masing-masing segmen
dalam pelaporan segmen.
1. Jasa Hulu Migas Terintegrasi
Jasa hulu migas terintegrasi menyediakan jasa pengukuran
data geofisika/seismik, jasa pemboran migas dan jasa oilfield.
2. Jasa Distribusi & Logistik Energi
Jasa distribusi dan logistik energi menyediakan jasa
penyimpanan, perdagangan, pendistribusian dan pemasaran
produk minyak dan gas di Indonesia.
3. Jasa Penunjang Migas
Jasa penunjang migas menyediakan jasa penguliran,
perdagangan pipa OCGT (Open Cycle Gas Turbine) dan
fabrikasi, pembuatan ulir (threading) untuk pemboran migas,
jasa pengelolaan data dan informasi energi dan sumber daya
mineral (khususnya eksplorasi dan eksploitasi minyak dan
gas bumi), jasa pengelolaan data migas, jasa pembangunan
sistem teknologi informasi terpadu, jasa telekomunikasi,
jasa penyediaan jaringan, telekomunikasi satelit dan sistem
komunikasi VSAT (Very-Small-Aperture Terminal).
Sekilas tentang profitabilitas dan kontribusi segmen operasi
terhadap kinerja keuangan Perusahaan dapat dilihat pada tabel-
tabel di bawah ini:
150 Annual Report 2019 Laporan Tahunan
The Company continuously strives to optimize each operating
segment in boosting the Company's performance to increase
its value for Shareholders and other stakeholders. Based on the
Statement of Financial Accounting Standards (PSAK) 5 (Revised
2009) concerning "Operating Segments", the Company's business
segments are grouped according to business activities namely,
Upstream Oil and Gas Services, Energy Logistics & Distribution
Services, and Oil and Gas Support Services.
ANALYSIS OF BUSINESS SEGMENTS BASED ON
PRODUCTS AND SERVICES PRODUCED
Based on the products and services produced, the Company
develops products and services through 3 (three) business
segments, which are also run by the Company's business
groups, namely Upstream Oil and Gas Services, Energy Logistics
& Distribution Services, and Oil and Gas Support Services. The
following is a brief description of the operation of each segment
in segment reporting.
1. Integrated Upstream Oil and Gas Services
Integrated upstream oil and gas services provide geophysical/
seismic data services, oil and gas drilling services and oilfield
services.
2. Energy Distribution and Logistic Service
Energy distribution and logistic service provide storage
services, trading, distribution and marketing of oil and gas
products in Indonesia.
3. Oil and Gas Support Services
Oil and gas support services provide threading services, OCGT
(Open Cycle Gas Turbine) pipe trading and manufacturing,
threading for oil and gas drilling, data and information
on energy and mineral resources management services
(particularly oil and gas exploration and exploitation), oil
and gas data management service, integrated information
technology development services, telecomunication
services, network service provider, satellite communications
and Very-Small-Aperture Terminal-based communication
systems.
An overview of the profitability and contribution of operating
segments to the Company's financial performance can be seen
in the tables below:
PT Elnusa Tbk
 Jumlah dan Kontribusi Segmen Operasi terhadap Pendapatan
Total and Contribution of Operating Segments to Revenue

Kenaikan (Penurunan)
2019 2018
Increase (Decrease)
Segmen Operasi Jumlah Jumlah Selisih
Operating Segments Kontribusi Kontribusi Persentase
(Rp-juta | (Rp-juta | (Rp-juta |
(%) (%) (%)
million) million) million)
Contribution Contirbution Percentage
Total Total Difference
Jasa Distribusi dan Logistik Energi
4.364.089 49,2 3.892.296 55,8 471.793 12
Energy Distribution and Logistic Service
Jasa Hulu Migas Terintegrasi
3.847.015 45,8 2.653.918 40,0 1.193.097 45
Integrated Upstream Oil and Gas Services
Jasa Penunjang Migas
988.663 5,0 698.503 4,2 290.160 42
Oil and Gas Support Services
Rekonsiliasi
(814.645)   (619.943)   (194.702) 31
Reconciliation
Jumlah Pendapatan
8.385.122 100,00 6.624.774 100,00 1.760.348 26,57
Total Revenue

Kontribusi terhadap Pendapatan

Contribution to Revenue

Jasa Hulu Migas Terintergrasi

4,2% 5,0% Integrated Upstream Oil and Gas Services

55,8% Jasa Penunjang Migas

49,2% Oil and Gas Support Services and Gas Services
40,0% 45,8%

Jasa Distribusi dan Logistik Energi

Energy Logistics and Distribution Services

2018 2019

Jumlah dan Kontribusi Segmen Operasi terhadap Beban Pokok Pendapatan

Total and Contribution of Operating Segments to Cost of Revenue

Kenaikan (Penurunan)
2019 2018
Increase (Decrease)
Segmen Operasi Jumlah Jumlah Selisih
Operating Segments Kontribusi Kontribusi Persentase
(Rp-juta | (Rp-juta | (Rp-juta |
(%) (%) (%)
million) million) million)
Contribution Contirbution Percentage
Total Total Difference
Jasa Distribusi dan Logistik Energi
Energy Distribution and Logistic 3.909.600 51,9 3.508.346 59,0 401.254 11
Service
Jasa Hulu Migas Terintegrasi
Integrated Upstream Oil and Gas 3.578.480 40,3 2.500.157 32,6 1.078.323 43
Services
Jasa Penunjang Migas
820.397 7,8 577.580 8,4 242.817 42
Oil and Gas Support Services
Rekonsiliasi
(794.437) -  (613.403)  - (181.034) 30
Reconciliation
Jumlah Beban Pokok Pendapatan
(7.514.040) 100,00 5.972.680 100,00 1.541.360 25,81
Total Cost of Revenue

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 151

 analisis DAN PEMBAHASAN MANAJEMEN
Management Discussion and Analysis

Kontribusi terhadap Beban Pokok Pendapatan

Contribution to Cost of Revenue

Jasa Hulu Migas Terintergrasi

8,4% 7,8% Integrated Upstream Oil and Gas Services

Jasa Penunjang Migas

59,0% 51,9% Oil and Gas Support Services
32,6% 40,3%

Jasa Distribusi dan Logistik Energi

Energy Logistics and Distribution Services

2018 2019

Jumlah dan Kontribusi Segmen Operasi terhadap Laba Tahun Berjalan

Total and Contribution of Operating Segments to Current Year Profit

Kenaikan (Penurunan)
2019 2018
Increase (Decrease)
Segmen Operasi Jumlah Jumlah Selisih
Operating Segments Kontribusi Kontribusi Persentase
(Rp-juta | (Rp-juta | (Rp-juta |
(%) (%) (%)
million) million) million)
Contribution Contirbution Percentage
Total Total Difference
Jasa Distribusi dan Logistik Energi
Energy Distribution and Logistic 271.340 27,6 235.722 87,0 35.618 15
Service
Jasa Hulu Migas Terintegrasi
Integrated Upstream Oil and Gas 4.309 1,2 (23.887) (8,8) 28.196 (118)
Services
Jasa Penunjang Migas
92.113 22,7 59.207 21,8 32.906 56
Oil and Gas Support Services
Rekonsiliasi
(11.285) -  5.274 -  (16.559) (314)
Reconciliation
Jumlah Laba Tahun Berjalan
356.477 100,00 276.316 100,00 80.161 29,01
Total Revenue

Kontribusi terhadap Laba Tahun Berjalan

Contribution to Current Year Profit

1,2% Jasa Hulu Migas Terintergrasi

21,8% Integrated Upstream Oil and Gas Services

(8,8)% 22,7% Jasa Penunjang Migas

27,6% Oil and Gas Support Services
87,0

Jasa Distribusi dan Logistik Energi

Energy Logistics and Distribution Services

2018 2019

152 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 Jumlah dan Kontribusi Segmen Operasi terhadap Aset
Total and Contribution of Operating Segments to Assets

Kenaikan (Penurunan)
2019 2018
Increase (Decrease)
Segmen Operasi Jumlah Jumlah Selisih
Operating Segments Kontribusi Kontribusi Persentase
(Rp-juta | (Rp-juta | (Rp-juta |
(%) (%) (%)
million) million) million)
Contribution Contirbution Percentage
Total Total Difference
Jasa Distribusi dan Logistik Energi
Energy Distribution and Logistic 1.974.247 27,6 1.378.949 22,7 595.298 43
Service
Jasa Hulu Migas Terintegrasi
Integrated Upstream Oil and Gas 4.606.703 67,6 4.127.301 72,8 479.402 12
Services
Jasa Penunjang Migas
1.086.423 4,8 884.244 4,4 202.179 23
Oil and Gas Support Services
Rekonsiliasi
(862.336) -  (733.167) -  (129.169) 18
Reconciliation
Jumlah Aset
6.805.037 100,00 5.657.327 100,00 1.147.710 20,29
Total Revenue

Kontribusi terhadap Aset

Contributions to Assets

Jasa Hulu Migas Terintergrasi

Integrated Upstream Oil and Gas Services
22,7%
27,6%
4,4% Jasa Penunjang Migas
4,8% Oil and Gas Support Services
72,8%
67,6%

Jasa Distribusi dan Logistik Energi

Energy Logistics and Distribution Services

2018 2019

Jumlah dan Kontribusi Segmen Operasi terhadap Liabilitas

Total and Contribution of Operating Segments to Liabilities

Kenaikan (Penurunan)
2019 2018
Increase (Decrease)
Segmen Operasi Jumlah Jumlah Selisih
Operating Segments Kontribusi Kontribusi Persentase
(Rp-juta | (Rp-juta | (Rp-juta |
(%) (%) (%)
million) million) million)
Contribution Contirbution Percentage
Total Total Difference
Jasa Distribusi dan Logistik Energi
Energy Distribution and Logistic 1.107.918 34,2 715.780 30,2 392.138 55
Service
Jasa Hulu Migas Terintegrasi
Integrated Upstream Oil and Gas 2.092.940 58,4 1.660.843 63,6 432.097 26
Services
Jasa Penunjang Migas
316.169 7,4 172.267 6,21 143.902 84
Oil and Gas Support Services
Rekonsiliasi
(288.688)  - (191.763) -  (96.925) 51
Reconcilliation
Jumlah Liabilitas
3.228.339 100,00 2.357.127 100,00 871.212 36,96
Total Revenue

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 153

 analisis DAN PEMBAHASAN MANAJEMEN
Management Discussion and Analysis
Kontribusi terhadap Liabilitas
Contribution to Liabilities
30,2%
34,2%
6,21%
7,4%
63,6%
2018
SEGMEN JASA DISTRIBUSI DAN LOGISTIK ENERGI
Kegiatan Operasi Segmen Jasa Distribusi dan Logistik Energi
Untuk mendukung bisnis utama Perseroan di bidang jasa hulu
Migas, Perseroan menjalankan usaha jasa hilir migas yang
dilakukan oleh anak perusahaan melalui PT Elnusa Petrofin (EPN).
Dalam menjalankan kegiatan usaha jasa hilir migas, Perseroan
berfokus pada kegiatan operasi berupa:
1. Pengelolaan angkutan Bahan Bakar Minyak (BBM) dari
Terminal BBM Pertamina ke Stasiun Pengisian Bahan Bakar
Umum (SPBU) dan Agen Premium Minyak Solar (APMS) serta
Stasiun Pengisian Bahan Bakar Bunker (SPBB).
2. Pengelolaan Depo BBM milik swasta, mulai dari kegiatan
administrasi pembelian BBM, pengangkutan BBM,
penyimpanan BBM dan penyaluran BBM di lokasi pelanggan.
3. Pengelolaan Depo LPG milik sendiri (Amurang).
4. Penjualan BBM keekonomian (non subsidi) kepada pelanggan
Industri & Marine.
5. Penjualan specialty chemical dan commodity chemical untuk
industri migas.
6. Penjualan pelumas Pertamina kepada pelanggan swasta.
7. Pengelolaan operasional SPBU dan SPBE milik sendiri dan
milik swasta dengan metode profit sharing, yang menjual
produk BBM dan BBK serta pengisian produk LPG bersubsidi
produksi Pertamina.
154 Annual Report 2019 Laporan Tahunan
Jasa Hulu Migas Terintergrasi
Integrated Upstream Oil and Gas Services
Jasa Penunjang Migas
Oil and Gas Support Services
58,4%
Jasa Distribusi dan Logistik Energi
Energy Logistics and Distribution Services
2019
ENERGY DISTRIBUTION AND LOGISTIC SERVICES BUSINESS
Energy Distribution and Logistic Services Segment Operations
To support the Company main business in the field of upstream oil
and gas services, the Company runs a downstream oil and gas service
business carried out by a subsidiary through PT Elnusa Perofin (EPN).
In carrying out oil and gas downstream service business activities,
the Company focuses on operating activities in the form of:
1. Management of fuel oil (BBM) transportation from Pertamina
BBM terminals to public fuel filling stations (SPBU) and
diesel oil premium agents (APMS) and bunker fuel filling
stations (SPBB).
2. Management of privately owned BBM Depot, starting from
the adminsitration of BBM purchases, transportation of BBM,
fuel storage and fuel distribution at the customer location.
3. Management of self-owned LPG Depot (Amurang).
4. Economic (non-subsidized) BBM sales to Industry & Marine.
5. Sales of specialty chemicals and commodity chemicals for
the oil and gas industry.
6. Sales of Pertamina lubricants to private customers.
7. Managing the operation of self-owned and private owned
gas station and SPBE using the profit sharing method, which
sells BBM and BBK products and filling in subsidized LPG
products produced by Pertamina.
PT Elnusa Tbk
Proses Kegiatan usaha jasa hilir migas dapat digambarkan sebagai The process of oil and gas downstream services can be described
berikut: as follows:

Transportasi Industri Industri & Pengapalan

Industrial Transportation Industrial & Shipping

Kilang Minyak
Oil Refinery

Transportasi Mobil Tangki Pangkalan Mobil Tangki Konsumen

Depot Tank Car Transportation Tank Car Base Consumer
Depot

Mobil Pribadi
Private car
Impor Transportasi Premium & Solar SPBU
Import Premium and Solar SPBU
Transportation

Kendaraan Umum
Public Transportation

Proses Kegiatan perdagangan bahan kimia khusus digambarkan The process of trading special chemicals is described as follows:
sebagai berikut:

Bahan Baku Kimia Pabrik Produk Konsumen

Raw Material Blending Kimia • Perusahaan Migas
Chemical Plant Chemical • Perusahaan Kilang Minyak
Product Consumer
• Oil and Gas Company
• Oil Refinery Company

EPN melakukan kegiatan perdagangan dan jasa Chemical yang
terdiri dari Commodity/Mud Chemical serta Specialty Chemical.
Dalam menjalankan aktivitas operasinya, EPN juga melakukan
kolaborasi (Partnership) dengan beberapa Perusahaan antara
lain SNF Perancis untuk produk EOR (Enhanced Oil Recovery)
dan sebagai sole distributor Baker Hughes untuk bahan kimia
khusus keperluan industri migas. Sejak tahun 2018 EPN telah
dipercaya sebagai kontraktor jasa dalam penerapan EOR pertama
di Pertamina dengan pilot project di Pertamina Asset V Tanjung
(Tanjung Polymer Field Trial/TPFT).
EPN conducts trading activities and Chemical services which
consist of Commodity/Mud Chemical and Specialty Chemicals.
In carrying out its operations, EPN also collaborates (Partnership)
with several companies including SNF France for EOR (Enhanced
Oil Recovery) products and as the sole distributor of Baker
Hughes for special chemicals for the oil and gas industry. Since
2018 Pertamina has trusted EPN as its service contractor in
implementing the first EOR with a pilot project in Pertamina
Asset V Tanjung (Tanjung Polymer Field Trial/TPFT).

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 analisis DAN PEMBAHASAN MANAJEMEN
Management Discussion and Analysis
Sebagai sebuah negara yang terus bertumbuh, Indonesia memiliki
kebutuhan energi, khususnya BBM yang kian meningkat dari
waktu ke waktu. Seperti halnya bisnis hilir migas yang masih dapat
bertahan dan cukup menjanjikan ditengah kelesuan bisnis migas
pada umumnya. Kinerja PT Elnusa Petrofin (EPN) yang bergerak
di bisnis hilir migas menunjukkan hasil yang sangat baik.
Di tahun 2019 EPN melakukan ekspansi bisnis antara lain dengan
mengambil alih kelola Depot Liquified Petroleum Gas (LPG)
Pressurized di Amurang, Minahasa Selatan. Disamping beberapa
pengembangan project asset based lain yang terlaksana di tahun
2019 seperti Jobber Tanjung Pandan – Belitung, pembangunan
SPPBE (Stasiun Pengangkutan & Pengisian Bulk LPG) Bima
dan Nias, pembangunan Modular tank DPPU Lampung dan
pembangunan Depo Antam – Halmahera Timur.
Revenue PT Elnusa Petrofin (EPN) Ytd Desember 2019 sebesar
Rp4,36 triliun atau tumbuh 12% dari tahun lalu. pencapaian
tersebut seiring dengan peningkatan volume throughput bisnis
existing dan penambahan project di sepanjang tahun 2019.
Adapun kontribusi setiap unit bisnis terhadap pendapatan usaha
EPN masing-masing adalah sebagai berikut:
0,5% 0,4%
1,4% 1,2%
3,9% 4,5%
Rp3,89T Rp4,36T
36,7% 38,8%
48,3%
9,1% 9,4%
2018 2019
156 Annual Report 2019 Laporan Tahunan
As a continuously growing country, Indonesia requires energy,
especially fuel which is increasing from time to time. As the
downstream oil and gas business still can survive and it is
quite promising amid the downturn in the oil and gas business
in general. PT Elnusa Petrofin (EPN)'s performance in the
downstream oil and gas business has shown very good results.
In 2019 EPN expanded its business, among others by taking over
the management of the Pressurized Liquified Petroleum Gas
(LPG) Depot in Amurang, South Minahasa. Besides several other
asset based project developments that were carried out in 2019
such as Jobber Tanjung Pandan - Belitung, the construction of
the Bima and Nias SPPBE (LPG Bulk Filling & Transport Station),
the development of the Lampung DPPU Modular tank and the
construction of the Antam Depot - East Halmahera.
PT Elnusa Petrofin (EPN) revenue in December 2019 was Rp4.36
trillion or grew 12% from last year. This achievement is in line
with the increase in the volume of the existing business group
and some other projects throughout 2019.
The contribution of each business unit to EPN's operating
revenues are as follows:
Transportasi
CHEMICAL
Transportation
DEPO FUEL RETAIL
45,7% BBMI
LUBRICANT
PT Elnusa Tbk
 Kapasitas Usaha EPN
EPN Business Capacity

Produksi/Kapasitas
 Unit Bisnis Production/Capacity
Business unit
2019 2018
Kelola mobil tangki BBM PSO dengan Pola All in Plus
1.584 Unit 1.569 Unit
BBM PSO mobile tank vehicle management with
1,584 Units 1,569 Units
Pola All in Plus
Kelola angkutan BBMK sistem tarif (Rp/KL/KM) 40 Unit 40 Unit
BBMK vehicle management with a tariff system 40 Units 40 Units
1. 425 unit mobil tangki BBM 363 unit mobil tangki BBM
2. 10 unit mobil tangki LPG 363 units of fuel tank vehicles
Menyewakan mobil tangki milik sendiri ke
3. 4 unit MT Avtur
Pertamina (sewa mobil tangki)
Renting self-owned mobile tank vehicles to 10 unit mobil tangki LPG
1. 425 units of fuel tank vehicles
Pertamina 10 units of LPG tank vehicles
2. 10 units of LPG tank vehicles
3. 4 MT Avtur units
1. Jumlah transportir: 105 Jumlah transportir: 105
2. Jumlah APMS: 154 Jumlah APMS: 184
Distribusi BBM subsidi ke APMS
Distribution of subsidized fuel to APMS
1. Total of transporters: 105 Total of transporters: 105
2. Total of APMS: 154 Total of APMS: 184
Jumlah transportir: 18 Jumlah transportir: 18
Pengelolaan angkutan SPBB Total of transporters: 18 Total of transporters: 18
SPBB vehicle management Jumlah APMS: 18 Jumlah APMS: 15
Total of APMS: 18 Total of APMS: 15
Kelola angkutan Industri Pama Persada
8 Unit 8 Unit
Industrial transportation management for Pama
8 Units 8 Units
Persada
Pengelolaan angkutan untuk FAME 11 Unit 6 Unit
Transportation management for FAME 11 Units 6 Units
Kelola depo milik swasta dengan sistem Vendor
Kelola VHS di depo: 18 klien
Held Stock (VHS) Kelola VHS di depo: 20 klien
VHS management at depots:
Management of privately-owned depot through a VHS management at depots: 20 clients
18 clients
Vendor Held Stock (VHS) system
Handling marine dengan sistem Franco Pelanggan: 17 klien Pelanggan: 10 klien
Handling marine with a Franco system Customers: 17 clients Customers: 10 clients
Depot 1. Kelola 7 DPPU
2. DEPO LPG AMURANG
3. JOBBER TJ. PANDAN
KSO (Kerjasama Operasi) Kelola 4 DPPU
KSO (Operational Partnership) Mangement of 4 DPPU
1. Management of 7 DPPU
2. DEPO LPG AMURANG
3. JOBBER TJ. PANDAN
Jasa pengelolaan SPBU, SPBE
Ritel Bahan Fuel oil refiling station (SPBU) and LPG filling station 1 SPBU, 1 SPBE, 2 SPPBE 1 SPBU, 1 SPBE
Bakar (RBB) (SPBE) management
Fuel Retail Kelola SPBU milik sendiri
1 SPBU 1 SPBU
Manage self-owned fuel oil refiling station
Pelanggan: Pertamina Group dan Pelanggan: Pertamina Group
Swasta dan Swasta
Specialty Chemical
Customer: Pertamina Group and Customer: Pertamina Group
Private and Private
Pelanggan: Pertamina Group Pelanggan: Pertamina Group
Commodity Chemical
Customer: Pertamina Group Customer: Pertamina Group
Pelanggan: Industri
Pelanggan: Industri pertambangan, pertambangan, manufaktur
BBM Industri manufaktur dan marine dan marine
Trading Industrial Fuel Customers: Mining, manufacturing and Customers: Mining,
marine industries manufacturing and marine
industries
Pelanggan Pelumas: Own Use
Pelanggan Pelumas: Own Use Mobil
Mobil Tangki EPN, Swasta
Tangki EPN, Swasta
Pelanggan Aspalth: Swasta
Pelumas & Aspalth Pelanggan Aspalth: Swasta
Lubricant Customers: EPN's
Lubricants & Asphalt Lubricant Customers: EPN's Own Use
Own Use EPN
EPN Vehicle Tanks, Private
Vehicle Tanks, Private
Aspalth customers: Private
Aspalth customers: Private

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 157

 analisis DAN PEMBAHASAN MANAJEMEN
Management Discussion and Analysis

Realisasi Produksi
Realization of Production
Produksi
Satuan Production
Volume per Unit Bisnis Volume per Business Unit
Unit
2019 2018
Volume Melalui Transportasi KL 17.330.396 16.260.201 Volume throughout Transportasi
Volume Penyaluran BBM - Depo KL 2.408.867 2.189.559 Fuel - Depo Distribution Volume
Volume Ritel Bahan Bakar SPBU KL 27.022 26.514 Gasoline Fuel Retail Volume
Volume Ritel Bahan Bakar SPBE Ton 19.867 19.316 SPBE Fuel Retail Volume
Volume Depo LPG Amurang Ton 40.199 - Amurang LPG Depo Volume
Volume BBM Inmar KL 217.610 175.403 Inmar Gasoline Volume
Trading Specialty & Mud Chemical Drum 202.501 31.224 Specialty & Mud Chemical Trading
Trading Pelumas KL 2.407 1.747 Lubricant Trading
Trading Aspal KL - 27 Asphalt Trading

Volume penjualan EPN 2019 rata-rata mengalami peningkatan
dari semua unit bisnis, Transportasi tumbuh 7% dan Depo tumbuh
10% dari tahun lalu. Peningkatan volume penjualan dari kedua
unit bisnis tersebut berasal dari project existing dan penambahan
project baru di tahun 2019 yaitu 2 Depo VHS, 10 Depo Franco, 1
Depo LPG Amurang, 1 Jobber Tj. Pandan – Belitung, 3 DPPU/Aviasi,
5 TBBM All In Plus (Kolaka, Poso, Moutong, Bangai, Tahuna) dan
1 LTSA (Long-term Service Agreement) ATG Semarang.
The sales volume of EPN in 2019 increased from all business units,
from the Transportation grew 7% and from the Depo grew 10%
compared to last year. The increase in sales volume of the two
business units came from existing projects and the addition of new
projects in 2019, namely 2 VHS Depot, 10 Franco Depot, 1 Amurang
LPG Depot, 1 Jobber Tj. Pandan - Belitung, 3 DPPU/Aviation, 5 TBBM
All in Plus (Kolaka, Poso, Moutong, Bangai, Tahuna) and 1 LTSA
(Long-term Service Agreement) ATG Semarang.

Dari sisi trading, volume penjualan BBM Inmar di tahun 2019 In terms of trading, Inmar's fuel sales volume in 2019 also
juga mengalami peningkatan 24% dari volume throughput tahun increased 24% from last year's volume throughput with the
lalu dengan peningkatan volume penjualan terbesar berasal dari largest increase in sales volume came from Sulawesi, Sumatera
area Sulawesi, Sumatera dan Kalimantan. and Kalimantan.

Sementara peningkatan volume penjualan Chemical di tahun 2019
cukup signifikan dengan volume penjualan terbesar berasal dari
Specialty Chemical atas project EOR TPFT PEP Aset V Tanjung.
Volume penjualan Specialty Chemical sejak bulan Februari 2019
telah menggeser komposisi penjualan Mud Chemical.
While the increase in Chemical sales volume in 2019 is quite
significant with the largest sales volume came from Specialty
Chemical for the Tanjung Asep V Tanjung Asep EOR EFT project.
Specialty chemical sales volume has been increasing since February
2019 compare to the composition of Mud Chemical sales.

Berikut disampaikan kinerja keuangan dan profitabilitas segmen The following presents the financial performance and profitability
Jasa Distribusi dan Logistik Energi. of the Energy Distribution and Logistics Services segments.

Kinerja Keuangan dan Profitabilitas Segmen Jasa Distribusi dan Logistik Energi
Financial Performance and Profitability of the Energy Distribution and Logistics Services Segments

Kenaikan (Penurunan)
Increase (Decrease)
Jasa Distribusi dan Logistik Energi 2019 2018
Energy Logistics and Distribution Services (Rp-juta | million) (Rp-juta | million) Selisih Persentase
(Rp-juta | million) (%)
Difference Percentage
Laba (Rugi) Bersih
Profit (Loss) Net
Pendapatan
4.364.089 3.892.296 471.793 12
Revenue
Pendapatan Eksternal
4.121.317 3.695.856 425.461 12
External Revenue
Pendapatan antar Segmen
242.772 196.440 46.332 24
Revenue between Segments
Beban Pokok Pendapatan
(3.909.600) (3.508.346) (401.254) 11
Cost of Revenue
Laba Kotor
454.490 383.951 70.539 18
Gross Profit
Beban Penjualan
(660) (438) (222) 51
Selling Expenses

158 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 Kinerja Keuangan dan Profitabilitas Segmen Jasa Distribusi dan Logistik Energi
Financial Performance and Profitability of the Energy Distribution and Logistics Services Segments

Kenaikan (Penurunan)
Increase (Decrease)
Jasa Distribusi dan Logistik Energi 2019 2018
Energy Logistics and Distribution Services (Rp-juta | million) (Rp-juta | million) Selisih Persentase
(Rp-juta | million) (%)
Difference Percentage
Beban Umum dan Administrasi
(81.465) (75.563) (5.902) 8
General and Administrative Expenses
Penghasilan Bunga
4.171 7.676 (3.505) (46)
Interest Income
Beban Keuangan
(10.310) (2.237) (8.073) 361
Financial Expense
Lain-Lain - Neto
(5.720) (1.707) (4.013) 235
Other - Net
Laba sebelum Pajak Final dan Pajak Penghasilan
360.505 311.682 48.823 16
Profit before Final Tax and Income Tax
Beban Pajak Final
(5.098) (4.161) (937) 23
Final Tax Expense
Laba sebelum Pajak Penghasilan
355.407 307.521 47.886 16
Profit before Income Tax
Beban Pajak Penghasilan
(84.067) (71.799) (12.268) 17
Income Tax Expense
Laba Tahun Berjalan
271.340 235.722 35.618 15
Profit For the Year
Penghasilan Komprehensif Lain
2.532 1.326 1.206 91
Other Comprehensive Income
Total Laba Komprehensif Tahun Berjalan
273.872 237.048 36.824 16
Total Comprehensive Income for the Year
Informasi-Informasi Lain
Other Information
Total Aset
1.974.247 1.378.949 595.298 43
Total Assets
Total Liabilitas
1.107.918 715.780 392.138 55
Total Liabilities
Ekuitas - Neto
866.329 663.169 203.157 31
Ekuitas - Neto
Penyusutan dan Amortisasi
45.745 34.930 10.815 31
Depreciation and Amortization
Penambahan Aset Tetap
210.690 106.738 103.952 97
Addition to Fixed Assets

Kegiatan Operasi Segmen Jasa Hulu Migas Terintegrasi
Divisi Production Operation & Maintenance Services memiliki
tiga kelompok bisnis utama: Well Intervention (WLI), Drilling
Workover (DWO) dan EPC-OM (Engineering, Production and
Construction – Operation & Maintenance). Ketiga bisnis tersebut
bergerak dalam bidang jasa pemeliharaan sumur (well services)
dan lapangan migas, jasa pengerjaan operasi serta perawatan
produksi beserta kegiatan penunjangnya (oilfield services).
Selain itu Perseroan juga sedang mengembangkan kompetensi
di bidang teknik peningkatan produksi Well Integrity Services.
Proses kegiatan usaha jasa produksi Migas ini secara umum
terbagi menjadi:
1. WLI: Jasa Perawatan sumur-sumur yang sudah beroperasi
yang bertujuan untuk memonitor performa sumur dan
meningkatkan produktivitas sumur (terutama yang sudah
turun produktivitasnya). Dengan memadukan jasa utama
Coiled & Pumping Services, Slickline Services, Welltest
Processing Services dan Electric Wireline Logging.
Operation Activities of the Integrated Upstream Oil and Gas
Service Segment
The Production Operation & Maintenance Services Division
has the following three main groups: Well Intervention (WLI),
Drilling Workover (DWO) and EPC-OM (Engineering, Production
and Construction - Operation & Maintenance). The three are
engaged in drilling and well maintenance services as well as in
the field of oil and gas, operations and production maintenance
and oilfield services. In addition, the Company is developing
competencies as to increase the production of Well Integrity
Services. In general, the process of this oil and gas production
service activity consist of:
1. WLI: The already operated maintenance service for wells,
aiming to monitor well performance and increase well
productivity, especially the one with decreasing productivity.
This is done by combining the main services of Coiled &
Pumping Services, Slickline Services, Welltest Processing
Services and Electric Wireline Logging.

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 159

 analisis DAN PEMBAHASAN MANAJEMEN
Management Discussion and Analysis

2. DWO: Jasa Pengeboran berintegrasi dari Drilling Services,
Drilling Support Services serta Jasa Perawatan sumur-sumur
yang sudah beroperasi yang bertujuan meningkatkan
produktivitas sumur yang ada. Perpaduan ini menghasilkan
solusi menyeluruh bagi konsumen yang memiliki
permasalahan dengan sumur tua dan proses pembuatan
sumur baru. Serta juga memiliki lini bisnis pengolahan gas
sumur menjadi tenaga Listrik.
3. EPC-OM: Jasa perawatan lapangan yang sudah berproduksi
di antaranya dengan melakukan Operation & Maintenance
(O&M) terhadap jaringan pipa yang sudah ada atau bahkan
membangun pipa-pipa baru dan merawatnya Engineering,
Procurement, & Construction (EPC): Tangki, Pipeline, Platform
Offshore dan Onshore.
2. DWO: Integrated Drilling Services from Drilling Services,
Drilling Support Services and Maintenance Services for
wells that are already operating that aim to increase the
productivity of existing wells. This combination produces a
comprehensive solution for consumers who have problems
with old wells and the process of making new wells. And
also has a business line processing gas wells into electricity.
3. EPC-OM: Field maintenance services that have already
been produced include Operation & Maintenance (O&
M) of exsisting pipelines or even building new pipes and
maintaining Engineering, Procurement & Construction (EPC):
Tanks, Pipelines, Offshore and Onshore platforms.

Konsep bisnis bidang ini melalui pendekatan product line yang The business concept of this field is through a product line
terdiri dari: approach which consist of:

Kelompok Jasa Lini Produk

No.
Service Group Product Line
Drilling Services (DRS)
Hydraulic Workover & Snubbing Group Services (HWS)
1. Drilling & Workover Services Drilling Support Services (DSS)
Artificial Lift Services & Power (ALS & P)
Well Complation Services (WCS)
Coiled Tubing (CTU), Cementing & Pumping Services (CPS)
Electric Wireline Logging (EWL)
2. Well Intervention Services
Slickline Services (SLS)
Welltesting & Procesing Services (WPS)
Engineering Procurement & Construction
3. EPC & OM
Operation & Maintenance

Kontribusi Pendapatan per Bisnis – Jasa Peneliharaan dan Pengelolaan Lapangan Migas
Revenue Contribution per Business - Oil and Gas Field Maintenance and Management Services

1,0% 1,0%
6,1% 22,8% 6,1% 22,8%

12,8% 12,8%

6,4% 6,4%

0,4% Rp2.004 10,4% 0,4% Rp2.451 10,4%

0,6% Miliar/ 0,6% Miliar/
4,6% Billion 4,6% Billion
2,4% 1,0% 2,4% 1,0%

31,6% 31,6%

2018 2019

Jasa Pengeboran & Jasa Kerja Ulang Sumur (DWO)
DWO memberikan jasa layanan di bidang drilling & workover
services dimana saat ini fokus pada on-shore drilling sesuai dengan
kompetensi dan alat yang dimiliki, namun tetap melakukan
penjajakan dan pengembangan potensi pada offshore drilling
dan panas bumi mengingat masih besarnya potensi pertumbuhan
pada sektor tersebut. Sementara itu pada jasa supporting drilling,
mud engineering services, mud logging, cementing, H2S dan
lainnya. Pada jasa workover memberikan jasa layanan di bidang
kerja ulang sumur minyak dan gas baik offshore maupun onshore.
Jasa yang ditawarkan adalah Hydraulic Workover Services,
Artificial Lift Service, Well Complation, dan Power.
Well Drilling & Workover Services (DWO)
DWO provides services in the field of drilling & workover services
where currently focusing on on-shore drilling is in accordance
with the competencies and tools owned, but still explores and
develops the potential for offshore drilling and geothermal energy
given the still large potential for growth in the sector. Meanwhile
for supporting drilling services, mud engineering services, mud
logging, cementing, H2S and others. Workover service provide
services in the field of reworking oil and gas wells both offshore
and onshore. The services offered are Hydraulic Workover
Services, Artificial Lift Service, Well Completion and Power.

160 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

Berikut ini adalah penjelasan masing-masing unit usaha dari
jasa pengeboran:
1. Integrated Drilling Management: Jasa manajemen untuk
mengintegrasikan seluruh pelaksanaan pemboran, melalui
drilling rig dan drilling supporting.
2. Drilling Rig: Jasa pelaksanaan aktivitas utama pemboran.
3. Drilling Supporting: Jasa pendukung kegiatan pemboran
yang meliputi:
a. Mud Logging: Jasa untuk mengetahui parameter
pemboran, termasuk jasa untuk mendeteksi kandungan
H2S disekitar sumur.
b. Mud Engineering: Jasa untuk menyediakan material
dan lumpur.
c. Hydrogen Sulphide Services H2S: Jasa penyediaan
keamanan pengeboran dari gas dan kondisi berbahaya
di area operasi pengeboran.
4. Hydraulic Workover Services: Jasa pekerjaan ulang sumur
dengan Rig Snubbing yang dengan tujuan menjaga
performance sumur minyak dan gas sehingga berproduksi
sesuai dengan harapan klien.
5. Artificial Lisf Services: Seperangkat jasa yang dapat
memberikan dengan cara menjaga produksi sumur dengan
menggunakan alat bantu buatan manusia. Adapun alat yang
digunakan adalah Electric Submersible Pump (ESP), yang
membantu meningkatkan produksi dengan mamasukan
pompa kedalam sumur. Selain ESP, ALS juga memiliki genset
yang berbahan bakar gas buang sumur sehingga dapat
dimanfaatkan menjadi tenaga listrik.
Peralatan yang digunakan memiliki variasi Hydraulic Workover Unit,
Drilling Rig, MLU, H2S serta tangki peralatan Mud Plant. Utilisasi
peralatan dibanding tahun 2018 dapat dijabarkan sebagai berikut:
2019
  Kapasitas
Capacity
Hydraulic Workover 11 Hydraulic Rigs
Drilling Rig Services 1 Unit Drilling Rig
Mud Logging Service 8 Mud Logging Units
H2S Remover Services 6 H2S Remover Units
Drilling Fluid Services 15 Liquid Mud Plants
Jasa Intervensi Sumur (WLI)
WLI pada Divisi POMS menawarkan jasa perawatan sumur
migas dengan memiliki empat bisnis utama: electric wireline
logging services, coiled & pumping services, slickline services,
dan welltesting & processing services. Kompetensi peralatan
pada area offshore dan onshore area serta sebarannya mulai
dari Sumatera, Jawa hingga Kalimantan.
Berikut penjelasan dari masing-masing bisnis yang mendukung
WLI:
1. Electric Wireline Services: Jasa pelayanan perforasi, evaporasi
logging sumur migas dan panas bumi dengan menggunakan
peralatan logging. Proses perforasi dan evaporasi
menggunakan melakukan pengambilan data sumur yang
digunakan untuk mengetahui kondisi dan keadaan sumur
sebagai bahan pengambil keputusan treatment sumur yang
perlu dikerjakan.
PT Elnusa Tbk
The following is an explanation of each business unit of the
drilling service:
1. Integrated Drilling Management: Integrated drilling services
to all operations, through drilling rigs and drilling supporting.
2. Drilling rig: Services for carrying out the main drilling activities.
3. Drilling Supporting: Services supporting drilling activites
which include:
a. Mud Logging: Services to determine drilling parameters,
including services to detect H2S content around the
well.
b. Mud Engineering: Services providing material and mud.
c. Hydrogen Sulphide Services (H2S): Service providing
safety of gas drilling and dangerous conditions in the
drilling operation area.
4. Hydraulic Workover Services: Well reworking services with
Snubbing Rig which aims to maintain the performance of
oil and gas wells so that production is in accordance with
client expectations.
5. Artificial Lisf Service: A set of services to maintaining well
production by using man-made tools. The tool used is the
Electric Submersible Pump (ESP), which helps increase
production by entering pumps into the well. In addition
to ESP, ALS also has a gas-fired generator set that can be
used as electicity.
The equipment used has a variety of Hydraulic Workover Units,
Drilling Rig, MLU, H2S and Mud Plant tank equipment. Utilization
of equipment compared to 2018 can be described as follows:
2018
Keberhasilan Kapasitas Keberhasilan
Utility Capacity Utility
100% 10 Hydraulic Rigs 100%
100% 1 Unit Drilling Rig 42%
64% 8 Mud Logging Units 74%
100% 6 H2S Remover Units 73%
100% 15 Liquid Mud Plants 100%
Well Intervention Services (WLI)
WLI in the POMS Division offers oil and gas well care services with
four main business: Electric Wireline Logging Service, Coiled &
Pumping Services, Slickline Services, and Welltesting & Processing
Services. Equipment competnecy in the area of offshore and
onshore area and its distribution starting from Sumatera, Java
to Kalimantan.
The following is an explanation of each business that supports
WLI:
1. Electric Wireline Services: Perforation services, evaporation
of oil and gas well logging by using logging equipment. The
process of perforation and evaporation using well data
collection is used to determine the condition and condition
of the well as a decision maker for well treatment that needs
to be done.
Annual Report 2019 Laporan Tahunan 161
 analisis DAN PEMBAHASAN MANAJEMEN
Management Discussion and Analysis

2. Coiled & Pumping Services: Jasa pelayanan intervensi Sumur
dengan mengguanakan peralatan coiled tubing yang dibantu
peralatan pompa-pompa yang dapat memompakan fluida
dan chemical untuk mengembalikan kondisi sumur sesuai
dengan program klien.
3. Slickline Services: Jasa pelayanan intervensi sumur
dengan mengguanakan peralatan Slikcline Unit dengan
mengguanakan peralatan bantu sumur yang digunakan
untuk membersihkan scale pada sumur produksi minyak
dan gas bumi.
4. Welltesting & Processing Services: Jasa pelayanan sumur
produksi dengan menggunakan peralatan dan pemisahan
minyak bumi sehingga dapat didapat data kondisi minyak
dan gas yang diproduksi oleh sumur. Minyak dan gas bumi
tersebut dilakukan evaluasi serta dimanipulasi di atas tanah
sehingga menjaga dan meningkatkan produksinya.
2. Coiled & Pumping Services: Well intervention services
by using coiled tubing equipment assisted by pumping
equipment that can pump fluids and chemicals to restore
well conditions in accordance with client programs.
3. Slickline Services: Well intervention services by using Slickline
Unit equipment by using well support equipment used to
clean the scale in oil and gas production wells.
4. Welltesting & Processing Services: Services for producing
production wells using equipment and oil separation so that
data can be obtained on the condition of oil and gas produced
by wells. Oil and gas are evaluated and manipulated on the
ground so as to maintain and increase poduction.

Dari tabel berikut didapat jenis Peralatan yang digunakan WLI The following table shows the types of equipment used by WLI
serta tingkat utilisasi selama tahun 2018 dibanding dengan tahun as well as the utilization rate during 2018 compared to 2017 to
2017 untuk mendukung kegiatan operasinya adalah sebagai support its operational activities as follows:
berikut:

2019 2018
 
  Kapasitas Keberhasilan Kapasitas Keberhasilan
Capacity Utility Capacity Utility
Coiled Tubing 4 Coil Tubing Units 100% 4 Coil Tubing Units 92%
Cementing 3 Cementing Units 72% 3 Cementing Units 86%
Slickline 11 Portable Slick Lines 100% 11 Portable Slick Lines 98%
Testing Barge 3 Testing Barges 100% 3 Testing Barges 100%
Surface Testing 4 Testing Surfaces 100% 4 Testing Surfaces 98%
Drill Steam 4 DST 44% 4 DST 51%
Wireline Logging Services 22 Wireline Logging Units 100% 22 Wireline Logging Units 83%

Engineering Procurement & Construction and
Operation Maintenance
POMS memiliki Group Bisnis EPC OM yang memberikan pelayanan
jasa kepada klien Operasi dan Perawatan (OM) Fasilitas Surface
Minyak dan Gas Bumi. Adapun cakupan bisnis OM adalah
perawatan pipa, perawatan pompa pengepul, perawatan tangki
perawatan bangunan dan lain-lain.
Engineering Procurement & Construction and
Operation Maintenance
POMS Division has an EPC-OM business group that provides
services to client of operation and maintenance (OM) surface
oil and gas facilities. The scope of OM business is pipeline
maintenance, steaming pump maintenance, tank maintenance,
building maintenance, and others.

Pencapaian revenue unit binis EPC OM ditahun 2019 mengalami
pertumbuhan 13% dari tahun 2018, hal ini didorong adanya
serapak kontrak untuk pekerjaan di pemeliharaan electrical
dan pemeliharaan mechanical ONWJ, pemeliharaan fasilitas di
Conoco Phillips, Anjungan X Ray Jatibarang dan program Recovery
Platform YYA PHE ONWJ. Sedangkan untuk pekerjaan di EPC,
antara lain yakni pekerjaan Kompresi gas LP Betung, pengadaaan
jasa EPCI Pendopo dan lain-lain.
Revenue achievement of EPC OM business unit in 2019 record a
growth of 13% from 2018, this was driven by the existence of a
series of contracts for work in electrical maintenance and ONWJ
mechanical maintenance, maintenance of facilities at Conoco
Phillips, X Ray Jatibarang Platform and YYA PHE ONWJ's Recovery
Platform program. While for work at EPC, among others, work
on LP Betung gas compression, procurement of EPCI Pendopo
services and others.

162 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

Berikut pencapaian revenue unit bisnis OM EPC dari tahun 2017–
2019:
(Dalam Miliar Rupiah)
(In Billion Rupiah)
+160%
264
2017
Jasa Penyelidikan dan Pengolahan Jasa Seismik
Layanan Perseroan dalam kegiatan usaha ini merupakan satu-
kesatuan yang terpadu dan terintegrasi dalam ekplorasi sumur-
sumur migas yang mencakup semua tahap yang dibutuhkan dalam
penelitian geofisika (seismic). Proses dimulai dari pengumpulan
data dan survei lapangan, pemprosesan data hasil survei, hingga
intrepretasi data untuk pengambilan langkah selanjutnya dalam
ekplorasi sumur-sumur migas. Namun layanan tersebut juga
dapat disesuaikan dengan kebutuhan pelanggan jasa Perseroan.
Para pelanggan memerlukan data geologi di bawah permukaan
(sub-surface) untuk mengetahui keberadaan Migas serta ukuran
besarnya kandungan migas di perut bumi, di lokasi perusahaan-
perusahaan tersebut beroperasi, yaitu di wilayah kerja masing-
masing, baik di daratan, lepas pantai (marine) maupun transisi
antara daratan dan pesisir pantai.
Jasa Penyelidikan dan Pengolahan Jasa Seismik dilakukan oleh
Division of Geoscience and Reservoir Services (GRS) yang
memberikan jasa:
1. Geo Data Acquisition Land (GDL); Seismic Data Acquisition
Land Survey, 3D and 2D, dan Seismic Design.
2. Geo Data Acquisition TZ & Marine (GDM): Seismic Data
Acquisition Transition Zone and Marine Survey, Seismic
Design, Marine Survey, Geodetic Control Point, Rig
and Wellsite Positioning, Road and Pipeline Routing,
Magnetotelluric, Microgravity.
3. Geo Data Processing (GDP): Seismic Data Processing 2D/3D
(land, marine, TZ), Quantify Seismic Amplitude Information,
Lithology, Petrophysical Properties of Reservoirs, Geology
Geophysics & Reservoir (Seismic Interpretation and
Geological Modelling, 2D/3D Depth Imaging, AVO,
Petrophysics Analysis, Reservoir Simulation), Navigation
and Non Seismic Land Survey, Geodetic Control Point,
Rig and Wellsite Positioning, Road and Pipeline Routing,
Magnetotelluric, Microgravity.
PT Elnusa Tbk
The following is the OM EPC business unit revenue achievements
from 2017– 2019:
+13%
775
687
2018 2019
Seismic Date Acquisition and Processing Services
The Company services in this business activity are integrated and
integrated units in the exploration of oil and gas wells that cover all
the stages needed in geophysical (seismic) research. The process
starts from collecting data and field surveys, processing survey
data, and interpreting data to take the next step in exploring oil
and gas wells. But the service can also be tailored to the needs
of the Company service customers.
Customers need sub-surface data to determine the presence
of oil and gas and size of the oil and gas content of the earth,
in the locations of these companies, namely in their respective
work areas, both on land, offshore and transition between land
and coast.
Seismic Service Investigation and Processing Services are carried
out by the Division of Geoscience and Reservoir Services (GRS)
that provides services:
1. Geo Date Acquisition Land (GDL); 3D/2D, Seismic Date
Acquisition Land Survey, and Seismic Design.
2. Geo Date Acquisition TZ & Marine (GDM): Seismic Data
Acquisition Transition Zone and Marine Survey, Seismic
Design, Marine Survey, Geodetic Control Point, Rig
and Wellsite Positioning, Road and Pipeline Routing,
Magnetotelluric, Microgravity.
3. Geo Data Processing (GDP): Seismic Data Processing 2D/3D
(land, marine, TZ), Quantity Seismic Amplitude Information,
Lithology, Petrophysical Properties of Reservoirs, Geology
Geophysics & Reservoirs (Seismic Interpretation and
Geological Modelling, 2D/3D Depth Imaging, AVO,
Petrophysics Analysis, Reservoir Simulation), Navigation
and Non Seismic (Land Survey, Geodetic Control Point,
Rig and Wellsite Positioning, Road and Pipeline Routing,
Magnetotelluric, Microgravity.
Annual Report 2019 Laporan Tahunan 163
 analisis DAN PEMBAHASAN MANAJEMEN
Management Discussion and Analysis

Secara umum proses jasa ini digambarkan sebagai berikut: In general, this service process is described as follows:

Studi Geologi
Desain Seismik Proses Akuisisi Data Pengolahan Interpretasi
Geological
Seismic Design Data Acquisition Process Processing Interpretation
Studies

Desain Seismik
Seismic Design

Operasional
Kapal
Vessel Operation Interpretasi Seismik
Topografi &
Studi Geologi & Proses GGR
Desain Seismik Navigasi Akuisisi Data Pengolahan Data
Geological Seismic
Seismic Design Topography & Data Acquisition Data Processing
Studies Interpretation &
Navigation
Non Seismik GGR Process
Non Seismic

Seismik Pasif
Passive Seismic

Studi & Desain Geologi Peralatan Geofisika

Geological Studies & Design Geophysical Equipment

Perangkat Lunak
Software

Di jasa akuisisi seismik darat, sebanyak 1 proyek merupakan In land seismic acquisition services, as many as 1 project is carried
carried over dari tahun 2018 dan berhasil diselesaikan pada over from 2018 and successfully completed in 2019, and the
tahun 2019, dengan lokasi proyek di pulau Sulawesi. Selain itu location of the project is in Sulawesi. In addition there are new
ada pekerjaan baru di wilayah Sumatera dan Pulau Jawa. works to do in Sumatera and Java.

Pekerjaan akusisi seismik laut di tahun 2019 mulai ke wilayah
overseas, yakni pekerjaan di 2D Seismic Marine Phu Kanh Basin
Offshore di wilayah Vietnam. Hingga saat ini sedang melaksanakan
pekerjaan Komitmen Kerja Pasti (KKP) PHE Jambi Merang dan
berlangsung hingga tahun 2020.
Sea seismic acquisition work in 2019 initially spread overseas,
namely work on 2D Seismic Marine Phu Kanh Basin Offshore in
Vietnam. Until now, it is carrying out Workforce Commitment
Program(KKP) of Jambi Merang PHE and will last until 2020.

Kontribusi Pendapatan per Bisnis – Jasa Penyelidikan dan Pengolahan Data Seismik
Revenue Contribution per Business - Seismic Data Processing and Investigation Services

7,3% 5,6%

GDP

36,7% 612 56,0% 32,1% 1.386 62,3% GDL

GDM

2018 2019

164 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 Berikut kapasitas dan volume produksi: The following is the production capacity and volume:

Produksi/Kapasitas
Alat Penyelidikan Seismik Satuan Production/Capacity
Seismic Acquisition Equipment Unit
2019 2018
Seismic Data Capacity
Seismic Data Acquisition Land Crew 5 5
Seismic Data Acquisition TZ Crew 1 1
Seismic Data Acquisition Marine Crew 1 1
Seismic Data Acquisition
2D Data Collection Km 18.837 1.423
3D Data Collection Kmsq 690 594
2D Data Processing Km 2.336 6.769
3D Data Processing Kmsq 11.410 2.250

Berikut disampaikan kinerja keuangan dan profitabilitas segmen The following is the financial performance and profitability
Jasa Hulu Migas Terintegrasi: of the Integrated Upstream Oil and Gas Services segment:

Kinerja Keuangan dan Profitabilitas Segmen Jasa Hulu Migas Terintegrasi

Financial Performance and Profitability of the Integrated Upstream Oil and Gas Service Segment

Kenaikan (Penurunan)
Increase (Decrease)
Jasa Hulu Migas Terintegrasi 2019 2018
Integrated Upstream Oil and Gas Services (Rp-juta) (Rp-juta) Selisih Persentase
(Rp-juta) (%)
Difference Percentage
Laba (Rugi) Bersih
Net Profit (Loss)
Pendapatan
3.847.015 2.653.918 1.193.097 45
Revenue
Pendapatan Eksternal
3.821.891 2.636.121 1.185.770 45
External Revenues
Pendapatan Antar Segmen
25.124 17.797 7.327 41
Inter-Segment Revenues
Beban Pokok Pendapatan
(3.578.480) (2.500.157) (1.078.323) 43
Total Cost of Revenues
Laba Kotor
268.535 153.761 114.774 75
Gross Profit
Beban Penjualan
(2.722) (2.094) (628) 30
Selling Expenses
Beban Umum dan Administrasi
(193.642) (150.617) (43.025) 29
General and Administrative Expenses
Penghasilan Bunga
3.716 5.052 (1.336) (26)
Interest Income
Beban Keuangan
(24.702) (84.376) 59.674 (71)
Financial Costs
Lain-Lain - Neto
(15.347) 64.876 (80.223) (124)
Others - Net
Laba sebelum Pajak Final dan Pajak Penghasilan
35.838 (13.398) 49.236 367
Profit before Final Tax and Income Tax
Beban Pajak Final
(17.201) (16.017) (1.184) 7
Final Tax Expense
Laba sebelum Pajak Penghasilan
18.637 (29.415) 48.052 163
Profit before Income Tax
Beban Pajak Penghasilan
(14.328) 5.528 (19.856) (359)
Income Tax Expense
Laba Tahun Berjalan
4.309 (23.887) 28.196 (118)
Profit for the Year
Penghasilan Komprehensif Lain
(11.753) 11.759 (23.512) (200)
Other Comprehensive Income
Total Laba Komprehensif Tahun Berjalan
(7.444) (12.128) 4.684 39
Total Comprehensive Income for the Year

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 165

 analisis DAN PEMBAHASAN MANAJEMEN
Management Discussion and Analysis

Kinerja Keuangan dan Profitabilitas Segmen Jasa Hulu Migas Terintegrasi

Financial Performance and Profitability of the Integrated Upstream Oil and Gas Service Segment

Kenaikan (Penurunan)
Increase (Decrease)
Jasa Hulu Migas Terintegrasi 2019 2018
Integrated Upstream Oil and Gas Services (Rp-juta) (Rp-juta) Selisih Persentase
(Rp-juta) (%)
Difference Percentage
Informasi-Informasi Lain
Other Information
Total Aset
4.606.703 4.127.301 479.402 12
Total Assets
Total Liabilitas
2.092.940 1.660.843 432.097 26
Total Liabilities
Ekuitas - Neto
2.513.762 2.466.455 47.307 2
Equity - Net
Penyusutan dan Amortisasi
312.575 271.776 40.799 15
Depreciation and Amortization
Penambahan Aset Tetap
210.948 371.933 (160.985) (43)
Addition of Fixed Assets

KEGIATAN OPERASI SEGMEN JASA PENUNJANG MIGAS ACTIVITIES ON OIL AND GAS SUPPORTING SERVICES
SEGMENT OPERATIONS

PT Sigma Cipta Utama (SCU) PT Sigma Cipta Utama (SCU)

PT Sigmaa Cipta Utama sebagai perusahaan penyedia jasa bidang
pengelolaan data mempunyai peluang pasar yang masih terbuka
luas untuk berkembang. Untuk dapat menjadi perusahaan
penyedia jasa pengelolaan data yang handal, seperti yang
tertuang dalam visi dan misi, maka Perusahaan harus memiliki
keunggulan daya saing atas produk dan jasa yang ditawarkan ke
pasar, termasuk dalam merencanakan strategi pengembangan
prospek yang terarah dan efektif.
PT Sigma Cipta Utama as a date management service provider
company has a market opportunity that is still widely open to
develop. To be able to become a reliable date management
service provider, as stated in the vision and mission, the Company
must have a competitive advantage over the products and services
offered to the market, including in planning targeted and effective
prospect development strategies.

Proses Usaha Manajemen Data

Data Management Business Process

Manajemen Data Fisik

Physical Data Management
• Penyimpanan/Storage
• Penataan/Management
Data Kegiatan Data • Pemeliharaan/Maintenance
Hulu Migas dan • Magnetic Tape
Perusahaan Migas Non Migas • Dokumen/
dan Non Migas Oil & Gas and Document Remastering
Oil & Gas Company Non Oil & Gas • Contoh/Sample (Alih media dan format)
and Non Oil & Gas Company Upstream
Activity Data

Manajemen Data Elektronik & Sistem

Pengelolaan Kearsipan/Electronic Data
Management & Data Management System

166 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

Dalam konteks penunjang industri migas, Perseroan memegang
peranan penting dalam pengelolaan dan pelestarian hasil
ekplorasi dan produksi sumur-sumur perminyakan dan gas-bumi.
Bahkan data-data lama yang terekam ke dalam bentuk dokumen
kertas, dapat ditransfer ke dalam bentuk digital sehingga dapat
diolah kembali, karena salah satu produk jasa Perseroan dari
kegiatan usaha ini adalah jasa pemindaian dokumen. Perseroan
juga memiliki kemampuan dan fasilitas untuk melakukan
pemeliharaan, pelestarian dan re-identifikasi Geological Sample.
Perseroan juga berperan penting pada dunia Teknologi Informasi
dan Komunikasi (Information Communication Technology)
sektor industri migas. Kegiatan eksplorasi dan eksploitasi migas
memerlukan sarana Teknologi Informasi dan Komunikasi, baik
untuk komunikasi personel, komunikasi data, maupun pelacakan
(tracking) aset dan personal, Radio Frequency Identification
(RFID). Di wilayah terpencil dan Remote Area, komunikasi radio
menjadi pilihan terbaik; dan Perseroan sanggup memberikan
jasa penyediaan dan pelayanan komunikasi dengan frekuensi
gelombang radio (Radio Trunking, Broadband Communication,
Wireless Data Communication), jasa penyediaan perangkat IT
dan Automation, sensor dan pelacak/tracking baik untuk aset
maupun human/personel, termasuk juga jasa membangun/
kastemisasi perangkat lunak yang terkait dengan keperluan
tersebut (Control Equipment Monitoring, Vessel Tracking
Monitoring System, Fuel Monitoring, GPS Tracking, Inventory
dan Tagging dengan RFID). Selain itu, SCU juga memberikan Jasa
layanan ICT (Information Communication Technology) lainnya
meliputi Data Center & Disaster Recovery Services, IT Solution,
IT Service Management (ITSM), Knowledge Management System
(KMS), HWU (Hydroulic Workover Unit) Monitoring System, Smart
Building dan sebagainya.
Proses Usaha ICT
ICT Business Process
Definisi Sistem Desain Pemrograman
Kebutuhan Design System Programming
Pengguna
User Requirement
Definition
Umpan Balik
Feedback
PT Elnusa Tbk
In the context of supporting the oil and gas industry, the Company
plays an important role in the management and preservation of
the results of exploration and production of oil and gas wells.
Even old data recorded in the form of paper documents can
be transferred into digital form so that it can be reprocessed,
because one of the Company service products from this business
activity is document scanning services. The Company also has
the ability and facilities to carry out maintenance, preservation
and re-identification of Geological Samples.
The Company also plays an important role in the world of
Information and Communication Technology in the oil and gas
industry sector. Oil and gas exploration and exploitation activities
require information and communication technology facilities, both
for personnel communication, data communication, and asset
and personal tracking, Radio Frequency Identification (RFID).
In remote areas, radio communication is the best choice; and
then the Company is able to provide communication provisions
and services with radio frequency frequencies (Radio Trunking,
Broadband Communication, Wireless Data Communication),
services for providing IT and Automation devices, sensors and
trackers for both assets and human/personnel, including building
services/customization of software related to these requirements
(Control Equipment Monitoring, Vessel Tracking Monitoring
System, Fuel Monitoring, GPS Tracking, Inventory and Tagging
with RFID). Besides that, SCU also provides other ICT (Information
Communication Technology) services including Data Centers &
Disaster Recovery Services, IT Solutions, IT Service Management
(ITSM), Knowledge Management Systems (KMS), Hydroulic
Workover Unit (HWU) Monitoring System, Smart Building, etc.
Uji Kelayakan Pengiriman kepada Pemeliharaan
Feasibility Test Konsumen Maintenance
Delivery to Consumer
Annual Report 2019 Laporan Tahunan 167
 analisis DAN PEMBAHASAN MANAJEMEN
Management Discussion and Analysis

Proses Usaha Automation

Business Process Automation

Oil Field Drilling Monitoring System

Wireless Telco Central

Network Control Room

GPRS/3G
Base Station

Infrastructure iOT

GPRS GPRS
Modem Modem

Current Sensor

Total
Automation
System

FPM-8151H UNO-1150 GH ADAM-4117 Voltage Regulator

Industrial Stainless DIN-rail PC with 2 8-cm Analog
Monitor x LAN, 3 x COM Input

Local Wellhead Control System

Generator

Tahun 2019 SCU Secara umum, terjadi peningkatan pertumbuhan
pendapatan SCU sebesar 15%, dari Rp90,1 miliar tahun 2018
menjadi Rp103,5 miliar tahun 2019. Bisnis warehouse/jasa
pengelolaan data fisik mengalami peningkatan pendapatan dari
Rp59,2 miliar menjadi Rp70,2 miliar tahun 2019. Penambahan
pendapatan ini banyak terjadi di bisnis Remote Data Management,
General Warehousing, Geological Sample Maintenance dan
Pengelolaan Data Perpajakan. Begitu juga halnya dengan bisnis
ICT/jasa pengelolaan data digital mengalami kenaikan pendapatan
dari Rp30,8 miliar pada tahun 2018 menjadi Rp33,2 miliar pada
tahun ini. Penambahan pendapatan banyak terjadi pada bisnis
tracking (GPS, VTMS), inpeksi dan monitoring.
In general, there was an increase in SCU revenue of 15%,
from Rp90.1 billion in 2018 to Rp103.5 billion in 2019. The
warehouse/physical data management services business has
increased revenue from Rp59.2 billion to Rp70.2 billion in
2019. This additional income is obtained from the Remote
Data Management, General Warehousing, Geological Sample
Maintenance and tax data management businesses. Likewise, the
business of ICT/digital data management services has increased
revenue from Rp30.8 billion in 2018 to Rp33.2 billion this year.
Additional income is mostly derived from the tracking business
(GPS, VTMS), inspection and monitoring.

168 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

Okupansi produksi jasa layanan Warehouse adalah sebagai Warehouse service production occupancy services are as follows:
berikut:
Kapasitas Okupansi
Pengelolaan Data Fisik Satuan Capacity Occupancy
Physical Data Management Unit
2019 2018 2019 2018
M2 1.869 414 1.035 352
Tape Storage
Reel 403.655 223.560 223.560 223.560
M2 289 427 289 358
Catridge Room
Catridge 416.118 384.300 416.118 406.937
M2 10.434 3.874 10.434 3.874
Document Storage
Box 176.930 290.920 174.430 211.547
M2 3.426 2.439 3.426 1.849
Core Storage
Box 75.378 145.587 75.378 145.988
General Storage M3 18.207 19.472 18.207 19.472

Volume penjualan jasa pengelolaan alih media (Remastering) The sales volume of media transfer management services
pada jasa layanan Warehouse adalah sebagai berikut: (Remastering) in Warehouse services is as follows:
Volume Penjualan
Warehouse Satuan Sales Volume
Alih Media (Data Remastering) Unit
2019 2018
Scanner Sheet 8.200.000 35.925.145
Tape Magnetic Drive Reel 7.200 8.655

Kapasitas Jasa layanan ICT (Information Communication The capacity of ICT (Information Communication Technology)
Technology) adalah sebagai berikut: services is as follows:
Kapasitas
ICT Satuan Capacity
Radio Trunking & IT Solution Unit
2019 2018
Radio Telecommunication Unit 1.410 1.395
Vessel Tracking Management System Vessel 84 84
GPS Unit 1.995 2.234

Kapasitas Penjualan Jasa Layanan ICT (Information Communication Sales Capacity of ICT (Information Communication Technology)
Technology) adalah: Services are:
Volume Penjualan
ICT Satuan Sales Volume
Radio Trunking & IT Solution Unit
2019 2018
Radio Telecommunication Unit 1.410 1.500
Vessel Tracking Management System Vessel 84 150
Non Directional Beacon Unit 0 1
GPS Unit 1.995 4.000

PT Elnusa Fabrikasi dan Konstruksi (EFK)
Perseroan melalui anak perusahaan PT Elnusa Fabrikasi dan
Konstruksi (EFK) melakukan kegiatan usaha sebagai berikut:
1. Fabrikasi dan Pengadaan Peralatan Migas.
2. Niaga OCTG sebagai penyedia pipa OCTG selaku pabrikan
(Trading).
3. Penguliran Pipa OCTG (Threading).
4. Jasa Konstruksi Besar (EPC).
5. Jasa Perbaikan Peralatan Migas (Maintenance Services).
6. Layanan jasa desain, engineering, pengawasan, dan
pelaksanaan konstruksi.
PT Elnusa Fabrikasi and Konstruksi (EFK)
The Compnay through its subsidiary PT Elnusa Fabrikasi and
Konstruksi (EFK) conducts business activites as follows:
1. Fabrication and Procurement of Oil and Gas Equipement.
2. Trade OCTG as OCTG pipe provider as a manufacturer
(Trading).
3. OCTG Pipe Threading.
4. Large Construction Services (EPC).
5. Oil and Gas Equipment Repair Services (Maintenance Services).
6. Services for design, engineering, supervision and
implementation of construction.

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 169

 analisis DAN PEMBAHASAN MANAJEMEN
Management Discussion and Analysis
Proses kegiatan usaha jasa OCTG dapat digambarkan sebagai
berikut:
Impor Pipa Casting OCTG Proses Penguliran
Import OCTG Casing Pipe Threading Process
Pencapaian Revenue di tahun 2019 mengalami peningkatan yang
sangat signifikan 105% dari tahun 2018. Kenaikan revenue yang
signifikan di karenakan beberapa projek pada unit bisnis OCTG
seperti Pekerjaan Pipa GRE Pertamina EP dan unit bisnis Fabrikasi
pekerjaan Rig EHR-13.
Dari sisi Produksi jasa ulir, perbandingan kinerja operasi tahun
2019 dan 2018 dapat disajikan sebagai berikut:
Produksi Jasa Ulir
Threading Service Production
Jenis Pekerjaan Satuan
Type of Work Unit
Threading OCTG MT
Trading OCTG MT
PT Patra Nusa Data (PND)
PND sebagai partner utama dari Pertamina Upstream Data Center
(PUDC) - UTC dalam mengelola data Migas milik negara dengan
cakupan lingkup kerja yaitu mengumpulkan, mengelola, menyimpan
dan memasyarakatkan data terkait wilayah kerja migas.
Merujuk kepada berakhirnya kontrak pengelolaan data Migas
antara Pusdatin ESDM dan PND yang berakhir pada Maret 2018,
terjadi perubahan pola bisnis yang cukup mendasar, semula
Perusahaan mendapatkan pendapatan dari lisensi data, namun
sejak kontrak pengelolaan data beralih ke Pertamina Upstream
Data Center (PUDC) - UTC maka pendapatan Perusahaan menjadi
fixed income berdasarkan kontrak services dengan Pertamina
Upstream Data Center (PUDC) - UTC.
Jasa yang disediakan PND secara garis besar dikelompokkan ke
dalam dua kategori jasa:
1. Jasa Geo Data sebagai partner utama dari Pertamina
Upstream Data Center (PUDC) - UTC untuk melakukan
pengelolaan data migas dan pemasyarakatan data baik
migas konvensional maupun non konvensional (Coal Bed
Methane-CBM dan Shale Gas).
2. Jasa Geo IT yang meliputi IT Data Management untuk
Pengelolaan Data Fisik, Alih Media (scan, digitasi, vektorisasi,
re-drawing, re-mapping) dan Penataan Data Digital (dengan
menggunakan perangkat lunak utama INAMETA Plus/
Enterprise dan INAMETA Platinum).
170 Annual Report 2019 Laporan Tahunan
The process of OCTG service business activities can be described
as follows:
Penjualan (Perdagangan Pipa)
Pipe Trading Product
Revenue achievement in 2019 recorded a very significant increase
of 105% from 2018. The significant increase in revenue was
due to several projects in the OCTG business unit such as the
GRE Pertamina EP Pipe Work and the EHR-13 Rig Fabrication
business unit.
In terms of threading service production, the comparison of
operating performance in 2019 and 2018 is as follows:
Produksi
Production
2019 2018
2.776 5.502
1.667 1.500
PT Patra Nusa Data (PND)
PND as the main partner of Pertamina Upstream Data Center
(PUDC) - UTC in managing state-owned oil and gas data with a
scope of work that is collecting, managing, storing and socializing
data related to the oil and gas working area.
Referring to the end of the Oil and Gas data management contract
between Pusdatin ESDM and PND which ended in March 2018,
there was a fairly fundamental business pattern change, the
Company initially received revenue from data licenses, but
since the data management contract was switched to Pertamina
Upstream Data Center (PUDC) - UTC then the Company income
becomes fixed income based on a service contract with Pertamina
Upstream Data Center (PUDC) - UTC.
Services provided by PND are broadly grouped into two service
categories:
1. Geo Date Services as the main partner of Pertamina
Upstream Date Center (PUDC) - UTC to manage oil and
gas data and correctional data for both conventional and
non-conventional oil and gas (CBM Coal Bed Methane and
Shale Gas).
2. Geo IT services which include IT Data Management for
Management of Physical Data, Media Transfer (scan,
digitization, vectorization, re-drawing, re-mapping) and
Digital Data Arrangement (using the main software INAMETA
Plus/Enterprise and INAMETA Platinum).
PT Elnusa Tbk
 Tabel Realisasi Produksi
Production Realization Table
Jenis Pekerjaan
Unit 2019 2018
Type of Work
Seismic 2D (Post Stack) Line 44.003 43.360
Data Collecting Seismic 2D (Field Data) Line 20.531 13.315
(cumulative) Seismic 3D Area 106 101
Well Well 14.075 14.015
Seismic Vektorisasi Sheet 57.905 57.597
Master Log Well 2.794 2.794
Data Remastering
GGR Report 10.092 9.917
(cumulative)
Map Sheet 37.886 37.612
Supporting Document 1.562 1.184
Prospect Evaluation & Post Stack Km 958.798 958.798
Data Enhancement Pre Stack Km 117.547 117.547
(cumulative) 3D Repro Km2 2.521 2.521
Persen
Digital Oilfield Management System Application 100 54
Percent
Persen
WIMS (Well Integrity Management System) 100 -
Percent
Product Development
Persen
SIMR (System Itegration Module & Reporting) Application 100 -
Percent
Persen
Advance Well Data Management Development 30 -
Percent

Catatan:
• Jumlah Data Collecting, Data Remastering Prospect Evaluation & Data
Enhancement, disajikan adalah kumulatif dari tahun ke tahun.
• Merujuk pada lingkup pengelolaan data antara PUDC dengan PND, maka
kegiatan Pekerjaan Prospect Evaluation,Study, dan Data Enhancement sudah
tidak dilakukan.
• Pekerjaan Master Log tidak dilakukan lagi karena tidak termasuk dalam lingkup
kontrak dengan Pertamina.
• Prioritas pekerjaan di 2019 untuk Remastering adalah dilakukan sesuai dengan
request dari pengguna data.
• Prioritas pekerjaan Remastering adalah update Metadata untuk aplikasi
MDT (Manajemen Data terintegrasi, milik PUDC), QC & Perbaikan Data untuk
pelayanan, & input Data Remastering.
Notes:
• The total of Data Collecting, Data Remastering Prospect Evaluation & Data
Enhancement, presented is cumulative from year to year.
• Referring to the scope of data management between PUDC and PND, the
study activity has not been carried out.
• The work of the Master Log is no longer carried out because it is not included
in the scope of the contract with Pertamina.
• The priority of work in 2019 for Remastering is done in accordance with the
requests from data users.
• Remastering work priorities are Metadata updates for MDT applications
(integrated Data Management, owned by PUDC), QC & Data Improvement
for service & Remastering Data input.

Dari sisi pelayanan data kepada pelanggan, perbandingan kinerja In terms of data services to customers, the comparison of
operasi tahun 2019 dan 2018 untuk bisnis Geo Data dapat operating performance in 2019 and 2018 for the Geo Data
disajikan sebagai berikut: business can be presented as follows:

Jenis Data
2019 2018
Type of Data
2D Seismic Km 1.081.415,55 147.934
3D Seismic Km 819.510,97 65.879
Well Well 10.819 1.626
GGR (Report) Title 171 184
Maps Sheet 15 26
Core (Sample) Bags 204 1.050

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 171

 analisis DAN PEMBAHASAN MANAJEMEN
Management Discussion and Analysis

Volume produksi jasa Geo IT tahun 2019 dan 2018 dapat disajikan The production volumes of Geo IT services in 2019 and 2018 are
sebagai berikut: presented as follows:
Kapasitas
Jenis Pekerjaan Volume
Type of Work
2019 2018
Layanan INAMETA Plus Proyek
2 3
INAMETA Plus Service Project
Layanan INAMETA Platinum Lisensi
1* 1*
INAMETA Platinum Service License
Layanan Pay per Use/Olivia Klien
1* 1*
Pay per Use/Olivia Services Client
Proyek
Technical Oil & Gas Data Management Services 1 1
Project
Proyek
Advance Well Data Management Solution 1 -
Project

*) As a government support (SKK Migas)

PT Elnusa Trans Samudera PT Elnusa Trans Samudera

PT Elnusa Trans Samudera (ETSA) adalah entitas anak perusahaan
yang mnyediakan Jasa Marine Support, didirikan pada 8 November
2013. Memiliki 10 unit Kapal, di mana terdiri dari 1 unit Landing
Craft Tank (LCT), 6 unit Work Barge (WB), 2 unit Accomodation
Work Barges (AWB), dan 1 unit kapal survey seismic yang
kemudian diberi nama MV. ELSA REGENT.
PT Elnusa Trans Samudera (ETSA) is a subsidiary that provides
Marine Support Service. It was established on November 8, 2013.
Has 10 ship units that consist of 1 Landing Craft Tank (LCT) unit,
6 Work Barge (WB) units, 2 Accomodation Work Barges (AWB)
units, and 1 MV Seismic Survey unit, which was later given the
name MV. ELSA REGENT.

Revenue ETSA ditahun 2019 sebesar Rp364 Miliar atau Growth
sebesar 7,5% terhadap tahun 2018 sebesar Rp336 Miliar. Revenue
Perusahaan didominasi dari Seismic Vessel sebesar 44% dari total
pendapatan yang diraih. Adapun utilisasi pekerjaan untuk men-
support pekerjaan 2D Seismic Acquisition di wilayah pekerjaan
di Pertamina maupun pekerjaan di Vietnam. Well testing dan
AWB mayoritas bekerja di wilayah Kalimantan.
ETSA revenue in 2019 was IDR364 Billion or grew 7.5% compared
to 2018 of Rp336 Billion. The Company's revenue is dominated by
Seismic Vessel with 44% of the total revenue. The work utilization
is to support 2D Seismic Acquisition work for Pertamina and in
Vietnam. Well testing and AWB mostly work in Kalimantan region.

Pengembangan ETSA ke depannya akan ikut bersaing di pasar In the future ETSA development will compete in the marine
jasa marine offshore dan industry hilir yang lain, seperti supply offshore service market and other downstream industries, such
vessel, self propeler and oil barge (SPOB). as supply vessels, self propellers and oil barges (SPOB).

Berikut disampaikan kinerja keuangan dan profitabilitas segmen The following is the financial performance and profitability of
Jasa Penunjang Migas. the Oil and Gas Support Services segment.

172 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 Kinerja Keuangan dan Profitabilitas Segmen Jasa Penunjang Migas
Financial Performance and Profitability of the Oil and Gas Support Services Segment

Kenaikan (Penurunan)
Increase (Decrease)
2018
2019 Selisih
(Rp-juta)
Jasa Penunjang Migas (Rp-juta) (Rp-juta) Persentase Oil and Gas Support Services
(Rp-
(Rp-million) Difference (%)
million)
(Rp- Percentage
million)
Laba (Rugi) Bersih Net Profit (Loss)
Pendapatan 988.663 698.503 290.160 42 Revenue
Pendapatan Eksternal 441.914 292.797 149.117 51 External Revenues
Pendapatan Antar Segmen 546.749 405.706 141.043 35 Inter-segment Revenues
Beban Pokok Pendapatan (820.397) (577.580) (242.817) 42 Total Cost of Revenues
Laba Kotor 168.266 120.923 47.343 39 Gross Profit
Beban Penjualan (798) (48) (750) 1.563 Selling Expenses
Beban Umum dan Administrasi (65.396) (54.374) (11.022) 20 General and Administrative Expenses
Penghasilan Bunga 9.206 5.877 3.329 57 Interest Income
Beban Keuangan (5.478) (3.275) (2.203) 67 Financial Costs
Lain-Lain - Neto 3.721 4.157 (436) (10) Others Net
Laba sebelum Pajak Final dan Pajak Penghasilan 109.521 73.260 36.261 (49) Profit before Final Tax and Income Tax
Beban Pajak Final (5.531) (4.833) (698) 14 Final Tax Expense
Laba sebelum Pajak Penghasilan 103.990 68.427 35.563 (52) Profit before Income Tax
Beban Pajak Penghasilan (11.877) (9.220) (2.657) 29 Income Tax Expense
Laba Tahun Berjalan 92.113 59.207 32.906 56 Profit for the Year
Penghasilan Komprehensif Lain (1.631) 1.734 (3.365) (194) Other Comprehensive Income
Total Comprehensive Income for the
Total Laba Komprehensif Tahun Berjalan 90.482 60.941 29.541 (48)
Year
Informasi-Informasi Lain Other Informations
Total Aset 1.086.423 884.244 202.179 23 Total Assets
Total Liabilitas 316.169 172.267 143.902 84 Total Liabilities
Ekuitas - Neto 770.254 711.977 58.277 8 Equity Net
Penyusutan dan Amortisasi 86.512 85.625 887 1 Depreciation and Amortization
Penambahan Aset Tetap 61.018 43.739 17.279 40 Addition of Fixed Assets

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 173

 analisis DAN PEMBAHASAN MANAJEMEN
Management Discussion and Analysis

TINJAUAN KEUANGAN
Financial Review

STANDAR PENYAJIAN INFORMASI DAN STANDARD OF INFORMATION REPORTING AND

KESESUAIAN TERHADAP STANDAR AKUNTANSI COMPLIANCE WITH FINANCIAL ACCOUNTING STANDARDS
KEUANGAN

Analisis dan pembahasan kinerja keuangan pada laporan tahunan
ini mengacu pada Laporan Keuangan untuk tahun-tahun yang
berakhir pada 31 Desember 2019 dan 31 Desember 2018
yang telah di audit oleh Kantor Akuntan Publik Purwantono,
Sungkoro & Surja (EY) yang dalam laporan No. 00085/2.1032/
AU.1/02/0701-2/1/III/2020 dengan pendapat bahwa laporan
keuangan konsolidasian Elnusa menyajikan secara wajar dalam
semua hal yang material, sesuai dengan Standar Akuntansi
Keuangan (“SAK”) di Indonesia, yang mencakup Pernyataan
Standar Akuntansi Keuangan (“PSAK”) dan Interpretasi Standar
Akuntansi Keuangan (“ISAK”) yang dikeluarkan oleh Dewan
Standar Akuntansi Keuangan Ikatan Akuntan Indonesia, serta
Peraturan Otoritas Jasa Keuangan (OJK) No. 29/POJK.04/2016
tentang Laporan Tahunan Emiten atau Perusahaan Publik.
Analysis and discussion of financial performance in this annual
report refers to the Financial Statements for the years ended
December 31, 2019 and December 31, 2018 which have been
audited by the Public Accountant Firm Purwantono, Sungkoro
& Surja (EY) as indicated by their reportNo. 00085/2.1032/
AU.1/02/0701-2/1/III/2020 with the opinion that Elnusa's
consolidated financial statement is presented fairly for all
material aspects, in accordance with the Indonesian Financial
Accounting Standard ("SAK"), and Interpretation of Financial
Accounting Standards ("ISAK") issued by the Indonesian Financial
Accounting Standards Board Institute of Indonesian Chartered
Accountants, and Financial Services Authority Regulation (OJK)
No. 29/POJK.04/2016 concerning Annual Reports of Issuers or
Public Companies.

POSISI KEUANGAN KONSOLIDASIAN CONSOLIDATED FINANCIAL POSITION

Kenaikan (Penurunan)
Increase (Decrease)
2019 2018
Uraian Selisih Persentase Description
(Rp-juta I million) (Rp-juta I million)
(Rp-juta I million) (%)
Difference Percentage
ASET ASSET
Aset Lancar 3.698.370 3.158.507 539.863 17 Current Asset
Aset Tidak Lancar 3.106.667 2.498.820 607.847 24 Non-current Asset
Jumlah Aset 6.805.037 5.657.327 1.147.710 20 Total Assets
Liabilitas Liability
Liabilitas Jangka Pendek 2.504.335 2.116.898 387.437 18 Current Liabilities
Liabilitas Jangka Panjang 724.004 240.229 483.775 201 Non-current Liabilities
Jumlah Liabilitas 3.228.339 2.357.127 871.212 37 Total Liabilities
Utang Berbunga 1.127.040 821.415 1.127.040 37 Interest Bearing Debt
Ekuitas 3.576.698 3.300.200 3.576.698 8 Equity
Modal Kerja - Neto 1.194.035 1.041.609 1.194.035 15 Working Capital - Net

Per 31 Desember 2019, total Aset Perseroan

mengalami pertumbuhan 20% di banding tahun
sebelumnya, sementara total Liabilitas naik sebesar
37% dan Ekuitas mengalami kenaikan 8%
As of December 31, 2019, the Company’s total assets grew by 20% compared to the
previous year, while total liabilities increased by 37% and equity increased by 8%

174 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

ASET
Kenaikan aset sebesar 20% didorong dari adanya kenaikan pada
Piutang usaha, dimana sebanding dengan adanya kenaikan
Pendapatan yang terjadi di tahun 2019. Selain itu kenaikan
didorong dari penambahan aktiva tetap yang di peroleh dari
realisasi investasi yang dilakukan Perseroan antara Lain Depo
LPG Amurang, Hydraulic Workover Unit , Peripheral Seismic dan
aktiva lainnya.
ASSET
The increase in assets by 20% was driven by an increase in trade
receivables, which is comparable to an increase in revenue that
occurred in 2019. In addition, the increase was driven from
the addition of fixed assets obtained from the realization of
investments made by the Company including Amurang LPG Depot,
Hydraulic Workover Unit, Peripheral Seismic and other assets.

Aset Lancar Current Asset

Kenaikan (Penurunan)
Increase (Decrease)
2019 2018
Uraian Selisih Persentase Description
(Rp-juta I million) (Rp-juta I million)
(Rp-juta I million) (%)
Difference Percentage
Kas dan Setara Kas 856.122 719.457 136.665 19 Cash and Cash Equivalent
Piutang Usaha – Neto 2.089.958 1.571.843 518.115 33 Trade Receivables - Net
Aset Keuangan Lancar Lainnya Other Current Financial
35.124 21.090 14.034 67
– Neto Assets - Net
Persediaan – Neto 213.298 167.065 46.233 28 Inventories - Net
Uang Muka 129.979 89.952 40.027 44 Advances
Pajak Dibayar di Muka 350.353 574.087 (223.734) (39) Prepaid Taxes
Beban Dibayar di Muka 23.536 15.013 8.523 57 Prepaid Expenses
Jumlah Aset Lancar 3.698.370 3.158.507 539.863 17 Total Current Assets

Kenaikan sebesar 17 Persen atau 539,8 Miliar Rupiah, didominasi
dari kenaikan piutang usaha yang diimbangi juga dengan kenaikan
pendapatan di tahun 2019. Di sisi lain adanya proses penagihan
yang berdasarkan tahapan progres tertentu, antara lain yang
ada pada kegiatan di OM & EPC, sehingga berdampak pada
kolektabilitas pada Piutang usaha.
An increase of 17 Percent or 539.8 Billion Rupiah, is dominated
by an increase in trade receivables which is also offset by an
increase in revenue in 2019. On the other hand there is a billing
process based on certain stages of progress, including the OM &
EPC activities, which affected the trade receivables collectability.

Kas dan Setara Kas Cash and Cash Equivalent

Kenaikan (Penurunan)
Increase (Decrease)
2019 2018
Uraian Selisih Persentase Description
(Rp-juta I million) (Rp-juta I million)
(Rp-juta I million) (%)
Difference Percentage
Kas 2.256 2.940 (684) (23) Cash
Bank Bank
Rupiah 549.085 474.034 75.051 16 Rupian
Dollar Amerika Serikat 262.285 195.283 67.002 34 US Dollar
Dollar Singapura - SGD Dollar
Jumlah kas pada Bank 811.370 669.317 142.053 21 Total Cash in Banks
Call Deposit dan Deposito Call Deposits and Time
Berjangka Deposits
Rupiah 42.496 47.200 (4.704) C Rupiah
Jumlah Call Deposit dan Total Call Deposits and
42.496 47.200 (4.704) (10)
Deposito Berjangka Time Deposits
Total Cash and Cash
Jumlah Kas dan Setara Kas 856.122 719.457 136.665 19
Equivalent

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 175

 analisis DAN PEMBAHASAN MANAJEMEN
Management Discussion and Analysis

Piutang Usaha Accounts Receivable

Kenaikan (Penurunan)
Increase (Decrease)
2019 2018
Uraian Selisih Persentase Description
(Rp-juta I million) (Rp-juta I million)
(Rp-juta I million) (%)
Difference Percentage
Difakturkan 739.005 567.463 171.542 30 Billed
Belum Difakturkan 1.511.885 1.156.436 355.449 31 Unbilled
Jumlah Piutang Usaha 2.250.890 1.723.899 526.991 31 Total Trade Receivables
Cadangan Kerugian Penurunan
(160.932) (152.056) (8.876) 6 Allowance for Impairment
Nilai
Jumlah Piutang Usaha Neto 2.089.958 1.571.843 518.115 33 Total Trade Receivables - Net

Aset Tidak lancar Non-current Asset

Kenaikan (Penurunan)
Increase (Decrease)
2019 2018
Uraian Selisih Persentase Description
(Rp-juta I million) (Rp-juta I million)
(Rp-juta I million) (%)
Difference Percentage
Aset Keuangan Tidak Lancar Other Non-current Financial
464.953 163.961 300.992 184
Lainnya Assets
Pajak Dibayar di Muka – Prepaid Taxes - Non-current
492.276 327.212 165.064 50
Bagian Tidak Lancar Portion
Aset Pajak Tangguhan 127.598 109.684 17.914 16 Deferred Tax Assets
Penyertaan Saham-Neto 16.660 8.946 7.714 86 Net-Share Subscription
Uang Muka Bagian Tidak Advantages - Non-current
49.509 22.123 27.386 124
Lancar Position
Aset Tetap - Bersih 1.819.321 1.735.854 83.467 5 Fixed Assets - Net
Aset Tak Berwujud 13.745 18.267 (4.522) (25) Intangible Assets
Properti Investasi - Bersih 51.876 51.993 (117) 0 Investment Properties - Net
Aset Lain-Lain 70.729 60.780 9.949 16 Pension Benefit Plan Assets
Jumlah Aset Tidak Lancar 3.106.667 2.498.820 607.847 24 Total Non-current Assets

Aset Tetap Fixed Asset

Kenaikan (Penurunan)
Increase (Decrease)
2019 2018
Uraian Selisih Persentase Description
(Rp-juta I million) (Rp-juta I million)
(Rp-juta I million) (%)
Difference Percentage
Tanah 254.210 232.613 21.597 9 Land
Bangunan, Prasarana dan Buildings Improvements
149.033 155.903 (6.870) (4)
Instalasi and Installations
Mesin dan Peralatan 465.895 517.899 (52.004) (10) Machinery and Equipment
Perabotan dan Perlengkapan Office Furniture, Fixures
1.296 - 1.296 100
Kantor and Equipment
Alat Transportasi 199.647 184.347 15.300 8 Transportation
Konstruksi Baja 578.262 584.009 (5.747) (1) Steel Construction
Construction in Progress
Aset dalam Penyelesaian
179.082 70.965 108.117 152 (Machinery and
(Mesin dan Peralatan)
Equipment)
Provision of Allowance for
Provisi Penurunan Nilai (8.104) (9.882) 1.778 (18)
Impairment
Nilai Buku Neto 1.819.321 1.735.854 83.467 5 Net Book Value

Aset tetap dalam bentuk Aset dalam Penyelesaian ( AUC ) Fixed assets in the form of Assets in Completion (AUC) of
mesin dan peralatan mengalami kenaikan sebesar 152% terkait machinery and equipment increased by 152% related to
investasi HWU, mobil tangki, dan lainnya yang bertujuan untuk investment in HWU, tank cars, and others aimed at increasing
peningkatan pendapatan, maupun maintain capacity. revenue and maintaining capacity.

176 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

Total aset tanggal 31 Desember 2019 mengalami kenaikan
sebesar 5% dibanding posisi pada tanggal yang sama tahun 2018,
terutama merupakan imbas peningkatan investasi mesin dan
peralatan kerja serta bangunan, prasaranan dan instalasi terutama
adanya investasi Depo LPG Amurang di Anak Perusahaan EPN.
Total assets as of December 31, 2019 increased by 5% compared
to the position on the same date in 2018, mainly due to an
increase in investment in machinery and work equipment as
well as buildings, infrastructure and installations, especially in the
presence of Amurang LPG Depot investment in EPN Subsidiaries.

LIABILITAS LIABILITIES

Kenaikan sebesar 37% atau sebesar 871 Miliar Rupiah dari An increase of 37% or amounting to 871 Billion Rupiah from
liabilitas di dominasi dari peningkatan pinjaman jangka panjang liabilities was dominated by an increase in Long-term loans aimed
yang bertujuan untuk kebutuhan pendanaan pembelian investasi at funding needs for investment purchases in 2019 and working
di tahun 2019 dan modal kerja. capital.

Liabilitas Jangka Pendek Current Liabilities

Kenaikan (Penurunan)
Increase (Decrease)
2019 2018
Uraian Selisih Persentase Description
(Rp-juta I million) (Rp-juta I million)
(Rp-juta I million) (%)
Difference Percentage
Pinjaman Bank Jangka
309.302 608.865 (299.563) (49) Short-term Bank Loans
Pendek
Utang Usaha 692.797 517.470 175.327 34 Trade Payables
Liabilitas Keuangan Lainnya – Other Current Financial
55.078 54.673 405 10
Jangka Pendek Liabilities
Liabilitas Imbalan Kerja Short-term Employee
119.055 85.031 34.024 40
Jangka Pendek Benefits Liability
Utang Pajak 73.424 28.780 44.644 155 Taxes Payable
Akrual 1.004.400 822.079 182.321 22 Accrued
Bagian Jangka Pendek dari Current Portion of Deferred
10.700 - 10.700 100
Pendapatan Ditangguhkan Income
Bagian Jangka Pendek dari Current Portion of
239.579 - 239.579
Pinjaman Jangka Panjang Non-current Bank Loans
Jumlah Liabilitas Jangka
2.504.335 2.116.898 387.437 18 Total Current Liabilities
Pendek

Liabilitas jangka pendek pada tanggal 31 Desember 2019 naik
18% dibanding posisi pada tanggal yang sama tahun 2018, utang
usaha Perseroan naik 34% karena peningkatan pendapatan dan
kenaikan beban akrual sebesar 22%. Peningkatan beban akrual
berasal dari peningkatan beban proyek, pembelian persediaan
dan peningkatan fasilitas kantor.
Short-term liabilities as of December 31, 2019 increased
18% compared to the position on the same date in 2018, the
Company's operating debt rose 34% due to an increase in revenue
and an increase in accrual expenses by 22%. The increase in
accrual expenses came from an increase in project expenses,
inventory purchases and an increase in office facilities.

Liabilitas Jangka Panjang Non-current Liabilities

Kenaikan (Penurunan)
Increase (Decrease)
2019 2018
Uraian Selisih Persentase Description
(Rp-juta I million) (Rp-juta I million)
(Rp-juta I million) (%)
Difference Percentage
Pendapatan Ditangguhkan - Deferred Income -
90.950 - 90.950 100
Bagian Tidak Lancar Net of Current Portion
Pinjaman Bank Jangka Panjang
Long-term Bank Loans – Net
– Setelah Dikurangi Bagian 578.159 212.550 365.609 172%
of Current Portion
Jangka Pendek
Liabilitas Imbalan Kerja 54.895 27.679 27.216 98% Employee Benefits Liability
Jumlah Liabilitas Jangka
724.004 240.229 483.775 201% Total Non-current Liabilities
Panjang

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 177

 analisis DAN PEMBAHASAN MANAJEMEN
Management Discussion and Analysis

Liabilitas jangka panjnag pada tanggal 31 Desember 2019 naik
201% dibanding posisi pada tanggal yang sama tahun 2018,
mayoritas di sebabkan adanya penambahan pada pinjaman bank,
yang akan dijelaskan pada bagian berikutnya. Untuk Pendapatan
ditangguhkan merupakan selisih antara nilai buku aset tetap
sewa pembiayaan dengan jumlah penerimaan minimum sewa
pembiayaan.
Non-current liabilities as of December 31, 2019 increased 201%
compared to the same date in 2018, the majority of the increase
occur due to an increase in bank loans, which will be explained in
the next section. Deferred income is the difference between the
book value of fixed assets under finance leases with the minimum
amount of revenue received for finance leases.

Status Pinjaman Bank Perseroan The Company's Bank Loan Status

Kenaikan (Penurunan)
Increase (Decrease)
Uraian 2019 2018
Description (Rp-juta I million) (Rp-juta I million) Selisih Persentase
(Rp-juta I million) (%)
Difference Percentage
PT Bank BNI (Persero) Tbk - 16.268 (16.268) (100)
PT Bank Rakyat Indonesia (Persero) Tbk - 27.427 (27.427) (100)
PT Bank Mizuho Indonesia - 130.329 (130.329) (100)
PT Bank BNI Syariah 19.797 - 19.797 -
PT Bank UOB Indonesia 817.738 434.430 383.308 88
PT Bank ICBC Indonesia 189.505 217.626 (28.121) (13)
PT Bank Sumitomo Mitsui Indonesia 100.000 - 100.000 -
Jumlah Liabilitas Jangka Pendek
1.127.040 826.080 300.960 36
Total of Current Liabilities

Untuk pinjaman sindikasi, pada tanggal 22 Februari 2018,
Perusahaan dan entitas anak (EPN dan ETSA) memperoleh fasilitas
kredit sindikasi dari PT Bank Sumitomo Mitsui Indonesia, The
Bank of Tokyo-Mitsubishi UFJ Ltd., Cabang Jakarta, PT Bank ICBC
Indonesia dan PT Bank UOB Indonesia, yang terbagi dalam 3
(tiga) tranche, yaitu:
1. Tranche A dengan batas maksimum sebesar USD30.000.000
dan akan jatuh tempo dalam waktu 60 (enam puluh) bulan
sejak tanggal perjanjian. Pinjaman ini akan dibayarkan
melalui cicilan bulanan sebanyak 48 (empat puluh delapan)
kali dimulai setelah 13 (tiga belas) bulan sejak tanggal
perjanjian ini.
2. Tranche B1 dalam mata uang Dolar AS dengan batas
maksimum sebesar USD25.000.000 dan akan jatuh tempo
dalam waktu 60 (enam puluh) bulan sejak tanggal perjanjian.
Pinjaman ini akan dibayarkan melalui cicilan bulanan
sebanyak 36 (tiga puluh enam) kali dimulai setelah 25 (dua
puluh lima) bulan sejak tanggal perjanjian ini.
3. Tranche B2 dalam mata uang Rupiah dengan batas
maksimum setara dengan $AS25.000.000 dan akan jatuh
tempo dalam waktu 60 (enam puluh) bulan sejak tanggal
perjanjian. Pinjaman ini akan dibayarkan melalui cicilan
bulanan sebanyak 36 (tiga puluh enam) kali dimulai setelah
25 (dua puluh lima) bulan sejak tanggal perjanjian ini.
For syndicated loans, on February 22, 2018, the Company and its
subsidiaries (EPN and ETSA) obtained syndicated credit facilities
from PT Bank Sumitomo Mitsui Indonesia, The Bank of Tokyo-
Mitsubishi UFJ Ltd., Jakarta Branch, PT Bank ICBC Indonesia and
PT Bank UOB Indonesia, which is divided into 3 (three) tranche,
namely:
1. Tranche A with a maximum limit of USD30,000,000 and
will be due within 60 (sixty) months from the date of the
agreement. This loan will be paid in monthly installments
48 (forty eight) times starting after 13 (thirteen) months
from the date of this agreement.
2. Tranche B1 denominated in US Dollars with a maximum limit
of USD25,000,000 and will mature in 60 (sixty) months from
the date of the agreement. This loan will be paid in monthly
installments 36 (thirty six) times starting after 25 (twenty
five) months from the date of this agreement.
3. Tranche B2 in Rupiah with a maximum limit equivalent to
USD25,000,000 and will be due in 60 (sixty) months from
the date of the agreement. This loan will be paid in monthly
installments 36 (thirty six) times starting after 25 (twenty
five) months from the date of this agreement..

EPN dan ETSA memperoleh fasilitas Tranche B1 dan Tranche B2
dengan batas maksimum masing-masing sebesar USD20.000.000
dan USD8.000.000. Fasilitas-fasilitas tersebut diberikan untuk
keperluan investasi dan dikenakan bunga sebesar 1,68% per
tahun ditambah LIBOR untuk pinjaman dalam mata uang Dolar
AS dan 2,85% per tahun ditambah JIBOR untuk pinjaman dalam
mata uang Rupiah. Dalam hal JIBOR dibawah 4,65%, maka JIBOR
dianggap 4,65%.
EPN and ETSA obtained Tranche B1 and Tranche B2 facilities
with a maximum limit of USD20,000,000 and USD8,000,000,
respectively. These facilities are provided for investment purposes
and bear interest at 1.68% per annum plus LIBOR for loans in US
Dollar and 2.85% per annum plus JIBOR for loans in Rupiah. In
the case of JIBOR below 4.65%, then JIBOR is considered 4.65%.

178 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

Komposisi Pinjaman Bank dalam Mata Uang Asli The Composition of Loans Based on the Currency

Kenaikan (Penurunan)
Increase (Decrease)
Uraian 2019 2018
Description (Rp-juta I million) (Rp-juta I million) Selisih Persentase
(Rp-juta I million) (%)
Difference Percentage
Rupiah
371.219 190.451 180.768 95%
Rupiah
Dollar AS
760.537 635.629 124.908 20%
AS Dollar
Biaya Pinjaman yang Belum Diamortisasi
(4.716) (4.665) (51) 1%
Unamortized Loan Cost
Total Pinjaman Bank
1.127.040 821.415 305.625 37%
Total Bank Loans

EKUITAS EQUITY

Kenaikan (Penurunan)
2019 2018 Increase (Decrease)
Uraian (Rp-juta I (Rp-juta I Selisih Persentase Description
million) million) (Rp-juta I million) (%)
Difference Percentage
Modal Saham Ditempatkan
Issued and Fully Paid Capital -
dan Disetor Penuh 729.850 729.850 - 0,0
7,298,500,000 Shares
7.298.500.000 Saham
Tambahan Modal Disetor 435.691 435.691 0 0,0 Additional Paid-in Capital
Saldo Laba 2.464.785 2.177.390 287.395 13,2 Retained Earnings
Penghasilan Komprehensif Lain (55.288) (44.436) (10.852) 24,4 Other Comprehensive Income
Jumlah Ekuitas yang
Total Equity Attributable to
Diatribusikan kepada Pemilik 3.575.038 3.298.495 276.543 8,4
Owners of the Parent
Entitas Induk
Kepentingan Non Pengendali 1.660 1.705 (45) (2,6) Non-controlling Interest
Jumlah Ekuitas 3.576.698 3.300.200 276.498 8,4 Total Equity

Jumlah ekuitas yang diatribusikan kepada pemilik entitas induk
tumbuh sebesar Rp276 miliar atau 8,4% di atas posisi ekuitas
tahun lalu, berasal dari perolehan laba tahun berjalan sebesar
Rp356 miliar dikurangi dividen yang dibayarkan dalam tahun
2019 sebesar Rp69 miliar atau setara dengan 25% dari laba bersih
tahun 2018 yakni sebesar Rp276,3 miliar.
Total equity attributable to owners of the parent company grew by
Rp276 billion, or 8.4% above the equity position last year, derived
from current year earnings of Rp356 billion less dividends paid
in 2019 of Rp69 billion, equivalent to 25% of profit net in 2018
which amounted to Rp276.3 billion.

Laporan Perubahan Ekuitas Konsolidasi Consolidated Report on Changes in Equity

Tambahan Saldo Penghasilan Kepentingan

Saldo Laba
(Dalam Jutaan Rupiah, Modal Modal Laba Tidak Komprehensif Non Jumlah
Dicadangkan
kecuali Dinyatakan Lain) Saham Disetor Dicadangkan Lain Jumlah Pengendali Ekuitas
Profit
(In Million Rupiah, unless Share Additional Reserved Other Total Non- Total
Balance
Stated Otherwise) Capital Pain-in Profit Comprehensive controlling Equity
Reserved
Capital Balance Income Interest
Saldo per 01/01/2014
729.850 431.422 55.033 1.052.477 (36.419) 2.232.363 27.246 2.259.609
Balance as of 01/01/2014
Saldo per 31/12/2014
729.850 431.422 55.033 1.359.234 (57.318) 2.518.221 31.235 2.549.456
Balance as of 31/12/2014
Saldo per 31/12/2015
729.850 431.422 87.558 1.413.373 (61.322) 2.600.881 34.305 2.635.186
Balance as of 31/12/2015
Saldo per 31/12/2016
729.850 431.422 106.326 1.615.773 (43.920) 2.839.451 38.292 2.877.743
Balance as of 31/12/3016
Saldo per 31/12/2017
729.850 435.688 121.872 1.816.276 (56.195) 3.047.490 4.430 3.051.920
Balance as of 31/12/2017
Saldo per 31/12/2018
729.850 435.691 134.229 2.043.161 (44.436) 3.298.495 1.705 3.300.200
Balance as of 31/12/2018
Saldo per 31/12/2019
729.850 435.691 135.229 2.329.556 (55.288) 3.575.038 1.660 3.576.698
Balance as of 31/12/2019

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 179

 analisis DAN PEMBAHASAN MANAJEMEN
Management Discussion and Analysis

LABA (RUGI) DAN PENGHASILAN KOMPREHENSIF LAIN PROFIT (LOSS) AND OTHER COMPREHENSIVE INCOME

Kenaikan (Penurunan)
Increase (Decrease)
(Dalam Jutaan Rupiah, Kecuali Dinyatakan Lain) Selisih
2019 2018 Persentase
(In Million Rupiah, unless stated otherwise) (Rp-juta I
(%)
million)
Percentage
Difference
Pendapatan
8.385.122 6.624.774 1.760.348 26,6
Revenues
Beban Pokok Pendapatan
(7.514.040) (5.972.680) 1.541.360 25,8
Cost of Revenues
Laba Bruto
871.082 652.094 218.988 33,6
Gross Profit
Beban Usaha
(337.401) (271.319) (66.082) 24,4
Operating Expenses
Laba Usaha
533.681 380.775 152.906 40,2
Operating Profit
EBITDA*
966.06 767.220 198.846 25,9
EBITDA*
Penghasilan Bunga
17.093 18.605 (1.512) (8,1)
Interest Income
Pendapatan Lain-Lain Neto
925 17.734 (16.809) (94,8)
Other Income - Net
Beban Keuangan***
(57.120) (40.296) 16.284 41,8
Finance Loss***
Laba sebelum Pajak Final dan Pajak Penghasilan
494.579 376.818 117.761 31,3
Profit before Final Tax and Income Tax
Beban Pajak Final dan Pajak Penghasilan
(138.102) (100.502) (37.600) 37,4
Final Tax Expense and Income Tax
Laba (Rugi) Tahun Berjalan
356.477 276.316 80.161 29,0
Profit (Loss) for the Year
Laba Komprehensif Tahun Berjalan
345.625 288.075 57.550 20,0
Comprehensive Income for the Year
Laba Tahun Berjalan yang Dapat Diatribusikan kepada
Kepentingan Non Pengendali 3 2 1 50,0
Profit for the Year Attributable to Non Controlling Interest
Laba Tahun Berjalan yang dapat Diatribusikan kepada Pemilik Entitas Induk
356.474 276.314 80.160 29,0
Profit for the Year Attributable to Owners of the Parent
Laba Tahun Berjalan yang dapat Diatribusikan kepada Pemilik Entitas Induk
tanpa Penjualan Aset
355.557 277.638 80.119 28,1
Profit for the Year Attributable to Owners of the Parent Excluded Gain (Loss)
on Sale of Fixed Asset
Marjin Laba Bruto
10,39% 9,84% 0,55% 5,54
Gross Profit Margin
Marjin EBITDA
11,52% 11,58% (0,06)% (0,5)2
EBITDA Margin
Marjin Laba Bersih**
4,25% 4,17% 0,08% 1,93
Net Profit Margin**
Marjin Laba Bersih tanpa Penjualan Aset**
4,24% 4,19% 0,05% 1,18
Net Profit Margin without Asset Sales**

* EBITDA Perseroan dalam laporan ini dihitung dengan menambahkan laba usaha
dengan beban amortisasi dan depresiasi, baik yang dicatat dalam beban pokok
pendapatan maupun dalam beban usaha Perseroan untuk tahun yang bersangkutan.
** Perhitungan marjin laba bersih yang tercantum dalam laporan ini menggunakan
laba (rugi) yang diatribusikan kepada Pemilik Entitas Induk.
*** Beban keuangan yang tercantum dalam Laporan ini tanpa (rugi) selisih kurs
atas pinjaman.
* EBITDA of the Company in this report is calculated by adding profit with
amortization and depreciation, for both that are recorded as costs of revenue, as
well as expenses of the Company for the stated year.
** The net profit margin in this report is calculated based on profit (loss) that is
attributed to the Parent Company.
*** Finance cost in this report is excluded gain (loss) on Foreign currency exchange
of Loan.

Sebagai tambahan informasi pada kinerja Laba Rugi dan
Penghasilan Komprehensif lain yang telah disajikan pada tabel
di atas, Perseroan juga mendistribusikan nilai ekonomi langsung
berupa dividen tahun buku 2018 yang dibagikan di tahun 2019
senilai Rp69 Miliar. Selain hal itu, Perseroan sebagai badan usaha
tidak menerima bantuan dalam bentuk apapun dari Pemerintah.
In addition to information on the performance of Profit and Loss
and other comprehensive income that has been presented in the
table above, the Company also distributes direct economic value
in the form of dividends for the 2018 fiscal year distributed in
2019 valued at Rp69 billion. Other than that, the Company as
a business entity does not receive assistance in any form from
the Government.

180 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

Pendapatan Revenue

Selisih
Jumlah Kontribusi Jumlah Kontribusi Persentase
(Rp-juta
(Rp-juta I (%) (Rp-juta I (%) (%)
I million)
million) Contribution million) Contribution Percentage
Difference
Jasa Distribusi dan Logistik Energi
4.364.089 52,0% 3.892.296 58,75% 471.793 12%
Energy Distribution and Logistic Services
Jasa Hulu Migas Terintegrasi
3.847.015 45,9% 2.653.918 40,06% 1.193.097 45%
Integrated Oil and Gas Upstream Services
Jasa Penunjang Migas
988.663 11,8% 698.503 10,54% 290.160 42%
Oil and Gas Supporting Services
Rekonsiliasi
(814.645) -  (619.943) -  (194.702) 31%
Reconciliation
Jumlah Pendapatan
8.385.122 100,00% 6.624.774 100,00% 1.760.348 26,57%
Total Income

Kontribusi terhadap Pendapatan

Contribution to Revenue

Jasa Hulu Migas Terintergrasi

10,5% 10,8% Integrated Upstream Oil and Gas Services

Jasa Penunjang Migas

58,8% 52,0% Oil and Gas Support Services
40,1% 45,9%

Jasa Distribusi dan Logistik Energi

Energy Logistics and Distribution Services

2018 2019

Pendapatan sebelum Rekonsilisasi Income Composition before Reconciliation

Perseroan berhasil membukukan pendapatan sebesar Rp8,3
triliun naik 26,57% dari Rp6,62 triliun pada 2018. Jasa Distribusi
dan Logistik Energi memberi kontribusi pendapatan sebesar Rp4,3
triliun atau 52%, dan Jasa Hulu Migas sebesar Rp3,8 triliun atau
45,9% dan sisanya berasal dari Jasa Pendukung.
The Company managed to book revenue of Rp8.3 trillion,
increased by 26.57% from Rp6.62 trillion in 2018. Energy Logistics
and Distribution Services contributed revenue of Rp4.3 trillion
or 52%, and Upstream Oil and Gas Services of Rp3.8 trillion or
45,9% and the rest comes from Support Services.

Peningkatan pendapatan Perseroan terutama didorong oleh
keberhasilan Jasa Distribusi dan Logistik Energi meningkatkan
kinerja operasinya. Bisnis BBM Inmar, Transportasi, dan Depo
berhasil meningkatkan volume troughput penjualan BBM secara
signifikan. Pendapatan unit bisnis BBM Inmar sebesar Rp1,69
triliun atau tumbuh 19% dari tahun lalu. Peningkatan tersebut
berasal dari peningkatan rata-rata volume penjualan sebear
18.100 KL/bulan atau naik 24,0% dari tahun lalu. Peningkatan
penjualan BBM Inmar terutama berasal dari area penjualan
Kalimantan Timur dan Selatan, Sulawesi serta Sumatera.
The increase in the Company's revenue was mainly driven by
the success of Energy Distribution and Logistics Services to improve
the performance of its operations. The Inmar, Transportation,
and Depo BBM business succeeded in significantly increasing
the volume of fuel sales throughput. Inmar's BBM business unit
revenue amounted to Rp1.69 trillion, growing by 19% from last
year. The increase came from the increase in the average sales
volume of 18,100 KL/month, increased by 24.0% from last year.
The increase in Inmar's fuel sales mainly came from the sales
areas of East and South Kalimantan, Sulawesi and Sumatera.

Sepanjang tahun 2019 EPN adanya penambahan kontrak baru
TBBM dan peningkatan volume fleet management BBM, untuk
unit bisnis Depo, melakukan ekspansi bisnis antara lain dengan
mengambil alih kelola Depot Liquified Petroleum Gas (LPG)
Pressurized di Amurang, Minahasa Selatan. Di samping beberapa
pengembangan project asset based lain yang terlaksana di tahun
2019 seperti Jobber Tanjung Pandan – Belitung, pembangunan
SPPBE (Stasiun Pengangkutan & Pengisian Bulk LPG) Bima
dan Nias, pembangunan Modular tank DPPU Lampung dan
pembangunan Depo Antam – Halmahera Timur.
During 2019 EPN added new TBBM contracts and fuel fleet
management volume increase, for the Depo business unit, to
expand the business by taking over the management of the
Pressurized Liquified Petroleum Gas (LPG) in Amurang, South
Minahasa. In addition to several other asset-based project
developments carried out in 2019 such as Tanjung Pandan -
Belitung Jobber, construction of Bima and Nias SPPBE (Bulk LPG
Filling & Transport Station), construction of Lampung DPPU
Modular tanks and construction of the Antam - East Halmahera
Depot.

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 181

 analisis DAN PEMBAHASAN MANAJEMEN
Management Discussion and Analysis

Jasa Hulu Migas dengan kontribusi pendapatannya sebesar 45,0%
didukung dari Divisi Production Operation & Maintenance Services
(POMS), peningkatan utilisasi untuk peralatan Drilling Rig, H2S, Coiled
Tubing, Slikline dan peralatan lainnya. Selain itu adanya peningkatan
pada unit bisnis OM EPC dengan pertumbuhan 13 persen dari tahun
sebelumnya. Untuk Divisi Geoscience and Reseirvoir Services (GRS)
adanya peningkatan atas utilisasi peralatan baik di wilayah darat,
transisi dan laut termasuk aktivitas processing.
Upstream Oil and Gas Services with a contribution of 45.0% was
supported by the Production Operation & Maintenance Services
(POMS) Division, increased utilization for Drilling Rig, H2S, Coiled
Tubing, Slikline and other equipment. In addition there was an
increase in the OM EPC business unit with 13 percent growth from
the previous year. For the Geoscience and Research Services (GRS)
Division, there has been an increase in equipment utilization in land,
transition and sea areas, including processing activities.

Sementara itu pendapatan Jasa Penunjang juga mengalami peningkatan
pendapatan sebesar 42% dibandingkan tahun 2018. Peningkatan
pendapatan terutama berasal dari peningkatan pendapatan pada
EFK adanya pekerjaan pembuatan Hydraulic Workover Unit serta
peningkatan utilisasi Barge dan ELSA REGENT di tahun 2019.
Meanwhile Support Services revenue also experienced an increase in
revenue of 42% compared to 2018. The increase in revenue mainly came
from an increase in income at EFK for the work of making Hydraulic
Workover Units as well as increased utilization of the Barge and ELSA
REGENT in 2019.

Beban Pokok Pendapatan Cost of Revenue

Kenaikan (Penurunan)
Increase (Decrease)
(Dalam Jutaan Rupiah, kecuali (In Million Rupiah, unless
2019 2018 Selisih Persentase
Dinyatakan Lain) Stated Otherwise)
(Rp-juta I million) (%)
Difference Percentage

Jasa Subkontraktor 1.503.044 1.297.804 205.240 15,8 Sub-Contractor Services

Gaji, Upah dan Kesejahteraan Salary, Wage, and Employee
1.109.099 906.316 202.783 22,4
karyawan Benefits
Sewa 1.063.238 631.113 432.125 68,5 Lease
Bahan Bakar 518.242 389.254 128.988 33,1 Gasoline
Penyusutan dan Amortisasi 426.174 378.816 47.358 12,5 Depreciation and Amortization
Bahan Pembantu yang Digunakan 302.716 220.548 82.168 37,3 Additional Material Used
Biaya Lainnya 2.591.527 2.148.829 442.698 20,6 Other Cost
Total Beban Pokok Pendapatan 7.514.040 5.972.680 1.541.360 25,8 Total Cost of Revenue

Beban pokok pendapatan 2019 naik 25,8% dibanding tahun 2018
lebih tinggi dari pertumbuhan pendapatan sebesar 26,5%. Jasa
Subcontractor mayoritas adalah merupakan biaya atas pengelolaan
kru seismic dan tenaga kerja yang ada di divisi GRS dan POMS untuk
kebutuhan support kegiatan yang ada jasa hulu migas. Kenaikan pada
sewa diiringi dengan peningkatan kegiatan operasional yang ada
di kegiatan jasa hulu berupa sewa vessel atau barge dan peralatan
lainnya. Begitu juga dengan peningkatan bahan bakar dan bahan
pembantu lainnya. Untuk biaya lainnya termasuk biaya perlengkapan
kantor, mobilisasi peralatan, tarnsportasi, perbaikan dan perawatan,
utilitas dan lain lain.
The cost of revenue in 2019 increased by 25.8% compared to
2018, higher than the revenue growth of 26.5%. The majority of
subcontractor services are costs for managing seismic crews and
workers in the GRS and POMS divisions to support the activities
that support existing upstream oil and gas services. The increase
in leases was accompanied by an increase in operational activities
in upstream service activities in the form of vessel or barge rental
and other equipment. Likewise with the increase in fuel and other
auxiliary materials. Other costs include office equipment costs,
equipment mobilization, transportation, repairs and maintenance,
utilities and others.

Laba Bruto Gross Profit

Kenaikan (Penurunan)
Increase (Decrease)
(Dalam Jutaan Rupiah, kecuali (In Million Rupiah, unless Stated
2019 2018 Selisih Persentase
Dinyatakan Lain) Otherwise)
(Rp-juta I million) (%)
Difference Percentage
Jasa Distribusi dan Logistik Energi 454.489 383.950 70.579 18% Energy Distribution and Logistic Services
Jasa Hulu Migas Terintegrasi 268.535 153.761 114.774 75% Integrated Oil and Gas Upstream Services
Jasa Penunjang Migas 168.266 120.923 47.343 39% Oil and Gas Supporting Services
Rekonsiliasi (20.208) (6.540) (13.668) 209% Reconciliation
Total Laba Bruto 871.082 652.094 218.988 33,58% Total Gross Profit

182 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

Dari kegiatan operasionalnya, Perseroan mencatat laba bruto
sebesar Rp871,0 miliar di tahun 2019 atau mengalami peningkatan
33,58% dibandingkan dengan tahun 2018 atas sebesar Rp218,9
miliar. Segmen Jasa Hulu Migas memberikan kontribusi sebesar
Rp268,5 miliar, yang diperolehan ini berasal dari Divisi POMS
terutama dari bisnis HWU, DRS, EWL, WT, CMT yang bekerja
optimal. Sementara itu bisnis GRS dengan adanya peningkatan
utilisasi khususnya di unit bisnis GDL, GDM dan GDP. Sedangkan
laba bruto dari segmen Jasa Distribusi dan Logistik Energi justru
hanya mengalami kenaikan sebesar 18% didukung dengan
peningkatan produktivitas pada pekerjaan Transportasi dan
pengelolaan Depo. Untuk Segmen Jasa Penunjang Migas kenaikan
di topang dari peningkatan produktivitas atas operasional yang
ada di EFK dan ETSA.
From its operational activities, the Company recorded a gross
profit of Rp871.0 billion in 2019 or an increase of 33.58%
compared to 2018 of Rp218.9 billion. The Upstream Oil and
Gas Services segment contributed Rp268.5 billion, which was
obtained from the POMS Division mainly from the HWU, DRS,
EWL, WT, CMT businesses that worked optimally. Meanwhile GRS
business with an increase in utilization, especially in the GDL,
GDM and GDP business units. Whereas the gross profit from
the Energy Distribution and Logistics Services segment actually
only increased by 18% supported by increased productivity in
Transportation and Depot management work. For the Oil and
Gas Support Services Segment, there has been an increase in
support from increased productivity of existing operations at
EFK and ETSA.

Beban Usaha Operating Expenses

Kenaikan (Penurunan)
Increase (Decrease)
(Dalam Jutaan Rupiah, kecuali (In Million Rupiah, unless Stated
2019 2018 Selisih Persentase
Dinyatakan Lain) Otherwise)
(Rp-juta I million) (%)
Difference Percentage
Beban Penjualan 4.180 2.579 1.601 62 Selling Expense
Beban Umum dan Administrasi 333.221 268.740 64.481 24 General and Administrative Expenses
Total Beban usaha 337.401 271.319 66.082 24 Total Operating Expenses
% Beban Usaha terhadap Penjualan 4,02% 4,10% (0,07)% (1,75) % Operating Expenses to Revenues

Beban usaha terdiri dari dua komponen utama, yaitu beban
penjualan, dan beban umum serta beban administrasi. Secara
nominal, beban usaha konsolidasi mengalami kenaikan 24%
seiring dengan pertumbuhan pendapatan sebesar 26,5%. Namun
disisi lain jika kita bandingkan persentase beban usaha terhadap
jumlah total penjualan, terjadi penurunan dari 4,10% tahun 2018
menjadi 4,02%. Penurunan persentase beban usaha Perseroan
merupakan dampak minimal yang dapat dilakukan Perseroan
dalam menindak lanjuti kondisi industri migas saat ini.
Operating expenses consist of two main components, namely
sales expenses and general and administrative expenses.
Nominally, consolidated operating expenses increased by 24%
in line with revenue growth of 26.5%. But on the other hand if we
compare the percentage of operating expenses to the total sales,
there is a decrease from 4.10% in 2018 to 4.02%. The reduction
in the percentage of the Company's operating expenses is the
minimum impact that the Company can do in following up on
the current condition of the oil and gas industry.

Laba sebelum Beban Bunga, Pajak, Depresiasi dan Amortisasi Earning before Interest, Tax, Depreciation, and Amortization
(EBITDA) (EBITDA)

Kenaikan (Penurunan)
Increase (Decrease)
(Dalam Jutaan Rupiah, kecuali (In Million Rupiah, unless Stated
2019 2018 Selisih Persentase
Dinyatakan Lain) Otherwise)
(Rp-juta I million) (%)
Difference Percentage
Laba Operasional 533.681 380.775 152.906 40,2 Operating Profit
Beban Depresiasi 432.383 386.496 45.886 11,9 Depreciation Expenses
EBITDA 966.064 767.271 198.792 25,9 EBITDA
Persentase Depresiasi terhadap Percentage of Depreciation to
44,8% 50,4% (5,62)% (11,1)
EBITDA EBITDA
Persentase Laba Operasional Percentage of Operational Profit to
6,4% 5,75% 0,62% 10,7
terhadap Pendapatan Revenues
Persentase EBITDA terhadap Pendapatan Percentage of EBITDA to
11,5% 11,6% (0,06)% (0,5)
Pendapatan Revenues

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 183

 analisis DAN PEMBAHASAN MANAJEMEN
Management Discussion and Analysis

EBITDA Perseroan naik sebesar 25,9% dari tahun 2018, sedangkan
margin EBITDA terhadap pendapatan turun dari 11,6% menjadi
11,5% pada tahun 2019. Di sisi lain beban depresiasi mengalami
kenaikan 11,9% dimana persentase beban depresiasi terhadap
EBITDA penurunan sebesar 11,1% pada tahun 2018. Kenaikan laba
operasi dipicu didorong dari kenaikan penapatan, seperti yang
dibahas sebelumnya. Sehingga dapat disimpulkan kinerja EBITDA
pada tahun 2019 ini ditopang oleh profitabilitas dari kegiatan
operasi sedangkan beban depresiasi dari realisasi investasi aset
baru maupun depresiasi dari aset lama mengalami penurunan
jika dibandingkan dengan tahun 2018.
The Company's EBITDA increased by 25.9% from 2018, while
the EBITDA margin to revenue decreased from 11.6% to 11.5%
in 2019. On the other hand, depreciation expense increased by
11.9% where the percentage of depreciation expense towards
EBITDA decreased by 11.1% in 2018. The increase in operating
profit was driven by an increase in revenue, as discussed earlier.
So it can be concluded that the performance of EBITDA in 2019
is supported by the profitability of operating activities while the
depreciation expenses of the realization of investment in new
assets and depreciation of old assets has decreased compared
to 2018.

Pendapatan (Beban) Lain-Lain Other Income (Expenses)

Kenaikan (Penurunan)
Increase (Decrease)
(Dalam Jutaan Rupiah, kecuali (In Million Rupiah, unless Stated
2019 2018 Selisih Persentase
Dinyatakan Lain) Otherwise)
(Rp-juta I million) (%)
Difference Percentage
Laba (Rugi) Penjualan Aset Tetap 917 (1.324) 2.241 (169,3) Gain (Loss) on Sales of Assets
Penghasilan Bunga 17.093 18.605 (1.512) (8,1) Interest Income
Beban Bunga (57.120) (40.296) 16.824 41,8 Interest Expense
Laba (Rugi) Selisih Kurs (16.874) (7.848) (9.026) 115,0 Gain (Loss) on Foreign Exchange
Lain-Lain Netto 16.882 26.906 (26.653) (37,3) Others - Net
Jumlah Pendapatan (Beban) Lain-
(39.102) (3.957) (35.145) 888,1 Total Other Income (Expenses)
Lain
Pendapatan (Beban) Lain-Lain Total Other Income (Expenses) to
(10,97)% (1,43)% (9,54)% 665,9
terhadap Laba Bersih Net Profit

Pendapatan lain-lain tahun 2019 secara kumulatif masih
mengalami kerugian sebesar Rp39,1 miliar, lebih besar
dibandingkan dengan tahun 2018. Komponen terbesar dari biaya
tersebut didominasi dari beban bunga dan adanya kerugian atas
selisih kurs.
Other income in 2019 cumulatively still suffered a loss of Rp39.1
billion, greater than in 2018. The largest component of these
costs was dominated by interest expense and losses on foreign
exchange.

Laba Bersih dan Marjin Laba Bersih Net Profit and Net Profit Margin

Kenaikan (Penurunan)
Increase (Decrease)
(Dalam Jutaan Rupiah, kecuali (In Million Rupiah, unless Stated
2019 2018 Selisih Persentase
Dinyatakan Lain) Otherwise)
(Rp-juta I million) (%)
Difference Percentage
Jasa Distribusi dan Logistik Energi 271.340 235.722 35.618 15,1 Energy Distribution and Logistic Services
Jasa Hulu Migas Terintegrasi 4.309 (23.887) 28.196 118,0 Integrated Oil and Gas Upstream Services
Jasa Penunjang Migas 92.113 59.207 32.906 55,6 Oil and Gas Supporting Services
Rekonsiliasi (11.285) 5.274 (16.559) (313,9) Reconciliation
Jumlah Laba bersih Tahun Berjalan 356.477 276.316 80.161 29,0 Total Net Profit for the Year
Net Profit Margin 4,3% 4,2% 0,08% 1,9 Net Profit Margin

Laba bersih Perseroan mengalami pertumbuhan sebesar 29%
dari Rp276,3 miliar pada tahun 2018 menjadi Rp356,4 miliar
pada tahun 2019. Pertumbuhan laba bersih ini terkait dengan
pertumbuhan pendapatan sebesar 26,5%. Pertumbuhan laba
bersih terutama berasal dari segmen Jasa Logistik dan Distribusi
Energi sebesar Rp271,3 miliar atau tumbuh 15,1% dari tahun
2018, Jasa penunjang migas sebesar Rp32,9 miliar atau tumbuh
55,6%. Sementara itu Jasa Hulu Migas pertumbuhan Rp28,1 miliar
atau naik 118% dari tahun 2018.
The Company's net profit grew by 29% from Rp80.1 billion in
2018 to Rp356.4 billion in 2019. The growth in net profit was
related to revenue growth of 26.5%. The net profit growth was
mainly derived from the Logistics Services and Energy Distribution
segment amounting to Rp271.3 billion or growing 15.1% from
2018, oil and gas supporting services amounting to Rp32.9 billion
or growing 55.6%. Meanwhile, Upstream Oil and Gas Services
grew Rp28.1 billion, increased by 118% from 2018.

184 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

ARUS KAS KONSOLIDASIAN CAS.H. FLOWS CONSOLIDATION

Saldo Kas dan Setara Kas di akhir tahun 2019 tercatat sebesar Rp856
miliar, mengalami kenaikan 19% dibandingkan tahun 2018 yang sebesar
Rp719 miliar Adanya kenaikan Saldo Kas dan Setara Kas Perusahaan
terutama dari aktivitas operasi, dan aktivitas pendanaan
Cash Balance and Cash Equivalents at the end of 2019 was recorded at Rp856 billion, an increase of
19% compared to 2018 which amounted to Rp719 billion. There was an increase in the Company’s
Cash and Cash Equivalents mainly from operating activities, and funding activities

Kenaikan (Penurunan)
Increase (Decrease)
2019 2018
Uraian Selisih Persentase Description
(Rp-juta I million) (Rp-juta I million)
(Rp-juta I million) (%)
Difference Percentage
Kas neto yang Diperoleh dari Net Cash Provided by
575.797 344.756 231.041 67
Aktivitas Operasi Operating Activities
Kas Neto yang Digunakan Net Cash Used in Investing
(671.113) (586.671) (84.443) 14
untuk dari Aktivitas Investasi Activities
Kas Neto yang Digunakan Net Cash Used in Financing
239.286 37.374 201.911 540
untuk Aktivitas Pendanaan Activities
Effect of Exchange Rate
Dampak Perubahan Selisih
(7.305) 21.435 (28.739) 134 Changes on Cash and Cash
Kurs terhadap dan Setara Kas
Equivalent
Kenaikan (Penurunan) Neto Net Increase (Decrease) in
136.665 (183.106) 319.769 175
Kas dan Setara Kas Cash and Cash Equivalent
Kas dan Setara Kas pada Awal Cash and Cash Equivalent at
719.457 902.563 (183.105) 20
Tahun the Beginning of the Year
Kas dan Setara Kas pada Akhir Cash and Cash Equivalent at
856.122 719.457 136.664 19
Tahun the End of the Year

Posisi kas dan setara kas pada akhir tahun 2019 mengalami
kenaikan sebesar 19% dari tahun 2018 sebesar Rp719,4 miliar
menjadi Rp856,1 di tahun 2019. Kenaikan kas dan setara kas ini
terutama karena kenaikan kas dari aktivitas operasi sebesar Rp231
miliar, dan juga arus kas dari aktivitas pendanaan meningkat
sebesar Rp201,9 miliar atas penambahan pendanaan. Sementara
itu arus kas untuk aktivitas investasi mengalami kenaikan sebesar
14% dari tahun 2018 sebesar Rp586,6 miliar menjadi Rp671 miliar
di tahun 2019 karena peningkatan pembelian barang investasi
sebesar Rp84 miliar dibandingkan tahun 2018.
The position of cash and cash equivalents at the end of 2019
increased by 19% from 2018 amounting to Rp719.4 billion to
Rp856.1 in 2019. The increase in cash and cash equivalents was
mainly due to an increase in cash from operating activities of
Rp231 billion, and also cash flo from funding activities increased
by Rp201.9 billion due to additional funding. Meanwhile cash flow
for investment activities increased by 14% from 2018 amounting
to Rp586.6 billion to Rp671 billion in 2019 due to an increase in
purchases of investment goods by Rp84 billion compared to 2018.

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 185

 analisis DAN PEMBAHASAN MANAJEMEN
Management Discussion and Analysis

Arus Kas dari Aktivitas Operasi Cash Flow from Operating Activities

Kenaikan (Penurunan)
2019 Increase (Decrease)
2018
Uraian (Rp-juta I Selisih Persentase Description
(Rp-juta I million)
million) (Rp-juta I million) (%)
Difference Percentage
Penerimaan Kas dari
8.010.747 6.458.067 1.552.680 24 Receipts from Customers
Pelanggan
Pembayaran Kas kepada
Cash Payments to Suppliers and
Pemasok, Kontraktor dan (7.687.671) (5.957.933) (1.729.738) 29
Contractors
Karyawan
Penerimaan Penghasilan
16.486 19.345 (2.859) 15 Receipts of Interest Income
Bunga
Pembayaran Beban Keuangan (60.015) (46.504) (13.512) 29 Payment of Finance Cost
Penerimaan Restitusi Pajak 525.037 78.625 446.412 568 Receipts of Tax Refund
Pembayaran Pajak (234.300) (214.552) (19.748) 9 Payments of Taxes
Penerimaan atas Aktivitas Other Receipts from Operating
5.513 7.708 (2.195) 28
Operasi Lainnya – Bersih Activities - Net
Kas Neto Diperoleh dari
Net Cash Provided by Operating
(Digunakan untuk) Aktivitas 575.797 344.756 231.041 67
Activities
Operasi

Kas bersih yang diperoleh dari kegiatan operasi mengalami
kenaikan 67% dari Rp344,7 miliar di tahun 2018 menjadi Rp575,7
miliar pada 2019. Peningkatan ini terutama disebabkan oleh
kenaikan penerimaan kas dari pelanggan sebesar 24% dari Rp6,4
triliun di tahun 2018 menjadi Rp8 triliun di tahun 2019 seiring
dengan peningkatan pendapatan usaha. Dan juga peningkatan
terbesar dari peneriman restitusi pajak sebesar 568% dari Rp78,6
miliar di tahun 2018 menjadi Rp525 miliar pada 2019. Di sisi lain
pembayaran kas kepada pemasok, kontraktor dan karyawan juga
mengalami peningkatan sebesar 29%, dan juga peningkatan
beban keuangan juga meningkat sebesar 29% seiringan dengan
peningkatan jumlah pinjaman di tahun 2019.
Net cash obtained from operating activities increased 67% from
Rp344.7 billion in 2018 to Rp575.7 billion in 2019. This increase
was mainly due to an increase in cash receipts from customers
by 24% from Rp6.4 trillion in 2018 to Rp8 trillion in 2019 along
with the increase in operating revenues and the biggest increase
from receiving tax refunds by 568% from Rp78.6 billion in 2018
to Rp525 billion in 2019. On the other hand, cash payments to
suppliers, contractors and employees also increased by 29%, and
also an increase in finance costs by 29% in line with the increase
in the number of loans in 2019.

Arus Kas dari Aktivitas Investasi Cash Flow from Investing Activities

Kenaikan (Penurunan)
2019 2018 Increase (Decrease)
Uraian (Rp-juta I (Rp-juta I Selisih Persentase Description
million) million) (Rp-juta I million) (%)
Difference Percentage
Pembelian Aset Tetap (337.718) (526.730) 189.012 36 Purchase of Fixed Assets
Penerimaan dari Penjualan
3.305 2.348 957 41 Proceeds from Sale of Fixed Assets
Aset Tetap
Pembelian Aset Tak Berwujud (2.269) (11.674) 9.405 81 Purchase of Intangible Assets
Pembelian Barang Konsumsi Purchase of Long Life Consumable
(29.611) (38.578) 8.967 23
Tahan Lama Goods
Pembelian Aset Lain-Lain 1.500 2.100 (600) 29 Purchase of Other Assets
Penerimaan Dividen Kas dari Proceeds of Cash Dividens from
1.500 2.100 (600) (29)
Perusahaan Asosiasi Association Company
Penambahan Investasi di Addition of Investment in
5.750 (612) 6.362 1.040
Entitas Anak Susbsidiary
Kas Neto Diperoleh dari
Net Cash Obtained (Used) from
(Digunakan untuk) Aktivitas (671.113) (586.671) (84.443) 14
Investing Activities
Investasi
Pembelian Aset Tetap untuk Purchase of Fixed Assets for
(236.992) (9.955) 227.037 23
Piutang Sewa Pembiayaan Finance Lease
Pembayaran Uang Muka Payments for advance for Fixed
(35.078) (2.570) 32.508) 13
Pembelian Aset Tetap Assets
Penambahan Investasi di Addition of Investment in
- (1.000) (1.000) 100
Entitas Anak Subsidiary

186 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

Arus kas bersih yang digunakan untuk aktivitas investasi
mengalami kenaikan 14% dari Rp568,6 miliar di tahun 2018
menjadi Rp671,1 miliar pada 2019. Pengeluaran untuk pembelian
aset tetap mengalami kenaikan sebesar 20% dari tahun 2018.
Pembelian aset terbesar perseroan di sektor hilir yaitu pembelian
Depo LPG Amurang nilai investasi sebesar Rp228,2 miliar,
pembuatan mobil tangki sebesar Rp44,3 miliar, dan di sektor
hulu yaitu Pembelian Hydraulic Workover – EHR13 untuk POMS
sebesar Rp95,1 miliar dan replacement Peripheral Seismic untuk
GRS sebesar Rp54,2 miliar.
Net cash flow used in investing activities increased by 14% from
Rp568.6 billion in 2018 to Rp671.1 billion in 2019. Spending on
fixed asset purchases increased by 20% from 2018. The Company's
largest asset purchase in the downstream sector is the purchase
of the Amurang LPG Depot with an investment value of Rp228.2
billion, the manufacture of a tanker car of Rp44.3 billion, and in
the upstream sector, namely the Purchase of Hydraulic Workover
- EHR13 for POMS of Rp95.1 billion and the Peripheral Seismic
replacement for GRS of Rp54.2 billion.

Arus Kas dari Aktivitas Pendanaan Cash Flow from Financing Activities

Kenaikan (Penurunan)
2019 2018 Increase (Decrease)
Uraian (Rp-juta I (Rp-juta I Selisih Persentase Description
million) million) (Rp-juta I million) (%)
Difference Percentage
Penerimaan Pinjaman Bank 2.196.382 1.437.165 759.216 53 Proceeds from Bank Loans
Pembayaran Pinjaman Bank (1.869.410) (1.358.273) (511.138) 38 Payments of Bank Loans
Pembayaran Dividen Kas (69.079) (37.071) (32.009) 86 Payments of Cash Dividends
Penarikan Kas yang dibatasi
(18.607) (4.447) (14.159) 318 Withdrawal of Restricted Cash
Penggunaannya – Neto
Kas Neto Diperoleh dari
Net Cash Used in Financing
(Digunakan untuk) Aktivitas 239.286 37.374 201.911 540
Activities
Pendanaan

Pada tahun 2019 strategi pendanaan Perseroan fokus strategi
pembiayaan dengan menggunakan pinjaman jangka panjang.
Dan juga Perseroan terus melakukan strategi pendanaan yang
lebih efektif dan murah dengan mengkombinasikan pinjaman
jangka pendak dan jangka panjang.
In 2019 the Company's funding strategy will focus on financing
strategies using long-term loans. And also the Company continues
to carry out more effective and inexpensive funding strategies
by combining short-term and long-term loans.

Pada tahun 2019 terjadi kenaikan pinjaman bank sebesar 53% dari
Rp1,43 triliun pada tahun 2018 menjadi Rp2,19 triliun pada tahun
2018. Perseroan memperoleh pinjaman bank jangka panjang
dari Sindikasi (SMBCI, MUFJ, UOB, dan ICBC) sebesar Rp707,9
Miliar dan pinjaman bank janga pendek yang berasal dari bank
ICBC, UOB, BRI, SMBCI, Mizuho, BNI, dan UOB sebesar Rp1,4
triliun. Seiringan dengan kenaikan pembayaran pinjaman bank
sebesar 38% dari Rp1,35 triliun pada tahun 2019 menjadi Rp1,86
triliun pada tahun 2018 Perseroan juga melakukan pembayaran
pinjaman bank sebesar Rp1,86 triliun yaitu cicilan pinjaman
jangka panjang Sindikasi sebesar Rp88,5 miliar, dan pinjaman
bank jangka pendek seperti UOB, BRI, SMBCI, ICBC, BNI Syariah,
BNI dan UOB sebesar Rp1,7 triliun.
In 2019 there was an increase in bank loans by 53% from Rp1.43
trillion in 2018 to Rp2.19 trillion in 2018. The Company obtained
long-term bank loans from Syndication (SMBCI, MUFJ, UOB, and
ICBC) of Rp707.9 billion and short-term bank loans originating
from ICBC, UOB, BRI, SMBCI, Mizuho, ​​BNI and UOB banks
amounting to Rp1.4 trillion. In line with the increase in bank loan
payments by 38% from Rp1.35 trillion in 2019 to Rp1.86 trillion
in 2018 the Company also made bank loan payments of Rp1.86
trillion, namely Syndicated long-term loan installments of Rp88.5
billion, and short-term bank loans such as UOB, BRI, SMBCI,
ICBC, BNI Syariah, BNI and UOB in the amount of Rp1.7 trillion.

Selain itu Pada tahun 2019, sesuai dengan keputusan Rapat Umum
Pemegang Saham Tahun Buku 2018, Perusahaan mendistribusikan
sebesar 25% dari total laba tahun berjalan setelah pajak tahun
buku 2018 atau setara dengan Rp69 miliar untuk pembayaran
dividen bagi pemegang saham.
In 2019, in accordance with the decision of the General Meeting
of Shareholders for Fiscal Year 2018, the Company distributed
25% of the total profit for the current year after 2018 tax year or
equivalent to Rp69 billion for dividend payments for shareholders.

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 187

 analisis DAN PEMBAHASAN MANAJEMEN
Management Discussion and Analysis

KINERJA RASIO KEUANGAN, KOLEKTIBILITAS PIUTANG

DAN KEMAMPUAN MEMBAYAR HUTANG
The Financial Ratio Performance, Receivable Collectivity and Ability to Repay Loans

Kenaikan (Penurunan)
Increase (Decrease)
Uraian Satuan 2019 2018
Description Unit Selisih Persentase
Difference (%)
Percentage
Rasio Profitabilitas
Profitability Ratio
Marjin Laba Bruto % 10,39% 9,84% 0,55% -5,5
Gross Profit Margin
Marjin Laba Operasi % 6,36% 5,75% 0,62% -10,7
Operatin Profit Margin
Marjin Laba Bersih % 4,25% 4,17% 0,08% -1,9
Net Profit Margin
Rasio Laba Bersih terhadap Aset % 5,24% 4,88% 0,35% -7,3
Return on Assets
Rasio Laba Bersih terhadap Ekuitas % 9,97% 8,37% 1,59% -19,0
Return of Equity
Rasio Likuiditas
Cash Ratio
Rasio Kas kali 0,34 0,34 0,00 -0,6
Cash Ratio times
Rasio Lancar kali 1,48 1,49 (0,02) 1,0
Current Ratio times
Rasio Solvabilitas
Solvability Ratio
Rasio Liabilitas terhadap Ekuitas kali 0,32 0,25 0,07 26,6
Debt to Equity Ratio times
Rasio Liabilitas terhadap Aset kali 0,17 0,15 0,02 14,1
Debt to Liabilities Ratio times
Debt Services Coverage Ratio kali 6,59 4,29 2,30 53,6
times
Kolektibilitas Piutang
Receivables Collectivity
Periode Rata-Rata Tertagihnya Piutang Usaha hari 91,0 86,6 4,37 5,0
Average Period of Receivables Collectability days
Perputaran Persediaan
Inventory Turn Over
Periode Rata-Rata Perputaran Persediaan hari 9,28 9,20 0,08 0,9
Average Period of Inventory Turn Over days
Perputaran Asset
Asset Turn Over
Periode Rata-Rata Perputaran Asset hari 123,2 117,1 6,12 5,2
Average Period of Asset Turn Over days

Kinerja Perseroan berdasarkan Marjin profitabilitas untuk
mengukur kemampuan Perseroan dalam menghasilkan laba
menunjukkan penaikan atau perbaikan baik secara nominal
maupun marjin profitabilitas , hal ini di dorong dari peningkatan
produktivitas yang ada di asset, di segmen Jasa Hulu migas,
maupun penunjang migas. Selain itu adanya pertumbuhan
profitability memalui produksi atau volume penjualan yang ada
di segmen distribusi dan logistik.
The Company's performance based on profitability margins to
measure the ability of the Company to generate profits shows an
increase or improvement both in nominal terms and profitability
margins, this is driven from an increase in productivity in assets,
in the Upstream oil and gas services segment, and oil and gas
support. In addition there is a growth in profitability through
production or sales volume in the distribution and logistics
segments.

Rasio likuiditas berdasarkan data rasio kas menunjukkan penurunan
yang relatif sedikit, hal ini disebabkan ada nya pekerjaan yang
membutuhkan modal kerja di awal dimana proses penagihan nya
berdasarkan volume atau progres pekerjaan seperti yang ada di
bisnis OM EPC. Hal ini juga terlihat pada rasio kolektibilitas piutang.
The liquidity ratio based on cash ratio data shows a relatively
slight decrease, this is due to jobs that require working capital
in the beginning where the billing process is based on volume
or progress of work as in the OM EPC business. This is also seen
in the receivables collectability ratio.

Rasio Solvabilitas menunjukkan peningkatan dengan
bertambahnya pinjaman dari bank yang digunakan untuk kegiatan
operasional Perseroan dan Pembiayaan Investasi. Dimana rasio
tersebut masih di bawah batas toleransi atau maksimal yang di
syaratkan oleh pihak bank.
The Solvency Ratio shows an increase with the increase in loans
from banks used for the Company's operational activities and
Investment Financing. Where the ratio is still below the tolerance
limit or the maximum required by the bank.

188 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 STRUKTUR MODAL DAN KEBIJAKAN
MANAJEMEN ATAS STRUKTUR MODAL
Capital Structure and Management Policy on Capital Structure

STRUKTUR MODAL DAN KEBIJAKAN MANAJEMEN CAPITAL STRUCTURE AND MANAGEMENT

ATAS STRUKTUR MODAL POLICY ON CAPITAL STRUCTURE

STRUKTUR MODAL PERUSAHAAN COMPANY'S CAPITAL STRUCTURE

Struktur Modal dan Perubahannya

Capital Structure and Changes

Kenaikan (Penurunan)
2019 2018
Increase (Decrease)
Struktur Modal Jumlah Selisih
Capital Structure Kontribusi Jumlah Kontribusi Persentase
(Rp-juta) (Rp-juta)
(%) (Rp-juta) (%) (%)
(Rp-million) (Rp-million
Contribution (Rp-million) Contribution Percentage
Total Difference
Total Liabilitas
3.228.339 47,44% 2.357.127 41,67 871.212,00 37,0
Total Liabilities
Liabilitas Jangka Pendek
2.504.335 36,80% 2.116.898 37,42 387.437,00 18,3
Current Liabilities
Liabilitas Jangka Panjang
724.004 10,64% 240.229 4,25 483.775,00 201,4
Non-current Liabilities
Total Ekuitas
3.576.698 52,56% 3.300.200 58,33 276.498,50 8,4
Total Equity
Ekuitas yang Dapat Diatribusikan kepada
Pemilik Entitas Induk 3.575.038 52,54% 3.298.495 58,30 276.543,50 8,4
Equity Attributable to Owners of Parent
Ekuitas yang Dapat Diatribusikan kepada
Kepentingan Non-Pengendali 1.660 0,02% 1.705 0,03 (45,00) (2,6)
Equity Attributable to Non-controlling Interest
Jumlah Liabilitas dan Ekuitas
6.805.037 100,00% 5.657.327 100,00 1.147.710,50 20,3
Total Liabilities and Equity

Perseroan mengelola permodalan untuk melindungi
kemampuannya dalam mempertahankan kelangsungan usaha
melalui struktur permodalan yang optimal dengan mengurangi
biaya modal. Modal terdiri dari sejumlah komponen ekuitas
yang merupakan perimbangan antara penggunaan modal sendiri
dengan pinjaman/hutang.
The Company manages capital to protect its ability to maintain
business continuity through an optimal capital structure by
reducing capital costs. Capital consists of a number of equity
components that are a balance between the use of own capital
with loans/debt.

Struktur modal Perseroan lebih didominasi oleh modal sendiri
dibandingkan dengan liabilitas dengan. Rasio interest bearing debt
to equity dihitung terhadap total seluruh utang (pinjaman bank)
terhadap total ekuitas, sementara itu rasio interest bearing debt
to EBITDA dihitung terhadap total EBITDA. Rasio liabilitas terhadap
ekuitas dihitung berdasarkan total liabilitas dibandingkan dengan
ekuitas neto. Rasio pengembalian utang dihitung berdasarkan
laba sebelum pajak, bunga, penyusutan dan amortisasi dikurangi
dividen terhadap pembayaran pokok pinjaman dan bunga, namun
tidak termasuk pelunasan yang dipercepat.
The Company's capital structure is more dominated by its own
capital compared to liabilities with the interest bearing debt to
equity ratio calculated to total debt (bank loans) to total equity,
while the interest bearing debt to EBITDA ratio is calculated to
total EBITDA. The ratio of liabilities to equity is calculated based
on total liabilities compared to net equity. Debt repayment ratios
are calculated based on profit before tax, interest, depreciation
and amortization less dividends on loan principal and interest
payments, but do not include accelerated repayment.

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 189

 analisis DAN PEMBAHASAN MANAJEMEN
Management Discussion and Analysis
Kebijakan Manajemen atas Struktur Modal Perusahaan
Pengelolaan modal dimaksudkan untuk mempertahankan
kelangsungan usaha dan memberikan imbal hasil usaha yang
maksimal kepada para pemangku kepentingan dengan menjaga
struktur modal yang optimal yang meliputi utang dan ekuitas
untuk mengurangi biaya modal.
Perseroan memiliki kebijakan untuk mempertahankan basis modal
yang kuat sebagai dasar pemilihan kebijakan manajemen atas
struktur modal dengan mempertimbangkan kondisi bisnis, tingkat
pengembalian modal serta dividen yang dibagikan. Perseroan
memonitor permodalan berdasarkan rasio jumlah liabilitas
terhadap ekuitas pada kisaran 30% : 70%.
Kebijakan struktur modal Perseroan juga mengikuti rasio yang
disyaratkan oleh kreditur. Kondisi industri migas juga menjadi
pertimbangan Perseroan dalam menentukan kebijakan struktur
modalnya. Kondisi industri migas yang sedang anjlok membuat
manajemen lebih mengutamakan permodalan Perseroan
menggunakan ekuitas walaupun secara rasio keuangan Perseroan
masih sangat baik dalam posisi net cash. Penggunaan ekuitas ini
sebagai merupakan strategi Perseroan untuk mengurangi beban
keuangan dan memanfaatkan likuiditas Perseroan.
Grup disyaratkan oleh Undang-Undang No. 40 tahun 2007 tentang
Perseroan Terbatas untuk mengalokasikan dana cadangan yang
tidak boleh didistribusikan sampai dengan 20% dari modal saham
ditempatkan dan disetor penuh. Persayaratan permodalan
eksternal tersebut dipertimbangkan oleh Perseroan dalam
Rapat Umum Pemegang Saham. Perseroan dan anak perusahaan
dipersyaratkan untuk memelihara tingkat permodalan tertentu
oleh perjanjian pinjaman bank. Perseroan juga memiliki kebijakan
dan strategi untuk mempertahankan rasio utang terhadap ekuitas
maksimal sebesar 3 kali dan rasio pengembalian utang minimal
sebesar 1,1 kali.
190 Annual Report 2019 Laporan Tahunan
Management Policy for the Company's Capital Structure
Capital management is intended to maintain business continuity
and provide maximum business returns to stakeholders by
maintaining an optimal capital structure which includes debt
and equity to reduce capital costs.
The Company has a policy to maintain a strong capital base as a
basis for selecting management policies on capital structure by
considering business conditions, return on capital and dividends
distributed. The Company monitors capital based on the ratio of
total liabilities to equity in the range of 30%: 70%.
The Company's capital structure policy also follows the ratios
required by creditors. The condition of the oil and gas industry
is also a consideration of the Company in determining its capital
structure policy. The condition of the oil and gas industry which
is falling makes management prioritize the Company's capital
to use equity even though the Company's financial ratio is still
very good in its net cash position. The use of this equity is a
strategy of the Company to reduce financial costs and utilize
the Company's liquidity.
Groups are required by Law No. 40 of 2007 concerning Limited
Liability Companies to allocate reserve funds that may not be
distributed up to 20% of the issued and fully paid capital stock.
The external capital requirements are considered by the Company
in the General Meeting of Shareholders. The Company and its
subsidiaries are required to maintain a certain level of capital
by a bank loan agreement. The Company also has policies and
strategies to maintain a maximum debt to equity ratio of 3 times
and a minimum debt return ratio of 1.1 times.
PT Elnusa Tbk
IKATAN YANG MATERIAL UNTUK INVESTASI BARANG MODAL
Material Commitments for Investment of Capital Goods
Selama tahun 2019 Perseroan tidak mempunyai ikatan material
untuk investasi barang modal dengan pihak lain selain dalam
rangka pendanaan barang modal yang diperlukan untuk investasi
peralatan operasi. Perseroan melakukan beberapa perjanjian
perikatan pembiayaan terkait investasi barang modal dengan
para kreditur: PT Bank Sumitomo Mitsui Indonesia, PT Bank ICBC
Indonesia, PT Bank Mizuho Indonesia, PT Bank UOB Indonesia,
Pinjaman Sindikasi (Bank Sumitomo Mitsui Indonesia).
PT Elnusa Tbk
Throughout 2019, the Company did not have a material bond for
investment in capital goods with other parties other than in the
framework of funding capital goods needed for investment in
operating equipment. The Company entered into several financing
agreement related to capital goods investment with creditors:
PT Bank Sumitomo Mitsui Indonesia, PT Bank ICBC Indonesia,
PT Bank Mizuho Indonesia, PT Bank UOB Indonesia, Syndicated
Loans (Bank Sumitomo Mitsui Indonesia).
Annual Report 2019 Laporan Tahunan 191
 analisis DAN PEMBAHASAN MANAJEMEN
Management Discussion and Analysis

REALISASI INVESTASI BARANG MODAL

Realization of Investment in Capital Goods

Nilai 2019 Nilai 2018 Kenaikan

Investasi Barang Modal (Rp-juta) (Rp-juta) (Penurunan)
Investment of Capital Goods (Rp-million (Rp-million) (%)
Value 2019 Value 2018 Increase (Decrease)
Upstream 220.175 339.458 (35)
Production Operation & Maintenance Services (POMS) 153.622 44.587 245
Geoscience & Reservoir Services (GRS) 66.553 294.872 (77)
Distribution & Logistics 436.991 113.034 287
PT Elnusa Petrofin (EPN) 436.991 113.034 287
Support 30.851 91.501 (35)
PT Patra Nusa Data (PND) 5.036 242 1980
PT Sigma Cipta Utama (SCU) 4.673 14.517 (68)
PT Elnusa Trans Samudera (ETSA) 20.929 30.721 (32)
PT Elnusa Fabrikasi Konstrukdi (EFK) 212 1.927 (89)
Shared Services 17.191 44.094 (61)
Konsolidasi
705.208 543.994 30
Consolidation

Pada tahun 2019, pengeluaran Perseroan untuk investasi barang
modal sebesar Rp705,2 miliar. Realisasi investasi ini naik sebesar
19% dibandingkan tahun lalu sebesar Rp589,5 miliar. Pembelian
barang modal selama tahun 2019 ini, sebesar 79% digunakan
untuk pengembangan bisnis Perseroan, 21% digunakan untuk
investasi yang bersifat rutin guna mempertahankan kapasitas
produksi, mengganti peralatan yang sudah tidak produktif atau
telah habis masa ekonomisnya dan sisanya digunakan untuk
pembenahan fasilitas gedung kantor.
In 2019, the Company’s expense for investment in capital goods
was Rp705.2 billion. The realization of this investment increased
by 19% as compared to the previous year, which was in the
amount of Rp589.5 billion. The purchase of capital goods in 2019
were, 79% for the Company’s business expansionand 21% for
routine investment to maintain production capacity, to replace
equipment that are unproductive or that have no more economic
value, and the rest for renovation of facilities in office building.

Pembelian barang modal untuk pengembangan bisnis
Perseroan selama tahun 2019 sebagian besar digunakan
untuk pengembangan bisnis hilir yakni pengelolaan Depo LPG,
Penambahan kapasitas peralatan Hydraulic Workover unit dan
Mudlogging. Untuk mempertahankan kapasitas produksi, yakni
penggantian peralatan seismic dan perbaikan seismic vessel.
The purchase of capital goods for the expansion of Company’s
business in 2019 is mainly used for the development of
downstream businesses, namely the management of LPG Depots,
additional capacity of Hydraulic Workover units and Mudlogging
equipment. To maintain production capacity, namely replacement
of seismic equipment and repair of seismic vessels.

Selain untuk pengembangan bisnis Perseroan, investasi barang
modal juga digunakan untuk revitalisasi dan penggantian peralatan
yang sudah tidak produktif atau telah habis masa ekonomisnya
terutama pada Divisi POMS dan GRS guna memenuhi kebutuhan
pada beberapa proyek besar yang dikerjakan selama tahun 2019.
Other than for the expansion of the Company’s business,
investment in capital goods is also used to revitalize and replace
equipment that are not productive or have been completely
depreciated in POMS and GRS Divisions so as to fulfill the
requirements of several extensive projects that are done in 2019.

Beberapa investasi barang modal dengan nilai signifikan yang Several investment on capital goods with siginificant values that
dilakukan Perseroan di tahun 2019 antara lain: the Company made in 2019 includes:

Nilai Investasi
Investasi Barang Modal Tujuan (Rp-juta)
Capital Goods Investment Goal Investment Value
(Rp-million)
Peningkatan Kapasitas dan Ekspansi Bisnis
Depo LPG Amurang 228.217
Capacity Boosting and Business Expansion
Peningkatan Kapasitas dan Ekspansi Bisnis
Hydraulic Workover - EHR 13 95.176
Capacity Boosting and Business Expansion
Mempertahankan Kapasitas atau revitalisasi Peralatan
Replacement Peripheral Seismic 54.258
Maintaining Capacity or Revitalizing Equipment
Peningkatan Kapasitas dan Ekspansi Bisnis
Mobil Tangki BBM 44.315
Capacity Boosting and Business Expansion

192 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

INFORMASI MATERIAL MENGENAI INVESTASI, EKSPANSI,
DIVESTASI, PENGGABUNGAN USAHA, AKUISISI, DAN/
ATAU RESTRUKTURISASI UTANG/MODAL
Material Information Regarding Investment, Expansion, Divestment, Business Combinations,
Acquisitions, and/or Debt/Capital Restructuring
Perseroan tidak melakukan ekspansi, divestasi, pengabungan
usaha, Akuisisi dan restrukturisasi utang/modal yang material
selama tahun 2019.
PERBANDINGAN ANTARA TARGET ANGGARAN DENGAN
REALISASI, DAN PROYEKSI USAHA
Comparison between Budget Targets with Realization, and Business Projection
Manajemen menentukan proyeksi Pendapatan Usaha
menggunakan asumsi-asumsi internal dan makro yang digunakan
pada penyusunan anggaran tahun 2020, pergerakan harga minyak
dunia diperkirakan akan mengalami perbaikan pada rentang
harga USD50-60/barel. Namun disisi lain permintaan penurunan
harga jual jasa hulu migas dan tarif transportasi BBM diperkirakan
masih akan berlanjut pada tahun 2020. Pendapatan Perseroan
diproyeksikan relatif hampir sama dengan tahun 2019, dengan
kontributor pendapatan dari segmen jasa hulu migas terintetgrasi
sebesar 47,9%, Jasa Distribusi dan Logistik Energi 49,5% dan
sisanya dari Segmen Jasa Penunjang Migas.
Sementara itu, Laba Perseroan diproyeksikan selaras dengan
kondisi industri migas tahun 2020 yang sudah mengalami
perbaikan, maka Elnusa menargetkan margin laba bersih sebesar
4,9% pada tahun 2020, naik jika dibandingkan dengan tahun 2019
sebesar 4,26%. Perbaikan margin profitabilitas diharapkan terjadi
pada bisnis seismik dimana diharapkan proyek Seismik laut/
marine akan membukukan kinerja positif dengan peningkatan
utilisasi peralatan, begitu juga dengan Divisi POMS diharapkan
dapat lebih meningkatkan profitabilitas marginnya di tahun 2020
dengan perbaikan produktivitas khususnya untuk unit bisnis
OM & EPC.
STRUKTUR MODAL
Seiring dengan rencana dan proyeksi pertumbuhan tahun 2020.
Perseroan membutuhkan investasi pada peralatan jasa hulu dan
hilir migas yang sudah tentu memerlukan permodalan baik
dari sumber liabilitas berupa pinjaman dari lembaga perbankan
maupun dana internal (ekuitas). Laju pertumbuhan dan rencana
investasi tersebut dijalankan dengan tetap menjaga struktur
modal yang optimal.
PT Elnusa Tbk
The Company did not conduct expansion, divestation, merger,
material acquisition/restructuring of debt/capital throughout
2019.
Management determines the projected Operating Revenues using
internal and macro assumptions used in the preparation of the
2020 budget, the price movements of wold oil are predicted to
improve in the price range of USD50-60/barrel. But on the other
hand the demand for a decrease in the selling price of upstream
oil and gas services and fuel transportation rates is expected to
continue in 2020. The Company's revenue is projected to be
relatively similar to 2019, with revenue contributors from the
integrated upstream oil and gas service segment of 47.9%, Energy
Logistics and Distribution Services of 49.5% and the remaining is
from the Oil and Gas Support Services Segment.
Meanwhile, the Company's profit is projected to be in line with the
condition of the oil and gas industry in 2020 which has improved,
therefore Elnusa is targeting a net profit margin of 4.9% in 2020,
an increase of 4.26% compared to 2019. Improved profitability
margins are expected to occur in the seismic business where it
is expected that the marine/marine Seismic project will record
positive performance by the increased equipment utilization,
likewise, the POMS Division is expected to further increase its
profitability in 2020 by improving productivity, especially for the
OM & EPC business unit.
CAPITAL STRUCTURE
With the growth plan and project in 2019, the Company will need
to make investment in the equipment for oil and gas upstream
and downstream services that require capital from bank loans as
well as internal financing (equity). The growth rate and the plan
investment are made by considering the optimal capital structure.
Annual Report 2019 Laporan Tahunan 193
 analisis DAN PEMBAHASAN MANAJEMEN
Management Discussion and Analysis

Laba (Rugi) dan Penghasilan Komprehensif Lain

Profit (Loss) and Other Comprehensive Income
Proyeksi
Proyeksi 2020
Pencapaian 2020
terhadap
Realisasi terhadap
Realisasi
terhadap Target 2019
2019
(Dalam jutaan Rupiah) Realisasi 2019 Target 2019 Target 2019 Proyeksi 2020 (%)
(%)
(In Million Rupiah) Realization Target (%) Projection 2020
2020
Realization Projection
Projection
Achievement toward
toward 2019
toward Target 2019
Realization
Realization

Pendapatan
8.385.122 6.330.000 132 8.407.136 100 133
Revenue
Jasa Distribusi dan Logistik Energi
4.364.089 3.804.741 115 4.165.842 95 109
Energy Distribution and Logistics Services
Jasa Hulu Migas Terintegrasi
3.847.015 2.981.901 129 4.028.617 105 135
Integrated Upstream Oil and Gas Services
Jasa Penunjang Migas
988.663 595.320 166 944.574 96 159
Oil and Gas Support Services
Laba Bruto
871.082 774.457 112 1.035.490 119 134
Gross Profit
Laba (Rugi) Operasi
533.681 461.753 116 632.910 119 137
Operating Profit (Loss)
Laba (Rugi) Lain-Lain
(39.102) (81.710) 48 (87.446) 224 107
Other Profit (Loss)
Laba (Rugi) Tahun Berjalan
356.477 280.178 127 408.866 115 146
Profit (Loss) for the Current Year
Laba (Rugi) Komprehensif Tahun Berjalan
Comprehensive Income for the Current 345.625 280.178 123 408.866 118 146
Year

Posisi Keuangan Konsolidasian dan Struktur Modal

Consolidated Financial Position and Capital Structure
Proyeksi 2020 Proyeksi 2020
Pencapaian
terhadap terhadap
Realisasi terhadap
Realisasi 2019 Target 2019
Target 2019
(Dalam jutaan Rupiah) Realisasi 2019 Target 2019 Proyeksi 2020 (%) (%)
(%)
(in Million Rupiah) Realization Target Projection 2020 2020
Realization
Projection Projection
Achievement
toward 2019 toward 2019
toward 2019 Target
Realization Realization
Aset lancar
3.698.370 3.090.714 120 4.139.913 112 134
Current Assets
Aset Tetap
1.819.321 1.982.193 92 2.972.400 163 150
Fixed Assets
Aset Lain-Lain
1.287.346 1.899.056 68 1.038.024 81 55
Other Assets
Total Aset
6.805.037 6.971.963 98 8.150.336 120 117
Total Assets
Liabilitas Lancar
2.504.335 1.489.719 168 2.465.523 98 166
Current Liabilities
Liabilitas Tidak Lancar
724.004 1.160.058 62 1.831.269 253 158
Non-current Liabilities
Total Liabilitas
3.228.339 2.649.777 122 4.296.793 133 162
Total Liabilities
Ekuitas
3.576.698 4.325.426 83 3.853.544 108 89
Equity
Total Liabilitas dan Ekuitas
6.805.037 6.971.963 98 8.150.336 120 117
Total Liabilities and Equity

194 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 INFORMASI DAN FAKTA MATERIAL YANG
TERJADI SETELAH TANGGAL LAPORAN AKUNTAN
Information and Materil Facts that Occur After Balance Sheet Date
Tidak ada peristiwa/kejadian atau fakta yang terjadi dan tergolong
material setelah periode laporan keuangan perseroan.
DAMPAK NILAI TUKAR MATA UANG ASING
Mata uang fungsional Grup adalah Rupiah. Grup dapat
menghadapi risiko nilai tukar mata uang asing karena pinjaman,
pendapatan dan biaya beberapa pembelian utamanya dalam
mata uang Dolar AS atau harganya secara signifikan dipengaruhi
oleh perubahan tolak ukur harganya dalam mata uang asing
(terutama Dolar AS).
Grup tidak mempunyai kebijakan lindung nilai yang formal untuk
laju pertukaran mata uang asing. Bagaimanapun, terkait dengan
hal-hal yang telah didiskusikan pada paragraf di atas, fluktuasi
dalam nilai tukar Rupiah dan Dolar AS menghasilkan lindung nilai
natural untuk laju nilai tukar Grup.
PT Elnusa Tbk
There were no events or facts that occurred and were classified
as material after the Company's financial reporting period.
Impact of Foreign Exchange Rates
The functional currency of the Group is Rupiah. The Group may
face foreign exchange risk due to loans, income and costs of some
of its principal purchases in US Dollars or the price is significantly
affected by changes in its price benchmarks in foreign currencies
(mainly US Dollars).
The Group has no formal hedging policy for the rate of exchange
of foreign currencies. However, related to the matters discussed
in the paragraph above, fluctuations in the exchange rates of
Rupiah and US Dollar produce natural hedges for the rate of
exchange of the Group.
Annual Report 2019 Laporan Tahunan 195
 analisis DAN PEMBAHASAN MANAJEMEN
Management Discussion and Analysis

PROSPEK USAHA
Business Prospect

Sektor hulu migas di tahun 2019 tidak mengalami peningkatan
aktivitas secara signifikan, adapun kenaikan harga minyak ICP ke
posisi tertinggi di April 2019, dengan harga sebesar USD68,31/
barel, namun kemudian terkoreksi di bulan Agustus 2019
yakni sebesar 16,2% ke posisi terendah dengan harga sebesar
USD57,27/barel. Kemudian Harga minyak meningkat di akhir
tahun 2019 hingga pada bulan Desember berada pada harga
sebesar USD67,18/barel.
The upstream oil and gas sector in 2019 did not experience a
significant increase in activity, with the rise in ICP oil prices to the
highest position in April 2019, at the price of USD68.31/barrel, but
then corrected in August 2019 by 16.2% to the lowest position at
a price of USD57.27/barrel. Then oil prices increased at the end
of 2019 and in December reach the price of USD67.18/barrel.

Rasio tingkat penggantian cadangan minyak (RRR) Indonesia
pada tahun 2019 mengalami pencapaian sebesar 354% atau
setara dengan 2.634 Mboe. RRR tahun 2020 ditargetkan sebesar
100%. Kondisi ini dapat memberikan potensi yang cukup baik
bagi jasa hulu migas.
Indonesia rate of replacement of oil reserves (RRR) in 2019 has
reached 354%, or equivalent to 2.634 Mboe. The 2020 RRR is
targeted at 100%. This condition can provide good potential for
upstream oil and gas services.

Realisasi lifting migas sepanjang 2019 sebesar 1,8 juta barel setara
minyak per hari (BOPD). Artinya, realisasi lifting migas hanya
mampu mencapai 90,5 persen dari target dalam Anggaran
Pendapatan dan Belanja Negara (APBN) 2019 sebesar 2.025
juta BOPD.
Realization of oil and gas lifting throughout 2019 amounted to 1.8
million barrels of oil equivalent per day (BOPD). That means, the
realization of oil and gas lifting was only able to reach 90.5% of
the target in the 2019 state budget (APBN) of 2,025 million BOPD.

Realisasi investasi migas tahun 2019 telah mencapai USD11,49 The realization of oil and gas investment in 2019 has reached
Miliar (SKK Migas, Jan 2020). Jika dibandingkan dengan tahun USD11.49 Billion (SKK Migas, January 2020). When compared
2018, investasi migas tahun 2019 telah tumbuh 4%. with 2018, oil and gas investment in 2018 has grown by 4%.

Investasi Hulu Migas (dalam Miliar US$)

Upstream Oil and Gas Investment (in Billion US $)

1,14 1,14

1,14
1,14
1,14
10,17

10,17
10,17 10,17 10,17

3,02
3,02
3,02 3,02
0,97 0,97 3,02 0,97 0,97
0,97

Administration Production Exploration Development

Sumber: SKK Migas Source: SKK Migas

196 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

Berikut perbandingan rencana aktivitas utama hulu migas 2020: The following is a comparison of the main upstream oil and gas
2020 activity plans:

Kegiatan Satuan Realisasi 2019 Rencana 2020 % 2020 terhadap 2019

Activity Unit 2020: 2020 Plan % 2020 to 2019
Sumur
Workover 806 837 104
Well
Kegiatan
Well Service 29.405 28.163 96
Activity
Sumur
Development Wells Drilling 322 395 123
Well
Sumur
Exploration Wells Drilling 36 61 169
Well

Berdasarkan tabel di atas, rencana kegiatan di tahun 2020, Based on the table above, the activity plan for 2020 shows the
menunjukan adanya pertumbuhan atau peningkatan dari kegiatan growth or increase of the activities that have been carried out
yang sudah di lakukan di tahun 2019. in 2019.

Pada Jasa Distribusi dan Logistik Energi, Perseroan melalui
anak perusahaan PT Elnusa Petrofin (EPN) merupakan rekanan
Pertamina dalam bisnis distribusi dan transportasi bahan bakar
minyak. Jasa ini menjadi kontributor terbesar pendapatan
Perseroan sebesar 52,1%. Prospek jasa ini pada 2018 masih
besar terkait peningkatan kebutuhan bahan bakar Industri
dan kebutuhan bahan bakar untuk kendaraan bermotor
terkait pertumbuhan kendaraan bermotor di Indonesia yang
mencapai 5-7% per tahun. Kebutuhan BBM Industri dan retail juga
diperkirakan sebesar 6-7% pertahunnya. Hal ini diperkuat dengan
pembangunan infrastruktur yang terus digalakkan Pemerintah
di berbagai daerah di Indonesia.
In Energy Logistics and Distribution Services, the Company
through its subsidiary PT Elnusa Petrofin (EPN) is Pertamina's
partner in the distribution and transportation of fuel oil. This
service is the largest contributor to the Company's revenue of
52.1%. The prospect of this service in 2018 is still large due
to the increase in the industrial fuel demand fuel demand for
motorized vehicles which relate to the growth of motor vehicles
in Indonesia that reach 5-7% per year. Industrial and retail fuel
demand are also estimated at 6-7% per year. This is reinforced
by infrastructure development that continues to be encouraged
by the Government in various regions in Indonesia.

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 197

 analisis DAN PEMBAHASAN MANAJEMEN
Management Discussion and Analysis
ASPEK PEMASARAN
Marketing Aspect
Memiliki cakupan produk dan jasa yang lengkap dari hulu hingga
ke hilir membuat Elnusa mampu memberikan solusi terhadap
setiap kebutuhan pelanggan. Di Tahun 2019, efisiensi masih
menjadi fokus para pelanggan di tambah dengan kondisi bisnis
industri saat ini yang masih pasang surut, sehingga melakukan
kajian dan memberikan perhatian yang lebih pada pertumbuhan
pasar menjadi sangat penting untuk dilakukan. Berbagai
strategi telah dilakukan untuk menaikan pangsa pasar sekaligus
meningkatkan kapabilitas internal.
STRATEGI PEMASARAN
Dalam rangka mewujudkan komitmen Perseroan sebagai
perusahaan jasa terkemuka yang memberikan solusi total
sehingga mampu menjangkau kebutuhan pelanggan lebih cepat,
lebih baik, lebih terjangkau dan lebih dekat maka Perseroan
melakukan beberapa langkah nyata, salah satunya adalah
dengan adanya gak italic key account untuk pelanggan utama
yaitu Pertamina EP, Pertamina Hulu Energi dan Pertamina Hulu
Indonesia. Ketiga pelanggan ini adalah penyumbang pendapatan
terbesar Elnusa sehingga dengan ada inisiatif ini, Perseroan dapat
mempertahankan kinerja dan jasa yang berikan.
Strategi pemasaran berikutnya adalah memperkuat posisi pangsa
pasar pada jasa non asset based yaitu Operation & Maintenance.
Dengan semangat Total Solution, jasa yang diberikan tidak hanya
mampu memenuhi kebutuhan pelanggan namun berhasil menjadi
bagian tumbuhnya sebuah perusahaan. Selain fokus pada pelanggan
yang sudah ada, Perseroan juga terus melakukan ekspansi untuk
mendapatkan peluang baru dari perusahaan di industri non
migas dimana Elnusa berhasil mendapatkan proyek jasa di sektor
infrastruktur melalui salah satu bisnis unitnya yaitu Geoscience.
Strategi ketiga adalah sebuah langkah yang dimaksudkan untuk
menjawab tuntutan akan kebutuhan teknologi tinggi, Perseroan
menjalankan strategi partnership dengan produsen teknologi
terkemuka dunia. Terbentuknya kerja sama dengan Schlumberger
yang tertuang dalam Master Corporate Agreement dan Master
Service Agreement dapat menjadi nilai tambah bagi masing-masing
pihak. Kolaborasi ini dilakukan untuk menangkap peluang-peluang
baru sehingga mampu menambah pangsa pasar Perseroan.
PANGSA PASAR
Pertamina group masih menjadi penyumbang pendapatan
terbesar bagi Perseroan, dengan komposisi 74% dari total
pendapatan. Pada segmen jasa migas hulu pangsa pasar Perseroan
naik menjadi 2,5% . Hal ini di dorong adanya penngkatan atas
kegiatan pada asset based (jasa seismic) dan non Asset Based
(OM EPC). berikut perbandingan estimasi pangsa pasar Perseroan.
 
Investasi Hulu Migas Indonesia (Miliar dolar AS)
Indonesian Upstream Oil and Gas Investment (Billion US Dollars)
Pendapatan Elnusa Segmen Hulu Migas Terintegrasi (Miliar dolar AS)
Elnusa’s Revenue in the Upstream Oil and Gas Services (Billion US Dollar)
Estimasi Pangsa Pasar
Estimated Market Share
198 Annual Report 2019 Laporan Tahunan
Having a complete range of products and services from upstream
to downstream makes Elnusa able to provide solutions to every
customer need. In 2019, efficiency is still the focus of the
customers, coupled with the current condition of the industrial
business which is still tidal, so conducting studies and giving
more attention to market growth is very important to do. Various
strategies have been carried out to increase market share while
increasing internal capabilities.
MARKETING STRATEGY
In order to realize the Company's commitment as a leading service
company that provides total solutions so as to be able to reach
the needs of customers faster, better, more affordable and closer,
the Company has taken several concrete steps, one of which is
the key account initiative for key customers, namely Pertamina
EP , Pertamina Hulu Energi and Pertamina Hulu Indonesia. These
three customers are Elnusa's biggest revenue contributors so that
with this initiative, the Company can maintain the performance
and services it provides.
The next marketing strategy is to strengthen the market share position
in non-asset based services, namely Operation & Maintenance. With
the spirit of Total Solution, the services provided are not only able to
meet customer needs but have become part of a growing company.
In addition to focusing on existing customers, the Company also
continues to expand to get new opportunities from companies in
the non-oil and gas industry where Elnusa managed to get a service
project in the infrastructure sector through one of its business units,
Geoscience.
The third strategy is a step that is intended to answer the demands
for high technology needs, the Company is implementing
a partnership strategy with the world's leading technology
producers. The establishment of cooperation with Schlumberger
as set forth in the Master Corporate Agreement and Master
Service Agreement can be an added value for each party. This
collaboration is carried out to capture new opportunities so as
to increase the Company's market share.
MARKET SHARE
Pertamina group is still the biggest revenue contributor for the
Company, with a composition of 74% of total revenue. In the
upstream oil and gas service segment the Company's market share
rose to 2.5%. This is driven by an increase in activities in asset based
(seismic services) and non Asset Based (OM EPC). The following is a
comparison of the Company's estimated market share.
2019 2018 2017
11,49 11,00 10,26
0,285 0,187 0,169
2,5% 1,7% 1,6%
PT Elnusa Tbk
 KEBIJAKAN DIVIDEN DAN PEMBAGIANNYA
Dividend Policy and Its Distribution

DASAR KEBIJAKAN PEMBAGIAN DIVIDEN BASIS POLICY OF DIVIDEND DISTRIBUTION

Sesuai dengan Prospektus Perseroan tahun 2008, Perseroan
merencanakan dan berusaha untuk membagikan dividen dalam
bentuk uang tunai sekurang-kurangnya sekali dalam setahun.
Besarnya dividen dikaitkan dengan keuntungan Perseroan pada
tahun buku yang bersangkutan, dengan tidak mengabaikan
tingkat kesehatan Perseroan dan tanpa mengurangi hak dari
Rapat Umum Pemegang Saham Perseroan untuk menentukan
lain sesuai dengan ketentuan Anggaran Dasar Perseroan.
According to the Company’s Prospectus in 2008, the Company
plans and tries to pay out cash dividend at least once a year. The
amount of dividend is linked to the profitability of the Company
at the stated fiscal year, while not neglecting the health of the
Company and reducing the right of the General Meetings of
shareholders of the Company to make other decision based on
the Articles of Association.

Dengan mengindahkan ketentuan-ketentuan di atas, Perseroan berusaha
untuk mempertahankan rasio pembayaran dividen sekitar 20% dari laba
bersih konsolidasi Perseroan untuk setiap tahunnya. Penentuan jumlah
dan pembayaran dividen tersebut, akan bergantung pada rekomendasi
dari Direksi Perseroan, namun tidak terdapat kepastian bahwa Perseroan
akan dapat membayarkan dividen pada tahun ini ataupun pada tahun-
tahun mendatang. Keputusan Direksi dalam memberikan rekomendasi
pembayaran dividen tergantung pada:
1. Rencana pengembangan Perseroan dan belanja modal;
2. Pertimbangan kebijakan pada sektor industri yang sejenis;
3. Kondisi arus kas dan kebutuhan modal kerja Perseroan;
4. Kebijakan struktur permodalan Perseroan;
5. Laba bersih Perseroan.
With regards to the above mentioned policies, the Company
attempts to maintain a dividend payout ratio of around 20% of the
yearly consolidated net profit of the Company. The determination
of the amount and the payment of the cash dividend is dependent
on the recommendation of the Board of Directors of the Company,
and there is no certainty that the Company will pay out dividend
this year or in subsequent years. The decision of the Board of
Directors to pay out dividend depends on:
1. The Plan expansion and capital expenditure of the Company;
2. The policy consideration in similar industries;
3. The cash flow conditions and the working capital requirement
of the Company;
4. The policy on Capitar structure of the Company;
5. Net profit of the Company.

Pembagian dividen di sepanjang tahun 2019 untuk hasil usaha The distribution of dividends throughout 2019 for operating
di tahun 2018 sebagai berikut: results in 2018 is as follows:
Kebijakan Pembagian Dividen 20% Dividend Distribution Policy
Dividen Kas yang dibagikan Rp69,08 miliar | billion Cash Dividends Distributed
Dividen per Lembar Saham Rp9.465 Dividend per Share
Rasio Pembagian Dividen 25% Dividend Distribution Ratio
Tanggal Pengumuman 11 April | April 11 Announcement Date
Tanggal Pembayaran 10 Mei 2019 | May 10, 2019 Payment Date

Pembagian dan pembayaran dividen di tahun 2014 hingga Distribution and payment of dividends from 2014 to 2018:
Dibagikan,

Tahun Pembagian Dividen

2019 2018 2017 2016 2015
Year of Dividend Distribution
Tahun Buku
2018 2017 2016 2015 2014
Fiscal Year
Tanggal Pengumuman 11 April 14 Mei 2018 23 Mei 2017 2 Mei 2016 4 Mei 2015
Announcement Date April 11 May 14, 2018 May 23, 2017 May 2, 2016 May 4, 2015
Tanggal Pembayaran 10 Mei 2019 8 Juni 2018 22 Juni 2017 1 Juni 2016 3 Juni 2015
Payment Date May 10, 2019 June 8, 2018 June 22, 2017 June 1, 2016 June 3, 2015
Kebijakan Pembagian Dividen
(%) 20% 20% 20% 20% 20%
Dividend Distribution Policy
Dividen Kas yang Dibagikan
Rp69,08 miliar Rp37.1 miliar Rp31,1 miliar Rp75,1 miliar Rp288,7 miliar
(Rp)
billion billion billion billion billion
Cash Dividends Distributed
Dividen per Lembar Saham (Rp/lembar) Rp9.465 miliar
Rp5,08 Rp4,26 Rp10,3 Rp39,5
Dividend per Share (Rp/share) billion
Rasio Pembagian Dividen
(%) 25% 15% 10% 20% 70%
Dividend Distribution Ratio

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 199

 analisis DAN PEMBAHASAN MANAJEMEN
Management Discussion and Analysis

KONTRIBUSI TERHADAP NEGARA

Contribution to the State

Sebagai Perusahaan yang patuh Perseroan semua peraturan yang
berlaku, Perseroan telah melakukan pemenuhan terkait kewajiban
dalam membayar pajak yang merupakan salah satu bentuk
kontribusi Perseroan kepada negara. Pembayaran pajak Perseroan
pada tahun 2019 tercatat sebesar Rp73,42 miliar. Adapun rincian
kewajiban Perusahaan terkait kewajiban perpajakan di tahun
2018 dan 2019, adalah sebagai berikut:
As a company that Company with all applicable regulations, the
Company has fulfilled its obligations in paying taxes which is a
form of the Company's contribution to the state. The Company's
taxes in 2019 was recorded at Rp73.42 billion. The details of the
Company's obligations related to taxation obligations in 2018
and 2019 are as follows:

2019 2018
Uraian Description
(Rp-juta I Rp-million) (Rp-juta I Rp-million)
PPH 4(2) 1.392 461 PPH 4(2)
PPH 15 586 298 PPH 15
PPH 21 19.479 3.869 PPH 21
PPH 22 333 829 PPH 22
PPH 23 3.326 2.041 PPH 23
PPH 25 (Badan) 20 - PPH 25 (Badan)
PPH 26 1.279 323 PPH 26
Pajak Pertambahan Nilai 25.130 15.999 Value Added Tax
Pajak penghasilan badan tahun berjalan 21.879 4.960 Corporate income tax: Current year
Jumlah 73.424 28.780 Total

INFORMASI TENTANG PROGRAM

KEPEMILIKAN SAHAM OLEH KARYAWAN DAN/
ATAU MANAJEMEN (ESOP/MSOP)
Information about Share Ownership Program by Employee and/or
Management (ESOP/MSOP)

Program kepemilikan saham oleh karyawan dan/atau manajemen
yang dilaksanakan perusahaan (ESOP/MSOP) yang masih ada
sampai tahun buku, memuat uraian mengenai:
1. Jumlah saham ESOP/MSOP dan realisasinya
2. Jangka waktu.
3. Persyaratan karyawan dan/atau manajemen yang berhak.
4. Harga exercise.
Management and/or Employee stock ownership program
implemented by the Company (ESOP/MSOP) that still exist until
the fiscal year, the description shoud include:
1. The amount of ESOP/MSOP shares and the realization
2. Period.
3. Requirements of rightful employee and/or management
4. Exercise price.

200 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 INFORMASI TENTANG REALISASI PENGGUNAAN DANA
HASIL PENAWARAN UMUM
Information on the Realization of Fund from the Initial Public Offering

Pada awal tahun 2008, Perseroan melakukan suatu aksi korporasi
yaitu Penawaran Umum Perdana Saham atau Initial Public
Offering (IPO) dengan mencatatkan saham Perseroan di Bursa
Efek Indonesia (BEI) dengan kode saham ELSA, efektif mulai
tanggal 6 Februari 2008.
In the early 2008, the Company made a corporate action, which
is the initial public offering (IPO) by registering its stock in the
Indonesian Stock Exchange (IDX) with a code ELSA, starting from
February 6, 2008.

Sebelum melakukan penawaran umum perdana saham tersebut,
Perseroan melakukan peningkatan modal dasar dari Rp750 miliar
menjadi Rp2,3 triliun, pemecahan nominal saham (stock split) 1:5
atau dari Rp500 per lembar saham menjadi Rp100 per lembar
saham serta peningkatan modal ditempatkan dan disetor penuh
dari Rp583,9 miliar menjadi Rp729,9 miliar. Penawaran umum
perdana saham dilakukan sebanyak 20% saham dari enlarged
capital atau 1.460.000.000 lembar saham, sehingga total lembar
saham setelah IPO menjadi 2.798.500.000 lembar.
Prior to the initial public offering, the Company increased its
capital from Rp750 billion to Rp2.3 trillion, split the stock value
by 1:5 or from Rp500 per share to Rp100 per share, as well as
increased the issued and fully paid capital from Rp583.9 billion to
Rp729.9 billion. The initial public offering was done for 20% of the
shares from the enlarged capital or equal to 1,460,000,000 shares,
such that the number of shares after IPO was at 2,798,500,000.

Harga penawaran umum perdana saham adalah Rp400 per lembar The offered price during IPO was at Rp400 per shares, such that
saham sehingga nilai dana hasil penawaran umum yang dihasilkan the fund obtained by the Company from the public offering is
adalah sebagai berikut: as follows:

Jumlah Hasil Penawaran Umum Biaya Penawaran Umum Hasil Bersih

Total of Public Offering Results Public Offering Fee Net Results
584,0 17,6 566,3

Setelah pelaksanaan Penawaran Umum Perdana saham dan
mengacu pada butir 2 Peraturan BAPEPAM X.K.4, Perseroan
telah melaporkan rincian penggunaan dana kepada Bapepam-KL
secara berkala setiap tiga bulanan, yaitu mulai dari posisi per 31
Maret 2008, dan terakhir adalah posisi per 31 Maret 2009. Pada
posisi per 30 Maret 2009, dana hasil penawaran umum tersebut
telah seluruhnya terealisasi secara umum sehingga tidak terdapat
perubahan realisasi penggunaan dana dibandingkan dengan
rencana penggunaaan dana dalam prospektus. Hal ini juga telah
dilaporkan kepada BAPEPAM-LK dan BEI.
After the initial public offering and in accordance to the section 2
of the BAPEPAM Regulation X.K.4, the Company has reported the
detail used of the fund to Bapepam-LK periodically every three
months, starting from March 31, 2008 until March 31, 2009. As
of March 30, 2009, the fund from initial public offering has been
in its entirety realized, and that there were no changes in the
realization of the use of the fund as compared to the planned
use of fund stated in the prospectus. This has also been reported
to BAPEPAM-LK and to IDX.

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 201

 analisis DAN PEMBAHASAN MANAJEMEN
Management Discussion and Analysis

Pinjaman untuk
Sisa Dana
Pengembangan
Hasil
Modal Kerja dan perluasan Pembelian Barang Total Rencana
Pembayaran Penawaran
Perseroan Aktivitas Usaha Anak Modal Penggunaan Dana
sebagian Hutang Umum
Company's Working Perusahaan Purchase of Capital Total Proceeds Usage
Payment of Debts Remaining
Capital Loan for Subsidiaries Goods Plan
IPO
Development and
Proceeds
Business Expansion
Rencana Realisasi Rencana Realisasi Rencana Realisasi Rencana Realisasi Rencana Realisasi
Plan Realization Plan Realization Plan Realization Plan Realization Plan Realization
25,00% 25,00% 15,00% 15,00% 7,00% 7,00% 53,00% 53,00% 100,00% 100,00% -
141,6 143,9 84,9 84,9 39,6 40,3 300,1 297,2 566,3 566,3 -

1. Perseroan menggunakan Rp143,9 miliar dana IPO untuk
modal kerja, dimana hal tersebut sesuai dengan persentase
rencana penggunaannya (25,0%);
2. Dalam rangka pinjaman untuk pengembangan dan
perluasan aktivitas usaha anak perusahaan, Perseroan telah
mempergunakan Rp84,9 atau 15,0% dari dana IPO untuk:
a. Elnusa Bangkanai Energy Ltd., dalam rangka persiapan
eksplorasi dan eksploitasi senilai Rp1,5 miliar.
b. EPN untuk modal kerja sebesar Rp24,0 miliar.
c. SCU dalam rangka perluasan storage, investasi radio
trunking dan modal kerja operasi senilai Rp59,4 miliar.
Dana pinjaman ini telah dikembalikan kepada Perseroan yang
telah digunakan sebagai modal kerja.
1. The Company used Rp143.9 billion of the fund from IPO
for working capital, in accordance to the percentage plan
used (25.0%);
2. In terms of loan for development and expansion activities
of its subsidiaries, the Company has used Rp84.9 or 15.0%
of the fund from IPO for:
a. Elnusa Bangkanai Energy Ltd. for the preparation of
exploration and exploitation in the amount of Rp1.5 billion.
b. EPN for working capital in the amount of Rp24.0 billion.
c. SCU for storage expansion, investment in radio
trunking, and operational working capital in the amount
of Rp59.4 billion.
These loans have been repaid to the Company and have been
used as working capital.

3. Perseroan menggunakan 7,0% dana IPO atau Rp40,3 miliar
untuk pembayaran sebagian utang kepada:
a. Sercel Nantes, Perancis senilai USD2,0 juta.
b. PT Hewlett Packard Finance Indonesia senilai USD2,5
juta.
4. Pembelian barang modal yaitu: peralatan survei seismik
Rp37,2 miliar, peralatan pengeboran Rp133,2 miliar dan
peralatan oilfield services senilai Rp126,9 miliar.
3. The Company used 7.0% of the fund from IPO or in the
amount of Rp40.3 billion for repayment of portion of debt to:
a. Sercel Nantes, France in the amount of USD2.0 million
b. PT Hewlett Packard Finance Indonesia in the amount
of USD2.5 million.
4. Purchase of capital goods such as: seismic survey equipment
in the amount of Rp37.2 billion, drilling equipment in the
amount of Rp133.2 billion and oilfield services equipment
in the amount of Rp126.9 billion.

202 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 INFORMASI TRANSAKSI MATERIAL YANG
MENGANDUNG BENTURAN KEPENTINGAN DAN/ATAU
TRANSAKSI DENGAN PIHAK AFILIASI/PIHAK BERELASI
Information on Material Transaction with Potential Conflict of Interests and/or
Transactions with Affiliated Parties/Related Parties

Sepanjang tahun 2019, Perseroan melakukan transaksi
dengan pihak-pihak yang berafiliasi, namun transaksi tersebut
dikecualikan dari peraturan BAPEPAM-LK No. IX.E.1 karena tidak
mengandung benturan kepentingan mengingat transaksi tersebut
merupakan transaksi berkelanjutan serta kegiatan usaha utama
dan penunjang kegiatan usaha Perseroan dan Anak Perusahaan.
Entitas dianggap berelasi jika entitas tersebut baik secara
langsung maupun tidak langsung, dapat mengendalikan atau
mengendalikan bersama atau memiliki pengaruh signifikan atas
grup dalam pengambilan keputusan keuangan dan operasional.
Entitas juga dianggap berelasi jika entitas tersebut berada dalam
pengendalian bersama dengan Grup.
Throughout 2018, the Company conducted transactions with
affiliated parties, but these transactions have been excluded from
BAPEPAM-LK Regulations No. IX.E.1 because there is no conflict of
interests given that these transactions are continuous transactions
as well as the main and supporting activities of the Company
and its subsidiaries. Entities are considered as affiliated if these
entities can, directly or indirectly, control or jointly control or
have significant influence on the group’s financial and operational
decision making processes. Entities are also considered affiliates
if these entities are within the control of the Group.

Dengan demikian, pengungkapan selanjutnya mengenai hal ini
disesuaikan dengan PSAK No. 7 tentang “Pengungkapan atas
Pihak-Pihak Berelasi”. Secara rinci, informasi mengenai transaksi
ini terdapat pada Catatan atas Laporan Keuangan No. 30 tentang
“Informasi Mengenai Pihak-Pihak Berelasi”. Transaksi dan saldo
dengan pihak-pihak berelasi adalah sebagai berikut:
Therefore, the disclosure is set in accordance to PSAK No. 7 on
“Disclosure on Related Parties”. More specifically, information on
these transactions is provided in the Notes to the Financial Report
No. 30 on “Information on Affiliated Parties”. Transactions and the
outstanding amounts with these affiliated parties are as follows:

Pengungkapan Pihak Berelasi

Related Party Disclosures

Alasan Dilakukannya
Sifat Transaksi Pihak yang Berelasi Sifat Hubungan
Transaksi
Nature of Transaction Related Parties Nature of Relationship
Reason for Transaction
Kas dan Setara Kas dan Entitas berelasi dengan Pemerintah,
Aset Keuangan Bank Mandiri, BNI, BNI Syariah, BRI, BSM, BRI swasta Transaksi perbankan
Cash and Cash Equivalents Agroniaaga, BTN Government and Private related Banking Transaction
and Financial Assets entity
PT Pertamina EP, PT Pertamina (Persero),
PT Pertamina Hulu Energi, Pertamina Drilling
Services Indonesia, PT Pertamina Gas, dan Lain- Transaksi penjualan jasa
Piutang Usaha lain di bawah 0,5% dari modal disetor Entitas sepengendali dan barang
Trade Receivables PT Pertamina EP, PT Pertamina (Persero), Entity under Common Control Transaction of sales of
PT Pertamina Hulu Energi, Pertamina Drilling services and goods
Services Indonesia, PT Pertamina Gas, and
Other Companies under 0.5% of paid in capital
Piutang sewa pembiayaan,
Aset Keuangan Lancar Entitas sepengendali, Entitas kas yang dibatasi
Lainnya berelasi dengan Pemerintah, swasta penggunaannya
Pertamina, PEP, Bank Mandiri, BRI
Other Current Financial Entity under Common Control, Finance Lease
Assests Government, Private related Entity Receivables, restricted
cash
Aset Keuangan Tidak Entitas sepengendali, Entitas
Lancar Lainnya berelasi dengan Pemerintah, swasta Piutang sewa pembiayaan
Pertamina, PEP, BRI, Bank Mandiri
Other Non-current Entity under Common Control, Finance Lease Receivables
Financial Assets Government, Private related Entity
Transaksi perbankan,
Entitas berelasi dengan Pemerintah,
Pinjaman Bank Jangka kebutuhan modal kerja
swasta
Pendek BNI, BRI Banking transaction,
Government and Private related
Short-term Bank Loans working capital
entity
requirement
PT Pertamina (Persero), PT Pertamina Retail,
PT Pertamina Patra Niaga dan Lain-lain di Transaksi pembelian
Utang Usaha bawah 0,5% dari modal disetor Entitas sepengendali barang dan jasa
Trade Payables PT Pertamina (Persero), PT Pertamina Retail, Entity under common control Purchase of goods and
PT Pertamina Patra Niaga and Other Companies services
under 0.5% of paid in capital

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 203

 analisis DAN PEMBAHASAN MANAJEMEN
Management Discussion and Analysis

Pengungkapan Pihak Berelasi

Related Party Disclosures

Alasan Dilakukannya
Sifat Transaksi Pihak yang Berelasi Sifat Hubungan
Transaksi
Nature of Transaction Related Parties Nature of Relationship
Reason for Transaction
Transaksi perbankan,
kebutuhan pembiayaan
Pinjaman Bank Jangka
Swasta investasi
Panjang BNI Syariah
Private Banking transaction,
Long-term Bank Loans
investment funding
requirement
Kompensasi Personil Imbalan Kerja Jangka Pendek, Pesangon
Manajemen Kunci Pemutusan Kerja Entitas berelasi dengan Pemerintah Program iuran pensiun
Compensation of Key Short-term Employee Benefits, Termination Government related Entity Pension program
Management Personnel Benefits
Pertamina, PEP, Pertagas, PHI,Nusantara
Regas, Pertamina Geothermal, Perusahaan
Gas Negara, PT Pertamina Gas, PT Pertamina
Lubricant,PHE, PDSI dan Lain-lain dibawah 0,5% Transaksi penjualan jasa
Pendapatan dari modal disetor Entitas sepengendali dan barang
Revenue Pertamina, PEP, Pertagas, PHI, Nusantara Regas, Entity under common control Transaction of sales of
Pertamina Geothermal, Company Gas Negara, services and goods
PT Pertamina Gas, PT Pertamina Lubricant,
PHE, PDSI and Other Companies under 0.5% of
paid in capital
Pertamina, KOPEN, PT pertamina Niaga,PT
Pertamina Lubricant, PT Pertamina Trans
KontinentalPertamina Retail, TPI dan Lain-lain Transaksi pembelian
Pembelian di bawah 0,5% dari modal disetor Entitas sepengendali barang dan jasa
Purchases Pertamina, KOPEN, PT Pertamina Niaga,PT Entity under common control Transaction of sales of
Pertamina Lubricant, PT Pertamina Trans services and goods
Kontinental Pertamina Retail, TPI and Other
Companies under 0.5% of paid in capital

*Sejak terjadinya perubahan komposisi pemegang saham pada bulan Juni 2014, Grup *Since the change of composition of the shareholders as of June 2014, the holding
mengakui adanya hubungan istimewa dengan entitas berelasi dengan Pemerintah. group disclosed special relationship with the Government.

Realisasi Transaksi Pihak Berelasi Tahun 2019 Realization of Related Party Transactions in 2019
Berikut realisasi transaksi pihak berelasi per 31 Desember 2019: The following is the realization of related party transactions as
of December 31, 2019:

2019 2018
Uraian Description
(Rp-juta I Rp-million) (Rp-juta I Rp-million)
Kas dan Setara Kas 762.676 500.172 Cash and Cash Equivalent
Piutang Usaha 1.835.665 1.285.836 Trade Receivables
Aset Keuangan Lancar Lainnya 30.496 17.850 Other Current Financial Assets
Aset Keuangan tidak Lancar Lainnya 333.788 53.310 Other Non-Current Financial Assets
Pinjaman Bank Jangka Pendek   43.695 Short-term Bank Loans
Utang Usaha 244.626 260.386 Trade Payables
Pendapatan Ditangguhkan 101.650   Deferred Income
Kompensasi Personil Manajemen Kunci 32.808 28.849 Key management personnel compensation
Pendapatan 6.186.275 4.458.944 Revenue
Pembelian 2.430.626 2.145.747 Purchases

204 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

INFORMASI KEUANGAN YANG MENGANDUNG KEJADIAN
YANG BERSIFAT LUAR BIASA DAN JARANG TERJADI
Financial Information that Contains Extraordinary and Uncommon Events

Sepanjang tahun 2019, tidak terdapat informasi keuangan yang During 2019, there was no financial information containing
mengandung kejadian yang bersifat luar biasa dan jarang terjadi. extraordinary and rare events.

PERUBAHAN PERATURAN PERUNDANG-UNDANGAN YANG

BERPENGARUH SIGNIFIKAN TERHADAP PERUSAHAAN
Changes in Regulations that have Significant Impact on the Company

Sepanjang tahun 2019, tidak terdapat perubahan peraturan Throughout 2019, there were no changes in laws and regulations
perundang-undangan yang berpengaruh signifikan terhadap that significantly affected the Company both in financial and
Perusahaan baik dari sisi keuangan maupun operasional. operational terms.

PERUBAHAN KEBIJAKAN AKUNTANSI DAN

DAMPAKNYA TERHADAP PERUSAHAAN
Accounting Policies Changes and Its Impact on the Company

Sepanjang tahun 2019, tidak terdapat perubahan kebijakan During 2019, there were no changes in accounting policies that
akuntansi yang memiliki dampak secara material baik dari sisi had a material impact on the financial and operational aspects
keuangan maupun operasional perusahaan. of the company.

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 205

 analisis DAN PEMBAHASAN MANAJEMEN
Management Discussion and Analysis
INFORMASI KELANGSUNGAN USAHA
Information Regarding Business Continuity
HAL-HAL YANG BERPOTENSI BERPENGARUH
SIGNIFIKAN TERHADAP KELANGSUNGAN USAHA
PERUSAHAAN PADA TAHUN 2019.
Tidak terdapat hal-hal yang berpotensi berpengaruh signifikan
terhadap kelangsungan usaha Perseroan selama tahun 2019,
mengingat tidak terdapat kecelakaan kerja berupa fatality
yang berpotensi menyebabkan Perseroan mendapatkan sanksi
keras. Sepanjang tahun 2019, Perseroan telah memperoleh
beberapa kontrak/pekerjaan yang bersifat multiyear untuk tahun
mendatang, selain itu posisi keuangan dan kas Perseroan dalam
kondisi yang kuat untuk kegiatan operasional dan memenuhi
kewajiban jangka pendek dan jangka panjang Perseroan.
Assessment Manajemen atas hal-hal yang berpotensi berpengaruh
signifikan terhadap kelangsungan usaha Perusahaan pada tahun
2019.
Dalam mengukur serta menilai hal-hal yang berpotensi
berpengaruh signifikan terhadap kelangsungan usaha Perusahaan,
asumsi yang digunakan Manajemen dalam melakukan pengukuran
dan penilaian meliputi beberapa hal sebagai berikut:
1. Aspek keuangan
a. Membandingkan saldo-saldo realisasi tahun 2019
dengan Laporan Keuangan yang telah diaudit.
b. Menghitung kembali persentase fluktuasi yang
dilaporkan oleh Manajemen antara saldo-saldo aktual
tahun 2019 dengan target anggaran/RKAP tahun 2019
dan saldo-saldo aktual tahun 2018.
2. Penilaian tingkat kesehatan Perusahaan
a. Melakukan perhitungan ulang dan membandingkan
indikator kinerja keuangan antara realisasi tahun 2019
target anggaran/RKAP tahun 2019 berdasarkan kriteria
yang telah ditetapkan dalam Pedoman Penilaian Kinerja
Anak Perusahaan Pertamina.
206 Annual Report 2019 Laporan Tahunan
POTENTIAL MATTERS THAT HAVE A SIGNIFICANT
EFFECT ON THE COMPANY'S BUSINESS CONTINUITY
IN 2019.
There were no potential matters that can significantly impact
the continuity of the Company’s business in 2019, given that
fatal accident that occured did not cause the company to got
severe warning. Throughout 2019, the Company received several
multiyears contracts/jobs for the coming year, and the financial
and cash position of the Company remained in good conditions
to support the operational activities and to fulfil its short- and
long-term term obligations.
Management Assessment of potential matters that have a
significant effect on the Company's business continuity in 2019.
In measuring and evaluating matters that have the potential to
significantly influence the Company's business continuity, the
assumptions used by Management in measuring and evaluating
include the following:
1. Financial aspect
a. Compare the balances of 2019 with the Financial
Statements that have been audited.
b. Recalculate the percentage of fluctuations reported
by Management between the actual balances of 2019
with the target budget/RKAP of 2019 and the actual
balances of 2018.
2. Assessment of the Company health level
a. Perform recalculation and compare financial
performance indicators between the realization of the
2019 budget target/2019 RKAP based on the criteria
set out in the Performance Evaluation Guidelines of
Pertamina Subsidiaries.
PT Elnusa Tbk
 b. Melakukan perhitungan ulang dan membandingkan
indikator kinerja operasional antara realisasi tahun
2019 target anggaran/RKAP tahun 2019 berdasarkan
kriteria yang telah ditetapkan dalam Pedoman Penilaian
Kinerja Anak Perusahaan Pertamina.
c. Melakukan perhitungan ulang dan membandingkan
indikator kinerja administrasi antara realisasi tahun
2018 target anggaran/RKAP tahun 2019 berdasarkan
kriteria yang telah ditetapkan dalam Pedoman Penilaian
Kinerja Anak Perusahaan Pertamina.
d. Melakukan perhitungan ulang dan membandingkan
tingkat kesehatan Perusahaan antara realisasi tahun
2019 dengan target anggaran/RKAP tahun 2019
berdasarkan kriteria yang telah ditetapkan dalam
Pedoman Penilaian Kinerja Anak Perusahaan Pertamina.
3. Perkembangan usaha Perusahaan
a. Membandingkan informasi keuangan tahun 2018 dan
2019 dengan Laporan Keuangan yang telah diaudit.
b. Melakukan perhitungan ulang dan membandingkan
informasi rasio keuangan tahun 2018 dan 2019.
Tingkat Kesehatan Perusahaan
Tingkat Kesehatan Perusahaan (TKP) mengacu pada ketentuan
Pedoman Penilaian Anak Perusahaan PT Pertamina (Persero) No.
A6-002/H40000/2019-S9. Adapun Penilaian diukur dari Penilaian
Kinerja Keuangan, Penilaian Kinerja Pertumbuhan, Penilaian
Kinerja Operasional dan Penilaian Kinerja Administrasi, dengan
klasifikasi pada segmen Industri Jasa Penunjang Eksplorasi/
Produksi. Berdasarkan Penilaian tersebut untuk tahun Buku
2019 dihasilkan nilai 89,5 dengan Klasifikasi Sehat AA.
PT Elnusa Tbk
b. Perform recalculation and compareing operational
performance indicators between the realization of
the 2019 budget target/2019 budget based on criteria
set out in the Performance Evaluation Guidelines of
Pertamina's Subsidiaries.
c. Perform recalculation and comparing administrative
performance indicators between the realization of
the 2018 budget target/2019 budget based on the
criteria set out in the Performance Evaluation Guide
for Pertamina's Subsidiaries.
d. Perform recalculation and comparing the level of health
of the Company between the realization in 2019 with
the budget target/budget in 2019 based on the criteria
set out in the Performance Assessment Guidelines of
Pertamina's Subsidiaries.
3. Development of the Company's business
a. Compare the financial information of 2018 and 2019
with the financial statements that have been audited.
b. Perform recalculation and compare the financial ratio
information of 2018 and 2019.
Company Health Level
The level of Company Health (TKP) refers to the provisions of
the Guidelines for Assessment of Subsidiaries of PT Pertamina
(Persero) Number A6-002/H40000/2019-S9. The valuation is
measured from the Financial Performance Appraisal, Growth
Performance Appraisal, Operational Performance Appraisal and
Administration Performance Appraisal, with classification in
the Exploration/Production Support Services Industry segment.
Based on the assessment for Fiscal Year 2019, a score of 89.5
was obtained with the AA Healthy Classification.
Annual Report 2019 Laporan Tahunan 207
TATA KELOLA
PERUSAHAAN
Corporate Governance

Pelaksanaan assessment penerapan

GCG untuk tahun buku 2019, dilakukan
oleh Indonesian Institute for Corporate
Directorship (IICD) yang menerapkan
ASEAN CG Scorecard dengan total
nilai sebesar 86,64 poin. Hasil Assessment
implementasi GCG mendapatkan predikat
“GOOD”, artinya Perseroan mengadopsi
sebagian standar internasional.
T h e G CG i mpl e m entation assessment for the 201 9
f in anc i al ye ar was carried out by the Indonesian
I n s ti tute for Corporate Directorship (IIC D) which
i m pl e m e nte d the AS EAN C G S corecard with a
t o t al v al ue of 86.64 points. The results of the GC G
i m pl e m e nta ti on assessment received the title
" G OOD", m e a ni ng the C ompany adopted some
i n t erna ti onal s tandards.
05
 TATA KELOLA PERUSAHAAN
Good Corporate Governance
PRINSIP DASAR TATA KELOLA PERUSAHAAN YANG BAIK
Good Corporate Governance Basic Principles
Tata Kelola Perusahaan yang Baik, atau Good Corporate
Governance (GCG) secara definitif merupakan serangkaian
sistem yang mengatur dan mengendalikan entitas usaha yang
diharapkan mampu menciptakan nilai tambah untuk seluruh
pemangku kepentingan; termasuk kepada pemegang saham.
Terdapat 2 (dua) hal penekanan, yaitu pentingnya hak pemegang
saham untuk memperoleh informasi dengan benar dan tepat
pada waktunya bahkan hingga pemegang saham minoritas,
dan, kewajiban entitas usaha untuk melakukan pengungkapan
secara akurat, tepat waktu, transparan terhadap semua informasi
kinerja entitas usaha, kepemilikan, dan pemangku kepentingan.
Kehadiran GCG diharapkan mampu memberikan fondasi atas
pengelolaan entitas usaha yang akuntabel.
Sejalan dengan perkembangan dunia usaha, prinsip GCG turut
mengalami perkembangan yang mencakup sistem pengawasan
dan pengendalian yang mendukung etika kerja dan pengambilan
keputusan yang bertanggung jawab, mendukung integritas
dalam pelaporan keuangan, pengelolaan risiko yang layak,
serta hubungan pemangku kepentingan dan Perseroan yang
berlandaskan etika. Di lingkup Perseroan, penilaian dilakukan
atas penerapan GCG untuk memastikan terwujudnya prinsip
GCG secara komprehensif.
Pada perkembangannya, Regulator bersama-sama dengan
berbagai pihak yang menaruh perhatian terhadap perkembangan
GCG di Indonesia memberikan penegasan yang kuat atas
pentingnya hubungan yang harmonis antara entitas usaha dan
pemangku kepentingan. Melalui hubungan yang harmonis ini,
diharapkan akan terbentuk dunia usaha yang menghindari
cara-cara menciptakan keuntungan sesaat, dan justru mampu
berkontribusi bagi dimensi sosial dan lingkungan di sekitarnya.
210 Annual Report 2019 Laporan Tahunan
Good Corporate Governance (GCG) constitutes a set of systems
that regulate and control business entities to create added
value for all stakeholders, including shareholders. There are 2
(two) points of emphasis, namely the importance of the right
of shareholders and even minority shareholders to promptly
obtain correct information, as well as the obligation of business
entities to make accurate, timely and transparent disclosures of
information on all business entity performance, ownership and
stakeholders. Perseroan GCG is expected to provide a foundation
for managing short- and long-term, business entities.
In line with the business world development, the principles of
GCG have also evolved with a system of supervision and control
that supports work ethics and responsible decision making,
supports integrity in financial reporting, proper risk management,
and stakeholder relations and the Company based on ethics.
Within the scope of the Company, an assessment is carried out
on the implementation of GCG to ensure the realization of GCG
principles comprehensively.
In its development, the Regulator together with various
parties that have paid attention to the development of GCG in
Indonesia have provided a strong affirmation of the importance
of a harmonious relationship between business entities and
stakeholders. Through this harmonious relationship, it is expected
that a business world will be formed which avoids the ways
of creating instant profit, and can actually contribute to the
surrounding social and environmental dimensions.
PT Elnusa Tbk
PERKEMBANGAN PENERAPAN GCG DI LINGKUP PERSEROAN
Development of GCG Implementation in Company Environment
Sebagai Perusahaan Publik yang tercatat di Bursa Efek Indonesia
(BEI), Perseroan berkomitmen secara penuh untuk menerapkan
prinsip-prinsip GCG sebagai landasan dalam menciptakan nilai
tambah yang berkelanjutan bagi kepentingan para pemegang
saham, masyarakat secara luas, dan berbagai pemangku
kepentingan lainnya (pegawai, konsumen, regulator, mitra kerja,
dan lain-lain) baik dalam jangka pendek maupun jangka panjang.
Tata Kelola yang dijalankan Perseroan didasari oleh prinsip-
prinsip GCG, yaitu Transparency, Accountability, Responsibility,
Independency, dan Fairness yang merupakan komitmen kuat
bagi Perseroan untuk selalu menjaga dan meningkatkan
nilai Perusahaan (corporate value), mendorong pengelolaan
Perusahaan yang profesional, transparan dan efisien sehingga
fundamental dan daya saing Perseroan semakin kuat dan terjaga
dengan baik.
Organ Perseroan masing-masing menjalankan fungsinya dengan
baik, Dewan Komisaris melakukan fungsi pengawasannya atas
kebijakan pengurusan, jalannya pengurusan, baik mengenai
Perseroan maupun usaha Perseroan yang dilakukan oleh Direksi,
serta memberi nasehat kepada Direksi. Direksi menjalankan
tugasnya secara kolegial dalam melaksanakan penguruan
Perseroan dan bertanggung jawab kepada RUPS sebagai bentuk
perwujudan akuntabilitas pengeloaan Perusahaan sesuai dengan
prinsip-prinsip tata kelola perusahaan.
Penerapan Tata Kelola Perusahaan selama tahun 2019 di
antaranya adalah sebagai berikut:
1. Pembaruan Pedoman Code of Conduct
2. Pembenahan sistem Whistleblowing System
3. Pengkinan berbagai pedoman Kepatuhan terkait dengan
Tata Kelola Perusahaan
TUJUAN PENERAPAN GCG
Untuk memuwujudkan Perusahaan yang berdaya saing tinggi
dan terus tumbuh, Perseroan mengembangkan struktur dan
sistem Tata Kelola Perusahaaan sesuai dengan prinsip-prinsip
GCG, dengan tujuan:
1. Mengoptimalkan nilai Perusahaan untuk membangun daya
saing yang kuat baik secara nasional maupun internasional,
dalam menjaga etika dan integritas agar dapat menjaga
eksistensi dan pertumbuhan secara berkelanjutan dalam
menghadapi era perdagangan bebas Masyarakat Ekonomi
ASEAN (MEA);
2. Mendorong pengelolaan perusahaan secara profesional,
efisien serta efektif selain juga memberdayakan fungsi dan
meningkatkan kemandirian organ-organ dalam perusahaan;
3. Memberikan jaminan rasa aman sehingga akan
menumbuhkan kepercayaan dari para investor maupun
calon investor;
PT Elnusa Tbk
As a Public Company listed on the Indonesia Stock Exchange
(IDX), the Company is fully committed to implementing GCG
principles as a basis for creating sustainable added value for
the interests of shareholders, the wider community, and various
other stakeholders (employees, consumers , regulators, business
partners, etc.) both in the short and long term.
Good Corporate Governance is based on GCG principles, namely
Transparency, Accountability, Responsibility, Independence
and Fairness, which are a strong commitment for the Company
to always maintain and enhance the value of the company
(corporate value), encourage the management of a professional,
transparent and efficient company. so that the fundamentals
and competitiveness of the Company are getting stronger and
better maintained.
Each organ of the Company performs its functions properly, the
Board of Commissioners carries out its oversight function on
the management policies, the management of the Company,
and the Company's business is conducted by the Directors, as
well as advising the Directors. The Board of Directors executes
its collegial duties in carrying out the Company's teaching and
is accountable to the GMS as a manifestation of the Company's
management accountability in accordance with the principles
of Corporate Governance
Implementation of Corporate Governance during 2019 is as
follows:
1. Renewal of the Code of Conduct Guidelines
2. Revamping the Whistleblowing System
3. Updated various Compliance guidelines related to Corporate
governance
GCG IMPLEMENTATION OBJECTIVE
To create a Company that is highly competitive and continues
to grow, the Company develops the structure and system of
Corporate Governance in accordance with the principles of GCG,
with the aim of:
1. Optimizing the value of the Company to build strong
competitiveness both nationally and internationally,
in maintaining ethics and integrity in order to maintain
existence and sustainable growth in the face of the free
trade era of the ASEAN Economic Community (AEC);
2. Encouraging professional, efficient and effective company
management as well as empowering functions and increasing
the independence of the organs in the company;
3. Providing a guarantee of security so that it will foster the
trust of investors and potential investors;
Annual Report 2019 Laporan Tahunan 211
 TATA KELOLA PERUSAHAAN
Good Corporate Governance
4. Mengarahkan serta mengendalikan hubungan kerja antara
antara organ Perseroan;
5. Mendorong agar setiap pengambilan keputusan maupun
pelaksanaannya harus dilandasi nilai moral yang tinggi dan
sesuai dengan peraturan perundang-undangan yang berlaku
serta tanggung jawab sosial yang tinggi;
6. Menciptakan sumber daya manusia yang professional;
7. Meningkatkan kesejahteraan seluruh Insan Elnusa serta
peningkatan kemanfaatan bagi Stakeholders;
8. Mencegah terjadinya penyimpangan dalam pengelolaan
Perseroan;
9. Meningkatkan Budaya Kerja Perseroan.
PRINSIP DASAR GCG DAN PENERAPANNYA
Perseroan memandang bahwa penerapan GCG merupakan
sebuah pilar kuat untuk memajukan pertumbuhan. Oleh sebab
itu, Perseroan berupaya untuk senantiasa menerapkan GCG
terhadap seluruh pemangku kepentingan dengan mematuhi
peraturan perundang-undangan yang berlaku. Peningkatan
kualitas dari penerapan praktik terbaik GCG dengan secara terus
menerus dilakukan, melakukan pemutakhiran berbagai kebijakan,
standar, pedoman, prosedur yang disesuaikan dengan perubahan
peraturan perundang-undangan yang berlaku, keadaan lingkungan
bisnis, dan juga perkembangan usaha dan kinerja Perseroan.
Dalam menerapkan prinsip-prisip GCG, Perseroan mengacu
pada 5 (lima) prinsip dasar yaitu: transparansi, akuntabilitas,
responsibilitas, independensi, dan kewajaran, sebagaimana telah
dirilis dalam Pedoman Umum Good Corporate Governance yang
dikeluarkan oleh Komite Nasional Kebijakan Governance (KNKG).
Azas-azas Tata Kelola Perusahaan yang Baik
Good Corporate Governance Principles
Transparansi Akuntabilitas
Transparency Accountability
Penjelasan prinsip-prinsip dasar di atas dan penerapannya secara
umum di lingkup Perseroan adalah sebagai berikut:
212 Annual Report 2019 Laporan Tahunan
4. Directing and controlling work relationships between the
Company's organs;
5. Encouraging that every decision-making and its
implementation must be based on high moral values and
in accordance with applicable laws and regulations and high
social responsibility;
6. Creating professional human resources;
7. Improving the welfare of all Elnusa Individuals and increasing
the benefits for Stakeholders;
8. Preventing irregularities in the management of the Company;
9. Improving the Company's Work Culture.
BASIC PRINCIPLES OF GCG AND ITS IMPLEMENTATION
The Company views that implementing GCG is a strong pillar to
promote growth. Hence, the Company is endeavored to always
apply GCG to all stakeholders by complying with applicable laws
and regulations. Continuously improving the quality of GCG
implementation best practices by updating various policies,
standards, guidelines, procedures that are adapted to changes
in legislation in force, the business environment, as well as the
business development and performance of the Company.
In the practice of GCG principles, the Company refers to 5
(five) basic principles, namely: transparency, accountability,
responsibility, independence, and fairness, as released in the
General Guidelines for Good Corporate Governance issued by
the National Committee on Governance Policy (KNKG).
Responsibilitas Independensi Kesetaraan/Kewajaran
Responsibility Independency Equality/Fairness
Explanation of the basic principles above and their general
application within the scope of the Company is as follows:
PT Elnusa Tbk
 Prinsip Dasar Penjelasan Sesuai Pedoman GCG Elnusa
Basic Principles Explanation According to Elnusa GCG Guidelines
Keterbukaan • Tersedianya kebijakan secara tertulis pada sarana
(Transparency) akses informasi Perusahaan.
• Informasi yang disajikan selalu akurat dan memadai
bagi seluruh pemangku kepentingan.
• Kemudahan dalam mengakses informasi
Perusahaan.
• Availability of written policies on Company access
to information.
• The information presented is always accurate and
adequate for all stakeholders.
• Ease in accessing Company information.
Penerapan di Lingkup Elnusa
Application in Elnusa Scope
• Tersedianya Situs web Perseroan
• Tersedianya Laporan Tahunan dan Laporan Keberlanjutan.
Tersedianya siaran Pers.
• Tersedianya berbagai pedoman secara tertulis dalam situs web
Perseroan.Availability of the Company's Website.Availability of
Annual Report and Sustainability Report
• Availability of press releases.
• Availability of various written guidelines on the Company's
website.

Akuntabilitas • Penilaian kinerja secara berkala
(Accountability) • Proses check and balance system dalam pengelolaan
Perseroan.
• Regular performance assessment
• Check and balance system processes in the
management of the Company.
• Perseroan secara berkala menyelenggarakan penilaian kinerja
Dewan Komisaris, Komite Dewan Komisaris, serta Direksi.
• Melalui Rapat Umum Pemegang Saham Tahunan, Dewan
Komisaris dan Direksi mempertanggungjawabkan kinerjanya
kepada Pemegang Saham.
• The Company periodically conducts performance assessment
of the Board of Commissioners, the Committees of the Board of
Commissioners and the Board of Directors.Through the Annual
General Meeting of Shareholders, the Board of Commissioners
and Board of Directors have responsibility for their performance
to the Shareholders.

Pertanggungjawaban • Menjunjung tinggi integritas Perseroan melalui • Penerapan standar etika Perseroan.
(Responsibility) Corporate Value . • Tersedianya berbagai bisnis proses secara update .
• Melaksanakan praktik bisnis secara bertanggung • Application of Company code of conduct.
jawab. • Availability of various business processes in an update.
• Upholding the integrity of the Company through
Corporate Value.
• Implementing business practices responsibly

Kemandirian • Keputusan yang Obyektif untuk setiap proses bisnis
(Independency) yang dilakukan.
• Menghindari adanya potensi Benturan Kepentingan.
• Objective decisions for each business process that
is carried out.
• Avoiding potential conflicts of interestn.
• Perseroan melaksanakan kegiatan usaha secara mandiri dan
tidak mendapat intervensi dari Pemegang Saham Pengendali
maupun pemangku kepentingan lainnya.
• The Company carries out business activities independently and
does not get any intervention from the Controlling Shareholders
or other stakeholders.

Kesetaraan dan • Perlakuan yang setara terhadap pemegang saham • Pemanggilan RUPS dilakukan 21 hari sebelum pelaksanaan RUPS
Kewajaran (Fairness) • Perlakuan yang setara kepada para karyawan
• Equal treatment for shareholders
• Equal treatment for employees
dengan menggunakan bahasa indonesia dan bahasa inggris.
• Penyampaian CV dari masing-masing calon pengurus Perseroan
dalam situs Web Perseroan.
• Tersedianya akses yang memudahkan para pemegang saham
untuk memperoleh dokumen proxy pemegang saham
• Invitation to the GMS are carried out 21 days before the GMS,
using Indonesian and English.
• Submission of CVs from each candidate for the management
of the Company on the Company's website.Availability of
access that facilitate the shareholders to obtain shareholder
proxy documents.

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 213

 TATA KELOLA PERUSAHAAN
Good Corporate Governance
DASAR HUKUM
Penerapan GCG di Perseroan mengacu kepada beberapa ketentuan,
peraturan, serta perundang-undangan yang berlaku, yaitu:
1. Undang-Undang Republik Indonesia
a. Undang-Undang Republik Indonesia No. 40 Tahun 2007
tentang Perseroan Terbatas.
b. Undang-Undang Republik Indonesia No. 8 Tahun 1995
tentang Pasar Modal
c. Undang-Undang Republik Indonesia .No. 28 Tahun
1999 tentang Penyelenggara Negara yang Bersih dan
Bebas dari Korupsi, Kolusi, dan Nepotisme
d. Undang-Undang Republik Indonesia No. 5 Tahun 1999
tentang Larangan Praktik Monopoli dan Persaingan
Usaha Tidak Sehat.
e. Undang-Undang Republik Indonesia No. 13 Tahun 2003
tentang Ketenagakerjaan.
f. Undang-Undang Republik Indonesia No. 20 Tahun 2001
tentang Perubahan atas Undang- Undang Republik
Indonesia No. 31 Tahun 1999 tentang Pemberantasan
Tindak Pidana Korupsi
g. Undang-Undang Republik Indonesia No. 15 Tahun 2002
tentang Tindak Pidana Pencucian Uang sebagaimana
telah diubah dengan Undang-Undang of the Republic of Indonesia No. 25 of 2003.
Republik Indonesia No. 25 Tahun 2003
h. Undang Undang Republik Indonesia No. 11 Tahun 2008
tentang Informasi dan Transaksi Elektronik
i. Undang Undang Republik Indonesia No. 14 Tahun 2008
tentang Keterbukaan Informasi
2. Peraturan Badan Pengawas Pasar Modal dan Lembaga
Keuangan (Bapepam-LK) yang telah dialihfungsikan menjadi
Otoritas Jasa Keuangan (OJK), serta Peraturan Bursa Efek
Indonesia (BEI)
a. Peraturan Bapepam-LK No. X.K.4, Lampiran Keputusan
Ketua Bapepam No. Kep-27/PM/2003 Tanggal 17 Juli
2003 tentang Laporan Realisasi Penggunaan Dana Hasil
Penawaran Umum
b. Peraturan Bapepam-LK No. IX.I.5, Lampiran Keputusan
Ketua Bapepam No. Kep-29/Pm/2004 Tanggal 24
September 2004 tentang Pembentukan dan Pedoman
Pelaksanaan Kerja Komite Audit
c. Peraturan Bapepam-LK No. X.K.6, Lampiran Keputusan
Ketua Bapepam dan Lembaga Keuangan No. Kep-134/
Bl/2006 Tanggal 7 Desember 2006, tentang Kewajiban
Penyampaian Laporan Tahunan Bagi Emiten atau
Perusahaan Publik
d. Peraturan Bapepam-LK No. IX.J.1, Lampiran Ketua
Bapepam dan Lembaga Keuangan No. Kep-179/Bl/2008
Tanggal 14 Mei 2008, tentang Pokok-Pokok Anggaran
Dasar Perusahaan yang Melakukan Penawaran Umum
Efek Bersifat Ekuitas dan Perubahan Publik
e. Peraturan Bapepam-LK No. X.K.2, Lampiran Keputusan
Ketua Bapepam dan Lembaga Keuangan No. Kep-346/
Bl/2011 Tanggal 5 Juli 2011, tentang Penyampaian
Laporan Keuangan Berkala Emiten atau Perusahaan
Publik
214 Annual Report 2019 Laporan Tahunan
LEGAL BASIS
The implementation of GCG in the Company refers to a number
of applicable rules, regulations and laws, namely:
1. Laws of the republic Indonesia
a. Republic of Indonesia Law No. 40 of 2007 concerning
Limited Liability Companies.
b. Republic of Indonesia Law No. 8 of 1995 concerning
Capital Markets.
c. Republic of Indonesia Law No. 28 of 1999 concerning
State Administrators who are Clean and Free of
Corruption, Collusion and Nepotism.
d. Republic of Indonesia Law No. 5 of 1999 concerning
Prohibition of Monopolistic Practices and Unfair
Business Competition.
e. Republic of Indonesia Law No. 13 of 2003 concerning
Manpower.
f. Republic of Indonesia Law No. 20 of 2001 concerning
Amendments to the Law of the Republic of Indonesia
No. 31 of 1999 concerning Eradication of Corruption
Crimes
g. Republic of Indonesia Law No. 15 of 2002 concerning
Criminal Acts of Money Laundering as amended by Law
h. Law of the Republic of Indonesia No. 11 of 2008
concerning Electronic Information and Transactions
i. Law of the Republic of Indonesia No. 14 of 2008
concerning Information Openness
2. Capital Market and Financial Institution Supervisory Agency
(Bapepam-LK) Regulations that have been converted into
Financial Services Authority (OJK), and Indonesian Stock
Exchange Regulations (IDX)
a. Bapepam-LK Regulation No. X.K.4, Attachment to the
Decree of the Chairman of Bapepam No. Kep-27/
PM/2003 dated July 17, 2003 concerning Realization
of the Use of Proceeds from Public Offering
b. Bapepam-LK Regulation No. IX.I.5, Attachment to the
Decree of the Chairman of Bapepam No. Kep-29/
PM/2004 dated 24 September 2004 concerning the
Formation and Guidelines for the Implementation of
Audit Committee Work
c. Bapepam-LK Regulation No. X.K.6, Attachment of
Decree of the Chairman of Bapepam and Financial
Institution No. Kep-134/Bl/2006 dated December 7,
2006, concerning the Obligation to Submit Annual
Reports to Issuers or Public Companies
d. Bapepam-LK Regulation No. IX.J.1, Attachment of
Chairman of Bapepam and Financial Institution No.
Kep-179/Bl/2008 dated May 14, 2008, concerning
Principles of Articles of Association of Companies
Conducting Public Offering of Equity-Type Securities
and Public Changes
e. Bapepam-LK Regulation No. X.K.2, Attachment to
Decree of the Chairman of Bapepam and Financial
Institution No. Kep-346/Bl/2011 dated July 5, 2011,
concerning Submission of Periodic Financial Statements
of Issuers or Public Companies
PT Elnusa Tbk
 f. Peraturan OJK No. 33/POJK.04/2014 tentang Direksi
dan Dewan Komisaris Emiten atau Perusahaan Publik
g. Peraturan OJK No. 34/POJK.04/2014 tentang Komite
Nominasi dan Remunerasi Emiten atau Perusahaan
Publik
h. Peraturan OJK No. 35/POJK.04/2014 tentang Sekretaris
Perusahaan Emiten atau Perusahaan Publik
i. Peraturan OJK No. 8/POJK.04/2015 tentang Situs Web
Emiten atau Perusahaan Publik
j. Peraturan OJK No. 21/ POJK.04/2015 tentang Pedoman
Tata Kelola Perusahaan Terbuka
k. Peraturan OJK No. 30/POJK.04/2015 tentang Laporan
Realisasi Penggunaan Dana Hasil Penawaran Umum.
l. Peraturan OJK No. 31/POJK.04/2015 tentang
Keterbukaan atas Informasi atau Fakta Material oleh
Emiten atau Perusahaan Publik
m. Peraturan OJK No. 55/POJK.04/2015 tentang
Pembentukan dan Pedoman Pelaksanaan Kerja Komite
Audit
n. Peraturan OJK No. 56/POJK.04/2015 tentang
Pembentukan dan Pedoman Penyusunan Piagam Unit
Audit Internal.
o. Peraturan OJK No. 29/POJK.04/2016 tentang Laporan
Tahunan Emiten atau Perusahaan Publik
p. Surat Edaran OJK No. 32/SEOJK.04/2015 tentang
Pedoman Tata Kelola Perusahaan Terbuka
q. Surat Edaran OJK No. 30/SEOJK.04/2016 tentang Bentuk
dan Isi Laporan Tahunan Emiten atau Perusahaan Publik
r. Peraturan Otoritas Jasa Keuangan No. 10/POJK.04/2017
tentang Perubahan atas Peraturan Otoritas Jasa
Keuangan No. 32/POJK.04/2014 tentang Rencana
dan Penyelenggaraan Rapat Umum Pemegang Saham
Perusahaan Terbuka
s. Peraturan OJK No. 11/POJK.04/2017 tentang Laporan
Kepemilikan atau Setiap Perubahan Kepemilikan Saham
Perusahaan Terbuka
t. Peraturan OJK No. 13/POJK.03/2017 tentang
Penggunaan Jasa Akuntan Publik dan Kantor Akuntan
Publik dalam Kegiatan Jasa Keuangan
u. Lampiran Keputusan Direksi BEI No. Kep-305/BEJ/07-
2004 tanggal 19 Juli 2004 tentang Peraturan No. I-A
Pencatatan Saham dan Efek Bersifat Ekuitas Selain
Saham yang diterbitkan oleh Perseroan tercatat
3. Pedoman Umum Good Corporate Governance Indonesia
Tahun 2006 yang diterbitkan oleh Komite Nasional Kebijakan
Governance tanggal 17 Oktober 2006 (“Pedoman Umum
GCG Indonesia KNKG”).
4. Anggaran Dasar Perseroan terakhir, yang telah disahkan
melalui Akta 31 tanggal 11 April tahun 2019.
5. ISO 26000 tentang Panduan Tanggung Jawab Sosial
6. OECD 2004 Principles of Corporate Governance.
PT Elnusa Tbk
f. OJK Regulation No. 33/POJK.04/2014 concerning
Directors and Board of Commissioners of Issuers or
Public Companies
g. OJK Regulation No. 34/POJK.04/2014 concerning the
Nomination and Remuneration Committee of Issuers
or Public Companies
h. OJK Regulation No. 35/POJK.04/2014 concerning
Corporate Secretary of Issuers or Public Companies
i. OJK Regulation No. 8/POJK.04/2015 concerning Issuer's
or Public Companies' Websites
j. OJK Regulation No. 21/POJK.04/2015 concerning
Guidelines for Public Company Governance
k. OJK Regulation No. 30/POJK.04/2015 concerning
Realization Report on the Use of Funds from Public
Offering.
l. OJK Regulation No. 31/POJK.04/2015 concerning
Transparency of Material Information or Facts by Issuers
or Public Companies
m. OJK Regulation No. 55/POJK.04/2015 concerning the
Formation and Guidelines for the Work Implementation
of the Audit Committee
n. OJK Regulation No. 56/ POJK.04/2015 concerning
the Formation and Guidelines for the Preparation of
Internal Audit Unit Charter.
o. OJK Regulation No. 29/POJK.04/2016 concerning
Annual Reports of Issuers or Public Companies
p. OJK Circular No. 32/SEOJK.04/2015 concerning
Guidelines for Open Corporate Governance
q. OJK Circular No. 30/SEOJK.04/2016 concerning the
Form and Content of Issuers or Public Companies'
Annual Reports
r. OJK Regulation No. 10/POJK.04/2017 concerning
Amendments to the OJK Regulation No. 32/
POJK.04/2014 concerning Plans and Organizing of a
Public Company Shareholders General Meeting
s. OJK Regulation No. 11/POJK.04/ 2017 concerning
Ownership Reports or Any Changes in Ownership of
Public Company Shares
t. OJK Regulation No. 13/POJK.03/2017 concerning Use
of Public Accountant Services and Public Accountant
Offices in Financial Services Activities
u. Attachment to IDX Board of Directors Decree No.
Kep-305/BEJ/07-2004 dated July 19, 2004 concerning
Regulation No. I-A Listing of Shares and Equity Securities
Other than Shares issued by the Company are listed
3. 2006 General Guidelines for Good Corporate Governance
in Indonesia published by the National Committee on
Governance on October 17, 2006 ("General Guidelines on
Indonesian GCG KNKG").
4. The latest Company's Articles of Association, which have
been ratified through Deed 31 dated April 11, 2019.
5. ISO 26000 on Social Responsibility Guidelines
6. OECD 2004 Principles of Corporate Governance.
Annual Report 2019 Laporan Tahunan 215
 TATA KELOLA PERUSAHAAN
Good Corporate Governance
INFRASTRUKTUR DAN SOFTSTRUCTURE GCG ELNUSA
Elnusa GCG Infrastructure and Softstructure
INFRASTRUKTUR GCG
Berdasarkan Undang-Undang No. 40 Tahun 2007 tentang
Perseroan Terbatas, infrastruktur keorganisasian sebuah
Perseroan Terbatas mencakup kepentingan pemegang saham
yang dituangkan melalui Rapat Umum Pemegang Saham (RUPS);
Direksi dengan tugasnya untuk mengelola; serta Dewan Komisaris
yang berfungsi melakukan pengawasan. Sistem kepengurusan PT
menganut model 2 (dua) badan atau two tier system, yaitu Dewan
Komisaris dan Direksi dengan kewewenangan dan tanggung
jawab yang jelas sesuai fungsinya masing-masing sebagaimana
diamanahkan dalam peraturan dan perundang-undangan serta
Anggaran Dasar.
Perseroan memiliki ketiga organ utama tersebut, baik RUPS,
Dewan Komisaris dan Direksi. Dewan Komisaris dan Direksi
memiliki tanggung jawab untuk memelihara kesinambungan
usaha Perseroan dalam jangka panjang. Oleh karena itu, Dewan
Komisaris dan Direksi harus memiliki kesamaan persepsi terhadap
visi, misi, dan nilai-nilai inti serta budaya Perseroan.
216 Annual Report 2019 Laporan Tahunan
GCG INFRASTRUCTURE
Pursuant to Law No. 40 of 2007 concerning Limited Liability
Companies, the organizational infrastructure of a Limited Liability
Company includes the interests of shareholders as outlined in
the General Meeting of Shareholders (GMS); Directors with
their duties to manage; and the Board of Commissioners whose
function is to supervise. The Company’s management system
follows the model of 2 (two) bodies or two tier systems, namely
the Board of Commissioners and the Board of Directors with
clear authority and responsibilities in accordance with their
respective functions as mandated in regulations and laws and
the Articles of Association.
The Company has three main organs, the GMS, the Board
of Commissioners and the Board of Directors. The Board
of Commissioners and Directors have the responsibility for
maintainingthe Company's long-term business sustainability.
Therefore, the Board of Commissioners and the Board of Directors
must have a common perception of the Company's vision, mission
and core values and culture.
PT Elnusa Tbk
Infrastruktur GCG Perseroan juga mengikutsertakan beberapa
aspek penting yang berperan untuk mendukung penguatan
kontrol dan pengelolaan terhadap Perseroan, terdiri dari organ
pendukung yang meliputi Sekretaris Perusahaan dan Unit Audit
Internal yang berada di bawah Direksi, serta Komite Audit, Komite
Nominasi dan Remunerasi, dan Komite Manajemen Risiko yang
berada di bawah Dewan Komisaris. Selain itu, terdapat proses
audit independen atas laporan keuangan dan laporan lainnya
yang dilakukan oleh akuntan eksternal dalam memperkuat kontrol
khususnya terkait laporan kinerja Perseroan. Struktur tersebut
telah sesuai dengan ketentuan regulasi yang berlaku di Indonesia.
SOFTSTRUCTURE GCG
Softstructure atau perangkat lunak GCG merupakan sebuah
mekanisme penerapan prinsip GCG di lingkup sebuah entitas
usaha. Softstructure GCG terdiri dari berbagai peraturan dan
kebijakan yang mengatur lingkup tanggung jawab organ GCG, dan
hubungan kerja antar organ GCG; termasuk dengan pemangku
kepentingan baik internal maupun eksternal.
Mekanisme penerapan prinsip GCG sendiri merupakan mekanisme
atas implementasi tata kelola perusahaan yang tercermin dalam
sistem yang kuat. Hal ini menjadi penting, karena implementasi
tata kelola perusahaan tidak cukup hanya dengan mengandalkan
pilar governance structure, melainkan dibutuhkan adanya
aturan main yang jelas dalam bentuk mekanisme. Governance
mechanism dapat diartikan sebagai aturan main, prosedur dan
hubungan yang jelas antara pihak yang mengambil keputusan
dengan pihak yang melakukan kontrol (pengawasan) terhadap
keputusan tersebut.
Perseroan telah menyusun, menerapkan dan memperbaharui
softstructure GCG yang terdiri dari Kebijakan dan Prosedur
Operasional, meliputi antara lain:
GCG Softstructure
Anggaran Dasar Perusahaan
The Company’s Article of Association
Panduan Tata Kelola Perusahaan (GCG Code)
Good Corporate Governance (GCG Code)
Panduan Perilaku (Code of Conduct)
Code of Conduct
Board Manual (Buku Panduan Dewan Komisaris dan Direksi)
Board Manual (Board of Commissioners and Directors Guidebook)
Piagam Komite Audit
Audit of Committee Charter
Piagam Komite Nominasi dan Remunerasi
Nomination and Remuneration Committee Charter
Piagam Komite Manajemen Risiko
Risk Management Committee Charter
Piagam Sekretaris Perusahaan
Corporate Secretary Charter
Piagam Internal Audit
Internal Audit Charter
Pedoman Manual Mutu
Quality Manual Guidelines
PT Elnusa Tbk
The Company's GCG infrastructure also includes several important
aspects that play a role in supporting the strengthening of control
and management of the Company, comprised of supporting organs
including the Corporate Secretary and Internal Audit Unit under the
Board of Directors, as well as the Audit Committee, the Nomination
and Remuneration Committee, and the Risk Management Committee
under the Board of Commissioners. In addition, there is an independent
audit process for financial reports and other reports carried out by
external accountants in strengthening control, especially related to the
Company's performance report. The structure is in accordance with the
applicable regulations in Indonesia.
GCG SOFT STRUCTURE
Soft Structure or GCG software is a mechanism for implementing
GCG principles within the scope of a business entity. The GCG Soft
Structure consists of various regulations and policies governing
the scope of responsibility of the GCG organs, and working
relationships between GCG organs; including with internal and
external stakeholders.
The mechanism for implementing GCG principles itself is a
mechanism for implementing corporate governance that is
reflected in a strong system. This is important, because the
implementation of corporate governance is not enough just to
rely on the pillars of governance structure, but it needs clear
rules in the form of mechanisms. Governance mechanism can
be interpreted as the rules of the game, procedures and clear
relations between the parties that make decisions with those
who exercise control of these decisions.
The Company has compiled, implemented and updated the GCG
soft structure consisting of Operational Policies and Procedures,
including:
Pedoman Etika Perilaku Manajemen.
Guidelines for Management Behavior Ethics
Pedoman pemberian dan penerimaan hadiah.
Guidelines for the giving and receiving of prizes
Pedoman Benturan Kepentingan.
Guidelines for Conflicts of Interest
Pedoman Whistleblowing System.
Guidelines for Whistleblowing System
Pedoman Anti-Fraud.
Anti-Fraud Guidelines
Pedoman Anti Suap dan Korupsi.
Anti Bribery and Corruption Guidelines
Pedoman Kepemilikan dan Transaksi Bagi Orang Dalam.
Guidelines for Ownership and Transactions for Insiders
Pedoman Perlindungan hak Kreditur.
Guidelines for the Protection of Creditors’ Rights
Kebijakan SOP dan Instruksi Kerja.
SOP Policy and Work Instruction
Kebijakan Bisnis proses.
Business Process Policy
Annual Report 2019 Laporan Tahunan 217
 TATA KELOLA PERUSAHAAN
Good Corporate Governance

Hirarki Kebijakan dan Prosedur Operasional Perseroan

Company’s Hierarchy Policies and Operational Procedures

Prinsip GCG
GCG Principles

Transparansi Independensi
Transparency Independence
Tanggung Jawab
Responsibility

Akuntabilitas Kewajaran
Accountability Fairness

GCG Code

Piagam Kebijakan dan Pedoman Manajemen

Code of Conduct
Charter Management Policies and Guidelnes

• Board Manual
• Piagam Komite Audit
Audit Committee Charter
• Piagam Komite Nominasi dan Remunerasi
Nomination and Remuneration Committee
Charter
• Piagam Komite Manajemen Risiko
Risk Management Committee Charter
• Piagam Internal Audit
Internal Audit Charter
• Piagam sekretaris Perusahaan
Corporate Secretary Charter
• SOP dan Instruksi Kerja • Pedoman Etika Perilaku Manajemen \
SOP and Work Instructions Guidelines for Management Behavior Ethics
• Bisnis proses • Pedoman pemberian dan penerimaan hadiah
Business Process Guidelines for the giving and receiving of prizes
• Manual Mutu • Pedoman Benturan Kepentingan
Quality Manual Guidelines for Conflicts of Interest
• Pedoman Whistleblowing Systems
Guidelines for Whistleblowing Systems
• Anti-Fraud
• Anti Suap dan Korupsi
Anti Bribery and Corruption
• Pedoman Kepemilikan dan Transaksi bagi
Orang Dalam
Guidelines for Ownership and Transactions for
Insiders
• Pedoman Perlindungan hak Kreditur
Guidelines for the Protection of Creditors’ Rights

Kebijakan dan Prosedur Operasional terkait penerapan GCG di
lingkup Perseroan telah diterbitkan dalam situs web Perseroan
dengan alamat www.elnusa.co.id, yang tersaji dalam Bahasa
Indonesia dan Inggris dan selalu dilakukan pemutakhiran secara
berkala untuk disesuaikan dengan kondisi dan best practices
serta perubahan peraturan perundang-undangan yang berlaku.
Operational policies and procedures related to the implementation
of GCG within the Company's scope have been published on the
Company's website at www.elnusa.co.id, which are presented
in Indonesian and English and are always updated regularly in
accordance with the conditions and best practices as well as
changes in the applicable laws and regulations.

218 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk


Bad Governance
Belum terpenuhinya
Tata Kelola Perusahaan
yang Baik, dimana
kepentingan public
belum sebagai prioritas
utama.
Parameter:
• Dominasi Kekuasaan
• Birokrasi yang rumit
• Bisnis proses yang
tidak jelas
• Kurangnya Pedoman
internal sebagai
acuan Tata Kelola
Perusahaan.
Good Corporate
Governance has not been
fulfilled, where the public
interest is not yet a top
priority.
Parameter:
• Power Domination
• Complicated
bureaucracy
• Unclear business
processes
• Lack of internal
guidelines as a
reference for Corporate
Governance
Poor Practices
PT Elnusa Tbk
ROAD MAP PENGEMBANGAN TATA KELOLA
PERUSAHAAN YANG BAIK
GCG
Comply
Memenuhi Ketentuan
dan peraturan
(mandatory maupun
voluntary) dalam Tata
Kelola Perushaan
Parameter:
• GCG Structure
• Terpenuhinya
kewajiban pelaporan
kepatuhan
• Seluruh pedoman
internal telah sesuai
dengan regulasi
untuk Perusahaan
Terbuka
Meeting the provisions and
regulations (mandatory
and voluntary) in
Corporate Governance.
Parameter:
• GCG Structure
• Fulfilment of compliance
..reporting obligations.
• All internal guidelines
are in accordance with
regulations.
• For Public Companies.
Foundation
Good Corporate Governance Development Roadmap
GCG
Citizenship
GCG
Perusahaan menjadi
as a Culture masyarakat/warga
energi industri yang
GCG Governed etikal dan bertanggung
Company jawab melalui
Terciptanya seluruh pendekatan CSR (5P)
elemen GCG sebagai
budaya Perusahaan. Parameter:
• ISO:26000
Terkelolanya Parameter: • Sustainable
operasional Perusahaan • Sustainability Development Goals
yang baik melalui Performance. • SR Award
kontrol internal, • Award/penghargaan. • Share Price
pengendalian risiko, • Behaviour Guidance.
dan penerapan WBS. The Company becomes
The creation of all an ethical and responsible
Parameter: elements of GCG as a society/citizen of the
• GCG Mechanism corporate culture. energy industry through a
• Beyond Complience CSR approach (5P)
Parameter:.
• Award/penghargaan Parameter:
• Sustainability
• Memiliki .Performance. • ISO: 26000
Whistleblowing • Award. • Sustainable
System yang dikelola • Behavior Guidance Development Goals
dengan baik • SR Award
• Share Price
Good corporate
operational management
through internal control,
risk control and WBS
implementation.
Parameter:
• GCG Mechanism
• Beyond Complience
• Award
• Presence of
well-managed
Whistleblowing System
Emerging Established Sustained
Annual Report 2019 Laporan Tahunan 219
 TATA KELOLA PERUSAHAAN
Good Corporate Governance
PENILAIAN ATAU EVALUASI ATAS PENERAPAN
TATA KELOLA PERUSAHAAN YANG BAIK
ASEAN Corporate Governance Scorecard Assessment by IICD 2019
DASAR PENILAIAN DAN METODE
Perseroan memiliki komitmen untuk selalu menerapkan standar
tata kelola yang terbaik dengan selalu berusaha menerapkan
praktik tata kelola yang baik melalui berbagai usaha perbaikan
dan peningkatan, serta merujuk pada standar minimal maupun
rekomendasi yang harus dipenuhi.
Sesuai Peraturan OJK (POJK) No. 21/POJK.04/2015 tentang
Pedoman Tata Kelola Perusahaan Terbuka, Perseroan sebagai
perusahaan terbuka wajib untuk melakukan pengukuran terhadap
penerapan GCG yang dilakukan melalui penilaian (assessment).
Perseroan melakukan penilaian penerapan GCG secara konsisten
setiap tahunnya untuk mengetahui tingkat kecukupan penerapan
GCG di lingkungan Perseroan. Penilaian yang dilakukan oleh
Perseroan menggunakan berbagai acuan standar praktik terbaik
(best practices) yang berlaku. Perseroan melakukan penilaian
penerapan GCG dengan menggunakan standar praktik praktik
terbaik yang berlaku di Indonesia maupun di luar negeri, yaitu
ASEAN Corporate Governance Scorecard.
ASSESSMENT PENERAPAN GCG TAHUN BUKU 2019
Pelaksanaan assessment penerapan GCG untuk tahun buku 2019,
dilakukan oleh Indonesian Institute for Corporate Directorship (IICD)
dengan menerapkan ASEAN CG Scorecard. Adapun hasil penilaian
ASEAN CG Scorecard untuk tahun 2019 adalah sebagai berikut:
Capaian Penilaian ASEAN CG Scorecard Elnusa
ASEAN CG Scorecard Assessment Results of Elnusa
Total Nilai untuk Praktik CF PT Elnusa Tbk Komponen
Penilaian
A. Hak-hak Pemegang Saham
Total skor kasar* bobot = 95,24 x 10%
B. Perlakuan Setara terhadap Pemegang Saham
71,43 x 10%
C. Peran Pemangku Kepentingan
92,31 x 15%
D. Keterbukaan dan Transparansi
93,75 x 25%
E. Tanggung Jawab Dewan Komisaris
69,23 x 40%
F. Bonus
G. Penalti
  TOTAL SKOR TERTIMBANG
220 Annual Report 2019 Laporan Tahunan
BASIC ASSESSMENT AND METHODS
The Company has a commitment to always apply the best
governance standards by always trying to apply good governance
practices through various improvements and upgrading efforts, as
well as referring to the minimum standards and recommendations
that must be met.
Pursuant to OJK Regulation (POJK) No. 21/POJK.04/2015
concerning Guidelines for Public Company Governance, the
Company as a public company is required to take measurements
of the implementation of GCG which is carried out through
an assessment. The Company evaluates the practice of GCG
consistently every year to determine the level of adequacy of GCG
implementation within the Company. The assessment conducted
by the Company uses various applicable best practice standards.
The Company evaluates the implementation of GCG using best
practice standards that apply in Indonesia and abroad, namely
the ASEAN Corporate Governance Scorecard.
ASSESSMENT OF GCG IMPLEMENTATION FOR 2019
FISCAL YEAR
An assessment of the application of GCG for the 2019 fiscal year was
carried out by the Indonesian Institute for Corporate Directorship
(IICD) by applying the ASEAN CG Scorecard. The results of the ASEAN
CG Scorecard assessment for 2019 are as follows:
Total Value of PT EInusa Tbk CF Practice Assessment
Component
9,52 Shareholders Rights
Total rough score* weight = 95,24 x 10%
7,14 Equal Treatment for Shareholders
71,43 x 10%
13,85 Stakeholders Role
92,31 x 15%
23,44 Disclosure and Transparency
93,75 x 25%
27,69 Board of Commissioners Responsibility
69,23 x 40%
7 Bonus
(2) Penalty
86,64 TOTAL SCORE
PT Elnusa Tbk
Total nilai (overall score) praktik GCG yang diperoleh Perusahaan
untuk tahun buku 2018 (ASEAN Scorecard 2019) adalah sebesar
86,64 poin. Secara overall, hasil Assessment implementasi GCG
ELSA mendapatkan predikat “GOOD”, artinya Perusahaan
mengadopsi sebagian standar internasional.
Apabila dilihat dari nilai atau skor kasar (tidak tertimbang), dapat
disimpulkan bahwa tingkat kepatuhan perusahaan untuk prinsip
Bagian A (prinsip hak-hak pemegang saham) mencapai 95,24
persen, Bagian B (prinsip perlakuan setara terhadap pemegang
saham) mencapai 71,43 persen, Bagian C (prinsip peran para
pemangku kepentingan) mencapai 92,31 persen, Bagian D (prinsip
pengungkapan dan tranparansi) mencapai 93,75 persen, serta
Bagian E (prinsip tanggung jawab dewan) mencapai 69,23 persen.
Grafik berikut menyajikan perbandingan CG Score dari ELSA
dengan rata-rata 100 BigCap100, berdasarkan ASEAN CG
Scorecard 2019.
ELSA
BigCap100
23,44
13,85 12,25
9,52 7,17 6,78
7,14
Part A Part B Part C
Grafik di atas menunjukkan bahwa hasil overall CG Score ELSA
menurut ASEAN CG Scorecard 2019 secara keseluruhan berada
di atas rata-rata CG Score Big Cap 100 dengan selisih 14,07 poin.
Kecuali Part B dan Part E, skor ELSA juga di atas rata-rata skor
tiap Part dari BigCap100.
PT Elnusa Tbk
The total score (overall score) of GCG practices obtained by the
Company for the 2018 financial year (2019 ASEAN Scorecard) reached
86.64 points. Overall, the results of the ELSA GCG implementation
assessment received the title "GOOD", meaning that the Company
adopted some international standards.
When viewed from a value or rough score (unweighted), it can be
concluded that the level of company compliance with the principle
of Part A (the principle of shareholder rights) reaches 95.2%, Part B
(the principle of equal treatment of shareholders) reached 71, 43%,
Part C (the principle of stakeholder role) reached 92.31%, Part D (the
principle of disclosure and transparency) reached 93.75, and Part E
(principle of board responsibility) reached 69.23%.
The following chart presents a comparison of the CG Score from
ELSA with an average of 100 BigCap100, based on the ASEAN CG
Scorecard 2019.
86,64
72,57
27,69 26,4
18,66
5 1,32
Part D Part E Net B/P Overall
The graph above shows that the overall results of the ELSA CG
Score according to the ASEAN CG Scorecard 2019 as a whole are
above the average CG Score of Big Cap 100 with a difference of
14.07 points. Except for Part B and Part E, ELSA scores are also
above the average score of each Part of BigCap100.
Annual Report 2019 Laporan Tahunan 221
 TATA KELOLA PERUSAHAAN
Good Corporate Governance
STRUKTUR ORGAN TATA KELOLA PERUSAHAAN YANG BAIK
Organizational Structure of Good Corporate Governance
Secara garis besar, struktur GCG di lingkup Perseroan mengacu
kepada Undang-undang No. 40 Tahun 2007 tentang Perseroan
Terbatas, yang terdiri dari 3 (tiga) organ utama yaitu Rapat Umum
Pemegang Saham (RUPS), Direksi, dan Dewan Komisaris. Seperti
yang telah diuraikan sebelumnya, sistem pengelolaan Perseroan
Terbatas menganut model 2 (dua) badan atau two tier system,
yaitu Dewan Komisaris dan Direksi dengan kewewenangan dan
tanggung jawab yang jelas sesuai fungsinya masing-masing
sebagaimana diamanahkan dalam peraturan dan perundang-
undangan serta Anggaran Dasar. Sementara RUPS merupakan
forum bagi pemegang saham untuk memutuskan hal-hal yang
bersifat strategis.
1. Rapat Umum Pemegang Saham, yang selanjutnya disebut
RUPS adalah Organ Perseroan yang mempunyai wewenang
yang tidak diberikan kepada Direksi atau Dewan Komisaris
dalam batas yang ditentukan dalam Undang-Undang dan/
atau Anggaran Dasar.
2. Dewan Komisaris adalah Organ Perseroan yang bertugas
melakukan pengawasan secara umum dan/atau khusus
sesuai dengan Anggaran Dasar serta memberi nasihat
kepada Direksi.
3. Direksi adalah Organ Perseroan yang berwenang dan
bertanggung jawab penuh atas pengurusan Perseroan untuk
kepentingan Perseroan, sesuai dengan maksud dan tujuan
Perseroan serta mewakili Perseroan, baik di dalam maupun
di luar pengadilan sesuai dengan ketentuan Anggaran Dasar.
Rapat Umum Pemegang Saham
General Meeting of Shareholders
Dewan Komisaris
Board of Commissioners
Direksi
Board of Directors
Divisi
Divisions
222 Annual Report 2019 Laporan Tahunan
Broadly speaking, the structure of GCG within the Company's
scope refers to Law No. 40 of 2007 concerning Limited Liability
Companies, consisting of 3 (three) main organs, namely the
General Meeting of Shareholders (GMS), Directors, and Board
of Commissioners. As explained earlier, the Limited Liability
Company management system adheres to a 2 (two) body model
or two tier system, namely the Board of Commissioners and
the Board of Directors with clear authority and responsibilities
in accordance with their respective functions as mandated in
the rules and regulations as well as the Articles of Association.
Meanwhile, the GMS is a forum for shareholders to decide on
strategic matters.
1. General Meeting of Shareholders, hereinafter referred to as
RUPS, is an Organ of the Company which has authority not
given to the Directors or the Board of Commissioners within
the limits specified in the Law and/or Articles of Association.
2. The Board of Commissioners is a Company organ that
is responsible for conducting general and/or specific
supervision in accordance with the Articles of Association
and giving advice to the Directors.
3. The Board of Directors is a Company organ that has the
authority and is fully responsible for the management of the
Company for the interests of the Company, in accordance with
the aims and objectives of the Company and represents the
Company, both inside and outside the court in accordance with
the provisions of the Articles of Association.
Komite-Komite Dewan Komisaris
Board of Commissioners Committees
1. Komite Audit
Audit Committee
2. Komite Nominasi & Remunerasi
Nomination & Remuneration Committee
3. Komite Manajemen Risiko
Risk Management Committee
PT Elnusa Tbk
PENERAPAN ASPEK DAN PRINSIP IMPLEMENTATION OF ASPECTS AND PRINCIPLES OF
TATA KELOLA PERUSAHAAN SESUAI CORPORATE GOVERNANCE ACCORDING TO
KETENTUAN OTORITAS JASA KEUANGAN THE TERMS OF FINANCIAL SERVICES AUTHORITY

Pedoman tata kelola perusahaan terbuka diatur dalam Peraturan
Otoritas Jasa Keuangan Nomor 21/POJK.04/2015 tentang
Penerapan Pedoman Tata Kelola Perusahaan Terbuka dan Surat
Edaran Otoritas Jasa Keuangan (SEOJK) terkait Pedoman tata
Kelola Perusahaan Terbuka.
Guidelines for public company governance are regulated in
Financial Services Authority Regulation No. 21/POJK.04/2015
concerning the Implementation of Open Corporate Governance
Guidelines and Financial Services Authority Circular Letter (SEOJK)
related to Guidelines for Public Corporate Governance.

Peraturan tersebut mengatur tentang pedoman tata kelola
perusahaan terbuka yang mencakup 5 (lima) aspek, 8 (delapan)
prinsip, serta 25 (dua puluh lima) rekomendasi penerapan
aspek dan prinsip tata kelola perusahaan yang baik berdasarkan
pendekatan “comply or explain” sebagai berikut:
The regulation governs the guidelines for public company
governance which includes 5 (five) aspects, 8 (eight) principles,
and 25 (twenty-five) recommendations for the application of
aspects and principles of good corporate governance based on
the "comply or explain" approach as follows:

Prinsip Rekomendasi Implementasi

Principles Recommendation Implementation

Aspek 1: Hubungan Perusahaan Terbuka dengan Pemegang Saham Dalam Menjamin Hak-Hak Pemegang Saham;
Aspect 1: Public Company Relations with Shareholders in Guaranteeing the Rights of Shareholders;
1. Meningkatkan nilai penyelenggaraan 1. Perusahaan terbuka memiliki cara 1. Terpenuhi
Rapat Umum Pemegang Saham atau prosedur teknis pengumpulan Perseroan telah memiliki aturan terkait penyelenggaraan RUPS
(RUPS) (voting) baik secara terbuka maupun dimana voting dilakukan secara terbuka dengan mengangkat
tertutup yang mengedepankan tangan sesuai dengan aturan yang telah disampaikan oleh
independensi dan kepentingan pemimpin rapat. Sedangkan voting tertutup dilakukan melalui
pemegang saham. kartu suara yang dibagikan kepada setiap peserta rapat. Hal ini
2. Seluruh anggota Direksi dan anggota disampaikan kepada pemegang saham dalam tata tertib RUPS.
Dewan Komisaris perusahaan 2. Terpenuhi
terbuka hadir dalam RUPS Tahunan. Dalam RUPS Tahunan 2019 dihadiri oleh seluruh anggota Dewan
3. Ringkasan risalah RUPS tersedia Komisaris, serta dihadiri oleh seluruh anggota Direksi.
dalam situs web perusahaan terbuka 3. Terpenuhi
paling sedikit selama 1 (satu) tahun. Ringkasan risalah RUPS selama 3 (tiga) tahun terakhir tersedia
dalam web Perseroan (www.elnusa.co.id)

2. Meningkatkan kualitas komunikasi 1. Perusahaan terbuka memiliki suatu 1. Terpenuhi

perusahaan terbuka dengan kebijakan komunikasi dengan Perseroan telah memiliki kebijakan komunikasi dengan
pemegang saham atau investor pemegang saham atau investor. pemegang saham atau investor melalui aktivitas Non Deal
Roadshow, pertemuan analyst, Conference dan public expose.
2. Perusahaan terbuka mengungkapkan 2. Terpenuhi
kebijakan komunikasi perusahaan Materi dan Informasi yang dimiliki oleh Perseroan selalu
terbuka dengan pemegang saham disampaikan dalam web Perseroan (www.elnusa.co.id) untuk
atau investor dalam situs web. menjamin kesetaraan penyampaian informasi kepada para
pemegang saham atau investor

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 223

 TATA KELOLA PERUSAHAAN
Good Corporate Governance

Prinsip Rekomendasi Implementasi

Principles Recommendation Implementation

1. Increasing the value of hosting 1. Open companies have to have 1. Fulfilled

General Meetings of Shareholders technical means or procedures for The Company has rules regarding the implementation of the
(GMS). voting both openly and in a closed GMS. Voting is carried out openly by raising hands in accordance
process. These procedures must with rules that have been submitted by the meeting's leader.
prioritize the independence and Closed voting is done through a sound card that is distributed
interests of shareholders to each meeting participant. These rules were conveyed to
2. All members of the Board of shareholders in the rules of the GMS.
Directors and members of the 2. Fulfilled
Board of Commissioners have to be The 2019 Annual General Meeting of Shareholders was attended
present at the Annual GMS of Public by all members of the Board of Commissioners, and was attended
Companies. by all members of the Board of Directors.
3. A summary of the minutes of the 3. Fulfilled
GMS has to be available on a Public A summary of the minutes of the GMS for the last 3 (three)
Company's website for at least 1 years is available on the Company's website (www.elnusa.co.id)
(one) year.

2. Increasing the quality of 1. The Public Company has to have 1. Fulfilled

communication with shareholders a communication policy with
or investors. shareholders or investors.
2. The Public Company has to disclose
communication policies with 2. Fulfilled
shareholders or investors in its
website.
Aspek 2: Fungsi dan Peran Dewan Komisaris
Aspect 2: Function and Role of the Board of Commissioner
1. Memperkuat keanggotaan dan 1. Penentuan jumlah anggota Dewan 1. Terpenuhi
komposisi Dewan Komisaris. Komisaris mempertimbangkan
kondisi Perusahaan Terbuka.
2. Penentuan komposisi anggota
Dewan Komisaris memperhatikan
ke b e r a g a m a n k e a h l i a n , 2. Terpenuhi
pengetahuan, dan pengalaman
yang dibutuhkan.
The Company has a communication policy with shareholders or
investors through its Non Deal Roadshow activities, its analysts,
its conferences and its public expose meetings.
The materials and information held by the Company is always
submitted to the Company's website (www.elnusa.co.id) to
ensure equality of information delivery to shareholders or
investors
Penentuan jumlah anggota Dewan Komisaris telah disesuaikan
dengan peraturan yang berlaku serta Anggaran Dasar Perseroan
sesuai dengan kondisi dan kebutuhan. Perseroan memiliki 5
anggota Dewan Komisaris.
Komposisi anggota Dewan Komisaris telah memenuhi aspek
keberagaman keahlian, pengetahuan dan pengalaman serta
kondisi dan kompleksitas bisnis Perseroan.

2. Men i n gkatkan ku al i tas 1. Dewan Komisaris mempunyai 1. Terpenuhi

pelaksanaan tugas dan tanggung kebijakan penilaian sendiri (self-
jawab Dewan Komisaris. assessment) untuk menilai kinerja
Dewan Komisaris.
2. Kebijakan penilaian sendiri (self-
assessment) untuk menilai kinerja
Dewan Komisaris diungkapkan
melalui Laporan Tahunan
Perusahaan Terbuka.
3. Dewan Komisaris memiliki kebijakan
terkait dengan pengunduran diri
anggota Dewan Komisaris apabila
terlibat dalam kejahatan keuangan.
4. Dewan Komisaris atau Komite yang
menjalankan fungsi Nominasi dan
Remunerasi menyusun kebijakan
suksesi dalam proses Nominasi
anggota Direksi.
Perseroan telah memiliki kebijakan umum terkait dengan
penilaian kinerja Dewan Komisaris yang tertuang dalam Board
Manual dan situs web Perseroan.
2. Terpenuhi
Perseroan menyampaikan kebijakan penilaian dalam laporan
tahunan bagian Tata Kelola Perusahaan sub bab Penilaian
kinerja Dewan Komisaris.
3. Terpenuhi
Perseroan memiliki kebijakan pengunduran diri secara umum
yang tertuang dalam Anggaran Dasar dan Board Manual
Perseroan.
4. Terpenuhi
Perseroan melalui komite Nominasi dan Remunerasi telah
memiliki kebijakan dalam proses nominasi anggota Direksi
sesuai dengan tujuan jangka panjang Perusahaan. Kebijakan
suksesi dicantumkan dalam situs web Perseroan

224 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 Prinsip Rekomendasi Implementasi
Principles Recommendation Implementation

1. Strengthening the membership 1. Determining of the number 1. Fulfilled

and composition of the Board of
Commissioners.
1. Determining the composition
of members of the Board of The method of determining the number of members of the Board
Commissioners has to take into of Commissioners has been adjusted to applicable regulations
account the condition of the Public and the Articles of Association of the Company. In accordance
Company. with the conditions and needs of the Company, it has 5 members
for its Board of Commissioners.
of members of the Board of 1. Fulfilled
Commissioners has to take into The composition of the members of the Board of Commissioners
account the diversity requirements has fulfilled the Company's diversity requirements for of
for expertise, knowledge, and expertise, knowledge and experience. It has also taken note of
experience. the Company's conditions and business complexity.

2. Improving the implementation 1. The Board of Commissioners has 1. Fulfilled

quality of the duties and to have a self-assessment policy to
responsibilities of the Board of assess its performance.
Commissioners. 1. A self-assessment policy to assess
the performance of the Board of
Commissioners has to be disclosed
through the Annual Report of the
Public Company.
1. The Board of Commissioners has
to have policies related to the
resignation of members of the
Board of Commissioners if involved
in financial crimes.
1. The Board of Commissioners or
the Committee that carries out
the Nomination and Remuneration
function has to prepare a succession
policy in the nomination process of
Board of Directors members.
Aspek 3: Fungsi dan Peran Direksi
Aspect 3: Function and Role of Directors
1. Memperkuat keanggotaan dan 1. Penentuan jumlah anggota Direksi 1. Terpenuhi
komposisi Direksi. mempertimbangkan kondisi
Perusahaan Terbuka.
2. Penentuan komposisi anggota
D i r e k s i m e m p e r h a ti k a n
ke b e r a g a m a n ke a h l i a n , 2. Terpenuhi
pengetahuan, dan pengalaman
yang dibutuhkan.
3. Direksi yang membawahi bidang
akuntansi atau keuangan memiliki 3. Terpenuhi
keahlian dan/atau pengetahuan di
bidang akuntansi
The Company has a general policy related to assessments for
evaluating the performance of the Board of Commissioners. This
policy is contained in the Board Manual and in the Company's
website.
1. Fulfilled
The Company has submitted an assessment policy in its
annual report. It is contained in the Board of Commissioners
performance appraisal sub-section, which is contained in the
Corporate Governance section.
1. Fulfilled
The Company has a policy related to resigning members of the
Board of Commissioners. This policy is contained in the Articles
of Association and the Company's Board Manual.
1. Fulfilled
The Company, through its Nomination and Remuneration
committee, has a policy for its process of nominating Board of
Directors members in accordance with the Company's long-term
goals. Succession policies are included in the Company's website.
Penentuan jumlah anggota Direksi telah disesuaikan dengan
peraturan yang berlaku serta Anggaran Dasar Perseroan sesuai
dengan kondisi dan kebutuhan Perseroan memiliki 4 (empat)
anggota Direksi.
Komposisi anggota Direksi telah memenuhi aspek keberagaman
keahlian, pengetahuan dan pengalaman yang diperlukan oleh
Perseroan.
Direktur Keuangan Perseroan telah memiliki latar belakang
pendidikan sebagai Sarjana Ekonomi Manajemen dari
Universitas Diponegoro, Semarang dan Sarjana
Master Manajemen Keuangan & Investasi dari Institut
Pertanian Bogor, serta memiliki pengalaman kerja
di bidang keuangan di Dana Pensiun Pertamina dan
PT Pertamina (Persero)

2. Men i n gkatkan ku al i tas
pelaksanaan tugas dan tanggung
jawab Direksi.
1. Terpenuhi
1. Direksi mempunyai kebijakan Perseroan telah memiliki kebijakan umum terkait dengan
penilaian sendiri (self-assessment) penilaian untuk menilai kinerja Direksi yang tertuang dalam
untuk menilai kinerja Direksi. Board Manual dan situs web Perseroan.
2. Kebijakan penilaian sendiri (self- 2. Terpenuhi
assessment) untuk menilai kinerja Perseroan telah menyampaikan kebijakan penilaian dalam
Direksi diungkapkan melalui Laporan laporan tahunan bagian Tata Kelola Perusahaan sub bab Penilaian
Tahunan Perusahaan Terbuka. kinerja Direksi.
3. Direksi mempunyai kebijakan terkait 3. Terpenuhi
dengan pengunduran diri anggota Perseroan telah memiliki kebijakan terkait dengan pengunduran
Direksi apabila terlibat dalam diri anggota Direksi yang tertuang dalam Board Manual
kejahatan keuangan. Perseroan.

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 225

 TATA KELOLA PERUSAHAAN
Good Corporate Governance
Prinsip Rekomendasi
Principles Recommendation
1. Strengthening the membership 1. Determining of the number of 1. Fulfilled
and composition of the Board of members of the Board of Directors
Directors. has to take into account the
condition of the Public Company.
2. Determining the composition of
members of the Board of Directors
has to take into account the 2. Fulfilled
diversity requirements for expertise,
knowledge, and experience.
3. Directors who oversee accounting or
finance have to have expertise and/o 3. Fulfilled
knowledge in accounting
2. Improving the implementation 1. The Board of Directors has to have
quality of the duties and a self-assessment policy to assess
responsibilities of the Board of its performance.
Directors. 2. A self-assessment policy to assess
the performance of the Board of
Directors has to be disclosed through 1. Fulfilled
the Annual Report of the Public
Company.
3. The Board of Directors has to have
policies related to the resignation of 2. Fulfilled
members of the Board of Directors if
involved in financial crimes.
Aspek 4: Partisipasi Pemangku Kepentingan
Aspect 4: Stakeholders Participation
1. Meningkatkan aspek tata kelola 1. Perusahaan terbuka memiliki
perusahaan melalui partisipasi kebijakan untuk mencegah
pemangku kepentingan. terjadinya insider trading.
2. Perusahaan terbuka memiliki
kebijakan anti korupsi dan anti-
fraud.
3. Perusahaan terbuka memiliki
kebijakan tentang seleksi dan
peningkatan kemampuan pemasok
atau vendor.
4. Perusahaan terbuka memiliki
kebijakan tentang pemenuhan
hak-hak kreditur.
5. Perusahaan terbuka memiliki
kebijakan sistem whistleblowing.
6. Perusahaan terbuka memiliki
kebijakan pemberian insentif
jangka panjang kepada Direksi dan
karyawan.
226 Annual Report 2019 Laporan Tahunan
Implementasi
Implementation
The method of determining the number of members of the
Board of Directors has been adjusted to applicable regulations
and the Articles of Association of the Company. In accordance
with the conditions and needs of the Company, it has 4 (four)
members for its Board of Directors.
The composition of the members of the Board of Directors has
fulfilled the Company's diversity requirements for of expertise,
knowledge and experience.
The Finance Director of the Company has an educational
background as a Bachelor of Economics in Management from
Diponegoro University, Semarang, and a Masters in Financial &
Investment Management from the Bogor Agricultural Institute,
and has work experience in finance at Pertamina Pension Fund
and at PT Pertamina (Persero).
The Company has a general policy related to assessments for
evaluating the performance of the Board of Directors. This policy
is contained in the Board Manual and in the Company's website.
The Company has submitted an assessment policy in its annual
report. It is contained in the Board of Directors performance
appraisal sub-section, which is contained in the Corporate
Governance section.
3. Fulfilled
The Company has a policy related to resigning members of the
Board of Directors. This policy is contained in the Company's
Board Manual.
1. Terpenuhi
Perseroan telah memiliki kebijakan umum terkait dengan insider
trading yang tertuang dalam situs web Perseroan
2. Terpenuhi
Perseroan telah memiliki kebijakan umum terkait dengan anti
korupsi dan anti-fraud yang tertuang dalam CoC Perseroan.
3. Terpenuhi
Perseroan telah memiliki SOP terkait dengan prosedur persiapan
pengadaan barang dan jasa serta syarat dan ketentuan umum
pengadaan barang dan jasa untuk meningkatkan kualitas
pengadaan serta kualitas vendor. Hal tersebut tercantum dalam
situs web Perseroan.
4. Terpenuhi
Perseroan telah memiliki kebijakan terkait dengan kewajiban
untuk memenuhi hak-hak kreditur sesuai dengan kebijakan dan
ketentuan yang berlaku yang tertuang dalam Perjanjian Kredit
yang telah disepakati oleh kedua belah pihak. Hal tersebut
tercantum dalam situs web Perseroan.
5. Terpenuhi
Perseroan telah memiliki kebijakan terkait dengan whistleblowing
system. http://www.elnusa.co.id/idn/investor/investor-
information/corporate-governance/mekanisme-pengaduan/
6. Terpenuhi
Perseroan telah memiliki kebijakan pemberian penghargaan
terhadap masa kerja karyawan sebagai bentuk penghargaan
atas loyalitas pekerja.
Untuk Direksi kebijakan insentif tersebut melekat pada kebijakan
remunerasi Perseroan
PT Elnusa Tbk
 Prinsip Rekomendasi Implementasi
Principles Recommendation Implementation

1. Improving aspects of corporate 1. Open companies have to have 1. Fulfilled

governance through stakeholder policies to prevent insider trading. The Company has a general policy related to insider trading
participation. contained in the Company's website.
2. Open companies have to have 2. Fulfilled
anticorruption and anti-fraud The Company has a general policy related to anti corruption
policies. and anti-fraud as stated in the Company's CoC.
3. Open companies have to have 3. Fulfilled
policies regarding the selection The Company has a standard operating procedure related to
and improvement of the ability of procedures for preparing goods and services as well as general
suppliers or vendors. terms and conditions for the procurement of goods and services
to improve procurement quality and vendor quality. This is stated
on the Company's website.
4. Open companies have to have 4. Fulfilled
policies regarding the fulfillment of The Company has a policy related to the obligation to fulfill the
creditor rights. rights of creditors. This policy is in accordance with applicable
policies and conditions contained in Credit Agreements agreed
upon by both parties. This is stated on the Company's website.
5. Open companies have to have a 5. Fulfilled
whistleblowing system policy. The Company has policies related to whistle-blowing systems.
http://www.elnusa.co.id/idn/investor/investor-information/
corporate-governance/mekanismepengaduan
6. Open companies have to have 6. Fulfilled
a policy of providing long-term The Company has a policy of awarding employees with tenure
incentives to the Board of Directors as a form of appreciation for employee loyalty. For directors, the
and employees. incentive policy is inherent in the Company's remuneration policy.
Aspek 5: Keterbukaan Informasi
Aspect 5: Information Disclosure
1. Meningkatkan pelaksanaan 1. Perusahaan terbuka memanfaatkan 1. Terpenuhi
keterbukaan informasi penggunaan tekhnologi Informasi Perseroan telah secara rutin menyampaikan Informasi tidak
secara lebih luas selain situs hanya terbatas pada keterbukaan Informasi yang telah di atur
web sebagai media keterbukaan dalam peraturan perundang-undangan, namun juga Informasi
Informasi. lain terkait Perseroan melalui portal internal, media situs web,
news flash, teasers, intranet, Elnusa news corner.

2. Laporan tahunan perusahaan 2. Terpenuhi

1. Improving the implementation of
information disclosure
mengungkapkan pemilik manfaat Perseroan telah mengungkapkan pemilik manfaat akhir
akhir dalam kepemilikan saham atas kepemilikan saham Perseroan paling sedikit 5%, juga
perusahaan terbuka sedikit 5%, pengungkapkan pemilik dari manfaat akhir dari kepemilikan
selain pengungkapan pemilik saham oleh pemegang saham utama dan pengendali dalam
manfaat akhir dalam kepemilikan Laporan Tahunan Perseroan.
saham perusahaan terbuka melalui
pemegang saham Utama dan
pengendali.
1. The public company should make 1. Fulfilled
use of Information technology more The Company has routinely conveyed information, not only
broadly than just websites as means limited to just the information disclosure required as per
of information disclosure. legislative regulations, but also other information related to the
Company through internal portals, media websites, flash news,
teasers, intranets, and through Elnusa's news corner.
2. The company's annual report has 2. Fulfilled
revealed that the owner of final The Company has revealed that the ultimate benefit owner
benefits in the ownership of a of the Company's share ownership is at least 5%, and has also
public company is 5%, in addition disclosed of the owner of the final benefit of share ownership
to the disclosure of the final by the major and controlling shareholders in the Company's
beneficial owner in the ownership Annual Report.
of the shares of a public company
through the Main and controlling
shareholders.

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 227

 TATA KELOLA PERUSAHAAN
Good Corporate Governance

RAPAT UMUM PEMEGANG SAHAM (RUPS) GENERAL MEETING OF SHAREHOLDERS (GMS)

Rapat Umum Pemegang Saham (RUPS) adalah Organ Perseroan
yang mempunyai wewenang yang tidak diberikan kepada Direksi
atau Dewan Komisaris dalam batas yang ditentukan dalam
Undang-undang dan/atau Anggaran Dasar. RUPS sebagai organ
Perseroan merupakan wadah bagi Pemegang Saham untuk
mengambil keputusan penting yang berkaitan dengan modal yang
ditanam dalam Perseroan, dengan memperhatikan ketentuan
Anggaran Dasar dan peraturan perundang-undangan.
General Meeting of Shareholders (GMS) is a Company organ that
has authority not granted to the Board of Directors or the Board
of Commissioners within the limits specified in the Law and/or
Articles of Association. The GMS as an organ of the Company is
a place for Shareholders to make important decisions relating to
capital invested in the Company, taking into account the provisions
of the Articles of Association and laws and regulations.

Keputusan yang diambil dalam RUPS harus didasarkan pada
kepentingan Perseroan dalam jangka panjang maupun jangka
pendek. RUPS dan/atau Pemegang Saham tidak dapat melakukan
intervensi terhadap tugas, fungsi dan wewenang Dewan Komisaris
dan Direksi dengan tidak mengurangi wewenang RUPS untuk
menjalankan haknya sesuai dengan Anggaran Dasar dan peraturan
perundang-undangan; termasuk untuk melakukan penggantian
atau pemberhentian anggota Dewan Komisaris dan atau Direksi.
Decisions taken at the GMS must be based on the interests
of the Company in the long term and short term. GMS and/
or Shareholders cannot intervene in the duties, functions
and authorities of the Board of Commissioners and Directors
without reducing the authority of the GMS to exercise their
rights in accordance with the Articles of Association and laws
and regulations; including to replace or dismiss members of the
Board of Commissioners and/or Directors.

PENYELENGGARAAN RUPS PERSEROAN THE IMPLEMENTATION OF GMS IN THE COMPANY

Tahapan Penyelenggaraan RUPS

GMS Implementation Steps

Pengumuman penyelenggaraan RUPS

Pemberitahuan penyelenggaraan RUPS Pemanggilan penyelenggaraan RUPS
melalui media massa (14 hari sebelum
kepada regulator melalui media massa (21 hari sebelum
pemanggilan RUPS)
→ pelaksanaan RUPS)
Announcement of the holding of the GMS →
Notification of the holding of the GMS Summons for holding GMS through mass
through the mass media (14 days before the
to the regulator media (21 days before the GMS)
GMS summons);'

Pengumuman hasil RUPS melalui media Pencatatan hasil RUPS dengan landasan
Penyelenggaraan RUPS
massa hukum
← ← Implementation of the General Meeting
Announcement of AGMS results The recording of GMS results with a legal
of Shareholders
through mass media basis

Teknis penyelenggaraan RUPS Perseroan, baik RUPS Tahunan
maupun RUPS Luar Biasa, mengacu kepada ketentuan Peraturan
OJK No. 10/POJK.04/2017 tentang Perubahan atas Peraturan OJK
No. 32/POJK.04/2014 tentang Rencana dan Penyelenggaraan Rapat
Umum Pemegang Saham Perusahaan Terbuka. Proses pengumuman
dan pemanggilan RUPS dilakukan hal-hal sebagai berikut:
1. Pengumuman RUPS dilakukan dalam waktu 14 hari sebelum
pemanggilan RUPS, dengan tidak memperhitungkan tanggal
pengumuman dan tanggal pemanggilan.
2. Pemanggilan RUPS dilakukan 21 hari sebelum pelaksanaan
RUPS, dengan tidak memperhitungkan tanggal pemanggilan
dan tanggal RUPS.
3. Yang berhak hadir dan memberikan suara dalam RUPS adalah
pemegang saham yang namanya tercatat dalam Daftar
Pemegang Saham Perseroan dan/atau Saldo Rekening Efek
di Penitipan Kolektif di PT Kustodian Sentral Efek Indonesia.
Technical implementation of the Company's GMS, both the Annual
GMS and the Extraordinary GMS, refer to the provisions of OJK
Regulation No. 10/POJK.04/2017 concerning Amendments to OJK
Regulation No. 32/POJK.04/2014 concerning Plans and Organizing of
a Public Company Shareholders General Meeting. The announcement
and summons for the GMS is carried out as follows:
1. Announcement of the GMS is made within 14 days before
the invitation to the GMS, not counting the date of the
announcement and the date of the summons.
2. GMS Summons are made 21 days before the GMS, without
taking into account the date of the summons and the date
of the GMS.
3. Those entitled to attend and vote at the GMS are shareholders
whose names are registered in the Register of Shareholders
of the Company and/or Balance of Securities Accounts in
Collective Custody at PT Kustodian Sentral Efek Indonesia.

PENYELENGGARAAN RUPS DI SEPANJANG TAHUN 2018 2018 GMS IMPLEMENTATIONS

Sepanjang tahun 2018, Perseroan mengadakan 1 (satu) kali RUPS
Tahunan dan 2 (dua) kali RUPS Luar Biasa yang bertempat di
Ruang Udaya, Graha Elnusa Jl. TB. Simatupang Kav. 1B Jakarta
12560. RUPS Tahunan dan RUPS Luar Biasa untuk tahun 2018, di
hadiri oleh anggota Dewan Komisaris, Direksi, Pemegang Saham
Mayoritas dan Pemegang saham lainnya dan atau kuasanya serta
di hadiri juga oleh Lembaga Penunjang Pasar Modal.
In 2018, the Company held 1 (one) Annual GMS and 2 (two)
Extraordinary GMS at the Udaya Room, Graha Elnusa Jl.
TB. Simatupang Kav. 1B Jakarta 12560. Annual GMS and
Extraordinary GMS in 2018, attended by members of the Board
of Commissioners, Directors, Majority Shareholders and other
shareholders and or their proxies and also attended by Capital
Market Supporting Institutions.

228 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 RUPS Tanggal Kuorum Kehadiran Lembaga Penunjang Pasar Modal
GMS Date Attendance Quorum Capital Market Supporting Institutions
RUPS Luar Biasa 5 Maret 2018 4.803.286.956 atau 65,811% Notaris:
Extraordinary GMS March 5, 2018 4,803,286,956 or 65.811% Kantor Notaris Aulia Taufani, S.H.
Notary:
Aulia Taufani, S.H Notary Office
Biro Administrasi Efek:
Securities Administration Bureau:
PT Datindo Entrycom
RUPS Tahunan 14 Mei 2018 5.171.962.702 atau 70,863% Notaris:
Annual GMS May 14, 2018 5,171,962,702 or 70.863% Kantor Notaris Aulia Taufani, S.H
Notary:
Aulia Taufani, S.H. Notary Office
Kantor Akuntan Publik:
Public Accountant Office:
Purwantono, Sungkoro & Surja
(Ernst & Young)
Biro Administrasi Efek:
PT Datindo Entrycom
Securities Administration Bureau:
PT Datindo Entrycom
RUPS Luar Biasa 31 Agustus 2018 5.213.987.859 atau 71,439% Notaris:
Extraordinary GMS August 31, 2018 5,213,987,859 or 71.439% Kantor Notaris Aulia Taufani, S.H.
Notary:
Aulia Taufani, S.H. Notary Office
Biro Administrasi Efek:
PT Datindo Entrycom
Securities Administration Bureau:
PT Datindo Entrycom

Seluruh hasil keputusan RUPS Tahunan dan RUPS Luar Biasa All decisions of the Annual GMS and Extraordinary GMS held in
yang diselenggarakan di tahun 2018, telah ditindaklanjuti dan 2018 have been followed up and carried out in 2018 and 2019.
dilaksanakan pada tahun 2018 dan 2019.

PENYELENGGARAAN RUPS DI SEPANJANG TAHUN 2019 2019 GMS IMPLEMENTATION

Sepanjang tahun 2019, Perseroan mengadakan 1 (satu) kali RUPS Throughout 2019, the Company held 1 (one) Annual GMS with
Tahunan dengan rincian sebagai berikut: the following details:

RUPS Tanggal Kuorum Kehadiran

GMS Date Attendance Quorum
RUPS Tahunan 11 April 2019 5.359.021.414 atau 73,426%
Annual GMS April 11, 2019 5,359,021,414 or 73.426%

Proses penyelenggaraan Rapat Umum Pemegang Saham Tahunan
dan Rapat Umum Pemegang Saham Luar Biasa dilaksanakan
berdasarkan Peraturan Otoritas Jasa Keuangan No. 32/
POJK.04/2014 tentang Rencana dan Penyelenggaraan Rapat
Umum Pemegang Saham Perusahaan Terbuka sebagaimana
telah diubah menjadi Peraturan Otoritas Jasa Keuangan No. 10/
POJK.04/2017 tentang Perubahan atas Peraturan Otoritas Jasa
Keuangan No. 32/POJK.04/2014.
The process of organizing the Annual General Meeting of
Shareholders and the Extraordinary General Meeting of
Shareholders is carried out based on Financial Services Authority
Regulation No. 32/POJK.04/2014 concerning Plans and Organizing
of a Public Company Shareholders General Meeting as amended
by Financial Services Authority Regulation No. 10/POJK.04/2017
concerning Amendments to the Financial Services Authority
Regulation No. 32/POJK.04/2014.

Proses rencana dan pelaksanaan RUPS Tahunan tersebut telah
tertuang dalam surat Perseroan yang telah disampaikan kepada
Otoritas Jasa keuangan (OJK) serta melakukan pemasangan iklan
pada surat kabar berbahasa Indonesia dan berperadaran nasional
serta diumumkan melalui website Perseroan dan website Bursa
Efek Indonesia.
The process of planning and implementing the Annual GMS has
been stated in the Company's letter that has been submitted
to the Financial Services Authority (OJK) as well as placing
advertisements in Indonesian language newspapers and national
awareness and announced on the Company's website and the
Indonesia Stock Exchange website.

Berikut adalah tahapan tata waktu penyelenggaraan RUPS The following are the stages of the timeline for holding the 2018
Tahunan Tahun Buku 2018 dan RUPS Luar Biasa tahun 2018: Annual GMS and the 2018 Extraordinary GMS:

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 229

 TATA KELOLA PERUSAHAAN
Good Corporate Governance

Waktu
Time
Aktifitas RUPS Luar Biasa RUPS Luar Biasa RUPS Tahunan
No.
Activity 5 Maret 2018 31 Agustus 2018 11 April 2019
EGMS EGMS AGMS
March 5, 2018 August 31, 2018 April 11, 2019
1. Pemberitahuan kepada OJK 18 Januari 18 Juli 26 Februari
Notification to OJK January 18 July 18 February 26
2. Pengumuman RUPS melalui surat kabar dan surat kepada OJK 25 Januari 25 Juli 5 Maret
GMS announcement through newspaper and letter to OJK January 25 July 25 March 5
3. Pemanggilan RUPS melalui surat kabar dan surat kepada OJK 9 Februari 9 Agustus 20 Maret
GMS invitation through newspaper and letter to OJK February 9 August 9 March 20
4. Penyampaian Ringkasan risalah RUPS 6 Maret 3 September 12 April
Submission of the summary of GMS minutes March 6 September 3 April 12
5. Penyampaian Risalah RUPS 2 April 25 September 10 Mei
Submission of GMS minutes April 2 September 23 May 10

KETENTUAN KUORUM QUORUM REQUIREMENTS

Kuorum kehadiran dan kuorum keputusan RUPS untuk mata acara The attendance quorum and the GMS decision quorum for the
yang harus diputuskan dalam RUPS dilakukan dengan mengikuti agenda that must be decided in the GMS are carried out in
ketentuan berdasarkan Peraturan Otoritas Jasa Keuangan dan accordance with the provisions based on the Financial Services
Anggaran Dasar Perseroan, Authority Regulation and the Company's Articles of Association.

RUPS Tanggal
No.
GMS Date
RUPS Luar Biasa 5 Maret 2018 4.803.286.956 atau 65,811%
EGMS March 5, 2018 4.803.286.956 or 65,811%
RUPS Luar Biasa 31 Agustus 2018 5.213.987.859 atau 71,439%
EGMS August 31, 2018 5.213.987.859 or 71,439%
RUPS Tahunan 14 April 2019 5.359.021.414 atau 73,426%
AGMS April 14, 2019 5.359.021.414 or 73,426%

KEHADIRAN DALAM RUPS GMS ATTENDANCE

RUPS Tahunan dan RUPS Luar Biasa dihadiri oleh anggota Dewan The Annual GMS were attended by members of the Board of
Komisaris, Direksi, Pemegang Saham Mayoritas dan Pemegang Commissioners, Directors, Majority Shareholders and other
saham lainnya dan atau kuasanya serta dihadiri juga oleh Lembaga shareholders and or their proxies and were also attended by
Penunjang Pasar Modal, sebagaimana yang terlampir berikut ini: Capital Market Supporting Institutions, as attached below:

Kehadiran Dewan Komisaris dan Direksi dalam RUPS

Presence of the Board of Commissioners and Directors in the GMS
Nama Jabatan Keanggotaan pada Komite Kehadiran
Name Position Committee Membership Attendance
RUPS Tahunan Tahun Buku 2018 – 11 April 2019
Annual General Meeting of Shareholders 2018 Fiscal Year - April 11, 2019
Narendra Widjajanto Komisaris Utama Tidak ada Hadir
President Commissioner No Membership Present
Pradana Ramadhian Komisaris Independen Ketua Komite Audit Hadir
G. Independent Commissioner Head of Audit Committee Present
Lusiaga Levi Susila Komisaris Independen Anggota Komite Manajemen Risiko Hadir
Independent Commissioner Ketua Komite Nominasi dan Remunerasi Present
Member of Risk Management Committee
Head of Nomination and Remuneration Committee
Afdal Martha Komisaris Ketua Komite Manajemen Risiko Hadir
Commissioner Head of Risk Management Committee Present
Eman Salman Arief Komisaris Anggota Komite Nominasi dan Remunerasi Hadir
Commissioner Member of Nomination and Remuneration Present
Committee
Tolingul Anwar Direktur Utama Tidak ada Hadir
President Director No Membership Present
Elizar Parlindungan Direktur Operasi Tidak ada Hadir
Hasibuan Director of Operation No Membership Present
Hery Setiawan Direktur Keuangan Tidak ada Hadir
Director of Finance No Membership Present
RM Happy Parighadi Direktur SDM & Umum Tidak ada Hadir
Director of HR & General No Membership Present

230 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 Kehadiran Dewan Komisaris dan Direksi dalam RUPS
Presence of the Board of Commissioners and Directors in the GMS
Nama Jabatan Keanggotaan pada Komite Kehadiran
Name Position Committee Membership Attendance
Arief Riyanto Direktur Pengembangan Usaha Tidak ada Hadir
Director of Business Developmen No Membership Present
RUPS Luar Biasa - 5 Maret 2018
Extraordinary GMS - March 5, 2018
Syamsu Alam Komisaris Utama Tidak ada Tidak Hadir
President Commissioner No Membership Absent
Pradana Ramadhian Komisaris Independen Ketua Komite Audit Hadir
Independent Commissioner Head of Audit Committee Present
Rinaldi Firmansyah Komisaris Independen Anggota Komite Manajemen Risiko Hadir
Independent Commissioner Ketua Komite Nominasi dan Remunerasi Present
Member of Risk Management Committee
Head of Nomination and Remuneration Committee
Budhi Himawan Komisaris Ketua Komite Manajemen Risiko Hadir
Commissioner Head of Risk Management Committee Present
Yudo Irianto Komisaris Anggota Komite Nominasi dan Remunerasi Hadir
Commissioner Member of Nomination and Remuneration Present
Committee
Tolingul Anwar Direktur Utama Tidak ada Hadir
President Director No Membership Present
Elizar Parlindungan Direktur Operasi Tidak ada Hadir
Hasibuan Director of Operation No Membership Present
Budi Rahardjo Direktur Keuangan Tidak ada Hadir
Director of Finance No Membership Present
RM Happy Parighadi Direktur SDM & Umum Tidak ada Hadir
Director of HR & General No Membership Present
Budhi N. Pangaribuan Direktur Pengembangan Usaha Tidak ada Hadir
Director of Business Development No Membership Present
RUPS Luar Biasa – 31 Agustus 2018
Extraordinary GMS - August 31, 2018
Gigih Prakoso Komisaris Utama Tidak ada Hadir
President Commissioner No Membership Present
Pradana Ramadhian Komisaris Independen Ketua Komite Audit Hadir
Independent Commissioner Head of Audit Committee Present
Lusiaga Levi Susila Komisaris Independen Anggota Komite Manajemen Risiko Hadir
Independent Commissioner Member of Risk Management Committee Present
Narendra Widjajanto Komisaris Ketua Komite Manajemen Risiko Hadir
Commissioner Risk Management Committee Present
Yudo Irianto Komisaris Anggota Komite Nominasi dan Remunerasi Hadir
Commissioner Member of Risk Management Committee Present
Tolingul Anwar Direktur Utama Tidak ada Hadir
President Director No Membership Present
Elizar Parlindungan Direktur Operasi Tidak ada Hadir
Hasibuan Director of Operation No Membership Present
RM Happy Paringhadi Direktur SDM & Umum merangkap Direktur Tidak ada Hadir
Keuangan No Membership Present
Human Resources & General Director
concurrently Director of Finance

Kehadiran Lembaga Penunjang Pasar Modal

The presence of Capital Market Supporting Institutions

RUPS Luar Biasa RUPS Luar Biasa RUPS Tahunan

Lembaga Penunjang Pasar Modal 5 Maret 2018 31 Agustus 2018 11 April 2019
Capital Market Supporting Institutions Extraordinary GMS Extraordinary GMS Annual GMS
March 5, 2018 August 31, 2018 April 11, 2019
Kantor Akuntan Publik - - Purwantono, Sungkoro & Surja
Public Accountant Firm
Securities
Biro Administrasi Efek PT Datindo Entrycom PT Datindo Entrycom PT Datindo Entrycom
Administration Bureau
Notaris Aulia Taufani S.H. Aulia Taufani S.H. Aulia Taufani S.H.
Notary

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 231

 TATA KELOLA PERUSAHAAN
Good Corporate Governance

Dalam Rapat, Pemimpin Rapat juga memberikan kesempatan In the Meeting, the Meeting Leader also provides an opportunity
kepada pemegang saham atau kuasanya untuk mengajukan for shareholders or their proxies to submit questions/responses
pertanyaan/tanggapan dan/atau usulan pada setiap mata acara and/or proposals at each meeting agenda item.
rapat.

RUPS TAHUNAN 2019 2019 ANNUAL GMS

Hasil keputusan RUPS Tahunan tanggal 11 April 2019 beserta The results of the Annual General Meeting of Shareholders on
pelaksanaannya dan tindak lanjutnya oleh Manajemen Perseroan April 11, 2019 and their implementation and follow-up by the
adalah sebagai berikut: Company Management are as follows:

Mata Acara Keputusan Realisasi

No.
Agenda Decision Realization
1. Persetujuan Laporan 1. Menyetujui dan mengesahkan Laporan Tahunan Perseroan Tahun Buku 2018, Telah ditindaklanjuti
Ta h u n a n 2018 termasuk Laporan Pengawasan Dewan Komisaris Perseroan Tahun Buku 2018; Has been followed up
termasuk di dalamnya 2. Mengesahkan Laporan Keuangan Konsolidasian Perseroan dan Entitas Anak
Laporan Pengawasan tanggal 31 Desember 2018 dan untuk tahun yang berakhir pada tanggal
Dewan Komisaris dan tersebut yang telah diaudit oleh Kantor Akuntan Publik Purwantono, Sungkoro
Pengesahan Laporan & Surja (“Ernst & Young”) sesuai dengan laporannya No. 00064/2.1032/
Keuangan Perseroan AU.1/02/0701-1/1/II/2019 tertanggal 14 Februari 2019; dengan pendapat
yang berakhir pada “wajar, dalam semua hal yang material” dan dengan demikian memberikan
tanggal 31 Desember pelunasan dan pembebasan tanggung jawab sepenuhnya (acquit et de charge)
2018. kepada anggota Direksi dan Dewan Komisaris atas pengurusan dan pengawasan
yang telah dijalankan selama Tahun Buku 2018, sepanjang:
a. tindakan tersebut bukan merupakan tindakan pidana dan/atau tindakan
yang bertentangan dengan peraturan perundangan yang berlaku, serta
tindakan tersebut telah tercermin dalam Laporan Tahunan dan Laporan
Keuangan Perseroan.

Rapat menyetujui dengan jumlah suara bulat sebanyak 5.359.021.414 saham

atau 100% dari jumlah suara yang dikeluarkan secara sah dalam rapat.

Approval of the 2018 1. Approved and ratified the Company's Annual Report for Fiscal Year 2018,
Annual Report including including the Board of Commissioners' Supervisory Report for Fiscal Year 2018;
the S up er vi sor y 2. Ratified the Consolidated Financial Statements of the Company and Subsidiaries
Report of the Board as of December 31, 2018 and for the year ended on that date that had been
of Commissioners and audited by Purwantono, Sungkoro & Surja ("Ernst & Young") Public Accountants
Ratification of the according to their report No. 00064/2.1032/AU.1/02/0701-1/1/II/2019 dated
Company's Financial February 14, 2019; with the opinion "reasonable, in all material respects" and
Statements which thereby provide full settlement and acquittal of responsibility (acquit et de
ended on December charge) to members of the Board of Directors and Board of Commissioners
31, 2018. for the management and supervision that has been carried out during Fiscal
Year 2018, as long as:
a. the action does not constitute a criminal offense and/or action which is
contrary to the applicable laws and regulations, as well as These actions
have been reflected in the Company's Annual Report and Financial Report.

The meeting came to an agreement based on a total of 5,359,021,414 shares or

100% of the total number of votes cast legally at the meeting.

2. Penetapan penggunaan 1. Menyetujui menetapkan penggunaan Laba Bersih Perseroan (yang diatribusikan • Tata Cara Pembayaran
Laba Bersih Perseroan kepada pemilik entitas induk) untuk Tahun Buku 2018 yang tercatat sebesar Dividen Tunai Tahun Buku
Tahun Buku 2017 Rp276.314.000.000 sebagai berikut : 2018 tercantum dalam
a. Sebesar Rp1.000.000.000 (satu miliar rupiah) atau 0,36% dari Laba Bersih Pengumuman Hasil
Tahun Buku 2018 ditetapkan sebagai Cadangan Umum. Keputusan RUPS Tahunan
b. Sebesar Rp69.078.500.000 (enam puluh sembilan miliar tujuh puluh delapan yang dipublikasikan di
juta lima ratus ribu rupiah) atau 25% dari Laba Bersih Tahun Buku 2018 harian Investor Daily pada
ditetapkan sebagai Dividen Tunai untuk Tahun Buku 2018. tanggal 12 April 2019.
c. Sebesar Rp206.235.500.000 (dua ratus enam miliar dua ratus tiga puluh • Pembayaran Dividen Tunai
lima juta lima ratus ribu rupiah) atau 74,64% dari Laba Bersih Tahun Buku Tahun Buku 2018 telah
2018 akan menjadi Laba Ditahan atau Retained Earning Perseroan. dilakukan pada tanggal 10
2. Memberikan kuasa dan melimpahkan wewenang kepada Direksi Perseroan Mei 2019.
untuk mengatur tata cara pembayaran dividen tunai termaksud.

Rapat menyetujui dengan jumlah bulat 5.359.021.414 saham atau 100% dari
jumlah suara yang dikeluarkan secara sah dalam rapat.

232 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 Mata Acara Keputusan Realisasi
No.
Agenda Decision Realization
Determination of the 1. Approve to determine the use of the Company's Net Profit (attributed to • Procedures for Payment
use of the Company's the owner of the parent entity) for Fiscal Year 2018 which was recorded at of Cash Dividend for Fiscal
Net Profit for Fiscal Year Rp276,314,000,000 as follows: Year 2018 are listed in
2017 a. A total of Rp1,000,000,000 (one billion rupiah) or 0.36% of the 2018 Fiscal the Announcement of the
Year Net Profit is determined as General Reserves. Results of the Annual GMS
b. In the amount of Rp.69,078,500,000 (sixty nine billion seventy eight million Decree published in the
five hundred thousand rupiah) or 25% of the Net Profit for Fiscal Year 2018 Investor Daily on April 12,
is determined as Cash Dividend for Fiscal Year 2018. 2019.
c. Rp206,235,500,000 (two hundred six billion two hundred thirty-five million • Payment of Cash Dividend
five hundred thousand rupiah) or 74.64% of the 2018 Fiscal Year Net Profit for Fiscal Year 2018 was
will become the Company's Retained Earnings. made on May 10, 2019.
2. To authorize and delegate authority to the Company's Directors to regulate
the procedure for payment of the intended cash dividends.

The meeting agreed with a total number of 5,359,021,414 shares or 100% of the
total votes cast legally at the meeting.

3. Penetapan Tantiem 1. Memberikan kuasa dan wewenang kepada Dewan Komisaris Perseroan, dengan Telah ditindaklanjuti
tahun 2018 dan terlebih dahulu mendapat persetujuan pemegang saham Perseroan yaitu PT Has been followed up
Remunerasi tahun 2019 Pertamina (Persero) untuk menetapkan besaran Tantiem bagi anggota Direksi
bagi anggota Direksi & Dewan Komisaris Perseroan untuk tahun buku 2018.
dan Dewan Komisaris 2. Memberikan kuasa dan wewenang kepada Dewan Komisaris Perseroan,
dengan terlebih dahulu mendapat persetujuan pemegang saham Perseroan
yaitu PT Pertamina (Persero) untuk menetapkan besaran gaji/honorarium,
tunjangan dan fasilitas bagi anggota Direksi & Dewan Komisaris Perseroan
untuk tahun 2019.
Rapat menyetujui dengan jumlah suara sebanyak 5.359.021.414 saham atau
100% dari jumlah suara yang dikeluarkan secara sah dalam rapat

Establishment of the 1. To grant power and authority to the Company's Board of Commissioners,
2018 Tantiem and by first obtaining the approval of the Company's shareholders namely PT
2019 Remuneration Pertamina (Persero) to determine the amount of tantiem for members of the
for members of the Directors & Board of Commissioners of the Company for the 2018 fiscal year.
Board of Directors 2. Giving power and authority to the Company's Board of Commissioners,
and the Board of by first obtaining the approval of the Company's shareholders namely PT
Commissioners Pertamina (Persero) to determine the amount of salary/honorarium, benefits
and facilities for members of the Directors & Board of Commissioners of the
Company for 2019.
The meeting agreed with the total vote of 5,359,021,414 shares or 100% of the
total number of votes issued legally at the meeting

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 233

 TATA KELOLA PERUSAHAAN
Good Corporate Governance

Mata Acara Keputusan Realisasi

No.
Agenda Decision Realization
4. Penunjukan Akuntan Mendelegasikan kewenangan kepada Dewan Komisaris Perseroan untuk menunjuk Berdasarkan Surat Keputusan
Publik untuk Mengaudit Akuntan Publik Independen dari Kantor Akuntan Publik (KAP) untuk melakukan Dewan Komisaris Nomor
Perhitungan Tahunan pemeriksaan atas Laporan Keuangan Perseroan untuk tahun buku yang berakhir L8.014C-2019.041 tentang
Perseroan Tahun Buku pada tanggal 31 Desember 2019 berikut besaran nilai jasanya, sesuai ketentuan Keputusan Dewan Komisaris
2019. dan peraturan yang berlaku, termasuk untuk menunjuk KAP pengganti bilamana atas Penunjukan Kantor
karena sebab apapun juga berdasarkan ketentuan Pasar Modal di Indonesia Akuntan Publik (KAP) dan/
apabila KAP yang ditunjuk tidak dapat melakukan tugasnya, dengan kriteria bahwa: atau Akuntan Publik (AP) untuk
1. KAP tersebut terdaftar di Otoritas Jasa Keuangan. Jasa Audit atas Jasa Laporan
2. KAP tersebut dalam afiliasi KAP empat besar (Big Four) di dunia. Keuangan Historis Tahunan
Posisi 31 Desember 2019
Rapat menyetujui dengan jumlah suara sebanyak 5.052.177.914 saham atau PT Elnusa Tbk dan Entitas
94,274% dari jumlah suara yang dikeluarkan secara sah dalam rapat Anaknya.

Dewan Komisaris memutuskan:

1. M e n u n j u k KAP
Purwantono, Sungkoro
dan Surja (anggota firma
Ernst & Young) dengan
AP Sdr. Sinarta untuk
melakukan audit atas
jasa informasi keuangan
historis tahunan posisi
31 Desember 2019 pada
Elnusa dan Grup dengan
perkiraan imbalan jasa
sebesar Rp2.200.000.000,-
2. A g a r Direksi
mempersiapkan dokumen-
dokumen terkait yang
diperlukan dalam rangka
pengadaan jasa KAP dan/
atau AP tersebut.
Appointment of a Delegating authority to the Company's Board of Commissioners to appoint an Based on the Decree of the
Public Accountant to Independent Public Accountant from the Public Accountant Office (KAP) to Board of Commissioners
Audit the Company's conduct an audit of the Company's Financial Statements for the fiscal year ending Number L8.014C-2019.041
Annual Calculations on December 31, 2019 along with the amount of its service value, in accordance concerning the Decision of the
for the 2019 Fiscal Year with applicable rules and regulations, including to appoint A substitute KAP if for Board of Commissioners on
any reason whatsoever based on the provisions of the Capital Market in Indonesia the Appointment of a Public
if the appointed KAP is unable to perform its duties, with the criteria that: Accountant Office (KAP) and/
1. The KAP is registered with the Financial Services Authority. or Public Accountant (AP)
2. The KAP is in affiliated with Big Four accountant offices in the world. for Audit Services for the
Annual Historical Financial
The meeting agreed with a total of 5,052,177,914 shares or 94.274% of the total Report Services Position as of
votes casted legally at the meeting December 31, 2019
PT Elnusa Tbk and its
Subsidiaries.

The Board of Commissioners

decides:
1. To appoint KAP
Purwantono, Sungkoro
and Surja (member of the
firm Ernst & Young) with
the accountant Mr. Sinarta
to conduct an audit of
annual historical financial
information services as
of December 31, 2019 at
Elnusa and the Group with
an estimated service fee of
Rp2,200,000,000
2. To order the Board
of Directors to prepare
the relevant documents
required for the
procurement of the KAP
and/or AP services.

234 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 Mata Acara Keputusan Realisasi
No.
Agenda Decision Realization
5. Persetujuan Perubahan 1. Memberhentikan dengan hormat Sdr. Pradana Ramadhian dari jabatannya Telah ditindaklanjuti
Pengurus Perseroan selaku Komisaris Independen Perseroan terhitung efektif sejak tanggal
penutupan Rapat Umum Pemegang Saham ini, disertai dengan ucapan terima
kasih dan penghargaan yang setinggi-tingginya atas jasa dan pengabdiannya
kepada Perseroan selama menjabat sebagai Komisaris Independen Perseroan.
2. Memberhentikan dengan hormat Sdr. Afdal Martha dari jabatannya selaku
Komisaris Perseroan terhitung efektif sejak tanggal penutupan Rapat Umum
Pemegang Saham ini, disertai dengan ucapan terima kasih dan penghargaan
yang setinggi-tingginya atas jasa dan pengabdiannya kepada Perseroan selama
menjabat sebagai Komisaris Perseroan.
3. Memberhentikan dengan hormat Sdr. Tolingul Anwar dari jabatannya selaku
Direktur Utama Perseroan terhitung efektif sejak tanggal penutupan Rapat
Umum Pemegang Saham ini, disertai dengan ucapan terima kasih dan
penghargaan yang setinggi-tingginya atas jasa dan pengabdiannya kepada
Perseroan selama menjabat sebagai Direktur Utama Perseroan.
4. Memberhentikan dengan hormat Sdr. Elizar Parlindungan Hasibuan dari
jabatannya selaku Direktur Operasi Perseroan dan mengangkatnya menjadi
Direktur Utama Perseroan untuk jangka waktu sampai dengan RUPS Tahunan
untuk Tahun Buku 2019, terhitung efektif sejak tanggal penutupan Rapat
Umum Pemegang Saham ini. Jabatan Direktur Operasi Perseroan sementara
dirangkap oleh Direktur Pengembangan Usaha Perseroan sampai dengan
ditetapkannya Direktur Operasi.
5. Mengangkat Sdr. Anis Baridwan sebagai Komisaris Independen Perseroan untuk
jangka waktu 1 (satu) periode sebagaimana dimaksud dalam Anggaran Dasar
Perseroan, terhitung efektif sejak tanggal penutupan Rapat ini.
6. Mengangkat Sdr. Antonius Ratdomopurbo sebagai Komisaris Perseroan untuk
jangka waktu 1 (satu) periode sebagaimana dimaksud dalam Anggaran Dasar
Perseroan, terhitung efektif sejak tanggal penutupan Rapat ini.

Dengan demikian setelah ditutupnya Rapat ini susunan pengurus Perseroan

menjadi sebagai berikut:

DEWAN KOMISARIS
Komisaris Utama : Narendra Widjajanto
Komisaris : Eman Salman Arief
Komisaris : Antonius Ratdomopurbo
Komisaris Independen : Lusiaga Levi Susila
Komisaris Independen : Anis Baridwan

DIREKSI
Direktur Utama : Elizar Parlindungan Hasibuan
Direktur Keuangan : Hery Setiawan
Direktur SDM & Umum : RM Happy Paringhadi JS
Direktur Pengembangan Usaha
Merangkap Direktur Operasi : Arief Riyanto

Memberikan kuasa kepada Direksi Perseroan dengan hak substitusi untuk

menyatakan keputusan Rapat mengenai perubahan pengurus Perseroan dalam
akta tersendiri dihadapan Notaris dan untuk memohon pemberitahuan kepada
Menteri Hukum dan Hak Asasi Manusia Republik Indonesia sehubungan dengan
perubahan pengurus Perseroan tersebut di atas, serta melakukan segala tindakan
yang diperlukan dan disyaratkan oleh peraturan perundang-undangan yang berlaku.

Rapat menyetujui dengan jumlah suara sebanyak 5.246.575.614 saham atau

97,901% dari jumlah suara yang dikeluarkan secara sah dalam rapat

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 235

 TATA KELOLA PERUSAHAAN
Good Corporate Governance

Mata Acara Keputusan Realisasi

No.
Agenda Decision Realization
Approval of Change in 1. Respectfully dismiss Mr. Pradana Ramadhian from his position as an Has been followed up
Management of the Independent Commissioner of the Company, effective as of the closing date
Company of the General Meeting of Shareholders, accompanied by the highest thanks
and appreciation for his services and services to the Company while serving
as the Independent Commissioner of the Company.
2. Respectfully dismiss Mr. Afdal Martha from his position as Commissioner
of the Company, effective as of the closing date of the General Meeting
of Shareholders, accompanied by the highest thanks and appreciation for
his services and services to the Company while serving as the Company's
Commissioner.
3. Respectfully dismiss Mr. Tolingul Anwar from his position as President Director
of the Company, effective as of the closing date of the General Meeting of
Shareholders, accompanied by the highest gratitude and appreciation for his
services and service to the Company while serving as President Director of
the Company.
4. Respectfully dismiss Mr. Elizar Parlindungan Hasibuan from his position as
Director of Operations of the Company and appointed him as the President
Director of the Company for a period up to the Annual GMS for Fiscal Year
2019, effective as of the closing date of the General Meeting of Shareholders.
The position of the Director of Operations of the Company is temporarily held
by the Director of Business Development of the Company until the stipulation
of the Director of Operations.
5. To appoint Mr. Anis Baridwan as the Independent Commissioner of the
Company for a period of 1 (one) period as referred to in the Company's Articles
of Association, effective from the closing date of this Meeting.
6. To appoint Mr. Antonius Ratdomopurbo as Commissioner of the Company for
a period of 1 (one) period as referred to in the Articles of Association of the
Company, effective as of the closing date of this Meeting.

Therefore, after the closing of this Meeting, the composition of the Company's
management is as follows:

BOARD OF COMMISSIONERS
President Commissioner : Narendra Widjajanto
Commissioner : Eman Salman Arief
Commissioner : Antonius Ratdomopurbo
Independent Commissioner : Lusiaga Levi Susila
Independent Commissioner : Anis Baridwan

BOARD OF DIRECTORS
Managing Director : Elizar Parlindungan Hasibuan
Finance Director : Hery Setiawan
HR & General Director : RM Happy Paringhadi JS
Director of Business Development
Concurrently Operations Director : Arief Riyanto

Granting power of attorney to the Company's Directors with substitution rights to

declare the decision of the Meeting regarding changes in the management of the
Company in a separate deed before the Notary and to request notification from
the Minister of Law and Human Rights of the Republic of Indonesia in connection
with the changes in the management of the Company mentioned above, as well
as taking all necessary and required actions by applicable laws and regulations.

The meeting agreed with the total votes of 5,246,575,614 shares or 97,901% of
the total number of votes cast legally at the meeting

RUPS LUAR BIASA 2019 2019 EXTRAORDINARY GMS

Sepanjang tahun 2019, Perseroan tidak menggelar Rapat Umum Sepanjang tahun 2019, Perseroan tidak menggelar Rapat Umum
Pemegang Saham Luar Biasa (RUPSLB). Pemegang Saham Luar Biasa (RUPSLB).

236 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

DEWAN KOMISARIS
Dewan Komisaris sebagai organ Perseroan yang bertugas dan
bertanggung jawab secara kolektif untuk melakukan pengawasan
dan memberikan nasihat kepada Direksi secara independen
terkait dengan pelaksanaan tugas dan tanggung jawab Direksi
dalam mengelola Perseroan serta memastikan bahwa Perseroan
telah melaksanakan GCG.
Dewan Komisaris secara terus-menerus memantau efektivitas
kebijakan perusahaan, kinerja dan proses pengambilan keputusan
oleh Direksi, termasuk pelaksanaan strategi untuk memenuhi
harapan para pemegang saham dan pemangku kepentingan
lainnya. Hasil pengawasan disertai kajian dan pendapat
Dewan Komisaris disampaikan pada RUPS sebagai bagian dari
penilaian kinerja Direksi. Dewan Komisaris juga mengevaluasi
dan menyetujui business plan perusahaan yang disusun Direksi.
DASAR HUKUM PENGANGKATAN DEWAN KOMISARIS
1. Undang-Undang Nomor 40 Tahun 2007 tentang Perseroan
Terbatas.
2. Peraturan Otoritas Jasa Keuangan Nomor 33/POJK.04/2014
tentang Direksi dan Dewan Komisaris Emiten atau
Perusahaan Publik.
3. Anggaran Dasar Perusahaan Perseroan sebagaimana telah
di ubah dengan Akta Nomor 30 tanggal 11 April tahun 2019.
MASA JABATAN DEWAN KOMISARIS
Berdasarkan Anggaran Dasar Perseroan, anggota Dewan Komisaris
menjabat untuk jangka waktu terhitung sejak tanggal ditetapkan
oleh RUPS dan berakhir pada penutupan RUPS Tahunan yang ke-3
setelah pengangkatannya, namun dengan tidak mengurangi hak
dari RUPS untuk sewaktu-waktu dapat memberhentikan para
anggota Dewan Komisaris sebelum masa jabatannya berakhir.
KOMPOSISI DAN SUSUNAN KEANGGOTAAN
DEWAN KOMISARIS TAHUN 2019
Komposisi dan jumlah anggota Dewan Komisaris ditetapkan oleh
RUPS dengan memperhatikan visi, misi dan rencana strategi
Perseroan untuk memungkinkan pengambilan keputusan yang
efektif, tepat dan cepat serta dapat bertindak secara independen.
Berdasarkan Anggaran Dasar Perseroan dan Keputusan RUPS
Tahunan Tahun Buku 2018 yang dilaksanakan pada tanggal 11
April 2019 yang tertuang dalam Akta Notaris Nomor 30 tanggal 11
April 2019 yang dibuat oleh Notaris Aulia Taufani, S.H., ditetapkan
lima (5) orang sebagai anggota Dewan Komisaris yang bertugas
untuk melakukan Pengawasan.
PT Elnusa Tbk
BOARD OF COMMISSIONERS
The Board of Commissioners as the organ of the Company is
tasked with and is collectively responsible for supervising and
providing advice to the Directors independently related to the
implementation of the duties and responsibilities of the Board
of Directors in managing the Company and ensuring that the
Company has implemented GCG.
The Board of Commissioners continuously monitors the
effectiveness of company policies, performance and decision
making processes by the Directors, including the implementation
of strategies to meet the expectations of shareholders and other
stakeholders. The results of supervision are accompanied by a
review and opinion of the Board of Commissioners submitted
at the GMS as part of the Directors performance evaluation.
The Board of Commissioners also evaluates and approves the
company's business plan prepared by the Directors.
LEGAL BASIS FOR APPOINTING THE BOARD OF COMMISSIONERS
1. Law Number 40 of 2007 concerning Limited Liability
Companies.
2. Financial Services Authority Regulation Number 33/
POJK.04/2014 concerning Directors and Board of
Commissioners of Issuers or Public Companies.
3. The Company's Articles of Association as amended by Deed
Number 30 dated April 11, 2019.
TERM OF OFFICE OF THE BOARD OF COMMISSIONERS
Based on the Company's Articles of Association, members of the
Board of Commissioners serve for a period commencing from the
date determined by the GMS and ending at the close of the 3rd
Annual GMS after their appointment, but without prejudice to
the right of the GMS at any time, may dismiss the members of
the Board of Commissioners before his position is over.
COMPOSITION AND MEMBERSHIP OF
THE BOARD OF COMMISSIONERS IN 2019
The composition and number of members of the Board of
Commissioners are determined by the General Meeting of
Shareholders by taking into account the Company's vision, mission
and strategic plan to enable effective, precise and quick decision
making and can act independently.
Based on the Company's Articles of Association and Annual
General Meeting Resolutions for Fiscal Year 2018 held on April
11, 2019 as set forth in Notarial Deed No. 30 dated April 11, 2019
made by Notary Aulia Taufani, S.H., five (5) members have been
appointed as members of the Board of Commissioners on duty
to conduct Oversight.
Annual Report 2019 Laporan Tahunan 237
 TATA KELOLA PERUSAHAAN
Good Corporate Governance

Adapun komposisi dan susunan Dewan Komisaris per 31 The composition of the Board of Commissioners as of December
Desember 2019 adalah sebagai berikut: 31 2019 are as follows:

Komposisi dan Susunan Dewan Komisaris per 31 Desember 2019

Composition of the Board of Commissioners as of December 31, 2019
Periode
Nama Jabatan Dasar Pengangkatan Masa Jabatan Jabatan
Name Position Appointment Basis Term of Office Position
Period
Narendra Widjajanto Komisaris Utama Akta Pernyataan Keputusan Rapat No. 36 tanggal 31 2018 – 2021 Ke-1
President Commissioner Agustus 2018 yang dibuat dihadapan Aulia Taufani, S.H. 1st
Notaris di Kota Administrasi Jakarta Selatan
Deed of Meeting Decree No. 36 dated August 31, 2018
which was made before Aulia Taufani, S.H. Notary in
South Jakarta Administrative City
Eman Salman Arief Komisaris Akta Pernyataan Keputusan Rapat No. 36 tanggal 31 2018 – 2021 Ke-1
Commissioner Agustus 2018 yang dibuat dihadapan Aulia Taufani, S.H. 1st
Notaris di Kota Administrasi Jakarta Selatan
Deed of Meeting Decree No. 36 dated August 31, 2018
which was made before Aulia Taufani, S.H. Notary in
South Jakarta Administrative City
Antonius Ratdomopurbo Komisaris Akta Pernyataan Keputusan Rapat No. 30 tanggal 11 2019 – 2022 Ke-1
Commissioner April 2019 yang dibuat dihadapan Aulia Taufani, S.H. 1st
Notaris di Kota Administrasi Jakarta Selatan
Deed of Meeting Decree No. 30 dated April 11, 2019
made before Aulia Taufani, S.H. Notary in South Jakarta
Administrative City
Lusiaga Levi Susila Komisaris Independen Akta Pernyataan Keputusan Rapat No. 25 tanggal 14 Mei 2018-2021 Ke-1
Independent 2018 yang dibuat dihadapan Aulia Taufani, S.H. Notaris 1st
Commissioner di Kota Administrasi Jakarta Selatan
Deed of Meeting Decree No. 25 dated May 14, 2018
made before Aulia Taufani, S.H. Notary in South Jakarta
Administrative City
Anis Baridwan Komisaris Independen Akta Pernyataan Keputusan Rapat No. 30 tanggal 11 2019 – 2022 Ke-1
Independent April 2019 yang dibuat dihadapan Aulia Taufani, S.H. 1st
Commissioner Notaris di Kota Administrasi Jakarta Selatan
Deed of Meeting Decree No. 30 dated April 11, 2019
made before Aulia Taufani, S.H. Notary in South Jakarta
Administrative City

Profil seluruh anggota Dewan Komisaris dapat dilihat pada bab The profiles of all members of the Board of Commissioners can
Profil Perusahaan pada Laporan Tahunan ini halaman 72-76. be seen in the Company Profile chapter in this Annual Report
page 72-76

KRITERIA DAN PERSYARATAN DEWAN KOMISARIS CRITERIA AND REQUIREMENTS FOR

Seluruh anggota Dewan Komisaris yang diangkat dan
diberhentikan oleh RUPS telah sesuai dengan Anggaran Dasar
Perseroan serta sesuai dengan persyaratan yang terdapat dalam
Peraturan Otoritas Jasa Keuangan Nomor 33/POJK.04/2014
tentang Direksi dan Dewan Komisaris Emiten atau Perusahaan
Publik.
THE BOARD OF COMMISSIONERS
All members of the Board of Commissioners who are appointed
and dismissed by the GMS has complied with the Company's
Articles of Association and the requirements contained in the
Financial Services Authority Regulation Number 33/POJK.04/2014
concerning Directors and Board of Commissioners of Issuers or
Public Companies.

Dewan Komisaris harus memenuhi syarat umum dan syarat
khsusus yang juga tertuang dalam Board Manual Perseroan,
yang mencakup antara lain:
1. Persyaratan umum:
a. Orang perseorangan;
b. Memiliki akhlak, moral dan integritas yang baik;
c. Mampu melaksanakan perbuatan hukum;
d. Tidak pernah dinyatakan pailit oleh pengadilan dalam
waktu lima tahun terakhir sebelum pencalonan;
The Board of Commissioners must meet the general requirements
and special requirements which are also contained in the
Company's Board Manual, which include:
1. General requirements:
a. An individual;
b. Having good character, morals and integrity;
c. Able to carry out legal actions;
d. The court has never declared bankruptcy in the last
five years before the nomination;

238 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 e. Tidak pernah menjadi Direktur yang dinyatakan
bersalah oleh Pengadilan dalam waktu lima tahun
terakhir sebelum pencalonan;
f. Tidak boleh ada hubungan keluarga sedarah sampai
dengan derajat ketiga, baik menurut garis lurus maupun
garis ke samping atau hubungan semenda (menantu
atau ipar) dengan Direktur lain dan/atau Anggota
Dewan Komisaris;
g. Berwatak baik dan mempunyai kemampuan untuk
mengembangkan usaha guna kemajuan Perseroan;
h. Memiliki kompetensi, yaitu kemampuan dan
pengalaman dalam bidang-bidang yang menunjang
pelaksanaan tugas dan kewajiban Direksi;
i. Memiliki komitmen untuk mematuhi peraturan
perundang-undangan yang berlaku;
j. Bukan pengurus partai politik dan/atau calon anggota
legislatif.
2. Persyaratan khusus:
a. Memiliki pengalaman menangani korporasi sebagai
senior management dan dapat memberikan
rekomendasi serta solusi yang diperlukan;
b. Mampu dengan cepat memahami serta bersedia
menerapkan prinsip-prinsip GCG dan ketentuan-ketentuan
terkait dengan perusahaan terbuka dan pasar modal;
c. Memiliki kemampuan analisis dan selalu sistematis di
dalam pengambilan keputusan;
d. Mempunyai rekam jejak yang bersih dari aspek
integritas;
e. Memiliki kemampuan leadership yang baik serta sense
of enterpreneurship;
f. Memiliki kemampuan komunikasi, networking dan
interpersonal skill yang baik.
3. Pertimbangan lainnya:
Keberagaman komposisi anggota Dewan Komisaris dapat
digunakan sebagai salah satu bahan pertimbangan dalam proses
nominasi anggota Dewan Komisaris dengan memperhatikan
pengetahuan, keahlian dan pengalaman yang sesuai dengan
kebutuhan dan kondisi perusahaan sehingga mendapatkan
komposisi yang optimal serta efektifitas dalam pengambilan
keputusan.
Dewan Komisaris Perseroan diwajibkan untuk menandatangani
surat pernyataan terkait dengan pemenuhan persyaratan tersebut
di atas dan didokumentasikan oleh Perseroan.
KRITERIA DAN PERSYARATAN KOMISARIS INDEPENDEN
Selain mengacu pada kriteria dan persyaratan Dewan Komisaris,
dalam menunjuk Komisaris Independen Perseroan mengacu pada
kriteria tambahan antara lain:
1. Bukan merupakan orang yang bekerja atau mempunyai
wewenang dan tanggung jawab untuk merencanakan,
memimpin, mengendalikan, atau mengawasi kegiatan
Perusahaan tersebut dalam waktu 6 (enam) bulan terakhir,
kecuali untuk pengangkatan kembali sebagai Komisaris
Independen Perusahaan pada periode berikutnya.
PT Elnusa Tbk
e. Has never been a Director found guilty by the Court in
the past five years prior to nomination;
f. There must not be blood relations up to the third
degree, either in a straight line or sideways line or
in a relationship (son-in-law or brother-in-law) with
other Directors and/or Members of the Board of
Commissioners;
g. Having a good character and having the ability to
develop a business for the progress of the Company;
h. Having competence, namely the ability and experience
in fields that support the implementation of the duties
and obligations of the Board of Directors;
i. Having a commitment to comply with applicable laws
and regulations;
j. Not a political party administrator and/or candidate
legislative member.
2. Special requirements:
a. Have experience handling corporations as senior
management and can provide recommendations and
solutions as needed;
b. Be able to quickly understand and be willing to apply
GCG principles and provisions related to publicly listed
companies and capital markets;
c. Having analytical skills and always systematic in
decision making;
d. Having a clean track record of integrity aspects;
e. Having good leadership skills and a sense of
entrepreneurship;
f. Good communication, networking and interpersonal
skills.
3. Other considerations:
The diversity of the composition of the Board of Commissioners’
members can be used as one of the considerations in the
process of nominating members of the Board of Commissioners
by taking into account the knowledge, expertise and experience
in accordance with the needs and conditions of the company
so as to obtain an optimal composition and effectiveness in
decision making.
The Company’s Board of Commissioners is required to sign a
statement relating to the fulfillment of the above requirements
and documented by the Company.
CRITERIA AND REQUIREMENTS FOR
INDEPENDENT COMMISSIONERS
In addition to referring to the criteria and requirements of
the Board of Commissioners, in appointing an Independent
Commissioner the Company refers to additional criteria including:
1. Not a person who works or has the authority and
responsibility to plan, lead, control, or supervise the activities
of the Company within the last 6 (six) months, except for
reappointment as an Independent Commissioner of the
Company in the following period.
Annual Report 2019 Laporan Tahunan 239
 TATA KELOLA PERUSAHAAN
Good Corporate Governance
2. Tidak mempunyai saham baik langsung maupun tidak
langsung pada Perusahaan.
3. Tidak memiliki hubungan afiliasi dengan Direktur dan/atau
Anggota Dewan Komisaris lainnya atau pemegang saham
utama Perusahaan.
4. Tidak mempunyai hubungan usaha baik langsung maupun tidak
langsung yang berkaitan dengan kegiatan usaha Perusahaan.
Persyaratan tersebut wajib dipenuhi secara penuh oleh semua
Komisaris Independen selama menjabat. Berdasarkan Peraturan
Otoritas Jasa Keuangan Nomor 33/ POJK.04/2014 tentang Direksi
dan Dewan Komisaris Emiten atau Perubahaan Publik pada pasal
20 ayat (3) mengatur bahwa Perseroan minimal menempatkan
sekurang-kurangnya 30% dari jumlah anggota Dewan Komisaris.
Saat ini Perseroan memiliki dua (2) orang Komisaris Independen
atau 40% dari jumlah anggota Dewan Komisaris.
PERNYATAAN INDEPENDENSI KOMISARIS INDEPENDEN
Dalam menjalankan tugas dan tanggung jawabnya, independensi
dari Komisaris Independen sangat penting dan peru dijaga. Bapak
Anis Baridwan dan Bapak Lusiaga Levi Susila selaku Komisaris
Independen merupakan pihak independen yang dipilih sesuai dengan
kemampuan dan latar belakangnya, serta telah memenuhi syarat
yang ditetapkan dalam POJK No. 33/POJK.04/2014 tentang Direksi
dan Dewan Komisairs Emiten atau Perusahaan Publik sebagaimana
dijabarkan pada bagian sebelumnya.
Keberadaan Komisaris Independen yang ada di Perseroan
senantiasa menjamin mekanisme pengawasan berjalan secara
efektif dan sesuai dengan peraturan perundang-undangan.
Adapun kriteria penentuan Komisaris Independen Perseroan
sesuai dengan POJK No. 33/POJK.04.2014 yaitu:
1. Bukan merupakan orang yang bekerja atau mempunyai
wewenang dan tanggung jawab untuk merencanakan,
memimpin, mengendalikan, atau mengawasi kegiatan
Perseroan dalam waktu 6 (enam) bulan terakhir, kecuali
untuk pengangkatan kembali sebagai Komisaris Independen
Perseroan pada periode berikutnya.
2. Tidak mempunyai saham Perseroan baik langsung maupun
tidak langsung.
3. Tidak mempunyai hubungan Afiliasi dengan Komisaris,
Direksi dan Pemegang saham Utama Perseroan.
4. Tidak mempunyai hubungan usaha dengan Perseroan baik
langsung maupun tidak langsung.
240 Annual Report 2019 Laporan Tahunan
2. Do not have shares either directly or indirectly in the
Company.
3. Has no affiliation relationship with the Directors and/or other
Members of the Board of Commissioners or the Company's
major shareholders.
4. Do not have business relations, directly or indirectly, related
to the Company's business activities.
These requirements must be fulfilled in full by all Independent
Commissioners during his tenure. Based on the Financial Services
Authority Regulation Number 33/POJK.04/2014 concerning
Directors and Board of Commissioners of Issuers or Public Changes
in article 20 paragraph (3) stipulates that the Company must place
at least 30% of the total members of the Board of Commissioners.
At present the Company has two (2) Independent Commissioners
or 40% of the total members of the Board of Commissioners.
STATEMENT OF INDEPENDENCE OF INDEPENDENT COMMISSIONERS
In carrying out its duties and responsibilities, the independence
of the Independent Commissioners is very important and needs
to be maintained. Mr. Anis Baridwan and Mr. Lusiaga Levi Susila
as Independent Commissioners are independent parties selected
according to their abilities and background, and have fulfilled the
requirements stipulated in POJK No. 33/POJK.04/2014 concerning
Directors and Board of Commissioners of Public Issuers or Public
Companies as described in the previous section.
The existence of Independent Commissioners in the Company
always ensures that the supervision mechanism runs effectively
and in accordance with statutory regulations. The criteria for
determining the Company's Independent Commissioners are in
accordance with POJK No. 33/POJK.04/2014 namely:
1. Not a person who works or has the authority and
responsibility to plan, lead, control, or supervise the activities
of the Company within the last 6 (six) months, except for
reappointment as an Independent Commissioner of the
Company in the following period.
2. Has no direct or indirect shares in the Company.
3. Has no affiliation with the Commissioners, Directors and
Major Shareholders of the Company.
4. Has no direct or indirect business relationship with the
Company.
PT Elnusa Tbk
 Kriteria Independensi
Independence Criterion
Tidak memiliki
Bukan sebagai orang yang bekerja atau
hubungan Afiliasi
mempunyai wewenang dan tanggung Tidak memiliki
dengan Komisaris,
jawab untuk merencanakan, memimpin, hubungan
Direksi dan
mengendalikan, atau mengawasi kegiatan usaha dengan
Komisaris Tidak memiliki saham Pemegang saham
Perseroan dalam waktu 6 (enam) bulan terakhir, Perseroan baik
Independen Perseroan baik Utama Perseroan
kecuali untuk pengangkatan kembali sebagai langsung maupun
Independent langsung maupun Do not have
Komisaris Independen Perseroan pada periode tidak langsung
Commissioner tidak langsung Affiliated with
berikutnya Do not have
Do not have Directly a member of
Not as a person who works or has the authority Directly or
or indirectly has the the Board of
and responsibility to plan, lead, control, or Indirectly has
Company’s shares Commissioner,
supervise the activities of the Company within the a business
Board of Directors,
last 6 (six) months, except for the reappointment relationship with
and Controlling
as an Independent Commissioner of the Company the Company
Shareholders of the
in the following period.
Company
Lusiaga Levi Susila v v v v
Anis Baridwan v v v v
v = ada | x = tidak ada v = yes | x = no

Adapun pernyataan independensi masing-masing Komisaris The independence statement of each Independent Commissioner
Independen sebagai berikut: is as follows:

Nama Jabatan Tanggal Pernyataan

No. Status
Name Position Statement Date
1. Lusiaga Levi Susila Komisaris Independen 14 Mei 2018 Pertama kali sebagai Komisaris Independen
Independent Commissioner 14 May 2018 First time as an Independent Commissioner
2. Anis Baridwan Komisaris Independen 11 April 2019 Pertama kali sebagai Komisaris Independen
Independent Commissioner 11 April 2019 First time as an Independent Commissioner

Dengan demikian, Komisaris Independen Perseroan telah Accordingly, the Company's Independent Commissioners have
memenuhi kriteria sesuai dengan peraturan perundang-undangan fulfilled the criteria in accordance with the applicable laws and
yang berlaku. regulations.

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 241

 TATA KELOLA PERUSAHAAN
Good Corporate Governance
PEDOMAN DAN TATA TERTIB KERJA DEWAN KOMISARIS
Dewan Komisaris Perseroan memiliki Pedoman Kerja (Board
Manual) yang menjadi acuan bagi Dewan Komisaris dalam
menjalankan tugasnya agar selaras dengan praktik-praktik GCG.
Pedoman Kerja Dewan Komisaris telah ditandatangani oleh
Dewan Komisaris pada tanggal 2 Januari 2018 yang merupakan
pemutakhiran dari pedoman yang sebelumnya tanggal 1 Januari
2015 dan telah dipublikasikan di situs web Perseroan dalam dua
bahasa yaitu Bahasa Indonesia dan Bahasa Inggris. Pedoman Kerja
tersebut dievaluasi secara berkala agar sejalan dengan prinsip-
prinsip hukum perusahaan, ketentuan anggaran dasar, peraturan
perundang-undangan yang berlaku, arahan dari pemegang saham
serta best practices tata kelola perusahaan.
Adapun ruang lingkup pedoman kerja Dewan Komisaris, meliputi
sebagai berikut:
1. Fungsi Dewan Komisaris
2. Tugas dan Kewajiban Dewan Komisaris
3. Hak dan Wewenang Dewan Komisaris
4. Pembagian Kerja Dewan Komisaris
5. Persyaratan Dewan Komisaris
6. Pengangkatan Dewan Komisaris
7. Keanggotaan Dewan Komisaris
8. Rangkap Jabatan
9. Masa Jabatan Dewan Komisaris
10. Pemberhentian Anggota Dewan Komisaris
11. Pengunduran Diri Anggota Dewan Komisaris
12. Pengisian Jabatan Lowong Anggota Dewan Komisaris
13. Keadaan Seluruh Anggota Dewan Komisaris Lowong
14. Komisaris Independen
15. Pengungkapan Kepemilikan Saham dan Hubungan Afiliasi
16. Program Pengenalan dan Peningkatan Kapabilitas
17. Waktu Kerja Dewan Komisaris
18. Etika Jabatan Dewan Komisaris
19. Rapat Dewan Komisaris
20. Evaluasi Kinerja Dewan Komisaris
21. Pertanggungjawaban Dewan Komisaris
22. Organ Pendukung Dewan Komisaris
23. Evaluasi Kinerja Komite Dewan Komisaris
TUGAS, KEWAJIBAN, DAN WEWENANG DEWAN KOMISARIS
Dewan Komisaris bertugas mengawasi dan memberikan nasihat
kepada Direksi sebagai pengurus Perseroan yang pelaksanaan
tugas, tanggung jawab, dan kewenangannya dilaporkan kepada
RUPS. Untuk melaksanakan tugas dan tanggung jawabnya, lingkup
pekerjaan Dewan Komisaris antara lain:
1. Memberikan putusan terhadap usulan perbuatan hukum
Direksi yang memerlukan persetujuan tertulis.
2. Memberikan tanggapan tertulis, untuk memberikan
pendapat dan saran kepada RUPS atau usulan perbuatan
hukum yang akan dilaksanakan oleh Direksi yang diajukan
kepada RUPS untuk mendapatkan persetujuan.
242 Annual Report 2019 Laporan Tahunan
BOARD OF COMMISSIONERS CHARTER
The Board of Commissioners of the Company has a Work Manual
(Board Manual) which serves as a reference for the Board of
Commissioners in carrying out their duties to be in line with GCG
practices. The Board of Commissioners' Work Guidelines were
signed by the Board of Commissioners on January 2, 2018 which is
an update of the guidelines previously dated January 1, 2015 and
has been published on the Company's website in two languages
namely Indonesian and English. The Work Guidelines are regularly
evaluated so that they are in line with the principles of corporate
law, provisions of the articles of association, applicable laws and
regulations, directives from shareholders and best practices of
corporate governance.
The scope of the work guidelines for the Board of Commissioners
includes the following:
1. Function of the Board of Commissioners
2. Duties and Obligations of the Board of Commissioners
3. Rights and Powers of the Board of Commissioners
4. The Division of Work of the Board of Commissioners
5. Requirements of the Board of Commissioners
6. Appointment of the Board of Commissioners
7. Membership of the Board of Commissioners
8. Double Position
9. Term of Office of the Board of Commissioners
10. Dismissal of Members of the Board of Commissioners
11. Resignation of Members of the Board of Commissioners
12. Completion of Position for Member of the Board of
Commissioners
13. The Condition of All Members of the Board of Commissioners
14. Independent Commissioner
15. Disclosure of Share Ownership and Affiliation Relations
16. Capability Introduction and Enhancement Program
17. Board of Commissioners' Working Time
18. Ethics of Board of Commissioners Position
19. Board of Commissioners Meeting
20. Evaluation of the Performance of the Board of Commissioners
21. Accountability of the Board of Commissioners
22. Supporting Organs of the Board of Commissioners
23. Evaluation of the Performance of the Board of Commissioners'
Committees
DUTIES, OBLIGATIONS, AND AUTHORITY OF THE BOARD
OF COMMISSIONERS
The Board of Commissioners has the task of supervising and
giving advice to the Directors as the management of the Company
whose duties, responsibilities and authorities are reported to
the GMS. To carry out its duties and responsibilities, the scope
of work of the Board of Commissioners includes:
1. Give a decision on the proposed legal action Directors who
need written approval.
2. Provide written responses, to provide opinions and
suggestions to the GMS or proposed legal actions to be
carried out by the Directors submitted to the GMS for
approval.
PT Elnusa Tbk
3. Memastikan efektivitas sistem pengendalian internal.
4. Melakukan penilaian kinerja Direksi dan dilaporkan kepada
RUPS.
5. Memberikan arahan hal-hal penting mengenai perubahan
lingkungan bisnis yang diperkirakan akan berdampak besar
pada usaha dan kinerja Perusahaan, secara tepat waktu dan
relevan, maupun arahan strategis lainnya yang diperlukan.
Kemudian, selain wajib melaksanakan tugas dan tanggung
jawabnya, Dewan Komisaris juga memiliki wewenang antara lain:
1. Melihat buku, surat serta dokumen lainnya, memeriksa kas
untuk keperluan verifikasi dan lain-lain, surat berharga dan
pemeriksaan kekayaan Perseroan.
2. Meminta penjelasan Direksi dan/atau pejabat lainnya
mengenai segala persoalan yang menyangkut pengelolaan
Perseroan.
3. Mengetahui segala kebijakan dan tindakan yang telah dan
akan dijalankan oleh Direksi.
4. Memberhentikan untuk sementara waktu seorang atau
lebih anggota Direksi dengan alasan tertentu sesuai dengan
Anggaran Dasar.
5. Menunjuk salah seorang anggota Direksi untuk menjalankan
pekerjaan anggota Direksi lainnya, dalam hal jabatan salah
seorang anggota Direksi lowong sesuai dengan Anggaran
Dasar.
6. Mendapatkan informasi mengenai kondisi Anak Perusahaan
dari Direksi Anak Perusahaan.
7. Memberikan persetujuan atau penolakan secara tertulis
terhadap rencana Direksi, di antaranya untuk mendirikan
Anak Perusahaan dan melepaskan aktiva tetap sesuai
batasan kewenangan yang telah ditetapkan.
PEMBAGIAN TUGAS DAN TANGGUNG JAWAB
DEWAN KOMISARIS
Dewan Komisaris mengatur sendiri pembagian kerja di antara para
anggota dan untuk kelancaran tugasnya, Dewan Komisaris wajib
membentuk Komite Audit, Komite Nominasi dan Remunerasi
serta membentuk Komite lainnya. Jika dianggap perlu dalam
melaksanakan tugasnya Dewan Komisaris dapat memperoleh
bantuan tenaga ahli untuk hal tertentu dan jangka waktu tertentu
atas beban Perseroan.
Namun demikian, fokus bidang pengawasan masing-masing
anggota Dewan Komisaris mengacu pada pembagian peran
sebagai ketua dan anggota dari Komite Penunjang Dewan
Komisaris sesuai kompetensi dan pengalaman yang dimiliki.
PROGRAM ORIENTASI BAGI KOMISARIS BARU
Perseroan melaksanakan program pengenalan bagi anggota
Dewan Komisaris yang baru dengan tujuan memberikan gambaran
atas aktivitas bisnis, rencana perusahaan ke depan, pedoman kerja
dan hal lainnya yang menjadi tanggung jawab Dewan Komisaris.
Program pengenalan disusun dan disampaikan oleh Corporate
Secretary dalam bentuk tampilan presentasi serta hard copy,
meliputi:
PT Elnusa Tbk
3. Ensuring the effectiveness of the internal control system.
4. Conduct an assessment of the performance of the Directors
and be reported to the GMS.
5. Provide direction on important matters regarding changes in the
business environment that are expected to have a major impact
on the Company's business and performance, in a timely and
relevant manner, as well as other strategic directions needed.
Then, in addition to being required to carry out its duties and
responsibilities, the Board of Commissioners also has the authority to:
1. Looking at books, letters and other documents, checking
cash for verification and other purposes, securities and
examining the Company's assets.
2. Request clarification from the Board of Directors and/
or other officials regarding all matters relating to the
management of the Company.
3. Knowing all policies and actions that have been and will be
carried out by the Directors.
4. Temporarily dismiss one or more members of the Board of
Directors for certain reasons in accordance with the Articles
of Association.
5. Appoint one member of the Board of Directors to carry out the
work of another member of the Board of Directors, in the case
that the position of one member of the Board of Directors is
vacant in accordance with the Articles of Association.
6. Obtain information about the condition of the Subsidiary
from the Directors of the Subsidiary.
7. Giving approval or rejection in writing to the Board of
Directors' plans, including establishing a Subsidiary and
releasing fixed assets according to established authority.
DISTRIBUTION OF DUTIES AND RESPONSIBILITIES OF
THE BOARD OF COMMISSIONERS
The Board of Commissioners manages the division of labor among
the members and for the smooth running of their duties, the
Board of Commissioners must establish an Audit Committee,
Nomination and Remuneration Committee and form other
Committees. If deemed necessary in carrying out its duties the
Board of Commissioners can obtain expert assistance for certain
matters and certain periods at the Company's expense.
However, the focus of the supervision area of each member of
the Board of Commissioners refers to the division of roles as
chairman and members of the Board of Commissioners' Supporting
Committees according to their competence and experience.
ORIENTATION PROGRAM FOR NEW COMMISSIONERS
The Company implements an introduction program for new
members of the Board of Commissioners with the aim of providing
an overview of business activities, future company plans, work
guidelines and other matters that are the responsibility of the Board
of Commissioners. The introduction program was prepared and
delivered by the Corporate Secretary in the form of a presentation
and hard copy, including:
Annual Report 2019 Laporan Tahunan 243
 TATA KELOLA PERUSAHAAN
Good Corporate Governance

1. Profil Perseroan 1. Company Profile

2. Update Kinerja Perseroan 2. Update on Company Performance
3. Code of Conduct 3. Code of Conduct
4. Board Manual 4. Board Manual
5. Health, Safety, Security & Environment 5. Health, Safety, Security & Environment
6. Rencana Kerja dan Anggaran (RKAP) 6. Work Plan and Budget (RKAP)
7. Rencana Jangka Panjang Perusahaan 7. Long-term Corporate Plan

Di tahun 2019 Program Pengenalan Perseroan terhadap Dewan In 2019 the Company's Introduction to the Board of Commissioners
Komisaris yang baru dilakukan pada tanggal 22 April 2019 yang program was only carried out on April 22, 2019. 2 Commissioners
diikuti oleh 2 orang Komisaris, sebagai berikut: participated in the program, as follows:

Nama Jabatan Tanggal Pelaksanaan

No.
Name Position Program Date
1. Anis Baridwan Komisaris Independen 22 April 2019
Independent Commissioner April 22, 2019
2. Antonius Ratdomopurbo Komisaris 22 April 2019
Commissioner April 22, 2019

PENINGKATAN KOMPETENSI DEWAN KOMISARIS COMPETENCE IMPROVEMENT OF THE BOARD OF COMMISSIONERS

Perseroan senantiasa memfasilitasi pelaksanaan program
pengembangan sumber daya manusia mulai dari level teratas
hingga bawah sebagai bentuk komitmen Perseroan dalam
menciptakan SDM yang unggul dan berdaya saing. Tentang
kegiatan peningkatan kompetensi yang diikuti Dewan Komisaris
di sepanjang tahun 2019 dapat dilihat pada bab Profil Perusahaan
dalam laporan tahunan ini.
The Company always facilitates the implementation of human
resource development programs starting from the top level to
the bottom as a form of the Company's commitment to create
superior and competitive human resources. Concerning the
competency improvement activities undertaken by the Board
of Commissioners throughout 2019, can be seen in the chapter
on Company Profile in this annual report.

PELAKSANAAN TUGAS DEWAN KOMISARIS TAHUN 2019
Uraian pelaksanaan tugas tahun 2019 dapat dilihat sebagai
berikut:
1. Realisasi Rencana Kerja Dewan Komisaris
a. Membuat laporan pelaksanaan pengawasan Dewan
Komisaris Tahun Buku 2018.
b. Melakukan kajian dan memonitor kinerja Perseroan
setiap bulan.
c. Mengevaluasi dan memberikan keputusan atas
proposal investasi yang diajukan Direksi.
d. Mengevaluasi dan memberikan persetujuan Rencana
Kerja dan Anggaran Perusahaan Tahun Buku 2020.
e. Menetapkan KAP untuk melakukan audit 31 Desember 2019.
f. Membuat Rencana Kerja dan Anggaran Dewan Komisaris
Tahun Buku 2020
IMPLEMENTATION OF THE BOARD OF COMMISSIONERS'
TASKS IN 2019
A description of the implementation of the assignment in 2019
can be seen as follows:
1. Realization of the Board of Commissioners Work Plan
a. Making a report on the implementation of the Board
of Commissioners' supervision for Fiscal Year 2018.
b. Reviewing and monitoring the performance of the
Company every month.
c. Evaluating and providing decisions on investment
proposals submitted by the Directors.
d. Evaluating and approving the Corporate Work Plan and
Budget for Fiscal Year 2020.
e. Choosing a KAP to perform audit on December 31,
2019.
f. Making Board of Commissioners Work Plan and Budgt
for Fiscal Year 2020.

2. Kunjungan Kerja Dewan Komisaris 2. Board of Commissioner’s Work Visit

Lokasi Kunjungan Kerja Tanggal
Work Visit Location Date
PT Patra Nusa Data 21 Agustus 2019
August 21, 2019
PT Sigma Cipta Utama 21 Agustus 2019
August 21, 2019
PT Elnusa Petrofin 3 Desember 2019
December 3, 2019
Peserta Kunjungan Kerja
Work Visit Participant
Dewan Komisaris
Board of Commissioners
Dewan Komisaris
Board of Commissioners
Dewan Komisaris, Komite di Bawah Dewan Komisaris
Board of Commissioners and the committees below it

244 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

3. Rekomendasi Dewan Komisaris
a. Perseroan sebagai perusahaan terbuka dalam
menjalankan Perusahaan sedapat mungkin sesuai
dengan peraturan dan perundang-undangan yang
berlaku serta tata kelola perusahaan yang baik (Good
Corporate Governance).
b. Health, Safety, Security and Environment merupakan
aspek mendasar dalam operasional Perseroan. Seluruh
entitas Perseroan dari mulai pekerja di lapangan hingga
pihak manajemen, serta kontraktor pihak ketiga
yang terlibat dengan kegiatan Perseroan diwajibkan
mematuhi implementasi HSSE.
PENILAIAN KINERJA KOMITE DI BAWAH DEWAN KOMISARIS
Evaluasi terhadap kinerja anggota komite di bawah Dewan
Komisaris dilakukan melalui penilaian antara lain meliputi
kehadiran dalam rapat, kemampuan bekerja sama dan
berkomunikasi secara aktif sesama anggota komite, integritas,
kemampuan memahami visi, misi, dan rencana strategis Perseroan
serta kualitas atas saran/rekomendasi yang diberikan terkait
program kerja masing-masing komite.
Dalam melaksanakan tugasnya, Dewan Komisaris dibantu tiga
Komite sebagai organ pendukung Dewan Komisaris yaitu:
1. Komite Audit yang dalam melaksanakan tugas dan tanggung
jawab serta kewenangannya dilakukan sesuai dengan Piagam
Komite Audit.
2. Komite Nominasi dan Remunerasi yang berfungsi membantu
Dewan Komisaris dalam pelaksanaan penetapan nominasi
dan remunerasi Dewan Komisaris dan Direksi Perseroan.
3. Komite Manajemen Risiko yang berfungsi membantu
Dewan Komisaris memberikan masukan serta melakukan
evaluasi sistem pengelolaan risiko, pengawasan internal dan
menyediakan informasi kepada Dewan Komisaris mengenai
masalah-masalah terkait untuk mengantisipasi risiko yang
mungkin akan terjadi.
Dewan Komisaris memandang bahwa setiap komite tersebut
telah menjalankan tugas dan tanggung jawabnya sesuai dengan
ketentuan Tata Kelola Perusahaan yang Baik dan memberikan
masukan yang bernilai tambah bagi Dewan Komisaris dalam
menjalankan fungsi pengawasannya. Sesuai dengan piagam
komite masing-masing, setiap komite bekerja aktif membantu
Dewan Komisaris dalam melakukan analisis, evaluasi dan kajian
dalam rangka menyiapkan masukan sebagai pertimbangan Dewan
Komisaris terkait dengan permintaan persetujuan, dukungan,
saran dan tanggapan dari Direksi.
PT Elnusa Tbk
3. Recommendations from the Board of Commissioners
a. The Company as a public company should, as far as
possible, be ran in accordance with applicable laws
and regulations as well as good corporate governance.
b. Health, Safety, Security and Environment are
fundamental aspects in the Company's operations. All
Company entities, from field workers to management,
as well as third party contractors involved in the
Company's activities are required to comply with HSSE
implementation.
COMMITTEE PERFORMANCE EVALUATION UNDER
THE BOARD OF COMMISSIONERS
Evaluation of the performance of committee members under the
Board of Commissioners is carried out through assessments which
include attendance at meetings, ability to cooperate and actively
communicate with fellow committee members, integrity, ability
to understand the Company's vision, mission, and strategic plan
as well as the quality of suggestions/recommendations given
related to the work program of each committee.
In carrying out its duties, the Board of Commissioners is assisted
by three Committees as supporting organs for the Board of
Commissioners, namely:
1. The Audit Committee, whose tasks and responsibilities are
carried out in accordance with the Audit Committee Charter.
2. The Nomination and Remuneration Committee whose function
is to assist the Board of Commissioners in implementing the
determination of the nomination and remuneration of the
Company's Board of Commissioners and Directors.
3. The Risk Management Committee, which functions to assist
the Board of Commissioners, provide input and evaluate the
risk management system, internal supervision and provide
information to the Board of Commissioners regarding issues
related to anticipating risks that may occur.
The Board of Commissioners considers that each of these
committees has carried out their duties and responsibilities in
accordance with the provisions of Good Corporate Governance
and provided valuable added input for the Board of Commissioners
in carrying out their supervisory functions. In accordance with
the respective committee charter, each committee works actively
to assist the Board of Commissioners in conducting analysis,
evaluation and study in order to prepare input as a consideration
of the Board of Commissioners related to requests for approval,
support, suggestions and responses from the Directors.
Annual Report 2019 Laporan Tahunan 245
 TATA KELOLA PERUSAHAAN
Good Corporate Governance

DIREKSI THE BOARD OF DIRECTORS

Direksi adalah organ perusahaan yang bertugas dan bertanggung
jawab secara kolektif untuk melakukan pengelolaan atas Perseroan
untuk kepentingan dan tujuan Perseroan sesuai dengan ketentuan
Anggaran Dasar serta melaksanakan GCG pada seluruh tingkatan
atau jenjang organisasi. Dalam melaksanakan tugasnya Direksi
bertanggung jawab kepada RUPS sebagi bentuk perwujudan
akuntabilitas pengelolaan perusahaan sesuai dengan prinsip-
prinsip tata kelola perusahaan.
The Board of Directors is a corporate organ that is tasked with
and is collectively responsible for managing the Company for the
interests and objectives of the Company in accordance with the
provisions of the Articles of Association and implementing GCG
at all levels or levels of the organization. In carrying out its duties
the Board of Directors is responsible to the GMS as a form of
the realization of the accountability of company management in
accordance with the principles of corporate governance.

DASAR HUKUM PENGANGKATAN DIREKSI LEGAL BASIS FOR APPOINTMENT OF DIRECTORS

1. Undang-Undang No. 40 Tahun 2007 tentang Perseroan Terbatas
2. Peraturan Otoritas Jasa Keuangan No. 33/POJK.04/2014
tentang Direksi dan Dewan Komisaris Emiten atau
Perusahaan Publik.
3. Anggaran Dasar Perseroan sebagaimana telah diubah dengan
Akta No. 29 tanggal 11 April 2019.
1. Law No. 40 of 2007 concerning Limited Liability Companies
2. Financial Services Authority Regulation No. 33/POJK.04/2014
concerning Directors and Board of Commissioners of Issuers
or Public Companies.
3. The Company's Articles of Association as amended by Deed
No. 29 dated April 11, 2019.

MASA JABATAN DIREKSI TERM OF OFFICE OF DIRECTORS

Berdasarkan Anggaran Dasar Perseroan, anggota Direksi menjabat Based on the Company's Articles of Association, members of the
untuk jangka waktu terhitung sejak tanggal ditetapkan oleh RUPS Board of Directors hold office for a period commencing from the
dan berakhir pada penutupan RUPS Tahunan yang ke-3 setelah date set by the GMS and ending at the close of the 3rd Annual
pengangkatannya. GMS after their appointment.

KOMPOSISI DAN SUSUNAN DIREKSI TAHUN 2019 COMPOSITION OF DIRECTORS IN 2019

Komposisi Direksi Perseroan harus sedemikian rupa disesuaikan
dengan besarnya kegiatan kompleksitas bisnis Perseroan dan
struktur organisasi sehingga memungkinkan pengambilan putusan
yang efektif, tepat dan cepat dalam rangka pencapaian tujuan-
tujuan Perseroan.
The composition of the Company's Board of Directors must be
adjusted in accordance with the magnitude of the Company's
business complexity activities and organizational structure so as
to enable effective, precise and fast decision making in order to
achieve the Company's objectives.

Berdasarkan Anggaran Dasar Perseroan dan Keputusan RUPS
Tahunan yang dilaksanakan pada tanggal 11 April 2019 yang
tertuang dalam Akta Notaris Nomor 29 tanggal 11 April 2019
yang dibuat oleh Notaris Aulia Taufani S.H. ditetapkan 4 (empat)
orang sebagai anggota Direksi yang bertugas untuk melakukan
pengurusan Perseroan.
Based on the Company's Articles of Association and the Resolution
of the Annual General Meeting of Shareholders held on April
11, 2019 as stipulated in Notarial Deed No. 29 dated April 11,
2019 made by Notary Aulia Taufani, S.H, 4 (four) members were
appointed as members of the Board of Directors in charge of
managing the Company.

Adapun komposisi dan susunan Direksi per 31 Desember 2019 The composition of the Board of Directors as of December 31,
adalah sebagai berikut: 2019 is as follows:

Komposisi dan Susunan Direksi per 31 Desember 2019

Composition of the Board of Directors as of December 31, 2019

Nama Dasar Pengangkatan Jabatan Periode Jabatan

Name Appointment Basis Position Position Period
Elizar Akta Pernyataan Keputusan Rapat No. 30 tanggal 11 April 2019 yang dibuat Direktur Utama Ke-1
Parlindungan dihadapan Aulia Taufani, S.H. Notaris di Kota Administrasi Jakarta Selatan President Director 1st
Hasibuan Deed of Resolutions No. 30 dated April 11, 2019 made before Aulia Taufani,
S.H. Notary in South Jakarta Administrative City
Hery Setiawan Akta Pernyataan Keputusan Rapat No. 36 tanggal 31 Agustus 2018 yang dibuat Direktur Keuangan Ke-1
dihadapan Aulia Taufani, S.H. Notaris di Kota Administrasi Jakarta Selatan Director of Finance 1st
Deed of Resolutions No. 36 dated August 31, 2018 which was made before
Aulia Taufani, S.H. Notary in South Jakarta Administrative City
RM Happy Akta Pernyataan Keputusan Rapat No. 73 tanggal 19 Mei 2017 yang dibuat Direktur SDM & Umum Ke-1
Paringhadi dihadapan Fathiah Helmy, S.H. Notaris di Kota Administrasi Jakarta Selatan Director of Human Resources 1st
Deed of Resolutions No. 73 dated May 19, 2017 made before Fathiah Helmy, and General Affairs
S.H. Notary in South Jakarta Administrative City

246 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 Komposisi dan Susunan Direksi per 31 Desember 2019
Composition of the Board of Directors as of December 31, 2019

Nama Dasar Pengangkatan Jabatan Periode Jabatan

Name Appointment Basis Position Position Period
Arief Riyanto Akta Pernyataan Keputusan Rapat No. 36 tanggal 31 Agustus 2018 yang dibuat Direktur Pengembangan Usaha Ke-1
dihadapan Aulia Taufani, S.H. Notaris di Kota Administrasi Jakarta Selatan merangkap Direktur Operasi 1st
Deed of Resolutions No. 36 dated August 31, 2018 which was made before Director of Business
Aulia Taufani, S.H. Notary in South Jakarta Administrative City Development concurrently as
Director of Operations

Profil seluruh anggota Dewan Komisaris dapat dilihat pada bab The profiles of all members of the Board of Directors can be seen
Profil Perusahaan pada Laporan Tahunan ini. in the Company Profile chapter in this Annual Report.

KRITERIA DAN PERSYARATAN DIREKSI DIRECTORS' CRITERIA AND REQUIREMENTS

Seluruh anggota Direksi yang diangkat dan diberhentikan oleh
RUPS telah sesuai dengan Anggaran Dasar Perseroan serta sesuai
dengan persyaratan yang terdapat dalam Peraturan Otoritas Jasa
Keuangan Nomor 33/POJK.04/2014 tentang Direksi dan Dewan
Komisaris Emiten atau Perusahaan Publik.
All members of the Board of Directors who are appointed and
dismissed by the GMS complied with the Company's Articles of
Association and the requirements contained in the Financial Services
Authority Regulation Number 33/POJK.04/2014 concerning Directors
and Board of Commissioners of Issuers or Public Companies.

Direksi harus memenuhi syarat umum dan syarat khsusus yang
juga tertuang dalam Board Manual Perseroan, yang mencakup
antara lain:
1. Persyaratan umum:
a. Orang perseorangan;
b. Memiliki akhlak, moral dan integritas yang baik;
c. Mampu melaksanakan perbuatan hukum;
d. Tidak pernah dinyatakan pailit oleh pengadilan dalam
waktu lima tahun terakhir sebelum pencalonan;
e. Tidak pernah menjadi Direktur yang dinyatakan
bersalah oleh Pengadilan dalam waktu lima tahun
terakhir sebelum pencalonan;
f. Tidak boleh ada hubungan keluarga sedarah sampai dengan
derajat ketiga, baik menurut garis lurus maupun garis ke
samping atau hubungan semenda (menantu atau ipar)
dengan Direktur lain dan/atau Anggota Dewan Komisaris;
g. Tidak boleh merangkap jabatan lain yang dapat
menimbulkan benturan kepentingan secara langsung
atau tidak langsung dengan Perseroan dan atau yang
bertentangan dengan ketentuan peraturan perundang-
undangan yang berlaku;
h. Memiliki integritas dan moral yang baik;
i. Berwatak baik dan mempunyai kemampuan untuk
mengembangkan usaha guna kemajuan Perseroan;
j. Memiliki kompetensi, yaitu kemampuan dan
pengalaman dalam bidang-bidang yang menunjang
pelaksanaan tugas dan kewajiban Direksi;
k. Memiliki komitmen untuk mematuhi peraturan
perundang-undangan yang berlaku;
l. Bukan pengurus partai politik dan/atau calon anggota
legislatif.
2. Persyaratan khusus:
a. Memiliki pengalaman menangani korporasi sebagai
senior management dan dapat memberikan
rekomendasi dan solusi yang diperlukan;
b. Memahami ketentuan-ketentuan terkait dengan
perusahaan terbuka dan pasar modal;
c. Berani dan cepat (less bureaucracy) di dalam
pengambilan keputusan;
The Board of Directors must meet the general requirements and
special requirements which are also stipulated in the Company's
Board Manual, which include:
1. General requirements:
a. An individual;
b. Having good character, morals and integrity;
c. Able to carry out legal actions;
d. The court has never declared bankruptcy in the last
five years before the nomination;
e. Has never been a Director found guilty by the Court in
the past five years prior to nomination;
f. There must not be blood relations up to the third degree,
either in a straight line or sideways line or in a relationship
(son-in-law or brother-in-law) with other Directors and/
or Members of the Board of Commissioners;
g. May not concurrently hold another position that may
cause a conflict of interest directly or indirectly with the
Company and or which is in conflict with the provisions
of the applicable laws and regulations;
h. Having integrity and good morals;
i. Having a good character and having the ability to
develop a business for the progress of the Company;
j. Having competence, namely the ability and experience
in fields that support the implementation of the duties
and obligations of the Board of Directors;
k. Having a commitment to comply with applicable laws
and regulations;
l. Not a political party administrator and/or candidate
legislative member.
2. Special requirements:
a. Having experience handling corporations as senior
management and can provide recommendations and
solutions as needed;
b. Understand the provisions relating to publicly listed
companies and capital markets;
c. Daring and fast (less bureaucracy) in decision making;

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 247

 TATA KELOLA PERUSAHAAN
Good Corporate Governance
d. Mempunyai rekam jejak yang bersih dari aspek integritas;
e. Memiliki leadership, sense of enterpreneurship dan
pengalaman;
f. Networking yang memadai dan interpersonal skill.
3. Pertimbangan lainnya:
Keberagaman komposisi anggota Direksi dapat
digunakan sebagai salah satu bahan pertimbangan dalam
proses nominasi dan suksesi anggota Direksi dengan
memperhatikan pengetahuan, keahlian dan pengalaman
yang sesuai dengan kebutuhan dan kondisi perusahaan
sehingga mendapatkan komposisi yang optimal serta
efektifitas dalam pengambilan keputusan. Direksi Perseroan
diwajibkan untuk menandatangani surat pernyataan terkait
dengan pemenuhan persyaratan tersebut di atas dan
didokumentasikan oleh Perseroan.
Pengangkatan Direksi Perseroan telah melalui proses fit & proper
test (uji kemampuan dan kepatutan) yang dilakukan oleh pemegang
saham pengendali sesuai dengan peraturan perundangan-undangan
yang berlaku dan ketentuan tata kelola perusahaan, untuk kemudian
diajukan kepada RUPS untuk dilakukan proses selanjutnya.
Berikut adalah status uji kemampuan dan kepatutan Direksi
Perseroan yang menjabat sampai dengan akhir Desember 2019:
Nama Jabatan
Name Position
Elizar Parlindungan Hasibuan Direktur Utama
President Director
Hery Setiawan Direktur Keuangan
Director of Finance
RM Happy Paringhadi Direktur SDM & Umum
Director of Human Resources and General Affairs
Arief Riyanto Direktur Pengembangan Usaha merangkap Direktur Operasi
Director of Business Development concurrently as Director
of Operations
Keterangan terkait dengan keberagaman dalam pendidikan,
pengalaman kerja dan usia dapat dilihat secara rinci pada Bab
Profil Perusahaan, Sub Bab Identitas dan riwayat hidup singkat
anggota Direksi.
PEDOMAN DAN TATA TERTIB KERJA DIREKSI
Direksi Perseroan memiliki Pedoman Kerja (Board Manual) yang
digunakan sebagai acuan dalam menjalankan tugas, tanggung
jawab dan wewenangnya, Direksi berpedoman pada Board
Manual. Board Manual tersebut berisi tentang petunjuk tata
laksana kerja Direksi serta menjelaskan tahapan aktivitas secara
terstruktur, sistematis, mudah dipahami dan dapat dijalankan
dengan konsisten untuk menjadi acuan bagi Direksi dalam
melaksanakan tugas sesuai dengan standar prinsip tata kelola
perusahaan untuk mencapai visi misi Perusahaan. Board Manual
tersebut senantiasa dilakukan evaluasi secara berkala agar sejalan
dengan perubahan peraturan perundang-undangan yang berlaku
dan praktik terbaik tata kelola Perusahaan yang disesuaikan
dengan kebutuhan Perseroan.
Board Manual disusun berdasarkan prinsip-prinsip hukum
perusahaan, ketentuan anggaran dasar, peraturan perundang-
undangan yang berlaku, arahan dari pemegang saham serta best
practices tata kelola perusahaan.
248 Annual Report 2019 Laporan Tahunan
d. Having a clean track record of integrity aspects;
e. Have leadership, sense of entrepreneurship and
experience;
f. Adequate networking and interpersonal skills.
3. Other considerations:
The diversity of the composition of the members of the Board
of Directors can be used as one of the considerations in the
process of nomination and succession of members of the
Board of Directors by taking into account the knowledge,
expertise and experience in accordance with the needs
and conditions of the company so as to obtain an optimal
composition and effectiveness in decision making. The
Company's Directors are required to sign a statement
relating to the fulfillment of the above requirements and
are documented by the Company.
The appointment of the Board of Directors of the Company
has gone through a fit & proper test process carried out by the
controlling shareholder in accordance with applicable laws and
regulations and corporate governance provisions, and then
submitted to the GMS for further processing.
The following is the status of the fit and proper test of the Company's
Directors who have served until the end of December 2019:
Hasil fit & proper test Pelaksana
Fit & proper test result Test implementor
Lulus PT Pertamina
Passed (Persero) selaku
Lulus Pemegang Saham
Passed Pengendali
PT Pertamina
Lulus
(Persero) as
Passed
the Controlling
Lulus Shareholders.
Passed
Information related to diversity in education, work experience
and age can be seen in detail in the Company Profile Chapter,
Identity Sub-Chapter and a brief curriculum vitae of members
of the Board of Directors.
DIRECTORS' GUIDELINES AND RULES OF WORK
The Board of Directors of the Company has a Work Manual
(Board Manual) which is used as a reference in carrying out
its duties, responsibilities and authorities. Thus, the Board of
Directors’ work is guided by the Board Manual. The Board Manual
contains guidelines for the work procedures of the Directors and
explains the stages of activities that are structured, systematic,
easy to understand and can be carried out consistently to be a
reference for Directors in carrying out tasks in accordance with
the standards of corporate governance principles to achieve the
Company's vision and mission. The Board Manual is regularly
evaluated so that it is in line with changes in applicable laws and
best practices of corporate governance that are tailored to the
needs of the Company.
The Board Manual is prepared based on the principles of corporate
law, provisions of the articles of association, applicable laws and
regulations, directives from shareholders and best practices of
corporate governance.
PT Elnusa Tbk
Adapun ruang lingkup pedoman kerja Direksi, meliputi sebagai
berikut:
1. Fungsi Direksi
2. Tugas dan Kewajiban Direksi
3. Hak dan Wewenang Direksi
4. Persyaratan Direksi
5. Proses Pengangkatan Direksi
6. Keanggotaan Direksi
7. Rangkap Jabatan Direksi
8. Masa Jabatan Direksi
9. Pemberhentian Anggota Direksi
10. Pengunduran Diri Anggota Direksi
11. Keadaan Anggota Direksi Lowong
12. Pengalihan Tugas Sementara Anggota Direksi
13. Rencana Pergantian atau Perubahan Direksi
14. Independensi Direksi
15. Pengungkapan Kepemilikan Saham dan Hubungan Afiliasi
16. Program Pengenalan dan Peningkatan Kapabilitas
17. Waktu Kerja Anggota DIreksi
18. Etika Jabatan Direksi
19. Penetapan Kebijakan Pengurusan Perusahaan oleh Direksi
20. Pendelegasian Wewenang di antara Direktur Perusahaan
21. Komposisi dan Pembagian Tugas Direksi
22. Rapat Direksi
23. Organ Pendukung Direksi
24. Hubungan Kerja antara Dewan Komisaris dan Direksi
25. Evaluasi Kinerja Direksi
26. Pertanggungjawaban Direksi
TUGAS, KEWAJIBAN, DAN WEWENANG DIREKSI
Direksi menjalankan tugas dan kewenangan pengurusan
Perseroan untuk tujuan dan kepentingan Perseroan termasuk
mewakili Perseroan baik di dalam maupun di luar pengadilan.
1. Prinsip dasar pelaksanaan tugas dan kewajiban Direksi
Perseroan sebagai berikut:
a. Bertanggungjawab penuh dalam melaksanakan
tugasnya untuk kepentingan dan usaha Perseroan
dalam mencapai maksud dan tujuannya;
b. Memimpin dan mengurus Perseroan sesuai dengan
maksud dan tujuan Perseroan dan senantiasa berusaha
meningkatkan efisiensi dan efektifitas Perseroan;
c. Menguasai, memelihara, dan mengurus kekayaan
d. Perseroan;
e. Dalam setiap pengambilan keputusan/tindakan, harus
mempertimbangkan risiko usaha.
2. Dalam melaksanakan tugas dan kewajiban tersebut, Direksi
Perseroan wajib memperhatikan kebijakan umum yang diatur
dalam pedoman kerja (board manual) Perseroan sebagai berikut:
a. Dengan itikad baik dan penuh tanggung jawab
menjalankan tugas untuk kepentingan Perseroan;
b. Tunduk pada ketentuan peraturan perundang-undangan
yang berlaku, Anggaran Dasar dan keputusan RUPS serta
memastikan seluruh aktivitas Perseroan telah sesuai
dengan ketentuan peraturan perundang-undangan yang
berlaku, Anggaran Dasar dan keputusan RUPS;
c. Menerapkan Good Corporate Governance secara konsisten;
d. Mematuhi peraturan internal Perseroan;
PT Elnusa Tbk
The scope of the Board of Directors' work guidelines includes
the following:
1. Function of the Board of Directors
2. Duties and Obligations of Directors
3. Rights and Powers of Directors
4. Requirements for the Directors
5. Process of Appointing Directors
6. Membership of the Directors
7. Multiple Directors' Positions
8. Term of Office of Directors
9. Dismissal of members of the Board of Directors
10. Resignation of Members of the Board of Directors
11. Condition of Members of the Board of Directors Lowong
12. Temporary Transfer of Duties of Members of the Board of Directors
13. Change or Change Board of Directors Plans
14. Independence of the Directors
15. Disclosure of Share Ownership and Affiliation Relations
16. Capability Introduction and Enhancement Program
17. Working Hours of Directors
18. Ethics of Directors' Position
19. Determination of Company Management Policies by the Directors
20. Delegation of Authority Among Company Directors
21. Composition and Division of Duties of Directors
22. Directors' Meeting
23. Supporting Organs of the Directors
24. Work Relationship between the Board of Commissioners
and the Board of Directors
25. Evaluate Directors' Performance
26. Accountability of the Directors
DUTIES, OBLIGATIONS, AND AUTHORITY OF THE DIRECTORS
The Board of Directors carries out the duties and authority of managing
the Company for the purposes and interests of the Company, including
representing the Company both inside and outside the court.
1. The basic principles of carrying out the duties and obligations
of the Company's Directors are as follows:
a. Fully responsible for carrying out their duties for the
interests and efforts of the Company in achieving its
goals and objectives;
b. To lead and manage the Company in accordance with the
aims and objectives of the Company and to always strive to
improve the efficiency and effectiveness of the Company;
c. Control, maintain, and manage wealth
d. Company;
e. In every decision/action, business risks must be
considered.
2. In carrying out these duties and obligations, the Company's
Directors must pay attention to the general policies stipulated
in the Company's work guidelines (board manual) as follows:
a. In good faith and full responsibility for carrying out
tasks for the benefit of the Company;
b. Subject to the provisions of the applicable laws and
regulations, the Articles of Association and RUPS decisions
and ensure that all of the Company's activities are in
accordance with the provisions of the prevailing laws and
regulations, the Articles of Association and RUPS decisions;
c. Implement Good Corporate Governance consistently;
d. Comply with the Company's internal regulations;
Annual Report 2019 Laporan Tahunan 249
 TATA KELOLA PERUSAHAAN
Good Corporate Governance
e. Melaksanakan pengurusan Perseroan untuk
kepentingan dan tujuan Perseroan;
f. Menetapkan susunan organisasi Perseroan lengkap
dengan pelaksanaan tugasnya;
g. Bertindak selaku pimpinan dalam pengurusan
Perseroan;
h. Memelihara dan mengurus kekayaan Perseroan;
i. Bertanggungjawab penuh dalam melaksanakan
tugasnya untuk kepentingan Perseroan dalam mencapai
maksud dan tujuannya;
j. Mewakili Perseroan baik di dalam maupun di luar
pengadilan;
k. Memperhatikan masukan-masukan yang diberikan
oleh Dewan Komisaris;
l. Melakukan segala tindakan dan perbuatan, baik
mengenai pengurusan maupun pemilikan kekayaan
Perseroan serta mengikat Perseroan dengan pihak lain
dengan pembatasan tertentu;
m. Wajib menyelenggarakan dan menyimpan Daftar
Khusus yang memuat keterangan mengenai kepemilikan
saham Direktur dan Komisaris beserta keluarganya
dalam Perusahaan dan/atau pada perusahaan lain
serta tanggal saham itu diperoleh;
n. Bertanggung jawab penuh secara pribadi atas kerugian
Perseroran apabila yang bersangkutan bersalah atau
lalai menjalankan tugasnya untuk kepentingan dan
usaha Perseroan.
3. Tugas Terkait Rapat Umum Pemegang Saham
a. Direksi wajib menyelenggarakan dan menyimpan Daftar
Pemegang Saham dan dokumen-dokumen terkait dengan
RUPS sesuai ketentuan peraturan perundang-undangan.
b. Memberikan informasi material secara accurate, reliable,
timely, consistent, dan useful yang memungkinkan bagi
pemegang saham untuk membuat keputusan.
c. Menyediakan bahan RUPS dan disampaikan kepada
pemegang saham Perseroan.
d. Memberikan laporan berkala kepada pemegang saham
menurut cara dan waktu sesuai dengan ketentuan
yang berlaku.
e. Memberikan pertanggungjawaban dan segala keterangan
tentang keadaan dan jalannya Perseroan, terutama
laporan keuangan baik dalam bentuk laporan tahunan
maupun dalam bentuk laporan berkala lainnya menurut
cara dan waktu yang ditentukan dalam Anggaran Dasar.
f. Menandatangani Laporan Tahunan, dalam hal terdapat
Direktur yang tidak menandatangani Laporan Tahunan,
maka yang bersangkutan harus menyebutkan alasannya
dalam surat tersendiri yang dilekatkan dalam Laporan
Tahunan. Dalam hal terdapat Direktur yang tidak
menandatangani Laporan Tahunan dan tidak memberikan
alasan secara tertulis, maka yang bersangkutan dianggap
menyetujui isi laporan tahunan tersebut.
g. Memanggil dan menyelenggarakan RUPS Tahunan dan/
atau RUPS Luar Biasa.
h. Membuat dan memelihara Risalah RUPS.
4. Tugas terkait dengan Anak Perusahaan Menetapkan Prosedur
Pengangkatan anggota Direksi dan Dewan Komisaris Anak
Perusahaan, sebagai berikut:
a. Direksi membentuk Tim Evaluasi calon Anggota Direksi
250 Annual Report 2019 Laporan Tahunan
e. Carry out the management of the Company for the
interests and objectives of the Company;
f. Determine the Company's organizational structure
complete with the implementation of their duties;
g. Acting as the leader in the management of the
Company;
h. Maintain and manage the Company's assets;
i. Fully responsible in carrying out its duties for the
benefit of the Company in achieving its goals and
objectives;
j. Representing the Company both inside and outside
the court;
k. Noting input provided by the Board of Commissioners;
l. Performing all actions and actions, both regarding
the management and ownership of the Company's
assets and binding the Company with other parties
with certain restrictions;
m. Must hold and keep a Special Register that contains
information about the share ownership of Directors
and Commissioners and their families in the Company
and/or other companies and the date the shares were
acquired;
n. Fully responsible personally for the loss of the Company
if the person concerned is guilty or negligent in carrying
out his duties for the interests and business of the
Company.
3. Duties Regarding General Meeting of Shareholders
a. The Board of Directors is required to hold and keep a
Register of Shareholders and documents related to the
GMS in accordance with statutory provisions.
b. Providing material information in an accurate, reliable,
timely, consistent, and useful manner that allows
shareholders to make decisions.
c. Providing GMS material and submitting it to the
Company's shareholders.
d. Provide periodic reports to shareholders according to
the method and time in accordance with applicable
regulations.
e. Provide accountability and all information regarding
the condition and course of the Company, especially
financial statements both in the form of annual reports
and in the form of other periodic reports in the manner
and time specified in the Articles of Association.
f. Signing the Annual Report, in the event that a Director
does not sign the Annual Report, the person concerned
must state the reason in a separate letter attached to
the Annual Report. In the event that there is a Director
who does not sign the Annual Report and does not give
reasons in writing, the relevant party shall be deemed
to approve the contents of the annual report.
g. Summon and hold an Annual GMS and/or Extraordinary
GMS.
h. Make and maintain GMS Minutes.
4. Duties related to Subsidiaries Establish Procedure for
Appointment of Subsidiaries' Directors and Board of
Commissioners members, as follows:
a. The Board of Directors forms an Evaluation Team for
PT Elnusa Tbk
 dan Dewan Komisaris Anak Perusahaan yang diketuai
oleh Direktur SDM dan Umum.
b. Tim Evaluasi menunjuk tenaga ahli atau Lembaga
Profesional untuk melakukan penilaian (jika diperlukan),
melakukan penjaringan calon kemudian diserahkan
kepada Direksi untuk memperoleh persetujuannya.
c. Tim Evaluasi melakukan penilaian terhadap calon-
calon yang masuk dalam daftar bakal calon yang telah
disetujui Direksi.
d. Dalam hal penilaian dilakukan oleh ahli atau lembaga
profesional yang ditunjuk, Tim Evaluasi mengevaluasi
berdasarkan hasil penilaian oleh ahli atau lembaga
profesional.
e. Tim Evaluasi menyampaikan hasil penilaian tersebut
kepada Direksi untuk penetapan calon Anggota Direksi/
Dewan Komisaris anak Perusahaan terpilih.
f. Direksi melakukan evaluasi akhir atas hasil penilaian
untuk menetapkan Direksi dan Komisaris terpilih untuk
masing- masing jabatan Anggota Direksi dan Dewan
Komisaris Anak Perusahaan.
5. Tugas terkait dengan Strategi dan Rencana Kerja
a. Menyiapkan visi, misi, tujuan, strategi dan budaya
Perseroan, termasuk logo Perseroan.
b. Mengusahakan dan menjamin terlaksananya usaha
dan kegiatan Perseroan sesuai dengan maksud dan
tujuan serta kegiatan usahanya.
c. Menyiapkan rencana pengembangan Perseroan tepat
pada waktunya.
d. Mengupayakan tercapainya sasaran-sasaran jangka
panjang yang tercantum dalam RJPP.
e. Menyampaikan Rencana Kerja yang memuat juga
anggaran tahunan Perseroan kepada Dewan Komisaris
selambatnya 30 (tiga puluh) hari sebelum tahun buku
berikutnya dimulai.
f. Mengupayakan tercapainya target-target jangka pendek
yang tercantum dalam RKAP.
6. Terkait dengan Manajemen Risiko
a. Menyusun kebijakan dan strategi manajemen risiko
secara tertulis dan komprehensif di tingkat korporat
termasuk penetapan dan persetujuan limit risiko secara
keseluruhan, per jenis risiko dan per aktivitas fungsional
(kegiatan usaha) Perseroan.
b. Mengembangkan budaya manajemen risiko pada seluruh
jenjang organisasi, antara lain meliputi komunikasi yang
memadai kepada seluruh jenjang organisasi tentang
pentingnya pengendalian intern yang efektif.
c. Bertanggungjawab atas p el aks an aan kebijakan
manajemen risiko dan paparan risiko yang diambil oleh
Perseroan secara keseluruhan, termasuk mengevaluasi
dan memberikan arahan strategi manajemen risiko
berdasarkan laporan yang disampaikan oleh pejabat
Risk Management yang ditunjuk.
d. Mengevaluasi dan memutuskan transaksi yang
melampaui kewenangan pejabat satu level di bawah
Direksi atau transaksi yang memerlukan persetujuan
sesuai dengan kebijakan dan prosedur intern yang
berlaku.
PT Elnusa Tbk
prospective members of the Board of Directors and the
Board of Commissioners of the Subsidiary, which is chaired
by the Director of Human Resources and General.
b. The Evaluation Team appoints experts or Professional
Institutions to carry out assessments (if needed),
conduct a selection of candidates and then submit
them to the Directors for approval.
c. The Evaluation Team evaluates candidates who are
included in the list of prospective candidates who have
been approved by the Directors.
d. In the event that the assessment is carried out by
an expert or designated professional institution, the
Evaluation Team evaluates based on the results of the
assessment by the expert or professional institution.
e. The Evaluation Team submits the assessment results
to the Board of Directors to determine the candidates
for the Directors/Board of Commissioners of selected
subsidiary companies.
f. The Board of Directors conducts a final evaluation of
the assessment results to determine the Directors
and Commissioners elected for each position of
the Members of the Directors and the Board of
Commissioners of the Subsidiaries.
5. Tasks related to Strategies and Work Plans
a. Prepare the Company's vision, mission, goals, strategies
and culture, including the Company's logo.
b. Promote and guarantee the implementation of the
Company's business and activities in accordance with
the aims and objectives and business activities.
c. Prepare the Company's development plans on time.
d. Strive to achieve the long-term goals listed in the RJPP.
e. Submit the Work Plan which also contains the Company's
annual budget to the Board of Commissioners no later
than 30 (thirty) days before the next fiscal year begins.
f. Striving to achieve short-term targets listed in the RKAP.
6. Related to Risk Management
a. Develop written and comprehensive risk management
policies and strategies at the corporate level including
the establishment and approval of overall risk limits,
per type of risk and per functional activity (business
activity) of the Company.
b. Develop a risk management culture at all levels of
the organization, including among others adequate
communication to all levels of the organization about
the importance of effective internal control.
c. Responsible for the implementation of risk management
policies and risk exposure taken by the Company as a
whole, including evaluating and providing direction for
risk management strategies based on reports submitted
by appointed Risk Management officials.
d. Evaluate and decide on transactions that go beyond
the authority of officials one level below the Board
of Directors or transactions that require approval
in accordance with applicable internal policies and
procedures.
Annual Report 2019 Laporan Tahunan 251
 TATA KELOLA PERUSAHAAN
Good Corporate Governance
e. Memastikan peningkatan kompetensi sumber daya
manusia yang terkait dengan penerapan manajemen
risiko, antara lain dengan cara program pendidikan
dan latihan secara berkesinambungan terutama yang
berkaitan dengan sistem dan proses manajemen risiko.
f. Memastikan bahwa fungsi manajemen risiko telah
diterapkan secara independen yang dicerminkan antara
lain adanya hubungan antara unit Manajemen Risiko
yang melakukan identifikasi, pengukuran, pemantauan
dan pengendalian risiko dengan Satuan Kerja yang
melakukan dan menyelesaikan transaksi.
g. Melaksanakan kaji ulang secara berkala dengan frekuensi
sesuai dengan kebutuhan Perseroan untuk memastikan:
• Keakuratan metodologi manajemen risiko;
• Kecukupan implementasi sistem informasi
manajemen risiko;
• Ketepatan kebijakan, prosedur dan penetapan
limit risiko.
7. Terkait dengan Pemberantasan Korupsi
Direksi dilarang untuk memberikan atau menawarkan atau
menerima baik langsung ataupun tidak langsung sesuatu
yang berharga kepada pejabat pemerintah dan pihak-pihak
lain yang mempengaruhi atau sebagai imbalan atas apa yang
telah dilakukannya dan tindakan lainnya sesuai peraturan
perundang-undangan yang berlaku.
8. Terkait dengan Sistem Pengendalian Internal
Sistem Pengendalian Intern yang efektif merupakan
komponen penting dalam manajemen dan menjadi dasar
bagi kegiatan operasional Perseroan. Sistem Pengendalian
Intern harus dapat memastikan seluruh aktivitas bisnis
mematuhi peraturan perundang-undangan, pedoman good
corporate governance maupun kebijakan Perseroan.
Sistem Pengendalian Internal harus dapat mendayagunakan
informasi-informasi yang meliputi:
a. Laporan manajemen;
b. Laporan auditor internal;
c. Opini dan laporan auditor eksternal;
d. Laporan dan pendapat aktuaris mengenai tingkat risiko
dan premi;
e. Hal-hal lain yang dianggap perlu.
9. Terkait dengan Keterbukaan dan Kerahasiaan Informasi
a. Direksi wajib mengungkapkan informasi penting dalam
Laporan Tahunan dan Laporan Keuangan kepada pihak
lain sesuai peraturan perundang-undangan yang
berlaku.
b. Informasi yang disampaikan berupa:
• Informasi/data non publik yaitu informasi/data yang
diberikan atau disampaikan untuk keperluan intern
Perseroan baik yang bersifat reguler maupun insidental;
• Informasi/data publik yaitu informasi/data yang
diberikan atau disampaikan sebagai laporan
kepada Pemegang Saham dalam rangka memenuhi
kewajiban rutin maupun keterbukaan informasi
yang bersifat insidental.
c. Direksi harus mengungkapkan pelaksanaan prinsip
good corporate governance yang telah dilaksanakan
dalam Laporan Tahunan.
252 Annual Report 2019 Laporan Tahunan
e. Ensuring an increase in human resource competencies
related to the application of risk management, among
others by means of continuous education and training
programs especially those related to risk management
systems and processes.
f. Ensuring that the risk management function has been
implemented independently which is reflected among
others the relationship between the Risk Management
unit that carries out identification, measurement,
monitoring and risk control with the Work Unit that
carries out and completes transactions.
g. Carry out periodic reviews with frequency in accordance
with the needs of the Company to ensure:
• The accuracy of the risk management methodology;
• Adequacy of risk management information system
implementation;
• Accuracy of policies, procedures and determination
of risk limits.
7. Related to Corruption Eradication
Directors are prohibited from giving or offering or accepting
directly or indirectly anything of value to government officials
and other parties that influence or as a reward for what they
have done and other actions in accordance with applicable
laws and regulations.
8. Related to the Internal Control System
An effective Internal Control System is an important
component in management and forms the basis for the
Company's operational activities. The Internal Control System
must be able to ensure that all business activities comply
with laws and regulations, good corporate governance
guidelines and Company policies.
Internal Control Systems must be able to utilize information
that includes:
a. Management report;
b. Internal auditor's report;
c. Opinions and reports of external auditors;
d. Actuary reports and opinions regarding risk and
premium levels;
e. Other matters deemed necessary.
9. Relating to Information Openness and Confidentiality
a. The Board of Directors must disclose important
information in the Annual Report and Financial
Statements to other parties in accordance with
applicable laws and regulations.
b. Information submitted in the form of:
• Non-public information/data, namely information/
data provided or submitted for internal corporate
needs, both regular and incidental;
• Public information/data, namely information/data
provided or submitted as a report to Shareholders
in order to fulfill routine obligations and incidental
information disclosure.
c. The Board of Directors must disclose the implementation
of good corporate governance principles that have been
implemented in the Annual Report.
PT Elnusa Tbk
 d. Informasi rahasia yang diperoleh sewaktu menjabat
sebagai Direksi Perseroan, termasuk rahasia Perseroan
harus tetap dijaga sesuai dengan peraturan perundang-
undangan yang berlaku.
e. Dalam hal menjaga kerahasiaan informasi Perseroan,
Direksi dituntut untuk mengutamakan kepentingan
Perseroan daripada kepentingan individu atau
kelompok.
10. Terkait dengan Hubungan dengan Para Pemangku Kepentingan
a. Memastikan terjaminnya hak-hak para pemangku
kepentingan (stakeholders) yang timbul berdasarkan
peraturan perundang- undangan yang berlaku dan
atau perjanjian yang dibuat oleh Perseroan dengan
karyawan, rekanan, mitra kerja, pemasok, pelanggan
dan stakeholders lainnya.
b. Memastikan Perseroan melakukan tanggung jawab
sosialnya (corporate social responsilibility) secara
konsisten dan berkesinambungan.
c. Memastikan Perseroan memperhatikan kepentingan
stakeholders.
d. Memastikan bahwa aset-aset dan lokasi usaha serta
fasilitas Perseroan lainnya memenuhi peraturan
perundang- undangan yang berlaku berkenaan
dengan pelestarian lingkungan hidup, kesehatan dan
keselamatan kerja.
e. Dalam mempekerjakan, menetapkan besarnya gaji,
memberikan pelatihan, menetapkan jenjang karir,
serta menentukan persyaratan kerja lainnya untuk
karyawan, Perseroan tidak melakukan diskriminasi
karena latar belakang etnik seseorang, agama, jenis
kelamin, usia, cacat tubuh yang dipunyai seseorang atau
keadaan khusus lainnya yang dilindungi oleh peraturan
perundang- undangan.
f. Direksi wajib menyediakan lingkungan kerja yang bebas
dari segala bentuk tekanan (pelecehan/harrasment).
11. Terkait dengan Teknologi Informasi
a. Menetapkan tata kelola informasi yang efektif.
b. Menyampaikan laporan pelaksanaan tata kelola
teknologi informasi secara periodik kepada Dewan
Komisaris.
c. Menjaga dan mengevaluasi kualitas fungsi tata kelola
informasi di Perseroan.
12. Terkait Sistem Akuntansi dan Keuangan
a. Menyusun sistem akuntansi berdasarkan prinsip-prinsip
standar akuntansi keuangan yang berlaku.
b. Memastikan kehandalan data yang mencakup
kelengkapan, akurasi, klasifikasi dan otorisasi yang
memadai sehingga laporan keuangan yang dihasilkan
tepat waktu, tepat guna dan bebas dari salah saji
material.
c. Mengadakan dan memelihara pembukuan dan
administrasi Perseroan untuk menghasilkan penyeleng
garaan pembukuan yang tertib, kecukupan modal kerja
dengan biaya modal yang efisien, struktur neraca yang
baik dan kokoh.
13. Terkait dengan Tugas dan Kewajiban Lain
Menjalankan kewajiban-kewajiban lainnya sesuai dengan
ketentuan-ketentuan yang diatur dalam Anggaran Dasar
dan yang ditetapkan oleh RUPS berdasarkan peraturan
perundang- undangan yang berlaku.
PT Elnusa Tbk
d. Confidential information obtained while serving as the
Company's Board of Directors, including the Company's
secrets, must be kept in accordance with the applicable
laws and regulations.
e. In terms of maintaining the confidentiality of Company
information, the Directors are required to prioritize the
interests of the Company rather than the interests of
individuals or groups.
10. Related to Relationships with Stakeholders
a. Ensuring the rights of stakeholders arising based on
applicable laws and regulations or agreements made
by the Company with employees, partners, partners,
suppliers, customers and other stakeholders.
b. Ensuring that the Company carries out its social
responsibility (corporate social responsibility)
consistently and continuously.
c. Ensuring that the Company pays attention to the
interests of stakeholders.
d. Ensuring that the Company's assets and business
location and other facilities meet the applicable laws
and regulations relating to environmental preservation,
health and work safety.
e. In hiring, setting salary levels, providing training,
setting career paths, and determining other work
requirements for employees, the Company does not
discriminate because of one's ethnic background,
religion, gender, age, disability owned by a person
or other special circumstances that are protected by
statutory regulations.
f. The Board of Directors must provide a work
environment that is free from all forms of harassment.
11. Related to Information Technology
a. Establish effective information governance.
b. Submit reports on the implementation of information
technology governance periodically to the Board of
Commissioners.
c. Maintain and evaluate the quality of the information
governance function in the Company.
12. Related to Accounting and Financial Systems
a. Develop an accounting system based on the principles
of applicable financial accounting standards.
b. Ensuring the reliability of data covering the
completeness, accuracy, classi fi cation and adequate
authorization so that the resulting financial statements
are timely, appropriate and free from material
misstatements.
c. To hold and maintain the books and administration
of the Company to produce an orderly bookkeeping
organizer, adequate working capital with efficient
capital costs, a good and strong balance sheet structure.
13. Related to Other Duties and Obligations
Performing other obligations in accordance with the
provisions stipulated in the Articles of Association and those
determined by the GMS based on the applicable laws and
regulations.
Annual Report 2019 Laporan Tahunan 253
 TATA KELOLA PERUSAHAAN
Good Corporate Governance
PEMBAGIAN TUGAS DIREKSI
Rincian tugas dan tanggung jawab masing-masing anggota Direksi
sebagai berikut:
1. Direktur Utama
Menentukan, memutuskan dan menetapkan strategi
perencanaan serta pelaksanaan seluruh kegiatan Perseroan
di antaranya Internal Audit, Legal and Contract, HSSE dan
Corporate Secretary di mana seluruh kegiatan tersebut
dikaitkan dengan usaha pencapaian visi dan misi Perusahaan.
2. Direktur Keuangan
Menentukan, memutuskan, menetapkan dan mengendalikan
pembuatan kebijakan dan strategi keuangan Perseroan untuk
meningkatkan profitabilitas, likuiditas Perseroan guna mencapai
tujuan dan sasaran Perseroan secara efektif dan efisien.
3. Direktur Operasi
Menentukan, memutuskan, menetapkan dan mengendalikan
pembuatan kebijakan operasi Perseroan meliputi Divisi
Geoscience & Reservoir Services; Divisi Production,
Operation & Maintenance Services; dan Divisi Asset
Reliability & Productivity serta mengevaluasi dan mengkaji
kinerja operasi unit usaha dan anak Perseroan.
4. Direktur Pengembangan Usaha
Menentukan, memutuskan, menetapkan dan mengendalikan
kebijakan kegiatan Pengembangan usaha Perseroan,
melalui pemantauan dan evaluasi baik operasi di dalam
Perseroan maupun di luar Perseroan, guna meningkatkan
dan melakukan upaya-upaya optimalisasi kegiatan
pengembangan usaha di bidang migas dalam rangka
mencapai target yang telah ditetapkan.
5. Direktur SDM & Umum
Menentukan, memutuskan, menetapkan dan mengendalikan
kegiatan sumber daya manusia & umum meliputi Human
Capital, Supply Chain Management, Property Management
& General Affair, Information System dan Elnusa Petroleum
School dalam rangka menyiapkan sumber daya manusia
yang handal mendukung kegiatan operasi rutin secara tepat
waktu, accountable dan auditable.
PROGRAM ORIENTASI BAGI DIREKSI
Perseroan memiliki dan menjalankan program pengenalan
Perseroan bagi anggota Dewan Komisaris dan Direksi yang
baru menjabat dengan tujuan memberikan gambaran kondisi
Perseroan secara umum. Program pengenalan disusun dan
disampaikan oleh Corporate Secretary dalam bentuk tampilan
presentasi serta hard copy, meliputi:
1. Profil Perseroan
2. Update Kinerja Perseroan
3. CoC
4. Board Manual
5. HSE
6. Rencana Kerja dan Anggaran (RKAP)
7. RJPP
Di tahun 2019 tidak dilakukan Program Pengenalan Perseroan
terhadap Direksi di karenakan tidak ada perubahan komposisi
Direksi dari tahun sebelumnya. Direksi yang menjabat sepanjang
tahun 2019 telah mendapat materi program pengenalan
Perseroan pada saat resmi menjabat sesuai dengan awal masa
jabatannya.
254 Annual Report 2019 Laporan Tahunan
DIVISION OF DUTIES OF THE DIRECTORS
Details of the duties and responsibilities of each member of the
Board of Directors are as follows:
1. President Director
Determine, decide and establish the strategy of planning and
implementation of all activities of the Company, including
internal audit, legal and contract, HHSE and corporate
secretary in which all activities are associated with the effort
to achieve the vision and mission of the Company.
2. Director of Operations
Determine, decide, establish and control the Company’s
financial policy and strategy making to improve profitability
and liquidity of the Company in order to achieve the Company’s
objectives and objectives effectively and efficiently.
3. Operations Director
Determine, decide, establish and control the Company’s
operation policies, including the Geoscience and Reservoir
Divisions; the Production, Operation and Maintenance
Services Division; and the Asset Reliability and Productivity
Division, and evaluate and review the operating performance
of the Company’s and Subsidiaries’ business units.
4. Director of Business Development
Determine, decide, establish and control the Company’s
business development policies, through monitoring and
evaluations both inside and outside the Company. This
is done to enhance and optimize business development
activities in the oil and gas sector so as to achieve the
established targets.
5. Director of Business Development
Determine, decide, establish and control human resource
and general activities. This covers human capital, supply
chain management, property management and general
affairs, information systems and the Elnusa Petroleum School
in order to prepare reliable human resources to support
routine operations on time, in an accountable manner and
on an auditable basis.
ORIENTATION PROGRAM FOR DIRECTORS
The Company has and runs a Company introduction program
for new members of the Board of Commissioners and Directors
with the aim of providing an overview of the Company's general
condition. The introduction program was prepared and delivered
by the Corporate Secretary in the form of a presentation and
hard copy, including:
1. Company Profile
2. Update on Company Performance
3. CoC
4. Board Manual
5. HSE
6. Work Plan and Budget (RKAP)
7. RJPP
In 2019 the Company Introduction Program for Directors was not
conducted because there was no change in the composition of the
Directors from the previous year. Directors who served throughout
2019 received material from the Company's introduction program
when they officially held office in accordance with the beginning
of their term of office.
PT Elnusa Tbk
PROGRAM PELATIHAN DAN
PENGEMBANGAN KOMPETENSI DIREKSI
Perseroan juga merancang program untuk memberikan wawasan
baru bagi Direksi untuk meningkatkan kapasitas Perseroan dalam
lingkungan usaha yang kompetitif, serta memberikan kesempatan
untuk membangun jaringan dalam rangka memberdayakan
sumber daya yang ada dalam organisasi sehingga menjadikan
Perseroan sebagai organisasi berkinerja tinggi.
Tentang kegiatan peningkatan kompetensi yang diikuti Direksi di
sepanjang tahun 2018 dapat dilihat pada bab Profil Perusahaan
dalam laporan tahunan ini.
LAPORAN SINGKAT PELAKSANAAN TUGAS DAN
TANGGUNG JAWAB DIREKSI TAHUN 2018
Selama 2019 Direksi telah melaksanakan tugas dan tanggung
jawab sesuai dengan deskripsi jabatannya, yaitu di antaranya:
1. Merumuskan strategi korporasi, di antaranya menyusun
Rencana Jangka Panjang Perusahaan
2. Memastikan seluruh aktivitas perusahaan berjalan lancar dan
hasil kinerja mencapai target, termasuk di anak perusahaan
3. Mereview kebutuhan investasi dalam rangka meningkatkan
kapasitas, penggantian maupun pengembangan usaha.
4. Memberikan arahan dan mereview upaya untuk
pengembangan usaha perusahaan dan penjajakan untuk
kemitraan strategis termasuk didalamnya pelaksanaan
Strategic Inisiative Project
5. Merumuskan kebutuhan untuk pengembangan sumber daya
manusia dan memberikan arahan untuk implementasi dan
transformasi budaya perusahaan.
6. Menyampaikan keterbukaan informasi kepada publik
mengenai update kinerja perusahaan.
7. Memberikan arahan strategis terkait perencanaan, pengelolaan
aset dan proyek, serta penanganan kasus perusahaan,
8. Menetapkan struktur organisasi perusahaan.
INFORMASI TENTANG KOMITE DI BAWAH DIREKSI
Hingga akhir tahun 2019, Perseroan tidak memiliki komite yang
berada di bawah Direksi. Dengan demikian, tidak terdapat
informasi terkait kinerja dan penilaian komite di bawah Direksi.
Namun, pelaksanaan tugas dan tanggung jawab Direksi di dukung
oleh Sekretaris Perusahaan, serta Unit Audit Internal dan organ
fungsional lainnya yang dipimpin oleh Vice president/Senior
Manager. Penilaian kinerja terkait organ pendukung dan organ
fungsional lainnya yang berada di Bawah Direksi, melekat pada
hasil penilaian KPI Perseroan atau KPI masing-masing organ
pendukung dan organ fungsional lainnya.
DIREKTUR INDEPENDEN
Sesuai dengan peraturan BEI Nomor I-A Kep-00001/BEI/01-2014
tanggal 20 Januari 2014, bahwa setiap Perusahaan Tercatat wajib
untuk memiliki Direktur Independen yang berjumlah paling kurang
1 (satu) orang dari jajaran anggota Direksi, pada RUPS Luar Biasa
tanggal 31 Agustus 2018, Perseroan mengangkat Arief Riyanto
sebagai Direktur Independen dengan masa jabatan sama dengan
anggota Direksi lainnya dan dapat diangkat kembali setelah masa
jabatannya selesai.
PT Elnusa Tbk
BOARD OF DIRECTORS COMPETENCY TRAINING AND
DEVELOPMENT PROGRAM
The Company also designed a program to provide new insights
for Directors to improve the Company's capacity in a competitive
business environment, as well as provide opportunities to
build networks in order to empower existing resources in
the organization so that the Company is a high-performing
organization.
Concerning the competency improvement activities participated
by the Directors throughout 2018, can be seen in the Company
Profile chapter in this annual report.
BRIEF REPORT ON THE IMPLEMENTATION OF THE DUTIES
AND RESPONSIBILITIES OF DIRECTORS IN 2019
During 2019, the Board of Directors carried out their duties and
responsibilities in accordance with their job descriptions, including:
1. Formulating corporate strategies, including preparing the
Company's Long Term Plan
2. Ensuring that all of the company activities run smoothly and the
performance results reach targets, including in the subsidiary
3. Reviewing investment needs in order to increase business
capacity, replacement and development.
4. Giving direction and reviewing efforts to corporate business
development and exploration for strategic partnerships
including the implementation of the Strategic Initiative
Project
5. Formulating the need for human resource development
and providing direction for the implementation and
transformation of corporate culture.
6. Delivering information disclosure to the public regarding
company performance updates.
7. Providing strategic direction related to planning, assets
and projects management, and handling corporate cases,
8. Establishing the organization structure of the company.
INFORMATION ABOUT COMMITTEES UNDER THE DIRECTORS
Until the end of 2019, the Company does not have a committee under
the Board of Directors. Therefore, there is no information related to
the performance and evaluation of committees under the Board of
Directors. However, the implementation of the duties and responsibilities
of the Directors is supported by the Corporate Secretary, as well as the
Internal Audit Unit and other functional organs led by the Vice President/
Senior Manager. Performance appraisal related to supporting organs
and other functional organs that are under the Board of Directors, is
attached to the results of the assessment of the Company's KPI or KPI
of each supporting organ and other functional organs.
INDEPENDENT DIRECTOR
In accordance with IDX regulation No. IA Kep-00001/BEI/01-
2014 dated January 20, 2014, which stipulated that every Listed
Company is required to have an Independent Director of at least
1 (one) person from the Board of Directors' members, at the
Extraordinary General Meeting of Shareholders on August 31,
2018, the Company appointed Arief Riyanto as an Independent
Director with the same tenure as other Directors and can be
reappointed after his term of service is over.
Annual Report 2019 Laporan Tahunan 255
 TATA KELOLA PERUSAHAAN
Good Corporate Governance
Sebagai Direktur Independen maka wajib untuk memenuhi
kewajiban membuat untuk Surat Pernyataan Independensi
yang menyatakan bahwa sebagai Direktur Independen tidak
mempunyai hubungan afiliasi dengan Perusahaan Tercatat yang
bersangkutan paling kurang 6 (enam) bulan sebelum penunjukan
sebagai Direktur Independen, tidak mempunyai hubungan afiliasi
dengan Komisaris atau Direksi lainnya, tidak bekerja rangkap
sebagai Direksi perusahaan lain, tidak menjadi orang dalam
pada lembaga atau Profesi Penunjang Pasar Modal yang jasanya
digunakan oleh calon perusahaan tecatat selama 6 (enam) bulan
sebelum penunjukan dan telah memenuhi persyaratan sebagai
Direktur Independen sebagaimana yang diatur dalam peraturan
perundang-undangan yang berlaku.
LAMPIRAN SURAT PERNYATAAN INDEPENDENSI
256 Annual Report 2019 Laporan Tahunan
As an Independent Director, it is compulsory to fulfill the
obligation to make an Independence Statement stating that as an
Independent Director there is no affiliation relationship with the
Listed Company at least 6 (six) months prior to his appointment
as an Independent Director, no affiliation with the Commissioners
or other Directors , does not work concurrently as a Director
of another company, does not become an insider at a Capital
Market Supporting Professional or Professional whose services
are used by prospective listed companies for 6 (six) months prior
to the appointment and has fulfilled the requirements as an
Independent Director as stipulated in the legislation applicable
ATTACHMENT OF INDEPENDENCE STATEMENT
PT Elnusa Tbk
TRANSPARANSI INFORMASI TENTANG
DEWAN KOMISARIS DAN DIREKSI
PENILAIAN KINERJA DEWAN KOMISARIS DAN DIREKSI
Sebagai organ utama dalam Perusahaan, Dewan Komisaris
dan Direksi memiliki peran sentral dalam gerak pertumbuhan
Perusahaan. Penilaian kinerja Dewan Komisaris dan Direksi
dilakukan dengan menerapkan Key Performance Indicator (KPI)
yang disesuaikan dengan bisnis yang dijalankan oleh Perusahaan.
Penilaian kinerja Dewan Komisaris dan Direksi dilakukan secara
rutin setiap tahun sebagai evaluasi atas pelaksanaan tugas Dewan
Komisaris dan Direksi. Pengukuran keberhasilan kinerja Dewan
Komisaris dan Direksi merupakan hasil kerja kolegial dari masing-
masing kedua organ utama Perusahaan tersebut.
Penilaian Kinerja Dewan Komisaris
Dewan Komisaris melakukan pengukuran dan penilaian terhadap
kinerja Dewan Komisaris baik secara kolegial maupun individu
melalui mekanisme mandiri setiap tahunnya berdasarkan atas
tingkat pencapaian Perseroan dibandingkan dengan target (Key
Performance Indicator) yang telah disepakati. Hal ini sebagaimana
tertuang dalam Board Manual (Pedoman Kerja).
Penilaian kinerja Dewan Komisaris dilakukan secara rutin setiap
tahun sebagai evaluasi atas pelaksanaan tugas Dewan Komisaris.
Selain berdasarkan Laporan Tugas Pengawasan, penilaian
atau evaluasi atas kinerja Dewan Komisaris juga dilaksanakan
berdasarkan realisasi Key Performance Indicators (KPI), yang
merupakan pengukuran keberhasilan kinerja Dewan Komisaris
atas hasil kerja kolegial dari seluruh Dewan Komisaris.
Proses Pelaksanaan Evaluasi Kinerja
1. Evaluasi secara kolegial
Evaluasi kinerja Dewan Komisaris secara kolegial dilakukan
berdasarkan kriteria penilaian antara lain meliputi:
a. Struktur dan komposisi Dewan Komisaris.
Sesuai Peraturan Otoritas Jasa keuangan Nomor 33/
POJK.04/2014 tentang Direksi dan Dewan Komisaris
Emiten atau Perusahaan Publik pada pasal 20 yakni
Komisaris Independen wajib paling kurang 30% (tiga
puluh persen) dari jumlah seluruh anggota Dewan
Komisaris, saat ini jumlah Komisaris Independen
Perusahaan mencapai 40% (empat puluh persen).
Komposisi Dewan Komisaris juga memperhatikan
keberagaman keahlian, pengalaman dan latar belakang
pendidikan.
b. Pencapaian Key Performance Indicator (“KPI”)
Perseroan sesuai dengan target yang telah ditetapkan.
Tahun 2019 pencapaian KPI Perseroan menunjukkan
hasil yang baik yakni mencapai 104% dari target yang
telah ditetapkan.
c. Ketaatan terhadap peraturan perundang-undangan
yang berlaku serta kebijakan Perseroan.
Selama tahun 2019 Perseroan telah melakukan
kewajibannya secara baik dan telah melakukan sejumlah
PT Elnusa Tbk
TRANSPARENCY OF INFORMATION ABOUT
THE BOARD OF COMMISSIONERS AND DIRECTORS
PERFORMANCE EVALUATION OF
THE BOARD OF COMMISSIONERS AND DIRECTORS
As the main organ in the Company, the Board of Commissioners
and Directors have a central role in the growth of the Company.
The performance evaluation of the Board of Commissioners and
Directors is carried out by applying the Key Performance Indicator
(KPI) concepts that are tailored to the business of the Company.
The performance evaluation of the Board of Commissioners and
Directors is carried out regularly every year as an evaluation of the
implementation of the duties of the Board of Commissioners and
Directors. The measurement of the success of the performance of
the Board of Commissioners and Directors is the collegial work of
each of the two main organs of the Company.
Performance Evaluation of the Board of Commissioners
The Board of Commissioners measures and evaluates the
performance of the Board of Commissioners both collegially and
individually through an independent mechanism each year based on
the level of achievement of the Company compared to the agreed
targets (Key Performance Indicator). This is as stated in the Board
Manual (Work Guidelines).
The performance evaluation of the Board of Commissioners is carried
out regularly every year as an evaluation of the implementation
of the Board of Commissioners' duties. In addition to being based
on the Supervisory Report, the assessment or evaluation of the
performance of the Board of Commissioners is also carried out based
on the realization of Key Performance Indicators (KPI), which is a
measure of the success of the Board of Commissioners' performance
on the collegial work of all the Board of Commissioners.
Performance Evaluation Implementation Process
1. Collegial Evaluation
The collegial evaluation of the performance of the Board of
Commissioners is based on the evaluation criteria which include:
a. Structure and composition of the Board of Commissioners.
In accordance with Financial Services Authority Regulation
Number 33/POJK.04/2014 concerning Directors and
Board of Commissioners of Issuers or Public Companies
in article 20, namely Independent Commissioners must
be at least 30% (thirty percent) of the total members
of the Board of Commissioners, currently the number
of Independent Commissioners The company reaches
40% (forty percent). The composition of the Board of
Commissioners also considers the diversity of expertise,
experience and educational background.
b. The achievement of the Company's Key Performance
Indicator ("KPI") is in accordance with the set targets.
In 2019 the achievement of the Company's KPI showed
good results, reaching 104% of the target set.
c. Compliance with applicable laws and regulations and
Company policies.
During 2019 the Company has performed its obligations
properly and has made a number of updates to the
Annual Report 2019 Laporan Tahunan 257
 TATA KELOLA PERUSAHAAN
Good Corporate Governance
pemutakhiran atas kebijakan-kebijakan Perseroan yang
disesuaikan dengan peraturan perundang-undangan.
d. Komitmen dalam memajukan kepentingan Perseroan.
Dewan Komisaris menunjukkan komitmen yang besar
untuk kemajuan dan kepentingan Perseroan melalui
pengawasan dan pemberian nasihat kepada Direksi
yang rutin dilakukan setiap bulannya. Untuk tahun 2019,
Dewan Komisaris telah mengadakan 12 (dua belas) kali
Rapat Dewan Komisaris dan 12 (dua belas) kali Rapat
Gabungan Dewan Komisaris dan Direksi.
e. Penerapan Good Corporate Governance di Perusahaan.
Sepanjang tahun 2019 pelaksanaan tata kelola Perseroan
mengacu pada peraturan perundang-undangan antara
lain Peraturan OJK No. 21/POJK.04/2015 berikut
Surat Edaran OJK tentang Penerapan Pedoman Tata
Kelola Perusahaan Terbuka dan Peraturan OJK No. 32/
POJK.04/2014 yang mengatur mengenai RUPS. Selain itu
Perseroan juga mengadopsi secara komprehensif standar
terbaik tata kelola yang berlaku secara Internasional yaitu
ASEAN Corporate Governance Scorecard sebagai acuan
rekomendasi tata kelola yang harus dipenuhi.
2. Evaluasi secara individu
Evaluasi dilakukan oleh masing-masing anggota Dewan
Komisaris, dengan kriteria antara lain meliputi:
a. Tingkat kehadiran dalam masing-masing rapat internal
maupun rapat gabungan Dewan Komisaris dengan
Direksi beserta rapat dengan Komite-Komite Penunjang
di bawah Dewan Komisaris.
b. Kontribusi dalam proses pengawasan dan pemberian
nasihat terhadap Jajaran Manajemen
Untuk tingkat kehadiran rata-rata sebesar 90% diyakini
anggota Dewan Komisaris telah memberikan waktu yang
lebih dari memadai untuk menyelenggarakan rapat dan
mendapatkan suatu putusan yang komprehensif terbaik
buat perusahaan serta memenuhi ketentuan dan aturan
yang berlaku dalam pengambilan keputusan.
Evaluasi kinerja Dewan Komisaris ini juga disampaikan secara
umum sebagai bentuk pertanggungjawaban pelaksanaan tugas
dan tanggung jawab pada saat RUPS Tahunan dan laporan
tahunan Perseroan.
PENILAIAN KINERJA DIREKSI
Perseroan melakukan evaluasi kinerja Direksi baik secara kolegial
maupun individu melalui mekanisme mandiri setiap tahunnya
berdasarkan atas tingkat pencapaian Perseroan dibandingkan
dengan target (Key Performance Indicators) yang disepakati.
Evaluasi kinerja Direksi juga dilakukan dengan mempertimbangkan
tugas dan tanggung jawab Direksi sesuai dengan peraturan
perundang-undangan dan/atau Anggaran Dasar Perseroan.
258 Annual Report 2019 Laporan Tahunan
Company's policies that are adjusted to the laws and
regulations.
d. Commitment in advancing the interests of the Company.
The Board of Commissioners shows a great commitment
to the progress and interests of the Company through
supervision and giving advice to the Directors that is
routinely conducted every month. For 2019, the Board
of Commissioners has held 12 (twelve) meetings of the
Board of Commissioners and 12 (twelve) joint meetings
of the Board of Commissioners and Directors.
e. Implementation of Good Corporate Governance in
the Company.
Throughout 2019, the implementation of corporate
governance refers to the laws and regulations including
OJK Regulation Number 21/POJK.04/2015 along with OJK
Circular Letter on the Implementation of Open Corporate
Governance Guidelines and OJK Regulation Number 32/
POJK.04/2014 which regulates AGM. In addition, the
Company has also adopted comprehensively the best
standards of governance that apply internationally, namely
the ASEAN Corporate Governance Scorecard as a reference
for governance recommendations that must be met.
2. Individual Evaluation
The evaluation is carried out by each member of the Board
of Commissioners, with these criterias:
a. The level of attendance at each internal meeting and
joint meeting of the Board of Commissioners and the
Board of Directors along with meetings with Supporting
Committees under the Board of Commissioners.
b. Contribute to the supervision process and provide
advice to the Management
For an average attendance rate of 90%, it is believed that
members of the Board of Commissioners have given more
than adequate time to hold meetings and obtain the best
comprehensive decisions for the company and fulfill the
rules and regulations in making decisions.
An evaluation of the performance of the Board of Commissioners
is also presented in general as a form of accountability for carrying
out its duties and responsibilities during the Annual GMS and the
Company's annual report.
DIRECTORS PERFORMANCE APPRAISAL
The Company evaluates the performance of the Directors both collegially
and individually through independent mechanisms each year based
on the level of achievement of the Company compared to the agreed
targets (Key Performance Indicators). Evaluation of the performance of
the Board of Directors is also carried out by considering the duties and
responsibilities of the Board of Directors in accordance with the laws
and regulations or the Company's Articles of Association.
PT Elnusa Tbk
Proses Pelaksanaan Evaluasi Kinerja
1. Evaluasi secara kolegial
Evaluasi kinerja Direksi secara kolegial dilakukan berdasarkan
pencapaian secara keseluruhan, antara lain mencakup
kriteria:
a. Financial
b. Operational Excellence
c. Growth & Governance
2. Evaluasi secara individu
Penilaian kinerja dilakukan oleh masing-masing anggota
Direksi, dengan kriteria target kinerja yang dituangkan
dalam kertas kerja sesuai dengan tugas dan tanggung
jawab masing-masing anggota Direksi. Evaluasi Direktur
Utama telah tercermin dalam penilaian kinerja Direksi secara
kolegial yang telah disebutkan sebelumnya.
Hasil evaluasi kinerja Direksi untuk tahun buku 2019 mencapai
104%. Hal tersebut disampaikan kepada Dewan Komisaris yang
sekaligus menjadi bahan pertimbangan dalam memberikan
arahan untuk meningkatkan efektivitas kinerja Direksi dan
merupakan salah satu dasar pertimbangan bagi Komite Nominasi
dan Remunerasi memberikan rekomendasi kepada Dewan
Komisaris untuk mengangkat kembali anggota Direksi dan untuk
menyusun struktur remunerasi Direksi.
Selain itu, penilaian kinerja Direksi disampaikan secara umum
sebagai bentuk pertanggungjawaban pelaksanaan tugas dan
tanggung jawab pada saat RUPS Tahunan dan laporan tahunan
Perseroan.
ASSESSMENT PENERAPAN GCG UNTUK ASPEK DEWAN
KOMISARIS DAN DIREKSI
Hasil Assessment Dewan Komisaris dan Direksi sesuai Surat
Edaran Otoritas Jasa Keuangan Nomor 32/SEOJK.04/2015 tanggal
17 November 2015 tentang Pedoman Tata Kelola Perusahaan
Terbuka dan berdasarkan ASEAN CG Scorecard dapat dilihat dalam
Section Tata Kelola Perusahaan bagian Evaluasi Implementasi
Tata Kelola Perusahaan.
KEBIJAKAN REMUNERASI DEWAN KOMISARIS DAN
DIREKSI
PROSEDUR PENETAPAN REMUNERASI DEWAN KOMISARIS
DAN DIREKSI
Undang-Undang Nomor 40 tahun 2007 tentang Perseroan
Terbatas (UUPT) menyatakan bahwa besarnya remunerasi
Dewan Komisaris dan Direksi ditetapkan oleh RUPS, namun RUPS
dapat memberikan kewenangan kepada Dewan Komisaris untuk
menetapkan remunerasi Direksi dan Dewan Komisaris.
Dewan Komisaris melalui perangkat komitenya yakni Komite
Nominasi dan Remunerasi secara berkala mengevaluasi
kebijakan, besaran dan struktur remunerasi. Prosedur remunerasi
dilaksanakan sesuai dengan perundang-undangan yang berlaku.
PT Elnusa Tbk
Performance Evaluation Implementation Process
1. Collegial Evaluation
The collegial performance evaluation of the Directors is
based on overall achievements, including but not limited
to the following criteria:
a. Financial
b. Operational Excellence
c. Growth & Governance
2. Individual Evaluation
Performance appraisal is carried out by each member of the
Board of Directors, with performance target criteria set forth in a
working paper in accordance with the duties and responsibilities
of each member of the Board of Directors. The evaluation of the
President Director has been reflected in the collegial assessment
of the Directors' performance previously mentioned.
The results of the Directors' performance evaluation for the 2019 fiscal
year reached 104%. This was conveyed to the Board of Commissioners
which is also a matter of consideration in providing direction to improve
the effectiveness of the Board of Directors 'performance and is one
of the basic considerations for the Nomination and Remuneration
Committee to provide recommendations to the Board of Commissioners
to reappoint members of the Board of Directors and to arrange the
Directors' remuneration structure.
In addition, an assessment of the performance of the Board of Directors
is presented in general as a form of accountability for carrying out its
duties and responsibilities during the Annual GMS and the Company's
annual report.
ASSESSMENT OF GCG IMPLEMENTATION FOR THE BOARD
OF COMMISSIONERS AND DIRECTORS ASPECTS
The Board of Commissioners and Board of Directors Assessment Results
in accordance with the Financial Services Authority Circular Letter
Number 32/SEOJK.04/2015 dated November 17, 2015 concerning
Guidelines for Open Corporate Governance and based on the ASEAN CG
Scorecard can be seen in the Corporate Governance Section Evaluation
of Corporate Governance Implementation section.
REMUNERATION POLICY FOR
THE BOARD OF COMMISSIONERS AND DIRECTORS
PROCEDURE FOR DETERMINING THE REMUNERATION OF
THE BOARD OF COMMISSIONERS AND DIRECTORS
Law Number 40 of 2007 concerning Limited Liability Companies (UUPT)
states that the amount of remuneration for the Board of Commissioners
and Directors is determined by the GMS, but the GMS can authorize
the Board of Commissioners to determine the remuneration of the
Directors and the Board of Commissioners.
The Board of Commissioners through its committees namely the
Nomination and Remuneration Committee periodically evaluates
the policies, the magnitude and structure of the remuneration.
Remuneration procedures are carried out in accordance with applicable
laws.
Annual Report 2019 Laporan Tahunan 259
 TATA KELOLA PERUSAHAAN
Good Corporate Governance

Keputusan
Surat dewan RUPS terkait Surat Keputusan
Pengkajian usulan pendelegasian
Komisaris kepada Surat Keputusan oleh Dewan
besaran penghasilan wewenang kepada
Pemegang Saham oleh Pemegang Komisaris kepada
Dewan Komisaris Dewan Komisaris
Utama perihal Saham Utama atas Direksi perihal
dan Direksi oleh dengan terlebih
Usulan Remunerasi Remunerasi Dewan Remunerasi Dewan
Komite Nominasi dahulu mendapat
Dewan Komisaris Komisaris dan Komisaris dan
dan Remunerasi persetujuan
dan Direksi Direksi Direksi
Pemegang Saham
Review the proposed
amount of income Letter from the Board Utama Decree by the Major Decree by the Board
for the Board of of Commissioners to Shareholders on of Commissioners
Commissioners the Main Shareholders The GMS decision the Remuneration to the Board of
and Directors by regarding the related to the of the Board of Directors regarding
the Nomination remuneration proposal delegation of authority Commissioners and the Remuneration
and Remuneration for the Board of to the Board of Directors of the Board of
Committee Commissioners and Commissioners with Commissioners and
Directors prior approval from Directors
the Main Shareholder

STRUKTUR REMUNERASI DEWAN KOMISARIS DAN DIREKSI REMUNERATION STRUCTURE OF

THE BOARD OF COMMISSIONERS AND DIRECTORS
Berdasarkan surat dari Pemegang Saham Utama, struktur Based on a letter from the Major Shareholders, the remuneration
remunerasi Dewan Komisaris dan Direksi terdiri atas gaji/ structure of the Board of Commissioners and Directors consists
honorarium, tunjangan, fasilitas dan tantiem. of salary/honorarium, benefits, facilities and bonuses.

Struktur remunerasi dan komponennya bagi Dewan Komisaris The remuneration structure and its components for the Board
dan Direksi dapat disampaikan sebagai berikut: of Commissioners and Directors can be delivered as follows:

Struktur Remunerasi Dewan Komisaris Struktur Remunerasi Direksi

Board of Commissioners' Remuneration Structure Board of Directors' Remuneration Structure

• Honorarium Dewan Komisaris • Gaji Direksi

Penghasilan tetap berupa uang yang diterima setiap bulan karena
kedudukannya sebagai anggota Dewan Komisaris Perseroan, dengan
ketentuan sebagai berikut:
» Honorarium Komisaris Utama adalah 45% dari Gaji Direktur Utama
» Honorarium Komisaris adalah 90% dari Honorarium Komisaris
Utama
Penghasilan tetap berupa uang yang diterima setiap bulan karena
kedudukannya sebagai anggota Direksi Perseroan, dengan ketentuan
sebagai berikut:
» Gaji Direktur adalah 85% dari Gaji Direktur Utama

• Honorarium of the Board of Commissioners • Salary of Directors

Fixed income in the form of money received each month because Fixed income in the form of money received every month because of
of his position as a member of the Board of Commissioners of the his position as a member of the Board of Directors of the Company,
Company, with the following conditions: with the following conditions:
» The Honorarium of the President Commissioner is 45% of the » Salary of Director is 85% of Salary of President Director
Salary of the President Director
» Commissioner Honorarium is 90% of the Honors Commissioner
of President

260 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 Struktur Remunerasi Dewan Komisaris Struktur Remunerasi Direksi
Board of Commissioners' Remuneration Structure Board of Directors' Remuneration Structure

• Tunjangan Dewan Komisaris • Tunjangan Direksi

Penghasilan berupa uang atau yang dapat dinilai dengan uang yang Penghasilan berupa uang atau yang dapat dinilai dengan uang yang
diterima pada waktu tertentu oleh anggota Dewan Komisaris selain diterima pada waktu tertentu oleh anggota Direksi selain Gaji, yang
Honorarium, yang dapat berupa: dapat berupa:
» Tunjangan Hari Raya Keagamaan » Tunjangan Hari Raya Keagamaan
» Tunjangan Transportasi » Tunjangan Perumahan
» Asuransi Purna Jabatan » Asuransi Purna Jabatan

• Board of Commissioners Allowances • Directors' Allowances

Income in the form of money or which can be valued with money Income in the form of money or which can be valued with money
received at a certain time by members of the Board of Commissioners received at a certain time by members of the Board of Directors
in addition to the Honorarium, which can be in the form of: other than Salary, which can be in the form of:
» Religious holiday allowance » Religious holiday allowance
» Transportation Allowances » Housing Allowances
» Full Term Insurance » Full Term Insurance

• Fasilitas Dewan Komisaris • Fasilitas Direksi

Penghasilan berupa sarana dan/atau kemanfaatan dan/atau penjaminan
yang digunakan/dimanfaatkan oleh anggota Dewan Komisaris dalam
rangka pelaksanaan tugas, wewenang, kewajiban dan tanggung jawab
berdasarkan peraturan perundang- undangan, yang dapat berupa:
» Fasilitas Kesehatan
» Fasilitas Bantuan Hukum
Penghasilan berupa sarana dan/atau kemanfaatan dan/atau
penjaminan yang digunakan/dimanfaatkan oleh anggota Direksi
dalam rangka pelaksanaan tugas, wewenang, kewajiban dan
tanggung jawab berdasarkan peraturan perundang-undangan,
yang dapat berupa:
» Fasilitas Kesehatan
» Fasilitas Kendaraan
» Fasilitas Bantuan Hukum

• Facilities of the Board of Commissioners • Directors' facilities

Income in the form of facilities and/or benefits and/or guarantees used/
utilized by members of the Board of Commissioners in the context of
carrying out their duties, authorities, obligations and responsibilities
based on laws and regulations, which can be in the form of:
» Medical facility
» Legal Aid Facilities
Income in the form of facilities and/or benefits and/or guarantees
used/utilized by members of the Board of Directors in the context of
carrying out their duties, authorities, obligations and responsibilities
based on laws and regulations, which can be in the form of:
» Medical facility
» Vehicle Facilities
» Legal Aid Facilities

• Tantiem Dewan Komisaris • Tantiem Direksi

» Tantiem adalah Penghasilan yang merupakan penghargaan yang » Tantiem, yaitu penghasilan yang merupakan penghargaan
diberikan kepada anggota Dewan Komisaris apabila memperoleh yang diberikan kepada anggota Direksi apabila memperoleh
laba dan tidak mengalami akumulasi kerugian. laba dan tidak mengalami akumulasi kerugian.

• Board of Commissioners Tantiem • Board of Directors Tantiem

» Tantiem is income which is an award given to members of the Board » Tantiem, which is income which is an award given to members of
of Commissioners if they receive profits and do not experience the Board of Directors if it earns profit and does not experience
accumulated losses. accumulated losses.

Struktur dan komponen remunerasi yang diterima oleh Dewan Komisaris Struktur dan komponen remunerasi yang diterima oleh Direksi tidak
tidak terdapat pemberian bonus non kinerja, dan/atau opsi saham bagi terdapat pemberian bonus non kinerja, dan/atau opsi saham bagi
setiap anggota Dewan Komisaris. setiap anggota Direksi.

The structure and components of remuneration received by the Board of The structure and components of remuneration received by the Directors
Commissioners do not include non-performance bonuses, and/or share do not include non-performance bonuses, and/or share options for
options for each member of the Board of Commissioners. each member of the Board of Directors.

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 261

 TATA KELOLA PERUSAHAAN
Good Corporate Governance

KEBIJAKAN DASAR TERKAIT INDIKATOR DAN PENETAPAN B A S I C P O L I C I E S R E G A R D I N G I N D I C AT O R S A N D

REMUNERASI DEWAN KOMISARIS DAN DIREKSI
Penetapan penghasilan berupa gaji/ honorarium, tunjangan dan
fasilitas yang bersifat tetap dilakukan dengan mempertimbangkan
faktor pendapatan, kondisi dan kemampuan keuangan Perseroan
serta tingkat inflasi dan faktor-faktor lain yang relevan serta tidak
bertentangan dengan peraturan perundang-undangan. Sedangkan
tunjangan dan tantiem yang bersifat variabel dilakukan dengan
mempertimbangkan faktor realisasi pencapaian kinerja Perseroan,
tingkat kesehatan, kondisi dan kemampuan keuangan Perseroan
serta faktor-faktor lainnya.
DETERMINATION OF REMUNERATION FOR THE BOARD OF
COMMISSIONERS AND DIRECTORS
Determination of income in the form of salary/honorarium,
allowances and facilities that are permanent is carried out by
considering the factors of income, the condition and financial
capability of the Company as well as the inflation rate and other
relevant factors that are not in conflict with the legislation.
Whereas the variable allowances and bonuses are carried out by
taking into account the realization of the Company’s performance
achievements, the level of health, the condition and financial
capability of the Company as well as other factors.

TRANSPARANSI REMUNERASI DEWAN KOMISARIS DAN TRANSPARENCY OF BOARD OF COMMISSIONERS AND

DIREKSI TAHUN 2019 BOARD OF DIRECTORS REMUNERATION IN 2019
Rincian jumlah nominal remunerasi bagi Dewan Komisaris dan The details of the nominal amount of remuneration for the Board
Direksi berdasarkan struktur remunerasi adalah sebagai berikut: of Commissioners and Directors based on the remuneration
structure are as follows:

Jumlah Nominal Remunerasi Dewan Komisaris dan Direksi Tahun 2019

Total of Remuneration for the Board of Commissioners and Directors in 2019
Jumlah Diterima
Komponen Amount Received
Component Dewan Komisaris Direksi
Board of Commissioners Board of Directors
Honorarium/Gaji, THR, Tantiem (termasuk pajak) 8.671.167.927 21.743.251.569
Honorarium/Salary, THR, Tantiem (including tax)
Purna Jabatan 618.267.693 1.178.821.952
Full Lain Incentive
Lain-Lain (Iuran) 101.443.807 1.502.704.453
Others (Dues)

Jumlah Remunerasi Dewan Komisaris dan Direksi Tahun 2019

Total Remuneration of the Board of Commissioners and Directors in 2019
Jumlah
Uraian
Amount
Details
(Rp)
Jumlah Remunerasi Dewan Komisaris 9.390.879.427
Total Remuneration of the Board of Commissioners
Jumlah Remunerasi Direksi 24.424.777.974
Total Remuneration of the Board of Directors
Jumlah Remunerasi Dewan Komisaris dan Direksi Tahun 2019 33.815.657.401
Total Remuneration of the Board of Commissioners and Directors in 2019

Informasi mengenai rasio gaji Dewan Komisaris, Direksi, dan Information regarding the salary ratio of the Board of Commissioners,
pegawai Perseroan adalah sebagai berikut: Directors and employees of the Company is as follows:

Perbandingan
2019 2018
Comparison
Karyawan yang tertinggi dan terendah 1:21,92
1:21,13
The highest and lowest employees
Direksi yang tertinggi dan terendah 1:1,11
1:1,18
Highest and lowest Directors
Dewan Komisaris yang tertinggi dan terendah 1:1,11
1:1,11
Highest and lowest Commissioners
Direksi yang tertinggi dan karyawan tertinggi 1:2,29
1:2,16
Highest Directors and employees

Yang dimaksud karyawan tertinggi pada tabel di atas adalah level HIghest employee in the table above refers to the Vice President
Vice President, sementara karyawan terendah adalah level staff. level, while the lowest employee is the staff level.

262 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

Bonus Non Kinerja dan Opsi Saham Dewan Komisaris dan Direksi
Struktur dan komponen remunerasi yang diterima oleh Dewan
Komisaris dan Direksi tidak terdapat pemberian bonus non kinerja,
dan/atau opsi saham bagi setiap anggota Dewan Komisaris dan
Direksi.
Non-Performance Bonuses and Stock Options of the Board of
Commissioners and Directors
The structure and components of remuneration received by
the Board of Commissioners and Directors do not include non-
performance bonuses, and/or share options for each member
of the Board of Commissioners and Directors.

RAPAT DEWAN KOMISARIS DAN DIREKSI BOARD OF COMMISSIONERS AND DIRECTORS MEETING

RAPAT DEWAN KOMISARIS BOARD OF COMMISSIONERS MEETING

Rapat Dewan Komisaris telah diagendakan sebelum tahun
berjalan seperti tercantum dalam program kerja Dewan Komisaris
tahun 2019. Sesuai Anggaran Dasar Perseroan, rapat Dewan
Komisaris diadakan sekurang-kurangnya sekali setiap 2 (dua)
bulan. Pemanggilan rapat dilakukan oleh Komisaris Utama dan
disampaikan paling lambat 3 (tiga) hari sebelum rapat diadakan,
dengan tidak memperhitungkan tanggal pemanggilan dan tanggal
rapat, atau dalam waktu yang lebih singkat jika dalam keadaan
mendesak. Rapat Dewan Komisaris adalah sah dan berhak
mengambil keputusan yang mengingat apabila dihadiri atau
diwakili oleh lebih dari ½ (satu per dua) dari jumlah anggota
Dewan Komisaris atau diwakili dalam rapat.
Meetings of the Board of Commissioners have been scheduled
before the current year as stated in the work program of the Board
of Commissioners in 2019. In accordance with the Company's
Articles of Association, the Board of Commissioners meeting
is held at least once every 2 (two) months. The summons for
the meeting is conducted by the President Commissioner and
is delivered no later than 3 (three) days before the meeting
is held, not taking into account the date of the summons and
the date of the meeting, or in a shorter time if it is urgent. The
Board of Commissioners' meeting is valid and has the right to
make decisions considering that it is attended or represented
by more than ½ (one-half) of the total members of the Board of
Commissioners or represented at the meeting.

Bahan rapat disampaikan kepada peserta rapat paling lambat 5
(lima) hari sebelum rapat diselenggarakan atau dapat disesuaikan
dengan tingkat kebutuhan dan kompleksitas materi Rapat. Dalam
hal terdapat rapat yang diselenggarakan di luar jadwal yang telah
disusun, bahan rapat disampaikan kepada peserta rapat paling
lambat sebelum rapat diselenggarakan.
Meeting materials are delivered to meeting participants no later
than 5 (five) days before the meeting is held or can be adjusted
to the level of needs and complexity of the Meeting material. In
the event that a meeting is held outside the schedule that has
been arranged, the meeting material is delivered to the meeting
participants no later than before the meeting is held.

Sesuai Program Kerja Dewan Komisaris tahun 2019 dijelaskan
bahwa Rapat Internal Dewan Komisaris dilaksanakan 1
(satu) kali dalam sebulan yang dihadiri oleh seluruh anggota
Dewan Komisaris. Selama tahun 2019 Dewan Komisaris
menyelenggarakan 12 (dua belas) kali Rapat Dewan Komisaris.
In line with the 2019 Board of Commissioners Work Program, it is
explained that the Board of Commissioners' Internal Meetings are
held 1 (one) time a month which is attended by all members of the
Board of Commissioners. During 2019 the Board of Commissioners
held 12 (twelve) meetings of the Board of Commissioners.

Risalah Rapat Internal Dewan Komisaris dan Kehadiran Dewan Minutes of Internal Meeting of the Board of Commissioners and
Komisaris: the Presence of the Board of Commissioners:

Tanggal Rapat Tempat Agenda Rapat Peserta Rapat

Meeting Date Place Meeting Agenda Meeting Participant

Senin, 21 Januari 2019 Jakarta Laporan Bulanan Kinerja Narendra Widjajanto

Monday, January 21, Realisasi Rencana Kerja Dewan Komisaris Tahun 2018 Pradana Ramadhian G.*
2019 RUPS Tahunan Lusiaga Levi Susila
Monthly Performance Reports Afdal Martha**
Realization of the Board of Commissioners' Work Plan for 2018 Eman Salman Arief
Annual GMS
Kamis, 14 Februari 2019 Jakarta Laporan Bulanan Kinerja Narendra Widjajanto
Thursday, February 14, Monthly Performance Reports Pradana Ramadhian G.*
2019 Lusiaga Levi Susila
Afdal Martha**
Eman Salman Arief
Jumat, 22 Maret 2019 Jakarta Laporan Bulanan Kinerja Narendra Widjajanto
Friday, March 22, 2019 RUPS Tahunan Pradana Ramadhian G.*
Evaluasi Kantor Akuntan Publik Lusiaga Levi Susila
Monthly Performance Reports Afdal Martha**
Annual GMS Eman Salman Arief
Evaluation of a Public Accountant Firm

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 263

 TATA KELOLA PERUSAHAAN
Good Corporate Governance

Tanggal Rapat Tempat Agenda Rapat Peserta Rapat

Meeting Date Place Meeting Agenda Meeting Participant

Senin, 22 April 2019 Jakarta Laporan Bulanan Kinerja Narendra Widjajanto

Monday, April 22, 2019 RUPS Tahunan Lusiaga Levi Susila
Komite Penunjang Dewan Komisaris Anis Baridwan***
Monthly Performance Reports Eman Salman Arief
Annual GMS Antonius
Supporting Committee of the Board of Commissioners Ratdomopurbo****

Jumat, 24 Mei 2019 Jakarta Laporan Bulanan Kinerja Narendra Widjajanto

Friday, May 24, 2019 Monthly Performance Reports Lusiaga Levi Susila
Anis Baridwan***
Eman Salman Arief
Antonius
Ratdomopurbo****
27 Juni 2019 Jakarta Laporan Bulanan Kinerja Narendra Widjajanto
June 27, 2019 Monthly Performance Reports Lusiaga Levi Susila
Anis Baridwan***
Eman Salman Arief
Antonius
Ratdomopurbo****
22 Juli 2019 Jakarta Laporan Bulanan Kinerja Narendra Widjajanto
July 22, 2019 Pengembangan Usaha dan Investasi Lusiaga Levi Susila
Monthly Performance Reports Anis Baridwan***
Business and Investment Development Eman Salman Arief
26 Agustus 2019 Jakarta Laporan Bulanan Kinerja Narendra Widjajanto
August 26, 2019 Monthly Performance Reports Lusiaga Levi Susila
Anis Baridwan***
Eman Salman Arief
25 September 2019 Jakarta Laporan Bulanan Kinerja Narendra Widjajanto
September 25, 2019 Rencana Jangka Panjang Perusahaan Lusiaga Levi Susila
Monthly Performance Reports Anis Baridwan***
The Company's Long-term Plan Antonius
Ratdomopurbo****
23 Oktober 2019 Jakarta Laporan Bulanan Kinerja Narendra Widjajanto
October 23, 2019 Penunjukan Kantor Akuntan Publik Lusiaga Levi Susila
Pengembangan Usaha dan Investasi Anis Baridwan***
Monthly Performance Antonius
Reports Appointment of Public Accounting Firm Ratdomopurbo****
Business Development and Investment
27 November 2019 Jakarta Laporan Bulanan Kinerja Lusiaga Levi Susila
November 27, 2019 Pengembangan Usaha dan Investasi Anis Baridwan***
Rencana Kerja dan Anggaran Perusahaan Eman Salman Arief
Monthly Performance Reports
Business Development and Investment
Company Work Plan and Budget
18 Desember 2019 Jakarta Laporan Bulanan Kinerja Narendra Widjajanto
December 18, 2019 Pengembangan Usaha dan Investasi Lusiaga Levi Susila
Monthly Performance Anis Baridwan***
Reports Business Development and Investment Antonius
Ratdomopurbo****

*Menjabat sebagai Komisaris Independen sampai dengan RUPS Tahunan tanggal
11 April 2019
**Menjabat sebagai Komisaris sampai dengan RUPS Tahunan tanggal 11 April 2019
*** Menjabat sebagai Komisaris Independen sejak RUPS Tahunan tanggal 11
April 2019
**** Menjabat sebagai Komisaris sejak RUPS Tahunan tanggal 11 April 2019
* Served as Independent Commissioner until the Annual General Meeting of
Shareholders on April 11, 2019
** Served as Commissioner until the Annual General Meeting of Shareholders
on April 11, 2019
*** Served as Independent Commissioner since the Annual General Meeting of
Shareholders on April 11, 2019
**** Appointed as Commissioner since the Annual General Meeting of Shareholders
on April 11, 2019

264 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

Rekapitulasi kehadiran anggota Dewan Komisaris pada Rapat Recapitulation of the presence of members of the Board
Internal Dewan Komisaris dapat dilihat di bawah ini: of Commissioners at the Internal Meeting of the Board of
Commissioners can be seen below:

Rekapitulasi Kehadiran Dewan Komisaris pada Rapat Internal Dewan Komisaris

Recapitulation of the Board of Commissioners’ Attendance at the Board of Commissioners’ Internal Meeting

Jumlah Wajib Rapat Jumlah Kehadiran

Dewan Komisaris % Kehadiran
Total Total
Board of Commissioners of Meeting Required % Attendance
of Meeting Attended
Narendra Widjajanto 12 11 92%
Lusiaga Levi Susila 12 12 100%
Anis Baridwan* 9 9 100%
Eman Salman Arief 12 9 67%
Antonius Ratdomopurbo** 9 6 67%
Pradana Ramadhian G.*** 3 3 100%
Afdal Martha**** 3 3 100%
Rata-Rata | Average 89%

*Menjabat sebagai Komisaris Independen sejak dengan RUPS Tahunan tanggal
11 April 2019
**Menjabat sebagai Komisaris sejak dengan RUPS Tahunan tanggal 11 April 2019
***Menjabat sebagai Komisaris Independen sampai dengan RUPS Tahunan
tanggal 11 April 2019
****Menjabat sebagai Komisaris sampai dengan RUPS Tahunan tanggal 11
April 2019
* Served as Independent Commissioner since the Annual General Meeting of
Shareholders on April 11, 2019
** Served as Commissioner since the Annual General Meeting of Shareholders
on April 11, 2019
*** Served as Independent Commissioner until the Annual General Meeting of
Shareholders on April 11, 2019
**** Served as Commissioner until the Annual General Meeting of Shareholders
on April 11, 2019

RAPAT DIREKSI DIRECTORS MEETING

Sesuai dengan ketentuan pada Anggaran Dasar Perseroan dan
Board Manual, Direksi wajib mengadakan rapat internal paling
kurang 1 (satu) kali dalam setiap bulan. Rapat dilakukan untuk
membicarakan mengenai hal-hal strategis atau operasional.
Strategis artinya adalah hal-hal yang diputuskan dengan
memerlukan diterbitkannya surat keputusan Direksi atau memo
Direksi yang berdampak pada semua unit kerja. Sedangkan
operasional, artinya hal-hal yang berkenaan dengan tindak lanjut
yang diperlukan untuk pelaksanaan keputusan strategis.
In accordance with the provisions in the Company's Articles of
Association and the Board Manual, the Board of Directors is
required to hold an internal meeting at least 1 (one) time each
month. Meetings are held to discuss strategic or operational
matters. Strategic means are matters that are decided by requiring
the issuance of a Directors 'decision letter or Directors' memo
which affects all work units. While operational, it means matters
relating to the follow-up needed for the implementation of
strategic decisions.

Materi rapat disiapkan oleh Sekretaris Perusahaan dan Meeting materials are prepared by the Corporate Secretary and
disampaikan paling lambat lima hari sebelum rapat submitted no later than five days before the meeting is held.
diselenggarakan. Materi rapat disampaikan bersamaan dengan Material for the meeting will be conveyed together with the
penyampaian undangan rapat. meeting invitation.

Semua keputusan dalam rapat Direksi diambil dengan musyawarah
untuk mufakat. Apabila tidak tercapai musyawarah mufakat, maka
keputusan diambil dengan pemutuan suara berdasarkan suara
setuju paling sedikit ½ (satu per dua) dari jumlah suara yang
dikeluarkan dalam rapat.
All decisions in the Directors' meeting are taken by deliberation
to reach consensus. If no consensus is reached, then a decision
is made by voting based on agreed votes of at least ½ (one-half)
of the total votes cast at the meeting.

Di sepanjang tahun 2019, Direksi melaksanakan rapat sebanyak Throughout 2019, the Board of Directors held meetings 37
37 (tiga puluh tujuh) kali. Berikut disampaikan agenda dan risalah (thirty seven). Following is the agenda and minutes of meetings,
rapat, kehadiran, serta rekapitulasi tingkat kehadiran Direksi attendance, and recapitulation of the level of attendance of the
dalam rapat-rapat tersebut. Directors at these meetings.

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 265

 TATA KELOLA PERUSAHAAN
Good Corporate Governance

Risalah dan Kehadiran Rapat Direksi

Minutes and Attendance of Board of Directors’ Meetings
Tanggal Rapat Agenda Rapat
Date of Meetings Meeting Agenda
8 Januari 2019 Pembahasan kerjasama Elnusa
January 8, 2019 Elnusa cooperation discussion
15 Januari 2019 Persiapan rapat gabungan Dewan Komisaris
January 15, 2019 Preparation for joint meetings of the Board of Commissioners
22 Januari 2019 Sinergi Anak Perusahaan Hulu
January 22, 2019 Synergy of Upstream Subsidiaries
29 Januari 2019 Rapat Gabungan Manajemen
29 January, 2019 Management Joint Meeting
7 Februari 2019 Persiapan RUPS dan tindak lanjut investasi
February 7, 2019 GMS preparation and investment follow-up
12 Februari 2019 Program prioritas 2019
February 12, 2019 2019 priority program
22 Februari 2019 Persiapan materi Rapat Gabungan Dewan Komisaris
February 22, 2019 Preparation for the Board of Commissioners Joint Meeting
5 Maret 2019 Pemanfaatan asset di Karawang
March 5, 2019 Utilization of assets in Karawang
12 Maret 2019 Rencana Perubahan Anggaran Dasar Perusahaan
March 12, 2019 Planned Amendment to the Company’s Articles of Association
15 Maret 2019 Investasi alat marine seismic
March 15, 2019 Investment in marine seismic tools
28 Maret 2019 Dry run Rapat Gabungan Dewan Komisaris
March 28, 2019 Dry run of Joint Meeting of the Board of Commissioners
2 April 2019 Investasi dan asset di Balikpapan
April 2, 2019 Investment and assets in Balikpapan
10 April 2019 Persiapan RUPS
April 10, 2019 Preparation of GMS
23 April 2019 Progress report operasi
April 23, 2019 Operation progress report
26 April 2019 Rencana investasi
April 26, 2019 Investment plan
7 Mei 2019 strategi pencapaian learning hours
May 7, 2019 Strategies for learning hours achievement
21 Mei 2019 Persiapan rapat gabungan Dewan Komisaris
May 21, 2019 Preparation for joint meetings of the Board of Commissioners
31 Mei 2019 Investasi alat operasi
May 31, 2019 Operating tool investment
18 Juni 2019 Dry run Rapat Gabungan Dewan Komisaris
June 18, 2019 Dry run of Joint Meeting of the Board of Commissioners
2 Juli 2019 Pembahasan RKAP
July 2, 2019 Discussion on RKA
4 Juli 2019 Pembahasan Operasi dan Investasi
July 4, 2019 Operation and Investment Discussion
8 Juli 2019 Pembahasan kinerja Operasi
July 8, 2019 Discussion of Operating performance
15 Juli 2019 Kinerja Perusahaan dan kinerja Saham
July 15, 2019 Company Performance and Shares performance
23 Juli 2019 Rapat Gabungan Manajemen
July 23, 2019 Joint Management Meeting
06 Agustus 2019 Pembahasan investasi
August 6, 2019 Investment discussion
13 Agustus 2019 Proyeksi pencapaian 2019 dan kinerja Operasional
August 13, 219 Projected achievement of 2019 and Operational performance
3 September 2019 Persiapan Rencana Jangka Panjang Perusahaan
September 3, 2019 Preparation of the Company’s Long Term Plan
20 September 2019 Challenge Session RKAP
September 20, 2019 RKAP Challenge Session
24 September 2019 Leadership Safety Commitment dan Prognosa Pencapaian KPI Direksi Akhir 2019
September 24, 2019 Leadership Safety Commitment and Prognosis for the Achievement of the Board of Directors' KPI at the End of 2019

266 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk


Tanggal Rapat
Date of Meetings
02 Oktober 2019
October 2, 2019
14 Oktober 2019
October 14, 2019
22 Oktober 2019
October 22, 2019
29 Oktober 2019
October 29, 2019
07 November 2019
November 7, 2019
11 November 2019
November 11, 2019
19 November 2019
November 19, 2019
03 Desember 2019
Desember 3, 2019
17 Desember 2019
Desember 17, 2019
Risalah dan Kehadiran Rapat Direksi
Minutes and Attendance of Board of Directors’ Meetings
Agenda Rapat
Meeting Agenda
Pembahasan Gap Kinerja Elnusa
Discussion of Elnusa’s Performance Gap
Rapat Manajemen Anak Perusahaan
Subsidiary Management Meeting
Pengadaan Workshop
Workshop Procurement
Pembahasan SK Sinergi
Discussion on SK Sinergi
Market Map Capacity and Capability Mapping -Elnusa and Subsidiaries Business
Market Map Capacity and Capability Mapping - Elusa and Subsidiaries Business
Preventive Program Illnes Fatality
Preventive Illnes Fatality Program
Laporan Kinerja Perusahaan dan Persetujuan RKAP 2020
Company Performance Report and 2020 RKAP Approval
Proposal Cascading RKAP dan KPI 2020 Event
RKAP Proposal Cascading and KPI 2020 Event
Persetujuan warehouse
Warehouse approval

Rekapitulasi kehadiran Direksi pada Rapat Direksi dapat dilihat Recapitulation of the presence of members of the Board of Directors
di bawah ini: at the Internal Meeting of the Board of Directors can be seen below:

Rekapitulasi Kehadiran Direksi pada Rapat Direksi

Recapitulation of the Board of Directors' Attendance at the Board of Directors' Internal Meeting
Jumlah Wajib Rapat
Direksi Jumlah Kehadiran % Kehadiran
Total of Meeting
Board of Directors Total of Attendance % Attendance
Requirements
Elizar Parlindungan Hasibuan 37 32 86%
Hery Setiawan 37 32 86%
RM Happy Paringhadi 37 31 84%
Arief Riyanto 37 34 92%
Tolingul Anwar 13 10 77%
Rata-Rata
85%
Average

RAPAT GABUNGAN DEWAN KOMISARIS DAN DIREKSI
Sesuai dengan Anggaran Dasar Perseroan, Rapat Gabungan Dewan
Komisaris dan Direksi diadakan secara berkala paling kurang 1
(satu) kali dalam 4 (empat) bulan seperti membahas kinerja
Perusahaan, isu-isu strategis korporasi dan corporate action yang
perlu diketahui Dewan Komisaris untuk ditindaklanjuti segera.
JOINT MEETING OF THE BOARD OF COMMISSIONERS AND
DIRECTORS
In accordance with the Company's Articles of Association, Joint
Board of Commissioners and Board of Directors Meetings are
held periodically at least 1 (one) time in 4 (four) months, such
as discussing the Company's performance, corporate strategic
issues and corporate actions that the Board of Commissioners
needs to know for immediate action.

Bahan rapat disampaikan kepada peserta rapat paling lambat 5
(lima) hari sebelum rapat diselenggarakan atau dapat disesuaikan
dengan tingkat kebutuhan dan kompleksitas materi Rapat. Dalam
hal terdapat rapat yang diselenggarakan di luar jadwal yang telah
disusun, bahan rapat disampaikan kepada peserta rapat paling
lambat sebelum rapat diselenggarakan.
Meeting materials are delivered to meeting participants no later
than 5 (five) days before the meeting is held or can be adjusted
to the level of needs and complexity of the Meeting material. In
the event that a meeting is held outside the schedule that has
been arranged, the meeting material is delivered to the meeting
participants no later than before the meeting is held.

Di tahun 2019, rapat gabungan antara Dewan Komisaris dan
Direksi dilaksanakan 12 (dua belas) kali. Berikut disampaikan
agenda dan risalah rapat, kehadiran, serta rekapitulasi tingkat
kehadiran Dewan Komisaris dan Direksi dalam rapat-rapat
tersebut.
In 2019, joint meetings between the Board of Commissioners
and the Board of Directors were held 12 (twelve) times. The
following is the agenda and minutes of meetings, attendance, and
recapitulation of the attendance of the Board of Commissioners
and Directors in these meetings.

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 267

 TATA KELOLA PERUSAHAAN
Good Corporate Governance
Risalah Rapat Gabungan Dewan Komisaris dan Direksi Serta Kehadiran Dewan Komisaris dan Direksi pada Rapat Gabungan
Minutes of Joint Meeting of the Board of Commissioners and Board of Directors as well as the Presence of the Board of Commissioners and
Tanggal Rapat
Meeting Date
Senin, 21 Januari 2019
Monday, January 21, 2019
Selasa, 26 Februari 2019
Tuesday, February 26, 2019
Jumat, 29 Maret 2019
Friday, March 29, 2019
Selasa, 30 April 2019
Tuesday, April 30, 2019
268 Annual Report 2019 Laporan Tahunan
Board of Directors at the Joint Meeting
Tempat Agenda Rapat Peserta Rapat
Place Meeting Agenda Meeting Participant
Jakarta Laporan Bulanan Kinerja Dewan Komisaris:
Board of Commissioners:
Monthly Performance Reports Narendra Widjajanto
Pradana Ramadhian G.*
Lusiaga Levi Susila
Afdal Martha**
Eman Salman Arief
Direksi:
Board of Directors:
Tolingul Anwar***
Elizar P. Hasibuan
Hery Setiawan
RM. Happy Paringhadi JS.
Arief Riyanto
Jakarta Laporan Bulanan Kinerja Dewan Komisaris
Rencana Kerja dan Anggaran Perusahaan Board of Commissioners:
Narendra Widjajanto
Monthly Performance Reports Pradana Ramadhian G.*
Company Work Plan and Budget Lusiaga Levi Susila
Afdal Martha**
Eman Salman Arief
Direksi
Board of Directors:
Tolingul Anwar***
Elizar P. Hasibuan
Hery Setiawan
RM. Happy Paringhadi JS.
Arief Riyanto
Jakarta Laporan Bulanan Kinerja Dewan Komisaris
RUPS Tahunan Board of Commissioners:
Narendra Widjajanto
Monthly Performance Reports Pradana Ramadhian G.*
Annual GMS Lusiaga Levi Susila
Afdal Martha**
Direksi
Board of Directors:
Tolingul Anwar***
Elizar P. Hasibuan
Hery Setiawan
RM. Happy Paringhadi JS.
Arief Riyanto
Jakarta Laporan Bulanan Kinerja Dewan Komisaris
Monthly Performance Reports Board of Commissioners:
Narendra Widjajanto
Lusiaga Levi Susila
Anis Baridwan****
Eman Salman Arief
Antonius Ratdomopurbo*****
Direksi
Board of Directors:
Elizar P. Hasibuan******
Hery Setiawan
RM. Happy Paringhadi JS.
PT Elnusa Tbk
 Risalah Rapat Gabungan Dewan Komisaris dan Direksi Serta Kehadiran Dewan Komisaris dan Direksi pada Rapat Gabungan
Minutes of Joint Meeting of the Board of Commissioners and Board of Directors as well as the Presence of the Board of Commissioners and
Board of Directors at the Joint Meeting

Tanggal Rapat Tempat Agenda Rapat Peserta Rapat

Meeting Date
Jumat, 24 Mei 2019
Friday, May 24, 2019
Place Meeting Agenda Meeting Participant
Jakarta Laporan Bulanan Kinerja Dewan Komisaris
Pengembangan Usaha dan Investasi Board of Commissioners:
Narendra Widjajanto
Monthly Performance Reports Anis Baridwan****
Business and Investment Development Lusiaga Levi Susila
Antonius Ratdomopurbo*****
Eman Salman Arief

Direksi/
Board of Directors:
Hery Setiawan
RM. Happy Paringhadi JS.
Arief Riyanto
27 Juni 2019 Jakarta Laporan Bulanan Kinerja Dewan Komisaris
Monthly Performance Reports Board of Commissioners:
June 27, 2019 Narendra Widjajanto
Anis Baridwan****
Lusiaga Levi Susila
Antonius Ratdomopurbo*****
Eman Salman Arief

Direksi
Board of Directors:
Elizar P. Hasibuan******
RM. Happy Paringhadi JS.
Arief Riyanto
22 Juli 2019 Jakarta Laporan Bulanan Kinerja Dewan Komisaris
Pengembangan Usaha dan Investasi Board of Commissioners:
July 22, 2019 Monthly Performance Reports Narendra Widjajanto
Business and Investment Development Lusiaga Levi Susila
Anis Baridwan****
Eman Salman Arief

Direksi
Board of Directors:
Elizar P. Hasibuan******
Hery Setiawan
Arief Riyanto
26 Agustus 2019 Jakarta Laporan Bulanan Kinerja Dewan Komisaris
Pengembangan Usaha dan Investasi Board of Commissioners:
August 26, 2019 Monthly Performance Reports Narendra Widjajanto
Business and Investment Development Lusiaga Levi Susila
Anis Baridwan****
Eman Salman Arief

25 September 2019
September 25, 2019
Direksi
Board of Directors:
Hery Setiawan
RM. Happy Paringhadi JS.
Arief Riyanto
Jakarta Laporan Bulanan Kinerja Dewan Komisaris
Pengembangan Usaha dan Investasi Board of Commissioners:
Monthly Performance Reports Narendra Widjajanto
Business and Investment Development Lusiaga Levi Susila
Anis Baridwan****
Antonius Ratdomopurbo*****

Direksi
Board of Directors:
Elizar P. Hasibuan******
Hery Setiawan
RM. Happy Paringhadi JS.
Arief Riyanto

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 269

 TATA KELOLA PERUSAHAAN
Good Corporate Governance

Risalah Rapat Gabungan Dewan Komisaris dan Direksi Serta Kehadiran Dewan Komisaris dan Direksi pada Rapat Gabungan
Minutes of Joint Meeting of the Board of Commissioners and Board of Directors as well as the Presence of the Board of Commissioners and
Board of Directors at the Joint Meeting

Tanggal Rapat Tempat Agenda Rapat Peserta Rapat

Meeting Date Place Meeting Agenda Meeting Participant
23 Oktober 2019 Jakarta Laporan Bulanan Kinerja Dewan Komisaris
Pengembangan Usaha dan Investasi Board of Commissioners:
October 23, 2019 Narendra Widjajanto
Monthly Performance Reports Lusiaga Levi Susila
Business and Investment Development Anis Baridwan****
Antonius Ratdomopurbo*****
Direksi
Board of Directors:
Elizar P. Hasibuan******
Hery Setiawan
RM. Happy Paringhadi JS.
Arief Riyanto
27 November 2019 Jakarta Laporan Bulanan Kinerja Dewan Komisaris
Pengembangan Usaha dan Investasi Board of Commissioners:
November 27, 2019 Rencana Kerja dan Anggaran Perusahaan Narendra Widjajanto
Monthly Performance Reports Lusiaga Levi Susila
Business Development and Investment Anis Baridwan****
Company Work Plan and Budget Eman Salman Arief
Direksi
Board of Directors:
Elizar P. Hasibuan******
Hery Setiawan
Arief Riyanto

18 Desember 2019 Jakarta Laporan Bulanan Kinerja Dewan Komisaris

Pengembangan Usaha dan Investasi Board of Commissioners:
December 18, 2019 Monthly Performance Reports Narendra Widjajanto
Business Development and Investment Lusiaga Levi Susila
Anis Baridwan****
Antonius Ratdomopurbo*****
Direksi
Board of Directors:
Elizar P. Hasibuan******
Hery Setiawan
RM. Happy Paringhadi JS.
Arief Riyanto

*Menjabat sebagai Komisaris Independen sampai dengan RUPS Tahunan tanggal
11 April 2019
**Menjabat sebagai Komisaris sampai dengan RUPS Tahunan tanggal 11 April 2019
***Menjabat sebagai Direktur Utama sampai dengan RUPS Tahunan tanggal 11
April 2019
**** Menjabat sebagai Komisaris Independen sejak RUPS Tahunan tanggal 11
April 2019
***** Menjabat sebagai Komisaris sejak RUPS Tahunan tanggal 11 April 2019
******Menjabat sebagai Direktur Utama sejak RUPS Tahunan tanggal 11 April 2019
* Served as Independent Commissioner until the Annual General Meeting of
Shareholders on April 11, 2019
** Served as Commissioner until the Annual General Meeting of Shareholders
on April 11, 2019
*** Served as President Director until the Annual General Meeting of Shareholders
on April 11, 2019
**** Served as Independent Commissioner since the Annual General Meeting of
Shareholders on April 11, 2019
***** Served as Commissioner since the Annual General Meeting of Shareholders
on April 11, 2019
******Appointed as President Director since the Annual General Meeting of
Shareholders on April 11, 2019

Rekapitulasi kehadiran anggota Dewan Komisaris dan Direksi Recapitulation of the attendance of members of the Board of
pada Rapat Gabungan dapat dilihat di bawah ini: Commissioners and Directors at the Joint Meeting can be seen below:

Rekapitulasi Kehadiran Dewan Komisaris dan Direksi pada Rapat Gabungan

Recapitulation of the Presence of the Board of Commissioners and Board of Directors at the Joint Meeting

Dewan Komisaris dan Direksi Jumlah Wajib Rapat Jumlah Kehadiran % Kehadiran
Board of Commissioners and Board of Directors Total of Meeting Required Total of Meeting Attended % Attendance
Dewan Komisaris
Board of Commissioners
Narendra Widjajanto 12 12 100%
Lusiaga Levi Susila 12 12 100%
Anis Baridwan* 9 9 100%
Eman Salman Arief 12 8 67%
Antonius Ratdomopurbo** 9 6 67%
Pradana Ramadhian G.*** 3 3 100%

270 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 Rekapitulasi Kehadiran Dewan Komisaris dan Direksi pada Rapat Gabungan
Recapitulation of the Presence of the Board of Commissioners and Board of Directors at the Joint Meeting
Dewan Komisaris dan Direksi Jumlah Wajib Rapat
Board of Commissioners and Board of Directors Total of Meeting Required
Afdal Martha****
Direksi
Board of Directors
Elizar P. Hasibuan*****
Hery Setiawan
RM. Happy Paringhadi JS.
Arief Riyanto
Tolingul Anwar******
Rata-rata | Average
* Menjabat sebagai Komisaris Independen sejak RUPS Tahunan tanggal 11 April 2019
**Menjabat sebagai Komisaris sejak RUPS Tahunan tanggal 11 April 2019
***Menjabat sebagai Komisaris Independen sampai dengan RUPS Tahunan tanggal
11 April 2019
****Menjabat sebagai Komisaris sampai dengan RUPS Tahunan tanggal 11 April 2019
*****Menjabat sebagai Direktur Utama sejak RUPS Tahunan tanggal 11 April 2019
****** Menjabat sebagai Direktur Utama sampai dengan RUPS Tahunan tanggal
11 April 2019
KEPUTUSAN DAN TINDAK LANJUT RAPAT
Seluruh keputusan hasil Rapat Direksi, Rapat Dewan Komisaris
dan Rapat Gabungan Dewan Komisaris dan Direksi tertuang
dalam notulen rapat yang ditandatangani oleh Direksi dan/atau
Dewan Komisaris. Sekretaris Dewan Komisaris ditugaskan untuk
memonitor pelaksanaan keputusan dan rekomendasi Dewan
Komisaris, sedangkan Sekretaris Perusahaan ditugaskan untuk
memonitor pelaksanaan dan rekomendasi Direksi. Hal yang perlu
ditindaklanjuti harus dilaporkan kembali dalam rapat selanjutnya.
RENCANA RAPAT DIREKSI DAN DEWAN KOMISARIS TAHUN
BUKU 2020
Dalam Anggaran Dasar Perseroan telah diatur ketentuan
mengenai pelaksanaan Rapat Dewan Komisaris dan Rapat Direksi,
yakni bahwa Rapat Dewan Komisaris dilaksanakan minimal sekali
setiap 2 (dua) bulan, Rapat Dewan Komisaris mengundang Direksi
dilaksanakan minimal sekali setiap 4 (empat) bulan, serta Rapat
Direksi dilaksanakan minimal sekali setiap 1 (satu) bulan.
Untuk lebih meningkatkan koordinasi dan pengambilan keputusan
yang lebih efektif, maka untuk tahun 2020, sesuai Program Kerja
Dewan Komisaris, Rapat Internal Dewan Komisaris dan Rapat
Dewan Komisaris yang mengundang Direksi akan dilaksanakan
minimal sekali dalam 1 (satu) bulan. Penyelenggaraan rapat
Dewan Komisaris tersebut direncanakan dilakukan setiap minggu
ke-3 pada bulan berjalan dengan agenda rapat di antaranya
membahas tentang Laporan Bulanan Kinerja dan tindak lanjut
atas arahan dan/atau keputusan Dewan Komisaris dan/atau
tindak lanjut yang dilaksanakan oleh Direksi serta hal-hal lain
yang dianggap perlu sesuai tugas dan fungsi pengawasan Dewan
Komisaris.
PT Elnusa Tbk
Jumlah Kehadiran % Kehadiran
Total of Meeting Attended % Attendance
3 3 100%
12 10 83%
12 11 92%
12 10 83%
12 11 92%
3 3 100%
90%
* Served as Independent Commissioner since the Annual General Meeting of
Shareholders on April 11, 2019
** Served as Commissioner since the Annual General Meeting of Shareholders
on April 11, 2019
*** Served as Independent Commissioner until the Annual General Meeting of
Shareholders on April 11, 2019
**** Served as Commissioner until the Annual General Meeting of Shareholders
on April 11, 2019
*****Appointed as President Director since the Annual General Meeting of
Shareholders on April 11, 2019
****** Served as President Director until the Annual General Meeting of
Shareholders on April 11, 2019
DECISIONS AND FOLLOW-UP MEETINGS
All decisions of the results of the Board of Directors' Meetings,
Board of Commissioners Meetings and Joint Meetings of the
Board of Commissioners and Directors are contained in minutes
of the meeting signed by the Directors and/or the Board of
Commissioners. The Secretary of the Board of Commissioners
is assigned to monitor the implementation of the decisions and
recommendations of the Board of Commissioners, while the
Corporate Secretary is assigned to monitor the implementation
and recommendations of the Board of Directors. Matters that
need to be followed up must be reported in the next meeting.
PLANS FOR DIRECTORS AND BOARD OF COMMISSIONERS
MEETINGS FOR FISCAL YEAR 2020
In the Articles of Association of the Company, provisions regarding
the implementation of Board of Commissioners and Board
of Directors Meetings, namely that Board of Commissioners
Meetings are held at least once every 2 (two) months, Board of
Commissioners Meetings invite Directors to be held at least once
every 4 (four) months, and Board of Directors Meetings are held
at least once every 1 (one) month.
To further improve coordination and more effective decision
making, for 2020, according to the Work Program of the
Board of Commissioners, the Internal Meeting of the Board of
Commissioners and the Meeting of the Board of Commissioners
which invites the Directors will be held at least once in 1 (one)
month. The Board of Commissioners meeting is planned to be
held every 3rd week in the current month with the agenda of
the meeting including discussing the Monthly Performance
Report and follow-up on directives and/or decisions of the
Board of Commissioners and/or follow-up carried out by
the Board of Directors as well as other matters that deemed
necessary according to the duties and functions of the Board of
Commissioners' supervision.
Annual Report 2019 Laporan Tahunan 271
 TATA KELOLA PERUSAHAAN
Good Corporate Governance
Untuk Rapat Direksi di tahun 2020 direncanakan dilaksanakan
sekali setiap minggu selama tahun buku berjalan. Agenda rapat di
antaranya membahas tentang laporan masing-masing Direktorat,
penetapan kebijakan strategis Perusahaan, kinerja operasional,
strategi perusahaan serta hal-hal lain yang dianggap perlu sesuai
tugas dan fungsi Direksi.
PENGUNGKAPAN HUBUNGAN AFILIASI ANTARA
DIREKSI, DEWAN KOMISARIS, DAN PEMEGANG SAHAM
UTAMA DAN/ATAU PENGENDALI
P E M EG A N G SA H A M U TA M A , P E M EG A N G SA H A M
PENGENDALI, HINGGA NAMA PEMILIK AKHIR
Pemegang Saham Utama/Pengendali Perseroan adalah PT
Pertamina (Persero) dengan kepemilikan sebesar 41,1%.
Pertamina adalah perusahaan energi nasional yang 100%
kepemilikan sahamnya dimiliki oleh Pemerintah Republik
Indonesia, melalui Kementerian Negara Badan Usaha Milik Negara
(BUMN) selaku Kuasa Pemegang Saham. Dengan demikian, entitas
induk tertinggi, atau ultimate parent entity Perseroan adalah
Pemerintah Republik Indonesia, karena merupakan pemegang
saham utama/pengendali dari Pertamina selaku pemegang saham
utama/pengendali Perseroan.
PENGUNGKAPAN HUBUNGAN AFILIASI ANTARA DIREKSI,
DEWAN KOMISARIS, DAN PEMEGANG SAHAM UTAMA/
PENGENDALI
Pemegang Saham Pengendali, Dewan Komisaris dan Direksi
saling menghormati pelaksanaan tugas, tanggung jawab, dan
wewenang masing-masing sesuai peraturan perundang-undangan
dan Anggaran Dasar. Dewan Komisaris dan Direksi Perseroan
memiliki pedoman dan tata tertib kerja yang mencantumkan
antara lain tanggung jawab, kewajiban, wewenang, dan hak
masing-masing.
Sesuai dengan Anggaran Dasar Perseroan dan Pedoman Kerja
Dewan Komisaris dan Direksi (Board Manual) setiap anggota Dewan
Komisaris dan Direksi dilarang untuk memiliki hubungan keluarga
sedarah sampai dengan derajat ketiga, baik menurut garis lurus
maupun garis ke samping atau hubungan semenda (menantu atau
ipar) dengan Anggota Dewan Komisaris dan/ atau Direktur lainnya.
Setiap anggota Dewan Komisaris dan Direksi yang baru menjabat
juga diwajibkan untuk membuat surat pernyataan terkait dengan
pemenuhan persyaratan yang wajib dipenuhi oleh setiap anggota
Dewan Komisaris dan Direksi, dimana di antaranya adalah
menyatakan status hubungan afiliasi, dan hubungan kepengurusan
di perusahaan lain. Hal ini untuk memastikan tidak adanya
rangkap jabatan yang dapat menimbulkan benturan kepentingan
secara langsung atau tidak langsung dengan Perseroan atau yang
bertentangan dengan ketentuan peraturan perundang-undangan
yang berlaku dan Anggaran Dasar Perseroan.
272 Annual Report 2019 Laporan Tahunan
The 2020 Board of Directors Meeting is planned to be held once
a week during the current fiscal year. The agenda of the meeting
included discussing the reports of each Directorate, determining
the Company's strategic policies, operational performance,
corporate strategy and other matters deemed necessary according
to the duties and functions of the Directors.
DISCLOSURE OF AFFILIATED RELATIONSHIP BETWEEN
DIRECTORS, BOARD OF COMMISSIONERS, AND MAJOR
AND/OR CONTROLLING SHAREHOLDERS
MAJOR SHAREHOLDERS, CONTROLLING SHAREHOLDERS,
UNTIL THE NAME OF THE FINAL OWNER
The Company's main/controlling shareholder is PT Pertamina
(Persero) with an ownership interest of 41.1%. Pertamina is a
national energy company whose shares are 100% owned by the
Government of the Republic of Indonesia, through the State
Ministry of State-Owned Enterprises (BUMN) as the Shareholders'
Authority. Therefore, the highest parent entity, or the ultimate
parent entity of the Company, is the Government of the Republic
of Indonesia, because it is the main/controlling shareholder of
Pertamina as the main/controlling shareholder of the Company.
DISCLOSURE OF AFFILIATE RELATIONSHIP BETWEEN
BOARD OF DIRECTORS, BOARD OF COMMISSIONERS, AND
MAJOR/CONTROLLING SHAREHOLDERS
The Controlling Shareholders, the Board of Commissioners and
the Board of Directors respect each other in carrying out their
respective duties, responsibilities and authorities in accordance
with the laws and regulations and the Articles of Association. The
Board of Commissioners and Board of Directors of the Company
have work guidelines and procedures which include, among
others, their respective responsibilities, obligations, authorities
and rights.
In accordance with the Articles of Association of the Company and
the Board of Commissioners and Board of Directors' Work Guidelines,
each member of the Board of Commissioners and Board of Directors
is prohibited from having family relations up to the third degree, either
in a straight line or sideways or in a marital relationship (child-in-law
or in-laws) with Other members of the Board of Commissioners and/
or Board of Directors.
Every new member of the Board of Commissioners and Board
of Directors is also required to make a statement relating to
the fulfillment of the requirements that must be fulfilled by
each member of the Board of Commissioners and the Board of
Directors, which among others is to state the status of affiliation,
and management relationships in other companies. This is to
ensure there are no concurrent positions that can lead to a conflict
of interest directly or indirectly with the Company or that are in
conflict with the provisions of the applicable laws and regulations
and the Company's Articles of Association.
PT Elnusa Tbk
 Hubungan Keluarga dengan
Family Relationship with
Nama dan Jabatan
Dewan
Name and Position Direksi
Komisaris
Board of
Board of
Directors
Commissioners
Narendra Widjajanto x x
Lusiaga Levi Susila x x
Anis Baridwan x x
Eman Salman Arief x x
Antonius Ratdomopurbo x x
Pradana Ramadhian G.* x x
Afdal Martha** x x
Elizar Parlindungan Hasibuan x x
Hery Setiawan x x
RM Happy Paringhadi x x
Arief Riyanto x x
v = terdapat adanya hubungan | x = tidak terdapat adanya hubungan
Hubungan Keuangan dengan
Financial Relationship with
PT Pertamina (Persero)
selaku Pemegang Saham
Dewan
Utama/ Pengendali
Komisaris
Perseroan
Board of
PT Pertamina (Persero) as
Commissioners
the Major Shareholder/
Controller of the Company
Dewan Komisaris
Board of Commissioners
x x
x x
x x
x x
x x
x x
x x
Direksi
Board of Directors
x x
x x
x x
x x
PT Pertamina (Persero)
selaku Pemegang
Saham Utama/
Direksi
Pengendali Perseroan
Board of
PT Pertamina
Directors
(Persero) as the Major
Shareholder/Controller
of the Company
x v
x x
x x
x v
x x
x x
x v
x x
x x
x x
x x

*Menjabat sebagai Komisaris Independen sampai dengan RUPS Tahunan tanggal * Served as Independent Commissioner until the Annual General Meeting of
11 April 2019 Shareholders on April 11, 2019
**Menjabat sebagai Komisaris sampai dengan RUPS Tahunan tanggal 11 April 2019 ** Served as Commissioner until the Annual General Meeting of Shareholders
on April 11, 2019

PENGUNGKAPAN RANGKAP JABATAN DISCLOSURE OF CONCURRENT POSITION OF

DEWAN KOMISARIS DAN DIREKSI BOARD OF COMMISSIONERS AND BOARD OF DIRECTORS

Berikut disampaikan transparansi rangkap jabatan yang dimiliki Following are the transparency of concurrent positions held by
Dewan Komisaris dan Direksi Perseroan pada perusahaan lain the Company's Board of Commissioners and Directors in other
dalam periode tahun 2019: companies in the 2019 period:

Kepengurusan pada Perusahaan/Institusi Lain

Management in Other Companies/Institutions
Nama dan Jabatan Sebagai Anggota Dewan
Name and Position Komisaris Sebagai Anggota Direksi Jabatan Lainnya
As a member of Board of As a member of Board of Directors Other Position
Commissioners
Dewan Komisaris
Board of Commissioners
Narendra Widjajanto v v x
Lusiaga Levi Susila x x x
Anis Baridwan v x v
Eman Salman Arief x x v
Antonius Ratdomopurbo x x v
Direksi
Board of Directors
Elizar Parlindungan Hasibuan x x x
Hery Setiawan v x x
RM Happy Paringhadi v x x
Arief Riyanto v x x
v = ada | x = tidak ada v : hold a position | x : does not hold a position

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 273

 TATA KELOLA PERUSAHAAN
Good Corporate Governance

Penjelasan terkait kepengurusan pada Perusahaan/Institusi Lain, Explanations related to management at other companies/
adalah sebagai berikut: institutions are as follows:

Nama Jabatan pada Perusahaan/Instansi Lain

Name Position in Other Companies/Institutions
Dewan Komisaris
Board of Commissioners
Narendra Widjajanto • Direktur Utama PT Kilang Pertamina Balikpapan (2019-sekarang)
• Komisaris PT Pertamina Power Indonesia (2019-2020)
• Direktur Maurel & Prom, Paris (2019-2020)
• President Director of PT Kilang Pertamina Balikpapan (2019-present)
• Commissioner of PT Pertamina Power Indonesia (2019-2020)
• Director of Maurel & Prom, Paris (2019-2020)
Anis Baridwan • Dosen Magister Management Universitas Gadjah Mada (2002-sekarang)
• Komite Audit PT Kustodian Sentral Efek Indonesia (2015-sekarang)
• Komisaris Independen PT Waskita Beton Precast Tbk (2018-sekarang)
• Komisaris Independen PT Envy Teknologies Indonesia Tbk (2018-sekarang)
• Komisaris Independen PT Nikko Sekuritas Indonesia (2018-sekarang)
• Lecturer in Management at Gadjah Mada University (2002-present)
• Audit Committee of the Indonesian Central Securities Depository (2015-present)
• Independent Commissioner of PT Waskita Beton Precast Tbk (2018-present)
• Independent Commissioner of PT Envy Teknologies Indonesia Tbk (2018-present)
• Independent Commissioner of PT Nikko Sekuritas Indonesia (2018-present)
Eman Salman Arief VP Supply Chain Planning & Optimization, Integrated Supply Chain PT Pertamina (Persero) (2019-sekarang)
VP Supply Chain Planning & Optimization, Integrated Supply Chain PT Pertamina (Persero) (2019-present)
Antonius Ratdomopurbo Sekretaris Badan Geologi, Kementerian ESDM (2017-sekarang)
Secretary of the Geology Agency, Ministry of Energy and Mineral Resources (2017-present)
Direksi
Board of Directors
Hery Setiawan • Komisaris PT Elnusa Petrofin *)
• Komisaris PT Elnusa Geosains *)
• Commissioner at PT Elnusa Petrofin *)
• Commissioner at PT Elnusa Geosains *)
RM Happy Paringhadi • Komisaris PT Sigma Cipta Utama *)
• Komisaris PT Patra Nusa Data *)
• Commissioner at PT Sigma Cipta Utama *)
• Commissioner at PT Patra Nusa Data *)
Arief Riyanto • Komisaris Utama PT Elnusa Trans Samudera *)
• Komisaris PT Elnusa Fabrikasi Konstruksi *)
• Komisaris PT Elnusa Oilfield Services *)
• President Commissioner at PT Elnusa Trans Samudera *)
• Commissioner at PT Elnusa Fabrikasi Konstruksi *)
• Commissioner at PT Elnusa Oilfield Services *)

*) Entitas Anak Perseroan dan bukan Perusahaan Publik *) The Company Subsidiary and not the Public Company

INDEPEDENSI SERTA PENGUNGKAPAN KEPEMILIKAN DISCLOSURE OF INDEPENDENCE AND SHARE OWNERSHIP

SAHAM DEWAN KOMISARIS DAN DIREKSI OF THE BOARD OF COMMISSIONERS AND BOARD OF
DIRECTORS

Kepemilikan saham anggota Dewan Komisaris dan Direksi pada
Perseroan dan perusahaan lainnya senantiasa diungkapkan
secara berkala melalui daftar kepemilikan saham anggota
Dewan Komisaris dan Direksi. Setiap anggota Dewan Komisaris
dan Direksi wajib membuat pernyataaan mengenai status
independesinya agar anggota Dewan Komisaris dan Direksi dapat
bertindak sebaik-baiknya demi kepentingan Perseroan secara
keseluruhan. Selain itu Anggota Dewan Komisaris dan Direksi
juga berkewajiban untuk mengisi Daftar Khusus yang memuat
informasi mengenai kepemilikan sahamnya dan/atau keluarganya
di Perseroan maupun di perusahaan lain. Surat Pernyataan dan
Daftar Khusus tersebut disimpan dan diadministrasikan oleh
Corporate Secretary.
Share ownership of members of the Board of Commissioners
and Board of Directors in the Company and other companies
is regularly disclosed through the list of share ownership of the
members of the Board of Commissioners and Board of Directors.
Each member of the Board of Commissioners and Board of
Directors must make a statement regarding their independence
status so that members of the Board of Commissioners and Board
of Directors can act in the best interests of the Company as a
whole. In addition, members of the Board of Commissioners and
Board of Directors are also obliged to fill out a Special Register
that contains information regarding ownership of their shares
and/or their families in the Company or in other companies. The
Statement and Special Register are kept and administered by the
Corporate Secretary.

274 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

Jika terjadi perubahan status yang dapat mempengaruhi
independensinya termasuk apabila terdapat perubahan
kepemilikan saham baik pribadi dan/atau keluarganya pada
Perseroan dan/atau perusahaan lain, anggota Dewan Komisaris
dan Direksi wajib untuk melaporkannya kepada Perseroan.
If there is a change in status that can affect its independence
including if there is a change in ownership of shares both personal
and/or his family in the Company and/or other companies,
members of the Board of Commissioners and Board of Directors
must report it to the Company.

Berikut disampaikan transparansi kepemilikan saham Perseroan
oleh Dewan Komisaris dan Direksi, dan kepemilikan saham
perusahaan lain di atas 5% oleh Dewan Komisaris dan Direksi
Perseroan yang dapat menimbulkan potensi benturan kepentingan
dalam pengambilan keputusan.
Following this is the transparency of the Company's share
ownership by the Board of Commissioners and Board of Directors,
and ownership of other companies above 5% by the Board of
Commissioners and Board of Directors of the Company which
could lead to potential conflicts of interest in decision making.

Kepemilikan Saham Dewan Komisaris dan Direksi

Share ownership of Board of Commissioners and Board of Directors
Kepemilikan Saham
Nama dan Jabatan Share Ownership
Name and Position Elnusa (Kode Saham: ELSA) Perusahaan Lain > 5%
Elnusa (Share Code: ELSA) Other Companies >5%
Dewan Komisaris
Board of Commissioners
Narendra Widjajanto Nihil Nihil
Nil Nil
Lusiaga Levi Susila Nihil Nihil
Nil Nil
Anis Baridwan Nihil Nihil
Nil Nil
Eman Salman Arief Nihil Nihil
Nil Nil
Antonius Ratdomopurbo Nihil Nihil
Nil Nil
Direksi
Board of Directors
Elizar Parlindungan Hasibuan Nihil Nihil
Nil Nil
Hery Setiawan Nihil Nihil
Nil Nil
RM Happy Paringhadi Nihil Nihil
Nil Nil
Arief Riyanto Nihil Nihil
Nil Nil

Pernyataan Kepemilikan Saham Pribadi dan Keluarga

Disclosure of Private and Family Share Ownership
Pribadi pada perusahaan Keluarga pada
Pribadi pada Keluarga pada
Lain perusahaan Lain
Perseroan Perseroan
Nama dan Jabatan Private in Other Family in Other
Private in the Company Family in the Company
Name and Position Companies Companies
Ya Tidak Ya Tidak Ya Tidak Ya Tidak
Yes No Yes No Yes No Yes No
Dewan Komisaris
Board of Commissioners
Narendra Widjajanto - x - x - x - x
Lusiaga Levi Susila - x - x - x - x
Anis Baridwan - x - x - x - x
Eman Salman Arief - x - x - x - x
Antonius Ratdomopurbo - x - x - x - x
Direksi
Board of Directors
Elizar Parlindungan Hasibuan - x - x x - - x
Hery Setiawan - x - x x - - x
RM Happy Paringhadi - x - x x - - x
Arief Riyanto - x - x - x - x

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 275

 TATA KELOLA PERUSAHAAN
Good Corporate Governance

KEBERAGAMAN KOMPOSISI DEWAN KOMISARIS DAN DIVERSITY IN THE COMPOSITION OF

DIREKSI THE BOARD OF COMMISSIONERS AND BOARD OF DIRECTORS

Perseroan berupaya untuk menjaga bauran keragaman
komposisi Dewan Komisaris dan Direksi. Perseroan meyakini
bahwa keberagaman keahlian, pengalaman dan latar belakang
pendidikan sangat diperlukan untuk efektivitas tugas pengawasan
Dewan Komisaris dan pengurusan Perusahaan oleh Direksi. Dewan
Komisaris dan Direksi yang ditunjuk berdasarkan Keputusan
RUPS memiliki komposisi yang cukup beragam baik berdasarkan
usia, latar belakang pendidikan, keahlian serta pengalaman yang
dibutuhkan dalam pelaksanaan tugas dan tanggung jawabnya.
The Company strives to maintain the diversity of the composition
of the Board of Commissioners and Board of Directors. The
Company believes that the diversity of expertise, experience
and educational background is indispensable for the effectiveness
of the supervisory duties of the Board of Commissioners and the
management of the Company by the Board of Directors. The Board
of Commissioners and Board of Directors who are appointed
based on the GMS Decree have a quite diverse composition based
on their age, educational background, expertise and experience
needed in carrying out their duties and responsibilities.

Per 31 Desember 2019, Perseroan belum memiliki aturan tertulis
yang mengatur keberagaman komposisi Dewan Komisaris dan
Direksi. Dalam mengangkat anggota Dewan Komisaris dan
Direksi, Perseroan mempertimbangkan kompetensi kandidat
dan mengacu pada peraturan perundangan yang berlaku.
As of December 31, 2019, the Company did not have written
rules governing the diversity of the composition of the Board
of Commissioners and Directors. In appointing members of the
Board of Commissioners and Directors, the Company considers
the competency of candidates and refers to the applicable laws
and regulations.

Adapun keberagaman komposisi Dewan Komisaris dan Direksi The diversity of the composition of the Company's Board of
Perseroan adalah sebagai berikut: Commissioners and Directors is as follows:

Jenis
Nama dan Jabatan Kewarganegaraan Latar Belakang Pendidikan Pengalaman Kerja Keahlian Usia
Kelamin
Name and Position Nationality Education Background Work Experience Expertise Age
Gender
Dewan Komisaris
Board of Commissioners
Narendra Indonesia S1 Ekonomi Akuntansi Berpengalaman 29 tahun Ekonomi, 56 Pria
Widjajanto S2 Ekonomi Akuntansi di Pertamina Grup dengan Akuntansi, Male
Bachelor’s Degree in berbagai posisi strategis Manajemen
Accounting di bidang keuangan dan Economy,
Master’s Degree in treasury. Accounting,
Accounting 29 years of experience in Management
the Pertamina Group with
various strategic positions in
finance and treasury.
Lusiaga Levi Susila Indonesia S1 Fisika Lebih dari 38 tahun Fisika, Migas 63 Pria
Bachelor’s Degree in berkiprah di industri migas Physics, Oil & Gas Male
Physics More than 38 years working
in the oil and gas industry
Anis Baridwan Indonesia S1 Ekonomi Akuntansi Memiliki beragam Ekonomi, 64 Pria
S2 Akuntansi dan Finance pengalaman sebagai Akuntansi, Male
Bachelor Degree in bagian dari pembuat Manajemen
Bachelor’s kebijakan maupun sebagai Economy,
Master’s Degree in pengajar ilmu ekonomi dan Accounting,
Accounting and Finance manajemen Management
Has a variety of experiences
as part of policy makers
and as an instructor in
economics and management

276 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 Jenis
Nama dan Jabatan Kewarganegaraan Latar Belakang Pendidikan Pengalaman Kerja Keahlian Usia
Kelamin
Name and Position Nationality Education Background Work Experience Expertise Age
Gender
Eman Salman Arief Indonesia S1 Teknik Kimia Berpengalaman 29 tahun Teknik Kimia, 54 Pria
S2 Manajemen di Pertamina Grup dengan Manajemen, Male
Bachelor’s Degree in berbagai posisi strategis di Pengolahan,
Chemical Engineering bidang pengolahan Supply Chain
and Master’s Degree in 29 years experience in Management
Management the Pertamina Group with Chemical
various strategic positions in Engineering,
the processing sector Management,
Processing,
Supply Chain
Management
Antonius Indonesia S1 Fisika Memiliki beragam Fisika, Geofisika, 58 Pria
Ratdomopurbo S2 Geofisika & Geokimia pengalaman sebagai bagian Geokimia, Male
S3 Geofisika & Geokimia dari pembuat kebijakan Information &
Bachelor’s Degree in terutama di industry migas Technology
Physics, Master’s and Has a variety of experiences Physics,
Doctoral in Geophysics and as part of policy makers, Geophysics,
Geochemical especially in the oil and gas Geochemistry,
industry Information &
Technology
Direksi
Board of Directors
Elizar Parlindungan Indonesia S1 Teknik Mesin Lebih dari 26 tahun berkarir Teknik & Ekonomi 56 Pria
Hasibuan S2 Business Administration di Pertamina di antaranya di Engineering & Male
Bachleor’s degree in bidang Supply chain, SCM Economics
Mechanical Engineering More than 26 years of career
Master’s degree in in Pertamina including in the
Business Administration field of Supply chain, SCM
Hery Setiawan Indonesia S1 Ekonomi Manajemen 25 tahun berkarir di Keuangan 52 Pria
S2 Manajemen Keuangan keuangan Pertamina & Dana Finance Male
& Investasi Pensiun Pertamina
Bachleor’s degree 25 years of career in
Management Economics Pertamina finance &
Master’s degree in Pertamina Pension Fund
Financial & Investment
Management
RM Happy Indonesia S1 Teknik Kimia Lebih dari 25 tahun berkarir Teknik Kimia 57 Pria
Paringhadi Bachleor’s degree in di Pertamina untuk berbagai Chemical Male
Chemical Engineering posisi (Kepala Perencanaan Engineering
dan Pengembangan, HR
Area Manager, Manpower
Planning & Development
Manager, Leadership &
People Development
Manager)
More than 25 years of career
in Pertamina for various
position (Head of Planning
and Development, HR
Area Manager, Manpower
Planning & Development
Manager, Leadership &
People Development
Manager)
Arief Riyanto Indonesia S1 Teknik Mesin Lebih dari 30 tahun berkarir Teknik Mesin 57 Pria
Bachleor’s degree in di berbagai industri migas Mechanical Male
Mechanical Engineering dan infrastruktur Engineering
More than 30 years of
career in various oil and gas
industry and infrastructure

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 277

 TATA KELOLA PERUSAHAAN
Good Corporate Governance
ORGAN PENDUKUNG DEWAN KOMISARIS
Supporting Organs of the Board of Commissioners
KOMITE AUDIT
Komite Audit merupakan organ pendukung Dewan Komisaris
yang berfungsi membantu Dewan Komisaris dalam melaksanakan
tugas dan fungsi pengawasan, memastikan Perseroan dikelola
dengan manajemen yang sehat secara konsisten sesuai dengan
prinsip-prinsip GCG serta membantu dalam memberikan nasihat
dalam pelaksanaan pengendalian internal dan audit Perseroan.
Seluruh anggota Komite Audit diangkat dan diberhentikan oleh
Dewan Komisaris dan dilaporkan kepada pemegang saham.
Komite Audit dibentuk dengan mengacu pada Peraturan OJK
No. 55/POJK.04/2015 tentang Pembentukan dan Pelaksanaan
Kerja Komite Audit dan dalam rangka pemenuhan prinsip Good
Corporate Governance serta peraturan lainnya, kami memiliki
Komite Audit yang menjalankan fungsinya dengan baik.
KUALIFIKASI MENJADI ANGGOTA KOMITE AUDIT
Anggota Komite Audit Perseroan harus memenuhi persyaratan
sebagai berikut:
1. Wajib memahami laporan keuangan, bisnis perusahaan
khususnya yang terkait dengan layanan jasa atau kegiatan
usaha Perusahaan, proses audit, manajemen risiko, dan
peraturan perundang-undangan di bidang Pasar Modal serta
peraturan perundang-undangan terkait lainnya.
2. Wajib memiliki paling kurang satu anggota yang berlatar
belakang pendidikan dan keahlian di bidang akuntansi dan/
atau keuangan.
3. Bukan merupakan orang dalam Kantor Akuntan Publik,
Kantor Konsultan Hukum, Kantor Jasa Penilai Publik atau
pihak lain yang memberi jasa assurance, jasa non-assurance,
jasa penilai dan/atau jasa konsultasi lain kepada Perusahaan
dalam waktu 6 (enam) bulan terakhir.
4. Bukan merupakan orang yang bekerja atau mempunyai
wewenang dan tanggung jawab untuk merencanakan,
memimpin, mengendalikan, atau mengawasi kegiatan
Perusahaan dalam waktu 6 (enam) bulan terakhir kecuali
Komisaris Independen.
5. Tidak mempunyai saham langsung maupun tidak langsung
pada Perusahaan. Dalam hal anggota Komite Audit
memperoleh saham Perusahaan baik langsung maupun
tidak langsung akibat suatu peristiwa hukum, maka saham
tersebut wajib dialihkan kepada pihak lain dalam jangka
waktu paling lama 6 (enam) bulan setelah diperolehnya
saham tersebut.
278 Annual Report 2019 Laporan Tahunan
AUDIT COMMITTEE
The Audit Committee is a supporting organ of the Board
of Commissioners whose function is to assist the Board of
Commissioners in carrying out their supervisory duties and
functions, ensuring that the Company is managed with sound
management consistently in accordance with GCG principles
and assisting in providing advice in the implementation of the
Company's internal controls and audits.
All members of the Audit Committee are appointed and dismissed
by the Board of Commissioners and reported to shareholders. The
Audit Committee was formed with reference to OJK Regulation No.
55/POJK.04/2015 concerning the Formation and Implementation
of Audit Committee Work and in order to fulfill the principles of
Good Corporate Governance and other regulations, we have an
Audit Committee that carries out its functions properly.
QUALIFICATIONS TO BECOME A MEMBER OF THE AUDIT COMMITTEE
Members of the Company's Audit Committee must meet the
following requirements:
1. Must understand financial statements, the company's
business specifically related to the Company's services or
business activities, the audit process, risk management,
and legislation in the Capital Market and other relevant
laws and regulations.
2. Must have at least one member with an educational
background and expertise in accounting and/or finance.
3. Not a person in the Public Accountant Firm, Legal Consultant
Office, Public Assessment Service Office or other parties
providing assurance services, non-assurance services,
assessment services and/or other consulting services to
the Company within the last 6 (six) months.
4. Not a person who works or has the authority and
responsibility to plan, lead, control, or supervise the activities
of the Company within the last 6 (six) months except for
Independent Commissioners.
5. Does not have direct or indirect shares in the Company. If
a member of the Audit Committee acquires the Company's
shares either directly or indirectly due to a legal event, the
shares must be transferred to another party within a period
of 6 (six) months after the acquisition of the shares.
PT Elnusa Tbk
6. Tidak mempunyai hubungan Afiliasi dengan anggota Dewan
Komisaris, anggota Direksi, atau Pemegang Saham Utama
Perusahaan.
7. Tidak mempunyai hubungan usaha baik langsung maupun
tidak langsung yang berkaitan dengan kegiatan usaha
Perusahaan.
6. Has no affiliation with members of the Board of
Commissioners, members of the Board of Directors, or
Major Shareholders of the Company.
7. Does not have business relations, directly or indirectly,
related to the Company's business activities.

MASA JABATAN TERM OF OFFICE

Masa kerja anggota komite Audit paling lama 3 (tiga) tahun, tetapi
tidak lebih lama dari masa kerja Dewan komisaris yang sedang
menjabat dengan tidak mengurangi hak Dewan komisaris untuk
memberhentikan anggota komite Audit sewaktu-waktu. Anggota
komite Audit yang berakhir masa jabatannya dapat diangkat
kembali hanya untuk 1 (satu) kali masa jabatan berikutnya.
The term of service for members of the Audit committee is no
more than 3 (three) years, but not longer than the term of office of
the currently serving Board of Commissioners, without prejudice
to the right of the Board of Commissioners to dismiss any Audit
Committee members at any time. Audit committee members
who end their terms of office may be reappointed only for 1
(one) subsequent term.

SUSUNAN DAN KOMPOSISI ANGGOTA KOMITE AUDIT TAHUN 2019
Komposisi Anggota Komite Audit Perseroan tahun 2019
beranggotakan 3 (tiga) orang, terdiri dari 1 (satu) Ketua Komite
yang juga merupakan Komisaris Independen Perseroan, dan 2
(dua) anggota yang merupakan pihak independen. Susunan
Komite Audit secara kronologis di sepanjang tahun 2019 adalah
sebagai berikut:
COMPOSITION OF AUDIT COMMITTEE MEMBERS IN 2019
The Company's Audit Committee in 2019 consists of 3 (three)
members, with one (1) acting as Committee Chair who is also an
Independent Commissioner of the Company, and 2 (two) members
who are independent parties. The chronological composition of
the Audit Committee throughout 2019 is as follows:

Susunan Komite Audit Perseroan 1 Januari - 31 Desember 2019

Composition of the Company’s Audit Committee January 1 - December 31, 2019

Periode
Nama Jabatan Dasar Pengangkatan Masa Jabatan Jabatan
Name Position Appointment Basis Term of Office Position
Period
Anis Baridwan Ketua Komite Audit/Komisaris Surat Keputusan Dewan Komisaris No. 001 Tahun 2019 2019-2022 Ke-1
Independen Decree of the Board of Commissioners No. 001, 2019
Head of Audit Committee/
Independent Commissioner
Reynold M. Anggota Surat Keputusan Dewan Komisaris No. 006 Tahun 2016 2016-2019 Ke-2
Batubara Member Decree of the Board of Commissioners No. 006, 2016
Eddy Rachmadi Anggota Surat Keputusan Dewan Komisaris No. 006 Tahun 2016 2016-2019 Ke-2
Member Decree of the Board of Commissioners No. 006, 2016
Pradana Ketua Komite Audit/Komisaris Surat Keputusan Dewan Komisaris No. 006 Tahun 2016 2016-2019 Ke-2
Ramadhian G,* Independen Decree of the Board of Commissioners No. 006, 2016
Head of Audit Committee/
Independent Commissioner
*Menjabat sebagai Ketua Komite Audit /Komisaris Independen sampai dengan RUPS Tahunan tanggal 11 April 2019
*Served as Chair of the Audit Committee/Independent Commissioner until the Annual GMS on April 11, 2019

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 279

 TATA KELOLA PERUSAHAAN
Good Corporate Governance
PROFIL KOMITE AUDIT
Anis Baridwan
Ketua Komite Audit/Komisaris Independen
Head of Audit Committee/Independent Commissioner
Profil Ketua Komite Audit, Anis Baridwan, dapat dilihat bagian profil The profile of the Audit Committee Head, Anis Baridwan, can be seen
Dewan Komisaris pada bab Profil Perusahaan dalam Laporan Tahunan ini in the Board of Commissioners profile section in the Company Profile
chapter in this Annual Report
Data Pribadi
Warga negara Indonesia
Usia 63 tahun
Kelahiran Palembang 04/06/1956
Domisili
Tangerang Selatan, Provinsi Banten, Indonesia
Pendidikan
Sarjana Ekonomi, Jurusan Akuntansi, Universitas Indonesia (1983)
Pengalaman Kerja
Memiliki pengalaman panjang sebagai auditor di berbagai perusahaan
terkemuka. Beliau pernah bergabung dengan Arthur Young International
(1980-1987) sebagai Senior Auditor, lalu dengan Moret, Ernst & Young
Netherland, Amsterdam (1987-1990) sebagai Senior Auditor, Audit
Manager di Ernst & Young Iternational (1990-1993), Head of Internal
Audit di Standard Chartered Bank (1993-1994), Country Head Group
Audit di ABN AMRO Bank NV Indonesia (1994-2007) dan Komite Audit
& Manajemen Risiko PT Maybank Syariah Indonesia (2008-2019). Beliau
juga saat ini menduduki posisi sebagai Komisaris dan anggota Komite
Audit di sejumlah perusahaan, seperti PT Smartfren Telecom Tbk (sejak
Oktober 2009), PT Paramitra Alfa Sekuritas (sejak Desember 2009),
PT Atlas Resources Tbk (sejak April 2012), PT Chandra Asri (sejak
September 2015), PT Asuransi Etiqa International (sejak Oktober 2019)
dan Bank NET Syariah (sejak Januari 2020). Selain itu, beliau juga diangkat
sebagai anggota Komite Tatakelola Perusahaan Terpadu (Integrated
Corporate Governance) di BNP Paribas (sejak Mei 2016).
280 Annual Report 2019 Laporan Tahunan
PROFILE OF THE AUDIT COMMITTEE
Reynold M. Batubara
Anggota
Member
Periode Jabatan/Term of Office:
2016-2019, Periode Ke-2/2nd Period
Personal Data
Indonesian citizen
63 years old
Born in Palembang 04/06/1956
Domicile
South Tangerang, Banten Province, Indonesia
Education
Bachelor of Economics, Department of Accounting, University of
Indonesia (1983)
Work Experience
He has long experience as an auditor in various leading companies. He
once joined Arthur Young International (1980-1987) as Senior Auditor,
then with Moret, Ernst & Young Netherland, Amsterdam (1987-1990) as
Senior Auditor, Audit Manager at Ernst & Young International (1990-1993),
Head of Internal Audit at Standard Chartered Bank (1993-1994), Country
Head Group Audit at ABN AMRO Bank NV Indonesia (1994-2007) and
PT Maybank Syariah Indonesia's Risk Management & Audit Committee
(2008-2019). He also currently holds positions as Commissioner and
member of the Audit Committee in a number of companies, such as
PT Smartfren Telecom Tbk (since October 2009), PT Paramitra Alfa
Sekuritas (since December 2009), PT Atlas Resources Tbk (since April
2012), PT Chandra Asri (since September 2015) and PT Asuransi Etiqa
International (since October 2019), and Bank Net Syariah (since January
2020). In addition, he was also appointed as a member of the Integrated
Corporate Governance Committee at BNP Paribas (since May 2016).
PT Elnusa Tbk
 Eddy Rachmadi
Anggota
Member

Periode Jabatan/Term of Office:

2016-2019, Periode Ke-2/2nd Period
Data Pribadi Personal Data
Warga negara Indonesia Indonesian citizens
Usia 62 tahun 62 years old
Kelahiran Jakarta 26/07/1957 Born in Jakarta 07/26/1957

Domisili Domicile
Jakarta Barat, Provinsi DKI Jakarta, Indonesia West Jakarta, DKI Jakarta Province, Indonesia

Pendidikan Education
Sarjana Ekonomi, Jurusan Manajemen, Universitas UPN Veteran Jakarta Bachelor of Economics, Department of Management, UPN Veteran
(1997) University Jakarta (1997)

Pengalaman Kerja Work Experience

Beliau saat ini menjabat sebagai Komite Audit di PT Penjaminan Jamkindo He currently serves as the Audit Committee at PT Penjaminan Jamkindo
Syariah dan pernah menjabat sebagai Head Audit di Kresna G roup (2015). Syariah and has served as Head of Audit at Kresna Group (2015). Previously,
Sebelumnya beliau juga pernah menjabat sebagai Department Head Audit he also served as Department Head of Audit Distribution at PT Bank
Distribution di PT Bank Mandiri (Persero) Tbk (2013). Mandiri (Persero) Tbk (2013).

INDEPENDENSI KOMITE AUDIT INDEPENDENCE OF THE AUDIT COMMITTEE

Seluruh anggota Komite Audit merupakan pihak independen
dan eksternal yang dipilih sesuai dengan kemampuan dan latar
belakang pendidikannya serta telah memenuhi syarat yang
ditetapkan dalam Peraturan Otoritas Jasa Keuangan Nomor 55/
POJK.04/2015 tentang Pembentukan dan Pedoman Pelaksanaan
Kerja Komite Audit, antara lain tidak mempunyai hubungan
afiliasi dengan Dewan Komisaris, Direksi dan pemegang saham
pengendali Perseroan.
All members of the Audit Committee are independent and
external parties selected in accordance with their abilities and
educational background and have fulfilled the requirements
stipulated in the Financial Services Authority Regulation No.
55/POJK.04/2015 concerning the Establishment and Guidelines
for the Audit Committee's Work Implementation, which among
others do not have affiliation relationship with the Board of
Commissioners, Directors and controlling shareholders of the
Company.

Per 31 Desember 2019

Per December 31, 2019

Aspek Independensi Reynold M.

Anis Baridwan Eddy Rachmadi
Independence Aspect Batubara
Bukan merupakan orang dalam Kantor Akuntan Publik, Kantor Konsultan Hukum, Kantor Jasa v v v
Penilai Publik atau pihak lain yang memberi jasa assurance, jasa non-assurance, jasa penilai
dan/ atau jasa konsultasi lain kepada Perusahaan dalam waktu 6 (enam) bulan terakhir.
Not an insider in the Public Accounting Firm, Legal Consultant Office, Public Appraisal
Service Office or other party providing assurance services, non-assurance services, appraisal
services and/or other consulting services to the Company within the last 6 (six) months.
Bukan merupakan orang yang bekerja atau mempunyai wewenang dan tanggung jawab v v v
untuk merencanakan, memimpin, mengendalikan, atau mengawasi kegiatan Perusahaan
dalam waktu 6 (enam) bulan terakhir kecuali Komisaris Independen
Not a person who works or has the authority and responsibility to plan, lead, control,
or supervise the activities of the Company within the last 6 (six) months except for
Independent Commissioners
Tidak mempunyai saham langsung maupun tidak langsung pada Perusahaan. v v v
Do not have direct or indirect shares in the Company

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 281

 TATA KELOLA PERUSAHAAN
Good Corporate Governance

Per 31 Desember 2019

Per December 31, 2019

Aspek Independensi Reynold M.

Anis Baridwan Eddy Rachmadi
Independence Aspect Batubara
Tidak mempunyai hubungan Afiliasi dengan anggota Dewan Komisaris, anggota Direksi, atau v v v
Pemegang Saham Utama Perusahaan.
Has no affiliation with members of the Board of Commissioners, members of the Board
of Directors, or the Company's Major Shareholders.
Tidak mempunyai hubungan usaha baik langsung maupun tidak langsung yang berkaitan v v v
dengan kegiatan usaha Perusahaan.
Does not have a business relationship, directly or indirectly, related to the Company's
business activities.
v = ada | x = tidak ada v = observed | x = not observed

PEDOMAN KERJA: PIAGAM KOMITE AUDIT
Agar Komite Audit dapat berperan secara efisien dan efektif,
maka disusun Pedoman Kerja (Piagam) Komite Audit yang direviu
secara berkala setiap tahunnya, dimana dimutakhirkan dan
disahkan terakhir oleh Dewan Komisaris pada tanggal 22 Juli
2019 serta telah dipublikasikan di situs Perseroan.Pedoman Kerja
(Piagam) tersebut mencakup struktur keanggotan, persyaratan
keanggotaan termasuk persyaratan kompetensi dan independensi,
tugas, tanggung jawab dan wewenang serta rapat dan pelaporan.
WORK GUIDELINES: AUDIT COMMITTEE CHARTER
In order to the Audit Committee to play an efficient and effective
role, the Audit Committee Work Guidelines (Charter) has been
reviewed regularly every year, which was last updated and ratified
by the Board of Commissioners on July 22, 2019 and has been
published on the Company's website. Work Guidelines (Charter)
includes membership structure, membership requirements
including competency and independence requirements, duties,
responsibilities and authority as well as meetings and reporting.

KODE ETIK KOMITE AUDIT AUDIT COMMITTEE CODE OF ETHICS

Setiap anggota Komite Audit berkomitmen memberikan
kemampuan terbaiknya dan mematuhi kode etik Perusahaan
yang berlaku, dengan mengutamakan integritas, independensi,
objektivitas, kejujuran, dan komitmen terhadap prinsip-prinsip
GCG.
Each member of the Audit Committee is committed to giving its
best capabilities and adhering to the applicable code of ethics
of the Company, prioritizing integrity, independence, objectivity,
honesty, and commitment to the principles of GCG.

TUGAS DAN TANGGUNG JAWAB KOMITE AUDIT
Komite Audit bertugas dan bertanggung jawab memberikan
pendapat profesional dan independen membantu Dewan
Komisaris dan menjalankan tugas serta tanggungjawabnya antara
lain sebagai berikut:
1. Melakukan penelaahan atas informasi keuangan yang akan
dikeluarkan Perseroan.
2. Melakukan penelaahan atas ketaatan terhadap peraturan
perundang undangan.
3. Memberikan pendapat independen kepada Dewan Komisaris
dalam hal terjadi perbedaan pendapat antara Manajemen
dan Akuntan atas jasa yang diberikannya.
4. Memberikan rekomendasi kepada Dewan Komisaris mengenai
penunjukan Akuntan yang didasarkan pada independensi, ruang
lingkup penugasan, dan fee. Termasuk untuk menunjuk Akuntan
pengganti bilamana karena sebab apapun juga berdasarkan
ketentuan Pasar Modal di Indonesia apabila KAP yang ditunjuk
tidak dapat melakukan tugasnya.
5. Melakukan penelaahan atas pemeriksaan yang dilaksanakan
oleh auditor internal dan mengawasi tindak lanjutnya oleh
Direksi atas temuan auditor internal.
6. Menelaah pengaduan yang berkaitan dengan proses
akuntansi dan pelaporan keuangan Perseroan.
7. Menelaah dan memberikan saran kepada Dewan Komisaris
terkait dengan adanya potensi benturan kepentingan
Perusahaan.
DUTIES AND RESPONSIBILITIES OF AUDIT COMMITTEE
The Audit Committee has the duty and responsibility of providing
professional and independent opinions to assist the Board of
Commissioners and carry out their duties and responsibilities
as follows:
1. Reviewing the financial information that will be released
by the Company.
2. Reviewing compliance with laws and regulations.
3. Providing an independent opinion to the Board of Commissioners
in the event of disagreements between Management and the
Accountant regarding the services provided.
4. Providing recommendations to the Board of Commissioners
regarding the appointment of an Accountant based on
independence, the scope of the assignment, and fees. This
includes to appoint a replacement Accountant if for any
reason also based on the provisions of the Capital Market
in Indonesia if the appointed KAP cannot perform its duties.
5. Reviewing audits carried out by internal auditors and
supervising their follow-up by the Directors on the findings
of internal auditors.
6. Reviewing complaints relating to the Company's accounting
and financial reporting processes.
7. Reviewing and providing advice to the Board of
Commissioners related to the potential conflict of interests
of the Company.

282 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

8. Menjaga kerahasiaan dokumen, data dan informasi
Perseroan.
9. Melaksanakan tugas lain yang diberikan oleh Dewan
Komisaris berdasarkan ketentuan peraturan perundang-
undangan yang berlaku.
PEMBAGIAN TUGAS DAN TANGGUNG JAWAB
DALAM KEANGGOTAAN KOMITE AUDIT
Anggota Komite Audit terdiri dari 3 (tiga) orang yang berlatar
belakang pendidikan akuntasi dan manajemen serta mempunyai
pengalaman kerja yang beragam. Sifat pekerjaan Komite Audit
adalah kolektif kolegial. Dengan demikian, pelaksanaan tugas
Komite Audit dapat dilakukan secara bersama-sama sesuai dengan
latar belakang pendidikan dan kompetensi yang dimiliki dari
masing-masing anggota Komite Audit.
HUBUNGAN KERJA KOMITE AUDIT
Hubungan kerja Komite Audit dengan Auditor Internal adalah
sebagai berikut:
1. Melakukan penelaahan atas pelaksanaan pemeriksaan oleh
auditor internal dan mengawasi pelaksanaan tindak lanjut
oleh Direksi atas temuan Auditor Internal.
2. Mengawasi pelaksanaan tindak lanjut oleh Direksi atas
temuan Auditor Internal.
3. Melakukan komunikasi secara langsung dengan pihak yang
menjalankan fungsi audit internal.
4. Mengadakan rapat secara berkala dan insidentil dengan
Auditor Internal.
Hubungan kerja Komite Audit dengan Auditor Eksternal sebagai
berikut:
1. Memberikan rekomendasi penunjukan Auditor Eksternal
kepada Dewan Komisaris
2. Melakukan evaluasi pelaksanaan pemberian jasa audit
PENGEMBANGAN KOMPETENSI KOMITE AUDIT
Perseroan memfasilitasi pelaksanaan program pengembangan bagi
Komite Audit dalam rangka meningkatkan kompetensi anggota
Komite Audit. Program ini diharapkan mampu memberikan
dampak positif terhadap produktivitas dan efektivitas kinerja
Komite Audit. Tentang kegiatan peningkatan kompetensi yang
diikuti Anggota Komite Audit di sepanjang tahun 2018 dapat
dilihat pada bab Profil Perusahaan dalam laporan tahunan ini.
RAPAT KOMITE AUDIT
Peraturan Otoritas Jasa Keuangan No. 55/POJK.04/2015 tentang
Pembentukan dan Pedoman Pelaksanaan Kerja Komite Audit
pada pasal 13 dinyatakan bahwa Komite Audit melaksanakan
rapat secara berkala paling sedikit satu kali dalam tiga bulan.
Di tahun 2019, Komite Audit melakukan 9 (sembilan) kali rapat
dengan agenda sebagaimana disampaikan dalam Laporan Singkat
Tugas dan Kegiatan Komite Audit pada 2019.
PT Elnusa Tbk
8. Maintaining the confidentiality of the Company's documents,
data and information.
9. Carrying out other tasks given by the Board of Commissioners
based on the provisions of the applicable laws and
regulations.
DISTRIBUTION OF DUTIES AND RESPONSIBILITIES IN
MEMBERSHIP OF AUDIT COMMITTEE
Audit Committee members consist of 3 (three) people with
accounting and management education backgrounds and have
diverse work experience. The nature of the work of the Audit
Committee is the collegial collective. Thus, the implementation
of the Audit Committee's tasks can be carried out jointly in
accordance with the educational background and competencies
possessed by each member of the Audit Committee.
AUDIT COMMITTEE WORK RELATIONSHIP
The working relationship of the Audit Committee with the Internal
Auditor is as follows:
1. Reviewing the implementation of audits by internal auditors
and overseeing the implementation of follow-up by the
Directors on the findings of the Internal Auditor.
2. Overseeing the implementation of follow-up actions by the
Directors on the findings of the Internal Auditor.
3. Communicating directly with those who carry out the
internal audit function.
4. Holding regular and incidental meetings with the Internal
Auditor.
The working relationship of the Audit Committee with the External
Auditor is as follows:
1. Providing recommendations for the appointment of External
Audit to the Board of Commissioners
2. Evaluating the implementation of providing audit services
AUDIT COMMITTEE COMPETENCY DEVELOPMENT
The Company facilitates the implementation of development
programs for the Audit Committee in order to improve the
competence of members of the Audit Committee. This program
is expected to have a positive impact on the productivity and
effectiveness of the Audit Committee's performance. Concerning
the competency improvement activities participated by Audit
Committee Members throughout 2018, it can seen in the
Company Profile chapter in this annual Report.
AUDIT COMMITTEE MEETING
Financial Services Authority Regulation No. 55/POJK.04/2015
concerning the Formation and Guidelines for the Implementation
of the Audit Committee's Work in article 13 states that the Audit
Committee conducts meetings at least once every three months.
In 2019, the Audit Committee conducted 9 (nine) meetings with
the agenda as presented in the Brief Report on Implementation
of Duties and Activities of Audit Committee in 2019.
Annual Report 2019 Laporan Tahunan 283
 TATA KELOLA PERUSAHAAN
Good Corporate Governance
Rekapitulasi Kehadiran Komite Audit pada Rapat
Recapitulation of Audit Committee Attendance at the Meeting
Komite Audit
Audit Committee
Anis Baridwan (Ketua/Head)
Reynold M. Batubara (Anggota/Member)
Eddy Rachmadi (Anggota/Member)
Pradana Ramadhian *(Anggota/Member)
Rata-rata
Avarage
*Menjabat sebagai Ketua Komite Audit/Komisaris Independen sampai dengan RUPS Tahunan tanggal 11 April 2019.
* Served as Chair of the Audit Committee/Independent Commissioner until the Annual GMS on April 11, 2019.
KEBIJAKAN REMUNERASI
Penentuan jumlah remunerasi Komite Audit ditetapkan dengan
mengacu pada Peraturan Menteri BUMN Nomor PER-12/
MBU/2012 tentang Organ Pendukung Dewan Komisaris/Dewan
Pengawas Badan Usaha Milik Negara.
PELAPORAN
Piagam Komite Audit mengatur bahwa Komite Audit wajib
menyampaikan laporan berikut kepada Dewan Komisaris:
1. Komite Audit wajib membuat laporan kepada Dewan
Komisaris atas setiap penugasan yang diberikan.
2. Komite Audit wajib membuat laporan tahunan pelaksanaan
kegiatan Komite Audit yang diungkapkan dalam Laporan
Tahunan Perusahaan.
LAPORAN SINGKAT PELAKSANAAN TUGAS DAN
KEGIATAN KOMITE AUDIT PADA TAHUN 2019
Untuk memenuhi ketentuan penerapan GCG di lingkup Perseroan,
program kerja yang menjadi tugas dan kewajiban Komite Audit
di tahun 2019 adalah:
1. Melakukan penunjukan dan pengawasan terhadap pekerjaan
auditor independen.
2. Menelaah dan membahas dengan auditor independen
terkait dengan kualitas dan akseptabilitas dari standar
akuntansi keuangan yang diterapkan oleh Perseroan.
3. Menelaah rancangan Program Kerja Audit Tahunan (PKAT)
Unit Internal Audit tahun 2019 yang disusun berdasarkan
tingkat risiko perusahaan (risk based audit).
4. Menelaah dan membahas hasil temuan atau konsultasi
internal termasuk rekomendasinya terhadap pelaksanaan
PKAT dan melakukan monitoring tindak lanjutnya.
REKOMENDASI KOMITE AUDIT KEPADA DEWAN KOMISARIS
Beberapa rekomendasi yang diberikan oleh Komite Audit
sepanjang tahun 2019 antara lain sebagai berikut:
1. Tentang penunjukan Kantor Akuntan Publik dan/atau Akuntan
Publik dengan persyaratan minimal mempertimbangkan
aspek independensi, ruang lingkup penugasan, imbalasan
jasa audit dan keahlian serta pengalaman.
2. Tentang evaluasi pelaksanaan pemberian jasa audit tahun
buku yang berakhir 31 Desember 2018.
284 Annual Report 2019 Laporan Tahunan
Jumlah Kehadiran
Jumlah Wajib Rapat % Kehadiran
Amount of Meeting
Amount of Meeting Required % Attendance
Attended
6 5 83%
9 8 89%
9 8 89%
3 3 100%
90%
REMUNERATION POLICY
The determination of the Audit Committee's remuneration is set
by referring to SOE Ministerial Regulation No. PER-12/MBU/2012
concerning Supporting Organs of the Board of Commissioners/
Supervisory Board of State-Owned Enterprises.
REPORTING
The Audit Committee Charter stipulates that the Audit Committee
must submit the following report to the Board of Commissioners:
1. The Audit Committee must make a report to the Board of
Commissioners on each assignment given.
2. The Audit Committee must prepare an annual report on
the activities of the Audit Committee that is disclosed in
the Company's Annual Report.
BRIEF REPORT ON IMPLEMENTATION OF DUTIES AND
ACTIVITIES OF AUDIT COMMITTEE IN 2019
To meet the provisions of GCG implementation within the
Company's scope, the work programs that become the duties
and obligations of the Audit Committee in 2019 are:
1. Appointing and Supervising the work of independent
auditors.
2. Reviewing and discussing with independent auditors
regarding the quality and acceptability of financial accounting
standards adopted by the Company.
3. Reviewing the draft Annual Audit Work Program (PKAT) for
the Internal Audit Unit in 2019, which is prepared based on
the level of risk based on the company (risk based audit).
4. Reviewing and discussing the findings or internal
consultations including recommendations on the
implementation of the PKAT and monitor the follow-up.
AUDIT COMMITTEE RECOMMENDATIONS TO
BOARD OF COMMISSIONERS
Some of the recommendations made by the Audit Committee
throughout 2019 include the following:
1. Regarding the appointment of a Public Accountant Firm and/
or Public Accountant with minimum requirements taking into
account aspects of independence, the scope of the assignment,
rewarding audit services and expertise and experience.
2. Regarding the evaluation of the implementation of audit
services for the fiscal year ending December 31, 2018.
PT Elnusa Tbk
KOMITE NOMINASI DAN REMUNERASI
Komite Nominasi dan Remunerasi merupakan komite yang
dibentuk dalam rangka membantu Dewan Komisaris dalam hal
mengusulkan nominasi suksesi dan remunerasi Direksi. Komite
Nominasi dan Remunerasi merupakan sub organ Dewan Komisaris
yang memiliki tugas utama untuk membantu efektifnya fungsi
pengawasan yang dijalankan oleh Dewan Komisaris terhadap
tugas Direksi dalam mengelola Perseroan.
Perseroan memiliki Komite Nominasi dan Remunerasi yang
membantu Dewan Komisaris dalam melaksanakan tugas
pengawasan untuk fungsi nominasi dan remunerasi Dewan
Komisaris dan Direksi. Komite ini berperan penting dalam
penerapan prinsip-prinsip GCG dan juga transparansi proses
serta kebijakan nominasi dan remunerasi. Hal ini sebagaimana
diatur dalam Peraturan Otoritas Jasa Keuangan Nomor 34/
POJK.04/2014 tentang Komite Nominasi dan Remunerasi Emiten
atau Perusahaan Publik.
Persyaratan Umum Keanggotaan Komite Nominasi dan
Remunerasi
Anggota Komite Nominasi dan Remunerasi harus memahami
kegiatan usaha Perusahaan dan Grup, memiliki pengetahuan
yang memadai mengenai peraturan perundang-undangan pasar
modal, operasional perusahaan, ketenagakerjaan serta hubungan
industrial, dan mempunyai pengetahuan dan pengalaman yang
memadai sesuai dengan latar belakang pendidikannya serta
mampu berkomunikasi dengan baik.
MASA JABATAN
Masa kerja anggota komite Nominasi dan Remunerasi paling
lama 3 (tiga) tahun, tetapi tidak lebih lama dari masa kerja Dewan
komisaris yang sedang menjabat dengan tidak mengurangi
hak Dewan komisaris untuk memberhentikan anggota komite
Nominasi dan Remunerasi sewaktu-waktu. Anggota Komite
Nominasi dan Remunerasi yang berakhir masa jabatannya
dapat diangkat kembali hanya untuk 1 (satu) kali masa jabatan
berikutnya.
SUSUNAN DAN KOMPOSISI ANGGOTA KOMITE NOMINASI
DAN REMUNERASI TAHUN 2019
Peraturan Otoritas Jasa Keuangan Nomor 34/POJK.04/2014
tentang Komite Nominasi dan Remunerasi Emiten atau
Perusahaan Publik menetapkan bahwa anggota Komite Nominasi
dan Remunerasi paling sedikit adalah tiga orang dan salah satunya
adalah Komisaris Independen yang merangkap sebagai Ketua
Komite Nominasi dan Remunerasi. Dua anggota lainnya dapat
berasal dari anggota Dewan Komisaris, pihak dari luar Perseroan,
maupun pihak manajemen di bawah Direksi.
Per 31 Desember 2019, komposisi dan susunan Komite Nominasi
dan Remunerasi terdiri dari 1 (satu) orang ketua dan 2 (dua)
orang anggota.
PT Elnusa Tbk
NOMINATION AND REMUNERATION COMMITTEE
The Nomination and Remuneration Committee is a committee
formed to assist the Board of Commissioners in proposing the
nomination of succession and remuneration for the Directors. The
Nomination and Remuneration Committee is a sub-organ of the
Board of Commissioners whose main task is to assist the effective
oversight function carried out by the Board of Commissioners on
the duties of the Board of Directors in managing the Company.
The Company has a Nomination and Remuneration Committee
which assists the Board of Commissioners in carrying out
supervisory duties for the nomination and remuneration functions
of the Board of Commissioners and Directors. This committee has
an important role in the implementation of GCG principles as well
as the transparency of the nomination and remuneration process
and policy. This is as regulated in the Financial Services Authority
Regulation No. 34/POJK.04/2014 concerning the Nomination
and Remuneration Committee of Issuers or Public Companies.
General Requirements for Nomination and Remuneration
Committee Membership
Members of the Nomination and Remuneration Committee must
understand the business activities of the Company and the Group,
have adequate knowledge of capital market regulations, company
operations, labor and industrial relations, and have adequate
knowledge and experience in accordance with their educational
background and be able to communicate well.
TERM OF OFFICE
The term of office of the Nomination and Remuneration Committee
member is a maximum of 3 (three) years, but no longer than the term of
office of the currently serving Board of Commissioners without reducing
the right of the Board of Commissioners to dismiss the members of the
Nomination and Remuneration Committee at any time. The Nomination
and Remuneration Committee member whose term of office expires
may be reappointed only for 1 (one) subsequent term.
COMPOSITION OF 2019 NOMINATION AND
REMUNERATION COMMITTEE MEMBERS
Financial Services Authority Regulation No. 34/POJK.04/2014 concerning
the Nomination and Remuneration Committee of Issuers or Public
Companies stipulates that the members of the Nomination and
Remuneration Committee are at least three people and one of them
is an Independent Commissioner who also serves as the Chair of the
Nomination and Remuneration Committee. The other two members
can come from members of the Board of Commissioners, parties from
outside the Company, or management under the Board of Directors.
As of December 31, 2019, the composition and composition of
the Nomination and Remuneration Committee consisted of 1
(one) chairman and 2 (two) members.
Annual Report 2019 Laporan Tahunan 285
 TATA KELOLA PERUSAHAAN
Good Corporate Governance

Susunan Komite Nominasi dan Remunerasi Perseroan per 31 Desember 2019

Composition of the Company’s Nomination and Remuneration Committee as of December 31, 2019

Nama Jabatan Dasar Pengangkatan Masa Jabatan Position Period

Name Position Appointment Basis Term of Office Position Period
Lusiaga Levi Ketua/Komisaris Independen Surat Keputusan Dewan Komisaris No. 003 Tahun 2018 2018-2021 Ke-1
Susila Head/Independent Commissioner Decree of the Board of Commissioners No. 003, 2018 1st
Eman Salman Anggota/Komisaris Surat Keputusan Dewan Komisaris No. 005 Tahun 2018 2018-2021 Ke-1
Arief Member/Commissioners Decree of the Board of Commissioners No. 005, 2018 1st
A.A.A. Indira Anggota Surat Keputusan Dewan Komisaris No. 002 Tahun 2019 2019-2022 Ke-1
Pratyaksa Member Decree of the Board of Commissioners No. 002, 2019 1st

PROFIL KOMITE NOMINASI DAN REMUNERASI PROFILE OF NOMINATION AND REMUNERATION COMMITTEE

Lusiaga Levi Susila

Ketua Komite Nominasi & Remunerasi/Komisaris Independen Head of the Nomination and Remuneration Committee/Independent
Commissioner
Periode Jabatan: 2018 - 2021, Periode Ke-1 Position Period: 2018-2021, 1st Period
Profil Ketua Komite Nominasi & Remunerasi, Lusiaga Levi Susila telah Profile of the Chairperson of the Nomination & Remuneration Committee,
disajikan sebagai Komisaris Independen pada profil Dewan Komisaris Lusiaga Levi Susila has been presented as an Independent Commissioner
yang terdapat dalam buku Laporan Tahunan ini. on the Board of Commissioners profile contained in this Annual Report.

Eman Salman Arief

Anggota
Periode Jabatan: 2018 - 2021, Periode Ke-1
Profil Anggota Komite Nominasi & Remunerasi, Eman Salman Arief telah
disajikan sebagai Komisaris pada profil Dewan Komisaris yang terdapat
dalam buku Laporan Tahunan ini.
Member
Position Period: 2018 - 2021, 1st Period
Profile of the Member of the Nomination & Remuneration Committee,
Eman Salman Arief, has been presented as a Commissioner on the Board
of Commissioners profile contained in this Annual Report.

A.A.A. Indira Pratyaksa

Anggota
Member

Periode Jabatan/Term of Office:

2019-2022, Periode Ke-1/1st Period
Data Pribadi Personal data
Warga negara Indonesia Indonesian citizens
Usia 42 tahun 42 years old
Kelahiran Jakarta 15/02/1977 Born in Jakarta 15/02/1977

Domisili Domicile
Jakarta Selatan, Provinsi DKI Jakarta, Indonesia South Jakarta, DKI Jakarta Province, Indonesia

Pendidikan Education
Sarjana Psikologi, Jurusan Psikologi, Universitas Gadjah Mada (1995) Bachelor of Psychology, Department of Psychology, Gadjah Mada
Master Psikologi, Jurusan Psikologi, Universitas Gadjah Mada (2000) University (1995)
Master of Psychology, Department of Psychology, Gadjah Mada University
(2000)

Pengalaman Kerja Work experience

Beliau saat ini menjabat sebagai VP Human Capital PT Elnusa Tbk.
Sebelumnya beliau juga pernah menjabat sebagai Manager Manpower
Planning (2017-2019),Manager Performance & Competency Management
(2017) dan Senior Analyst Leadership Development PT Pertamina
(Persero) (2015-2016).
She currently serves as VP of Human Capital of PT Elnusa Tbk. Previously,
she also served as Manager of Manpower Planning (2017-2019), Manager
Performance & Competency Management (2017) and Senior Analyst
Leadership Development PT Pertamina (Persero) (2015-2016).

286 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

INDEPENDENSI KOMITE NOMINASI DAN REMUNERASI
Komite Nominasi dan Remunerasi melaksanakan fungsi dan
tugasnya secara profesional dan independen sesuai dengan
peraturan dan perundang-undangan yang berlaku. Berikut
disampaikan independensi dari Komite Nominasi & Remunerasi.
Per 31 Desember 2019
Per December 31, 2019
Aspek Independensi
Independence Aspect
Tidak memilik hubungan kekeluargaan dengan Pemegang Saham, Dewan
Komisaris, serta Direksi
Does not have a familial relationship with the Shareholders, the Board of
Commissioners, and the Board of Directors
Tidak memilik hubungan usaha secara langsung dan tidak langsung kepada
Perusahaan
Does not have a business relationship directly and indirectly to the Company
Bukan merupakan orang yang mempunyai wewenang dan tanggung jawab
untuk merencanakan, memimpin atau mengendalikan kegiatan Perusahaan
Is not a person who has the authority and responsibility to plan, lead or
control the Company's activities
v = ada | x = tidak ada
PEDOMAN KERJA: PIAGAM KOMITE
NOMINASI DAN REMUNERASI
Agar Komite Nominasi dan Remunerasi dapat berperan secara
efisien dan efektif, maka disusun Pedoman Kerja (Piagam)
Komite Nominasi dan Remunerasi yang direviu secara berkala
setiap tahunnya, dimana dimutakhirkan dan disahkan terakhir
oleh Dewan Komisaris pada tanggal 18 Desember 2017 serta
telah dipublikasikan di situs Perseroan.Pedoman Kerja (Piagam)
tersebut mencakup struktur keanggotan, persyaratan keanggotaan
termasuk persyaratan kompetensi dan independensi, tugas,
tanggung jawab dan wewenang serta rapat dan pelaporan.
KODE ETIK KOMITE NOMINASI DAN REMUNERASI
Setiap anggota Komite Nominasi dan Remunerasi berkomitmen
memberikan kemampuan terbaiknya dan mematuhi etik
Perusahaan yang berlaku, dengan mengutamakan integritas,
independensi, objektivitas, kejujuran, dan komitmen terhadap
prinsip-prinsip GCG.
TUGAS, SERTA TANGGUNG JAWAB KOMITE
NOMINASI DAN REMUNERASI
Berdasarkan Pedoman Komite Nominasi dan Remunerasi, dalam
menjalankan fungsinya, Komite Nominasi dan Remunerasi
memiliki tugas dan tanggung jawab antara lain sebagai berikut:
Terkait dengan fungsi Nominasi:
1. Mengkaji dan mengevaluasi setiap kinerja anggota Direksi
dan Dewan Komisaris yang berkaitan antara lain dengan
pencapaian aktual kinerja Perseroan, ketaatan terhadap
peraturan perundang-undangan yang berlaku serta kebijakan
Perseroan, pelaksanaan pengawasan dan pengelolaan
Perusahaan, penerapan Good Corporate Governance dan
pelaksanaan operasional perusahaan secara menyeluruh;
PT Elnusa Tbk
INDEPENDENCE OF NOMINATION AND
REMUNERATION COMMITTEE
The Nomination and Remuneration Committee carries out its
functions and duties in a professional and independent manner in
accordance with the applicable laws and regulations. Following is
the independence of the Nomination & Remuneration Committee.
Lusiaga Levi Susila Eman Salman Arief AAA. Indira Pratyaksa
(Ketua/Komisaris) (Anggota) (Anggota)
(Head/Komisaris) (Member) (Member)
x x x
x x v
x x x
v = observed | x = not observed
WORK GUIDELINES: NOMINATION AND
REMUNERATION COMMITTEE CHARTER
In order to the Nomination and Remuneration Committee to play
an efficient and effective role, the Nomination and Remuneration
Committee's Work Charter is regularly reviewed annually, which
was last updated and ratified by the Board of Commissioners on
December 18, 2017 and it has been published on the Company's
website. The Work Guidelines (Charter) cover membership
structure, membership requirements including competency
and independence requirements, duties, responsibilities and
authority as well as meetings and reporting.
CODE OF ETHICS OF NOMINATION AND
REMUNERATION COMMITTEE
Each member of the Nomination and Remuneration Committee
is committed to giving its best capabilities and adhering to the
applicable code of ethics the Company, prioritizing integrity,
independence, objectivity, honesty, and commitment to the
principles of GCG.
DUTIES AND RESPONSIBILITIES OF NOMINATION AND
REMUNERATION COMMITTEE
Based on the Nomination and Remuneration Committee Guidelines,
in carrying out its functions, the Nomination and Remuneration
Committee has the following duties and responsibilities:
Related to the Nomination function:
1. Review and evaluate the performance of members of the
Board of Directors and the Board of Commissioners relating
to, among others, the actual achievement of the Company's
performance, adherence to applicable laws and regulations,
Company policies, implementation of supervision and
management of the Company, implementation of Good
Corporate Governance and overall implementation of
company operations;
Annual Report 2019 Laporan Tahunan 287
 TATA KELOLA PERUSAHAAN
Good Corporate Governance
2. Memberikan usulan calon yang memenuhi syarat sebagai
anggota Direksi dan Dewan Komisaris;
3. Melaksanakan tugas-tugas lainnya yang berhubungan
dengan nominasi yang diberikan oleh Dewan Komisaris.
Terkait dengan fungsi Remunerasi:
1. Mengkaji dan mengevaluasi pelaksanaan setiap kinerja
anggota Direksi dan Dewan Komisaris dengan kesesuaian
Remunerasi yang diterima masing-masing Anggota Direksi
dan Dewan Komisaris.
2. Melaksanakan tugas-tugas lainnya yang berhubungan
dengan remunerasi yang diberikan oleh Dewan Komisaris.
PEMBAGIAN TUGAS DAN TANGGUNG JAWAB DALAM
KEANGGOTAAN KOMITE NOMINASI DAN REMUNERASI
Sesuai dengan Piagam Komite Nominasi dan Remunerasi, tidak
ada pembagian tugas antar anggota komite, seluruh anggota
komite bekerja secara kolektif kolegial dengan independen dan
profesional, untuk membantu Dewan komisaris melaksanakan
fungsi pengawasan, pemberian nasihat serta memastikan
telah dilaksanakannya proses nominasi, remunerasi serta
pengembangan SDM.
PENGEMBANGAN KOMPETENSI KOMITE
NOMINASI DAN REMUNERASI
Perseroan mengikutsertakan Komite Nominasi dan Remunerasi
dalam kegiatan pengembangan kompetensi sebagai bentuk
program untuk menambah wawasan dan pengetahuan. Tentang
daftar kegiatan pelatihan dan peningkatan kompetensi yang diikuti
Komite Nominasi dan Remunerasi di sepanjang tahun 2019 dapat
dilihat pada bab Profil Perusahaan dalam laporan tahunan ini.
RAPAT KOMITE NOMINASI DAN REMUNERASI
Ketentuan mengenai rapat Komite tercantum dalam Pedoman
Kerja (Piagam) Komite Nominasi dan Remunerasi, dimana Komite
melakukan rapat secara berkala sekurang-kurangnya tiga kali
dalam setahun atau sesuai kebutuhan. Di tahun 2019, Komite
Nominasi dan Remunerasi menyelenggarakan rapat sebanyak
3 (tiga) kali dengan agenda sebagaimana disampaikan dalam
Laporan Singkat Pelaksanaan Tugas dan Kegiatan Komite Nominasi
dan Remunerasi pada 2019.
Rekapitulasi Kehadiran Komite Nominasi dan Remunerasi pada Rapat
Recapitulation of the Nomination and Remuneration Committee Attendance at the Meeting
Komite Nominasi dan Remunerasi
Nomination and Remuneration Committee
Lusiaga Levi Susila
Eman Salman Arief
Muhammad Fahmi El Mubarak*
Rata-rata | Average
*Menjabat sebagai Anggota Komite Nominasi dan Remunerasi sampai
dengan April 2019
288 Annual Report 2019 Laporan Tahunan
2. Provide proposals for candidates who qualify as members
of the Board of Directors and Board of Commissioners;
3. Carry out other tasks related to the nominations given by
the Board of Commissioners.
Related to the Remuneration function:
1. Review and evaluate the performance of each member of
the Board of Directors and the Board of Commissioners with
the remuneration received by each Member of the Board
of Directors and the Board of Commissioners.
2. Carry out other tasks related to remuneration given by the
Board of Commissioners.
DIVISION OF DUTIES AND RESPONSIBILITIES OF MEMBERSHIP
OF NOMINATION AND REMUNERATION COMMITTEE
In accordance with the Nomination and Remuneration Committee
Charter, there is no division of duties between committee
members, all committee members work collectively collegially
with independently and professionally, to help the Board of
Commissioners carry out the supervisory function, provide
advice and ensure that the nomination, remuneration and HR
development process has been carried out.
COMPETENCY DEVELOPMENT OF THE NOMINATION AND
REMUNERATION COMMITTEE
The Company includes the Nomination and Remuneration
Committee in competency development activities as a form of
program to add insight and knowledge. Concerning the list of training
and competency enhancement activities that the Nomination and
Remuneration Committee participated in throughout 2019 can be
seen in the Company Profile chapter in this annual report.
MEETING OF THE NOMINATION AND
REMUNERATION COMMITTEE
Provisions regarding Committee meetings are listed in the Work
Guidelines (Charter) of the Nomination and Remuneration
Committee, which the Committee meets regularly at least three times
a year or as necessary. In 2019, the Nomination and Remuneration
Committee held 3 (three) meetings with the agenda as stated in
the Brief Report on the Implementation of Duties and Activities of
Nomination and Remuneration Committee in 2019.
Jumlah Wajib Rapat Jumlah Kehadiran
Persentase Kehadiran
Amount of Meeting Amount of Meeting
% Attendance
Required Attended
3 3 100%
3 3 100%
2 2 100%
100%
* Served as Member of the Nomination and Remuneration Committee until April 2019
PT Elnusa Tbk
KEBIJAKAN REMUNERASI
Penentuan jumlah remunerasi Komite Nominasi dan Remunerasi
ditetapkan dengan mengacu pada Peraturan Menteri BUMN
Nomor PER-12/MBU/2012 tentang Organ Pendukung Dewan
Komisaris/Dewan Pengawas Badan Usaha Milik Negara.
PELAPORAN
Piagam Komite Nominasi dan Remunerasi mengatur bahwa
Komite Audit wajib menyampaikan laporan berikut kepada
Dewan Komisaris:
1. Komite menyampaikan laporan pelaksanaan tugas, tanggung
jawab dan prosedur kepada Dewan Komisaris secara berkala
sekurang-kurangnya 1 (satu) kali dalam setahun atau atas
permintaan Dewan Komisaris.
2. Laporan Komite tersebut merupakan bagian dari laporan
pelaksanaan tugas Dewan Komisaris dan disampaikan dalam
Rapat Umum Pemegang Saham.
Laporan Singkat Pelaksanaan Tugas dan Kegiatan Komite
Nominasi dan Remunerasi pada 2019
1. Pengawasan dan Pemberian Saran/Nasihat di bidang
nominasi di antaranya dilakukan dengan cara melakukan
kajian untuk merumuskan saran dan masukan kepada Dewan
Komisaris terkait usulan nominasi calon Direksi Perseroan.
Saran dan masukan tersebut menjadi bahan masukan
Dewan Komisaris dalam menjalankan fungsi pengawasan
dan pemberian nasihat di bidang nominasi.
2. Melakukan review atas kebijakan remunerasi bagi pengurus
Perseroan melalui benchmarking dan berdasarkan kinerja
yang dicapai. Selanjutnya merumuskan usulan penyesuaian
remunerasi pengurus Perseroan kepada Dewan Komisaris.
REKOMENDASI KOMITE NOMINASI DAN
REMUNERASI KEPADA DEWAN KOMISARIS
Sesuai dengan Piagam Komite Nominasi dan Remunerasi,
salah satu tugas Komite Nominasi dan Remunerasi adalah
memberikan masukan kepada Dewan Komisaris sebagai bahan
dalam penyusunan rekomendasi. Untuk itu pada tahun 2019,
rekomendasi yang diberikan Komite Nominasi dan Remunerasi
antara lain rekomendasi atas nominasi pengurus Perusahaan
dan remunerasi tahun buku 2019 bagi Dewan Komisaris dan
Direksi Perusahaan.
KEBIJAKAN SUKSESI DIREKSI
Guna mempersiapkan regenerasi kepemimpinan di masa yang
akan datang, Komite Nominasi dan Remunerasi telah memiliki
Kebijakan Suksesi Direksi sebagaimana tercantum dalam Piagam
Komite Nominasi dan Remunerasi tanggal 18 Desember 2017
yang memuat antara lain:
PT Elnusa Tbk
REMUNERATION POLICY
The determination of the Nomination and Remuneration
Committee's remuneration is set by referring to SOE Ministerial
Regulation No. PER-12/MBU/2012 concerning Supporting Organs
of the Board of Commissioners/Supervisory Board of State-Owned
Enterprises.
REPORTING
The Nomination and Remuneration Committee Charter stipulates
that the Audit Committee must submit the following report to the
Board of Commissioners:
1. The Committee submits a report on the implementation of
its duties, responsibilities and procedures to the Board of
Commissioners periodically at least 1 (one) time a year or
at the request of the Board of Commissioners.
2. The Committee's report is part of the Board of Commissioners'
implementation task report and submitted at the General
Meeting of Shareholders.
Brief Report on the Implementation of the Nomination and
Remuneration Committee's Tasks and Activities in 2019
1. Supervision and Giving Suggestion/Advice in the field
of nomination include conducting a study to formulate
suggestions and input to the Board of Commissioners
regarding the nomination of candidates for the Company's
Directors. These suggestions and input are input for the
Board of Commissioners in carrying out their supervisory
and advisory functions in the nomination field.
2. Reviewing the remuneration policy for the Company's
management through benchmarking and based on the
performance achieved. Then formulating the proposed
adjustments to the remuneration of the Company's
management to the Board of Commissioners.
RECOMMENDATION FROM THE NOMINATION AND
REMUNERATION COMMITTEE TO THE BOARD OF COMMISSIONERS
In accordance with the Nomination and Remuneration Committee
Charter, one of the duties of the Nomination and Remuneration
Committee is to provide input to the Board of Commissioners as
material in making recommendations. Therefore, in 2019, the
recommendations given by the Nomination and Remuneration
Committee include recommendations for the nomination of the
Company's management and remuneration for the 2019 fiscal
year for the Board of Commissioners and Board of Directors of
the Company.
DIRECTORS SUCCESSION POLICY
To prepare for the regeneration of leadership in the future, the
Nomination and Remuneration Committee has a Board of Directors
Succession Policy as stated in the Nomination and Remuneration
Committee Charter dated December 18, 2017 which includes:
Annual Report 2019 Laporan Tahunan 289
 TATA KELOLA PERUSAHAAN
Good Corporate Governance

Fase Otorisasi Aktivitas

Phase Authorization Activity
I Komite Nominasi dan Remunerasi Menyiapkan dan memberikan rekomendasi proposal kandidat Calon Anggota Direksi berdasarkan
Nomination and Remuneration pemenuhan persyaratan serta evaluasi.
Committee Preparing and providing recommendations for candidates for candidates for members of the Board
of Directors based on fulfilment of the requirements and evaluation.
II Dewan Komisaris • Melakukan evaluasi proposal kandidat Calon Anggota Direksi, termasuk Dewan Komisaris dapat
Board of Commissioners melakukan wawancara terhadap calon yang disampaikan dalam proposal tersebut.
• Mengambil keputusan atas kandidat Calon Anggota Direksi.
• Menyampaikan keputusan tersebut kepada Pemegang Saham Utama sebagai Usulan Pengangkatan
Calon Anggota Direksi.
• Evaluating candidate proposals for members of the Board of Directors, including the Board of
Commissioners. They can interview candidates submitted in the proposal.
• Making decisions on candidates for members of the Board of Directors.
• Submitting the decision to the Main Shareholders as Proposed Appointment of Prospective
Members of the Board of Directors.
III Rapat Umum Pemegang Saham Penunjukan dan Pengangkatan Anggota Direksi
General Meeting of Shareholders Appointment of Members of the Board of Directors

KOMITE MANAJEMEN RISIKO RISK MANAGEMENT COMMITTEE

Komite Manajemen Risiko dibentuk untuk membantu tugas
Dewan Komisaris dalam upaya melakukan identifikasi, pemetaan,
analisis dan mitigasi risiko pada Perseroan yang ditujukan
untuk mencegah dan meminimalisasi risiko. Selain itu, Komite
Manajemen Risiko membuat laporan secara tertulis atas setiap
penugasan yang diberikan oleh Dewan Komisaris.
The Risk Management Committee was formed to assist the Board
of Commissioners' duties in the effort of identifying, mapping,
analyzing and mitigating risks to the Company aimed at preventing
and minimizing risk. In addition, the Risk Management Committee
makes a written report on each assignment given by the Board
of Commissioners.

PERSYARATAN UMUM KEANGGOTAAN GENERAL REQUIREMENTS FOR

KOMITE MANAJEMEN RISIKO
Anggota Komite Manajemen Risiko antara lain memiliki
pengetahuan mengenai industri/bisnis Perusahaan, Anggaran
Dasar Perusahaan, peraturan perundang-undangan yang
berkaitan dengan operasi Perusahaan, peraturan Pasar Modal
dan peraturan lainnya terkait dengan Manajemen Risiko.
RISK MANAGEMENT COMMITTEE MEMBERSHIP
Members of the Risk Management Committee are required
to have knowledge of the Company's industry/business, the
Company's Articles of Association, laws and regulations relating
to the Company's operations, Capital Market regulations and
other regulations related to Risk Management.

MASA JABATAN TERM OF OFFICE

Masa jabatan anggota Komite Manajemen Risiko paling lama The term of office of the Risk Management Committee members
3 (tiga) tahun dan dapat diangkat kembali hanya untuk 1 (satu) is no more than 3 (three) years and can be reappointed only for
periode berikutnya. the 1 (one) subsequent period.

SUSUNAN DAN KOMPOSISI ANGGOTA COMPOSITION OF RISK MANAGEMENT

KOMITE MANAJEMEN RISIKO TAHUN 2019
Sesuai Pedoman Kerja (Piagam) Komite Manajemen Risiko,
anggota Komite Manajemen Risiko paling sedikit terdiri dari tiga
orang anggota, dimana Ketua Komite merupakan anggota Dewan
Komisaris dan anggota lainnya dapat berasal dari anggota Dewan
Komisaris maupun Pihak dari luar Perseroan. Komite Manajemen
Risiko diangkat dan diberhentikan oleh Dewan Komisaris
COMMITTEE MEMBERS IN 2019
In accordance with the Work Guidelines (Charter) of the Risk
Management Committee, members of the Risk Management
Committee consist of at least three members, the Head of the
Committee is a member of the Board of Commissioners and
other members may come from the Board of Commissioners or
from outside the Company. The Risk Management Committee
is appointed and dismissed by the Board of Commissioners.

Susunan Komite Manajemen Risiko Perseroan per 31 Desember 2019

Composition of Risk Management Committee of December 31, 2019
Periode
Nama Jabatan Dasar Pengangkatan Masa Jabatan Jabatan
Name Position Appointment Basis Term of Office Position
Period
Antonius Ketua/Komisaris Surat Keputusan Dewan Komisaris No. 003 Tahun 2019 2019-2022 Ke-1
Ratdomopurbo Head/Commissioner Decree of the Board of Commissioners No. 003 of 2019 1st
Lusiaga Levi Susila Anggota/Komisaris Surat Keputusan Dewan Komisaris No.002 Tahun 2018 2018-2021 Ke-1
Independen Decree of the Board of Commissioners No. 002 of 2018 1st
Member/Independent
Commissioner

290 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 Susunan Komite Manajemen Risiko Perseroan per 31 Desember 2019
Composition of Risk Management Committee of December 31, 2019
Periode
Nama Jabatan Dasar Pengangkatan Masa Jabatan Jabatan
Name Position Appointment Basis Term of Office Position
Period
Adil Nusyirwan Anggota Surat Keputusan Dewan Komisaris No. 004 Tahun 2019 2019-2022 Ke-2
Member Decree of the Board of Commissioners No. 004 of 2019 2nd
Serena Karlita Anggota Surat Keputusan Dewan Komisaris No. 004 Tahun 2018 2018-2021 Ke-2
Ferdinandus Member Decree of the Board of Commissioners No. 004 of 2018 2nd

PROFIL KOMITE MANAJEMEN RISIKO PROFILE OF THE RISK MANAGEMENT COMMITTEE

Antonius Ratdomopurbo
Ketua Komite Manajemen Risiko/Komisaris
Periode Jabatan: 2019-2022, Periode Ke-1
Profil Ketua Komite Manajemen Risiko, Antonius Ratdomopurbo telah
disajikan sebagai Komisaris pada profil Dewan Komisaris yang terdapat
dalam buku Laporan Tahunan ini.
Head of the Risk Management Committee/Commissioner
Position Period: 2019-2022, 1st Period
The profile of the Chairman of the Risk Management Committee, Antonius
Ratdomopurbo, has been presented as a Commissioner in the Board of
Commissioners profile contained in this Annual Report.

Lusiaga Levi Susila

Anggota Komite Manajemen Risiko/Komisaris Independen Member of the Risk Management Committee/Independent
Commissioner
Periode Jabatan: 2018-2021, Periode Ke-1 Position Period: 2018-2021, 1st Period
Profil Anggota Komite Manajemen Risiko, Lusiaga Levi Susila telah Profile of Risk Management Committee Member, Lusiaga Levi Susila
disajikan sebagai Komisaris Independen pada profil Dewan Komisaris has been presented as an Independent Commissioner on the Board of
yang terdapat dalam buku Laporan Tahunan ini. Commissioners profile contained in this Annual Report.

Adil Nusyirwan
Anggota
Member

Periode Jabatan/Term of Office:

2016-2019, Periode Ke-2/2nd Period
Data Pribadi Personal Data
Warga negara Indonesia Indonesian citizen
Usia 62 tahun 62 years old
Kelahiran Jakarta, 31/01/1957 Born in Jakarta, 31/01/1957

Domisili Domicile
Jakarta Selatan, Provinsi DKI Jakarta, Indonesia South Jakarta, DKI Jakarta Province, Indonesia

Pendidikan Education
Bachelor of Accounting, Department of Accounting, University of North
Sarjana Akuntansi, Jurusan Akuntansi, Universitas Sumatera Utara (1982)
Sumatera (1982)
Master Akuntansi, University of Illinois at Urbana Champaign, Amerika Master of Accounting, University of Illinois at Urbana Champaign,
Serikat (1994) USA(1994)

Pengalaman Kerja Work experience

Mengawali karir di PT Perkebunan VIII dan bergabung dengan Pertamina
sejak 1987 dengan menduduki berbagai macam posisi jabatan antara
lain Direktur Keuangan & Administrasi di PT Elnusa Harapan (2003-2005)
dan di PT Patra Niaga (2005-2009) serta sebagai Direktur Keuangan di
PT Patra Jasa (2009-2013).
He began his career at PT Perkebunan VIII and joined Pertamina since 1987
by holding various positions including Director of Finance & Administration
at PT Elnusa Harapan (2003-2005) and at PT Patra Niaga (2005-2009) and
as Finance Director at PT Patra Jasa (2009-2013).

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 291

 TATA KELOLA PERUSAHAAN
Good Corporate Governance
Data Pribadi
Warga negara Indonesia
Usia 59 tahun
Kelahiran Surabaya, 29/02/1960
Domisili
Tangerang Selatan, Provinsi Banten, Indonesia
Pendidikan
Sarjana Akuntansi, Jurusan Akuntansi, Universitas Indonesia (1986)
Pengalaman Kerja
Beliau saat ini menduduki beberapa posisi jabatan antara lain Anggota
Komite Audit PT Blue Bird Tbk, Komisaris Independen dan Ketua
Komite Audit PT CIMB Niaga Auto Finance (2012-sekarang), Komisaris
PT Anpa International (2012-2018) dan Chief Audit Executive PT Ithaca
Resources. Sebelumnya beliau pernah menduduki posisi sebagai Anggota
Komite Audit PT Chandra Asri Petrochemical Tbk (2009-2015) dan PT
Barito Pacific Tbk (2009-2013), Senior Vice President of Investment Banking
Division PT NC Securities (2002-2009), Vice President of Investment
Banking Division PT Danareksa Persero, Vice President of Direct Investment
Division PT Danareksa Finance (1996-2001) dan pernah menjabat sebagai
Manager of Audit Division  Ernst & Young Indonesia (1986).
INDEPENDENSI KOMITE MANAJEMEN RISIKO
Komite Manajemen Risiko diketuai oleh seorang Komisaris, dengan
anggota terdiri dari 1 (satu) anggota Komisaris Independen dan
anggota lainnya yang memenuhi syarat profesionalitas dan berasal
dari luar Perseroan. Komite Manajemen Risiko menjalankan tugas
dan tanggung jawabnya secara profesional dan independen
PEDOMAN KERJA: PIAGAM KOMITE MANAJEMEN RISIKO
Agar Komite Manajemen Risiko dapat berperan secara efisien
dan efektif, maka disusun Pedoman Kerja (Piagam) Komite
Manajemen Risiko yang telah dipublikasikan di situs Perseroan.
Piagam Komite direviu secara berkala setiap tahunnya dan reviu
terakhir dilakukan pada bulan Desember 2019. Pedoman Kerja
(Piagam) tersebut mencakup struktur keanggotan, persyaratan
keanggotaan termasuk persyaratan kompetensi dan independensi,
tugas, tanggung jawab dan wewenang serta rapat dan pelaporan.
KODE ETIK KOMITE MANAJEMEN RISIKO
Anggota Komite Manajemen Risiko berkomitmen memberikan
kemampuan terbaiknya dan mematuhi kode etik Perusahaan
yang berlaku dengan mengutamakan integritas, independensi,
objektivitas, kejujuran, dan komitmen terhadap GCG
292 Annual Report 2019 Laporan Tahunan
Serena Karlita Ferdinandus
Anggota
Member
Periode Jabatan/Term of Office:
2018 - 2021, Periode Ke-2/2nd Period
Personal data
Indonesian citizen
59 years old
Born in Surabaya, 29/02/1960
Domicile
Tangerang Selatan, Banten Province, Indonesia
Education
Bachelor of Accounting, Department of Accounting, University of
Indonesia (1986)
Work experience
She currently holds several positions including PT Blue Bird Tbk's Audit
Committee Member, Independent Commissioner and Chairman of
the PT CIMB Niaga Auto Finance Audit Committee (2012-present),
Commissioner of PT Anpa International (2012-2018) and Chief Audit
Executive of PT Ithaca Resources . Previously he held positions as Audit
Committee Member of PT Chandra Asri Petrochemical Tbk (2009-2015)
and PT Barito Pacific Tbk (2009-2013), Senior Vice President of Investment
Banking Division of PT NC Securities (2002-2009), Vice President of
Investment Banking Division of PT Danareksa Persero, Vice President of
Direct Investment Division of PT Danareksa Finance (1996-2001) and has
served as Manager of Audit Division of Ernst & Young Indonesia (1986).
INDEPENDENCE OF RISK MANAGEMENT COMMITTEE
The Risk Management Committee is chaired by a Commissioner,
with members consisting of 1 (one) Independent Commissioner
member and other members who meet professional requirements
and come from outside the Company. The Risk Management
Committee carries out its duties and responsibilities professionally
and independently.
WORK GUIDELINES: RISK MANAGEMENT COMMITTEE
CHARTER
In order to the Risk Management Committee to play an efficient
and effective role, a Risk Management Committee Charter has
been prepared which has been published on the Company's
website. The Committee Charter is regularly reviewed annually
and the latest review was conducted in December 2019. The Work
Guidelines (Charter) includes membership structure, membership
requirements including competency and independence
requirements, duties, responsibilities and authority as well as
meetings and reporting.
RISK MANAGEMENT COMMITTEE CODE OF ETHICS
Members of the Risk Management Committee are committed to
providing their best abilities and complying with the Company's
applicable code of ethics by prioritizing integrity, independence,
objectivity, honesty, and commitment to GCG.
PT Elnusa Tbk
TUGAS DAN TANGGUNG JAWAB KOMITE MANAJEMEN
RISIKO
Tugas dan tanggung jawab Komite Manajemen Risiko berpedoman
pada Pedoman Kerja (Piagam) Komite Manajemen Risiko di
antaranya adalah:
1. Melakukan evaluasi kebijakan dan strategi manajemen risiko
baik operasional dan pengembangan usaha Perseroan.
2. Memantau dan melakukan evaluasi penerapan manajemen
risiko dan mitigasinya atas rencana bisnis dan investasi
Perseroan serta pelaksanaan operasional ditinjau dari sisi
keuangan dan legal.
3. Melaporkan hasil pemantauan dan evaluasi serta
memberikan rekomendasi atas hal-hal yang perlu mendapat
perhatian Dewan Komisaris.
4. Melakukan review atas permohonan persetujuan Direksi
kepada Dewan Komisaris antara lain atas rencana investasi,
RKAP, RJPP, pembentukan Anak Perusahaan dan aksi
korporasi lainnya.
PEMBAGIAN TUGAS DAN TANGGUNG JAWAB DALAM
KEANGGOTAAN KOMITE MANAJEMEN RISIKO
Anggota Komite Manajemen Risiko terdiri dari 4 (empat) orang
yang berlatar belakang pendidikan akuntasi maupun teknik serta
mempunya pengalaman kerja yang beragam. Sifat pekerjaan
Komite Manajemen Risiko adalah kolektif kolegial. Dengan
demikian, pelaksanaan tugas Komite Manajemen Risiko dapat
dilakukan secara bersama-sama sesuai dengan latar belakang
pendidikan dan kompetensi yang dimiliki dari masing-masing
anggota Komite Manajemen Risiko.
PENGEMBANGAN KOMPETENSI KOMITE
MANAJEMEN RISIKO
Perseroan mengikutsertakan Komite Manajemen Risiko dalam
kegiatan pengembangan kompetensi sebagai bentuk program
untuk menambah wawasan dan pengetahuan. Tentang daftar
kegiatan pelatihan dan peningkatan kompetensi yang diikuti
Komite Manajemen Risiko di sepanjang tahun 2019 dapat dilihat
pada bab Profil Perusahaan dalam laporan tahunan ini.
RAPAT KOMITE MANAJEMEN RISIKO
Di tahun 2019, Komite Manajemen Risiko menyelenggarakan
rapat sebanyak 6 (enam) kali dengan agenda sebagaimana
disampaikan dalam Laporan Singkat Pelaksanaan Tugas dan
Kegiatan Komite Manajemen Risiko pada 2019.
Rekapitulasi Kehadiran Komite Manajemen Risiko pada Rapat
Recapitulation of the Presence of the Risk Management Committee at the Meeting
Jumlah Wajib Rapat
Komite Manajemen Risiko
Amount of Meeting
Risk Management Committee
Required
Antonius Ratdomopurbo
Lusiaga Levi Susila
Adil Nusyirwan
Serena Karlita Ferdinandus
Rata-rata | Average
PT Elnusa Tbk
DUTIES AND RESPONSIBILITIES OF THE RISK MANAGEMENT
COMMITTEE
The duties and responsibilities of the Risk Management
Committee are guided by the Risk Management Committee's
Work Charter (Charter) including:
1. Evaluate risk management policies and strategies both
operational and business development of the Company.
2. Monitor and evaluate the application of risk management
and mitigation of the Company's business and investment
plans and operational implementation in terms of financial
and legal aspects.
3. Report the results of monitoring and evaluation and provide
recommendations on matters that need the attention of the
Board of Commissioners.
4. Review the requests for the Board of Directors' approval to
the Board of Commissioners including investment plans,
RKAP, RJPP, formation of subsidiaries and other corporate
actions.
DISTRIBUTION OF DUTIES AND RESPONSIBILITIES IN
MEMBERSHIP OF THE RISK MANAGEMENT COMMITTEE
Risk Management Committee members consist of 4 (four) people
with a background in accounting and technical education and
have diverse work experience. The nature of the work of the
Risk Management Committee is a collegial collective. Thus, the
implementation of the Risk Management Committee's tasks
can be carried out jointly in accordance with the educational
background and competencies of each member of the Risk
Management Committee.
COMPETENCE DEVELOPMENT OF
THE RISK MANAGEMENT COMMITTEE
The Company engages the Risk Management Committee in
competency development activities as a form of program to
add insight and knowledge. Concerning the list of training and
competency enhancement activities undertaken by the Risk
Management Committee throughout 2019, see the Company
Profile chapter in this annual report
RISK MANAGEMENT COMMITTEE MEETING
In 2019, the Risk Management Committee held 6 (six) with the
agenda as stated in the Brief Report on the Implementation of
Duties and Activities of the Risk Management Committee in 2019.
Jumlah Kehadiran
Persentase Kehadiran
Amount of Meeting
% Attendance
Attended
6 6 100%
6 5 83%
6 6 100%
6 5 83%
92%
Annual Report 2019 Laporan Tahunan 293
 TATA KELOLA PERUSAHAAN
Good Corporate Governance
KEBIJAKAN REMUNERASI
Penentuan jumlah remunerasi Komite Manajemen Risiko
ditetapkan dengan mengacu pada Peraturan Menteri BUMN
Nomor PER-12/MBU/2012 tentang Organ Pendukung Dewan
Komisaris/Dewan Pengawas Badan Usaha Milik Negara.
PELAPORAN
Piagam Komite Manajemen Risiko mengatur bahwa Komite Audit
wajib menyampaikan laporan berikut kepada Dewan Komisaris:
1. Komite menyampaikan laporan atas aktifitas Komite kepada
Dewan Komisaris secara berkala sekurang-kurangnya 1 (satu)
kali dalam setahun atau atas permintaan Dewan Komisaris
melaporkan hasil kerjanya kepada Dewan Komisaris.
2. Laporan Komite tersebut merupakan bagian dari laporan
pelaksanaan tugas Dewan Komisaris dan disampaikan dalam
Rapat Umum Pemegang Saham.
LAPORAN SINGKAT PELAKSANAAN TUGAS DAN
KEGIATAN KOMITE MANAJEMEN RISIKO PADA 2019
1. Melakukan review atas kebijakan dan sistem manajemen
risiko yang diterapkan di Perseroan.
2. Menyampaikan rekomendasi berkaitan dengan aspek
manajemen risiko kepada Dewan Komisaris atas kebijakan
yang telah diterapkan dan akan diambil oleh Direksi.
3. Melakukan monitoring dan review terhadap usulan investasi,
subsidiary governance, batasan kewenangan maupun
kinerja bulanan dan selanjutnya memberikan masukan
kepada Dewan Komisaris sebagai bahan dalam penyusunan
rekomendasi kepada Direksi.
4. Melakukan review RKAP Perseroan Tahun 2020 maupun
terhadap draft rolling RJPP.
5. Melaksanakan tugas dan tanggung jawab lain yang diberikan
oleh Dewan Komisaris dari waktu ke waktu.
REKOMENDASI KOMITE MANAJEMEN RISIKO
KEPADA DEWAN KOMISARIS
Pada tahun 2019, rekomendasi yang diberikan Komite Manajemen
Risiko sebagaimana disampaikan dalam Laporan Singkat
Pelaksanaan Tugas dan Kegiatan Komite Manajemen Risiko
pada 2019.
294 Annual Report 2019 Laporan Tahunan
REMUNERATION POLICY
The determination of the Risk Management Committee's
remuneration is set by referring to SOE Ministerial Regulation No.
PER-12/MBU/2012 concerning Supporting Organs of the Board of
Commissioners/Supervisory Board of State-Owned Enterprises.
REPORTING
The Risk Management Committee Charter stipulates that the Audit
Committee must submit the following report to the Board of Commissioners:
1. The Committee submits reports on the activities of the
Committee to the Board of Commissioners periodically
at least 1 (one) time a year or at the request of the Board
of Commissioners to report their work to the Board of
Commissioners.
2. The Committee's report is part of the Board of Commissioners'
implementation task report and submitted at the General
Meeting of Shareholders.
BRIEF REPORT ON THE IMPLEMENTATION OF DUTIES AND
ACTIVITIES OF THE RISK MANAGEMENT COMMITTEE IN 2019
1. Reviewing policies and risk management systems implemented
in the Company.
2. Delivering recommendations relating to aspects of risk
management to the Board of Commissioners of the policies
that have been implemented and will be taken by the Directors.
3. Monitoring and Reviewing investment proposals, subsidiary
governance, authority limits and monthly performance and
then providing input to the Board of Commissioners as material
in making recommendations to the Board of Directors.
4. Reviewing the Company's 2020 RKAP and also on the draft
rolling of RJPP.
5. Carrying out other duties and responsibilities given by the
Board of Commissioners from time to time.
RISK MANAGEMENT COMMITTEE RECOMMENDATIONS TO
THE BOARD OF COMMISSIONERS
In 2019, the recommendations given by the Risk Management
Committee was as presented in the Brief Report on the
Implementation of Duties and Activities of the Risk Management
Committee in 2019.
PT Elnusa Tbk
 ORGAN PENDUKUNG DIREKSI
SEKRETARIS PERUSAHAAN
Sebagai perusahaan publik, Perseroan wajib memiliki fungsi
Sekretaris Perusahaan sesuai dengan Peraturan Otoritas Jasa
Keuangan Nomor 35/POJK.04/2014 tentang Sekretaris Perusahaan
Emiten atau Perusahaan Publik. Sekretaris Perusahaan mempunyai
tugas dan tanggung jawab dalam memfasilitasi komunikasi
antara organ Perseroan, bertanggung jawab dalam penyusunan
kebijakan, perencanaan serta memastikan efektivitas dan
transparansi komunikasi perusahaan, hubungan kelembagaan,
hubungan investor dan pelaku pasar modal lainnya dengan tetap
memperhatikan prinsip standar etika Perusahaan, prinsip tata
kelola Perusahaan, dan nilai-nilai Perusahaan.
Sekretaris Perusahaan bertanggung jawab langsung kepada
Direksi serta diangkat dan diberhentikan berdasarkan Keputusan
Direksi berdasarkan mekanisme internal Perusahaan dengan
persetujuan Dewan Komisaris.
PIHAK YANG MENGANGKAT DAN
MEMBERHENTIKAN SEKRETARIS PERUSAHAAN
1. Sekretaris Perusahaan diangkat berdasarkan keputusan
Direksi. Dalam struktur organisasi Perseroan, Sekretaris
Perusahaan bertanggung jawab kepada Direktur Utama.
2. Fungsi Sekretaris Perusahaan dapat dilaksanakan oleh
orang perseorangan atau unit kerja yang dipimpin oleh
satu penanggung jawab.
3. Sekretaris Perusahaan dapat dirangkap oleh seorang anggota
Direksi Perseroan.
4. Pengangkatan Sekretaris Perusahaan wajib dilaporkan
kepada Otoritas Jasa Keuangan (“OJK”) dan diumumkan
kepada publik melalui Situs Web Perseroan dan Bursa Efek
Indonesia (“IDXNet”) selambatnya 2 (dua) hari setelah
pengangkatan.
KUALIFIKASI PEJABAT SEKRETARIS PERUSAHAAN
Sekretaris Perusahaan harus memenuhi persyaratan paling
kurang:
1. Cakap melakukan perbuatan hukum
2. Memiliki pengetahuan dan pemahaman di bidang hukum,
keuangan dan tata kelola perusahaaan
3. Memahami kegiatan usaha Perseroan
4. Dapat berkomunikasi dengan baik
5. Berdomisili di Indonesia.
PEJABAT SEKRETARIS PERUSAHAAN
Penetapan Pejabat Sekretaris Perusahaan sesuai dengan
Keputusan Direksi SK No.016/EN/KPTS/000D/2019 yang
mengangkat Ari Wijaya sebagai Sekretaris Perusahaan dan
telah mendapat persetujuan Dewan Komisaris. Pengangkatan
Sekretaris Perusahaan telah dipublikasikan di situs web Perseroan
dan dilaporkan kepada OJK pada 2 November 2019 untuk
memenuhi Peraturan OJK No. 35/POJK.04/2014 tentang Sekretaris
Perusahaan Emiten atau Perusahaan Publik.
PT Elnusa Tbk
Directors Supporting Organs
CORPORATE SECRETARY
As a public company, the Company is required to have a Corporate
Secretary function in accordance with the Financial Services
Authority Regulation No. 35/POJK.04/2014 concerning Corporate
Secretary Issuers or Public Companies. The Corporate Secretary
has the duty and responsibility in facilitating communication
between the Company's organs, is responsible for formulating
policies, planning and ensuring the effectiveness and transparency
of company communications, institutional relations, investor
relations and other capital market players while taking into
account the principles of the Company's ethical standards,
governance principles Company, and Company values.
The Corporate Secretary is directly responsible to the Directors
and is appointed and dismissed based on the Directors' Decree
based on the Company's internal mechanism with the approval
of the Board of Commissioners.
THE PARTY THAT APPOINTS AND
DISMISSES THE CORPORATE SECRETARY
1. The Corporate Secretary is appointed based on the Board
of Directors' decision. In the Company's organizational
structure, the Corporate Secretary is responsible to the
President Director.
2. The function of the Corporate Secretary can be carried out
by individuals or work units led by one person in charge.
3. The Corporate Secretary can be concurrently held by a
member of the Company's Board of Directors.
4. Appointment of the Corporate Secretary must be reported
to the Financial Services Authority ("OJK") and announced to
the public through the Company's Website and the Indonesia
Stock Exchange ("IDXNet") no later than 2 (two) days after
the appointment.
QUALIFICATION OF ACTING CORPORATE SECRETARY
The Corporate Secretary must meet the following requirements:
1. Competent in carrying out legal actions
2. Having knowledge and understanding in the fields of law,
finance and corporate governance
3. Understand the Company's business activities
4. Able to communicate well
5. Domiciled in Indonesia.
ACTING CORPORATE SECRETARY
Determination of the Acting Secretary of the Company in
accordance with the Decree of the Board of Directors No.016/
EN/KPTS/000D/2019 which appointed Ari Wijaya as Corporate
Secretary and was approved by the Board of Commissioners. The
appointment of the Corporate Secretary has been published on
the Company's website and reported to the OJK on November
2, 2019 to comply with OJK Regulation No. 35/POJK.04/2014
concerning Corporate Secretary of Issuers or Public Companies.
Annual Report 2019 Laporan Tahunan 295
 TATA KELOLA PERUSAHAAN
Good Corporate Governance
Usia
Age
Tempat & Tanggal Lahir
Place & Date of Birth
Kewarganegaraan
Citizenship
Riwayat Pendidikan
Education History
Dasar Hukum Penunjukan Sekretaris
Perusahaan
Legal Basis for Appointment of
Corporate Secretary
Riwayat Jabatan
Occupational Position History
Domisili
Domicile
*Ari Wijaya Resmi Menjabat Sebagai Sekretaris Perusahaan Per 1 November 2019.
* Ari Wijaya was officially appointed as Company Secretary in November 1, 2019.
296 Annual Report 2019 Laporan Tahunan
Ari Wijaya*
Sekretaris Perusahaan
Corporate Secretary
49 tahun 10 bulan
49 years 10 months
Malang, 23 Maret 1970
Malang, March 23, 1970
Indonesia
• S1 lulus 1994: Teknik Mesin/Produksi, Universitas Brawijaya
• S2 lulus 2009 : Magister Manajemen/Produksi, Universitas Trisakti.
• Bachelor’s Degree in Machine/Production Engineering, Brawijaya University, 1994
• Master’s Degree in Management/Production, Trisakti University, 2009
2017 : Accredited Supply Chain Analist, American Academy
SK No.016/EN/KPTS/000D/2019
Decree No.016/EN/KPTS/000D/2019
• 1994-1996 : Production Supervisor, PT Cipta Piranti Tehnik (Astra Group)
• 1996-2003 : Supply Services Manager, PT Gillette Indonesia
• 2003-2005 : Supply Chain Manager, PT Nippon Indosari Corpindo (SariRoti)
• 2005-2007 : Procurement Manager, PT Semen Andalas Indonesia (Lafarge Cement)
• 2007-2009 : Sourcing & Supplier Development Manager, PT Danone Indonesia.
• 2009-2012 : Strategic Sourcing & Performance Manager, PT Elnusa Tbk.
• 2012-2013 : Division Head of Procurement & Asset Management, PT Elnusa, Tbk.
• 2013-2015 : Vice President of Procurement, General Affairs and Property Management, PT Elnusa Tbk.
• 2015-2017 : Presiden Direktur PT Elnusa Daya Kreatif (Group of Elnusa)
• 2017-2019 : Vice President of Property Management & General Affiars, PT Elnusa Tbk
• 1994-1996: Production Supervisor, PT Cipta Piranti Tehnik (Astra Group)
• 1996-2003: Supply Services Manager, PT Gillette Indonesia
• 2003-2005: Supply Chain Manager, PT Nippon Indosari Corpindo (SariRoti)
• 2005-2007: Procurement Manager, PT Semen Andalas Indonesia (Lafarge Cement)
• 2007-2009: Sourcing & Supplier Development Manager, PT Danone Indonesia.
• 2009-2012: Strategic Sourcing & Performance Manager, PT Elnusa Tbk.
• 2012-2013: Division Head of Procurement & Asset Management, PT Elnusa, Tbk.
• 2013-2015: Vice President of Procurement, General Affairs and Property Management, PT Elnusa Tbk.
• 2015-2017: President Director of PT Elnusa Daya Kreatif (Group of Elnusa)
• 2017-2019: Vice President of Property Management & General Affiars, PT Elnusa Tbk
Tangerang Selatan, Banten
South Tangerang, Banten
PT Elnusa Tbk
STRUKTUR ORGANISASI SEKRETARIS PERUSAHAAN ORGANIZATIONAL STRUCTURE OF THE CORPORATE
SECRETARY

Direktur Utama
President Direktur

Sekretaris Perusahaan
Corporate Secretary

Institutional Relation Specialist

BOD Support

Investor Relation Specialist

Senior Manager of
Corporate Relation

Manager of Corporate Manager of Community Corporate Social

Communications Relation Responsibility Specialist

Corporate Communication Digital & Social Media Asst. Manager of Asst. Manager of
Officer Communication Officer Community Relation GRS Community Relation POMS

Struktur organisasi Sekretaris Perusahaan ditetapkan sesuai The organizational structure of the Corporate Secretary is determined
Keputusan Direksi No. 269/EN/KPTS/000D/2019 tanggal 1 in accordance with Directors Decree No. 269/EN/KPTS/000D/2019
November 2019, jumlah karyawan yang tergabung dalam unit dated November 1, 2019, the number of employees who are
Sekretaris Perusahaan sebanyak 23 orang. members of the Corporate Secretary unit is 23 people.

Jabatan Jumlah (org)

Position Total (person)
Sekretaris Perusahaan 1
CORPORATE SECRETARY
BOD Support -
Institutional Relation Specialist 1
Investor Relation Specialist 1
Senior Manager of Corporate Relation -
Corporate Social Responsibility Specialist -
Manager of Corporate Communication 1
Corporate Communication Officer 2
Digital & Social Media Communication Officer 1
Manager of Community Relation -
Assistant Manager of Community Relation GRS (Pjs) 1
Senior Humas 2
Senior Public Relation
Humas 12
Public Relation
Junior Humas 1
Junior Public Relation
Assistant Manager of Community Relation POMS -
Jumlah
23
Total

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 297

 TATA KELOLA PERUSAHAAN
Good Corporate Governance
PIAGAM SEKRETARIS PERUSAHAAN
Sebagai perusahaan publik yang sahamnya tercatat pada Bursa
Efek Indonesia dengan kode emiten ELSA, Perseroan wajib
memiliki Sekretaris Perusahaan sebagaimana diatur dalam
Peraturan Otoritas Jasa Keuangan NOmor 35/PPOJK.04/2014
tanggal 8 Desember 2014 tentang Sekretaris Perusahaan Emiten
atau Perusahaan Publik serta Peraturan Bursa Efek Indonesia
Nomor I-A Lampiran Surat Keputusan Direksi Bursa Efek Indonesia
Nomor Kep.00001/BEI/01-2014 tanggal 20 Januari 2014.
Dalam Piagam Sekretaris Perusahaan menyatakan bahwa
pembentukan fungsi Sekretaris Perusahaan dan penerbitan
Piagam Sekretaris Perusahaan dimaksudkan utamanya untuk
memastikan bahwa tindakan Perusahaan sejalan dengan prinsip
dan aturan tata kelola yang telah diadopsi oleh Perusahaan serta
sesuai dengan peraturan perundang-undangan yang berlaku.
Piagam Sekretaris Perusahaan disahkan oleh Direksi Perseroan
guna menjadi pedoman dan bisa dapat ditinjau kembali guna
dilakukan penyesuaian sesuai dengan perkembangan Perseroan
dan perubahan peraturan perundang-undangan yang berlaku.
Piagam ini memuat hal-hal di antaranya;
1. Latar Belakang
2. Tujuan
3. Struktur dan Kedudukan Sekretaris Perusahaan,
4. Persyaratan Sekretaris Perusahaan
5. Tugas dan Tanggung Jawab Sekretaris Perusahaan
6. Pengunduran Diri/Pemberhentian Sekretaris Perusahaan
TUGAS DAN TANGGUNG JAWAB SEKRETARIS PERUSAHAAN
Tugas dan tanggung jawab Sekretaris Perusahaan tercantum
dalam Uraian Jabatan tanggal 26 Mei 2015 di mana Sekretaris
Perusahaan memiliki lima fungsi utama dalam mendukung
hubungan Perusahaan dengan stakeholders, yaitu:
1. Sebagai pejabat penghubung.
2. Sebagai komunikator perusahaan.
3. Sebagai pelaksana GCG.
4. Sebagai penatausahaan dokumen perusahaan.
5. Sebagai pusat informasi dan publikasi resmi perusahaan.
Tugas dan tanggung jawab Sekretaris Perusahaan telah
disesuaikan dengan Peraturan Otoritas Jasa Keuangan Nomor
35/POJK.04/2014, sebagai berikut:
1. Persiapan, penyelenggaraan, penyediaan untuk Rapat
Direksi, Rapat Dewan Komisaris, Rapat Umum Pemegang
Saham (RUPS), serta monitoring pelaksanaan keputusan
dalam Rapat Direksi, rapat Dewan Komisaris dan RUPS dan
mengelola dan mengkoordinasikan sumber daya yang ada
terkait hal tersebut.
2. Menjadi gerbang informasi perusahaan dan pengelolaan
berbagai communications channel (email blast, internal
magazine, website, intranet, press release) baik untuk
kepentingan internal maupun eksternal.
3. Penyusunan strategi untuk peningkatan citra (image) dan
kinerja perusahaan serta meredam isu negatif yang mungkin
atau telah timbul dan mempunyai dampak terhadap citra,
dan kinerja perusahaan.
298 Annual Report 2019 Laporan Tahunan
CORPORATE SECRETARY CHARTER
As a public company whose shares are listed on the Indonesia
Stock Exchange with the issuer code ELSA, the Company is required
to have a Corporate Secretary as regulated in Financial Services
Authority Regulation No. 35/PPOJK.04/2014 dated December 8,
2014 concerning Corporate Secretary of Issuers or Public Companies
and Stock Exchange Regulations Indonesia Number IA Attachment
to Decree of the Board of Directors of the Indonesia Stock Exchange
No. Kep.00001/BEI/01-2014 dated January 20, 2014.
The Corporate Secretary Charter states that the establishment
of the Corporate Secretary function and the issuance of the
Corporate Secretary Charter are intended primarily to ensure
that the Company's actions are in line with the principles and
governance rules that have been adopted by the Company and
in accordance with applicable laws and regulations.
The Charter of the Corporate Secretary is ratified by the Directors
of the Company in order to become a guideline and can be
reviewed for adjustments in accordance with the development
of the Company and changes in the legislation in force. This
Charter contains matters including;
1. Background
2. Purpose
3. Structure and Position of the Corporate Secretary,
4. Requirements of the Corporate Secretary
5. Duties and Responsibilities of the Corporate Secretary
6. Resignation/Dismissal of the Corporate Secretary
DUTIES AND RESPONSIBILITIES OF THE CORPORATE SECRETARY
The duties and responsibilities of the Corporate Secretary are
listed in the Job Description dated May 26, 2015 in which the
Corporate Secretary has five main functions in supporting the
Company's relations with stakeholders, namely:
1. As a liaison official.
2. As a company communicator.
3. As a GCG implementer.
4. As the administration of company documents.
5. As the company's official information and publication center.
The duties and responsibilities of the Corporate Secretary have
been adjusted to the Financial Services Authority Regulation
Number 35/POJK.04/2014, as follows:
1. Preparation, organization, provision for Board of Directors
Meetings, Board of Commissioners Meetings, General
Meeting of Shareholders (GMS), as well as monitoring the
implementation of decisions in Board of Directors Meetings,
Board of Commissioners and GMS meetings and manage
and coordinate existing resources in this regard.
2. Being a gateway for corporate information and management
of various communications channels (email blasts, internal
magazines, websites, intranets, press releases) for both
internal and external purposes.
3. Formulation of strategies to improve the image and company
performance and reduce negative issues that may or have
arisen and have an impact on the image, and company
performance.
PT Elnusa Tbk
4. Memastikan perusahaan melakukan kepatuhan terhadap
peraturan pasar modal dan melakukan review terhadap
seluruh keterbukaan informasi yang dikeluarkan perusahaan
terkait dengan ketentuan pasar modal tersebut.
5. Penanggungjawab GCG (Good Corporate Governance)
dengan pengaturan terkait pengawalan terhadap penerapan
GCG Code dan CoC (Code of Conduct) Perusahaan.
6. Pendamping kegiatan CSR (Corporate Social Responsibility)
untuk komunitas internal maupun eksternal agar mendukung
kegiatan operasi maupun pembentukan/ pengembangan
citra positif perusahaan.
7. Mengarahkan, mengelola, memonitor dan mengevaluasi
seluruh kegiatan yang terkait dengan corporate event
khususnya yang akan mempengaruhi citra perusahaan
sesuai kebutuhan perusahaan.
8. Bertanggung jawab atas pelaksanaan program pengenalan
perusahaan bagi Dewan Komisaris dan Direksi yang baru
diangkat.
PENGEMBANGAN KOMPETENSI SEKRETARIS PERUSAHAAN
Perseroan memfasilitasi pelaksanaan program pengembangan
bagi Sekretaris Perusahaan dalam rangka meningkatkan
kompetensi. Program ini diharapkan mampu memberikan dampak
positif terhadap produktivitas dan efektivitas kinerja Sekretaris
Perusahaan.
Tentang kegiatan peningkatan kompetensi yang diikuti Sekretaris
Perusahaan di sepanjang tahun 2019 dapat dilihat pada bab Profil
Perusahaan dalam laporan tahunan ini.
PELAKSANAAN TUGAS SEKRETARIS PERUSAHAAN 2019
Berikut adalah ringkasan realisasi kegiatan Sekretaris Perusahaan
yang terkait dengan Corporate Government:
Aktivitas
No.
Activity
1. Kepatuhan kepada Peraturan Pasar Modal (Laporan Tahunan,
laporan keuangan, laporan terkait RUPS, laporan registrasi
pemegang efek dll).
Compliance with Capital Market Regulations (Annual Reports,
financial reports, reports related to GMS, registration of securities
holders, etc.).
2. Manajemen registrasi pemegang saham.
Shareholder registration management.
3. Penyusunan program pengenalan Perusahaan kepada Dewan
Komisaris baru.
Preparation of the Company introduction program to the new
Board of Commissioners.
4. Pelaksanaan RUPS.
Implementation of the GMS.
5. Manajemen dan administrasi pembayaran dividen tahun buku
2019.
Management and administration of 2019 dividend payments.
PT Elnusa Tbk
4. Ensuring that the company complies with capital market
regulations and conduct a review of all disclosure of
information issued by the company related to the capital
market regulations.
5. Responsible for Good Corporate Governance (GCG) with
arrangements related to oversight of the implementation
of the Company's GCG Code and CoC (Code of Conduct).
6. Companion of CSR (Corporate Social Responsibility) activities
for internal and external communities to support operational
activities and the formation/development of a positive
corporate image.
7. Directing, managing, monitoring and evaluating all activities
related to corporate events especially those that will affect
the image of the company according to company needs.
8. Responsible for implementing the company introduction
program for the newly appointed Board of Commissioners
and Directors.
COMPETENCY DEVELOPMENT OF THE CORPORATE SECRETARY
The Company facilitates the implementation of development
programs for the Corporate Secretary in order to improve
competence. The program is expected to have a positive impact
on the productivity and effectiveness of the performance of the
Corporate Secretary.
Concerning competency enhancement activities that were
followed by the Corporate Secretary throughout 2019, can be
seen in the chapter of the Company Profile in this annual report.
IMPLEMENTATION OF THE DUTIES OF THE CORPORATE
SECRETARY IN 2019
The following is a summary of the realization of Corporate
Secretary activities related to Corporate Government:
Keterangan
Notes
Bertujuan untuk memenuhi dan memastikan bawah Perseroan mematuhi
peraturan yang berlaku untuk Perseroan sebagai public & listed company
sesuai dengan peraturan yang ditetapkan oleh OJK dan BEI.
Aims to meet and ensure that the Company complies with the regulations
that apply to the Company as a public & listed company in accordance
with the regulations set by the OJK and BEI.
Melakukan manajemen registrasi pemegang saham dibantu dengan BAE
Perseroan.
Carrying out shareholder registration management assisted by the
Company's BAE.
Melaksanakan program pengenalan Perusahaan kepada Dewan Komisaris
yang baru diangkat mengenai profil Perusahaan secara umum.
Implement a Company introduction program to the newly appointed Board
of Commissioners regarding the Company's profile in general.
Selama tahun buku 2019, Perseroan menyelenggarakan satu kali RUPS
Tahunan dan dua kali RUPSLB.
During the 2019 fiscal year, the Company held one Annual GMS and two
EGMS.
Melakukan manajemen proses administrasi pembayaran dividen sesuai
dengan peraturan yang berlaku.
Perform management of the dividend payment administration process in
accordance with applicable regulations.
Annual Report 2019 Laporan Tahunan 299
 TATA KELOLA PERUSAHAAN
Good Corporate Governance

Aktivitas Keterangan
No.
Activity Notes
6. Melakukan update atas beberapa pedoman kepatuhan dan Code of Conduct
pemenuhan ABC Capability Assessment ABC Capability Assessment dari BP
Update several compliance guidelines and fulfillment of ABC
Capability Assessment - Code of conduct
- ABC Capability Assessment from BP
7. Berpartisipasi dalam rapat Dewan Komisaris dan rapat Direksi. Melakukan persiapan dan penyelenggaraan, termasuk menyediakan
Participate in Board of Commissioners meetings and Board of Informasi/data untuk keperluan rapat tersebut, melakukan monitor
Directors meetings. terhadap pelaksanaan keputusan dalam rapat dan mengintegrasikan
resources untuk dapat menyelesaikan pending matters terkait hal tersebut.
Preparation and implementation, including providing information/data for
the purpose of the meeting, monitoring the implementation of decisions
in the meeting and integrating resources to be able to resolve pending
matters related to it.
8. Sosialisasi CoC Corporate Secretary berperan aktif mensupport fungsi EPS dalam
CoC Socialization menjalankan program sosialisasi CoC sebagai bentuk implementasi
penguatan budaya Perseroan
The Corporate Secretary has an active role in supporting the EPS function
in carrying out CoC socialization programs as a form of implementing the
strengthening of the Company's culture

Berikut adalah ringkasan realisasi kegiatan Sekretaris Perusahaan The following table is a summary of the realization of Corporate
yang terkait dengan Investor Relation: Secretary activities related to Investor Relations:

Aktivitas Keterangan
No.
Activity Notes
1. Paparan Publik Melakukan 1 (satu) kali paparan public pada tanggal 28 Agustus 2019, bertempat di Bursa Efek Indonesia
Public Expose untuk menyampaikan update kinerja Perseroan 2019 dan strategi serta rencana kerja yang akan datang.
Conducted 1 (one) public exposure on August 28, 2019, at the Indonesia Stock Exchange to deliver an
update of the Company's 2019 performance and future strategies and work plans.
2. Pertemuan tatap muka dan Selama tahun 2019 melakukan 40 pertemuan tatap muka dan conference call dengan analis/investor/fund
conference call dengan Analis manager baik local maupun luar negri untuk memberikan informasi mengenai Perseroan.
Face-to-face meeting and During 2019 conducted 40 face-to-face meetings and conference calls with analysts/investors/fund managers
conference calls with Analysts both local and abroad to provide information about the Company.
3. Roadshow dan konferensi Partisipasi dalam berbagai deal dan non-deal roadshow serta konferensi yang diadakan oleh beberapa
Roadshow and Conference perusahaan sekuritas ternama dengan tujuan memberikan informasi mengenai kinerja serta tantangan
dan strategi yang dilakukan Persroan. Pada tahun ini satu kali melakukan Domestik NDR dengan Trimegah
pada tanggal 18 September 2019.
Participating in various deal and non-deal roadshows as well as conferences held by several well-known
securities companies with the aim of providing information on handling the performance and challenges
and strategies of the company. This year the Company conducted NDR for one time with Trimegah on 18
September 2019.
4 Research Report Aktif berupaya agar analis pada sekuritas-sekuritas melakukna penulisan laporan ELSA secara berkala baik
Research Report yang sifatnya coverage maupun daily notes.
Actively organize analysts in securities to write ELSA reports periodically both coverage and daily notes.
5 Corporate Actions Partisipasi dalam hal tindakan yang dilakukan perusahaan dimana dapat berdampak terhadap kepemilikan
Corporate Actions saham investor atau harga sahamnya itu sendiri.
Participation in terms of actions taken by the Company which can overlap with the ownership of investors'
shares or the price shares.

Sekretaris Perusahaan juga bertanggung jawab atas kegiatan
Corporate Communication yang memiliki tugas dalam memastikan
visi, misi, strategi maupun nilai perusahaan tersampaikan dan
dipahami oleh setiap stakeholders. Secara spesifik Corporate
Communications memiliki empat peran, yaitu internal
communication, external communication, brand management,
dan community involvement & development. Kinerja Corporate
Communications selama periode 2019 adalah sebagai berikut:
The Corporate Secretary is also responsible for Corporate
Communication activities which has the task of ensuring the
Company's vision, mission, strategy and values are conveyed
and understood by each stakeholder. Specifically, Corporate
Communications has four roles, namely internal communication,
external communication, brand management, and community
involvement & development. The performance of Corporate
Communications during the 2019 period is as follows:

300 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 No Peran Kegiatan Keterangan
1 Internal Internal Communications bertujuan untuk memastikan strategi, kebijakan, pesan-pesan Direksi dan informasi Perseroan
Communications lainnya tersebar dan dipahami oleh seluruh manajemen dan karyawan. Corporate Communications sebagai fungsi yang
khusus menangani hal ini telah melakukan berbagai inisiatif dan kegiatan untuk penyebaran informasi tersebut, baik
melalui channel dan tools communications di media cetak online dan offline maupun melalui pertemuan. Sepanjang
2019, internal communications mencatatkan hasil kepuasan karyawan sebagai berikut:
• Semester I 82%
• Semeseter II 88.5%
Internal Communications aims to ensure that the strategies, policies, messages of the Directors and other Company
information are spread and understood by all management and employees. Corporate Communications has a specific
function to handle this issue has carried out various initiatives and activities to disseminate the information, both
through communication channels and tools in print media online and offline as well as through meetings. During 2019,
internal communications recorded the results of employee satisfaction as follows:
• 1st Semester 82%
• 2nd Semester 88,5%
2 External Sebagai hasil dari peningkatan berbagai aktivitas external communication, hasil pemberitaan Elnusa menghasilkan
Communication capaian sebagai berikut:
• Berita tercover media mencapai 298 berita
• 99% berita merupakan berita positif seputar kinerja keuangan, operasi dan lain-lain
• Nilai advertising value dari berita mencapai Rp13 miliar, dengan PR value mencapai Rp39 miliar. Hasil PR value
merupakan ad value dikali 3.
• Berdasarkan opportunity to view nya, berita positif Elnusa mencapai 22,4 juta. Nilai opportunity to view ini didasarkan
atas potensi publisitas dari suatu media yang ditentukan melalui jumlah oplah ataupun traffic.
As a result of an increase in various external communication activities, the results of Elnusa's report produced the
following achievements:
• News covered by the media reached 298 news
• 99% of news is positive news about financial performance, operations and others
• The advertising value of the news reached Rp13 billion, with a PR value of Rp39 billion. The result of PR value is
ad value multiplied by 3.
• Based on its opportunity to view, Elnusa's positive news reached 22.4 million. The value of opportunity to view is
based on the potential for publicity of a media which is determined through the amount of circulation or traffic.
3 Brand Secara umum, aktivitas brand Elnusa dibangun melalui pengelolaan social media, sponsorship, exhibition, merchandise,
Management maupun berbagai communication tools lainnya. Elnusa memiliki tiga social media yang sedang dikembangkan saat ini,
dengan LinkedIn yang memiliki follower terbanyak. IPA convention & exhibition masih merupakan exhibition utama yang
diikuti. Untuk level internasional, ada dua event yang diikuti, yaitu Indonesia Africa International Dialog dan Adipec.
Nilai sponsorship tercatat secara konsolidasi mencapai Rp2,26 miliar.
Dari sisi produksi communication tools untuk mendukung visualisasi brand, Corporate Communications mengestimasi value
produksi mencapai Rp120 miliar. Nilai ini merupakan value yang dihasilkan dari berbagai design support sepanjang tahun.
In general, Elnusa brand activity is built through the management of social media, sponsorships, exhibitions, merchandise,
and various other communication tools. Elnusa has three social media that are currently being developed, with LinkedIn
having the most followers. IPA convention & exhibition is still the main exhibition that followed. At the international
level, there were two events that were followed, namely Indonesia Africa International Dialog and Adipec. The value of
sponsorship was recorded on a consolidated basis reaching Rp2.26 billion. In terms of the production of communication
tools to support brand visualization, Corporate Communications estimates production value of Rp120 billion. This value
is the value generated from various design support throughout the year.
4 Community Peran Corporate Communications dalam CID merupakan sebagai pengelola sekaligus pelaksana kegiatan. Dalam
Involvement & hal pelaksanaan, peran ini dibantu oleh YBHE maupun pihak ketiga lainnya. Aspek CID yang dikelola oleh Corporate
Development Communications meliputi aspek lingkungan, ekonomi, kesehatan, dan pendidikan.
Total dana yang dikelola mencapai Rp3,6 miliar. Jumlah benefisiaris mencapai 40 ribu orang. Baik dana maupun benefisiaris
hanya berasal dari holding. Baik nilai maupun benefisiaris cenderung mengalami peningkatan bila dibandingkan tahun
sebelumnya.
The role of Corporate Communications in CID is as manager as well as implementing activities. In terms of implementation,
this role was assisted by YBHE and other third parties. The CID aspects managed by Corporate Communications include
environmental, economic, health and education aspects. Total funds managed reached Rp3.6 billion. The number
of beneficiaries reached 40 thousand people. Both funds and beneficiaries only come from holding. Both value and
beneficiaries tended to increase compared to the previous year.

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 301

 TATA KELOLA PERUSAHAAN
Good Corporate Governance
UNIT AUDIT INTERNAL
Internal audit merupakan bagian dari organisasi perusahaan yang
memiliki peranan penting dalam perkembangan perusahaan yaitu
bertugas dan bertanggung jawab untuk memberikan pendapat
profesional dan independen serta rekomendasi perbaikan kepada
Direktur Utama serta manajemen terkait mengenai kegiatan atau
operasional perusahaan.
Kegiatan Internal Audit dilakukan mengacu kepada standar
yang telah ditetapkan secara nasional ataupun internasional
dan menjadikan standar tersebut sebagai acuan atau pedoman
dalam melaksanakan aktivitas audit.
Internal Audit berdasarkan standar yang berlaku didefinisikan
sebagai suatu kegiatan pemberian keyakinan (assurance) dan
konsultasi yang bersifat independen dan obyektif, dengan tujuan
untuk memberikan nilai tambah dan memperbaiki operasional
perusahaan, melalui pendekatan yang sistematis, dengan cara
mengevaluasi dan meningkatkan efektivitas manajemen risiko,
pengendalian, dan proses tata kelola perusahaan.
PIHAK YANG MENGANGKAT DAN MEMBERHENTIKAN
KEPALA INTERNAL AUDIT
Internal Audit dipimpin oleh seorang kepala yang disebut Kepala
Internal Audit atau Chief of Internal Audit yang diangkat dan
diberhentikan oleh Direksi dengan persetujuan Dewan Komisaris.
PERTANGGUNGJAWABAN
Secara struktural Kepala Internal Audit atau Chief of Internal
Audit bertanggungjawab kepada Direktur Utama dan mempunyai
hubungan fungsional dengan Komite Audit. Chief of Internal Audit
wajib menyampaikan Laporan Hasil Audit (LHA) kepada Direktur
Utama, Komite Audit, dan Auditee.
PROFIL KEPALA INTERNAL AUDIT ATAU CHIEF OF INTERNAL AUDIT
Berdasarkan SK No. 016/EN/KPTS/000D/2019 tanggal 1 November
2019 tentang Penetapan Mutasi Jabatan Manajemen, Direktur
Utama mengangkat Ganang Soegiyarso sebagai Chief of Internal
Audit Perseroan.
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INTERNAL AUDIT UNIT
Internal audit is part of a company organization that has an
important role in the development of the company, which is
tasked with and responsible for providing professional and
independent opinions and recommendations for improvement
to the President Director and related management regarding
company activities or operations.
Internal Audit activities are carried out in reference to standards
that have been set nationally or internationally and make these
standards as a reference or guide in carrying out audit activities.
Internal Audit based on applicable standards is defined as an
assurance and consultation activity that is independent and
objective, with the aim of providing added value and improving
company operations, through a systematic approach, by
evaluating and increasing the effectiveness of risk management,
control, and corporate governance processes.
THE PARTY THAT APPOINT AND DISMISS THE HEAD OF
INTERNAL AUDIT
Internal Audit is led by the Chief of Internal Audit who is appointed
and dismissed by the Board of Directors with the approval of the
Board of Commissioners.
ACCOUNTABILITY
Structurally the Chief of Internal Audit is responsible to the
President Director and has a functional relationship with the
Audit Committee. The Chief of Internal Audit must submit the
Audit Report (LHA) to the President Director, Audit Committee
and Auditee.
CHIEF OF INTERNAL AUDIT PROFILE
Based on Decree No. 016/EN/KPTS/000D/2019 dated 1 November
2019 concerning the Establishment of a Management Position,
the President Director appointed Ganang Soegiyarso as the Chief
of Internal Audit of the Company.
PT Elnusa Tbk
 Ganang Soegiyarso
Chief of Internal Audit

Menjabat sejak : 1 November 2019:

Served since: November 1, 2019

Data Pribadi Personal Data

Warga negara Indonesia Indonesian citizen
Usia 52 tahun 52 years old
Kelahiran Solo, 12 Agustus 1967 Born in Solo, August 12, 1967

Domisili Domicile
Pondok Aren, Tangerang Selatan,Provinsi Banten, Indonesia Pondok Aren, Tangerang Selatan, Banten Province, Indonesia

Pendidikan Education
Akuntan STAN Jakarta lulus tahun 1995 Jakarta STAN accountant graduated in 1995

Sertifikasi Profesi Professional Certification

Sertifikasi Qulified Internal Auditor (QIA) Tahun 2017, Yayasan Pendidikan Qulified Internal Auditor (QIA) Certification 2017, Internal Auditor
Internal Auditor (YPIA) Education Foundation (YPIA)

Bergabung di Elnusa Start of Employment in Elnusa

2/Januari/2013 January 2, 2013

Pengalaman Kerja Work Experience

1. Auditor pada Tim Gabungan Pemeriksaan Wajib Pajak Potensial
Badan Pengawasan Keuangan & Pembangunan (BPKP)-Ditjen Pajak
di Jakarta 1989 – 1992
2. Auditor pada BPKP Kantor Perwakilan Sumatera Selatan di
Palembang 1995 – 2000
3. Auditor pada Deputi Pengawasan Instansi Pemerintah Bidang
Polsoskam BPKP Kantor Pusat di Jakarta 2000 – 2005
4. Anggota Tim Koordinasi Pemberantasan Tindak Pidana Korupsi
(Timtastipikor) di Kejaksaan Agung RI Jakarta 2005 – 2007
5. Auditor pada Deputi Pengawasan Instansi Pemerintah Bidang
Polsoskam BPKP Kantor Pusat di Jakarta 2007 – 2008
6. Auditor pada Inspektorat Badan Narkotika Nasional (BNN) Jakarta
2008 – 2009
7. Auditor pada Deputi Pengawasan Instansi Pemerintah Bidang
Polsoskam BPKP Kantor Pusat di Jakarta 2009 – 2012
8. Internal Control Chief Officer pada PT Inti Karya Persada Teknik
(IKPT) di Jakarta 2012
9. Senior Auditor PT Elnusa Tbk 2013 - 2019
10. Chief of Internal Audit PT Elnusa Tbk Nov 2019 sd sekarang
1. Auditor on the Joint Team for Examination of Potential Taxpayers
of the Financial & Development Supervisory Agency (BPKP) -Ditjen
Tax in Jakarta 1989 - 1992
2. Auditor at the BPKP South Sumatera Representative Office in
Palembang 1995-2000
3. Auditor at the Deputy of the Supervision of Government Agencies
of the BPKP Polsoskam Head Office in Jakarta 2000 - 2005
4. Members of the Corruption Eradication Coordination Team
(Timtastipikor) at the Indonesian Attorney General's Office in
Jakarta 2005 - 2007
5. Auditor at the Deputy of the Supervision of Government Agencies
in the Polsoskam BPKP Head Office in Jakarta 2007 - 2008
6. Auditor at the Jakarta National Narcotics Agency (BNN) Inspectorate
2008 - 2009
7. Auditor at the Deputy of the Supervision of Government Agencies
at the BPKP Polsoskam Head Office in Jakarta 2009 - 2012
8. Internal Control Chief Officer at PT Inti Karya Persada Teknik (IKPT)
in Jakarta 2012
9. Senior Auditor of PT Elnusa Tbk 2013 - 2019
10. Chief of Internal Audit of PT Elnusa Tbk Nov 2019 - now

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 303

 TATA KELOLA PERUSAHAAN
Good Corporate Governance

STRUKTUR ORGANISASI DAN KEDUDUKAN INTERNAL AUDIT
Internal Audit dipimpin oleh seorang kepala yang disebut
Chief of Internal Audit yang diangkat dan diberhentikan oleh
Direksi dengan persetujuan Dewan Komisaris. Secara struktural
bertanggungjawab kepada Direktur Utama Perusahaan dan
mempunyai hubungan fungsional dengan Komite Audit. Chief
of Internal Audit wajib menyampaikan Laporan Hasil Audit (LHA)
kepada Direktur Utama, Komite Audit, dan Auditee.
ORGANIZATIONAL STRUCTURE AND POSITION OF INTERNAL AUDIT
Internal Audit is led by a head called the Chief of Internal Audit
who is appointed and dismissed by the Board of Directors with
the approval of the Board of Commissioners. Structurally the
position is responsible to the President Director of the Company
and has a functional relationship with the Audit Committee. The
Chief of Internal Audit must submit the Audit Report (LHA) to
the President Director, the Audit Committee and the Auditee.

Struktur Organisasi Internal Audit

Internal Audit Organizational Structure

President Director

Komite Audit
Audit Committee

Chief of Internal Audit

Support Officer

Senior Auditor Operation Senior Auditor Support

Auditor

Hingga akhir tahun 2019, Fungsi Internal Audit memiliki 8 personil Until the end of 2019, the Internal Audit Function has 8 personnel
dengan rincian sebagai berikut: with the following details:

Jabatan/Fungsi Jumlah
Position/Function Amount
Kepala Internal Audit 1 orang/member
Chief of Internal Audit
Senior Auditor Operation vacant
Senior Auditor Support 1 orang/member
Auditor 2 orang/members
Junior Auditor 3 orang/members
Support Officer 1 orang/member
Jumlah
8 orang/members
Total

304 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

RIWAYAT PENDIDIKAN ANGGOTA EDUCATION HISTORY OF INTERNAL AUDIT
PERSONIL UNIT INTERNAL AUDIT UNIT PERSONNEL MEMBERS

Anggota Pendidikan
No.
Member Education
1. Ardiyanto Sarjana Teknik Fisika dari Universitas Diponegoro (1991)
Bachelor’s Degree in Physics Engineering from Diponegoro University (1991)
2. Irma Devianti Sarjana Ekonomi Jurusan Akuntansi dari Universitas Diponegoro (2005)
Bachelor’s Degree in Accounting from Diponegoro University (2005)
3. Wirawan Moehammad Sarjana Ekonomi Jurusan Akuntansi dari Universitas Indonesia (2008)
Bachelor’s Degree in Accounting from University of Indonesia (2008)
4. Raditya Arya  Kusumah Sarjana Teknik Perminyakan  dari Universitas Trisakti (2010)
Bachelor’s Degree in Oil Engineering from Trisakti University (2010)
5. Danang Swastiko Sarjana Teknik Fisika dari Universitas Indonesia (2013)
Bachelor’s Degree in Physics Engineering from University of Indonesia (2013)
6. Erika Putri Dewi Sarjana Ekonomi Jurusan Akuntansi dari Universitas Trisakti (2014)
Bachelor’s Degree in Accounting from Trisakti University (2014)
7. Shoffy Mulyanti Sarjana Teknik Arsitektur dari Universitas Trisakti (1997)
Bachelor’s Degree in Architecture from Trisakti University (2005)

SERTIFIKASI PROFESI INTERNAL AUDIT INTERNAL AUDIT PROFESSIONAL CERTIFICATION

Auditor Internal Audit memiliki kualifikasi dan kompetensi yang
memadai dalam melaksanakan fungsi dan tugasnya, hal ini ditandai
dengan sertifikasi yang dimilki oleh sebagian besar Auditor dan akan
diikuti oleh auditor lainnya. Auditor wajib memenuhi kualifikasi
dan persyaratan antara lain: (1) memiliki integritas dan perilaku
yang profesional, serta obyektif dalam pelaksanaan tugasnya, (2)
memiliki pengetahuan tentang peraturan perundang-undangan
yang terkait dengan proses bisnis migas, (3) memiliki pengalaman
mengenai teknis audit dan disiplin ilmu lain yang relevan dengan
bidang tugasnya, (4) cakap dalam berinteraksi dan berkomunikasi
baik lisan maupun tertulis secara efektif, (5) mematuhi standar
profesi dan kode etik yang dikeluarkan oleh asosiasi Audit Internal,
(6) menjaga kerahasiaan informasi dan/atau data Perusahaan terkait
pelaksanaan tugas dan tanggung jawabnya, serta (7) memahami
prinsip-prinsip tata kelola perusahaan yang baik dan memiliki
pengetahuan manajemen risiko yang memadai. Untuk itu seluruh
auditor dilengkapi dengan pengetahuan yang perlu ditingkatkan
secara berkelanjutan.
Internal Audit Auditors have adequate qualifications and competence
in carrying out their functions and duties, this is indicated by the
certification that is owned by most Auditors and will be followed by
other auditors. Auditors are required to meet the qualifications and
requirements, among others: (1) having integrity and professional
behavior, as well as being objective in carrying out their duties,
(2) having knowledge of the laws and regulations relating to the
oil and gas business process, (3) having experience in technical
audits and other disciplines relevant to their area of ​​work, (4)
competent in interacting and communicating both verbally and
in writing effectively, (5) adhering to professional standards and
ethical codes issued by the Internal Audit association, (6) maintaining
the confidentiality of information and/or Company data related
to the implementation of its duties and responsibilities, and (7)
understanding the principles of good corporate governance and
has adequate risk management knowledge. For this reason, all
auditors are equipped with knowledge that needs to be improved
on an ongoing basis.

Berikut rincian level sertifikasi masing-masing anggota Internal The following details the level of certification of each member
Audit. of the Internal Audit.

Level Sertifikasi Jumlah Auditor

Certification Level Auditor Total
Qualified Internal Auditor (QIA) 6 orang/members
Audit Internal Tingkat Dasar II 2 orang/members
Internal Audit Basic Level 2
Jumlah / Total 8 orang/members

PIAGAM INTERNAL AUDIT INTERNAL AUDIT CHARTER

Pada tahun tahun 2018, Internal Audit telah mengevaluasi Piagam
Internal Audit (Audit Charter) yang telah beberapa kali dilakukan
revisi, revisi terakhir dilakukan pada tahun 2019 dengan lembar
pengesahan No.1/PPAI-EN/II/2019 tanggal 28 februari 2019 yang
ditandatangani oleh Ketua Komite Audit dan Direktur Utama.
Piagam Internal Audit revisi terakhir telah diberlakukan secara
efektif di tahun 2019. Perbaikan/revisi Piagam Internal Audit
mengacu pada Peraturan dan Perundang-undangan yang berlaku
maupun International Standards for the Professional Practice of
Internal Auditing (Standards).
In 2018, Internal Audit has evaluated the Internal Audit Charter
(Audit Charter) which has been revised several times, the last
revision was done in 2019 with ratification sheet No.1/PPAI-EN/
II/2019 dated February 28, 2019 signed by the Chairperson of
the Audit Committee and President Director. The latest revised
Internal Audit Charter was effective in 2019. The revision of the
Internal Audit Charter refers to the applicable laws and regulations
as well as the International Standards for Professional Practice
of Internal Auditing.

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 305

 TATA KELOLA PERUSAHAAN
Good Corporate Governance
INDEPENDENSI
Sebagai pemeriksa internal, Internal Audit dalam menjalankan
tugas dan fungsinya memiliki kebebasan bertindak (independen)
secara objektif. Sesuai dengan Standards, aktivitas audit internal
harus bebas dari campur tangan dalam penentuan ruang lingkup
audit internal, pelaksanaan penugasan, dan pelaporan hasilnya.
Kepala Audit Internal harus mengungkapkan campur tangan itu
kepada Dewan dan mendiskusikan implikasinya.
TUGAS DAN TANGGUNG JAWAB
Divisi Internal Audit bersifat independen dan mempunyai tugas
dan tanggung jawab sebagai berikut:
1. Menyusun dan melaksanakan rencana Audit Internal
tahunan berbasis risiko;
2. Menguji dan mengevaluasi pelaksanaan pengendalian
interen dan sistem manajemen risiko sesuai dengan
kebijakan perusahaan sebagaimana tertera dalam Program
Kerja Audit Tahunan (PKAT);
3. Melakukan pemeriksaan dan penilaian atas efisiensi dan
efektivitas di bidang keuangan, akuntansi, operasional,
sumber daya manusia, pemasaran, teknologi informasi,
dan kegiatan lainnya sebagaimana tertera dalam Program
Kerja Audit Tahunan (PKAT);
4. Memberikan saran perbaikan dan informasi yang obyektif
tentang kegiatan yang diperiksa pada semua tingkat
manajemen;
5. Membuat laporan hasil audit dan menyampaikan laporan
tersebut kepada Direktur Utama dan Komite Audit;
6. Memantau, menganalisis dan melaporkan pelaksanaan
tindak lanjut perbaikan yang telah disarankan;
7. Bekerja sama dengan Komite Audit;
8. Menyusun program untuk mengevaluasi mutu kegiatan
Internal Audit yang dilakukan;
9. Melakukan pemeriksaan khusus apabila diperlukan.
WEWENANG INTERNAL AUDIT
Untuk mendukung kelancaran pelaksanaan tugasnya, Internal
Audit diberikan wewenang untuk:
1. Dapat memasuki seluruh area dalam organisasi dan
mengakses informasi, catatan, meminta keterangan dari
setiap orang tanpa dibatasi (unrestricted);
2. Auditor berwenang untuk berinteraksi langsung dengan
Direktur Utama, Dewan Komisaris, dan/atau Komite Audit
serta anggota dari Direktur Utama, Dewan Komisaris, dan/
atau Komite Audit;
3. Mengadakan rapat secara berkala ataupun insidentil dengan
Direktur Utama, Dewan Komisaris, dan/atau Komite Audit;
4. Melakukan koordinasi kegiatannya dengan kegiatan auditor
eksternal;
5. Melakukan koordinasi dengan auditor eksternal terkait
dengan laporan tahunan, internal audit melakukan
monitoring atas pelaksanaan tindak lanjut Management
Letter yang diterbitkan pihak auditor eksternal.
306 Annual Report 2019 Laporan Tahunan
INDEPENDENCE
As an internal examiner, Internal Audit in carrying out its duties
and functions has the freedom to act (independently) objectively.
In accordance with Standards, internal audit activities must be
free from interference in determining the scope of internal audit,
the implementation of assignments, and reporting of results.
The Head of Internal Audit must disclose the intervention to the
Board and discuss its implications.
DUTIES AND RESPONSIBILITIES
The Internal Audit Division is independent and has the following
duties and responsibilities:
1. Develop and implement a risk-based annual Internal Audit
plan;
2. Test and evaluate the implementation of internal control
and risk management systems in accordance with company
policy as stated in the Annual Audit Work Program (PKAT);
3. Examining and evaluating efficiency and effectiveness
in finance, accounting, operations, human resources,
marketing, information technology, and other activities as
stated in the Annual Audit Work Program (PKAT);
4. Provide suggestions for improvements and objective
information about the activities examined at all levels of
management;
5. Make an audit report and submit the report to the President
Director and the Audit Committee;
6. Monitor, analyze and report the implementation of the
improvements that have been suggested;
7. Working closely with the Audit Committee;
8. Arranging a program to evaluate the quality of Internal Audit
activities carried out;
9. Conduct special checks if needed.
INTERNAL AUDIT AUTHORITY
To ensure the smooth running of its duties, the Internal Audit
is authorized to:
1. Enter all areas in the organization and access information,
records, request information from everyone without being
restricted (unrestricted);
2. Interact directly with the President Director, the Board of
Commissioners, and/or the Audit Committee and members
of the President Director, the Board of Commissioners, and/
or the Audit Committee;
3. Hold regular or incidental meetings with the President
Director, the Board of Commissioners, and/or the Audit
Committee;
4. Coordinate its activities with the activities of external
auditors;
5. Coordinate with external auditors related to annual
reports, internal audits monitoring the implementation of
Management Letter follow-up issued by the external auditor.
PT Elnusa Tbk
PELAPORAN
Internal Audit menyampaikan dan menyediakan laporan kepada
Direktur Utama yang terdiri dari:
1. Laporan Hasil Audit Reguler yang berisi penilaian atas
kecukupan dan efektivitas proses organisasi dalam
mengendalikan kegiatan operasinya serta menangani risiko
di area- area hasil audit.
2. Laporan Interim yang berisi isu-isu penting hasil audit regular
yang perlu segera disampaikan untuk mendapatkan arahan
lebih lanjut dari Direktur Utama.
3. Laporan kemajuan pelaksanaan tindak lanjut rekomendasi
hasil audit.
REPORTING
Internal Audit submits and provides reports to the President
Director consisting of:
1. Report on the Regular Audit Results containing an assessment
of the adequacy and effectiveness of the organization's
processes in controlling its operations and handling risks
in the audit results areas.
2. An Interim Report containing important issues of the results
of a regular audit that needs to be submitted immediately
to get further direction from the President Director.
3. Progress report on the implementation of follow-up
recommendations on audit results.

Laporan Singkat Pelaksanaan Tugas Brief Report on the Implementation of the Internal Audit Unit's
Satuan Pengawasan Internal Tahun 2019 2019 Duties
Dalam menjalankan tugasnya, Fungsi Internal Audit memiliki In carrying out its duties, the Internal Audit Function has a
Program Kerja Audit Tahunan (PKAT) tahun 2019 yang disusun 2019 Annual Audit Work Program (PKAT) prepared using a risk
dengan menggunakan pendekatan audit berbasis risiko (risk based audit approach. PKAT 2019 was submitted to the Audit
based audit). PKAT 2019 disampaikan kepada Komite Audit dan Committee and the President Director for approval. The following
Direktur Utama untuk dimintakan persetujuan. Berikut gambaran is an overview of Audit activities in 2019:
aktivitas Audit tahun 2019:
Tema Cakupan Audit Jumlah Laporan
No.
Theme Audit Scope Total Report
1. Business Process Employee Life cycle (recruitment – retirement) – Human Capital Division 2 Reports
2. Operational Process Risk evaluation and mitigation efforts in the construction of the Hydraulic Workover Unit 1 Report
(HWU) within the Production, Operation and Maintenance Service (POMS) business units to
be carried out on time, on budget & on specification
3. Operational Process Risk evaluation and control of the procurement process in the chemical business unit at PT 1 Report
Elnusa Petrofin
4. Operational Process Risk evaluation and mitigation efforts so that the construction of infrastructure projects is 1 Report
carried out on time, on budget & on specifications at PT Elnusa Petrofin
5. Operational Process Evaluation of the effectiveness, efficiency and economics of managing operational and non- 2 Reports
operational activities (Panjar Kerja) in the Geodata Land business unit
6. Operational Process Risk Evaluation and operational aspect control in the Geodata Marine business unit 1 Report
7. Operational Process Risk evaluation and operational aspects control in the Transportation business unit at PT 1 Report
Elnusa Petrofin
8. Finance Management of Unbilled Receivables in the Production, Operation and Maintenance Services 1 Report
(POMS) business unit
9. Finance Revenue Cycle Management in a subsidiary of PT Patra Nusa Data 1 Report
10. Operational Process Risk evaluation and operational aspect control of the Subsidiary of PT Sigma Cipta Utama 1 Report

Hasil Temuan Audit di 2019 Audit Findings in 2019

Hasil pelaksanaan audit tertuang dalam Laporan Hasil Audit (LHA)
yang antara lain memuat rekomendasi dari auditor atas temuan
hasil audit. Rekomendasi tersebut harus ditindaklanjuti oleh
auditee sesuai dengan waktu yang telah ditentukan. Monitoring
tindak lanjut dilaksanakan oleh auditor secara berkala. Apabila
Tindak lanjut masih belum selesai dilakukan maka akan berstatus
“open” dan auditee diminta untuk memberikan progress report.
The results of the audit are contained in the Audit Report (LHA)
which includes the recommendation of the auditor on the findings
of the audit. These recommendations must be followed up by
the auditee in accordance with the specified time. Follow-up
monitoring is carried out by the auditor on a regular basis. If the
follow-up is still not done then the status will be "open" and the
auditee is asked to provide a progress report.

ENGEMBANGAN KOMPETENSI SATUAN COMPETENCY DEVELOPMENT OF INTERNAL CONTROL UNIT

PENGAWASAN INTERN
Perseroan memfasilitasi pelaksanaan program pengembangan
bagi Internal Audit dalam rangka meningkatkan kompetensi
karyawan. Program ini diharapkan mampu memberikan dampak
positif terhadap produktivitas dan efektivitas kinerja Internal
Audit.
The Company facilitates the implementation of development
programs for Internal Audit in order to improve employee
competencies. The program is expected to have a positive impact
on productivity and effectiveness of Internal Audit performance.

Tentang kegiatan peningkatan kompetensi yang diikuti SPI di Concerning competency improvement activities that have
sepanjang tahun 2019 dapat dilihat pada bab Profil Perusahaan been participated in by SPI throughout 2019, can be seen in the
dalam laporan tahunan ini. Company Profile chapter in this annual report.

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 307

 TATA KELOLA PERUSAHAAN
Good Corporate Governance
AKUNTAN PUBLIK
Public Accountant
Akuntan publik merupakan organ eksternal Perseroan yang
berfungsi memberikan opini terkait kesesuaian penyajian laporan
keuangan Perseroan terhadap Standar Akuntansi Keuangan (SAK)
yang berlaku di Indonesia. Keberadaan akuntan publik diatur
melalui Peraturan OJK No. 13/POJK.03/2017 tentang Penggunaan
Jasa Akuntan Publik dan Kantor Akuntan Publik dalam Kegiatan
Jasa Keuangan.
KEPATUHAN TERHADAP STANDAR AKUNTANSI
KEUANGAN INDONESIA
Manajemen bertanggung jawab terhadap penyajian laporan
keuangan Perseroan dan patuh terhadap SAK yang berlaku di
Indonesia yang ditetapkan oleh Ikatan Akuntan Indonesia (IAI)
dan Keputusan Ketua Badan Pengawas Pasar Modal Lembaga
Keuangan (Bapepam-LK) yang sekarang menjadi Otoritas Jasa
Keuangan (OJK) No. VIII.G.7, Lampiran Surat Keputusan No. KEP-
347/BL/2012, tanggal 25 Juni 2012 tentang Pedoman Penyajian
dan Pengungkapan Laporan Keuangan Emiten atau Perusahaan
Publik.
PROSEDUR AUDIT EKSTERNAL DAN STANDAR AUDIT
1. Audit atas laporan keuangan Perseroan dilakukan sesuai
dengan standar profesional Akuntan Publik yang mencakup
seluruh prosedur audit yang dipandang perlu sesuai dengan
keadaan.
2. Audit meliputi pengujian dan evaluasi terhadap sistem
pengendalian intern, serta pemeriksaan, atas dasar
pengujian, bukti-bukti yang mendukung jumlah-jumlah dan
pengungkapan dalam laporan keuangan. Audit juga akan
meliputi penilaian atas prinsip akuntansi yang digunakan
dan estimasi signifikan yang dibuat oleh manajemen,
serta penilaian atas penyajian laporan keuangan secara
keseluruhan sesuai dengan Pernyataan Standar Akuntansi
Keuangan (PSAK) yang dikeluarkan oleh IAI.
3. Sebagai bagian dari proses audit, Kantor Akuntan Publik
(KAP) juga melakukan tanya jawab kepada manajemen
mengenai pernyataan manajemen yang disajikan dalam
laporan keuangan.
4. Audit mengandung risiko inheren bahwa jika terdapat
kekeliruan dan ketidakberesan yang material. Jika terdapat
hal tersebut, KAP akan menyampaikan kepada manajemen.
5. Manajemen menyetujui kertas kerja pemeriksaan KAP atas
Perseroan untuk di-review oleh badan atau otoritas terkait.
Audit dilaksanakan berdasarkan Standar Profesional Akuntan
Publik yang diterbitkan oleh Institut Akuntan Publik Indonesia
(IAPI). Jika terdapat bantuan keuangan Pemerintah RI, maka audit
dilaksanakan berdasarkan Standar Pemeriksaan Keuangan Negara
(SPKN) yang diterbitkan oleh Badan Pengawasan Keuangan (BPK)
RI.
308 Annual Report 2019 Laporan Tahunan
Public accountants are the Company's external organs whose
function is to provide opinions related to the suitability of the
presentation of the Company's financial statements with the
Financial Accounting Standards (SAK) in force in Indonesia. The
existence of public accountants is regulated through OJK Regulation
No. 13/POJK.03/2017 concerning Use of Public Accountant Services
and Public Accountant Offices in Financial Services Activities.
CO M P L I A N C E W I T H I N D O N ES I A N F I N A N C I A L
ACCOUNTING STANDARDS
Management is responsible for the presentation of the Company's
financial statements and in compliance with Indonesian GAAPs
as determined by the Indonesian Institute of Accountants (IAI)
and Decision of the Chairman of the Financial Institution Capital
Market Supervisory Agency (Bapepam-LK) which is now the Financial
Services Authority (OJK) No. VIII.G.7, Attachment to Decree No.
KEP-347 /BL/2012 dated June 25, 2012 concerning Guidelines for
the Presentation and Disclosure of Financial Statements of Issuers
or Public Companies
EXTERNAL AUDIT PROCEDURES AND AUDIT STANDARDS
1. Audits of the Company's financial statements are conducted
in accordance with the professional standards of the Public
Accountant which covers all audit procedures deemed
necessary in accordance with the circumstances.
2. The audit includes testing and evaluating the internal control
system, as well as checking, on the basis of testing, evidence
supporting the amounts and disclosures in the financial
statements. The audit will also include an assessment of the
accounting principles used and significant estimates made
by management, as well as an evaluation of the presentation
of the overall financial statements in accordance with the
Statement of Financial Accounting Standards (PSAK) issued
by IAI.
3. As part of the audit process, the Public Accounting Firm
(KAP) also conducts questions and answers to management
regarding management statements presented in the
financial statements.
4. Audit carries an inherent risk that if there are material errors
and irregularities. If there is this, the KAP will submit it to
management.
5. Management approved the KAP inspection work paper on
the Company for review by the relevant agency or authority.
The audit was conducted based on the Professional Standards of
Public Accountants issued by the Indonesian Institute of Certified
Public Accountants (IAPI). If there is financial assistance from the
Government of the Republic of Indonesia, the audit is carried
out based on the State Financial Examination Standards (SPKN)
issued by the Indonesian Financial Supervisory Agency (BPK).
PT Elnusa Tbk
MEKANISME PENUNJUKAN AKUNTAN PUBLIK THE MECHANISM OF PUBLIC ACCOUNTANT APPOINTMENT
Tahapan mekanisme penunjukan KAP: Stages of the mechanism for the appointment of KAP:
1. Keputusan RUPS Tahunan 1. Annual GMS Decision
2. Rekomendasi dari Komite Audit Perseroan 2. Recommendations from the Company's Audit Committee
3. Keputusan Dewan Komisaris Perseroan atas Penunjukan 3. Decision of the Company's Board of Commissioners on
Kantor Akuntan Publik Appointment Public accounting firm

AKUNTAN PUBLIK TAHUN 2019 PUBLIC ACCOUNTANT OF 2019

Berdasarkan Keputusan RUPS Tahunan tanggal 11 April 2019
Perseroan telah menyetujui untuk mendelegasikan kewenangan
kepada Dewan Komisaris Perseroan untuk menunjuk Akuntan
Publik Independen dari Kantor Akuntan Publik (KAP) untuk
untuk melakukan pemeriksaan atas Laporan Keuangan Perseroan
untuk tahun buku yang berakhir pada tanggal 31 Desember 2019
berikut besaran nilai jasanya, sesuai ketentuan dan peraturan
yang berlaku, termasuk untuk menunjuk KAP pengganti bilaman
karena sebab apapun juga berdasarkan ketentuan Pasar Modal
di Indonesia apabila KAP yang ditunjuk tidak dapat melakukan
tugasnya, dengan kriteria bahwa:
1. KAP tersebut terdaftar di Otoritas Jasa Keuangan.
2. KAP tersebut dalam afiliasi KAP empat besar (Big Four) di
dunia
Based on the Resolution of the Annual General Meeting of
Shareholders on April 11, 2019, the Company has agreed to
delegate authority to the Company's Board of Commissioners
to appoint an Independent Public Accountant from the Public
Accounting Firm (KAP) to conduct an audit of the Company's
Financial Statements for the fiscal year ending on December
31, 2019 along with the value of services, in accordance with
applicable rules and regulations, including to appoint a substitute
KAP for any time due to any reason whatsoever based on the
provisions of the Capital Market in Indonesia if the appointed
KAP cannot perform its duties, with the criteria that:
1. The KAP is registered with the Financial Services Authority.
2. The KAP is in the Big Four affiliates (Big Four) at World

Penunjukan KAP Purwantono, Sungkoro dan Surja telah
diperkuat melalui Surat Keputusan Dewan Komisaris Nomor
L9.014C-2019.041 Untuk menjamin independensi dan kualitas
hasil pemeriksaan, Auditor Eksternal yang ditunjuk tidak boleh
memiliki benturan kepentingan dengan Perseroan.
The appointment of KAP Purwantono, Sungkoro and Surja
has been strengthened through the Decree of the Board
of Commissioners No. L9.014C-2019.041 To guarantee the
independence and quality of the results of examinations, the
appointed External Auditor may not have a conflict of interest
with the Company.

Akuntan Publik Tahun 2019

2019 Public Accountant
Kantor Akuntan Publik : Purwantono, Sungkoro dan Surja
Public Accountant Firm Purwantono, Sungkoro and Surja
Nomor Surat Tanda Terdaftar : STTD.KAP-03/PM.22/2018
Registered Letter Number
Akuntan : Sinarta
Accountant
Nomor Registrasi dari Menteri Keuangan : AP.0701
Registration Number and Minister of Finance
Tahun Audit : Tahun Buku 2019
Audit Year 2019 Fiscal Year
Periode Penugasan : 2
Assignment Period
Jasa : Audit umum atas Laporan Keuangan Konsolidasian tahun buku 2019
Services General Audit of the 2019 Consolidated Financial Statements for the year
Jasa Lainnya : -
Other Services
Biaya : Rp2.200.000.000,-
Cost

Laporan keuangan Elnusa hingga periode 31 Desember 2019 telah
diaudit oleh Kantor Akuntan Publik (KAP) Purwantono, Sungkoro
dan Surja. Dari hasil audit tersebut, KAP Purwantono, Sungkoro
dan Surja memberikan opini “audit wajar tanpa modifikasian”
yang telah disampaikan kepada Direksi.
Elnusa's financial statements as of December 31, 2019 have
been audited by the Public Accounting Firm (KAP) Purwantono,
Sungkoro & Surja. From the results of the audit, KAP Purwantono,
Sungkoro & Surja provided an opinion on "fair audit without
modification" that was submitted to the Directors.

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 309

 TATA KELOLA PERUSAHAAN
Good Corporate Governance
DAFTAR AKUNTAN PUBLIK
Guna kebutuhan transparansi, berikut disampaikan daftar
Kantor Akuntan Publik, Akuntan dan biaya yang diberikan dalam
mengaudit laporan keuangan Perseroan untuk periode 6 (enam)
tahun terakhir.
Tahun Buku Kantor Akuntan Publik
Fiscal Year Public accounting firm
2019 KAP Purwantono, Sungkoro
dan Surja
Public Accounting Firm (KAP)
Purwantoro, Sungkoro and Surja
2018 KAP Purwantono, Sungkoro
dan Surja
Public Accounting Firm (KAP)
Purwantoro, Sungkoro and Surja
2017 KAP Purwantono, Sungkoro
dan Surja
Public Accounting Firm (KAP)
Purwantoro, Sungkoro and Surja
2016 per 31 KAP Purwantono, Sungkoro
Desember dan Surja
2016 as of Public Accounting Firm (KAP)
December 31 Purwantoro, Sungkoro and Surja
2016 per 30 Juni
2016 as of June
30
2015 KAP Purwantono, Sungkoro
dan Surja
Public Accounting Firm (KAP)
Purwantoro, Sungkoro and Surja
2014 KAP Tanudiredja, Wibisana &
Rekan (affiliated with PWC)
Public Accounting Firm (KAP)
Tanudiredja, Wibisana & Partners
(affiliated with PWC)
310 Annual Report 2019 Laporan Tahunan
PUBLIC ACCOUNTANT LIST
For transparency needs, the following is a list of public accounting
firms, accountants and fees provided in auditing the Company's
financial statements for the past 6 (six) years.
Daftar Akuntan Publik 2014-2019
List of Public Accountants 2014-2019
Akuntan Jasa Jasa Lainnya Biaya Jasa
Accountant Services Other Services Service Fee
Sinarta Audit umum atas Laporan Keuangan - Rp2.200.000.000,-
Konsolidasian tahun buku 2019
General audit of the Consolidated
Financial Statements fiscal year 2019
Sinarta Audit umum atas Laporan Keuangan - Rp2.000.000.000,-
Konsolidasian tahun buku 2018
General audit of the Consolidated
Financial Statements fiscal year 2018
Moch. Audit umum atas Laporan Keuangan - Rp2.984.000.000,-
Dadang Konsolidasiantahun buku 2017
Syachruna General audit of the Consolidated
Financial Statements fiscal year 2017
Widya Audit umum atas Laporan Keuangan - Rp1.900.000.000,-
Arijanti Konsolidasian tahun buku 2016
General audit of the Consolidated
Financial Statements fiscal year 2016
Rp1.850.000.000,-
Moch. Audit umum atas Laporan Keuangan - Rp2.590.312.000,-
Dadang Konsolidasian tahun buku 2015
Syachruna General audit of the Consolidated
Financial Statements fiscal year 2015
Yusron Audit umum atas Laporan Keuangan - Rp3.150.000.000,-
Fauzan, SE., Konsolidasian tahun buku 2014
Ak., CPA General audit of the Consolidated
Financial Statements fiscal year 2014
PT Elnusa Tbk

Elnusa sebagai perusahaan yang bergerak pada jasa minyak dan
gas yang mana kegiatan operasinya dihadapkan dengan sejumlah
risiko, yang di antaranya diluar kendali Perseroan dan dapat
mempengaruhi kelangsungan usahanya jika tidak dikelola dengan
bijaksana. Proses tata kelola manajemen risiko di dalam Perseoran
dirancang untuk menentukan tingkat risiko yang bersedia diambil
oleh Perseroan dalam mengejar tujuan strategis dan untuk
memberikan tingkat kepastian yang lebih tepat dalam setiap risiko
yang Perseroan ambil. Penerapan Enterprise Risk Management
(ERM) membantu dalam melakukan pendekatan secara sistematis
dalam mengidentifikasi dan mengelola risiko-risiko kompleks
Perseroan, anak perusahaan, unit bisnis dan departemen atau
divisi. Sebagai bagian dari proses ERM, Perseroan melakukan
pengkajian ulang secara berkala terhadap sejumlah risiko yang
ada.
PT Elnusa Tbk
MANAJEMEN RISIKO
Risk Management
As a company engaged in oil and gas services, Elnusa’s operations
are faced with a number of risks, some of which are outside the
Company's control and can affect its business continuity if not
managed wisely. The risk management governance process in
the Company is designed to determine the level of risk that the
Company is prepared to take in pursuing strategic objectives
and to provide a more precise level of certainty in each risk
that the Company takes. The implementation of Enterprise Risk
Management (ERM) helps in carrying out a systematic approach
in identifying and managing complex risks of the Company, its
subsidiaries, business units and departments or divisions. As part
of the ERM process, the Company conducts periodic reviews of
a number of risks.
Annual Report 2019 Laporan Tahunan 311
 TATA KELOLA PERUSAHAAN
Good Corporate Governance

PROGRAM KERJA MANAJEMEN RISIKO TAHUN 2020 RISK MANAGEMENT WORK PROGRAM IN 2020

Penerapan Manajemen Risiko di Elnusa telah berjalan secara
memadai yang ditunjang dengan struktur dan infrastruktur,
pengawasan manajemen, peran, tanggung jawab dan
akuntabilitas organisasi untuk mendorong pengembangan
penerapan manajemen risiko berdasarkan prinsip berkelanjutan
(going concern) yaitu pertumbuhan dan kelanggengan (growth
and sustainability).
The implementation of Risk Management in Elnusa has been
running adequately supported by structure and infrastructure,
management supervision, roles, responsibilities and accountability
of the organization to encourage the development of risk
management based on the going concern principle, namely
growth and sustainability.

Selanjutnya pada tahun 2020, Elnusa memiliki program kerja
untuk penyempurnaan proses manajemen risiko. Tindakan
penyempurnaan proses berperan untuk melakukan koreksi
terhadap langkah-langkah yang dinilai belum cukup efektif.
Salah satu rencana penyempurnaan proses manajemen adalah
melakukan proses kepatuhan dalam proses manajemen risiko,
yaitu memasukkan ikhtisar profil risiko ke dalam dokumen
Feasibility Study investasi/proyek pada sesi Manajemen Risiko.
Fungsi Pengusul (Inisiator) “wajib” memintakan kajian kepada
Fungsi Risk Management atas dokumen Feasibility Study investasi
yang telah disusun untuk memastikan aktivitas Perusahaan telah
sesuai dengan prinsip kehati-hatian praktik tata kelola risiko
yang sehat.
Furthermore, in 2020, Elnusa has a work program to improve the
risk management process. The act of refining the process has a
role to make corrections to the steps considered not effective
enough. One plan to improve the management process is to carry
out a compliance process in the risk management process, which
includes an overview of the risk profile in the investment/project
Feasibility Study document in the Risk Management session.
The “mandatory” function of the Initiator asks for a review of
the Risk Management Function on investment Feasibility Study
documents that have been prepared to ensure the Company's
activities are in accordance with the prudential principles of
sound risk management practices.

Risk Management Implementation

Feasibility study/ Preparation and Preparation and

Preliminary study conceptual Selection Process implementation/ implementation/
engineering construction construction

Conduct Review
Risk Register by Risk Monitoring by
Project by RM
Risk Owner RM Function Unit
Function Unit

Risk Register & Compliance

Project Document Summary Review
approve by VP endorse by Finance
Project Owner Director

Risk Management Process

Existing (Routine) Activities Risk Profile on Corporate Level

Update Risk Profile Update Risk Profile

Consolidate Risk
on Risk Register Quaterly Report of on Corporate Level Semi Annually Risk
quarterly by Risk
Owner
Profile from all
function
Elnusa Risk Profile VS semi annually by
RJPP & RAKP
Profile

Risk Register
Functions

312 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

PENERAPAN MANAJEMEN RISIKO
Kemampuan Elnusa dalam mencapai target bisnis dan
bertahan dalam lingkungan bergantung pada bagaimana Elnusa
menanggapi sejumlah risiko yang timbul. Secara internal, Elnusa
memantau dan memitigasi risiko yang lebih komprehensif melalui
risk register, yang akan terus menjadi perangkat penting dalam
proses manajemen risiko. Elnusa akan tetap mempertimbangkan
lingkungan eksternal dan internal untuk mengevaluasi perubahan
dalam model kompetisi dan bisnis.
PENGAWASAN AKTIF DEWAN KOMISARIS DAN DIREKSI
Dalam melaksanakan fungsi pengawasan atas penerapan
manajemen risiko di Perseroan, Dewan Komisaris memiliki
tugas dan tanggung jawab yang jelas, di antaranya mengawasi
pelaksanaan fungsi manajemen risiko berlangsung sesuai
kebijakan yang ditetapkan, memberikan arahan strategis untuk
meningkatkan kualitas dan efektivitas fungsi manajemen risiko,
serta mereview dan menyetujui rekomendasi dari Komite
Manajemen Risiko dalam kaitannya dengan:
1. Menciptakan konteks manajemen risiko, terutama dalam
merumuskan risk appetite dan risk tolerance.
2. Mendisain struktur organisasi dan merumuskan tugas pokok
dan fungsi manajemen risiko Perusahaan.
3. Persetujuan transaksi yang melampaui kewenangan pejabat
satu level di bawah Direksi atau transaksi yang memerlukan
persetujuan sesuai dengan kebijakan dan prosedur intern
yang berlaku.
Dalam melaksanakan fungsi manajemen risiko, Direksi memiliki
tugas dan tanggung jawab yang jelas, di antaranya:
1. Menyusun kebijakan dan strategi manajemen risiko secara
tertulis dan komprehensif.
2. Bertanggung jawab atas pelaksanaan kebijakan manajemen
risiko dan eksposur risiko yang diambil oleh Perseroan secara
keseluruhan.
3. Mengevaluasi dan memeutuskan transaksi yang memerlukan
persetujuan Direksi
4. Mengembangkan budaya manajemen risiko pada seluruh
jenjang organisasi Perseroan
5. Memastikan kompetensi sumber daya manusia yang terkait
dengan manajemen risiko
6. Memastikan fungsi manajemen risiko telah beroperasi secara
independent
7. Melaksanakan kaji ulang secara berkala dengan frekuensi
sesuai dengan kebutuhan Perseroan untuk memastikan:
a. Keakuratan metodologi manajemen risiko;
b. Kecukupan implementasi sistem informasi manajemen
risiko;
c. Ketepatan kebijakan, prosedur, dan penetapan limit
risiko.
PT Elnusa Tbk
IMPLEMENTATION OF RISK MANAGEMENT
Elnusa's ability to achieve business targets and survive in the
environment depends on how Elnusa responds to a number
of risks that arise. Internally, Elnusa monitors and mitigates
risks more comprehensively through the risk register, which
will continue to be an important tool in the risk management
process. Elnusa will continue to consider the external and internal
environment to evaluate changes in the competition and business
models.
ACTIVE SUPERVISION OF THE BOARD OF
COMMISSIONERS AND DIRECTORS
In carrying out the supervisory function on the implementation
of risk management in the Company, the Board of Commissioners
has clear duties and responsibilities, including overseeing the
implementation of the risk management function in accordance
with established policies, providing strategic direction to improve
the quality and effectiveness of the risk management function,
as well as reviewing and approving recommendations from the
Risk Management Committee in relation to:
1. Creating a risk management context, especially in formulating
risk appetite and risk tolerance.
2. Designing the organizational structure and formulating the
main tasks and functions of the Company's risk management.
3. Transaction approval that exceeds the authority of officials
one level below the Board of Directors or transactions that
require approval in accordance with applicable internal
policies and procedures.
In carrying out the risk management function, the Board of
Directors has clear duties and responsibilities, including:
1. Develop written and comprehensive risk management
policies and strategies.
2. Responsible for the implementation of risk management
policies and risk exposures taken by the Company as a whole.
3. Evaluate and decide on transactions that require the
approval of the Board of Directors
4. Developing a risk management culture at all levels of the
Company's organization
5. Ensuring human resource competencies related to risk
management
6. Ensuring that the risk management function operates
independently
7. Conduct periodic review with frequency in accordance with
the needs of the Company to ensure:
a. The accuracy of the risk management methodology;
b. Adequacy of risk management information system
implementation;
c. Accuracy of policies, procedures and determination
of risk limits.
Annual Report 2019 Laporan Tahunan 313
 TATA KELOLA PERUSAHAAN
Good Corporate Governance
KECUKUPAN KEBIJAKAN, PROSEDUR, DAN
PENETAPAN LIMIT MANAJEMEN RISIKO
Perseroan telah memiliki kebijakan, prosedur dan penetapan
limit yang memadai untuk penerapan kerangka kerja manajemen
risiko yang efektif, efisien dan profesional terhadap 7 (tujuh)
jenis risiko utama yaitu:
1. Legal, Governance dan Compliance Risk, meliputi Legal,
Governance dan Compliance.
2. Strategic Risk, meliputi Growth & Sustainability, Strategy
dan Planning.
3. Financial Management Risk, meliputi Financial Operation,
Accounting, Financial Strategy dan Taxation.
4. Operational Risk, meliputi Exploration, Development
& Production, Operational Excellence, Supply Chain
Process, Sales & Marketing, Processing, Transportation &
Distribution, Information Technology, Human Resources,
Asset Management, dan HSSE.
5. Business Environment Risk, meliputi Technology, Culture,
Economics, Market, Government, dan Social Politics.
6. Corporate Image Risk, meliputi Brand Image dan Stakeholder
Management.
7. Investment Risk, meliputi Business, Technical, Management,
Commercial, External dan HSSE.
Kebijakan, prosedur dan penetapan limit risiko didokumentasikan,
dan ditinjau secara berkala disesuaikan dengan perkembangan
internal maupun eksternal. Kecukupan Proses Identifikasi,
Pengukuran, Pemantauan, dan Pengendalian Risiko serta Sistem
Informasi Manajemen Risiko.
Perseroan telah memiliki infrastruktur untuk mengidentifikasi,
mengukur, memantau, dan mengendalikan risiko yang didukung
dengan sistem informasi manajemen yang cukup memadai dan
mampu mendukung fungsi manajemen risiko secara menyeluruh.
Untuk mengantisipasi potensi risiko dimasa mendatang, secara
forward looking, Perseroan mengembangkan pendekatan
emerging risk sebagai mekanisme early warning untuk
mengidentifikasi berbagai potensi risiko yang mungkin akan
dihadapi oleh Perseroan dalam beberapa waktu mendatang.
Melalui pendekatan emerging risk tersebut, Perseroan mampu
mengidentifikasi potensi risiko sesuai dengan profil karakteristik
bisnis Perseroan, baik berupa besaran dampak risiko (severity
of material impact) maupun perkiraan waktu terjadinya risiko
tersebut (imminence) di waktu mendatang, sehingga Perseroan
mampu melakukan berbagai tindakan yang diperlukan untuk
memitigasi dan mengendalikan potensi risiko tersebut.
314 Annual Report 2019 Laporan Tahunan
ADEQUACY OF POLICIES, PROCEDURES, AND
DETERMINATION OF RISK MANAGEMENT LIMITS
The Company has an adequate policies, procedures and limits
for the application of an effective, efficient and professional risk
management framework for 7 (seven) main types of risks, namely:
1. Legal, Governance and Compliance Risk, including Legal,
Governance and Compliance.
2. Strategic Risk, including Growth & Sustainability, Strategy
and Planning.
3. Financial Risk Management, including Financial Operations,
Accounting, Financial Strategy and Taxation.
4. Operational Risk, including Exploration, Development
& Production, Operational Excellence, Supply Chain
Process, Sales & Marketing, Processing, Transportation &
Distribution, Information Technology, Human Resources,
Asset Management, and HSSE.
5. Business Environment Risk, including Technology, Culture,
Economics, Market, Government, and Social Politics.
6. Corporate Image Risk, including Brand Image and Stakeholder
Management.
7. Investment Risk, including Business, Technical, Management,
Commercial, External and HSSE.
Policies, procedures and determination of risk limits are
documented and reviewed periodically according to internal
and external developments. Adequacy of the Risk Identification,
Measurement, Monitoring and Control Process and Risk
Management Information System.
The Company has the infrastructure to identify, measure,
monitor and control risks that are supported by an adequate
management information system that is able to support the
overall risk management function.
To anticipate potential risks in the future, by forward looking,
the Company develops an emerging risk approach as an early
warning mechanism to identify various potential risks that the
Company may face in the foreseeable future.
Through the emerging risk approach, the Company is able to
identify potential risks in accordance with the profile of the
Company's business characteristics, both in the form of severity
of material impact and the estimated time of occurrence of
these risks (imminence) in the future, so that the Company is
able to take various actions needed to mitigate and control these
potential risks.
PT Elnusa Tbk
Risk Management Unit melakukan proses identifikasi, pengukuran,
pemantauan risiko dan bekerja sama dengan seluruh unit bisnis
dan unit pendukung melakukan proses pengendalian dan mitigasi
risiko dan membangun sistem informasi manajemen risiko yang
menyeluruh.
ORGANISASI DAN TATA KELOLA MANAJEMEN RISIKO
Untuk mengelola berbagai jenis risiko yang melekat pada Perseroan
sesuai dengan kompleksitas kegiatan usaha yang dijalankan saat
ini dan produk/jasa perseroan, Perseroan telah memiliki unit kerja
Manajemen Risiko pada struktur organisasi yang bertanggung
jawab sesuai dengan perannya. Selain bertanggung jawab dalam
menjalankan fungsi tata kelola manajemen risiko secara independen,
Risk Management juga bekerja sama dan bermitra dengan seluruh
unit bisnis dan unit pendukung, mulai dari level strategis sampai
dengan level transaksi dalam rangka membangun proses identifikasi,
pengukuran, pemantauan, pengendalian risiko dan sistem informasi
serta sistem pengendalian intern yang menyeluruh. Dalam
melaksanakan manajemen risiko yang efektif, Direksi dibantu oleh
komite manajemen risiko. Sementara itu, pengawasan organisasi
secara keseluruhan dilakukan oleh Dewan Komisaris sebagaimana
terlihat pada struktur organisasi di bawah ini.
Komisaris
Board of Commissioners
Direktur Keuangan
Director of Finance
Unit Kerja Manajemen Risiko
Risk Management Work Unit
PT Elnusa Tbk
The Risk Management Unit carries out the process of identifying,
measuring, monitoring risks and cooperating with all business
units and supporting units carrying out the process of risk control
and mitigation and building a comprehensive risk management
information system.
RISK MANAGEMENT ORGANIZATION AND GOVERNANCE
To manage various types of risks inherent to the Company in
accordance with the complexity of the current business activities
and the company's products/services, the Company has a Risk
Management work unit in the organizational structure that is
responsible in accordance with its role. In addition to being
responsible in carrying out the risk management function
independently, Risk Management also cooperates and partners
with all business units and supporting units, starting from the
strategic level to the transaction level in order to establish the
process of identification, measurement, monitoring, risk control
and systems comprehensive information and internal control
system. In carrying out effective risk management, the Directors
are assisted by a risk management committee. Meanwhile,
overall organizational oversight is carried out by the Board of
Commissioners as shown in the organizational structure below.
Komite Manajemen Risiko
Risk Management Committee
Annual Report 2019 Laporan Tahunan 315
 TATA KELOLA PERUSAHAAN
Good Corporate Governance

PENGELOLAAN RISIKO RISK MANAGEMENT

Profil risiko Elnusa sebagai sebuah Perusahaan (corporate risks)
dilihat dalam konteks hubungannya dengan lingkungan eksternal
dan internal dijelaskan pada Gambar 1. Risiko-risiko utama Elnusa
dijelaskan secara rinci dalam bentuk tabel dan peta risiko pada
Tabel dan Gambar beriku:
Elnusa's risk profile as a company (corporate risks) seen in
the context of its relationship with the external and internal
environment is explained in Figure 1. Elnusa's main risks are
explained in detail in the form of tables and risk maps in the
following Tables and Figures:

EXTERNAL FAILURES

Law/Regulatory

Politics President Director

Market President Director

Macroeconomic President Director

Value Value
Strategy Strategy

ENTERPRISE RISK MANAGEMENT

Objective Resource
Support Function Failures Organization President Director

• Finance • Supply Chain

• Compliace • Sales & Marketing
• Equipment, Assets & Infrastructure • Product/Service Development
• Legal • Quality
• Information Technology
• Human Capital
• Health, Safety & Environment

INTERNAL FAILURES

316 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

HASIL REVIEW YANG DILAKUKAN ATAS
SISTEM MANAJEMEN RISIKO PADA TAHUN BUKU
Selama tahun 2019 pengelolaan risiko telah ditangani dengan
baik dengan tetap memperhatikan dampak sosial dan lingkungan.
Fokus manajemen risiko yang dilakukan oleh Unit Kerja Risk
Management. Perseroan telah berupaya untuk:
1. Mengelola serta mengambil langkah-langkah yang diperlukan
dalam upaya memitigasi risiko yang teridentifikasi melalui
proses ERM.
2. Mengadopsi prisip dan pedoman ISO 31000:2009 sebagai
kerangka kerja manajemen risiko. Perseoran telah melakukan
penyesuaian dalam penerapan ISO 31000 sesuai dengan
karakteristik bisnis, organisasi dan tata kelola Perusahaan
sehingga dapat meningkatkan risk awareness hingga
membentuk suatu budaya sadar risiko di dalam Perusahaan.
3. Meningkatkan sistem pengelolaan risiko. Perseroan
melakukan peningkatan sistem, infrastruktur dan proses
manajemen risiko melalui pengelolaan dan perbaikan
berkelanjutan kerangka, kebijakan dan prosedur, serta
instruksi kerja manajemen risiko. Peningkatan sistem yang
dimaksud adalah manajemen risiko telah menjadi salah
satu item Key Performance Indicator (KPI) di setiap fungsi
operasi dan shared service Perseroan. Dari segi infrastruktur,
semakin pesatnya perkembangan era digital mendorong
Perseroan untuk melakukan digitalisasi termasuk dalam
pengelolaan risiko.
Membentuk sistem yang dapat diakses secara realtime oleh Risk
Owner dan mendaftarkan risiko tersebut sebagai “Risk Bank
Elnusa”. Sebagai realisasi komitmen dan sasaran pengelolaan
risiko, Perseroan juga akan menyusun roadmap pengembangan
berkelanjutan implementasi manajemen risiko untuk memastikan
Perseroan dapat mencapai rencana jangka panjangnya. Dengan
peningkatan sistem pengelolaan risiko ini diharapkan budaya
risiko akan membaik dan melekat di setiap insan Perseroan.
PT Elnusa Tbk
RESULTS OF THE REVIEW OF THE RISK MANAGEMENT
SYSTEM AT THE CURRENT FISCAL YEAR
During 2019, risk management has been handled well with due
regard to social and environmental impacts. The focus of risk
management is carried out by the Risk Management Work Unit.
The Company has put up effort to:
1. Manage and take the steps needed in an effort to mitigate
the risks identified through the ERM process.
2. Adopt ISO 31000:2009 principles and guidelines as a
risk management framework. The company has made
adjustments in the application of ISO 31000 in accordance
with the characteristics of business, organization and
corporate governance so as to increase risk awareness to
form a culture of risk awareness within the Company.
3. Improve the risk management system. The Company
carries out improvements in risk management systems,
infrastructure and processes through the management and
continuous improvement of the framework, policies and
procedures, as well as risk management work instructions.
The system improvement meant is that risk management has
become one of the Key Performance Indicator (KPI) items
in each of the Company's operational and shared service
functions. In terms of infrastructure, the increasingly rapid
development of the digital era is encouraging the Company
to digitize including in the risk management sector.
Establish a system that can be accessed in real time by the Risk
Owner and register the risk as "Risk Bank Elnusa". As a realization
of commitments and risk management objectives, the Company
will also develop a roadmap for the continuous development of
risk management implementation to ensure the Company can
achieve its long-term plan. With the improvement of the risk
management system, it is expected that the risk culture will
improve and be inherent in every individual of the Company.
Annual Report 2019 Laporan Tahunan 317
 TATA KELOLA PERUSAHAAN
Good Corporate Governance
SISTEM PENGENDALIAN INTERNAL
Internal Control System
Sistem pengendalian intern adalah salah satu sarana utama
untuk dapat memastikan bahwa pengelolaan perusahaan telah
dilaksanakan sesuai dengan prinsip- prinsip GCG. Penerapan
sistem pengendalian internal diarahkan untuk memastikan bahwa
Perseroan telah memiliki suatu sistem yang handal terhadap
ketaatan atas peraturan perundang-undangan, pelaporan
keuangan, dan pengamanan asset.
SISTEM PENGENDALIAN KEUANGAN DAN OPERASIONAL
Penerapan Sistem Pengendalian Internal di lingkup Perseroan
dilakukan baik oleh Dewan Komisaris maupun Direksi. Penerapan
pengendalian internal yang dilakukan oleh Dewan Komisaris
dilakukan dengan melakukan pengawasan dan pemberian nasihat
terkait proses kecukupan dan kewajaran dalam penyusunan
laporan keuangan serta pengelolaan risiko dengan memperhatikan
prinsip kehati-hatian yang dibantu oleh Komite Audit dan Komite
Manajemen Risiko. Sedangkan Direksi menerapkan sistem
pengendalian internal melalui kebijakan dan prosedur Perseroan
secara konsisten dan memenuhi kepatuhan terhadap regulasi
yang berlaku, antara lain terkait dengan kegiatan operasional
Perseroan dan manajemen risiko, rencana strategis, pembagian
tugas, pendelegasian wewenang, serta kebijakan akuntansi yang
memadai.
Direksi juga menetapkan suatu sistem pengendalian intern
yang efektif untuk mengamankan investasi dan aset Perseroan.
Lingkungan pengendalian intern dalam Perseroan dilaksanakan
dengan disiplin dan terstruktur, integritas yang tinggi, nilai etika
serta kompetensi karyawan. Untuk membantu Direksi dalam
melakukan perencanaan, pengendalian, koordinasi dalam
pengawasan, penilaian atas sistem pengendalian manajemen
dan pelaksanaan seluruh kegiatan Perseroan serta memberikan
saran-saran perbaikan dibentuk fungsi Unit Audit Internal yang
dipimpin oleh Kepala Audit Internal dan bertanggung jawab
kepada Direktur Utama.
318 Annual Report 2019 Laporan Tahunan
The internal control system is one of the main means to ensure
that the management of the company has been carried out in
accordance with the principles of GCG. The implementation of the
internal control system is directed to ensure that the Company
has a reliable system of compliance with laws and regulations,
financial reporting, and asset security.
FINANCIAL AND OPERATIONAL CONTROL SYSTEMS
The implementation of the Internal Control System within
the Company's scope is carried out by both the Board of
Commissioners and the Board of Directors. The implementation
of internal control carried out by the Board of Commissioners is
carried out by supervising and providing advice related to the
adequacy and fairness process in the preparation of financial
statements and risk management by taking into account the
prudential principles that are assisted by the Audit Committee
and the Risk Management Committee. Whereas the Board of
Directors implements an internal control system through the
Company's policies and procedures consistently and meets
compliance with applicable regulations, among others related
to the Company's operational activities and risk management,
strategic plans, division of tasks, delegation of authority and
adequate accounting policies.
The Board of Directors also establishes an effective internal
control system to secure the Company's investments and assets.
The internal control environment within the Company is carried
out with discipline and structure, high integrity, ethical values​​
and employee competence. To assist the Board of Directors in
planning, controlling, coordinating in supervision, evaluating the
management control system and carrying out all activities of the
Company as well as providing suggestions for improvement, the
Internal Audit Unit function is led by the Head of Internal Audit
and reports to the President Director.
PT Elnusa Tbk
KESESUAIAN SISTEM PENGENDALIAN INTERN PERUSAHAAN
DENGAN KERANGKA YANG DIAKUI SECARA INTERNASIONAL
Perseroan memiliki sistem pengendalian intern yang sesuai dengan
kerangka kerja yang diakui secara internasional, yakni Committee
of Sponsoring Organization of the Treadway Commission (COSO).
Menurut COSO sistem pengendalian intern merupakan proses
yang melibatkan Dewan Komisaris, Direksi, serta personil lainnya.
Hal ini sejalan dengan sistem pengendalian intern yang ada di
Perusahaan yang terus berupaya meningkatkan sistem kontrol
organisasi dengan melibatkan seluruh sumber daya yang ada.
EVALUASI EFEKTIVITAS SISTEM PENGENDALIAN INTERNAL
Pengendalian internal merupakan bagian yang terintegrasi
dalam sistem dan prosedur di setiap kegiatan pada unit kerja
sehingga apabila terjadi penyimpangan maka dapat diketahui
secara dini dan dilakukan langkah perbaikan oleh unit kerja
yang bersangkutan. Review dan evaluasi terhadap efektivitas
sistem pengendalian internal dilakukan pada tingkat entitas
dan operasional. Review dan evaluasi atas efektivitas Sistem
Pengendalian Internal dilakukan secara berkala oleh auditor
Internal maupun eksternal sesuai prosedur audit yang berlaku.
Perseroan melakukan evaluasi atau penilaian atas efektivitas
pengendalian internal pada tingkat korporat maupun tingkat
operasional dengan menerapkan dan memelihara sistem
pengendalian internal dan prosedur pelaporan keuangan yang
memadai sesuai ketentuan berlaku melalui fungsi internal audit
dan Manajemen risiko.
PT Elnusa Tbk
THE CONFORMITY OF THE COMPANY'S INTERNAL CONTROL
SYSTEM WITH THE INTERNATIONALLY RECOGNIZED
FRAMEWORK
The Company has an internal control system that is in line with an
internationally recognized framework, namely the Committee of
Sponsoring Organizations of the Treadway Commission (COSO).
According to COSO the internal control system is a process that
involves the Board of Commissioners, Directors, and other
personnel. This is in line with the existing internal control system
in the Company which continues to improve the organization's
control system by involving all available resources.
EVALUATION OF THE EFFECTIVENESS OF
INTERNAL CONTROL SYSTEMS
Internal control is an integrated part of the system and procedures
in every activity in the work unit so that if deviations occur, they
can be known early and corrective steps are taken by the relevant
work unit. A review and evaluation of the effectiveness of the
internal control system is carried out at the entity and operational
level. Reviews and evaluations of the effectiveness of the Internal
Control System are conducted periodically by internal and external
auditors in accordance with applicable audit procedures.
The Company evaluates or evaluates the effectiveness of
internal control at the corporate level and operational level by
implementing and maintaining an adequate internal control
system and financial reporting procedures in accordance with
applicable regulations through the internal audit and risk
management functions.
Annual Report 2019 Laporan Tahunan 319
 TATA KELOLA PERUSAHAAN
Good Corporate Governance

PERKARA PENTING
Important Matters

PERMASALAHAN HUKUM LAW-RELATED PROBLEMS

Pada tahun 2019, terdapat perkara atau gugatan hukum oleh There was legal problems faced by the Company in 2019 compared
Perseroan sebagai berikut: to 2018 are as follows:

Posisi
Perkara Pengadilan Perseroan Materi Perkara Status Perkara Kuasa Hukum
No.
Case Court Company’s Case Material Case Status Attorney
Position
1. Perkara gugatan Pengadilan Penggugat. Gugatan perbuatan Majelis Hakim Pengadilan Negeri Jakarta MR & Partners
Perseroan Negeri Jakarta melawan hukum Selatan telah mengeluarkan Putusan No.284/
terhadap PT Selatan. yang ditujukan PDT.G/2011/PN.JKT.SEL. tanggal 22 Maret Address:
Bank Mega Tbk kepada Bank 2012, dalam Putusan tersebut Majelis Grand Wijaya
(“Tergugat”). Mega sehubungan Hakim Pengadilan Negeri Jakarta Selatan Centre Blok B
No. Perkara: penempatan memutuskan dalam amar putusannya antara No. 8-9
284/ dana deposito lain sebagai berikut: Jl. Wijaya II,
PDT.G/2011/ berjangka milik 1. Menolak eksepsi Tergugat; Kebayoran
PN.JKT.SEL. Perseroan di Bank 2. Mengabulkan gugatan Penggugat untuk Baru, Jakarta
Tanggal 18 Mei Mega. Perseroan sebagian; Selatan -
2011. menuntut ganti rugi 3. Menyatakan Penggugat beritikad baik; 12160
agar Bank Mega 4. Menyatakan penempatan deposito
mengembalikan dana berjangka yang dilakukan oleh Penggugat Contact
deposito berjangka sebesar Rp.111.000.000.000,- pada Person:
Perseroan berikut tergugat adalah sah mempunyai kekuatan DR. Dodi S.
bunganya. hukum; Abdulkadir,
5. Menyatakan secara hukum bahwa BSc, SE, S.H.,
Tergugat telah melakukan perbuatan MH
melawan hukum; T. +62 21 726
6. Menyatakan sah dan berharga sita 8378
jaminan terhadap benda tidak bergerak
(Consenvatoir Beslag) milik Tergugat yang
dilakukan oleh Pengadilan Negeri Jakarta
Selatan pada tanggal 21 Juli 2011;
7. Menghukum Tergugat untuk
membayar ganti kerugian materiil
kepada Penggugat secara tunai yakni
pencairan dana deposito pokok sebesar
Rp.111.000.000.000,- dan bunga 6%
per tahun terhadap Deposito Berjangka
tersebut terhitung sejak tanggal gugatan
perkara ini didaftarkan hingga Tergugat
melakukan penggantian kerugian;
8. Memerintahkan Tergugat untuk
melaksanakan putusan ini;
9. Menghukum Tergugat untuk membayar
biaya perkara.

320 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 Posisi
Perkara Pengadilan Perseroan Materi Perkara Status Perkara Kuasa Hukum
No.
Case Court Company’s Case Material Case Status Attorney
Position
Tergugat yakni Bank Mega mengajukan
upaya hukum Banding terhadap Putusan
Pengadilan Negeri Jakarta Selatan, kemudian
pada tanggal 11 Mei 2012, Perseroan selaku
Terbanding telah mengajukan Kontra Memori
Banding kepada Pengadilan Tinggi DKI Jakarta.
Pada tanggal 10 Januari 2013, Pengadilan
Tinggi DKI Jakarta telah memutuskan dengan
putusan No. 237/Pdt/PT.DKI jo. No. 284/
PDT.G/2011/PN.JKT.SEL dimana Pengadilan
Tinggi DKI Jakarta menguatkan putusan
Pengadilan Negeri Jakarta Selatan No. 284/
PDT.G/2011/ PN.JKT.SEL tanggal 22 Maret
2012
Atas putusan Pengadilan Tinggi tersebut,
Tergugat yakni Bank Mega mengajukan Kasasi
ke Mahkamah Agung dan telah mengajukan
Memori Kasasi pada tanggal 13 Maret 2013
dan pada tanggal 26 Maret 2013 Elnusa
mengajukan Kontra Memori Kasasi ke MA
melalui Pengadilan Negeri Jakarta Selatan.
Pada tanggal 12 Februari 2014 Mahkamah
Agung telah memutuskan dengan Putusan
Nomor 1111 K/PDT/ 2013 dimana Mahkamah
Agung menolak permohonan kasasi Bank
Mega.
terhadap Putusan Kasasi, pada tanggal 25
Maret 2015 Bank Mega mengajukan upaya
hukum Peninjauan Kembali ke Mahkamah
Agung dan telah mengajukan Memori
Peninjauan Kembali pada tanggal 25 Maret
2015 dan pada tanggal 25 Mei 2015 Elnusa
mengajukan Kontra Memori Peninjauan
Kembali ke MA melalui Pengadilan Negeri
Jakarta Selatan.
Pada tanggal 31 Maret 2016 Elnusa
mengajukan permohonan lelang eksekusi
atas dua bidang tanah milik Bank Mega
berdasarkan Penetapan Ketua Pengadilan
Negeri Jakarta Selatan No. 10/Eks.Pdt/2016
jo. No. 284/Pdt.G/2011/PN.Jkt.Sel. tanggal 12
April 2016 dan saat ini masih dalam proses di
Pengadilan Negeri Jakarta Selatan.

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 321

 TATA KELOLA PERUSAHAAN
Good Corporate Governance

Posisi
Perkara Pengadilan Perseroan Materi Perkara Status Perkara Kuasa Hukum
No.
Case Court Company’s Case Material Case Status Attorney
Position
1. Company South Jakarta Plaintiff. Lawsuit against the law The South Jakarta District Court Panel of Judges MR & Partners
lawsuit case District Court. directed at Bank Mega issued Decision No.284/PDT.G/2011/PN.JKT.SEL.
against PT in connection with dated March 22, 2012, in this decision the Panel of Address:
the placement of the Judges of the South Jakarta District Court decided in Grand Wijaya
Bank Mega Tbk
Company's time deposit its ruling the following decisions: Centre Blok B
("Defendant"). funds at Bank Mega. 1. Refused the Defendant's exception; No. 8-9
No. Case: 284/ The Company demands 2. Granted the Plaintiff's claim in part; Jl. Wijaya II,
PDT.G/2011/ compensation so that 3. Declared the Plaintiff in good faith; Kebayoran Baru,
PN.JKT.SEL. May Bank Mega returns the 4. Stated that the placement of time deposits Jakarta Selatan -
18, 2011. Company's time deposit made by the Plaintiff in the amount of 12160
funds along with the Rp111,000,000,000, - to the defendant is legally
interest. valid; Contact Person:
5. Declared legally that the Defendant has DR. Dodi S.
committed an illegal act; Abdulkadir, BSc,
6. Stated the legal and valuable seizure of SE, S.H., MH
Consenvatoir Beslag owned by the Defendant T. +62 21 726
conducted by the South Jakarta District Court on 8378
July 21, 2011;
7. Sentenced the Defendant to pay material
damages to the Plaintiff in cash, namely the
disbursement of the principal deposit funds
in the amount of Rp111,000,000,000, and 6%
interest per year on the Time Deposit from
the date the lawsuit was registered until the
Defendant made compensation;
8. Ordered the Defendant to carry out this
decision;
9. Punished the Defendant to pay the court fee.

Defendant namely Bank Mega filed an appeal

against the Decision of the South Jakarta District
Court, then on May 11, 2012, the Company as the
Appelle has filed a Counter-Appeal Memory to the
DKI Jakarta High Court.

On January 10, 2013, the DKI Jakarta High Court

has ruled with decision No. 237/Pdt/PT.DKI jo. No.
284/PDT.G/2011/PN.JKT.SEL where the DKI Jakarta
High Court upheld the decision of the South Jakarta
District Court No. 284/PDT.G/2011/PN.JKT.SEL on
March 22, 2012

Based on the decision of the Court of Appeal, the

Defendant, Bank Mega, submitted an appeal to
the Supreme Court and filed a Memorandum of
Cassation on March 13, 2013 and on March 26,
2013 Elnusa submitted an Appeal of Cassation
Memory to the Supreme Court through the
South Jakarta District Court.

On February 12, 2014 the Supreme Court ruled

with Decision No. 1111 K/PDT/2013 in which the
Supreme Court rejected Bank Mega's appeal.

With regard to the Cassation Decision, on March 25,

2015 Bank Mega submitted a legal review effort to
the Supreme Court and submitted a Judicial Review
Memorandum on March 25, 2015 and on May 25,
2015 Elnusa submitted a Counter Judicial Review
Memorandum to the Supreme Court through the
South Jakarta District Court.

On March 31, 2016 Elnusa submitted a request for

an auction on the execution of two plots of land
belonging to Bank Mega based on the Decree of the
Chairperson of the South Jakarta District Court No.
10/Eks.Pdt/2016 jo. No. 284/Pdt.G/2011/PN.Jkt.
Sel. April 12, 2016 and is currently in process at the
South Jakarta District Court.

322 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

DAMPAK PERMASALAHAN HUKUM TERHADAP PERUSAHAAN
Bahwa terhadap perkara hukum yang dihadapi oleh Perseroan,
oleh karena Perseroan masih melakukan upaya hukum
maka perkara hukum tersebut di atas sampai saat ini belum
mempengaruhi operasional Perseroan.
PENGUNGKAPAN PERMASALAHAN HUKUM YANG SEDANG
DIHADAPI DEWAN KOMISARIS DAN DIREKSI YANG SEDANG
MENJABAT
Selama periode tahun 2019, tidak ada anggota Dewan Komisaris
maupun Direksi Perseroan yang sedang menjabat, memiliki
permasalahan hukum, baik perdata maupun pidana.
PENGUNGKAPAN PERMASALAHAN HUKUM YANG SEDANG
DIHADAPI ANAK PERUSAHAAN
Selama periode tahun 2019, tidak terdapat permasalahan hukum
yang dihadapi oleh Anak Perusahaan Elnusa baik perdata maupun
pidana.
PENGUNGKAPAN SANKSI ADMINISTRASI
OLEH OTORITAS TERKAIT
Selama tahun 2019, tidak terdapat sanksi administratif material
yang mempengaruhi kelangsungan usaha Perseroan dan juga tidak
terdapat sanksi administratif yang dikenakan kepada Perseroan
sebagai organisasi, entitas anak, anggota Direksi maupun anggota
Dewan Komisaris oleh Otoritas terkait.
PERKARA PENTING DI LUAR ASPEK HUKUM
Di sepanjang tahun 2019, Perseroan tidak menemukan adanya
perkara penting di luar aspek hukum yang melibatkan Perseroan
sebagai organisasi, entitas anak, Dewan Komisaris maupun Direksi.
PT Elnusa Tbk
IMPACT OF LEGAL PROBLEMS ON THE COMPANY
Whereas the legal cases faced by the Company, because the
Company is still conducting legal efforts, the aforementioned
legal cases have not yet affected the Company's operations.
DISCLOSURE OF LEGAL ISSUES THAT ARE BEING FACED
BY THE BOARD OF COMMISSIONERS AND DIRECTORS
CURRENTLY IN OFFICE
During the 2019 period, there were no members of the Board of
Commissioners and Directors of the Company currently in office,
having legal problems, both civil and criminal.
DISCLOSURE OF LEGAL ISSUES BEING FACED BY A SUBSIDIARY
During the 2019 period, there were no legal problems faced by
Elnusa Subsidiaries, both civil and criminal.
DISCLOSURE OF ADMINISTRATIVE SANCTIONS BY RELATED
AUTHORITIES
During 2019, there were no material administrative sanctions that
affected the continuity of the Company's business and there were
also no administrative sanctions imposed on the Company as an
organization, subsidiary entity, members of the Board of Directors or
members of the Board of Commissioners by the relevant authorities.
IMPORTANT CASES OUTSIDE THE LEGAL ASPECT
Throughout 2019, the Company did not find any important
cases outside the legal aspects involving the Company as an
organization, subsidiary entity, Board of Commissioners or Board
of Directors.
Annual Report 2019 Laporan Tahunan 323
 TATA KELOLA PERUSAHAAN
Good Corporate Governance
AKSES INFORMASI DAN DATA PERUSAHAAN
Access to Company Information and Data
Perseroan senantiasa memberikan kemudahan akses Informasi
dan data Perseroan secara tepat waktu, akurat dan lengkap
kepada seluruh pemangku kepentingan. Penyebaran Informasi
kepada seluruh pemangku kepentingan merupakan bagian
penting dari implementasi prinsip transparansi Informasi. Oleh
karena itu Perseroan menyediakan akses Informasi seluas-luasnya
melalui berbagai media.
Selain itu, sebagai bentuk kepatuhan atas prinsip keterbukaan
Informasi kepada Regulator, Perseroan juga selalu melakukan
pelaporan Informasi baik melalui media surat tercatat maupun
melalui e-reporting kepada Otoritas Jasa Keuangan (www.spe.
ojk.go.id) dan Bursa Efek Indonesia (www.idxnet.co.id).
TATA KELOLA INFORMASI DAN AKSES DATA PERUSAHAAN
UNTUK PIHAK EKSTERNAL
Perseroan menyediakan akses informasi dan data perusahaan
untuk Pihak Eksternal dengan cara berikut:
Pengelolaan Situs Web
Sesuai dengan Peraturan OJK No. 8/POJK.04/2015 tentang
Situs Web Emiten Perusahaan Publik (“POJK No. 8”), Perseroan
telah mempunyai situs web resmi yang mencerminkan identitas
Perseroan dan dapat diakses melalui www.elnusa.co.id. Situs
web ini menyediakan berbagai informasi, antara lain mengenai
profil perusahaan, visi dan misi, bidang usaha, produk dan jasa
yang disediakan, informasi keuangan, berita terbaru, tanggung
jawab sosial perusahaan, keterbukaan informasi, dan lain-lain.
Situs web Perseroan juga telah tersedia dalam 2 (dua) bahasa,
yakni Bahasa Indonesia dan Bahasa Inggris. Perseroan secara
berkala memperbarui website untuk senantiasa memberikan
informasi terbaru terkait Perseroan kepada para pemangku
kepentingan serta dalam rangka memenuhi peraturan
perundang-undangan yang berlaku. Website Perseroan juga
menyediakan nomor kontak serta alamat email dan pos yang
dapat dihubungi untuk komunikasi selanjutnya dengan para
pemangku kepentingan.
Di bawah ini tersaji kesesuaian konten situs web www.elnusa.
co.id dengan peraturan OJK No. 8/POJK.04/2015 tentang Situs
Web Emiten atau Perusahaan Publik.
324 Annual Report 2019 Laporan Tahunan
The Company always provides easy access to Company
information and data in a timely, accurate and complete
manner to all stakeholders. Dissemination of information to all
stakeholders is an important part of implementing the principle
of transparency of information. Therefore the Company provides
access to the widest possible information through various media.
In addition, as a form of compliance with the principle of information
disclosure to the Regulator, the Company also always reports
information both through the media of registered letters and through
e-reporting to the Financial Services Authority (www.spe.ojk.go.id)
and the Indonesia Stock Exchange (www .idxnet.co.id).
CORPORATE INFORMATION MANAGEMENT AND DATA
ACCESS FOR EXTERNAL PARTIES
The Company provides access to company information and data
for external parties in the following ways:
Website Management
In accordance with OJK Regulation No. 8/POJK.04/2015 concerning
Public Company Issuer Websites ("POJK No. 8"), the Company has
an official website that reflects the Company's identity and can
be accessed via www.elnusa.co.id. This website provides a variety
of information, including regarding company profile, vision and
mission, line of business, products and services provided, financial
information, latest news, corporate social responsibility, information
disclosure, and others.
The Company's website is also available in 2 (two) languages,
namely Indonesian and English. The Company regularly updates
the website to keep the Company informed of the latest information
to stakeholders and in order to comply with applicable laws and
regulations. The Company's website also provides contact numbers
and email and postal addresses that can be contacted for further
communication with stakeholders.
Below is presented the suitability of the website content www.
elnusa.co.id with OJK regulation No. 8/POJK.04/2015 concerning
Issuer's or Public Companies' Websites.
PT Elnusa Tbk
 Kesesuaian
dengan Situs Web
POJK No. 8/POJK.04/2015 tentang Situs Web Emiten atau Perusahaan Publik Perseroan
POJK No. 8/POJK.04/2015 concerning Issuer's or Public Companies' Websites Compliance with
the Company's
Website
Ketentuan Umum
General Requirements
Situs Web Emiten atau Perusahaan Publik wajib menyajikan informasi dalam Bahasa Indonesia dan bahasa asing, dengan v
ketentuan bahasa asing yang digunakan paling kurang Bahasa Inggris. Informasi yang disajikan dalam bahasa asing wajib
memuat informasi yang sama dengan informasi yang disajikan dalam Bahasa Indonesia.
The Issuer's Website or Public Company must present information in Indonesian and foreign languages, provided that the
foreign language used is at least English. Information presented in foreign languages must contain the same information as
information presented in Indonesian.
Informasi yang termuat mengenai Emiten atau Perusahaan Publik terbuka untuk umum, aktual, dan terkini. v
The information contained on the Issuer or Public Company is open to the public, current and current.
Dapat diakses setiap saat oleh semua pihak. v/x
Can be accessed at any time by all parties.

Informasi Umum Emiten atau Perusahaan Publik

General Information of Issuers or Public Companies
Identitas Perusahaan, mencakup nama, alamat dan kontak kantor pusat dan/atau kantor perwakilan Emiten atau Perusahaan v
Publik, dan alamat pabrik (jika ada) yang paling kurang meliputi nomor telepon, nomor faksimili, dan alamat surat
elektronik yang dapat dihubungi.
Company Identity, including the name, address and contact of the head office and/or representative office of the Issuer or
Public Company, and the address of the manufacturer (if any) which at least includes telephone numbers, facsimile numbers,
and e-mail addresses that can be contacted.
Riwayat singkat Emiten atau Perusahaan Publik. v
Brief history of Issuers or Public Companies.
Struktur organisasi Emiten atau Perusahaan Publik. v
Issuer or Public Company organizational structure.
Struktur kepemilikan Emiten atau Perusahaan Publik, meliputi: v
• Uraian tentang nama pemegang saham dan persentase kepemilikannya setiap akhir bulan.
• Informasi mengenai pemegang saham utama dan pengendali Emiten atau Perusahaan Publik, baik langsung maupun
tidak langsung, sampai kepada pemilik individu, yang disajikan dalam bentuk skema atau diagram.
• Nama entitas anak, perusahaan asosiasi, perusahaan ventura bersama dimana Emiten atau Perusahaan Publik memiliki
pengendalian bersama entitas, beserta persentase kepemilikan saham, bidang usaha, dan status operasi perusahaan
tersebut (jika ada).
The structure of ownership of Issuers or Public Companies, includes:
• A description of the name of the shareholders and percentage of ownership at the end of each month.
• Information regarding major and controlling shareholders of Issuers or Public Companies, both directly and indirectly,
to individual owners, presented in the form of schemes or diagrams.
• Name of a subsidiary, associated company, joint venture company in which the Issuer or Public Company has joint control
of the entity, along with the percentage of share ownership, line of business and operating status of the company (if any).
Struktur grup Emiten atau Perusahaan Publik dalam bentuk bagan yang paling kurang meliputi perusahaan dalam grup v
Emiten atau Perusahaan Publik yang berada dalam pengawasan Otoritas Jasa Keuangan.
The structure of the Issuer or Public Company group in the form of a chart that at least includes companies in the Issuer or
Public Company group that are under the supervision of the Financial Services Authority.
Profil Direksi, Dewan Komisaris, Komite, dan Sekretaris Perusahaan paling kurang meliputi: foto, nama, riwayat jabatan— v
termasuk rangkap jabatan, riwayat pendidikan, dan hubungan afiliasi anggota Direksi dan anggota Dewan Komisaris dengan
anggota Direksi dan/atau anggota Dewan Komisaris lainnya, serta pemegang saham (jika ada).
Profiles of the Board of Directors, Board of Commissioners, Committees, and Corporate Secretary at least include: photo,
name, position history - including concurrent positions, educational history, and affiliation of members of the Board of
Directors and members of the Board of Commissioners with members of the Board of Directors and/or other members of
the Board of Commissioners, as well as shareholders (if any).
Nama dan alamat Akuntan Publik yang mengaudit laporan keuangan Emiten atau Perusahaan Publik dalam tahun berjalan. v
Name and address of the Public Accountant who audited the financial statements of the Issuer or Public Company in the
current year.
Nama dan alamat Pemeringkat Efek (jika ada). v
Name and address of the Securities Rating Agency (if any).
Nama dan alamat Wali Amanat (jika ada). v
Name and address of the Trustee (if any).
Nama dan alamat Biro Administrasi Efek (jika ada). v
Name and address of the Securities Administration Agency (if any).
Dokumen Anggaran Dasar. v
Articles of Association.

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 325

 TATA KELOLA PERUSAHAAN
Good Corporate Governance

Kesesuaian
dengan Situs Web
POJK No. 8/POJK.04/2015 tentang Situs Web Emiten atau Perusahaan Publik Perseroan
POJK No. 8/POJK.04/2015 concerning Issuer's or Public Companies' Websites Compliance with
the Company's
Website

Informasi bagi Pemodal atau Investor

Information for Investors
Prospektus Penawaran Umum. v
Public Offering Prospectus.
Laporan tahunan, untuk periode 5 (lima) tahun buku terakhir. v
Annual reports, for the last 5 (five) fiscal years.
Informasi keuangan, paling kurang meliputi: v
• Laporan keuangan tahunan, untuk periode 5 (lima) tahun buku terakhir.
• Laporan keuangan tengah tahunan, untuk periode 5 (lima) tahun buku terakhir.
• Ikhtisar data keuangan penting, dalam bentuk perbandingan untuk 5 (lima) tahun buku terakhir yang paling kurang memuat:
» Pendapatan, laba bruto, laba (rugi), laba (rugi) yang dapat diatribusikan kepada pemilik entitas induk dan kepentingan
non pengendali, total laba (rugi) komprehensif, laba (rugi) komprehensif yang dapat diatribusikan kepada pemilik
entitas induk dan kepentingan non pengendali, dan laba (rugi) per saham.
» Jumlah aset, liabilitas dan ekuitas.
» Rasio laba (rugi) terhadap jumlah aset, rasio laba (rugi) terhadap ekuitas, rasio laba (rugi) terhadap pendapatan,
rasio lancar, rasio liabilitas terhadap ekuitas, dan rasio liabilitas terhadap jumlah aset.
» Informasi dan rasio keuangan lainnya yang relevan dengan perusahaan dan jenis industrinya.

Financial information, at least includes:

• Annual financial statements, for the last 5 (five) fiscal years.
• Semi-annual financial statements, for the last 5 (five) fiscal years.
• Summary of important financial data, in the form of a comparison for the last 5 (five) fiscal years which at least contains:
» Revenue, gross profit, profit (loss), profit (loss) attributable to owners of the parent entity and non-controlling
interests, total comprehensive profit (loss), comprehensive income (loss) attributable to owners of the parent entity
and non-controlling interests and profit (loss) per share.
» Total assets, liabilities and equity.
» Laba Ratio of profit (loss) to total assets, ratio of profit (loss) to equity, ratio of profit (loss) to income, current ratio,
ratio of liabilities to equity, and ratio of liabilities to total assets.
» Other financial information and ratios that are relevant to the company and the type of industry.
Informasi Rapat Umum Pemegang Saham, paling kurang meliputi: v
• Pengumuman dan pemanggilan.
• Bahan mata acara yang dibahas dalam Rapat Umum Pemegang Saham.
• Riwayat hidup calon anggota Direksi dan Dewan Komisaris apabila terdapat mata acara pengangkatan atau penggantian
anggota Direksi dan Dewan Komisaris.
• Ringkasan risalah Rapat Umum Pemegang Saham.

Information on the General Meeting of Shareholders, at least includes:

• Announcements and summons.
• Agenda material discussed at the General Meeting of Shareholders.
• Curriculum vitae of prospective members of the Board of Directors and the Board of Commissioners if there are agenda
of appointment or replacement of members of the Board of Directors and Board of Commissioners.
• Summary of minutes of the General Meeting of Shareholders.
Informasi saham, paling kurang meliputi: v
• Jumlah saham beredar.
• Pemecahan saham (jika ada).
• Penggabungan saham (jika ada).
• Saham bonus (jika ada).
• Perubahan nilai nominal saham (jika ada).

Stock information, at least includes:

• Number of shares outstanding.
• Stock splits (if any).
• Merger of shares (if any).
• Bonus shares (if any).
• Changes in the face value of shares (if any).
Informasi obligasi dan/atau Sukuk, paling kurang meliputi nilai obligasi yang belum lunas/terhutang (outstanding bond) v
dan/atau Sukuk, hasil pemeringkatan obligasi dan/atau Sukuk, tanggal jatuh tempo, dan tingkat bunga obligasi dan/atau
imbal hasil Sukuk.
Bond and/or Sukuk information, at least includes the value of outstanding bonds and/or Sukuk, bond and/or Sukuk rating
results, maturity date, and bond interest rate and/or Sukuk yield.
Informasi dividen. v
Dividend Information.

326 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 Kesesuaian
dengan Situs Web
POJK No. 8/POJK.04/2015 tentang Situs Web Emiten atau Perusahaan Publik Perseroan
POJK No. 8/POJK.04/2015 concerning Issuer's or Public Companies' Websites Compliance with
the Company's
Website
Informasi untuk pemodal atau investor, media, publik, dan/atau analis (jika ada). v
Information for investors or investors, media, public and/or analysts (if any).
Informasi terkait aksi korporasi yang dilakukan oleh Emiten atau Perusahaan Publik dan tindakan yang dilakukan oleh pihak v
lain terhadap Emiten atau Perusahaan Publik (jika ada), meliputi:
• Transaksi Afiliasi dan Benturan Kepentingan Transaksi Tertentu.
• Transaksi Material dan perubahan Kegiatan Usaha Utama.
• Penggabungan Usaha atau Peleburan Usaha.
• Pengambilalihan Perusahaan Terbuka.
• Kuasi Reorganisasi.
• Pembelian kembali saham yang dikeluarkan oleh Emiten atau Perusahaan Publik.
• Pembagian Saham Bonus.
• Pernyataan Penawaran Tender.
• Pembelian kembali saham oleh Emiten atau Perusahaan Publik dalam kondisi pasar yang berpotensi krisis.
• Program kepemilikan saham oleh anggota Direksi, anggota Dewan Komisaris, dan karyawan dari Emiten atau Perusahaan
Publik atau pihak terkendali.

Information relating to corporate actions taken by Issuers or Public Companies and actions taken by other parties against
Issuers or Public Companies (if any), including:
• Affiliated Transactions and Conflicts of Interest on Certain Transactions.
• Material Transactions and changes in Main Business Activities.
• Business Combination or Business Consolidation.
• Takeover of a public company.
• Quasi Reorganization.
• Buy back shares issued by Issuers or Public Companies.
• Distribution of Bonus Shares.
• Tender Offer Statement.
• Buy back shares by Issuer or Public Company in a potentially crisis market condition.
• Share ownership program by members of the Board of Directors, members of the Board of Commissioners, and employees
of the Issuer or Public Company or controlled parties.
Informasi atau Fakta Material selain yang telah diungkapkan dalam Peraturan Otoritas Jasa Keuangan ini. v
Material Information or Facts other than those that have been disclosed in this Financial Services Authority Regulation.

Informasi Tata Kelola Perusahaan

Corporate Governance Information
Pedoman kerja Direksi dan Dewan Komisaris. v
Work guidelines for the Board of Directors and Board of Commissioners.
Pengangkatan, pemberhentian, dan/atau kekosongan Sekretaris Perusahaan, termasuk Sekretaris Perusahaan sementara, v
serta informasi pendukungnya.
Appointment, dismissal and/or vacancy of the Corporate Secretary, including the temporary Corporate Secretary, and
supporting information.
Piagam Unit Audit Internal. v
Internal Audit Unit Charter.
Kode etik. v
Code of Ethics.
Pedoman kerja komite. v
Committee work guidelines.
Pengangkatan dan pemberhentian anggota Komite Audit. v
Appointment and dismissal of members of the Audit Committee.
Uraian prosedur Nominasi dan Remunerasi, apabila tidak dibentuk Komite Nominasi dan Remunerasi. v
Description of the Nomination and Remuneration procedure, if no Nomination and Remuneration Committee is established.
Kebijakan manajemen risiko. v
Risk management policy.
Kebijakan mekanisme sistem pelaporan pelanggaran (jika ada). v
Policy mechanism for reporting violations (if any).
Kebijakan anti korupsi (jika ada). v
Anti-corruption policy (if any).
Kebijakan terkait seleksi pemasok dan hak kreditur (jika ada). v
Policy regarding supplier selection and creditor rights (if any).

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 327

 TATA KELOLA PERUSAHAAN
Good Corporate Governance

Kesesuaian
dengan Situs Web
POJK No. 8/POJK.04/2015 tentang Situs Web Emiten atau Perusahaan Publik Perseroan
POJK No. 8/POJK.04/2015 concerning Issuer's or Public Companies' Websites Compliance with
the Company's
Website
Kebijakan dalam peningkatan kemampuan vendor (jika ada). v
Policy on increasing vendor capabilities (if any).

Informasi Tanggung Jawab Sosial Perusahaan

Corporate Social Responsibility Information
Bidang lingkungan hidup; termasuk kebijakan, jenis program dan biaya yang dikeluarkan oleh Emiten dan Perusahaan Publik. v
The environment sector; including policies, types of programs and costs incurred by Issuers and Public Companies.
Praktik ketenagakerjaan, kesehatan, dan keselamatan kerja; termasuk kebijakan, jenis program dan biaya yang dikeluarkan v
oleh Emiten dan Perusahaan Publik.
Labor, health and safety practices; including policies, types of programs and costs incurred by Issuers and Public Companies.
Pengembangan sosial dan kemasyarakatan; termasuk kebijakan, jenis program dan biaya yang dikeluarkan oleh Emiten dan v
Perusahaan Publik.
Social and community development; including policies, types of programs and costs incurred by Issuers and Public Companies.
Tanggung jawab produk dan/atau layanan, dengan disertai informasi pendukungnya; termasuk kebijakan, jenis program dan v
biaya yang dikeluarkan oleh Emiten dan Perusahaan Publik.
Product and/or service responsibilities, accompanied by supporting information; including policies, types of programs and
costs incurred by Issuers and Public Companies.
v = ada/x = tidak ada v = available/x = not available

Situs Web Website

Melalui Situs Web Perseroan www.elnusa.co.id sebagai pusat
publikasi informasi kepada pihak eksternal, yang telah sesuai
dengan peraturan POJK No. 8/POJK.04/2015 tentang Situs Web
Emiten atau Perusahaan Publik, disajikan dalam Bahasa Indonesia
maupun Bahasa Inggris. Informasi yang tersedia dalam situs
Perseroan adalah meliputi:
1. Informasi Bagi Investor & Pemegang Saham, di antaranya;
Struktur Pemegang Saham, Komposisi Pemegang Saham,
Rapat Umum Pemegang Saham, Aksi Korporasi, Informasi
Dividen, Harga Saham, dan Pertemuan Analist.
2. Standar Etika Perusahaan
3. Informasi Rapat Umum Pemegang Saham (RUPS), di
antaranya; Ringkasan Risalah RUPS, Tata Tertib RUPS,
Form Surat Kuasa (Badan Hukum), Form Surat Kuasa
(Perorangan), Material Agenda RUPS, Pemanggilan RUPS,
dan Pengumuman RUPS.
4. Laporan Keuangan Tahunan Terpisah (10 Tahun Terakhir).
5. Struktur Manajemen, di antaranya; Profil Dewan Komisaris,
Profil Direksi, Profil Komite, dan Profil Sekretaris Perusahaan.
6. Kebijakan & Arahan, di antaranya; Board Manual, Piagam
Komite Audit, Piagam Komite Manajemen Risiko, Piagam
Komite Nominasi & Remunerasi, Piagam Sekretaris
Perusahaan, dan Piagam Unit Audit Internal
Through the Company's website www.elnusa.co.id as a center
for publication of information to external parties, which are in
accordance with POJK regulations No. 8/POJK.04/2015 concerning
Issuer's or Public Company Websites, presented in Indonesian and
English. Information available on the Company's website includes:
1. Information for Investors & Shareholders, including;
Shareholder Structure, Shareholders Composition, General
Meeting of Shareholders, Corporate Actions, Dividend
Information, Share Prices and Analyst Meetings.
2. Corporate Ethics Standards
3. Information on the General Meeting of Shareholders (GMS),
including; Summary of GMS Minutes, GMS Rules, Power
of Attorney Form (Legal Entity), Power of Attorney Form
(Individual), GMS Agenda Material, GMS Summons and
GMS Announcement.
4. Separate Annual Financial Statements (Last 10 Years).
5. Management Structure, including; Board of Commissioners
'Profiles, Directors' Profiles, Committee's Profiles and
Company Secretary's Profiles.
6. Policies & Directives, including; Board Manual, Audit
Committee Charter, Risk Management Committee Charter,
Nomination & Remuneration Committee Charter, Corporate
Secretary Charter and Internal Audit Unit Charter

E-mail
E-mail resmi Perseroan untuk mengakomodir berbagai
pertanyaan dan informasi terkait dengan Perseroan, yaitu dengan
menghubungi Corporate Secretary pada e-mail: corporate@
elnusa.co.id
E-mail
The Company's official email to accommodate various questions
and information related to the Company, namely by contacting
the Corporate Secretary at email: corporate@elnusa.co.id

Siaran Pers Press conference

Perseroan memanfaatkan media massa sebagai mitra untuk The Company utilizes mass media as a partner to disseminate
menyebarluaskan informasi tentang Perseroan kepada khalayak. information about the Company to the public. The following is
Berikut disampaikan siaran pers yang dilakukan Perseroan di a press release conducted by the Company throughout 2019.
sepanjang tahun 2019.

328 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 Tanggal Judul
Date Title
19 Februari Tahun Buku 2018: Elnusa Pecahkan Rekor Pendapatan Usaha
19 February Fiscal Year 2018: Elnusa Sets Record of Operating Revenues
25 Februari Elnusa Dukung Smart City Pengelolaan Air Kota Tangerang Berbasis IoT
25 February Elnusa Supports Smart City Management of Tangerang City Water Based on IoT
11 April RUPS Tahunan: Elnusa Bagikan Divide Rp69 Miliar dari Laba Bersih
11 April Annual GMS: Elnusa Distributes Dividends of Rp69 Billion from Net Profit
23 April Tingkatkan Kualitas Eksplorasi Migas, Elnusa Gunakan Teknologi Nodal
23 April Improving the Quality of Oil and Gas Exploration, Elnusa Uses Nodal Technology
25 April Elnusa Layarkan Kapal Seismik Berbendera Indonesia di Semenanjung Indocina
25 April Elnusa Sails Indonesian-Flagged Seismic Ship in Indochina Peninsula
30 April Perkuat Strategi Portfolio Bisnis, Elnusa Optimis Pertumbuhan Kinerja 2019
30 April Strengthening Business Portfolio Strategy, Elnusa is Optimistic about 2019 Performance
30 Juli Semester I 2019: Kinerja Elnusa Semakin Kokoh, Laba Bersih Naik 21%
30 July Semester I 2019: Elnusa's Performance Increasingly Sturdy, Net Profit Increases 21%
28 Agustus Paparan Publik 2019: Diversifikasi Portofolio Jadi Kunci Kinerja Gemilang Elnusa
28 August 2019 Public Expose: Portfolio Diversification is Key to Elnusa's Glorious Performance
30 Agustus Elnusa Siap Alih Kelola Depot LPG Amurang
30 August Elnusa Ready to Change to Manage Amurang LPG Depot
4 September Geliat Elnusa Jajaki Pasar di Luar Negeri dari Asia hingga Afrika
4 September Elnusa stretching explores overseas markets from Asia to Africa
30 Oktober Kuartal III 2019: Elnusa Terus Torehkan Kinerja Stabil Sepanjang Tahun
30 October Quarter III 2019: Elnusa Continues to Achieve Stable Performance Throughout the Year
18 November KKP Jambi Merang: Elnusa Mulai Layarkan Elsa Regent untuk Survei Seismik 2D di Wilayah Terbuka
18 November Jambi Merang MPA: Elnusa Begins Sailing Elsa Regent for 2D Seismic Survey in Open

Laporan Tahunan Annual report

Perseroan juga menerbitkan buku Laporan Tahunan yang
dibagikan kepada pemegang saham dan pemangku kepentingan
lainnya. Penerbitan dan penyampaian Laporan Tahunan juga
merupakan bentuk pemenuhan Perseroan terhadap ketentuan
peraturan dan informasi Perseroan serta salah satu syarat
pelaksanaan RUPS.
The Company also publishes Annual Report books that are
distributed to shareholders and other stakeholders. The issuance
and submission of the Annual Report is also a form of the
Company's compliance with the provisions of the Company's
regulations and information as well as one of the requirements
for holding a GMS.

Media Massa Mass media

Perseroan selalu memuat Informasi penting yang perlu diketahui
oleh publik sebagai bentuk transparansi bagi para pemangku
kepentingan dalam surat kabar berperedaran nasional. Selain itu
Perseroan juga selalu menjaga hubungan baik dengan beberapa
media massa untuk memberikan update Informasi penting
Perseroan dengan melakukan media visit.
The Company always discloses important information that
needs to be known by the public as a form of transparency for
stakeholders in national circulation newspapers. In addition,
the Company also always maintains good relations with several
mass media to provide important updates to the Company's
information by conducting media visits.

Aktivitas Investor Relations Investor Relations Activities

Sebagai bentuk keterbukaan informasi, Perseroan senantiasa
memberikan keterangan informasi melalui aktivitas yang terkait
Investor Relations. Perseroan mempunyai mempunyai Bagian
Hubungan Investor (Investor Relations) yang berkedudukan dibawah
Corporate Secretary dan bertugas sebagai penghubung perusahaan
dengan komunitas pasar modal dan pihak eksternal lain.
As a form of information disclosure, the Company always provides
information information through activities related to Investor
Relations. The Company has an Investor Relations Section located
under the Corporate Secretary and is in charge of liaising the
company with the capital market community and other external
parties.

Bagian Investor Relation memiliki tanggung jawab untuk
memastikan dipenuhinya aspek keterbukaan sebagai salah satu
prinsip GCG kepada komunitas pasar modal, membina hubungan
dengan para investor saham dan obligasi maupun surat berharga
lainnya, para analis, jurnalis, wali amanat, lembaga pemeringkat,
Self Regulatory Organization (SRO), serta komunitas keuangan
terkait lainnya.
The Investor Relations Section has the responsibility to ensure
that transparency is fulfilled as one of the principles of GCG to the
capital market community, fostering relationships with investors
in shares and bonds and other securities, analysts, journalists,
trustees, rating agencies, Self Regulatory Organization (SRO),
and other related financial communities.

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 329

 TATA KELOLA PERUSAHAAN
Good Corporate Governance
Untuk memenuhi tanggung jawab tersebut serta dalam rangka
memenuhi peraturan dan meningkatkan komunikasi yang efektif,
Bagian Investor Relations Perseroan menyelenggarakan beragam
kegiatan mencakup: public expose dan analyst meeting, menerima
company visit, field visit, dan conference call, melakukan update
informasi pada investor relation website serta mengikuti investor
conference dan non-deal roadshow.
Kegiatan Hubungan Investor Tahun 2019
Investor Relations Activity in 2019
Paparan Publik
Public Call
Investor Meeting dan Conference Call
Investor Meeting and Conference Call
Roadshow dan Konferensi
Roadshow and Conference
Perseroan melakukan public expose atau paparan publik kepada
pemegang saham, pemangku kepentingan dan masyarakat umum
tentang aktivitas operasi dan proses usaha Perseroan. Paparan
publik dilakukan melalui metode presentasi kepada pemegang
saham, pemangku kepentingan dan pihak-pihak yang diundang.
Perseroan memandang paparan publik yang dilakukan akan
membantu Perseroan dalam menyampaikan informasi yang lebih
luas dan menjangkau khalayak lebih banyak.
Public expose tahun 2019 diadakan sebanyak 1 (satu) kali,
diadakan pada 28 Agustus 2019 di Bursa Efek Indonesia. Agenda
Public expose adalah melakukan presentasi manajemen atau
paparan publik mengenai Perseroan.
Komunikasi dengan Regulator
Dalam hal compliance, Corporate Secretary Perseroan senantiasa
memenuhi dan memastikan Perusahaan mematuhi peraturan
yang berlaku untuk Perseroan sebagai publc & listed company.
Karenanya, Corporate Secretary secara teratur memberikan
keterbukaan informasi kepada publik, Otoritas Jasa Keuangan
dan Bursa Efek Indonesia sebagai otoritas pasar modal, sesuai
dengan ketentuan yang berlaku, baik untuk pelaporan berkala
maupun insidentil. Selama tahun 2019, Perseroan tidak pernah
mendapatkan teguran maupun sanksi dari regulator pasar modal
terkait keterbukaan informasi tersebut.
Berikut adalah daftar Keterbukaan Informasi yang telah
disampaikan oleh Perseroan, yang dikelola oleh Corporate
Secretary dan disampaikan melalui surat kepada Otoritas
Jasa Keuangan (OJK) dan e-reporting Bursa Efek Indonesia
(www.idx.co.id),
330 Annual Report 2019 Laporan Tahunan
To fulfill these responsibilities and in order to meet regulations
and improve effective communication, the Investor Relations
Division of the Company conducts a variety of activities including:
public exposures and analyst meetings, receiving company visits,
field visits, and conference calls, updating information on investor
relations websites and following the investor conference and
non-deal roadshow.
Frekuensi
Frequency
1
40
1
The Company carries out public exposures or public exposures
to shareholders, stakeholders and the general public regarding
the Company's operational activities and business processes.
Public exposure is carried out through a presentation method
to shareholders, stakeholders and invited parties. The Company
views that the public exposure that will be carried out will assist
the Company in conveying wider information and reaching a
wider audience.
Public Expose in 2019 was held 1 (one) time, held on August
28, 2019 on the Indonesia Stock Exchange. The public expose
agenda is to make a management presentation or public expose
on the Company.
Communication with Regulators
In terms of compliance, the Company's Corporate Secretary always
meets and ensures that the Company complies with regulations
that apply to the Company as a publicly listed company. Therefore,
the Corporate Secretary regularly provides information disclosure
to the public, the Financial Services Authority and the Indonesia
Stock Exchange as the capital market authority, in accordance
with applicable regulations, both for periodic and incidental
reporting. During 2019, The Company never received a reprimand
or sanction from the capital market regulator regarding the
disclosure of the information.
The following is a list of Information Disclosures that have
been submitted by the Company, which are managed by the
Corporate Secretary and submitted by letter to the Financial
Services Authority (OJK) and e-reporting of the Indonesia Stock
Exchange (www.idx.co.id),
PT Elnusa Tbk
 Jenis Informasi Jumlah Judul Informasi Tanggal
Information Type Total Information Title Date
Laporan Tahunan 1 Laporan Tahunan 2018 20 Maret
Annual Report 2018 Annual Report March 20
Laporan Keuangan Audit 1 Laporan Keuangan Konsolidasian Audit per 31 Desember 2018 19 Februari
Audited Financial Report Audited, Consolidated Financial Statements as of December 31, 2018 February 19
Iklan publikasi laporan keuangan 2 • Iklan Laporan keuangan audit per 31 Desember 2018. Surat kabar: Bisnis 19 Februari
Advertising publication of financial Indonesia February 19
statements • Iklan Laporan keuangan interim per 30 Juni 2019. Surat kabar: Bisnis Indonesia
• Advert of audit financial statements as of December 31, 2018. Newspaper:
Bisnis Indonesia
• Advert of Interim financial statements as of June 30, 2019. Newspaper:
Bisnis Indonesia
Laporan keuangan interim 3 • Laporan Keuangan per 31 Maret 2019 30 April
• Laporan Keuangan interim per 30 Juni 2019 30 Juli
• Laporan Keuangan interim per 30 September 2019 30 Oktober

Interim Financial Statement • Financial Report as of March 31, 2019 April 30

• Interim Financial Statements as of June 30, 2019 June 30
• Interim Financial Statements as of September 30, 2019 October 30
Laporan terkait RUPS 5 RUPS Tahunan
• Pemberitahuan RUPS Tahunan kepada OJK 26 Februari
• Pengumuman RUPS Tahunan (termasuk iklan publikasi) 5 Maret
• Pemanggilan RUPS Tahunan (termasuk iklan publikasi) 20 Maret
• Ringkasan Risalah RUPS Tahunan & Jadwal pembayaran dividen (termasuk 12 April
iklan publikasi)
• Risalah RUPS Tahunan 10 Mei
GMS-related Reports
Annual GMS
• Notification of Annual GMS to OJK February 26,
• Announcement of Annual GMS (including publication advertisements) March 5
• Summons of Annual GMS (including publication advertisements) March 20
• Summary of Annual GMS Minutes & Schedule for dividend payments (including April 12
publication advertisements)
• Minutes of Annual GMS May 10
Press Release yang disampaikan 12 • Tahun Buku 2018: Elnusa Pecahkan Rekor Pendapatan Usaha 19 Februari
ke OJK • Elnusa Dukung Smart City Pengelolaan Air Kota Tangerang Berbasis IoT 25 Februari
• RUPS Tahunan: Elnusa Bagikan Divide Rp69 Miliar dari Laba Bersih 11 April
Press Release revealed to OJK • Tingkatkan Kualitas Eksplorasi Migas, Elnusa Gunakan Teknologi Nodal 23 April
• Elnusa Layarkan Kapal Seismik Berbendera Indonesia di Semenanjung Indocina 25 April
• Perkuat Strategi Portfolio Bisnis, Elnusa Optimis Pertumbuhan Kinerja 2019 30 April
• Semester I 2019: Kinerja Elnusa Semakin Kokoh, Laba Bersih Naik 21% 30 Juli
• Paparan Publik 2019: Diversifikasi Portofolio Jadi Kunci Kinerja Gemilang Elnusa 28 Agustus
• Elnusa Siap Alih Kelola Depot LPG Amurang 30 Agustus
• Geliat Elnusa Jajaki Pasar di Luar Negeri dari Asia hingga Afrika 4 September
• Kuartal III 2019: Elnusa Terus Torehkan Kinerja Stabil Sepanjang Tahun 30 Oktober
• KKP Jambi Merang: Elnusa Mulai Layarkan Elsa Regent untuk Survei Seismik 18 November
2D di Wilayah Terbuka

• Fiscal Year 2018: Elnusa Sets Record of Operating Revenues February 19

• Elnusa Supports Smart City based on IoT-based Tangerang City Water February 25
Management April 11
• Annual GMS: Elnusa Distributes Rp69 Billion Divide from Net Profit April 23
• Improving the Quality of Oil and Gas Exploration, Elnusa Uses Nodal Technology April 25
• Elnusa Says Indonesian-Flagged Seismic Ship in Indochina Peninsula April 30
• Strengthen Business Portfolio Strategy, Elnusa Optimistic Growth in 2019 July 30
Performance August 28
• Semester I 2019: Elnusa's Performance Increasingly Sturdy, Net Profit August 30
Increases 21% September 4
• Public Exposure 2019: Diversification of Portfolios is Key to Elnusa's Glorious October 30
Performance November 18
• Elnusa Ready to Change to Manage Amurang LPG Depot
• Stretching Elnusa Explores Overseas Markets from Asia to Africa
• Quarter III 2019: Elnusa Continues to Achieve Stable Performance Throughout
the Year
• Jambi Merang MPA: Elnusa Begins Lay Elsa Regent for 2D Seismic Survey
in Open Areas

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 331

 TATA KELOLA PERUSAHAAN
Good Corporate Governance

Jenis Informasi Jumlah Judul Informasi Tanggal

Information Type Total
Keterbukaan Informasi Lainnya
Other Information Disclosure
Laporan Bulanan Registrasi 12
Pemegang Efek
Monthly Report of Securities
Holder Registration
Laporan data utang/kewajiban 12
perusahaan dalam valuta asing
Debt/obligation data report of
the company in foreign exchange
Information Title Date
5 • Laporan Hasil Evaluasi Komite Audit PT Elnusa Tbk terhadap Pelaksanaan 26 Maret
Pemberian Jasa Audit atas Informasi Keuangan Historis Tahunan Tahun
Buku 2018
• Perubahan Susunan Anggota Komite Audit PT Elnusa Tbk 2 Mei
• Perubahan Kepala Internal Audit PT Elnusa Tbk 2 Mei
• Perubahan Sekretaris Perusahaan PT Elnusa Tbk 4 November
• Laporan Penunjukan AP dan/atau KAP PT Elnusa Tbk 8 November
• Report on the Evaluation Results of the Audit Committee of PT Elnusa Tbk on March 26
the Implementation of Audit Services Providing Annual Financial Financial
Information for Fiscal Year 2018
• Changes in the Composition of Audit Committee Members of PT Elnusa Tbk May 2
• Changes to the Head of Internal Audit of PT Elnusa Tbk May 2
• Change in Corporate Secretary of PT Elnusa Tbk November 4
• Report on the Appointment of AP and/or KAP of PT Elnusa Tbk November 8
• Laporan per 31 Januari 2019 7 Februari
• Laporan per 28 Februari 2019 8 Maret
• Laporan per 31 Maret 2019 8 April
• Laporan per 30 April 2019 7 Mei
• Laporan per 31 Mei 2019 10 Juni
• Laporan per 30 Juni 2019 5 Juli
• Laporan per 31 Juli 2019 7 Agustus
• Laporan per 31 Agustus 2019 5 September
• Laporan per 30 September 2019 8 Oktober
• Laporan per 31 Oktober 2019 8 November
• Laporan per 30 November 2019 11 Desember
• Laporan per 31 Desember 2019 7 Januari 2020
• Report as of January 31, 2019 February 7
• Reports as of February 28, 2019 March 8
• Report as of March 31, 2019 April 8
• Report as of April 30,2019 May 7
• Report as of May 31, 2019 June 10
• Report as of June 30, 2019 July 5
• Report as of July 31, 2019 August 7
• Report as of August 31, 2019 September 5
• Report as of September 30, 2019 October 8
• Report as of October 31, 2019 November 8
• Report as of November 30, 2019 December 11
• Report as of December 31, 2019 January 7, 2020
• Laporan per Januari 2019 7 Februari
• Laporan per Februari 2019 10 Maret
• Laporan per Maret 2019 8 April
• Laporan per April 2019 7 Mei
• Laporan per Mei 2019 10 Juni
• Laporan per Juni 2019 5 Juli
• Laporan per Juli 2019 5 Agustus
• Laporan per Agustus 2019 5 September
• Laporan per September 2019 8 Oktober
• Laporan per Oktober 2019 8 November
• Laporan per November 2019 11 Desember
• Laporan per Desember 2019 8 Januari
• Report as of January 2019 February 7
• Reports as of February 2019 March 10
• Report as of March 2019 April 8
• Report as of April 2019 May 7
• Report as of May 2019 June 10
• Report as of June 2019 July 5
• Report as of July 2019 August 5
• Report as of August 2019 September 5
• Report as of September 2019 October 8
• Report as of October 2019 November 8
• Report as of November 2019 December 11
• Report as of December 2019 January 8

Penyebaran informasi merupakan bagian penting dari perwujudan
prinsip transparansi informasi. Untuk itu selain pelaporan di atas,
Perseroan juga menyediakan akses informasi seluas-luasnya bagi
para stakeholders dan shareholders melalui situs Perseroan di
www.elnusa.co.id dalam Bahasa Indonesia dan Bahasa Inggris.
Dissemination of information is an important part of the realization
of the principle of information transparency. For this reason, in
addition to the above reporting, the Company also provides access
to the widest possible information for stakeholders and shareholders
through the Company's website at www.elnusa.co.id in Indonesian
and English.

332 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 TATA KELOLA TEKNOLOGI INFORMASI
Tahun 2019 merupakan tahun yang bernilai bagi tim IT. Pencapaian
di tahun 2019 tidak terlepas dari komitmen, daya tahan dan daya
juang dari tim IT yang konsisten mengimplementasikan kebijakan
pengelolaan yang telah di sepakati. Meskipun terdapat banyak
peluang untuk komersialisasi dari product-product yang diinovasi,
namun profesionalisme atas komitmen dukungan terhadap
kebutuhan bisnis proses dan bisnis model di internal elnusa
group untuk kelancaran operasional sesuai norma integritas dan
kaidah hukum yang berlaku baik dari segi sistematika operasi
maupun dari segi keamanan data, tetap menjadi hal yang terus
dijaga dan dipastikan kelancarannya.
Perawatan berkala terhadap semua perangkat dan perlengkapan
IT untuk menunjang kebutuhan operasional selalu dilakukan untuk
menjaga performance, stabilitas dan antisipasi malware sehingga
tercipta rasa aman pengguna. Rekomendasi terhadap penggunaan
hardware maupun software dari aplikasi resmi dengan teknologi
terkini yang dilindungi oleh undang-undang adalah kebijakan
yang dipegang teguh tim IT dan tidak membuka celah untuk
melawan aturan yg berpotensi bertentangan dengan undang-
undang. Dalam kegiatan pengembangan aplikasi yang dibutuhkan
pengguna, tim IT selalu melakukan evaluasi dan penilaian risiko
dari berbagai sudut pandang untuk meminimalisir risiko dari
potensi gangguan terhadap business proses yang berjalan agar
tidak mengganggu kinerja system ataupun keamanan yg sudah
berjalan dan memastikan setiap pengembangan sejalan dengan
visi misi Perusahaan.
ARSITEKTUR TEKNOLOGI INFORMASI
Tim IT dalam menggerakkan kegiatannya selalu mengembangkan
arsitekturnya sesuai teknologi terkini agar adaptif terhadap
perubahan dan perkembangan sehingga mampu menyesuaikan
requirement sesuai model terkini dan compatible terhadap
teknologi eksisiting serta lebih responsive dalam mengakomodir
kebutuhan penggunanya yang bervariasi. Arsitektur yang dibangun
dengan dukungan data center sendiri maupun penggunaan
teknologi cloud computing serta topology jaringan internet yang
mumpuni adalah kunci dalam menjaga dan menjamin kualitas
koneksi, penciptaan data, pengolahan maupun penyimpanan
data, merupakan asset yang terus di jaga kualitasnya. Adapun
gambaran arsitekturnya adalah:
1. Proses data akuisisi, tim IT menggunakan beberapa metode
antara lain device yang berbasis teknologi Internet of
Things (IoT) yang terpasang pada obyek dan terhubung
dengan internet. Extract data secara regular dari aplikasi
eksisting yang digunakan para pengguna di perusahaan serta
kumpulan data yang terorganisir melalui berbagai sumber
baik internal maupun eksternal perusahaan.
2. Dalam kebutuhan prosesing data, tim IT menggunakan
big data platform untuk menampung seluruh data yang
tergenerate dari berbagai source baik secara langsung
maupun tidak langsung dengan variasi jenis dan format data
yang berbeda-beda dan jumlah ukuran data yang besar serta
pertumbuhan data yang sangat cepat dalam waktu singkat.
PT Elnusa Tbk
Information Technology Governance
2019 was a valuable year for the IT team. Achievements in 2019 are
inseparable from the commitment, endurance and struggle of the
IT team that consistently implements management policies that
have been agreed upon. Although there are many opportunities
for commercialization of products that are innovated, but the
professionalism of the commitment to support the needs of
business processes and business models in the internal elnusa
group for smooth operations according to the norms of integrity
and applicable legal rules both in terms of systematic operation
and in terms of data security , remains a thing that continues to
be maintained and ensure its smooth operation.
Periodic maintenance of all IT devices and equipment to
support operational needs is always carried out to maintain the
performance, stability and anticipation of malware so as to create
a sense of security for the user. Recommendations for the use of
hardware and software from official applications with the latest
technology that are protected by law are policies that are adhered
to by the IT team and do not open loopholes to fight rules that
are potentially contrary to the law. In application development
activities needed by users, the IT team always evaluates and
evaluates risk from various perspectives to minimize the risk of
potential disruption to the running business process so as not
to interfere with system performance or security that is already
running and ensure that every development is in line with the
Company's vision and mission .
INFORMATION TECHNOLOGY ARCHITECTURE
The IT team in driving its activities always develops its architecture
according to the latest technology so that it is adaptive to changes
and developments so that it can adjust requirements according
to the latest models and is compatible with existing technologies
and is more responsive in accommodating the needs of its varied
users. The architecture that was built with the support of its own
data center and the use of cloud computing technology as well
as a qualified internet network topology is the key in maintaining
and guaranteeing the quality of connections, data creation, data
processing and storage, are assets that continue to be maintained
in quality. The architectural description is:
1. Data acquisition process, the IT team uses several methods
including devices based on Internet of Things (IoT) technology
that are attached to objects and connected to the internet.
Extract data regularly from existing applications used by
users in the company as well as organized data collection
through various sources, both internal and external to the
company.
2. In the data processing needs, the IT team uses a big data
platform to collect all data generated from various sources
both directly and indirectly with variations in different types
and formats of data and large amounts of data size and very
fast data growth in short time.
Annual Report 2019 Laporan Tahunan 333
 TATA KELOLA PERUSAHAAN
Good Corporate Governance
3. Kebutuhan penyajian data dalam bentuk analytics, tim
IT telah menyiapkan berbagai tools mulai dari Busines
Intelligent, web dashboard maupun mobile dashboard
sesuai selera para penggunanya untuk dapat digunakan
dalam pengambilan keputusan dari data yang diolah menjadi
informasi tersebut.
PELAKSANAAN KEGIATAN TIM IT TAHUN 2019
Padatnya kegiatan tim IT di tahun 2019 seolah terbayar lunas
dengan adanya beberapa highlight keberhasilan yang telah
diimplementasi seperti:
1. Inovasi dari penerapan metode sistem monitoring real
time operation yang telah menyelamatkan unit bisnis
Mud Logging Service (MLU) melalui perpanjangan kontrak
jasa MLU dengan nilai revenue sebesar $4 juta. Dengan
product delivery yaitu : Mampu menyajikan data parameter
pemboran dan CCTV secara real-time, download database,
menampilkan data litologi sumur pemboran.
2. Inovasi Vehicle, Vessel, dan Personal Tracking dengan aplikasi
dan jaringan yang mampu menjangkau remote area dengan
minimnya infrastruktur jaringan yang tersedia. Aplikasi yang
terus di kembangkan dengan kelengkapan fitur-fitur advance
berbasis teknologi Internet of Things (IoT) ini sudah di deliver
ke tim operasi perusahaan dan sudah mampu di operasikan
secara otonom oleh tim operasi dengan minimum dukungan
dari tim IT.
3. Inovasi teknologi jaringan internet Long Range dengan
jangkauan jarak yang jauh dan area remote, serta end to end
kerangka kerja mulai dari device hingga aplikasi monitoringnya
yang diaplikasikan untuk pengelolaan sumber daya air. Inovasi
ini mampu menjadi driver perusahaan dalam diversifikasi
bisnis ke sektor bisnis water treatment berbasis Internet of
Things (IoT) dengan telah dilakukannya  Proof of Concept (PoC)
dengan salah satu klien guna pengembangan teknologi value
digital Smart Water Meter dan Smart Power Meter. Meski
belum memberikan kontribusi bagi revenue perusahaan secara
keseluruhan, namun bisnis pengelolaan air memiliki potensi
yang besar dan berpeluang menjadi recurring income bagi
perusahaan di masa mendatang.
4. Inovasi dari segi aplikasi self service karyawan perusahaan,
tim IT terus mengembangkan platform single sign in seluruh
aplikasi yang ada di elnusa sehingga nantinya seluruh
karyawan akan terhubung dengan satu aplikasi untuk semua
kegiatan yang telah didukung dengan aplikasi dan berpotensi
menjadi super apps yang dimiliki insan elnusa.
5. Inovasi dalam upaya mengurangai biaya yang cukup besar
pada pengadaan teknologi dan lisensi, tim IT melalui
salah satu produknya Equanta Resource Planning terus
mengembangkan dan mengintegrasikan seluruh aplikasi
transaksional sesuai dengan kebutuhan porses bisnis
yang lebih efisien dan akomodatif terhadap requirement
masing-masing bagian sehingga lebih tepat guna sesuai
peruntukannya.
334 Annual Report 2019 Laporan Tahunan
3. The need for data presentation in the form of analytics, the
IT team has prepared various tools ranging from Intelligent
Busines, web dashboards and mobile dashboards according
to the tastes of its users to be used in making decisions from
the data that is processed into that information.
IMPLEMENTATION OF IT TEAM ACTIVITIES IN 2019
The solid activity of the IT team in 2019 seems to be paid off
by the presence of several highlights of success that have been
implemented such as:
1. Innovation from the application of the real time operation
monitoring system method that saved the Mud Logging
Service (MLU) business unit through the extension of the
MLU service contract with a revenue value of $ 4 million.
With product delivery, namely: Able to present drilling and
CCTV parameter data in real-time, download databases,
display drilling well lithology data.
2. Vehicle, Vessel and Personal Tracking innovations with
applications and networks capable of reaching remote areas
with minimal available network infrastructure. This application,
which continues to be developed with the completeness of
advanced features based on Internet of Things (IoT) technology,
has been delivered to the company's operations team and has
been able to be operated autonomously by the operations
team with a minimum of support from the IT team.
3. Long Range internet network technology innovation
with long-range and remote areas, as well as end-to-end
frameworks ranging from devices to monitoring applications
that are applied for water resource management.
This innovation is able to become a corporate driver in
business diversification into the Internet of Things (IoT)
water treatment business sector by having done Proof of
Concept (PoC) with one of the clients for the development
of Smart Water Meter and Smart Power Meter digital
value technology. Although it has not yet contributed to
the company's overall revenue, the water management
business has great potential and has the opportunity to
become recurring income for the company in the future.
4. Innovation in terms of self-service applications for company
employees, the IT team continues to develop a single sign-
in platform for all applications in elnusa so that later all
employees will be connected to one application for all
activities that have been supported by applications and
potentially become super apps owned by Elnusa's people .
5. Innovation in an effort to reduce substantial costs on
technology procurement and licensing, the IT team through
one of its products Equanta Resource Planning continues
to develop and integrate all transactional applications in
accordance with the needs of business processes that are
more efficient and accommodating to the requirements
of each part so that it is more precise in accordance with
its purpose.
PT Elnusa Tbk
PELAKSANAAN INVESTASI IT TAHUN 2019
Untuk menunjang operasional agar lancar dan terjaga kualitasnya,
tim IT cukup berhati-hati dalam mengalokasikan anggarannya
untuk investasi pada hal-hal yang dirasa perlu dengan kategori
sangat mendesak baik dari segi peralatan maupun dari segi SDM.
Adapun realisasi investasi pada tahun 2019 antara lain:
1. Upgrade software platform virtualisasi yang bertujuan untuk
meningkatkan performa, cost efficiency dan security pada
server infrastruktur.
2. Upgrade perangkat infrastruktur yang bertujuan untuk
meningkatkan performa kinerja network sehingga data
dapat terhubung dengan baik.
3. Upgrade perangkat security (firewall) yang bertujuan untuk
meningkatkan keamanan data perusahaan maupun data
pengguna di lingkungan kerja.
4. Penambahan system personal number payroll pada fungsi
Human Capital guna mangkomodasi bertambahnya jumlah
karyawan dari bagian operasi perusahaan.
5. Pelatihan untuk peningkatan skill dan pengetahuan para
SDM IT baik pelatihan teknis maupun non teknis untuk
memelihara dan meningkatkan kualitasnya serta menyambut
kecepatan perkembangan teknologi yang pesat sehingga
SDM IT dapat cepat beradaptasi dan menyesuaikan rencana
programnya tetap in line dengan teknologi terkini.
RENCANA KE DEPAN TIM IT
Orientasi tim IT pada masa yang akan datang, selain masih terus
melanjutkan pengembangan yang belum selesai di tahun 2019,
prioritas yang mendesak segera di laksanakan adalah penguatan
fundamental pada kerangka kerja system yang menjadi backbone
dan pedoman eksekusi pekerjaan, standarisasi alur kerja dalam
proses system development serta internalisasi fundamental
Agile mindset pada seluruh SDM IT dalam menghadapi dinamika
kerja agar lebih fleksibel dan dewasa saat beradaptasi pada
situasi apapun di lingkungan kerja. Dan tentunya penciptaan
inovasi-inovasi teknologi terbaru baik teknologi yang berbasis
data, Internet of Thing (IoT), Machine Learning yang mendukung
operasional perusahaan dan menciptakan peluang bisnis baru
guna meingkatkan revenue perusahaan akan selalu menarik
dipertimbangan untuk diimplementasikan ke depan.
PT Elnusa Tbk
IMPLEMENTATION OF IT INVESTMENT IN 2019
To support operations so that they run smoothly and maintain
quality, the IT team is careful enough to allocate its budget for
investment in matters that are deemed necessary by a very urgent
category both in terms of equipment and in terms of HR. The
investment realization in 2019 includes:
1. Upgrade virtualization platform software that aims to
improve performance, cost efficiency and security on
infrastructure servers.
2. Upgrade infrastructure devices that aim to improve network
performance so that data can be connected properly.
3. Upgrade security devices (firewalls) that aim to improve
the security of company data and user data in the work
environment.
4. Adding a personal number payroll system to the Human
Capital function to accommodate the increasing number
of employees from the company's operations.
5. Training to improve the skills and knowledge of IT HR both
technical and non-technical training to maintain and improve
their quality and to welcome the rapid pace of technological
development so that HR IT can quickly adapt and adjust its
program plans in line with the latest technology.
FUTURE PLANS OF THE IT TEAM
The orientation of the IT team in the future, in addition
to continuing to continue development that has not been
completed in 2019, urgent priorities to be implemented are
fundamental strengthening of the system framework that serves
as the backbone and work execution guidelines, standardizing
workflows in the system development process and internalizing
the fundamental Agile mindset on all IT human resources in facing
work dynamics to be more flexible and mature when adapting
to any situation in the work environment. And of course the
creation of the latest technological innovations both data-based
technology, the Internet of Thing (IoT), Machine Learning that
supports the company's operations and creates new business
opportunities to increase company revenue will always attract
consideration for future implementation.
Annual Report 2019 Laporan Tahunan 335
 TATA KELOLA PERUSAHAAN
Good Corporate Governance
KODE ETIK
Code of Ethics
Agar visi, misi, dan nilai inti serta budaya perusahaan dapat
diterapkan secara lebih nyata, diperlukan sebuah perangkat
yang bersifat artikulatif serta memiliki mekanisme reward &
punishment. Perseroan memiliki Standar Etika Perusahaan
atau Code of Conduct (CoC) yang disusun sejak tahun 2008
memuat prinsip-prinsip GCG, yaitu transparansi, akuntabilitas,
responsibilitas, independensi dan kewajaran (fairness) dalam
pengelolaan bisnis Perusahaan dengan mengedepankan etika
bisnis serta pelaksanaan etika kerja di lingkungan Perusahaan
agar setiap individu Perusahaan mampu bersikap, berperilaku,
berinteraksi, dan melakukan proses kerja baik di dalam dan di
luar Perusahaan.
CoC terkini yang telah ditandatangani oleh Komisaris Utama
dan Direktur Utama pada tanggal 1 September 2015 merupakan
bentuk pembaharuan yang senantiasa dilakukan sesuai dengan
perkembangan hukum, peraturan perundang-undangan serta
praktik terbaik Perseroan.
POKOK-POKOK STANDAR ETIKA PERUSAHAAN
Perseroan memegang komitmen pada standar etika dan perilaku
bisnis tertinggi. Ini meliputi hubungan Perusahaan dengan para
pelanggan, para pemasok, para pemegang saham dan investor,
komunitas masyarakat dimana Perusahaan beroperasi, serta
antar pekerja di semua tingkatan organisasi Perseroan. Setiap
unit kerja dan Anak Perusahaan dalam lingkup Grup Perseroan
harus beroperasi sesuai dengan kebijakan dan prosedur yang
konsisten dengan nilai-nilai dalam standar etika ini.
Perseroan tidak akan mentolerir hal-hal terkait dengan integritas.
Itu sebabnya beberapa aspek kritikal yang dipandang perlu diatur
dalam Standar Etika Perusahaan sebagai pedoman perilaku
dalam berhubungan dengan stakeholders, baik internal maupun
eksternal. Oleh karena ini Standar etika Perusahaan memuat
hal-hal sebagai berikut:
Bab I: Pendahuluan
1. Latar belakang
2. Visi, Misi, dan Nilai Perusahaan
3. Budaya Perusahaan
4. Tujuan CoC
5. Manfaat
6. Prinsip-prinsip GCG
7. Istilah-istilah yang digunakan
Bab II: Etika Kerja & Bisnis Elnusa
1. Pedoman Perilaku
2. Perilaku Integritas
3. Patuh Hukum
4. Benturan Kepentingan
5. Hadiah, Jamuan dan Hiburan
6. Hubungan dengan Petugas Pemerintahan atau Lembaga
Pemerintahan
7. Sikap Profesional
336 Annual Report 2019 Laporan Tahunan
So that the vision, mission and core values and corporate culture
can be applied more clearly, we need a device that is articulate
and has a reward & punishment mechanism. The Company has
a Corporate Ethics Standard or Code of Conduct (CoC) compiled
since 2008 containing GCG principles, namely transparency,
accountability, responsibility, independence and fairness in
managing the Company’s business by promoting business ethics
and implementing work ethics in the environment Company
so that each individual Company is able to behave, behave,
interact and carry out work processes both inside and outside
the Company.
The most recent CoC, which was signed by the President
Commissioner and President Director on September 1, 2015,
is a form of renewal that is always carried out in accordance
with developments in laws, laws and regulations as well as the
Company’s best practices.
HIGHLIGHTS OF COMPANY ETHICS STANDARDS
The Company holds a commitment to the highest ethical
standards and business conduct. This includes the Company's
relationships with customers, suppliers, shareholders and
investors, the communities in which the Company operates,
and between workers at all levels of the Company's organization.
Each work unit and subsidiary within the scope of the Company
Group must operate in accordance with policies and procedures
that are consistent with the values ​​in this ethical standard.
The Company will not tolerate matters related to integrity. That
is why several critical aspects that are deemed necessary to
be regulated in the Company Ethical Standards as a code of
conduct in dealing with stakeholders, both internal and external.
Therefore, the Company's ethical standards include the following:
Chapter I Introduction
1. Background
2. Vision, Mission and Company Values
3. Corporate Culture
4. The purpose of CoC
5. Benefits
6. GCG Principles
7. Terms used
Chapter II: Elnusa Work & Business Ethics
1. Code of Conduct
2. Integrity Behavior
3. Law Compliance
4. Conflict of Interest
5. Gifts, Entertainment and Entertainment
6. Relationship with Government Officials or Government
Institutions
7. Professional attitude
PT Elnusa Tbk
Bab III: Whistleblowing System
Bab IV: Petunjuk Pelaksanaan
1. Prinsip dasar pelaksanaan
2. Sosialisasi
3. Pelaporan pelanggaran
4. Sanksi atas pelanggaran
Lampiran: Lembar pernyataan kepatuhan
PEMBERLAKUAN KODE ETIK
BAGI SELURUH LEVEL ORGANISASI
Kode Etik Perseroan merupakan Standar Etika dilingkungan
Perseroan yang wajib dipatuhi dan dilaksanakan oleh:
1. Insan Elnusa, di semua level termasuk Dewan komisaris,
Direksi dan Organ penunjang Dewan Komisaris.
2. Pihak Eksternal yang bertindak untuk dan atas nama Elnusa
3. Seluruh entitas Anak Perusahaan
4. Mitra Kerja yang bekerja sama dengan Elnusa, seperti
Konsultan, Media partner, Lawyer serta rekanan kerja lainnya.
SOSIALISASI DAN INTERNALISASI KODE ETIK
Guna memberikan pemahaman kepada seluruh Insan Perseroan,
Perseroan secara berkala melakukan sosialisasi standar etika
ini kepada seluruh jajaran karyawan mulai dari jajaran Dewan
Komisaris dan Direksi, Manajemen, karyawan baik yang berada di
kantor pusat maupun yang berada di wilayah operasi. Sosialisasi
materi CoC dilanjutkan dengan melakukan penandatanganan
pernyataan kepatuhan atas CoC & komitmen integritas.
Perseroan juga menempatkan informasi mengenai Standar Etika
melalui website Perseroan dan portal internal. Jika terdapat hal-
hal yang kurang lengkap, karyawan dapat sewaktu-waktu bertanya
kepada atasan langsung masing-masing atau kepada Dewan
Etika & GCG sebagai penanggung jawab atas implementasi GCG.
Penerapan standar etika merupakan salah satu bentuk penguatan
budaya Perusahaan yang bertujuan untuk membangun fondasi
yang kuat bagi kelanjutan eksistensi bisnis Perusahaan. Budaya
Perusahaan merupakan kombinasi yang terintegrasi dan selaras
dari nilai Perusahaan (clean, respectful, synergy) serta semangat
dan prinsip yang harus dimiliki oleh setiap insan Elnusa.
UPAYA PENEGAKAN KODE ETIK
DAN PENGADUAN PELANGGARAN
Perseroan melakukan penegakan terhadap Pedoman Standar
Perilaku Perseroan yang dilakukan dengan melakukan pemantauan
secara berkala terhadap penegakan Pedoman Etika Perseroan dan
menyediakan fasilitas bagi pengaduan terhadap pelanggaran
Pedoman Standar Perilaku yang berlaku di lingkungan Perseroan.
Mekanisme pelaporan pelanggaran Pedoman Standar Perilaku
dilakukan sebagaimana termaktub dalam ketentuan Sistem
Pelaporan Pelanggaran atau Whistleblowing System (WBS) yang
telah dikembangkan Perseroan.
PT Elnusa Tbk
Chapter III: Whistleblowing System
Chapter IV: Implementation Instructions
1. Basic principles of implementation
2. Socialization
3. Reporting violations
4. Sanctions for violations
Attachment: Statement of compliance
ENFORCEMENT OF THE CODE OF ETHICS
FOR ALL ORGANIZATIONAL LEVELS
The Company's Code of Ethics is an Ethical Standard in the Company's
environment that must be obeyed and implemented by:
1. Personnel of Elnusa, at all levels including the Board of
Commissioners, Directors and Supporting Organs of the
Board of Commissioners.
2. External Parties acting for and on behalf of Elnusa
3. All Subsidiaries
4. Partners who work closely with Elnusa, such as Consultants,
Media partners, Lawyer and other working partners.
CODE OF ETHICS SOCIALIZATION AND INTERNALIZATION
In order to provide understanding to all Company Personnel,
the Company periodically conducts socialization of this ethical
standard to all levels of employees starting from the Board of
Commissioners and Directors, Management, employees both
at the head office and those in the operational area. The CoC
material socialization was continued by signing a statement of
compliance with the CoC & commitment to integrity.
The Company also places information on Ethical Standards
through the Company's website and internal portal. If there are
things that are incomplete, employees can at any time ask their
respective direct superiors or the Ethics & GCG Board as the
person responsible for GCG implementation.
The adoption of ethical standards is a form of strengthening
the Company's culture which aims to build a strong foundation
for the continued existence of the Company's business. The
Corporate Culture is an integrated and harmonious combination
of Company values ​​(clean, respectful, synergy) as well as the
spirit and principles that must be possessed by all Elnusa people.
ENFORCEMENT OF CODE OF ETHICS
AND COMPLAINTS OF VIOLATION
The Company enforces the Company's Standards of Conduct
Guidelines by periodically monitoring the enforcement of the
Company's Code of Ethics and providing facilities for complaints
against violations of the Code of Conduct that applies within the
Company. The mechanism for reporting violations of the Code of
Conduct Standards is carried out as stipulated in the provisions
of the Whistle Blowing System (WBS) that has been developed
by the Company.
 
Annual Report 2019 Laporan Tahunan 337
 TATA KELOLA PERUSAHAAN
Good Corporate Governance

WBS merupakan sistem yang telah dikembangkan Perseroan dan
digunakan untuk menerima, mengelola dan menindaklanjuti
serta memuat pelaporan atas informasi yang disampaikan
oleh pelapor mengenai tindakan pelanggaran yang terjadi di
lingkungan Perseroan, yaitu perbuatan melanggar Pedoman
Standar Perilaku Perseroan yang dilakukan baik oleh karyawan
atau pimpinan yang dapat merugikan Perseroan maupun para
pemangku kepentingan lainnya.
WBS is a system that has been developed by the Company and
is used to receive, manage and follow up and contain reports
on information submitted by reporters regarding violations that
occur within the Company, namely acts that violate the Company's
Standards of Conduct Guidelines carried out either by employees
or leaders that can harm The Company and other stakeholders.

Bagi insan Perseroan yang terbukti melakukan pelanggaran
terhadap Pedoman Standar Perilaku yang berlaku, akan diberikan
sanksi sesuai dengan kebijakan dan peraturan perundang-
undangan yang berlaku. Bentuk penindakan berupa pemberian
peringatan lisan maupun tertulis kepada karyawan yang
melakukan pelanggaran.
Company people who are proven to have violated the applicable
Standards of Conduct Guidelines will be given sanctions in
accordance with the policies and regulations in force. Actions
take the form of giving verbal and written warnings to employees
who commit violations.

SANKSI ATAS PELANGGARAN SANCTIONS FOR VIOLATIONS

Perseroan tidak akan mentolerir hal-hal terkait dengan itegritas.
Itu sebabnya beberapa aspek kritikal yang dipandang perlu diatur
dalam standar etika Perusahaan sebagai pedoman perilaku
dalam berhubungan dengan stakeholders, baik internal maupun
eksternal antara lain mencakup:
1. Sikap kerja professional baik sebagai pimpinan maupun
bawahan
2. Selalu melakukan tes etika jika berhadapan dengan situasi
dilematika
3. Berani mengungkapkan masalah
4. Menghindari diskriminasi
5. Kesempatan karir yang sama
6. Bebas Narkotika dan obat-obatan terlarang
7. Saling menghargai satu sama lain
8. Batasan dalam aktivitas politik
9. Menjaga rahasia Perusahaan
10. Menjaga citra Perusahaan
11. Pengambilan keputusan berdasarkan atas kepentingan
Perusahaan
The Company will not tolerate matters related to integrity. That
is why several critical aspects which are deemed necessary to be
regulated in the Company's ethical standards as a code of conduct
in dealing with stakeholders, both internal and external include:
1. Professional work attitude both as a leader and subordinate
2. Always conduct an ethics test when dealing with situations
in dilemma
3. Dare to express problems
4. Avoid discrimination
5. Same career opportunity
6. Free of Narcotics and illegal drugs
7. Respect each other
8. Limitation in political activities
9. Keep company secrets
10. Maintaining the Company's image
11. Decision making is based on the interests of the Company

JUMLAH PELANGGARAN KODE ETIK CODE OF ETHICS VIOLATION AMOUNT

Sebagai realisasi penegakan Pedoman Standar Perilaku Perseroan, As a realization of the enforcement of the Company's Standards
berikut rincian sanksi yang dikenakan terkait penegakan Kode of Conduct Guidelines, the following details of sanctions imposed
Etik selama tahun 2019: related to the enforcement of the Code of Ethics during 2019:
Kategori Pelanggaran Jenis Sanksi Jumlah Pelanggaran
Violation Category Sanction Type Violation Amount
Kelalaian Surat Peringatan 1 dan Skorsing 3
Negligence 1st Warning Letter and Suspension
Mangkir Surat peringatan 1 1
Absent 1st Warning Letter
Etika Skorsing 1
Ethics Suspension

338 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

Sebagai bagian dari transparansi yang dilakukan Perseroan, As part of the transparency carried out by the Company, the
berikut disampaikan jumlah penyimpangan internal yang terjadi following is presented the number of internal irregularities that
dan upaya penyelesaiannya. have occurred and their remedies.

Jumlah Kasus yang Dilakukan oleh

Number of Cases Committed by
Penyimpangan Internal dalam 1 Tahun Manajemen Pegawai Tetap Pegawai Tidak Tetap
Internal Deviations in 1 Year Management Permanent Employee Non-permanent Employee

2019 2018 2019 2018 2019 2018

Telah Diselesaikan 1 - 2 4 2 3
Finished
Dalam proses penyelesaian internal - - - - - -
In internal resolution process
Belum diupayakan Penyelesaiannya - - - - - -
Settlement has not yet been sought
Telah ditindaklanjuti melalui proses hukum - - - - - -
Has been followed up through a legal process
Jumlah Penyimpangan
1 - 2 4 2 3
Total Deviations

KAJIAN DAN EVALUASI MANAJEMEN MANAGEMENT STUDY AND EVALUATION

Manajemen Perseroan secara konsisten melakukan kajian dalam
rangka mengevaluasi kinerja Perseroan, termasuk keterkaitan
antara visi, misi dan budaya perusahaan serta kode etik
dengan rencana jangka panjang dan profil risiko yang dihadapi
Perseroan. Penerapan Pedoman Standar Perilaku juga menjadi
kajian manajemen untuk menjadi salah satu perangkat evaluasi
keorganisasian kelompok usaha Elnusa.
The Company's management consistently conducts studies in
order to evaluate the Company's performance, including the
relationship between the company's vision, mission and culture
as well as the code of ethics with the long-term plan and risk
profile faced by the Company. The application of the Code of
Conduct Standards is also a management review to become one
of the evaluation tools for the Elnusa business group organization.

PENGENDALIAN GRATIFIKASI
Gratification Control

Perseroan juga telah memiliki Pedoman Pengelolaan Gratifikasi The Company has a Gratification Management Guidelines within
di Lingkungan Perseroan dan Entitas Anak, sebagaimana diatur the Company and Subsidiaries, as stipulated in the Guidelines
dalam Pedoman penerimaan dan pemberian hadiah/hiburan. for receiving and giving gifts/entertainment.

Di tahun 2019, Perseroan secara reguler melakukan sosialisasi In 2019, the Company regularly conducts Anti-Gratification Policy
Kebijakan Anti Gratifikasi kepada insan Perseroan maupun mitra socialization to the Company employees’ and the Company's
kerja Perseroan. business partners.

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 339

 TATA KELOLA PERUSAHAAN
Good Corporate Governance
INFORMASI PEMBERIAN DANA UNTUK KEGIATAN POLITIK
Funding Information for Political Activities
Perseroan memiliki kebijakan untuk melarang keterlibatan
individu atas nama Perseroan dalam kegiatan politik, termasuk
memberikan donasi untuk kepentingan politik. Perseroan
memiliki kebijakan untuk melarang keterlibatan individu atas
nama Perseroan dalam kegiatan politik, termasuk memberikan
donasi untuk kepentingan politik. Secara tegas, Perseroan tidak
mengizinkan insan Elnusa menggunakan fasilitas atau sumber
daya apapun untuk tujuan kampanye politik, penggalangan dana
politik maupun untuk tujuan partisipasi politik. Sebagaimana
yang telah diatur dalam Pedoman Standar Perilaku (Code of
Conduct) Perseroan.
Sebaliknya, kepedulian yang tinggi terhadap masalah sosial
dan kemasyarakatan merupakan bagian penting dari tugas
dan tanggung jawab perusahaan terhadap masyarakat, yang
diwujudkan melalui program-program Corporate Social
Responsibility (CSR). Penjelasan lebih rinci tentang kegiatan CSR
yang telah dilakukan Perseroan di sepanjang tahun 2019, serta
nilai nominalnya dapat dilihat pada Bab Tanggung Jawab Sosial
Perusahaan dalam Laporan Tahunan ini.
KEBIJAKAN ANTI KORUPSI
Anti-Corruption Policy
Dewan Komisaris, Direksi, serta seluruh pegawai senantiasa
menjunjung tinggi persaingan yang fair, nilai sportifitas dan
profesionalisme, serta prinsip-prinsip GCG. Perseroan juga
berkomitmen untuk menciptakan iklim usaha yang sehat,
menghindari tindakan, perilaku ataupun perbuatan-perbuatan
yang dapat menimbulkan konflik kepentingan, Korupsi, Kolusi
dan Nepotisme (KKN) serta selalu mengutamakan kepentingan
Perseroan di atas kepentingan pribadi, keluarga, kelompok
ataupun golongan. Perseroan juga senantiasa memperhatikan
kebijakan tentang anti korupsi seperti yang tertulis dalam
Undang-Undang No. 20 Tahun 2001 tentang Perubahan atas
Undang-Undang No. 31 Tahun 1999 tentang Pemberantasan
Tindak Pidana Korupsi.
340 Annual Report 2019 Laporan Tahunan
The Company has a policy to prohibit the involvement of
individuals on behalf of the Company in political activities,
including making donations for political purposes. The Company
has a policy to prohibit the involvement of individuals on behalf
of the Company in political activities, including making donations
for political purposes. Strictly speaking, the Company does not
allow Elnusa's people to use any facilities or resources for the
purpose of political campaigns, for raising political funds or for the
purpose of political participation. As regulated in the Company's
Code of Conduct.
Conversely, high awareness of social and community issues is
an important part of the company's duties and responsibilities
to the community, which is realized through Corporate Social
Responsibility (CSR) programs. A more detailed description of
the CSR activities carried out by the Company throughout 2019,
and their nominal value can be seen in the Corporate Social
Responsibility Chapter in this Annual Report.
The Board of Commissioners, Directors, and all employees always
uphold fair competition, sportsmanship and professionalism,
as well as GCG principles. The Company is also committed to
creating a healthy business climate, avoiding actions, behaviors or
actions that can cause conflicts of interest, Corruption, Collusion
and Nepotism (KKN) and always prioritize the interests of the
Company above personal, family, group or group interests. The
Company also always pays attention to anti-corruption policies
as written in Law No. 20 of 2001 concerning Amendments to
Law No. 31 of 1999 concerning Eradication of Corruption Crimes.
PT Elnusa Tbk
 PENGELOLAAN BENTURAN KEPENTINGAN DAN
HUBUNGAN DENGAN PIHAK BERELASI
Management of Conflicts of Interest and Relationships with Related Parties
Benturan kepentingan adalah terjadinya konflik antara
kepentingan ekonomis Perseroan dengan kepentingan ekonomis
pribadi, pemilik, anggota Dewan Komisaris, anggota Direksi,
Pejabat Eksekutif, Pegawai dan/atau pihak terafiliasi dengan
Perseroan. Pencegahan dan mekanisme terkait dengan benturan
kepentingan diatur dalam: Anggaran Dasar, Board Manual, GCG
Code, CoC serta pedoman khusus mengenai konflik kepentingan.
Prinsip dasar dari Benturan kepentingan adalah Seluruh Insan
Elnusa yang karena jabatannya, apabila menemui potensi atau
kondisi/situasi Konflik Kepentingan DILARANG meneruskan
kegiatan/melaksanakan kewajiban terkait jabatannya tersebut.
Implementasi atas pelaksanaan ketentuan terkait dengan
benturan kepentingan adalah sebagai barikut:
1. Mencantumkan ketentuan terkait konflik kepentingan
sebagai bagian dari Code of Conduct Perusahaan.
2. Menyampaikan informasi terkait ketentuan ini dalam sosialisasi
kepada seluruh pekerja maupun pihak ketiga secara reguler.
3. Anggota Dewan Komisaris dan Direksi wajib menyampaikan
daftar khusus dan daftar hubungan afiliasi untuk dipublikasikan
dalam laporan tahunan dan website Perseroan.
4. Jika terjadi kondisi Konflik Kepentingan, yang tidak terdapat/
tidak diatur dalam ketentuan ini maka Insan Elnusa wajib
membuat Surat Pernyataan Konflik Kepentingan terhadap
kondisi tersebut disertai dengan disertai penjelasan yang
disampaikan kepada atasan langsung atau pimpinan tertinggi
setempat dan pihak ketiga apabila diperlukan.
Apabila terjadi situasi konflik kepentingan, maka Insan Elnusa
wajib melaporkan hal tersebut melalui:
1. Atasan Langsung
Pelaporan melalui atasan langsung dilakukan apabila pelapor
adalah Insan Elnusa yang terlibat atau memiliki potensi untuk
terlibat secara langsung dalam situasi konflik kepentingan.
Pelaporan dilaksanakan dengan menyampaikan Surat
Pernyataan Konflik Kepentingan.
2. Sistem Pelaporan Pelanggaran (Whistleblowing System) Pelaporan
melalui Sistem Pelaporan Pelanggaran (Whistleblowing System)
dilakukan apabila pelapor adalah Insan Elnusa atau pihak-pihak
lainnya (Pelanggan, Mitra Kerja dan Masyarakat) yang tidak memiliki
keterlibatan secara langsung, namun mengetahui adanya atau potensi
adanya konflik kepentingan di Perusahaan. Pelaporan melalui Sistem
Pelaporan Pelanggaran (Whistleblowing System) dilaksanakan sesuai
dengan mekanisme dan syarat-syarat yang tercantum di dalam
pedoman Sistem Pelaporan Pelanggaran (Whistleblowing System).
Setiap Insan Elnusa yang terbukti melakukan tindakan Konflik
Kepentingan akan ditindaklanjuti berdasarkan peraturan dan
ketentuan yang berlaku di Perusahaan.
Pada 2019, tidak terjadi peristiwa terkait benturan kepentingan
yang dilakukan oleh Dewan Komisaris dan Direksi Perseroan.
PT Elnusa Tbk
Conflict of interest is a conflict between the economic interests of
the Company and personal economic interests, owners, members
of the Board of Commissioners, members of the Board of Directors,
Executive Officers, Employees and/or affiliated parties with the
Company. Prevention and mechanisms related to conflicts of interest
are regulated in: Articles of Association, Board Manual, GCG Code,
CoC as well as specific guidelines regarding conflicts of interest.
The basic principle of a Conflict of Interest is that all Elnusa
Individuals who due to their position, if they encounter potential
or condition/situation of Conflict of Interest are PROHIBITED from
continuing/carrying out obligations related to their position.
The implementation of the provisions related to conflicts of
interest are as follows:
1. Include provisions related to conflicts of interest as part of
the Company's Code of Conduct.
2. Convey information related to this provision in the socialization
to all workers and third parties on a regular basis.
3. Members of the Board of Commissioners and Directors must
submit a special list and list of affiliation relationships to be
published in the annual report and the Company's website.
4. In the event of a Conflict of Interest condition, which is
not/is not regulated in this provision, Elnusa's People shall
make a Declaration of Conflict of Interest regarding these
conditions accompanied by an explanation to be conveyed
to the direct supervisor or local supreme leader and third
parties if necessary.
If there is a conflict of interest situation, then Elnusa's People
must report the matter through:
1. Direct Supervisor
Reporting through direct supervisors is done if the reporter is
an Elnusa Individual who is involved or has the potential to be
directly involved in a conflict of interest situation. Reporting
is carried out by submitting a Conflict of Interest Statement.
2. Whistleblowing System Reporting through the
Whistleblowing System is done if the reporter is an Elnusa
Individual or other parties (Customers, Work Partners and
the Community) who do not have direct involvement, but
are aware of the existence or potential of the existence
conflict of interest in the Company. Reporting through the
Whistleblowing System is carried out in accordance with the
mechanisms and requirements listed in the Whistleblowing
System guidelines.
Every Elnusa Individual who is proven to have committed a
Conflict of Interest will be followed up based on the rules and
regulations applicable in the Company.
In 2019, there was no event related to conflicts of interest by the
Company's Board of Commissioners and Directors.
Annual Report 2019 Laporan Tahunan 341
 TATA KELOLA PERUSAHAAN
Good Corporate Governance
KEBIJAKAN PENGADAAN BARANG DAN JASA
Goods and Services Procurement Policy
Dalam rangka menjaga kinerja operasionalnya Perseroan,
memberikan perhatian besar kepada seluruh mitra kerja pemasok
agar dapat memberikan pelayanan terbaik untuk mendukung
seluruh kegiatan operasional Elnusa. Dimulai sejak pendaftaran
untuk menjadi mitra kerja Elnusa, Perusahaan menerapkan
kriteria khusus guna memilih hanya perusahaan yang berkualitas
saja yang dapat bermitra dengan Elnusa.
Setelah mendapatkan informasi yang cukup tentang profil suatu
perusahaan yang akan mendaftar sebagai rekanan Elnusa, tim Elnusa
melakukan visit kepada perusahaan tersebut guna memastikan
legalitas dan kompetensi yang dimiliki sesuai dengan standard yang
dibutuhkan. Selain itu, juga memastikan fasilitas penunjang yang
dimiliki apakah sudah sesuai dengan bisnis yang ditawarkan.
Sebelum menjadi mitra Elnusa yang melakukan pekerjaan dengan
resiko tinggi, perusahaan harus melalui tahapan prakualifikasi
Contractor Safety Management System (CSMS) & Contractor
Quality Management System (CQMS) dan memiliki nilai cukup
untuk tercatat mendapatkan nomor identifikasi dan menjadi
Approved Vendor List Elnusa. Prakulifikasi CSMS adalah suatu
metode pengukuran bagaimana suatu perusahaan mengelola
day to day operasional mereka sesuai dengan prinsip-prinsip
Kesehatan dan Keselamatan Kerja (K3) dan memenuhi persyaratan
kinerja K3 yang diterapkan oleh Elnusa. Sedangkan Prakualifikasi
CQMS adalah suatu metode pengukuran bagaimana suatu
perusahaan mengelola day to day operasional mereka sesuai
dengan prinsip-prinsip kualitas kerja dan memenuhi persyaratan
kinerja yang diterapkan oleh Elnusa.
CONTRACT REVIEW MEETING (CRM)
Contract Review Meeting (CRM) dilakukan dengan tujuan
melakukan review secara strategic terhadap kinerja mitra Elnusa
dalam memenuhi Service Level Agreement (SLA) yang disepakati
sesuai kontrak yang sudah didapatkan. CRM dapat dilakukan
maksimum per 3 bulan sesuai dengan kompleksitas pekerjaannya,
sehingga diharapkan mitra kerja melakukan pekerjaan sesuai
prinsip-prinsip kualitas agar pekerjaan dapat selesai tepat waktu
dan memberikan kinerja yang optimal sesuai kontrak.
342 Annual Report 2019 Laporan Tahunan
In order to maintain its operational performance, the Company
pays great attention to all supplier partners in order to provide
the best service to support all of Elnusa's operational activities.
Beginning with registration to become an Elnusa partner, the
Company applies specific criteria to select only quality companies
that can partner with Elnusa.
After getting sufficient information about the profile of a company
that will register as an Elnusa partner, the Elnusa team visits
the company to ensure that their legality and competence are
in accordance with the required standards. In addition, it also
ensures that the supporting facilities it has are in accordance
with the business offered.
Before becoming an Elnusa partner that carries out high-risk work,
the company must go through the pre-qualification stages of the
Contractor Safety Management System (CSMS) & Contractor
Quality Management System (CQMS) and have enough value
to be recorded to get an identification number and become an
Elnusa Approved Vendor List. CSMS pre-qualification is a method
of measuring how a company manages their operational day-to-
day in accordance with the principles of Occupational Health and
Safety (K3) and meets the OHS performance requirements applied
by Elnusa. Whereas the CQMS Prequalification is a method of
measuring how a company manages their operational day to day
in accordance with the principles of work quality and meets the
performance requirements applied by Elnusa.
CONTRACT REVIEW MEETING (CRM)
Contract Review Meeting (CRM) is conducted with the aim of
conducting a strategic review of the performance of Elnusa's
partners in meeting the agreed Service Level Agreement (SLA) in
accordance with the contract that has been obtained. CRM can be
done a maximum of 3 months in accordance with the complexity
of the work, so that partners are expected to do work according
to quality principles so that the work can be completed on time
and provide optimal performance according to the contract.
PT Elnusa Tbk
WORK IN PROGRESS (WIP)
Setelah melalui proses pengadaan dan mitra kerja mendapatkan
award untuk menjalankan suatu pekerjaan di lingkungan Elnusa,
dalam jangka waktu tertentu Elnusa melakukan review atas
pekerjaan yang dilakukan perusahaan dengan melihat secara
langsung pelaksanaan pekerjaan di lapangan, dengan tujuan
untuk memastikan bahwa pekerjaan yang dilakukan oleh mitra
kerja telah sesuai dengan HSE Plan yang disepakati atau disetujui
oleh Perusahaan. Termasuk bila HSE Plan tersebut telah direvisi,
serta untuk menguji apakah semua kewajiban keselamatan
kesehatan kerja dan lindungan lingkungan yang tertera di
dalam kontrak sudah dilaksanakan oleh mitra kerja sebagai
mana mestinya. Review tersebut akan memastikan perusahaan
melakukan pekerjaan sesuai prinsip-prinsip kualitas yang sudah di
tentukan oleh CQMS dan K3LL agar pekerjaan dapat selesai tanpa
kecelakaan dan mendapatkan hasil yang sesuai dengan rencana
operasional. Pelaksanaan WIP ini dihadiri oleh perwakilan dari
Operations, SCM, dan ECQM dan HSSE.
DEMAND & SUPPLY ANALISYS
Dari waktu ke waktu Elnusa selalu melakukan analisis terhadap
demand dan kinerja supply yang terjadi dalam operasionalnya.
Analisis tersebut digunakan untuk menentukan kebijakan
pengadaan yang tepat untuk semua kebutuhan operasional
Elnusa, sehingga tujuan kinerja SCM yang semakin baik, cepat,
murah, dan dekat (better, faster, cheaper, closer) dapat tercapai.
TRANSPORTATION
Dalam hal proses custom clearance, Elnusa membuat perbaikan
atau improvement sehingga proses lead time custom clearance
dapat dipercepat. Dampaknya adalah cost untuk storage menjadi
berkurang dan pengiriman dapat di reduce lead time nya.
INVENTORY MANAGEMENT
Elnusa menerapkan manajemen persediaan yang tepat, guna
melayani kebutuhan operasional perusahaan tanpa harus
menumpuk banyak stok. Secara total nilai inventori 2018
dibandingkan dengan tahun sebelum nya mengalami kenaikan
sebesar 12%. Hal ini lebih disebabkan oleh meningkat nya
aktifitas bisnis unit EWL yang membutuhkan bahan peledak
sebagai material utama. Tetapi material non handak mengalami
penurunan yang signifikan. Salah satu penyebab nya karena Elnusa
sudah menerapkan penyimpanan barang di vendor sehingga level
inventory dapat ditekan.
PT Elnusa Tbk
WORK IN PROGRESS (WIP)
After going through the procurement process and the partners
get an award to carry out a job in the Elnusa environment, within
a certain period Elnusa conducts a review of the work carried
out by the company by looking directly at the implementation
of work in the field, with the aim to ensure that the work carried
out by the work partners has been in accordance with the HSE
Plan agreed or approved by the Company. Including if the HSE
Plan has been revised, as well as to test whether all occupational
health and safety protection obligations listed in the contract have
been carried out by the work partner as appropriate. The review
will ensure that the company does the work according to the
quality principles set by CQMS and K3LL so that the work can be
completed without an accident and get results in accordance with
operational plans. The implementation of the WIP was attended
by representatives from Operations, SCM and ECQM and HSSE.
DEMAND & SUPPLY ANALYIS
From time to time Elnusa always analyzes the demand and supply
performance that occurs in its operations. The analysis is used
to determine the right procurement policy for all of Elnusa's
operational needs, so that SCM performance objectives that are
getting better, faster, cheaper, and closer (better, faster, cheaper,
closer) can be achieved.
TRANSPORTATION
In terms of the custom clearance process, Elnusa makes
improvements or improvements so that the custom clearance
lead time process can be accelerated. The impact is that storage
costs are reduced and shipping can reduce lead times.
INVENTORY MANAGEMENT
Elnusa implements appropriate inventory management, in order
to serve the operational needs of the company without having
to accumulate large stocks. In total, the 2018 inventory value
compared to the previous year increased by 12%. This is more due
to the increased activity of the EWL business unit which requires
explosives as the main material. But non-explosive material
experienced a significant decrease. One reason is because Elnusa
has implemented storage of goods at vendors so that inventory
levels can be reduced.
Annual Report 2019 Laporan Tahunan 343
 TATA KELOLA PERUSAHAAN
Good Corporate Governance
WAREHOUSE MANAGEMENT
Pada tahun 2019, Elnusa melakukan optimalisasi warehouse
dengan menjaga keseimbangan utilisasi kapasitas seluruh
warehouse di lahan milik sendiri, dan membagi fungsi warehouse
berdasarkan peruntukannya, yaitu maintenance dan storage
warehouse. Peningkatan Implementasi 5R di setiap area
warehouse menjadi supporting tools dari proses optimalisasi ini.
SCM ONLINE
Salah satu program pengembangan dari SCM adalah sudah dibuat
kan sistem terintegrasi dalam satu platform yaitu SCM Online.
Dimana di dalam tools ini semua kegiatan pengadaan barang
dan jasa dari awal request sampai closing dapat dilakukan dalam
satu pintu saja, yaitu SCM Online. Dasboard di dalam SCM online
dapat mengidentifikasi segala kegiatan di dalam SCM.
VENDOR PERFORMANCE EVALUATION
Mitra Kerja di Elnusa di kelompokan menjadi 3 segment sesuai
dengan kompetensi nya yaitu Strategic (memiliki kontrak jangka
panjang), Preffered (biasa digunakan untuk kegiatan operasional)
dan Indirect Operation (bersifat transaksi tidak rutin atau one
time PO). Sepanjang perjalanan operasionalnya mitra kerja elnusa
selalu dilakukan penilaian atas performance kinerja mereka.
Pengukuran kinerja dilakukan sejak perusahaan mendapatkan
pekerjaan hingga selama menyelesaikan pekerjaan dari elnusa.
VENDOR ANNUAL MEETING
Dalam waktu sekali dalam satu tahun seluruh mitra kerja elnusa
berkumpul untuk mendapatkan insight dari top management
Elnusa mengenai kinerja perusahaan dan strategi bisnis
Perusahaan ke depan. Sehingga diharapkan mitra kerja bisa
menangkap potensi bisnis tersebut, memberikan pelayanan
terbaik, dan bersama elnusa meraih kesuksesan ditahun-tahun
mendatang. Pada event ini Elnusa juga memberikan award
kepada mitra kerja yang sudah memberikan kinerja terbaik,
sesuai kualifikasi bidang masing- masing.
344 Annual Report 2019 Laporan Tahunan
WAREHOUSE MANAGEMENT
In 2019, Elnusa optimizes the warehouse by maintaining the
balance of capacity utilization of all warehouses on its own land,
and divides warehouse functions based on their designation,
namely maintenance and storage warehouse. Improved
Implementation of 5R in each warehouse area is a supporting
tool for this optimization process.
SCM ONLINE
One of the development programs of SCM is that an integrated
system has been created in one platform, namely SCM Online.
Where in this tool all goods and services procurement activities
from initial request to closing can be done in one door, namely
SCM Online. The dashboard in SCM online can identify all activities
in SCM.
VENDOR PERFORMANCE EVALUATION
Partners in Elnusa are grouped into 3 segments according
to their competencies, namely Strategic (having a long-term
contract), Preffered (commonly used for operational activities)
and Indirect Operations (non-routine transactions or one time
PO). Throughout its operational journey, Elnusa's partners are
always assessed their performance. Performance measurement is
carried out since the company gets a job up to when completing
work from Elnusa.
VENDOR ANNUAL MEETING
Once a year all elnusa partners gather to get insights from Elnusa's
top management regarding the company's performance and the
Company's business strategy going forward. So it is expected that
partners can capture the business potential, provide the best
service, and with elnusa achieve success in the coming years. In
this event Elnusa also gave awards to partners who had given
the best performance, according to the qualifications of their
respective fields.
PT Elnusa Tbk

Sebagai upaya untuk mendukung penerapan tata kelola
perusahaan yang baik, Perseroan mengimplementasikan Sistem
Pelaporan Pelanggaran atau Whistleblowing System (WBS)
dalam rangka mencegah terjadinya tindak kecurangan dengan
melaporkan kejadian perilaku pelanggaran serta mendorong
budaya kejujuran dan keterbukaan. Penerapan WBS bermanfaat
untuk pengembangan sistem pelaporan pelanggaran yang
terkelola dengan baik, yang dapat menjadi fondasi bagi Perseroan
untuk merancang evaluasi dan tindak lanjut yang diperlukan.
WBS juga menjadi bagian dari mekanisme deteksi dini (early
warning system) atas kemungkinan terjadinya masalah akibat
sebuah pelanggaran. Bagi pelapor, WBS memberikan jaminan
perlindungan dan kerahasiaan identitas.
P E N E TA PA N P E D O M A N S I S T E M P E L A P O R A N
PELANGGARAN ELNUSA
Sistem pelaporan pelanggaran/Whistleblowing System (WBS)
Perseroan adalah sistem yang mengelola pengaduan atas
pelanggaran dan atau penyimpangan kode etik, hukum,
standar prosedur, kebijakan manajemen serta aturan lainnya
yang dipandang perlu, dimana dapat merugikan dan/atau
membahayakan Perseroan seperti kerugian finansial, lingkungan,
kondisi kerja, reputasi organisasi, pemangku kepentingan dan
lainnya.
Informasi yang diperoleh dari WBS akan ditindaklanjuti baik
dengan pengenaan sanksi yang tegas dan konsisten agar dapat
menimbulkan efek jera bagi pelaku pelanggaran maupun bagi
mereka yang berniat melakukan hal sama dan dapat menjadi
masukan untuk perbaikan sistem bagi Perusahaan ke depannya.
MEKANISME PENYAMPAIAN PELAPORAN
Perseroan telah menyediakan berbagai media untuk
mengakomodir para pemangku kepentingan dalam menyampaikan
laporannya jika diduga telah terjadi pelanggaran yang dilakukan
oleh karyawan Perseroan dengan mekanisme sebagai berikut:
1. Website Perseroan : Whistleblower System Center
(https://whistleblower.elnusa.co.id/)
2. Telepon: 021.78830850 ext 1623
3. Menyampaikan surat resmi kepada:
PT Elnusa Tbk up. Ketua Dewan Etika & GCG
Graha Elnusa Lantai 16, Jl. TB Simatupang Kav. 1B, Cilandak,
Jakarta Selatan
Berikut ini adalah ketentuan pelapor:
Pelaporan dapat dilakukan secara anonim maupun dilengkapi
dengan identitas pelapor dengan memberikan rekomendasi atau
bukti awal dugaan sementara praktik pelanggaran.
PT Elnusa Tbk
WHISTLEBLOWING SYSTEM
WHISTLEBLOWING SYSTEM
In an effort to support the implementation of good corporate
governance, the Company implements a Whistleblowing System
(WBS) in order to prevent fraud by reporting incidents of violation
behavior and fostering a culture of honesty and openness. The
application of WBS is beneficial for the development of a well-
managed violation reporting system, which can be the foundation
for the Company to design the necessary evaluations and follow-
up. WBS is also part of the early warning system for possible
problems caused by a violation. For reporters, WBS provides
guaranteed protection and confidentiality of identity.
ESTABLISHMENT OF ELNUSA VIOLATION REPORTING
SYSTEM GUIDELINES
Violation reporting system/Whistleblowing System (WBS) of
the Company is a system that manages complaints of violations
and or deviations of code of ethics, law, standard procedures,
management policies and other rules deemed necessary, which
can harm and/or endanger the Company such as financial losses,
the environment , working conditions, organizational reputation,
stakeholders and others.
Information obtained from WBS will be followed up with the
imposition of strict and consistent sanctions in order to have
a deterrent effect for violators and for those who intend to do
the same and can be input for improving the system for the
Company going forward.
REPORT SUBMISSION MECHANISM
The Company has provided various media to accommodate
stakeholders in submitting their reports if a violation is committed
by the Company's employees with the following mechanism:
1. Company Website: Whistleblower System Center
(https://whistleblower.elnusa.co.id/)
2. Telephone: 021.78830850 ext 1623
3. Delivering an official letter to:
PT Elnusa Tbk up. Chairperson of the Ethics & GCG Board
Graha Elnusa Lantai 16, Jl. TB Simatupang Kav. 1B, Cilandak,
South Jakarta
The following are the conditions of the reporter:
1. Reporting can be done anonymously or supplemented with
the identity of the reporter by providing recommendations
or preliminary evidence of provisional allegations of violation
practices.
Annual Report 2019 Laporan Tahunan 345
 TATA KELOLA PERUSAHAAN
Good Corporate Governance
4. Pelapor dapat membatasi identifikasi mengenai identitas
yang bersangkutan dengan tetap menyertakan bukti yang
berkaitan dengan dugaan sementara praktik pelanggaran.
5. Tidak ada hukuman yang dijatuhkan kepada pihak pelapor
jika pelanggaran tersebut terbukti benar terjadi. Apabila yang
bersangkutan juga terlibat dalam pelanggaran, laporan yang
disampaikan dapat dipertimbangkan untuk mengurangi/
meniadakan hukuman.
6. Kerahasiaan pelapor akan dijaga kecuali apabila
pengungkapan tersebut diperlukan dalam kaitan dengan
penyelidikan yang dilakukan oleh pihak yang berwenang
atau diperlukan untuk mempertahankan posisi Perusahaan
di depan hukum.
7. Mekanisme di atas tidak dimaksudkan untuk menyampaikan
keluhan pribadi.
PENGELOLAAN PELAPORAN PELANGGARAN
Sistem pelaporan pelanggaran Perseroan dikelola oleh fungsi
Corporate Secretary selaku sekretaris Dewan Etika & GCG dengan
mekanisme sebagai berikut:
1. Pengelola WBS menerima laporan pelanggaran dan
melakukan verifikasi atas laporan yang masuk.
2. Pengelola WBS akan menentukan apakah masih diperlukan
informasi atau bukti tambahan lebih lanjut.
3. Laporan yang telah diverifikasi selanjutnya diserahkan
kepada Dewan Etika & GCG
PENANGANAN PELAPORAN
1. Dewan Etika & GCG akan melakukan investigasi atas laporan
pengaduan yang telah diverifikasi oleh Pengelola WBS.
2. Jika pengaduan tidak terbukti benar, maka tidak dilakukan
proses lebih lanjut.
3. Apabila laporan atas pelanggaran valid dan telah terbukti,
maka Dewan Etika & GCG akan memberikan laporan serta
rekomendasi kepada pihak yang berwenang (manajemen
terkait atasan Terlapor untuk melaksanakan tindakan koreksi.
346 Annual Report 2019 Laporan Tahunan
2. The whistleblower can limit identification regarding the
identity of the person concerned by continuing to include
evidence relating to the alleged temporary violation practice.
3. No penalty is given to the whistleblower if the violation is
proven to occur. If the person involved is also involved in
the violation, the report submitted can be considered to
reduce/eliminate the penalty.
4. Confidentiality of the whistleblower will be maintained
unless the disclosure is required in connection with an
investigation conducted by an authorized party or is needed
to maintain the Company's position before the law.
5. The above mechanism is not intended to convey personal
complaints.
MANAGEMENT OF VIOLATION REPORTS
The Company's violation reporting system is managed by the
Corporate Secretary function as the secretary of the Ethics &
GCG Board with the following mechanism:
1. The WBS manager receives reports of violations and verifies
the incoming reports.
2. The WBS manager will determine whether further
information or additional evidence is needed.
3. The verified report is then submitted to the Ethics & GCG
Board
REPORT HANDLING
1. The Ethics & GCG Board will investigate the complaint report
that has been verified by the WBS Manager.
2. If the complaint is not proven to be true, then no further
process is carried out.
3. If the report on a violation is valid and has been proven, the
Ethics & GCG Board will provide a report and recommendation
to the appropriate authorities (management related to the
Reported Party's superior to carry out corrective actions.
PT Elnusa Tbk
PERLINDUNGAN PELAPOR
1. Pelapor dapat dilakukan secara anonim maupun dilengkapi
dengan identitas pelapor dengan memberikan rekomendasi
atau bukti awal dugaan sementara praktik pelanggaran.
2. Pelapor dapat membatasi identifikasi mengenai identitas
yang bersangkutan dengan tetap menyertakan bukti yang
berkaitan dengan dugaan sementara praktik pelanggaran.
3. Tidak ada hukuman yang dijatuhkan kepada pihak pelapor
jika pelanggaran tersebut terbukti benar terjadi. Apabila yang
bersangkutan juga terlibat dalam pelanggaran, laporan yang
disampaikan dapat dipertimbangkan untuk mengurangi/
meniadakan hukuman.
4. Kerahasiaan pelapor akan dijaga kecuali apabila
pengungkapan tersebut diperlukan dalam kaitan dengan
penyelidikan yang dilakukan oleh pihak yang berwenang
atau diperlukan untuk mempertahankan posisi Perusahaan
di depan hukum.
SANKSI ATAS PELANGGARAN
1. Sanksi terdiri dari dua jenis, yaitu sanksi moral dan sanksi
administratif.
2. Bentuk sanksi moral meliputi:
a. Diumumkan secara terbuka;
b. Meminta maaf secara terbatas dan/atau terbuka;
c. Mengundurkan diri dari jabatannya.
3. Bentuk sanksi administratif adalah sebagaimana ditetapkan
dalam Kebijakan Human Resources Management dan
Peraturan Perusahaan yang berlaku
4. Jika terdapat indikasi pelanggaran pidana, akan diteruskan
sesuai dengan ketentuan hukum yang berlaku.
PELAPORAN PELANGGARAN TAHUN 2019
DAN TINDAK LANJUT
Sepanjang tahun 2019, tidak terdapat pengaduan pelanggaran
yang masuk atau diterima Perseroan melalui kanal WBS.
PT Elnusa Tbk
REPORTER PROTECTION
1. Reporting can be done anonymously or complemented by
the identity of the reporter by providing recommendations
or preliminary evidence of provisional allegations of violation
practices.
2. The whistleblower can limit identification regarding the
identity of the person concerned by continuing to include
evidence relating to the alleged temporary violation practice.
3. No penalty is given to the reporting party if the violation is
proven to occur. If the person involved is also involved in
the violation, the report submitted can be considered to
reduce/eliminate the penalty.
4. Confidentiality of the whistleblower will be maintained
unless the disclosure is required in connection with an
investigation conducted by an authorized party or is needed
to maintain the Company's position before the law.
SANCTIONS FOR VIOLATIONS
1. Sanctions are of two types, namely moral sanctions and
administrative sanctions.
2. Forms of moral sanctions include:
a. Announced publicly;
b. Apologize in a limited and/or open manner;
c. Resign from his position.
3. The form of administrative sanctions is as stipulated in
the Human Resources Management Policy and applicable
Company Regulations
4. If there are indications of criminal violations, will be
continued in accordance with applicable legal provisions.
REPORTED VIOLATIONS IN 2019 AND FOLLOW UP
During 2019, there were no complaints of violations received by
the Company through the WBS channel.
Annual Report 2019 Laporan Tahunan 347
 TATA KELOLA PERUSAHAAN
Good Corporate Governance

TRANSPARANSI PRAKTIK BAD GOVERNANCE

Bad Governance Practice Transparency

LAPORAN ATAS AKTIVITAS PERSEROAN YANG REPORT ON THE COMPANY'S ACTIVITIES THAT
MENCEMARI LINGKUNGAN POLLUTE THE ENVIRONMENT

Sepanjang tahun 2019, tidak terdapat laporan dari pihak lain atas
aktivitas Perseroan yang mencemari lingkungan. Dalam kegiatan
operasionalnya, Elnusa senantiasa menjaga komitmennya
terhadap lingkungan yang berpedoman pada Analisis Mengenai
Dampak Lingkungan (AMDAL).
During 2019, there was no reports from other parties regarding
the Company's activities that pollute the environment. In its
operational activities, Elnusa always maintains its commitment
to the environment which is guided by the Environmental Impact
Analysis (AMDAL).

PENGUNGKAPAN PEMENUHAN DISCLOSURE ON FULFILLMENT OF TAX OBLIGATIONS

KEWAJIBAN PERPAJAKAN

PUBLIKASI KEPATUHAN PAJAK PUBLICATION OF TAX COMPLIANCE

Sebagai salah satu perwujudan tata kelola perusahaan yang baik,
Elnusa mengelola hak dan kewajiban perpajakan secara patuh,
transparan dan akuntabel sesuai dengan peraturan perundang-
undangan perpajakan yang berlaku. Pada periode 2019, tidak
terdapat ketidakpatuhan Elnusa dalam kewajiban membayar
pajak.
As one of the manifestations of good corporate governance,
Elnusa manages tax rights and obligations in a complient,
transparent and accountable manner in accordance with
applicable tax laws and regulations. In 2019, there was no Elnusa
non-compliance with tax obligations.

PUBLIKASI PEMBAYARAN PAJAK PUBLICATION OF TAX PAYMENT

Elnusa sebagai Wajib Pajak yang terdaftar di Indonesia mempunyai Elnusa as a taxpayer registered in Indonesia has the obligation to
kewajiban melakukan kontribusi langsung kepada negara melalui make direct contributions to the country through tax payments.
pembayaran pajak. Berikut ini adalah kontribusi pembayaran The following are the contributions of Elnusa tax payments to
pajak Elnusa kepada negara selama tahun 2018 dan 2019. the state during 2018 and 2019.

(dalam satuan rupiah penuh)

(in full rupiah units)
Jenis Pajak
No. 2019 2018
Types of Tax
1. Withholding Tax 393.227.658.674 293.124.329.941
2. Prepaid Tax 96.178.534.729 111.265.196.518
3. Corporate Income Tax 30.866.840.502 50.343.225.154
4. Value Added Tax 864.194.253.465 648.812.778.759
5. Custom 12.721.942.500 14.872.205.141
6. Regional Tax 74.661.038.298 62.449.958.130
Jumlah
1.471.850.268.168 1.180.867.693.643
Total

348 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

KETIDAKSESUAIAN PENYAJIAN LAPORAN TAHUNAN
DAN LAPORAN KEUANGAN DENGAN PERATURAN
YANG BERLAKU DAN STANDAR AKUNTASI KEUANGAN
(SAK)
Seluruh penyajian informasi dalam Laporan Tahunan ini,
khususnya terkait kinerja keuangan dan hal-hal lainnya, mengacu
pada Laporan Keuangan untuk tahun-tahun yang berakhir 31
Desember 2018 dan 31 Desember 2019 yang telah diaudit oleh
Kantor Akuntan Publik Purwantono, Sungkoro & Surja Penyajian,
dan pengungkapan laporan keuangan konsolidasian Perseroan
disusun dan disajikan sesuai Standar Akuntansi Keuangan di
Indonesia, yaitu Pernyataan Standar Akuntansi Keuangan (PSAK),
yang diterbitkan oleh Ikatan Akuntan Indonesia (IAI) dan Peraturan
Badan Pengawas Pasar Modal dan Lembaga Keuangan (Bapepam-
LK) No. VIII.G.7 tentang Pedoman Penyajian Laporan Keuangan,
dengan Surat Keputusan Ketua Bapepam-LK No. KEP-347/BL/2012
tentang Penyajian dan Pengungkapan Laporan Keuangan Emiten
atau Perusahaan Publik.
KASUS TERKAIT DENGAN BURUH DAN KARYAWAN
Sepanjang tahun 2019, tidak terdapat kasus yang bersifat material
dengan karyawan maupun Serikat Pekerja Perusahaan.
PENGUNGKAPAN SEGMEN OPERASI
PADA LAPORAN KEUANGAN
Sebagaimana yang tercantum dalam PSAK No. 5 (Penyesuaian
2015) tentang Segmen Operasi dan untuk kepentingan manajemen,
Perseroan telah menyajikannya menurut pengelompokkan
(segmen) jenis usaha sebagai bentuk pelaporan segmen primer
dan segmen sekunder, seperti yang telah disampaikan dalam
Laporan Keuangan Teraudit tahun 2019 catatan 32.
KESESUAIAN BUKU LAPORAN TAHUNAN DAN
LAPORAN TAHUNAN DIGITAL
Laporan Tahunan digital Perseroan baik yang disampaikan
kepada pemegang saham, pemangku kepentingan, maupun
yang telah diunggah pada situs web resmi Perseroan telah sesuai
dengan buku Laporan Tahunan yang dicetak dan diterbitkan
oleh Perseroan.
PT Elnusa Tbk
DISCREPANCY IN PRESENTATION OF ANNUAL REPORTS
AND FINANCIAL STATEMENTS WITH APPLICABLE
REGULATIONS AND FINANCIAL ACCOUNTING
STANDARDS (SAK)
All information presented in this Annual Report, specifically related
to financial performance and other matters, refers to the Financial
Statements for the years ended December 31, 2018 and December
31, 2019 which have been audited by the Public Accountant Office
Purwantono, Sungkoro & Surja Presentation and disclosure of
the Company's consolidated financial statements prepared and
presented in accordance with Indonesian Financial Accounting
Standards, the Statement of Financial Accounting Standards (PSAK),
issued by the Indonesian Institute of Accountants (IAI) and Capital
Market and Financial Institution Supervisory Agency Regulation
(Bapepam-LK) No. VIII.G.7 concerning Guidelines for the Presentation
of Financial Statements, by Decree of the Chairman of Bapepam-LK
No. KEP-347/BL/2012 concerning Presentation and Disclosure of
Financial Statements of Issuers or Public Companies.
CASES REGARDING LABOR AND EMPLOYEES
Throughout 2019, there were no material cases with employees
or the Company Workers Union.
DISCLOSURE OF OPERATING SEGMENTS
IN FINANCIAL STATEMENTS
As stated in PSAK No. 5 (2015 Adaptation) concerning Operating
Segments and for the benefit of management, the Company has
presented them according to the classification of business types
as a form of primary segment and secondary segment reporting,
as presented in the 2019 Audited Financial Statements notes 32.
SUITABILITY OF ANNUAL REPORT AND DIGITAL
ANNUAL REPORT
The Company's digital Annual Reports, both submitted to
shareholders, stakeholders, as well as those uploaded on the
official website of the Company are in accordance with the Annual
Report book that is printed and published by the Company.
Annual Report 2019 Laporan Tahunan 349
 TATA KELOLA PERUSAHAAN
Good Corporate Governance
KESESUAIAN PENERAPAN TATA KELOLA
PERUSAHAAN TERHADAP ASEAN CORPORATE
GOVERNANCE SCORECARD (ACGS)
Conformity of the Implementation of Corporate Governance to the Asean Corporate
Governance Scorecard (ACGS)
ASEAN CG Scorecard adalah suatu alat kuantitatif untuk mengukur
kepatuhan perusahaan-perusahaan terbuka di ASEAN terhadap
pedoman corporate governance menurut praktik-praktik
keteladanan berbasis standar-standar internasional, khususnya
prinsip-prinsip corporate governance yang dikeluarkan oleh the
Organization for Economic Cooperation and Development (OECD)
yang diungkapkan sebagai berikut:
1. Hak-Hak Para Pemegang Saham
2. Perlakuan yang Setara terhadap Para Pemegang Saham
3. Peran Para Pemangku Kepentingan
4. Pengungkapan dan Transparansi
5. Tanggung Jawab Dewan
Dalam rangka memperkuat prinsip-prinsip GCG yang terdapat
dalam standard ASEAN CG Scorecard, perusahaan berinisiatif
membangun upaya-upaya perbaikan terhadap kinerja tingkat
kepatuhannya secara terukur dan terencana. Oleh karena itu,
perusahaan memandang perlunya suatu referensi yang dapat
digunakan sebagai acuan dalam mempersiapkan strategi yang
efektif dalam rangka melakukan upaya perbaikan terhadap kinerja
praktik GCG ke depan.
Atas dasar tersebut, perusahaan memandang penting agar
dilakukan penilaian rutin terhadap praktik GCG perusahaan
berdasarkan standard Internasional yang diadopsi dari prinsip-
prinsip corporate governance yang dikeluarkan oleh the
Organization for Economic Cooperation and Development (OECD),
dan tertuang dalam prinsip-prinsip GCG yang diatur dalam ASEAN
CG Scorecard.
Selanjutnya, hasil penilaian rutin terhadap praktik GCG tersebut
diharapkan dapat memberikan informasi kepada perusahaan
mengenai trend perbaikan kinerja tingkat kepatuhan yang
telah dicapai perusahaan dibandingkan dengan kinerja yang
telah dilakukan perusahaan pada tahun-tahun sebelumnya,
sehingga untuk ke depannya dapat diketahui mengenai langkah-
langkah atau upaya apa saja yang masih harus diperbaiki lagi
oleh perusahaan agar kinerja tingkat kepatuhannya dapat lebih
dioptimalkan lagi pencapaiannya.
Untuk terus mempertahankan dan utamanya meningkatkan
penerapan prinsip GCG, Perseroan telah membuat referensi
silang terhadap penilaian ACGS untuk mempermudah perolehan
data, sebagai berikut:
350 Annual Report 2019 Laporan Tahunan
The ASEAN CG Scorecard is a quantitative tool to measure
the compliance of public companies in ASEAN to corporate
governance guidelines according to exemplary practices based
on international standards, specifically the principles of corporate
governance issued by the Organization for Economic Cooperation
and Development (OECD) which is disclosed as follows:
1. Rights of Shareholders
2. Equal Treatment of Shareholders
3. The Role of Stakeholders
4. Disclosure And Transparency
5. Board Responsibilities
In order to strengthen the principles of good corporate governance
contained in the ASEAN CG Scorecard standard, the company took
the initiative to develop efforts to improve the level of compliance
performance in a measured and planned manner. Therefore,
the company sees the need for a reference that can be used as
a reference in preparing an effective strategy in order to make
improvements to the performance of GCG practices going forward.
On this basis, the company deems it necessary to conduct a
routine assessment of corporate GCG practices based on
international standards adopted from the principles of corporate
governance issued by the Organization for Economic Cooperation
and Development (OECD), and contained in the GCG principles
set out in ASEAN CG Scorecard.
Furthermore, the results of the routine assessment of the GCG
practices are expected to provide information to the company
regarding the trend of improvement in the level of compliance
performance that the company has achieved compared to the
performance that the company has done in previous years, so
that in the future it can be known what steps or efforts alone that
still needs to be improved by the company so that its compliance
level performance can be further optimized.
To continue to maintain and primarily improve the application
of GCG principles, the Company has made cross references to
the ACGS assessment to facilitate data acquisition, as follows:
PT Elnusa Tbk
PRINSIP A: HAK-HAK PEMEGANG SAHAM PRINCIPLE A: RIGHTS OF SHAREHOLDERS
SKOR CG UNTUK PRINSIP RIGHTS OF S.H.AREHOLDERS
CG SCORE FOR RIGHTS OF S.H.AREHOLDERS PRINCIPLE

Jumlah Kepatuhan terhadap

Pertanyaan pada tiap Jumlah Pertanyaan Skor per Komponen
Parameter Penentu
Parameter Number of Score per
No Defining Parameter
Number of Compliance with Questions Component
Questions in each Parameter
1. Hak Dasar Pemegang Saham 1 1 100%
Basic Perusahaan. Rights of Shareholders
Hak berpatisipasi dalam keputusan-keputusan terkait
2 perubahan-perubahan mendasar korporasi. 3 3 100%
Th. right to participate in decisions related to fundamental
corporate changes.
Hak untuk berpartisipasi secara efektif dan menggunakan
suara dalam RUPS serta hak untuk mendapatkan informasi
3 mengenai aturan-aturan yang berlaku dalam RUPS (termasuk 15 15 100%
prosedur voting).
The right to participate effectively and vote in the GMS and
the right to obtain information about the rules that apply in
the GMS (including voting procedures).
Pasar untuk pengendalian/kontrol perusahaan seharusnya
4 dimungkinkan berfungsi dengan cara yang efisien dan 1 1 100%
transparan.
The market for corporate control should be enabled to function
in an efficient and transparent manner.
Pelaksanaan hak kepemilikan pemegang saham, termasuk
5 investor institusi difasilitasi perusahaan. 0 1 0%
The exercise of shareholder ownership rights, including
institutional investors, is facilitated by the company.
TOTAL PERTANYAAN YANG COMPLY DENGAN PRINSIP RIGHTS OF
S.H.AREHOLDERS
TOTAL QUESTIONS THAT COMPLIED WITH THE PRINCIPLE OF RIGHTS 20 21 95,24%
OF S.H.AREHOLDERS

PRINSIP B - PERLAKUAN SETARA TERHADAP PEMEGANG PRINCIPLE B - EQUITABLE TREATMENT OF S.H.AREHOLDERS

SAHAM
SKOR CG UNTUK PRINSIP EQUITABLE TREATMENT OF S.H.AREHOLDERS
CG SCORE FOR EQUITABLE TREATMENT OF S.H.AREHOLDERS PRINCIPLE
Jumlah Kepatuhan
terhadap Pertanyaan pada
Jumlah Pertanyaan
Parameter Penentu tiap Parameter Skor per Komponen
Number of
Defining Parameter Number of Compliance Score per Component
No. Questions
with Questions in each
Parameter
1. Kepemilikan Saham dan Hak Suara 1 1 100%
Share Ownership and Voting Rights
2. Panggilan RUPST 3 5 60%
Summons for AGMS
3. Perdagangan orang dalam dan self- dealing abusif seharusnya 2 2 100%
dilarang
Insider trading and abusive self-dealing should be prohibited
4. Transaksi pihak berelasi yang dilakukan oleh anggota Dewan 3 4 75%
komisaris & Direksi
Related party transactions conducted by members of the
Board of Commissioners & Directors
Perlindungan kepada para pemegang saham minoritas dari 1 2 50%
5 tindakan-tindakan abusif
Protection of minority shareholders from abusive actions
TOTAL PERTANYAAN YANG COMPLY DENGAN PRINSIP EQUITABLE
10 14 71,43%
TREATMENT OF S.H.AREHOLDERS
* Terdapat 1 item penilaian/pertanyaan yang tidak dinilai (N/A), sehingga jumlah item pertanyaan pada prinsip B bagian ke 1 terkait dengan Kepemilikan Saham dan
Hak Suara yang dihitung hanya 1 pertanyaan saja dari sebelumnya 2 pertanyaan.
* There is 1 item of assessment/question that is not rated (N/A), so the number of question items in principle B part 1 related to Share Ownership and Voting Rights is
counted only 1 question from the previous 2 questions.

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 351

 TATA KELOLA PERUSAHAAN
Good Corporate Governance

PRINSIP C: PERAN PEMANGKU KEPENTINGAN PRINCIPLE C: ROLES OF SHAREHOLDERS

SKOR CG UNTUK PRINSIP ROLE OF STAKEHOLDERS
CG SCORE FOR ROLE OF STAKEHOLDERS PRINCIPLE
Jumlah Kepatuhan
terhadap Pertanyaan Jumlah Skor per
Parameter Penentu pada tiap Parameter Pertanyaan Komponen
No.
Defining Parameter Number of Compliance Number of Score per
with Questions in each Questions Component
parameter
Hak-Hak Para Pemangku Kepentingan yang ditetapkan oleh UU 7 7 100%
1. atau lewat kesepakatan bersama seharusnya dihormati.
The rights of the stakeholders determined by law or by mutual
agreement should be respected.
Para pemangku kepentingan seharusnya memiliki peluang untuk 1 1 100%
2. mendapatkan ganti rugi efektif untuk pelanggaran- pelanggaran
atas hak-hak mereka.
Stakeholders should have the opportunity to obtain effective
compensation for violations of their rights.

Mekanisme-mekanisme meningkatkan kinerja untuk partisipasi 2 3 66,67%

3. karyawan seharusnya dimungkinkan berkembang.
Mechanisms for improving performance for employee
participation should be possible to develop.
Para pemangku kepentingan, termasuk karyawan individu dan 2 100%
badan-badan perwakilan mereka, seharusnya dapat secara 2
bebas mengkomunikasikan keprihatinan mereka kepada dewan
4. atas praktik-pratik melanggar hukum dan tidak etis dan hak-hak
mereka melakukan ini seharusnyalah dilindungi
Stakeholders, including individual employees and their
representative bodies, should be able to freely communicate
their concerns to the board over unethical and unethical practices
and their rights to do this should be protected
TOTAL PERTANYAAN YANG COMPLY DENGAN PRINSIP ROLE OF
STAKEHOLDERS
12 13 92,31%
TOTAL QUESTIONS THAT COMPLIED WITH THE PRINCIPLE OF ROLE OF
STAKEHOLDERS

PRINSIP D: PENGUNGKAPAN DAN TRANSPARANSI PRINCIPLE D: DISCLOSURE AND TRANSPARENCY

SKOR CG UNTUK PRINSIP DISCLOSURE AND TRANSPARENCY
CG SCORE FOR DISCLOSURE AND TRANSPARENCY PRINCIPLE

Jumlah Kepatuhan terhadap

Pertanyaan pada tiap Jumlah Pertanyaan Skor per Komponen
Parameter Penentu
No. Parameter Number of Score per
Defining Parameter
Number of Compliance with Questions Component
Questions in each parameter
1. Transparansi Struktur kepemilikan 5 5 100%
Transparency in ownership structure
2. Kualitas Laporan Tahunan 7 8 87,5%
Annual Report Quality
3. Pengungkapan atas Transaksi Hubungan Istimewa 1 2 50%
Disclosure of Special Relationship Transactions
4. Pengungkapan atas transaksi saham perusahaan yang 1] 1 100%
dilakukan oleh para anggota direksi atau dewan komisaris
Disclosure of company stock transactions conducted by
members of the board of directors or board of commissioners
Total Questions That Comply With the Equitable Treatment
Of Shareholders Principle
5. Eksternal Auditor tan Laporan Auditor 2 2 100%
External Auditors and Auditor Reports
6. Media Komunikasi Perusahaan 4 4 100%
Corporate Communication Media
7. Penyampaian informasi laporan keuangan atau laporan 3 3 100%
tahunan secara tepat waktu
Submitting information on financial statements or annual
reports in a timely manner

352 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 SKOR CG UNTUK PRINSIP DISCLOSURE AND TRANSPARENCY
CG SCORE FOR DISCLOSURE AND TRANSPARENCY PRINCIPLE

Jumlah Kepatuhan terhadap

Pertanyaan pada tiap Jumlah Pertanyaan Skor per Komponen
Parameter Penentu
No. Parameter Number of Score per
Defining Parameter
Number of Compliance with Questions Component
Questions in each parameter
8. Website Perusahaan 6 6 100%
Company Website
9. Keberadaan Investor Relations dalam Perusahaan 1 1 100%
Existence of Investor Relations in the Company
TOTAL PERTANYAAN YANG COMPLY DENGAN PRINSIP
DISCLOSURE AND TRANSPARENCY
TOTAL QUESTIONS THAT COMPLIED WITH THE PRINCIPLE OF 30 32 93,75%
DISCLOSURE AND
TRANSPARENCY

PRINSIP E: TANGGUNG JAWAB DEWAN KOMISARIS PRINCIPLE E: RESPONSIBILITIES OF THE BOARD

SKOR CG UNTUK PRINSIP RESPONSIBILITIES OF THE BOARD

Jumlah Kepatuhan
terhadap Pertanyaan Skor per
Jumlah Pertanyaan
Indikator/Parameter Penentu pada tiap Parameter Komponen
No Number of
Defining Parameter Number of Compliance Score per
Questions
with Questions in Component
each parameter
1. Tugas dan Tanggung Jawab Direksi dan Dewan Komisaris: 5 6 83,33%
Duties and Responsibilities of Directors and Board of Commissioners:
2. Struktur Dewan Komisaris: 18 24 75%
Board of Commissioners Structure:
3. Proses Dewan Komisaris: 13 22 59,09%
Board of Commissioners Process:
4. Individu dalam Susunan Dewan Komisaris 3 6 50%
Individuals in the Composition of the Board of Commissioners
5. Kinerja Dewan Komisaris 5 7 71,43%
Board of Commissioners' Performance
TOTAL PERTANYAAN YANG COMPLY DENGAN PRINSIP RESPONSIBILITY
OF THE BOARDS
45 65 69,23%
TOTAL QUESTIONS THAT COMPLIED
WITH THE PRINCIPLE OF RESPONSIBILITY OF THE BOARDS

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 353

06
TANGGUNG
JAWAB SOSIAL
PERUSAHAAN
Corporate Social
Responsibility

Perseroan senantiasa mendukung

pembangunan berkelanjutan.
Untuk itu, Elnusa berupaya penuh
memaksimalkan dampak positif dan
meminimalkan dampak negatif dari
setiap aktivitas operasionalnya.
The C ompa ny a lways suppor t s sust a i nabl e deve l o p m ent.
For t hi s re a son, El nusa st r i ve s t o ma xi mi ze t he pos i ti ve
i mpa c t s a nd mi ni mi ze t he negat i ve i mpa c t s of e a ch of
i t s ope rat i ona l a c t i vi t i e s.
 TANGGUNG JAWAB SOSIAL PERUSAHAAN
Corporate Social Responsibility
TATA KELOLA TANGGUNG JAWAB
SOSIAL PERUSAHAAN
Governance of Corporate Social Responsibility
Konsep pembangunan berkelanjutan yang telah berkembang di
berbagai negara muncul sebagai bagian dari keinginan banyak
pihak tentang keseimbangan antara people, planet, partnership,
peace dan prosperity. Di Indonesia, regulator telah mendorong
upaya harmonisasi ini melalui tanggung jawab sosial perusahaan,
atau Corporate Social Responsibilty (CSR). Dalam CSR, perusahaan
sebagai entitas usaha diwajibkan untuk berperan serta dalam
pembangunan berkelanjutan.
Perseroan menyadari bahwa pembangunan berkelanjutan ini
harus didukung. Sebagai bagian dari corporate citizen yang
juga merupakan emiten publik, Perseroan berupaya untuk
merealisasikan hal ini sesuai dengan kemampuan yang dimiliki.
Dalam mengimplementasikan CSR, Perseroan mengadopsi
ISO 26000 yang merupakan Panduan Tanggung Jawab Sosial
(Guidance on Social Responsibility). Panduan ini merupakan
salah satu referensi yang menjadi standar di dunia internasional.
Di Indonesia, ISO 26000 telah diratifikasi oleh Pemerintah pada
tahun 2010 dan dijadikan Standar Nasional (SNI) pada tahun 2012.
Commitment and Policy on the Implementation
of Corporate Social Responsibility
Bagi Perseroan, tanggung jawab sosial merupakan bagian
dari komitmen yang perlu terus menerus diupayakan. Hal ini
adalah di karenakan Perseroan sangat memahami bahwa dalam
setiap aktivitas operasional yang dilakukan memiliki dampak
positif maupun negatif. Oleh karenanya, untuk memastikan
keberlanjutan, Perseroan berupaya penuh memaksimalkan
dampak positif dan meminimalkan dampak negatif dari setiap
aktivitas operasional.
Pendekatan yang digunakan untuk memastikan keberlanjutan
aktivitas Perseroan adalah menggunakan tujuh subyek inti
tanggung jawab sosial yang ada dalam ISO 26000. Dalam hal
ini, subyek ataupun lingkup yang menjadi fokus keberlanjutan
bukan hanya kinerja ekonomi semata. Namun Perseroan berupaya
penuh agar dapat memastikan keberlanjutan sesuai subyek dalam
ISO 26000 yang meliputi:
1. Tata kelola organisasi yang baik
2. Penegakkan hak asasi manusia
3. Praktik ketenagakerjaan yang manusiawi dan berkeadilan
4. Pengelolaan kegiatan perusahaan terhadap Lingkungan
5. Prosedur operasi yang wajar
6. Tanggung jawab terhadap konsumen
7. Pelibatan dan pengembangan masyarakat.
356 Annual Report 2019 Laporan Tahunan
The concept of Sustainable Development in many countries has
become part of the goal of various stakeholders in balancing the
people, planet, partnership, peace and prosperity. In Indonesia,
the regulatory bodies have pushed for concerted efforts through
Corporate Social Responsibility (CSR). These efforts require any
business entity toplay a role in sustainable development.
International Organization for Standardization (ISO), an
international entity that set industrial and commercial standards
worldwide, has released ISO26000 on the Guidance on Social
responsibility. While not mandatory, and only serves as a
guideline, ISO provides frameworks and modules that are used
internationally on the way CSR can be developed in a company.
In Indonesia, ISO26000 has been ratified by the Government in
2010 and has been applied as Standar Nasional (SNI) in 2012.
Commitment and Policy on the Implementation
of Corporate Social Responsibility
For the Company, social responsibility is part of commitment that
needs to be continually pursued. This is because the Company
fully understands that every operational activity carried out
has both positive and negative impacts. Therefore, to ensure
sustainability, the Company strives to maximize the positive
impacts and minimize the negative impacts of each operational
activity.
The Company uses approach to ensure its sustainable activities
by using the seven core social responsibility subjects contained
in ISO 26000. In this case, the subject or scope that is the focus
of sustainability is not just economic performance. However,
the Company makes every effort to ensure sustainability in
accordance with the subject in ISO 26000 which includes:
1. Good organizational governance
2. Upholding human rights
3. Humanitarian and fair labor practices
4. Management of company activities on the environment
5. Fair operating practices
6. Responsibility towards consumers
7. Community involvement and development.
PT Elnusa Tbk
 Pendekatan yang digunakan untuk memastikan keberlanjutan
The Company’s sustainable development approach

Pendekatan secara holistik terintegrasi

Holistic Integrated Approach

Pelibatan dan
pengembangan masyarakat Hak asasi manusia
Community Involvement and Human Rights
Development

Tata kelola organisasi

Organizational

Praktik
Isu konsumen Ketenagakerjaan
Organisasi
Consumer Issues Labour
Organization
Practices

Governance

Praktik operasi
yang wajar Lingkungan
Fair Operating The Environment
Practices

Interdependensi
Interdependence

Dalam penerapan CSR pula, Perseroan berupaya penuh
menerapkan prinsip yang terkandung dalam ISO 26000.
Sebagai perusahaan yang bergerak dalam jasa energi,
Perseroan sangat memahami bahwa kegiatan operasi yang
dilakukan dapat menimbulkan dampak positif maupun negatif
terhadap lingkungan, ekonomi maupun sosial. Oleh karena
itu, Perseroan melaksanakan tanggung jawab sosial sebagai
upaya untuk memastikan keberlanjutan bisnis. Prinsip-prinsip
ISO 26000 seperti akuntabilitas, transparansi, berperilaku etis,
menghormati kepentingan para stakeholders, mematuhi hukum
yang berlaku, menghormati norma yang berlaku internasional,
serta menghormati hak asasi manusia, merupakan prinsip-prinsip
yang Perseroan anut.
In the implementation of CSR, the Company strives to fully
implement the principles contained in ISO 26000. As a company
engaged in energy service industry, the Company is fully aware
that its operational activities result in positive and negative
impacts to the environment, economy, and community. Therefore,
the Company conducts corporate social responsibility as an effort
to ensure its business sustainability. The principles of ISO 26000,
such as accountability, transparency, ethical behavior, respect for
stakeholder interest, respect for the rule of the law, respect for
international norms of behavior, and respects for human rights,
are the principles that the Company adheres to.

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 357

 TANGGUNG JAWAB SOSIAL PERUSAHAAN
Corporate Social Responsibility
Komitmen pelaksanaan CSR Perseroan terdapat pada kebijakan
Corsec-K.1.3 (Rev.01) dan diatur dalam Pedoman Corsec -
K1.1 (Rev.02). Komitmen ini berpedoman pada ISO 26000
tentang Panduan Tanggung Jawab Sosial (Guidance on Social
Responsibility). Selain itu, pedoman pelaksanaan CSR Perseroan
juga mengacu pada regulasi yang berlaku di Indonesia.
Dalam hal pelaporan, Perseroan mengadopsi beberapa peraturan
maupun standar pelaporan yang berlaku secara nasional serta
internasional. Beberapa standar pelaporan yang menjadi rujukan
adalah Peraturan Otoritas Jasa Keuangan, Global Reporting
Initiative (GRI) Standard, serta kriteria Annual Report Award.
Aspek yang dilaporkan sesuai dengan peraturan maupun standar
pelaporan yang ada dan menyesuaikan sifat bisnis maupun topik
material Perseroan.
Informasi yang disajikan dalam laporan ini merupakan ringkasan
dari kinerja keberlanjutan Perseroan. Informasi yang lebih
mendalam sesuai dengan Peraturan OJK maupun GRI Standard
dapat dibaca pada Laporan Keberlanjutan yang disajikan secara
terpisah.
Dasar Hukum dan Referensi Penerapan Tanggung Jawab Sosial
Perusahaan
Dasar pelaksanaan program CSR Perseroan berlandaskan pada
beberapa aspek hukum, di antaranya:
1. Undang-undang No. 1 Tahun 1970 tentang Keselamatan
Kerja.
2. Undang-undang No. 23 Tahun 1992 tentang Kesehatan.
3. Undang-undang No. 8 Tahun 1999 tentang Perlindungan
Konsumen.
4. Undang-undang No. 13 Tahun 2003 tentang Ketenagakerjaan.
5. Undang-undang No. 40 Tahun 2007 tentang Perseroan
Terbatas.
6. Undang-undang No. 25 Tahun 2007 tentang Penanaman
Modal.
7. Undang-undang No. 32 Tahun 2009 tentang Perlindungan
dan Pengelolaan Lingkungan Hidup.
8. Undang-undang No. 24 Tahun 2011 tentang Badan
Penyelenggara Jaminan Sosial.
9. Peraturan Pemerintah No. 27 Tahun 2012 tentang Izin
Lingkungan.
10. Peraturan Pemerintah No. 50 Tahun 2012 tentang Penerapan
Sistem Manajemen Keselamatan dan Kesehatan Kerja.
11. Peraturan Pemerintah No. 47 Tahun 2012 tentang Tanggung
Jawab Sosial dan Lingkungan Perseroan Terbatas.
358 Annual Report 2019 Laporan Tahunan
The commitment of the Company's CSR implementation is
contained in Corsec-K.1.3 (Rev.01) policy and regulated in the
Corsec Guidelines - K1.1 (Rev.02). This commitment is guided
by ISO 26000 on Guidance on Social Responsibility. In addition,
the Company's CSR implementation guidelines also refer to
regulations in force in Indonesia.
In terms of reporting, the Company adopts several regulations
and reporting standards that apply nationally and internationally.
Some reporting standards that are referred to are the Financial
Services Authority Regulation, the Global Reporting Initiative
(GRI) Standard, and the Annual Report Award criteria. Reported
aspects are in accordance with existing regulations and reporting
standards and adjust the business nature and material topics of
the Company.
The information presented in this report is a summary of the
Company's sustainability performance. More detailed information
in accordance with OJK Regulations and GRI Standard can be
read in the Sustainability Report which is presented separately.
Legal Basis and References on the Implementation of Corporate
Social Responsibility
The implementation of CSR programs of the Company is based
on the following regulations:
1. .Law No. 1 of 1970 regarding Work Safety
2. Law No. 23 of 1992 regarding Health
3. Law No. 8 of 1999 regarding Consumer Protection
4. Law No. 13 of 2003 regarding Labor and Employment
5. Law No. 40 of 2007 regarding Limited Liabilities Company
6. Law No. 25 of 2007 regarding Capital Investment
7. Law No. 32 of 2009 regarding Environmental Protection
and Management
8. Law No. 24 of 2011 regarding Social Security Administrative
Body
9. Government Regulation No. 27 of 2020 regarding
Environmental Permit
10. Government Regulation No 50 of 2012 regarding the
Implementation of Health and Safety Management System
11. Government Regulation No. 47 of 2012 regarding Corporate
Social and Environmental Responsibility of a Limited
Liabilities Company
PT Elnusa Tbk
Di samping itu, sebagai perusahaan terbuka, Perseroan
menekankan pentingnya kepatuhan terhadap perkembangan
peraturan dan perundang-undangan yang ada. Dua di antaranya
adalah Peraturan OJK No. 29/POJK.04/2016 mengenai laporan
tahunan Emiten atau perusahaan publik, serta Peraturan OJK No.
51/POJK.03/2017 tentang Penerapan Keuangan Berkelanjutan
bagi Lembaga Jasa Keuangan, Emiten, dan Perusahaan Publik.
Dua peraturan ini mengindikasikan keinginan regulator untuk
mendorong entitas usaha di Indonesia memberikan perhatian
terhadap pembangunan berkelanjutan yang mampu menjaga
stabilitas ekonomi serta bersifat inklusif diperlukan sistem
perekonomian nasional yang mengedepankan keselarasan antara
aspek ekonomi, sosial, dan lingkungan hidup.
Uji Tuntas terhadap Dampak Ekonomi, Lingkungan dan Sosial
dari Kegiatan Perusahaan
Uji tuntas kegiatan operasional Perseroan dan dampaknya
terhadap ekonomi, lingkungan maupun sosial dipetakan
berdasarkan tingkatan materialitas suatu subjek serta matriks
risiko negatif yang mungkin muncul. Berdasarkan matriks
ini, Perseroan memetakan subjek maupun isu penting yang
mempengaruhi Perseroan dan pembangunan berkelanjutan.
Subyek maupun isu prioritas dirumuskan untuk kemudian
dirancang sebagai program yang dapat memastikan keberlanjutan
bagi para pemangku kepentingan.
Dalam aspek ekonomi, sebagai entitas usaha Perseroan memiliki
tanggung jawab untuk memastikan kinerja ekonomi yang
berkelanjutan, bersih dari praktik korupsi serta memiliki manfaat bagi
pemangku kepentingan yang lain. Pada aspek lingkungan, Perseroan
melaksanakan kaji risiko lingkungan hidup Identifikasi Aspek dan
Dampak Lingkungan Hidup (IADL), untuk menentukan risiko
lingkungan dari kegiatan operasional dan langkah pengendaliannya.
Sementara pada aspek sosial, perhatian Perseroan tidak hanya pada
pemangku kepentingan internal, melainkan juga eksternal.
Detail informasi aspek, topik maupun isu yang mempengaruhi
Perseroan serta pembangunan berkeberlanjutan tersaji pada
subbab isu-isu penting ekonomi, lingkungan dan sosial terkait
dampak kegiatan perusahaan.
Isu-isu Penting Ekonomi, Lingkungan dan Sosial
Terkait Dampak Kegiatan Perusahaan
Dalam menentukan isu sosial, ekonomi dan lingkungan terkait
dampak dari kegiatan, Perseroan melakukan uji tuntas pada level
operasional. Isu ini kemudian dijadikan dasar bagi manajemen
untuk memprioritaskan penganggulangannya dengan melakukan
berbagai pendekatan. Pemetaan risiko dan pengelolaan dampak
yang ditimbulkan dari kegiatan usaha Perseroan terhadap aspek
ekonomi, lingkungan dan sosial adalah sebagai berikut:
PT Elnusa Tbk
Moreover, as a publicly listed company, the Company puts
emphasis on the importance of following the development in
regulations and laws. Two of them are OJK Regulation No. 29/
POJK.04/2016 concerning annual reports of Issuers or public
companies, as well as OJK Regulation No. 51/POJK.03/2017
concerning the Implementation of Sustainable Finance for
Financial Services Institutions, Issuers and Public Companies.
These two regulations indicate the desire of regulators to
encourage business entities in Indonesia to pay attention to
sustainable development that is able to maintain economic
stability and is inclusive of the needs of the national economic
system that promotes harmony between economic, social, and
environmental aspects.
Due Diligence on Social, Economic, and Environmental Impact
of the Company’s Activities
Due diligence of the Company's operational activities and their
impact on the economy, environment and social are mapped
based on the materiality level of a subject and the negative
risk matrix that may arise. Based on this matrix, the Company
maps important subjects and issues that affect the Company and
sustainable development. The subjects and priority issues are
formulated to later be designed as a program that can ensure
sustainability for stakeholders.
In the economic aspect, the Company, as a business entity,
has the responsibility to ensure economic performance that
is sustainable, free from corruption, and beneficient to other
stakeholders. On the environmental aspect, the Company carries
out an environmental risk assessment Identifying Environmental
Aspects and Impacts (IADL), to determine the environmental risk
from operational activities and control measures. While on the
social aspect, the Company's attention is not only on internal
stakeholders, but also external.
Detail information on aspects, topics and issues affecting the
Company and sustainable development is presented in the sub-
section of important economic, environmental and social issues
related to the impact of the company's activities.
Important Economic, Environmental and Social
Issues Regarding the Impact of Company Activities
In determining social, economic and environmental issues related
to the impact of activities, the Company conducts due diligence
at the operational level. This issue is then used as a basis for
management to prioritize its mitigation by taking a variety of
approaches. Risk mapping and managing the impacts arising from
the Company's business activities on economic, environmental
and social aspects are as follows:
Annual Report 2019 Laporan Tahunan 359
 TANGGUNG JAWAB SOSIAL PERUSAHAAN
Corporate Social Responsibility
Aspek Topik
Aspects Topics
Kinerja ekonomi
Economic Performance
Ekonomi Anti korupsi
Economy Anti Corruption
Dampak ekonomi tidak langsung
Indirect Economic impacts
Kepatuhan lingkungan
Environmental compliance
Energi
Energy
Air
Water
Lingkungan Efluen & Air Limbah
Environment Effluent & Waste Water
Limbah Padat & Limbah B3
Solid Waste & Hazardous Waste
Keanekaragaman hayati
Biodiversity
Kesehatan dan keselamatan kerja
Occupational Health and Safety
Kepegawaian
Sosial Employment
Social Pelatihan dan pendidikan
Training and Education
Penilaian sosial pemasok
Supplier social assessment
Strategi dan Program Kerja Perusahaan dalam
Menangani Isu-isu Sosial, Ekonomi dan Lingkungan
Berdasarkan isu-isu prioritas hasil uji tuntas, Perseroan
memfokuskan pada fokus area sebagaimana tabel di bawah ini.
Selanjutnya Perseroan mengelaborasi strategi maupun program
kerja yang dapat mencapai tujuan dari fokus area yang ada.
Aspek Fokus Area
Aspect Focus Area
Ekonomi Pengelolaan praktik bisnis
Economy berbasis tata kelola yang baik
meliputi anti korupsi, persaingan
sehat, penghormatan hak dan
kekayaan intelektual serta bebas
politik
Management of business
practices based on good
governance includes anti-
corruption, fair competition,
respect for intellectual property
rights and as well as political
freedom
360 Annual Report 2019 Laporan Tahunan
Isu
Issue
Pertumbuhan kinerja keuangan perusahaan
Growth in the Company’s financial performance
Praktik anti korupsi yang dilakukan
Anti Corruption Practices conducted
Keikutsertaan dalam pembangunan berkelanjutan
Participation in sustainable development
Kesesuaian praktik pengelolaan lingkungan dengan regulasi yang berlaku
Compatibility of environmental management practices with applicable regulations
Pengelolaan penggunaan energi
Energy use management
Penghematan penggunaan sumber air secara efisien
Saving & use water resource efficiently
Pengelolaan limbah cair dan air buangan perseroan sesuai dengan standar
Processing waste water & effluent with regulatoryg standard
Pengelolaan sampah dan limbah B3 sesuai dengan standar, mulai dari pewadahan,
penyimpanan sementara, pengangkutan hingga proses pemusnahan lanjut yang aman
Processing solid waste & hazardous waste with regulatory standard, starts from
collection, temporary storaging, transportation and further save removal processing
Minimalisasi dampak kegiatan terhadap keanekaragaman hayati wilayah kerja operasional
Minimize the impact of activities on the biodiversity in the operational work areas
Pengelolaan kegiatan operasional berlandaskan kesehatan dan keselamatan kerja
Management of operational activities based on occupational health and safety
Praktik ketenagakerjaan dan keberagaman
Labor practices and diversity
Peningkatan kompetensi karyawan
Employees’ competency improvement
Seleksi mitra kerja operasional berdasarkan aspek kesehatan dan keselamatan kerja
Selection of operational partners based on aspects of occupational health and safety
Strategy and Work Program of the Company in
Dealing with Social, Economic and Environmental Issues
Based on issues of priority due diligence results, the Company
focuses on the focus areas as in the table below. Furthermore,
the Company elaborates strategies and work programs that can
achieve the objectives of the existing focus area.
Strategi Program Kerja
Strategy Work Program
Peningkatan pengelolaan • Sosialisasi code of conduct dan pakta integritas
good corporate governance • Pengelolaan whistle-blowing systems
berbasis regulasi dan standar • Socialization of code of conduct and integrity pact
internasional • Management of whistle-blowing systems
Improved management of good
corporate governance based on
regulations and international
standards
PT Elnusa Tbk
 Aspek Fokus Area
Aspect Focus Area
Lingkungan Minimalisasi risiko dan dampak
Environment negatif kerusakan lingkungan
akibat aktivitas operasional
Minimization of risks
and negative impacts of
environmental damage due to
operational activities
Sosial Memberikan jaminan HAM
Social karyawan
Provide guarantee for
employees' human rights
Pengelolaan ketenagakerjaan
bebas diskriminasi serta
membudayakan kesehatan dan
keselamatan kerja
Managing labor is free from
discrimination and it promotes
occupational health and safety
Sosial Pengelolaan kepuasan pelanggan
Social Customer satisfaction
management
Strategi
Strategy
Pengelolaan lingkungan sesuai
regulasi, persyaratan pelanggan
dan standar industri yang
berlaku
Environmental management in
accordance with regulations,
customer requirements and
applicable industry standards
Penerapan praktik HAM di
lingkungan kerja sesuai regulasi
yang berlaku
The application of human
rights practices in the work
environment in accordance with
applicable regulations
Pengelolaan ketenagakerjaan,
kesehatan dan keselamatan
kerja sesuai regulasi, persyaratan
pelanggan dan standar industri
yang berlaku
Manpower management,
occupational health and safety
in accordance with regulations,
customer requirements and
applicable industry standards
Pengelolaan program inovasi
untuk memberikan kepuasan
lebih pelanggan
Management of innovation
programs to provide more
customer satisfaction
Program Kerja
Work Program
• Penggunaan material maupun sumber daya secara
efisien
• Penanganan limbah
• Pengukuran kualitas lingkungan
• Inovasi berwawasan lingkungan
• Use of materials and resources efficiently
• Waste management
• Measurement of environmental quality
• Environmental innovation
• Sosialisasi peraturan perusahaan serta code of
conduct
• Kebebasan mendirikan serikat pekerja
• Socialization of company regulations and code of
conduct
• Freedom of establishing trade unions
• Program wellness khusus perempuan
• Penyediaan fasilitas nursery room
• Alokasi kesempatan dan fasilitas pekerja difabel
• Pengelolaan sistem kesehatan dan keselamatan kerja
berbasis regulasi dan standar yang berlaku
• Pengelolaan sarana maupun prasarana yang
mendukung kesehatan dan keselamatan kerja
• Special women's wellness program
• Provision of nursery room facilities
• Allocation of opportunities and facilities for disabled
workers
• Management of occupational health and safety
systems based on regulations and applicable
standards
• Management of facilities and infrastructure that
supports occupational health and safety
• Continuous improvement program
• Penanganan keluhan pelanggan
• Customer satisfaction survey
• Continuous improvement program
• Handling customer complaints
• Customer satisfaction survey

Melibatkan, mengembangkan
komunitas, serta mendukung
tujuan SDG’s
Involve, develop communities,
and support the goals of the
SDGs
Pelibatan masyarakat sebagai
bagian dalam kegiatan
operasional
Community involvement as part
of operational activities
• Pemberdayaan Tenaga Kerja Lokal dalam Aktivitas
Operasi
• Pengembangan komunitas berkelanjutan
• Empowerment of Local Workers in Operational
Activities
• Sustainable community development

Berbagai Program yang Melebihi Tanggung Jawab Minimal
Perusahaan yang Relevan dengan Bisnis yang Dijalankan
Perseroan meyakini bahwa antara tanggung jawab perusahaan
dengan kepedulian sosial adalah dua hal yang berbeda. Oleh
karenanya dalam hal kepedulian sosial, Perseroan membentuk
Yayasan Baitul Hikmah Elnusa serta Elnusa Emergency Response
Team yang turut serta mendukung aktivitas kepedulian sosial.
Baik yayasan maupun tim tersebut, melakukan berbagai misi
kemanusiaan. Salah satunya adalah pada saat terjadi bencana
nasional di Indonesia.
Various Programs Exceeding Company Minimum Responsibility
that Is Relevant with Ongoing Business
The Company believes that between corporate responsibility and
social care are two different things. Therefore, in terms of social
care, the Company formed the Baitul Hikmah Elnusa Foundation
and the Elnusa Emergency Response Team who participated in
supporting social awareness activities. Both the foundation and
the team carried out various humanitarian missions. One of them
is during a national disaster in Indonesia.

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 361

 TANGGUNG JAWAB SOSIAL PERUSAHAAN
Corporate Social Responsibility

Pemangku Kepentingan Signifikan yang Terdampak atau
Berpengaruh atas Dampak dari Kegiatan Perusahaan
Untuk merealisasikan berbagai strategi maupun program,
Perseroan menyadari perlunya berinteraksi dengan berbagai
pemangku kepentingan baik secara langsung maupun tidak
langsung berpengaruh atau terdampak dari kegiatan usaha.
Pemangku kepentingan Perseroan diidentifikasi berdasarkan
tingkat kepentingan hubungan yang mempengaruhi kinerja
Perseroan, demikian juga sebaliknya. Perseroan selalu berupaya
untuk mengelola pelibatan para pemangku kepentingan guna
meningkatkan nilai Perseroan. Pemangku kepentingan yang
berpengaruh atau terdampak dari kegiatan Perseroan dapat
dijabarkan sebagai berikut:
Important Stakeholders Who Impact or are Impacted by the
Activities of the Company
To realize various strategies and programs, the Company realizes
the need to interact with various stakeholders both directly
and indirectly influencing or impacting business activities.
The Company's stakeholders are identified based on the level
of importance of the relationship that affects the Company's
performance, and vice versa. The Company always strives to
manage stakeholder engagement in order to increase the value
of the Company. Stakeholders who are influential or affected by
the Company's activities can be described as follows:

Pemangku Kepentingan Bentuk Pelibatan Pengaruh/Dampak dari Kegiatan Perusahaan

Stakeholders Involvement Form Impact from the Company’s Activities
Pemegang Saham RUPS, Laporan Kinerja Peningkatan kinerja dan peningkatan nilai Perseroan serta dukungan pada
Shareholders GMS, Performance Report kepentingan Pemegang Saham
Performance and value improvement of the Company as well as the support for
the interests of the Shareholders
Karyawan Serikat Karyawan, Perjanjian Terjaminnya kesejahteraan karyawan beserta keluarganya; Suasana kerja yang
Employees Kerja Bersama, Pendidikan dan kondusif, sehat, dan aman; jenjang karir dan penilaian kinerja yang adil dan
Pelatihan transparan; pemenuhan hak-hak karyawan; meningkatkan efektivitas hubungan
Labour Union, Collective manajemen dan karyawan
Labour Agreement, Education Guaranteeing employees’ and their family’s welfare; conducive, healthy, and
and Training safe work environment; fair and transparent career path and performance
evaluation; fulfillment of employees’ rights; improvement in the effectiveness of
the relationship between the Management and employees
Pemerintah Kepatuhan terhadap Peraturan; Kontribusi ekonomi pada Pemerintah (pajak dan kegiatan peningkatan ekonomi
Government Kesehatan Perusahaan; masyarakat melalui kegiatan CSR)
Compliance with the Economic contribution to the Government (taxes and activities that enhances
Regulation; health of the the community’s economy through CSR)
Company
Masyarakat Kegiatan Corporate Social Dapat meningkatkan perekonomian masyarakat seiring dengan pemberdayaan
Communities Responsibility meliputi program masyarakat secara berkelanjutan melalui
pendidikan, pelatihan dan pembangunan kesejahteraan masyarakat, baik fisik maupun non-fisik.
pengembangan, serta program Improvement in the economic activities in the communities as well as
sosial ekonomi lainnya empowerment of the community that is done sustainably to both physical and
Corporate Social Responsibility non-physical welfare development.
activities including education,
training, and development, as
well as other socio-economic
programs
Konsumen/Pelanggan Survei Kepuasan Pelanggan, dan Peningkatan fasilitas atas produk-produk Perseroan yang dapat memberikan
Consumers program engagement lainnya kenyamanan dan kualitas hidup lebih baik
Consumers’ satisfaction Improvement in facilities for the company’s products that can give additional
survey, and other engagement comfort and better quality of life
programs
Rekanan Kontrak dan Perjanjian Kerja Proses pengadaan yang adil dan transparan; Proses evaluasi yang objektif;
Sama, Proses Operasional Hubungan yang harmonis;
Partners
Contract and Collective Fair and transparent procurement processes; Objective evaluation processes;
Agreement, Operational harmonious relationship;
Processes
Media Massa Siaran Pers/Keterbukaan Memperoleh akses informasi yang akurat dan terkini
Informasi
Mass Media Access to accurate and up-to-date information
Press release/Information
disclosure

362 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

Organisasi Pengelolaan Pelaksanaan CSR di Lingkup Elnusa
Pengelolaan program CSR di lingkup Perseroan dilaksanakan
secara koordinatif antar fungsi baik di Perseroan maupun grup.
Fungsi yang terlibat meliputi Divisi Operasi, Human Capital, HSSE,
Engineering Center & Quality Management, Corporate Secretary
dan fungsi terkait lain. Namun, tanggung jawab pengelolaan CSR
terkait pelibatan dan pengembangan masyarakat berada dalam
koordinasi fungsi Corporate Secretary.
Rencana dan Realisasi Anggaran Program Tanggung Jawab Sosial
Perseroan telah mengalokasikan dana untuk program kegiatan
CSR tahun 2019 sebesar Rp40,8 miliar. Sebagian besar dana CSR
digunakan untuk kegiatan CSR di wilayah operasi yang berfokus
pada pelibatan dan pengembangan masyarakat. Sementara untuk
aspek pengelolaan hak asasi manusia, praktik ketenagakerjaan,
pengelolaan lingkungan, prosedur operasi yang wajar, serta
tanggung jawab terhadap konsumen, mengikat pada biaya
operasional Perseroan.
PT Elnusa Tbk
Management Organization of CSR Implementation within Elnusa
The management of CSR programs within the scope of the
Company is carried out coordinatively between functions within
the Company and in groups. The functions involved include the
Operations Division, Human Capital, HSSE, Engineering Center
& Quality Management, Corporate Secretary and other related
functions. However, the responsibility for managing CSR related to
community involvement and development lies in the coordination
of the functions of the Corporate Secretary.
Plan and Realization of Social Responsibility Program Budget
The Company has allocated funds for the CSR program in 2019
amounting to Rp40.8 billion. Most of the CSR funds are used for
CSR activities in the area of operations that focus on community
engagement and development. Meanwhile, aspects of human
rights management, labor practices, environmental management,
reasonable operating procedures, and responsibilities to
consumers are binding on the Company's operational costs.
Annual Report 2019 Laporan Tahunan 363
 TANGGUNG JAWAB SOSIAL PERUSAHAAN
Corporate Social Responsibility
TANGGUNG JAWAB SOSIAL TERKAIT OPERASI YANG ADIL
Social Responsibility towards Fair Operations
Komitmen dan Kebijakan Terkait Operasi yang Adil
Perseroan berkomitmen untuk senantiasa menjalankan praktik-
praktik operasi yang adil. Praktik ini didasari bahwa sebagai entitas
bisnis Perseroan harus professional dalam menghasilkan produk
dan jasanya, menjunjung tinggi integritas dalam melaksanakan
bisnisnya, memiliki kesadaran untuk menciptakan iklim
persaingan usaha yang sehat, menghargai hak cipta dan sadar
untuk mematuhi peraturan perundang-undangan yang berlaku.
Melalui langkah-langkah ini, Perseroan berupaya menerapkan
praktik operasi yang adil. Sebagai landasan dari praktik ini adalah
peraturan perundang-undangan yang berlaku, kebijakan internal,
serta berbagai standar industri & internasional.
Sebagai tindak lanjut dari komitmen, Perseroan mengembangan
berbagai kebijakan yang mendukung. Kebijakan ini tertera pada
peraturan perusahaan, code of conduct, maupun dokumen lainnya.
Selain itu, Perseroan juga membangun whistleblowing systems
untuk memudahkan pengaduan bila terdapat pelanggaran.
Perseroan menjamin bahwa setiap pihak yang berkepentingan
mendapatkan perlakuan yang adil sesuai dengan ketentuan
peraturan perundang-undangan yang berlaku. Perseroan
menerapkan kegiatan operasional dengan memperhatikan hak
para pemangku kepentingan sehingga menciptakan hubungan
yang harmonis dan mewujudkan keseimbangan atas kepentingan
seluruh para pemangku kepentingan.
Lingkup dan Perumusan Terkait Operasi yang Adil
Perseroan berpandangan bahwa prinsip tata kelola perusahaan
yang baik merupakan panduan bagi seluruh Insan Perseroan
dalam menjalankan kegiatan operasional, berinteraksi dengan
sesama kolega, maupun dengan pemangku kepentingan eksternal
serta menciptakan praktik bisnis yang bersih dan menjauhi segala
bentuk kecurangan. Berdasarkan prinsip ini, Perseroan melakukan
pemetaan risiko dari kegiatan bisnis yang dilaksanakan. Tujuan
pemetaan risiko ini adalah untuk memastikan bahwa berbagai
risiko negatif yang mungkin terjadi dan berdampak terhadap
perusahaan dapat dimitigasi sebagai mungkin.
Berdasarkan hasil pemetaan risiko, lingkup praktik operasi
yang adil dititikberatkan pada pencegahan korupsi, persaingan
usaha, hak kekayaan intelektual, praktik politik praktis, serta
kepatuhan regulasi secara umum. Pemetaan ini juga didasarkan
atas review regulasi yang berlaku di Indonesia, serta berbagai
standar internasional yang relevan dan baik untuk diterapkan.
Praktik anti korupsi merupakan perhatian utama Perseroan.
Hal ini didasarkan pengalaman terdahulu bahwa dampak
penggelapan (fraud) sangat mempengaruhi budaya dan kinerja
Perseroan. Oleh karenanya sebagai bentuk mitigasi risiko,
Perseroan menerapkan kebijakan untuk membangun sistem
yang menutup celah pelanggaran serta menerapkan sanksi berat
atasnya. Pengembangan sistem ini juga merupakan kesungguhan
364 Annual Report 2019 Laporan Tahunan
Commitment and Policy Related to Fair Operations
The Company is committed to always carrying out fair operating
practices. This practice is based on that as a business entity
the Company must be professional in producing products and
services, upholding integrity in conducting its business, having
awareness to create a fair business competition climate, respecting
copyright and being aware of compliance with applicable laws
and regulations. Through these steps, the Company seeks to
implement fair operating practices. As the foundation of this
practice are applicable laws and regulations, internal policies,
and various industry & international standards.
As a follow up to its commitment, the Company developed
various supporting policies. These policies are stated in company
regulations, code of conduct, and other documents. In addition,
the Company also establishes whistleblowing systems to facilitate
complaints if there are violations.
The Company guarantees that all interested parties receive fair
treatment in accordance with the provisions of the applicable
laws and regulations. The Company implements operational
activities by taking into account the rights of the stakeholders
so as to create a harmonious relationship and realize a balance
of the interests of all stakeholders.
Scope and Formulation Related to Fair Operation
The Company is of the view that the principles of good corporate
governance are a guide for all Company Personnel in carrying
out operational activities, interacting with colleagues, and with
external stakeholders and creating clean business practices and
avoiding all forms of fraud. Based on this principle, the Company
conducts risk mapping from business activities carried out. The
purpose of this risk mapping is to ensure that various negative
risks that may occur and have an impact on the company can
be mitigated as possible.
Based on the results of risk mapping, the scope of fair operating
practices focuses on preventing corruption, business competition,
intellectual property rights, practical political practices, and regulatory
compliance in general. This mapping is also based on a review of the
regulations that apply in Indonesia, as well as various international
standards that are relevant and good to apply.
Anti-corruption practices are the Company's main concern. This is
based on previous experience that the impact of embezzlement
(fraud) greatly affects the culture and performance of the
Company. Therefore, as a form of risk mitigation, the Company
implements policies to build a system that closes loopholes
in violations and imposes severe sanctions on them. The
development of this system is also a serious commitment to
PT Elnusa Tbk
untuk memberikan jaminan kepastian penyelenggaraan praktik
operasi yang baik kepada seluruh pemangku kepentingan.
Kebijakan Terkait Inisiatif Tanggung Jawab Sosial
Terkait Operasi yang Adil
Penerapan praktik operasi yang adil pada kegiatan usaha
Perseroan diwujudkan dalam inisiatif kebijakan strategis sebagai
berikut:
1. Kebijakan Terkait Anti Korupsi
Meliputi regulasi anti korupsi, kebijakan pemberian dan
penerimaan hadiah, jamuan, hiburan, sponsorship, donasi
dan lainnya. Setiap pemberian maupun penerimaan harus
terlebih dahulu dilaporkan. Setiap pelaporan mendapatkan
disposisi untuk ditindaklanjuti selanjutnya.
2. Kebijakan Terkait Praktik Persaingan Usaha yang Adil
Meliputi regulasi pengadaaan barang dan jasa yang berlaku
baik secara industri, bagian dari Badan Usaha Milik Negara,
serta skema yang ditentukan oleh KKKS. Selain itu, sebagai
kontraktor jasa, meliputi pula kebijakan internal pengadaan
serta contractor safety management system. Setiap
keikutsertaan pengadaan barang dan jasa yang dilakukan
oleh KKKS, Perseroan mengikuti ketentuan maupun skema
wilayah kerja yang berlaku. Sementara saat melakukan
pengadaan, Perseroan memastikan layanan jasa terbaik
dengan menerapkan praktik kesehatan dan keselamatan
kerja terhadap mitra.
3. Komitmen Perseroan untuk Menghormati Hak Atas Kekayaan
Intelektual
Meliputi berbagai regulasi hak atas kekayaan intelektual
yang belaku, serta kebijakan internal dalam melakukan
improvisasi maupun inovasi. Hasil improvisasi maupun
inovasi, didaftarkan kepada kementerian terkait untuk
diverifikasi keabsahannya.
4. Kebijakan Perseroan terhadap Lobi, Kontribusi Politik dan
Keterlibatan Politik
Meliputi kebijakan benturan kepentingan praktik proses
bisnis dengan kegiatan terkait politik, termasuk di dalamnya
larangan sponsor, donasi dan sebagainya. Sementara itu,
hak-hak pekerja sebagai individu untuk ikut serta dalam
kegiatan politik dipersilahkan selama tidak ada benturan
kepentingan.
5. Komitmen Perseroan dalam Rangka Patuh Hukum dan
Regulasi
Meliputi berbagai regulasi yang berlaku terhadap praktik
bisnis Perseroan. Tidak hanya sebagai perusahaan jasa energi
melainkan pula sebagai perusahaan terbuka. Selain itu,
Perseroan juga mengadopsi berbagai standar international
maupun industri untuk memberikan layanan terbaik.
Perencanaan Tanggung Jawab Sosial Terkait Operasi yang Adil
Perseroan senantiasa melakukan perencanaan untuk menjamin
terlaksananya semua kebijakan praktik operasi yang adil. Proses
ini diterapkan oleh banyak fungsi relevan tergantung pada lingkup
area. Praktik anti korupsi dan anti politik praktis merupakan ranah
PT Elnusa Tbk
provide certainty for the implementation of good operating
practices to all stakeholders.
Policies Regarding Social Responsibility Initiatives Related to
Fair Operations
The implementation of fair operating practices in the Company's
business activities is manifested in the following strategic policy
initiatives:
1. Policy of Anti Corruption
It includes anti-corruption regulations, gift giving and
receiving policies, meals, entertainment, sponsorships,
donations and more. Every gift and receipt must first be
reported. Each report gets a disposition for further action.
2. Policies of Fair Business Competition Practices
It includes regulations on the procurement of goods and
services that apply both industrially, as part of State-Owned
Enterprises, and schemes determined by KKKS. In addition,
as a service contractor, it also includes internal procurement
policies and a contractor safety management system. Every
participation in the procurement of goods and services
carried out by KKKS, the Company follows the provisions
and the applicable work area scheme. Meanwhile, when
procuring, the Company ensures the best services by
applying work health and safety practices to partners.
3. The Company's Commitment to Respect Intellectual Property
Rights
It includes various regulations on intellectual property rights
that apply, as well as internal policies in doing improvisation
and innovation. The results of improvisation and innovation
are registered with the relevant ministries to verify their
validity.
4. Company Policy on Lobbying, Political Contributions and
Political Engagement
It includes policies regarding conflicts of interest in business
process practices with activities related to politics, including
a ban on sponsorships, donations and so on. Meanwhile,
the rights of workers as individuals to participate in political
activities are welcome as long as there are no conflicts of
interest.
5. The Company's Commitments in Compliance with Law and
Regulations
It includes various regulations that apply to the Company's
business practices, not only as an energy service company
but also as a public company. In addition, the Company
also adopts various international and industry standards
to provide the best service.
Social Responsibility Planning Related to Fair Operations
The Company is always planning to ensure the implementation
of all fair operating policies. This process is implemented by
many relevant functions depending on the scope of the area.
Anti-corruption and anti-political practice is the realm of the
Annual Report 2019 Laporan Tahunan 365
 TANGGUNG JAWAB SOSIAL PERUSAHAAN
Corporate Social Responsibility
dari Corporate Secretary. Praktik persaingan usaha yang sehat
merupakan ranah dari Marketing dan Supply Chain Management.
Sementara penghormatan hak kekayaan intelektual merupakan
ranah dari Engineering Center & Quality Management beserta
Legal & Contract.
Pelaksanaan dan Pencapaian Inisiatif Tanggung Jawab Sosial
Terkait Operasi yang Adil
Perseroan berkomitmen untuk menerapkan menjalankan praktik
bisnis dengan mengedepankan prinsip-prinsip praktik operasi yang
adil. Penerapannya ini mengacu peraturan perundang-undangan
yang berlaku, serta kebijakan internal yang diimplementasikan.
Praktik operasi yang adil meliputi praktik anti korupsi, persaingan
usaha secara sehat, menghormati hak kekayaan intelektual,
keterbebasan dari praktik politik, serta komitmen kepatuhan
regulasi secara umum.
1. Praktik Usaha Anti Korupsi
Sebagai perusahaan jasa, integritas merupakan komitmen
utama Perseroan dalam memberikan pelayanan. Oleh
karenanya dalam nilai budaya, Perseroan memiliki nilai
clean yang bermakna memiliki integritas, komitmen tinggi
dan dapat diandalkan dalam menjalankan setiap aktivitas
bisnis perusahaan.
Komitmen ini sejalan dengan undang-undang anti korupsi,
serta tak terpisahkan dengan impelementasi prinsip
tata kelola perusahaan yang baik. Tujuannya antara lain
meningkatkan kepercayaan pelanggan, investor, pemegang
saham serta publik secara umum.
Untuk itu, Perseroan berupaya menutup pintu-pintu yang
membuka peluang terjadinya penyalahgunaan jabatan,
praktik gratifikasi maupun penyuapan. Komitmen ini
tercantum dalam standar etika perilaku dan berlaku bagi
seluruh karyawan Perseroan tanpa terkecuali. Karyawan
diharuskan menandatangani pakta integritas yang berisi
komitmen anti korupsi, kolusi, dan nepotisme. Pakta ini
juga mengharuskan semua karyawan untuk bertindak jujur
dan menghindari memberi maupun menerima hadiah atau
penyuapan.
Atas penerapan komitmen ini, pada 2019 tidak ada insiden
korupsi yang terbukti dan tindakan yang diambil atas insiden
tersebut.
2. Persaingan Usaha Secara Sehat
Dalam melaksanakan bisnis, Perseroan senantiasa mengikuti
ketentuan bisnis yang diberlakukan dan bersaing secara
sehat. Secara umum, ada dua mekanisme yang diberlakukan
oleh klien terhadap Perseroan, yaitu tender dan penunjukan
langsung. Umumnya penentuan mekanisme ini mengikuti
skema wilayah kerja yang dipilih oleh KKKS sebagai klien.
Pada skema cost recovery, Perseroan mengikuti tender
sebagaimana diberlakukan. Sebaliknya pada skema gross
split, Perseroan mengikuti ketentuan klien, baik ditunjuk
langsung ataupun mengikuti tender.
366 Annual Report 2019 Laporan Tahunan
Corporate Secretary. The practice of fair business competition
is the domain of Marketing and Supply Chain Management.
While respect for intellectual property rights is the domain of
the Engineering Center & Quality Management along with Legal
& Contract.
Implementation and Achievement of Social Responsibility
Initiatives Related to Fair Operations
The Company is committed to implementing business practices by
prioritizing the principles of fair operating practices. Its application
refers to the applicable laws and regulations, as well as the
implemented internal policies. Fair operating practices include
anti-corruption practices, fair business competition, respect for
intellectual property rights, freedom from political practices, and
commitment to regulatory compliance in general.
1. Anti Corruption Business Practices
As a service company, integrity is the Company's main
commitment in providing services. Therefore, in terms of
cultural value, the Company has a clean value meaning
itb has integrity, high commitment and can be relied on
in carrying out each of the company's business activities.
This commitment is in line with anti-corruption laws, and
is inseparable from the implementation of the principles of
good corporate governance. The aim is to increase the trust
of customers, investors, shareholders and the general public.
To that end, the Company seeks to refrain from opportunities
for misuse of office, gratuity and bribery practices. This
commitment is stated in the ethical standards of conduct and
applies to all employees of the Company without exception.
Employees are required to sign an integrity pact containing
commitments against corruption, collusion and nepotism.
This pact also requires all employees to act honestly and
avoid giving or receiving gifts or bribes.
As a result of the implementation of this commitment, in
2019, there were no proven corruption incidents and actions
taken on these incidents.
2. Fair Business Competition
In conducting business, the Company always follows the
applicable business regulations and competes fairly. In
general, there are two mechanisms imposed by clients on
the Company, namely tendering and direct appointment.
In general, the determination of this mechanism follows
the work area scheme chosen by the PSC as a client. In the
cost recovery scheme, the Company follows the tender as it
applies. In contrast to the gross split scheme, the Company
follows the client's provisions, either directly appointed or
in the tender.
PT Elnusa Tbk
 Perseroan berupaya semaksimal mungkin merumuskan
strategi-strategi khusus untuk memenangkan persaingan,
dengan tetap menjunjung tinggi praktik usaha yang sehat.
Pada 2019, tidak ada laporan dan tindakan antipersaingan
yang terkait dengan praktik bisnis Perseroan.
Selain hal itu, Perseroan juga memberikan kesempatan
yang sama kepada semua pihak untuk menjadi mitra dalam
proses pengadaan barang dan jasa. Setiap perusahaan yang
ingin menjadi mitra kerja harus terlebih dahulu mendaftar
sebagai rekanan Perseroan. Hal ini dimaksudkan agar
Perseroan dapat memastikan keberadaan dan legalitas
persyaratan administratif mitra telah sesuai dengan
peraturan perundang-undangan yang berlaku.
Khusus untuk mitra yang memiliki risiko tinggi kecelakaan
kerja, Perseroan memiliki dan menerapkan contractor safety
management system. Melalui sistem ini, Perseroan berupaya
memastikan bahwa mitra kerja juga menerapkan standar
kesehatan dan keselamatan kerja yang baik pula.
Untuk proses pemilihan mitra kerja diterapkan dengan
prinsip transparan, terbuka, adil dan kompetitif. Mitra
kerja diseleksi berdasarkan ketentuan yang diatur dalam
ketentuan dan syarat pengadaan. Ketentuan ini berlaku
untuk seluruh mitra kerja baik lokal maupun multinasional.
Detail mengenai proses ini terdapat pada Pedoman Tata
Cara Pengadaan Barang dan Jasa. Sebagai bentuk sosialisasi
perkembangan Perseroan kepada mitra kerja, Perseroan
menyelenggarakan vendor annual meeting setiap tahunnya.
3. Penghormatan Hak Kekayaan Intelektual
Perseroan sangat menjunjung originalitas dan hak
kekayaan intelektual. Oleh karenanya, Perseroan
terus mengembangkan berbagai inovasi dengan tetap
memperhatikan unsur originalitas serta aspek-aspek
kekayaan intelektual yang ada. Dasar dari penghormatan
hak kekayaan intelektual yang diterapkan Perseroan adalah
peraturan maupun perundang-undangan Hak Kekayaan
Intelektual yang berlaku di Indonesia.
Sebagai bentuk penjagaan maupun verifikasi atas berbagai
inovasi yang telah dikembangkan, Perseroan juga mendaftarkan
berbagai produk maupun jasanya ke Kementrian Hukum dan
HAM. Selama 2019, tidak ada gugatan hukum yang dilayangkan
ke Perseroan dengan dugaan pengakuan terhadap hak kekayaan
intelektual badan maupun orang lain.
4. Praktik Usaha Bebas Politik
Perseroan menjamin hak berpolitik karyawan sebagaimana
diatur pada undang-undang dan selama bebas dari
benturan kepentingan yang merugikan perusahaan. Dalam
menyelenggarakan usaha, Perseroan memiliki sejumlah
kebijakan yang mengatur larangan praktik usaha yang
berkaitan dengan politik praktis. Hal ini meliputi berbagai
aktivitas pemberian sponsor, hadiah, donasi maupun lainnya
dengan tujuan politik praktis. Kebijakan ini disosialisasikan
PT Elnusa Tbk
The Company makes every effort to formulate specific
strategies to win the competition, while upholding sound
business practices. In 2019, there were no reports and
anti-competitive actions related to the Company's business
practices.
In addition, the Company also provides equal opportunities to
all parties to become partners in the process of procurement
of goods and services. Every company that wants to become
a partner must first register as a partner of the Company. This
is intended so that the Company can ensure the existence
and legality of the administrative requirements of partners
in accordance with applicable laws and regulations.
Specifically for partners who have a high risk of work
accidents, the Company owns and implements a contractor
safety management system. Through this system, the
Company strives to ensure that work partners also apply
good occupational health and safety standards as well.
For the selection process, partners are applied with the
principles of transparent, open, fair and competitive.
Business partners are selected based on the provisions
stipulated in the terms and conditions of procurement. This
provision applies to all partners both local and multinational.
Details about this process can be found in the Guidelines for
Procurement of Goods and Services. As a form of socialization
of the Company's development to its partners, the Company
holds a vendor annual meeting every year.
3. Respect for Intellectual Property Rights
The Company strongly upholds originality and intellectual
property rights. Therefore, the Company continues to
develop various innovations while still paying attention to
the elements of originality and aspects of existing intellectual
property. The basis of respect for intellectual property rights
applied by the Company is the intellectual property laws
and regulations that apply in Indonesia.
As a form of guarding and verifying various innovations that
have been developed, the Company also registers various
products and services to the Ministry of Law and Human
Rights. During 2019, no lawsuits were filed with the Company
with the alleged acknowledgment of the intellectual property
rights of the body and others.
4. Political Free Business Practices
The Company guarantees the political rights of employees as
stipulated in the law and as long as it is free from conflicts of
interest that harm the company. In conducting business, the
Company has a number of policies governing the prohibition
of business practices related to practical politics. This includes
a variety of sponsorship activities, gifts, donations and others
with practical political objectives. This policy is continuously
socialized to all employees. Through this effort, the Company
Annual Report 2019 Laporan Tahunan 367
 TANGGUNG JAWAB SOSIAL PERUSAHAAN
Corporate Social Responsibility
secara kontinyu kepada seluruh karyawan. Melalui upaya
ini, Perseroan memastikan praktik usaha bebas politik.
Sepanjang 2019, tidak ada keluhan maupun teguran pihak
ketiga tentang keterlibatan Dewan Komisaris, Direksi
maupun karyawan mengenai politik prastis.
5. Komitmen Kepatuhan Regulasi Secara Umum
Sebagai bagian dari badan usaha di Indonesia, Perseroan
berkomitmen untuk mematuhi berbagai regulasi yang
berlaku. Kepatuhan ini tidak hanya sebatas peraturan
maupun perundang-undangan, melainkan berbagai
kepatuhan regulasi yang diharapkan oleh regulator yang
diberi kewenangan oleh Pemerintah. Hal ini meliputi
Peraturan Otoritas Jasa Keuangan, maupun Bursa Efek
Indonesia. Sepanjang 2019, tidak ada teguran yang diterima
Perseroan akibat kelalaian terhadap regulasi tertentu.
Selain itu, Perseroan menyadari bahwa standarisari perlu
pula dikembangkan. Oleh karenanya, secara mandiri
Perseroan berinisiatif mengimplementasikan berbagai
standar yang berlaku di industri serta internasional.
Prosedur dan Mekanisme Penanganan Konflik
Terkait Operasi yang Adil
Perseroan menjamin terlaksananya kebijakan dengan baik dan
meminimalisasi konflik yang terjadi terkait kegiatan operasi yang
adil. Oleh karenanya, Perseroan membuka akses whistleblowing
system yang terbuka luas untuk para pemangku kepentingan.
Whistleblowing system dapat diakses melalui alamat web
whistleblower.elnusa.co.id. Setiap keluhan maupun pengaduan
yang sampai, akan ditindaklanjuti secara independen dan
rahasia oleh fungsi-fungsi terkait. Identitas pelapor dijamin
kerahasiaannya, sehingga mekanisme ini aman bagi para pelapor.
Pelaporan yang masuk akan ditelusuri fakta material yang terjadi.
Bila memang terdapat pelanggaran, maka Perseroan akan
memberikan sanksi sesuai dengan tingkatan pelanggaran yang
dilakukan. Sepanjang 2019, Perseroan telah menerima informasi
keluhan maupun pelaporan pelanggaran dari beberapa pihak.
Informasi ini kemudian ditindaklanjuti dan diselesaikan sesuai
Peraturan Perusahaan yang berlaku.
Sertifikasi Terkait Operasi yang Adil
Perseroan belum memiliki sertifikasi atas praktik operasi yang
adil. Namun demikian, Perseroan telah terserfikasi ISO 9001
Manajemen Mutu oleh lembaga sertifikasi eksternal. Sertifikasi ini
merupakan salah satu bentuk verifikasi atas keunggulan layanan
yang Perseroan berikan, termasuk di dalamnya praktik operasi
yang adil.
Penghargaan Terkait Operasi yang Adil
Perseroan mendapatkan banyak penghargaan dari klien atas
jasa yang diberikan. Berbagai penghargaan yang diberikan ini
secara umum dapat diasumsikan bahwa pelanggan mendapatkan
kepuasan atas layanan Perseroan, termasuk di dalamnya praktik-
praktik operasi yang adil yang dijalankan Perseroan. Salah satunya
adalah mengenai praktik antikorupsi yang diimplementasikan.
368 Annual Report 2019 Laporan Tahunan
ensured political-free business practices. Throughout 2019,
there were no complaints or reprimands from third parties
regarding the involvement of the Board of Commissioners,
Directors and employees regarding prastis politics.
5. Commitment of Regulatory Compliance in General
As part of a business entity in Indonesia, the Company is
committed to comply with various applicable regulations.
This compliance is not only limited to rules and regulations,
but also various regulatory compliance that is expected by
regulators who are authorized by the Government. This
includes the Financial Services Authority Regulations, as well
as the Indonesia Stock Exchange. During 2019, no warning
was received by the Company due to negligence of certain
regulations.
In addition, the Company realizes that standardization needs
to be developed. Therefore, the Company independently
took the initiative to implement various standards that apply
in industry and internationally.
Procedures and Mechanisms of Conflict Management Related
to Fair Operations
The Company ensures the implementation of policies properly and
minimizes conflicts that occur related to fair operating activities.
Therefore, the Company has opened access to a whistleblowing
system that is wide open for stakeholders. Whistleblowing system
can be accessed via the web address whistleblower.elnusa.co.id.
Every complaint informed will be followed up independently
and confidentially by the relevant functions. The identity of the
reporter is guaranteed confidentiality, so this mechanism is safe
for the reporters.
Incoming reports will be traced to the material facts that occurred.
If there is indeed a violation, the Company will impose sanctions
according to the level of violation committed. Throughout 2019,
the Company has received complaints and reporting violations
from several parties. This information is then followed up and
resolved in accordance with applicable Company Regulations.
Certification Related to Fair Operations
The Company does not yet have a certification of fair operating
practices. However, the Company has been certified by ISO
9001 Quality Management by an external certification body.
This certification is a form of verification of the service excellence
that the Company provides, including fair operating practices.
Awards Related to Fair Operations
The Company achieves many awards from clients for the services
they provide. Various awards given in general can be assumed
that customers get satisfaction with the Company's services,
including fair operating practices carried out by the Company. One
of them is regarding the anti-corruption practices implemented.
PT Elnusa Tbk
 TANGGUNG JAWAB SOSIAL TERKAIT
HAK ASASI MANUSIA (HAM)
Komitmen dan Kebijakan Terkait Hak Asasi Manusia
Sebagai perusahaan jasa energi, sumber daya manusia merupakan
aset utama yang dimiliki Perseroan. Oleh karenanya, Perseroan
berupaya penuh dalam pengelolaan sumber daya manusia.
Pengelolaan ini termasuk jaminan hak asasi manusia yang
merupakan hak dasar. Komitmen Perseroan adalah berupaya
memastikan kesetaraan hak serta kesempatan untuk berpartisipasi
dan memberikan kontribusi dalam praktik bisnis yang dijalankan
Perseroan.
Landasan dasar Perseroan sebagai kebijakan pengelolaan
hak asasi manusia mengacu pada ISO 26000 Tanggung Jawab
Sosial. Hal ini meliputi praktik nondiskriminasi dan perhatian
pada kelompok rentan; termasuk di dalamnya masyarakat lokal,
perempuan, orang dengan disabilitas dan lain-lain.
Cakupan definitif ini telah dilaksanakan oleh Perseroan, baik
dalam kegiatan operasional yang melibatkan karyawan, maupun
kegiatan pengelolaan kegiatan usaha yang melibatkan masyarakat
di sekitar lokasi usaha. Perseroan mendefinisikan hak asasi
manusia sebagai hak mendasar bagi setiap individu yang terlibat
maupun yang terkena dampak dari kegiatan operasi dan usaha
yang dilakukan Perseroan.
Lingkup dan Perumusan terhadap Hak Asasi Manusia
Komitmen Perseroan dalam penegakan hak asasi manusia adalah
memperlakukan semua karyawan, calon karyawan, mitra kerja
dan masyarakat lokal secara setara tanpa membedakan jenis
kelamin, suku, agama, ras dan pandangan politik. Perseroan
memberikan pula kesempatan dan kesetaraan hak kepada
penyandang disabilitas untuk turut serta berkontribusi dalam
kegiatan operasional yang dijalankan. Perhatian ini tidak hanya
melingkupi pelaksanaan di area kantor pusat, melainkan pula di
area operasi dengan tetap memperhatikan berbagai risiko yang
mungkin muncul.
Perseroan juga menjamin hak masyarakat lokal untuk turut
berkontribusi dan menjalani kehidupan dengan tenang tanpa
terganggu atau terkena dampak negatif akibat kegiatan
operasional Perseroan. Jika upaya penghormatan hak asasi
manusia sudah ditegakkan, dan ternyata masih terjadi masalah
yang berkaitan dengan hak asasi manusia, maka Perseroan
berusaha untuk menyelesaikan masalah tersebut dengan
baik, melalui musyawarah untuk mufakat. Dengan berbagai
pertimbangan ini, maka Perseroan berupaya semaksimal mungkin
agar hak asasi manusia dapat terkelola dengan baik.
Perencanaan Tanggung Jawab Sosial Bidang Hak Asasi Manusia
Perseroan menargetkan untuk senantiasa menjalankan prinsip-
prinsip hak asasi manusia yang ditujukan untuk membina
hubungan industrial secara proporsional serta menciptakan
hubungan yang sinergis antara Perseroan dan karyawan untuk
meningkatkan nilai. Program tanggung jawab sosial terkait hak
asasi manusia yang direncanakan oleh Perseroan di antaranya
PT Elnusa Tbk
Social Responsibility towards Human Rights
Commitments and Policies Related to Human Rights
As an energy service company, human resources are the main
assets owned by the Company. Therefore, the Company exerts
in managing human resources. This management includes
guarantees of human rights which are basic rights. The
Company's commitment is to strive to ensure equality of rights
and opportunities to participate and contribute to the business
practices of the Company.
The basic foundation of the Company as a human rights
management policy refers to ISO 26000 Social Responsibility.
This includes the practice of non-discrimination and attention to
vulnerable groups; including local communities, women, people
with disabilities and others.
This definitive scope has been implemented by the Company,
both in operational activities involving employees, as well as in
managing business activities that involve the community around
the business location. The Company defines human rights as
fundamental rights for every individual involved and affected by
the Company's operational and business activities.
Scope and Formulation of Human Rights
The Company's commitment to upholding human rights is to treat
all employees, prospective employees, business partners and the
local community equally without differentiating gender, ethnicity,
religion, race and political views. The Company also provides
opportunities and equal rights to persons with disabilities to
participate in and contribute to the operational activities carried
out. This attention does not only cover the implementation in
the head office area, but also in the operational area while still
taking into account various risks that may arise.
The Company also guarantees the right of local communities
to contribute and live peacefully without being disturbed or
negatively affected by the Company's operational activities. If
efforts to respect human rights have been upheld, and in fact
there are still problems relating to human rights, the Company
is trying to resolve the problem properly, through deliberations
to reach consensus. With these considerations, the Company
makes every effort to ensure that human rights are well managed.
Planning for Social Responsibility towards Human Rights
The Company aims to continuously implement the principles
of human rights. The aim is to foster industrial relations in a
proportional manner and to create synergy between the
Company and employees in order to increase values. The social
responsibility programs on human rights that are planned by
the Company include equality in employment opportunities and
Annual Report 2019 Laporan Tahunan 369
 TANGGUNG JAWAB SOSIAL PERUSAHAAN
Corporate Social Responsibility
adalah kesetaraan dalam kesempatan kerja dan pengembangan
kompetensi, keadilan dalam pengupahan dan penghapusan
diskriminasi, serta perlindungan penyaluran aspirasi dan
pengaduan karyawan. Program kegiatan tanggung jawab terkait
dengan hak asasi manusia ini, diharapkan membawa dampak
positif bagi peningkatan produktivitas dan kinerja Perseroan,
sehingga pada akhirnya dapat membawa pengaruh kepada
peningkatan kesejahteraan karyawan sesuai dengan harapan
stakeholder.
Pelaksanaan dan Pencapaian Inisiatif Tanggung Jawab Sosial
Bidang Hak Asasi Manusia
Dalam upaya memenuhi tanggung jawab sosial di bidang Hak
Asasi Manusia, Perseroran menerapkan berbagai upaya. Beberapa
di antaranya adalah sebagai berikut:
1. Kesetaraan dan Kesempatan Bekerja Penyandang Disabilitas
Perseroan mempraktikan praktik ketenagakerjaan secara
professional tanpa membedakan suku, agama, ras, golongan,
gender, dan kondisi fisik. Hal ini termasuk kesempatan
bagi penyandang disabilitas untuk dapat berkarya dan
berkontribusi sebagai Pekerja Perseroan. Selain untuk
memperoleh talenta terbaik yang ada, hal ini juga dilakukan
untuk menciptakan budaya Perseroan yang menghargai
keberagaman.
2. Pelibatan Masyarakat dalam Kegiatan Operasi
Perseroan memberikan kesempatan dan kesetaraan yang
sama kepada masyarakat lokal untuk berkontribusi dalam
berbagai kegiatan di area operasi. Tentunya hal ini dengan
mempertimbangkan berbagai faktor, salah satunya adalah
kesehatan dan keselamatan kerja. Pelibatan masyarakat lokal
sebagai bagian dari proyek perusahaan umumnya adalah
sebagai tenaga teknis. Fungsi kerja yang dilibatkan antara
lain sebagai humas lokal, pekerja pengeboran, topografi dan
sebagainya dalam survei seismik, hingga admin maupun
pekerjaan lainnya.
Dalam pelibatan ini, tidak ada masyarakat lokal yang
dipekerjakan secara paksa, maupun pekerja di bawah umur.
Selain itu setiap pekerja juga mendapatkan honor sesuai
dengan kesepakatan awal.
3. Papuan Academy
Salah satu langkah nyata Perseroan antara lain dengan
membuka kesempatan bagi Pekerja yang berasal Timur
Indonesia (Papua) untuk dapat bekerja di Perseroan. Program
ini dikemas dalam “Papuan Academy” dimana para lulusan
baru yang berasal dari Papua diberikan in class training dan
on the job training sebelum terjun di dunia kerja.
4. Kebebasan Berserikat
Perseroan memberikan hak kepada karyawan untuk
bergabung dalam organisasi serikat pekerja. Organisasi
ini diakui sebagai organisasi sah mewakili kepentingan
karyawan di perusahaan serta dilibatkan dalam proses
penyusunan Peraturan Perusahaan. Berbagai persoalan
terkait ketenagakerjaan didiskusikan untuk musyawarah
mufakat secara bipartit maupun tripartit.
370 Annual Report 2019 Laporan Tahunan
competency development, fairness in wage and elimination of
discrimination, as well as protection for the delivery of aspirations
and complaints. These programs of social responsibility activities
towards human rights are expected to have a positive impact on
the productivity and performance of the Company. In the end,
this will improve employee’s welfare according to stakeholder
expectations.
Implementation and Achievement of Social Responsibility
Initiatives in the Field of Human Rights
In an effort to fulfill social responsibility in the field of Human
Rights, the Association has implemented various efforts. Some
of them are as follows:
1. Equality and Employment Opportunities for Persons with
Disabilities
The Company practices labor practices in a professional
manner regardless of ethnicity, religion, race, class, gender,
and physical conditions. This includes opportunities for
people with disabilities to work and contribute as Company
Workers. In addition to obtaining the best available talent,
this is also done to create a corporate culture that values
diversity.
2. Community Involvement in Operations
The Company provides equal opportunities and equality to
local communities to contribute to various activities in the
area of operations. Of course this is by considering various
factors, one of which is work health and safety. Involvement
of local communities as part of company projects is generally
as technical personnel. The functions of work involved
include local public relations, drilling workers, topography
and so on in seismic surveys, to administrators and other
jobs.
In this engagement, there are no local people who are forced
labor, or underage workers. In addition, each worker also
gets a salary in accordance with the initial agreement.
3. Papuan Academy
One of the concrete steps taken by the Company is by
opening opportunities for Workers from Eastern Indonesia
(Papua) to work at the Company. This program is packaged
in "Papuan Academy" where new graduates who come from
Papua are given in class training and on the job training
before entering the workforce.
4. Freedom of Association
The Company grants the right to employees to join trade
union organizations. This organization is recognized as
a legitimate organization representing the interests of
employees in the company and is involved in the process
of drafting Company Regulations. Various labor-related issues
were discussed for consensus in bipartite and tripartite
agreements.
PT Elnusa Tbk
5. Kegiatan Ibadah Keagamaan
Perseroan memberikan kesempatan serta keleluasan kepada
karyawan untuk menjalankan kegiatan ibadah wajib, sesuai
dengan agama yang dianutnya. Perseroan juga menyediakan
tempat dan sarana ibadah, untuk dipergunakan sebagai
tempat peribadatan tersebut.
Inisiatif Tanggung Jawab Sosial Bidang Hak Asasi Manusia
Perseroan berkomitmen untuk menjadi perusahaan terkemuka
jasa energi melalui solusi total terbaik pada layanannya. Solusi
total ini sangat di pengaruhi oleh implementasi budaya kerja
produktif dan terencana dalam organisasi. Maka Perseroan
menetapkan sebagai salah satu instrument untuk membentuk
budaya kerja yang produktif dan berkualitas dengan mengatur
hak-hak dan kewajibaan normatif pekerja yang meliputi syarat-
syarat kerja, tata tertib, kondisi kerja serta mewujudkan kepastian
hukum bagi pekerja dalam pelaksanaan hubungan kerjanya
dengan Perseroan. al ini untuk mendorong kinerja sebagaimana
harapan bersama dan juga untuk meningkatkan motivasi dan
ketenangan bekerja serta meningkatkan kesejahteraan pekerja.
Dalam membuat Peraturan Perusahaan yang mengatur tentang
hak dan kewajiban pekerja, Perseroan melakukan konsultasi
dengan Serikat Pekerja Perseroan. Dimana Peraturan Perusahaan
ini wajib ditaati serta di penuhi oleh Perseroan, Serikat Pekerja,
dan seluruh pekerja.
Prosedur dan Mekanisme Penanganan Konflik
Terkait Hak Asasi Manusia
Perseroan menjamin terlaksananya kebijakan dengan baik dan
meminimalisasi konflik yang terjadi terkait hak asasi manusia.
Oleh karenanya, Perseroan mempersilahkan setiap aduan
permasalahan disampaikan kepada serikat pekerja. Setiap keluhan
maupun pengaduan yang sampai akan ditindaklanjuti secara
independen. Serikat pekerja dapat melakukan advokasi maupun
meminta ruang penyelesaian atas suatu permasalahan.
Dampak Terkait Praktik Hak Asasi Manusia
Atas pengelolaan ini, hubungan antara Perseroan dan serikat
pekerja sebagai organisasi karyawan yang sah berlangsung dengan
baik. Sepanjang 2019, tidak ada persoalan antara Perseroan
dengan serikat pekerja maupun karyawan.
Sertifikasi Terkait Praktik Hak Asasi Manusia
Perseroan menerapkan ISO 26000 sebagai panduan praktik
hak asasi manusia. Penerapan ini meliputi kesempatan serta
kesetaraan hak individu untuk berkontribusi terhadap kemajuan
perusahaan, praktik nondiskriminasi terhadap pekerja pada
gender, etnis maupun suku yang berbeda, serta dorongan untuk
pekerja disabilitas.
PT Elnusa Tbk
5. Religious Worship Activities
The Company provides opportunities and flexibility for
employees to carry out compulsory worship activities, in
accordance with their religion. The Company also provides
a place of worship and facilities, to be used as a place of
worship.
Initiatives of Social Responsibility towards Human Rights
The Company is committed to becoming a leading company in
energy services by offering the best total solution services. This
total solution service is influenced by the implementation of
work culture that focus on productivity and planning. As such,
the Company sets an instrument to ensure the productive and
high quality work culture, which regulates workers' normative
rights and obligations that include work conditions, rules of
conduct, working conditions, as well as ensures legal certainty
for workers in the implementation of their working relationship
with the Company. This is conducted to improve performance as
expected together and to increase motivations to work, as well
as to improve worker welfare.
In creating the Company’s Regulations that govern workers' rights
and obligations, the Company also consulted with the Company's
Labour Union. The Company’s Regulations must be obeyed and
fulfilled by the Company, Labour Union, and all workers.
Procedures and Mechanisms for Managing Conflict Related to
Human Rights
The Company guarantees the implementation of policies
properly and minimizes conflicts that occur related to human
rights. Therefore, the Company invites every complaint to be
submitted to the union. Any complaints or complaints that will
be followed up independently. Trade unions can advocate and
ask for a solution to a problem.
Impacts Regarding Human Rights Practices
For this management, the relationship between the Company
and trade unions as a legitimate employee organization runs
well. Throughout 2019, there were no problems between the
Company and trade unions and employees.
Certification Related to Human Rights Practices
The Company applies ISO 26000 as a guide to human rights
practices. These applications include opportunities and equal
rights of individuals to contribute to the progress of the company,
the practice of non-discrimination against workers of different
genders, ethnicities and ethnicities, as well as encouragement
for workers with disabilities.
Annual Report 2019 Laporan Tahunan 371
 TANGGUNG JAWAB SOSIAL PERUSAHAAN
Corporate Social Responsibility
TANGGUNG JAWAB SOSIAL PERUSAHAAN
BIDANG LINGKUNGAN HIDUP
Corporate Social Responsibility towards the Environment
Komitmen dan Kebijakan
Perseroan menyadari bahwa aktivitas operasional yang
dilakukan dapat memberikan dampak positif maupun negatif
bagi lingkungan hidup. Oleh karena itu, Perseroan berkomitmen
untuk memaksimalkan dampak positif dari kegiatan operasional,
serta meminimalkan dampak negatif yang dihasilkan terhadap
lingkungan. Komitmen ini direalisasikan dengan melakukan
pengelolaan lingkungan sebaik mungkin.
Upaya untuk mengimplementasikan pengelolaan lingkungan
hidup ini dituangkan dalam kebijakan sebagai berikut:
1. Memastikan pengelolaan lingkungan sesuai dengan regulasi,
persyaratan pelanggan dan memenuhi standar industri
yang berlaku
2. Memitigasi risiko serta meminimalisasi dampak negatif
dari aktivitas perusahaan dengan perbaikan berkelanjutan
3. Melaksanakan pengukuran dan pemantauan kualitas
lingkungan secara berkala
4. Menggunakan teknologi dan sarana-prasarana yang
memenuhi standar pengelolaan lingkungan.
5. Menyiapkan emergency response dan Sumber daya manusia
yang kompeten
Sebagai landasan dari penerapan pengelolaan lingkungan hidup
yang dilakukan Perseroan adalah Undang-Undang Nomor 32
Tahun 2009 tentang Perlindungan dan Pengelolaan Lingkungan
Hidup, Undang-Undang Nomor 18 Tahun 2008 mengenai
Pengelolaan Sampah, Undang-Undang Nomor 7 Tahun 2004
tentang Sumber Daya Air, Peraturan Pemerintah Nomor 27 Tahun
1999 tentang Analisis Mengenai Dampak Lingkungan Hidup
(AMDAL), Peraturan Pemerintah Nomor 27 Tahun 2012 tentang
Izin Lingkungan, Peraturan Pemerintah Nomor 101 Tahun 2014
tentang Pengelolaan Limbah Berbahaya dan Beracun
Risiko dan Dampak Kegiatan Usaha Perusahaan terhadap
Lingkungan
Perseroan memiliki tiga jasa utama yang sifat layanannya berbeda-
beda. Jasa hulu migas dengan lini jasa survei seismik umumnya
berlokasi di area pemukiman penduduk, hutan, hingga laut.
Sementara lini jasa pengeboran dan pengelolaan lapangan migas
umumnya berlokasi di area operasional yang lebih terbatas bagi
penduduk. Jasa distribusi dan logistik energi dengan kegiatan
utama distribusi BBM beroperasi di berbagai wilayah padat
penduduk. Jasa pendukung umumnya beroperasi di area fabrikasi
ataupun warehouse.
Perbedaaan sifat layanan yang berbeda-beda ini tentunya
memiliki risiko dan menimbulkan dampak yang berbeda-beda
terhadap lingkungan. Pada jasa hulu migas lini jasa survei seimik,
Perseroan menggunakan berbagai sumber getar dalam proses
perekaman, memanfaatkan air sekitar untuk pengeboran, hingga
melakukan pembukaan lintasan bila diperlukan. Salah satu risiko
negatif yang mungkin muncul dari berbagai aktivitas ini antara lain
perubahan struktur bawah tanah maupun lautan, berubahnya
vegetasi sekitar hingga limbah yang dihasilkan.
372 Annual Report 2019 Laporan Tahunan
Commitment and Policy
The Company realizes that its operational activities can have
positive or negative effects on the environment. Therefore, the
Company is committed to maximizing the positive impacts of
operational activities, as well as minimizing the negative impacts
generated on the environment. This commitment is realized by
making the best possible environmental management.
Efforts to implement the Company’s environmental management
are outlined in the following policies:
1. Ensuring environmental management complies with
regulations, customer requirements and meets applicable
industry standards
2. Mitigating risks and minimizing the negative impact of
company activities with continuous improvement
3. Carry out environmental quality measurements and
monitoring on a regular basis
4. Using technology and infrastructure that meets
environmental management standards.
5. Preparing emergency response and competent human
resources
As the foundation of the implementation of environmental
management carried out by the Company are Law Number 32 of
2009 concerning Environmental Protection and Management, Law
Number 18 of 2008 concerning Waste Management, Law Number
7 of 2004 concerning Water Resources, Government Regulations
Number 27 of 1999 concerning Analysis of Environmental Impacts
(AMDAL), Government Regulation Number 27 of 2012 concerning
Environmental Permits, Government Regulation Number 101 of
2014 concerning Management of Hazardous and Toxic Wastes.
Risks and Impacts of the Company's Business Activities on the
Environment
The Company has three main services, the nature of which is
different. Upstream oil and gas services with seismic survey line
services are generally located in residential areas, forests, to the
sea. While the oil and gas field management and service lines are
generally located in more limited operational areas for residents.
Energy distribution and logistics services with the main activities
of distribution of BBM operating in various densely populated
areas. Supporting services generally operate in the fabrication
or warehouse area.
The difference in the nature of these different services certainly
has risks and causes different impacts on the environment. In
the upstream oil and gas services, seimic survey line services,
the Company uses various sources of vibration in the recording
process, utilizing the surrounding water for drilling, to carrying
out the opening of the track if necessary. One of the negative
risks that may arise from these activities includes changes in
the structure of the underground and ocean, changes in the
surrounding vegetation to the resulting waste.
PT Elnusa Tbk
Sementara pada jasa hulu migas lini jasa pengeboran dan
pengelolaan lapangan migas, Perseroan menggunakan alat
pengeboran modular untuk mencapai sumber minyak. Kedalaman
pengeboran dapat mencapai ribuan meter di bawah permukaan
tanah. Selain itu, perseroan juga menggunakan berbagai teknologi
untuk meningkatkan produksi termasuk penggunaan material
maupun senyawa kimia. Risiko negatif yang muncul dari aktivitas
ini antara lain pencemaran lingkungan karena material ataupun
senyawa kimia yang digunakan, adanya tumpahan minyak hingga
limbah B3 yang dihasilkan.
Pada jasa distribusi dan logistik energi, Perseroan mendistribusikan
BBM dari suatu titik ke titik lainnya. Risiko negatif yang mungkin
muncul adalah terjadinya tumpahan BBM hingga pencemaran
udara yang dihasilkan dari kendaraan bermotor. Sementara jasa
penunjang, memiliki risiko negatif yaitu pencemaran limbah B3
sebagai hasil aktivitas fabrikasi.
Berdasarkan berbagai risiko negatif ini, Perseroan berupaya sebaik
mungkin melakukan pengelolaan lingkungan melalui berbagai
kebijakan maupun program-program yang dilaksanakan.
Rencana dan Target Kegiatan di Sepanjang Tahun 2019
Secara umum, Perseroan merencanakan berbagai program
pengelolaan lingkungan baik di wilayah operasi, cabang,
maupun kantor pusat. Program-program yang dilakukan meliputi
upaya pengelolaan energi, material, air maupun sumber daya
lain, pengukuran maupun pemantauan kualitas lingkungan,
memastikan tidak terjadinya tumpahan minyak, dan sebagainya.
Sebagai target kinerja di tahun 2019, Perseroan menargetkan tidak
adanya tumpahan minyak maupun kerusakan lingkungan sebagai
indikator utama. Tentunya hal ini selain dari target umum bahwa
hasil kualitas lingkungan tetap berada di bawah ambang batas.
Program dan Kegiatan yang Dilakukan
Perseroan melakukan program dan kegiatan tanggung jawab sosial
terkait lingkungan hidup dalam bentuk kepedulian Perseroan
terhadap kelestarian lingkungan dengan mencegah dampak
pencemaran yang mungkin ditimbulkan dari kegiatan operasional
Perseroan. Adapun program dan kegiatan tanggung jawab sosial
perusahaan bidang lingkungan hidup yang dilakukan Perseroan
adalah sebagai berikut:
1. Pembaruan Dokumen Pengelolaan Lingkungan
Perseroan melakukan pembaruan dokumen terkait
pengelolaan lingkungan di area operasional secara berkala.
Tujuan dari pembaruan ini adalah untuk memastikan bahwa
praktik pengelolaan lingkungan yang Perseroan jalankan
telah sesuai dengan perkembangan standar industri yang
berlaku. Salah satu standar yang menjadi acuan pembaruan
dokumen adalah ISO 14001: 2015 Manajemen Pengelolaan
Lingkungan.
2. Pemanfaatan Material/Chemical secara Efektif
Perseroan menggunakan berbagai material/ chemical dalam
melaksanakan berbagai layanan jasa energinya. Diversifikasi
jasa yang dilakukan mempengaruhi penggunaan jenis
material/ chemical ini berbeda-beda tiap tahunnya. Namun
demikian, Perseroan selalu berusaha melakukan penggunaan
material/ chemical tersebut secara efektif dan efisien.
PT Elnusa Tbk
Meanwhile, in the upstream oil and gas services, drilling and oil
and gas field management services, the Company uses modular
drilling tools to reach oil sources. The depth of drilling can reach
thousands of meters below ground level. In addition, the Company
also uses various technologies to increase production including
the use of materials and chemical compounds. Negative risks
arising from this activity include environmental pollution due
to the material or chemical compounds used, the presence of
oil spills to hazard waste produced.
In energy distribution and logistics services, the Company
distributes fuel from one point to another. Negative risks that may
arise are the occurrence of fuel spills to air pollution generated
from motor vehicles. While supporting services, have a negative
risk that is hazard waste pollution as a result of fabrication
activities.
Based on these negative risks, the Company makes every effort to
manage the environment through various policies and programs
implemented.
Plan and Target of the Activities in 2019
In general, the Company plans various environmental
management programs in the area of operations, branches and
headquarters. The programs carried out include efforts to manage
energy, materials, water and other resources, measurement and
monitoring of environmental quality, ensuring that oil spills do
not occur, and so on.
As a performance target in 2019, the Company targets no oil
spills or environmental damage as the main indicator. Surely
this is apart from the general target that environmental quality
results remain below the threshold.
Implemented Programs and Activities
The Company implements social responsibility programs and
activities towards the environment as part of the Company’s
concern towards the environment. This is done by limiting
pollution that may arise from the operational activities of the
Company. The social responsibility programs and activities
towards the environment that have been done by the Company
are as follows:
1. Renewal of Environmental Management Documents
The Company regularly updates documents related to
environmental management in the operational area. The
purpose of this reform is to ensure that the Company's
environmental management practices are in accordance with
the development of applicable industry standards. One of the
standards used as a reference for document renewal is ISO
14001: 2015 Management of Environmental Management.
2. Effective use of materials/chemicals
The Company uses various materials/chemicals in carrying
out its various energy services. The diversification of services
performed affects the use of this type of material/chemical,
which varies each year. However, the Company always strives
to use these materials/chemicals effectively and efficiently.
Annual Report 2019 Laporan Tahunan 373
 TANGGUNG JAWAB SOSIAL PERUSAHAAN
Corporate Social Responsibility
3. Pemanfaatan Sumber Energi
Perseroan menggunakan tiga jenis sumber energi dalam
menunjang kegiatan operasional, yaitu solar, bensin dan
listrik. Upaya penghematan dilakukan dengan menerapkan
kebijakan-kebijakan efisiensi energi, seperti kebijakan
efisiensi pencahayaan gedung pada area kurang produktif,
pemanfaatan teknologi yang lebih ramah lingkungan,
melakukan upaya perbaikan bangunan warehouse agar
lebih ramah lingkungan dan lain-lain.
4. Pengukuran Kualitas Lingkungan Kerja
Sesuai dengan regulasi dan standar industri serta
pemenuhan standar ISO 14001:2015, komitmen
Perseroan terhadap kualitas lingkungan kerja diterapkan
dalam bentuk pemantauan atas kualitas lingkungan
kerja, baik di kantor pusat, kantor cabang, maupun
warehouse tempat perusahaan beroperasi. Melalui fungsi
Property Management, HSSE dan Asset Management
menyelenggarakan pengukuran maupun evaluasi kualitas
lingkungan kerja secara rutin.
5. Pengelolaan Limbah
Perseroan menerapkan standarisasi pengelolaan limbah
meliputi pengelolaan sampah biasa atau limbah padat non
B3, pengelolaan limbah padat B3, serta pengelolaan limbah
cair. Pengelolaan limbah padat diimplementasikan melalui
pemilahan organik, anorganik serta wadah khusus untuk
limbah B3 baik di kantor pusat, kantor cabang maupun
area operasi. Perseroan bekerja sama dengan pihak ketiga
untuk pengangkutan, pengelolaan limbah B3 hingga proses
disposal akhir.
Untuk pengelolaan limbah cair, Perseroan mengolah limbah
yang dihasilkan di Kantor Pusat menggunakan sewage
treatment plant sehingga memenuhi baku mutu dan menjadi
layak buang. Limbah yang telah diolah, dapat dimanfaatkan
kembali dan/atau dibuang pada saluran umum.
6. Kampanye Kesadaran Lingkungan
Perseroan melakukan berbagai kampanye untuk terus
meningkatkan budaya pengelolaan lingkungan. Beberapa
di antaranya mengambil momen pada perayaan dunia,
seperti Hari Air Sedunia pada 22 Maret 2019, Peringatan
Hari Bumi pada 22 April 2019, Peringatan Hari Lingkungan
Hidup Sedunia pada 5 Juni 2019, dan kampanye lainnya.
374 Annual Report 2019 Laporan Tahunan
3. Utilization of Energy Sources
The Company uses three types of energy sources to support
its operational activities, namely solar, gasoline and electricity.
The saving effort is carried out by implementing energy
efficiency policies, such as building lighting efficiency policies
in less productive areas, utilizing more environmentally
friendly technologies, making efforts to improve warehouse
buildings to be more environmentally friendly and others.
4. Measurement of the Quality of the Work Environment
In accordance with regulations and industry standards and
compliance with ISO 14001: 2015 standards, the Company's
commitment to the quality of the work environment is
implemented in the form of monitoring the quality of the
work environment, both at the head office, branch offices,
and warehouses where the Company operates. Through
the Property Management function, HSSE and Asset
Management conduct measurements and evaluations of
the quality of the work environment on a regular basis.
5. Waste Management
The Company implements standardization of waste
management including management of ordinary or non-
hazardous solid waste, management of hazardous solid waste,
and liquid waste management. Solid waste management is
implemented through organic, inorganic sorting and special
containers for hazard waste at the head office, branch offices
and operational areas. The Company cooperates with third
parties for the transportation, management of B3 waste to
the final disposal process.
For liquid waste management, the Company processes waste
generated at the Head Office using a sewage treatment
plant so that it meets quality standards and is suitable for
disposal. Waste that has been treated, can be reused and/
or disposed of in public channels.
6. Environmental Awareness Campaign
The Company carries out various campaigns to continuously
improve the culture of environmental management. Some
of them took moments at world celebrations, such as World
Water Day on March 22, 2019, Commemoration of Earth Day
on April 22, 2019, Commemoration of World Environment
Day on June 5, 2019, and other campaigns.
PT Elnusa Tbk
Bentuk Pelaksanaan CSR Bidang Lingkungan terkait Dampak
terhadap Perusahaan, Pemegang Saham dan Stakeholder
Lainnya
Kegiatan pengelolaan lingkungan yang dilalukan Perseroan di
tahun 2019, berdampak positif terhadap kelangsungan Perseroan.
Dimana melalui pengelolaan yang tepat dan sesuai prosedur yang
berlaku atas operasional Perseroan, menghasilkan efisiensi biaya
yang tentu saja berdampak positif terhadap kinerja keuangan
Perseroan. Di samping itu, pengelolaan lingkungan terkait kegiatan
operasional juga berdampak positif terhadap kelancaran proses
kegiatan usaha Perseroan, dimana hampir tidak ada pengaduan
yang signifikan dari masyarakat sekitar dan pihak-pihak yang
berkepentingan terkait dampak kegiatan usaha Perseroan yang
mencemari lingkungan.
Sementara itu, proses identifikasi bahaya lingkungan sejak
dini dan pemantauan atas dampak dan risiko lingkungan yang
secara berkala dilakukan Perseroan, berdampak positif terhadap
keberlanjutan usaha Perseroan yang secara langsung maupun
tidak langsung memperkuat serta meningkatkan kepercayaan
pemegang saham terhadap Perseroan. Di mana hingga akhir
tahun 2019, hampir tidak ada pengaduan terkait masalah atau
pencemaran lingkungan dari masyarakat sekitar atas setiap proses
kegiatan usaha Perseroan yang berdampak signifikan terhadap
kelangsungan usaha Perseroan.
Begitupun dengan pengelolaan limbah, yang dilakukan secara
tepat dan berdasarkan kentetuan serta prosedur yang berlaku,
sejauh ini relatif aman dan tidak terdapat pengaduan dari
masyarakat lingkungan sekitar terkait pencemaran lingkungan. Hal
ini tentu saja lebih memperkuat kepercayaan para pemegangan
saham dalam mendukung kinerja Perseroan ke depannya, guna
mencapai pertumbuhan yang berkelanjutan.
Prosedur dan Mekanisme Pengaduan Masalah Lingkungan
Perseroan telah menyusun mekanisme pengaduan masalah
lingkungan terkait kegiatan usaha yang dilakukan Perseroan.
Upaya ini dilakukan untuk mengontrol tingkat kenyamanan
masyarakat sekitar akibat kegiatan usaha yang dilakukan oleh
Perseroan. Secara umum berbagai keluhan mengenai dampak
kegiatan operasional terhadap lingkungan dapat dibagi pada dua
area. Untuk area operasi, keluhan dapat disampaikan langsung
kepada pimpinan yang bertanggung jawab dalam proyek.
Sementara untuk area kantor pusat, dapat disampaikan langsung
kepada pengelola gedung.
PT Elnusa Tbk
Form of Implementation of CSR Activities towards the
Environment That Have Impact on the Company, Shareholders,
and Other Stakeholders
Environmental management activities carried out by the
Company in 2019 have a positive impact on the sustainability
of the Company. Through proper management and in accordance
with applicable procedures for the Company's operations, The
Company obtains cost efficiency, which positively impact the
Company's financial performance. In addition, environmental
management related to operational activities also has a positive
impact on the smooth operation of the Company's business
activities, whereby almost no significant complaints were received
from the surrounding communities and stakeholders on the
negative impact of the Company's business activities to the
environment.
Meanwhile, the process of identifying environmental hazards
in the early stage, and the regular monitoring of environmental
impacts and risks carried out by the Company, have a positive
impact on the sustainability of the Company's business, which
directly and indirectly strengthens and increases shareholders’
confidence in the Company. Until the end of 2019, there were
almost no complaints related to environmental problems or
pollution from the surrounding communities on every process
of the Company's business activity that had a significant impact
on the Company's business.
Moreover, waste management is carried out in an appropriate
manner and based on the prevailing rules and procedures. This
is to ensure that the activities are relatively safe, and there are
no complaints from the surrounding communities related to
environmental pollution due to these activities. This further
strengthens the confidence of shareholders in supporting the
Company's performance going forward, in order to achieve
sustainable growth.
Procedures and Mechanisms of Reporting for Environmental
Problems
The Company has established a mechanism for reporting
complaints on environmental issues that are related to the
Company’s business activities. In general, various complaints
regarding the impact of operational activities on the environment
can be divided into two areas. For the area of operations,
complaints can be submitted directly to the leader in charge of
the project. While for the head office area, it can be delivered
directly to the building manager.
Annual Report 2019 Laporan Tahunan 375
 TANGGUNG JAWAB SOSIAL PERUSAHAAN
Corporate Social Responsibility

Penghargaan dan Sertifikasi di Bidang Lingkungan Hidup
Perseroan menerapkan ISO 14001: 2015 dalam hal pengelolaan
lingkungan. Standarisasi ini merupakan inisiatif Perseroan
untuk melakukan evaluasi dan memastikan bahwa pengelolaan
lingkungan yang diterapkan telah sesuai standar eksternal.
Sertifikasi dari standar ini masih berlaku hingga dua tahun
mendatang.
Awards and Certificates in Environmental Aspect
The Company applies ISO 14001: 2015 in terms of environmental
management. This standardization is an initiative of the Company
to conduct evaluations and ensure that the environmental
management that is implemented complies with external
standards. Certification of this standard is still valid for the next
two years.

Selain itu, atas pencapaian pengelolaan lingkungan yang telah In addition, for the achievement of environmental management
diterapkan, Perseroan meraih beberapa penghargaan. Salah that has been implemented, the Company won several awards.
satunya adalah Mahakam Award untuk ke-8 kalinya. One of them is the Mahakam Award for the 8th time.

Sertifikasi Bidang Lingkungan yang Masih Berlaku di Tahun 2019

Certifications on Environmental Aspects that Are Still Valid in 2019
Tanggal Dikeluarkannya
Jenis Sertifikat Dikeluarkan Oleh Masa Berlaku Hingga
Sertifikasi
Types of Certification Issuing Body Validity period
Date of Issuance
22 Agustus 2018 21 Agustus 2021
ISO 14001 : 2015 SGS Indonesia
August 22, 2019 August 21, 2021

Penghargaan di Bidang Lingkungan Tahun 2019

Awards on the Environmental Aspect in 2019
Tanggal Nama Penghargaan Institusi yang Memberikan
Date Award Awarding Institution
Penghargaan kategori “very good”dalam penerapan sistem manajemen HSE kontraktor
4 Februari 2019 tahun 2018 untuk kegiatan survei seismic
Pertamina EP
February 4, 2019 "Very good" award in the implementation of 2018 HSE contractor management
system for seismic survey activity
28 Februari 2019
HSE Communication Forum 2019 (The most improved camp accommodation) Pertamina Hulu Mahakam
February 28, 2019

Dampak Pengelolaan Lingkungan Impact of Environmental Management

Sepanjang 2019, tidak ada keluhan yang disampaikan masyarakat Throughout 2019, there were no complaints made by the public
maupun pihak ketiga atas pengelolaan limbah yang dilakukan or third parties regarding waste management carried out by the
Perseroan baik di wilayah operasi maupun kantor pusat. Tidak Company both in the operational area and in the head office.
ada pula tumpahan minyak yang terjadi. No oil spill happened.

Biaya dan/atau Investasi Kegiatan CSR Aspek Lingkungan Costs and/or Investments in CSR Activities Environmental
Aspects
Biaya pengelolaan lingkungan Perseroan mengikat pada biaya The Company's environmental management costs are binding
operasional. on operational costs.

376 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 TANGGUNG JAWAB SOSIAL PERUSAHAAN BIDANG
KETENAGAKERJAAN, KESEHATAN DAN KESELAMATAN KERJA
Corporate Social Responsibility towards Employment, Occupational Health and Safety
Komitmen dan Kebijakan
Hubungan industrial yang baik antara Perseroan dengan seluruh
karyawan merupakan kunci dalam menunjang pencapaian
berbagai target Perseroan. Implementasi kebijakan tanggung
jawab sosial perusahaan terkait praktik ketenagakerjaan adalah
tanggung jawab Perseroan terhadap karyawan sebagai pemangku
kepentingan internal. Implementasi ini meliputi praktik terbaik
atas pengelolaan ketenagakerjaan, keseimbangan antara
pekerjaan dengan kehidupan pribadi, serta persamaan hak dan
kesempatan kerja.
Untuk memastikan praktik ketenagakerjaan ini, Perseroan
menerapkan berbagai kebijakan. Di antaranya melakukan berbagai
pemenuhan atas hak karyawan, melakukan pengembangan
talenta, mengupayakan remunerasi yang kompetitif, memberikan
apresiasi serta menciptakan lingkungan kerja yang kondusif.
Selain praktik ketenagakerjaan, Perseroan juga mengupayakan
praktik mitigas kesehatan dan keselamatan kerja terbaik untuk
para pekerjanya. Komitmen ini meliputi mitigasi maupun
minimalisasi atas risiko kecelakaan, penyakit ataupun absensi
kerja yang dapat terjadi pada karyawan, pelanggan, mitra kerja
ataupun pemangku kepentingan lainnya.
Komitmen Perseroan dalam memprioritaskan aspek kesehatan
dan keselamatan kerja dikenal dengan slogan PUT 5M, yaitu
dengan menjadikan K3 sebagai 1) Prioritas utama setiap
melakukan kegiatan, 2) Ukuran untuk menilai kualitas pekerjaan
dan pekerja, dan 3) Tanggung jawab manajemen dan seluruh
pekerja. Untuk memastikan PUT, Perseroan memiliki kebijakan
Quality, Health, Safety, Security, & Environment (QHSSE) untuk:
1. Menerapkan standar QHSSE yang memenuhi peraturan
perundangan, persyaratan pelanggan dan standar industri
yang berlaku.
2. Menyiapkan organisasi dan sumber daya manusia yang
kompeten dan profesional.
3. Menggunakan teknologi dan sarana-prasarana kerja yang
tepat dan memenuhi standar QHSSE.
4. Menetapkan, mengukur, mengaudit dan melaporkan
kinerja QHSSE untuk melakukan perbaikan secara
berkesinambungan.
5. Menghilangkan bahaya dan meminimalkan risiko
keselamatan, kesehatan, keamanan dan lingkungan,
mencegah pencemaran dan kerugian akibat aktifitas
perusahaan dengan melakukan perbaikan berkelanjutan.
Kebijakan yang diterapkan Perseroan dalam memitigasi risiko
kerja adalah tetap melanjutkan kebijakan sebelumnya, yaitu
9 HSE Golden Rules dan Elnusa Zero Tolerance dalam seluruh
aktivitas operasional di lingkungan kerja Elnusa Group dan berlaku
untuk semua level.
PT Elnusa Tbk
Commitment and Policy
Sound industrial relations between the Company and all
employees is key in supporting the achievement of various
targets of the Company. Implementation of corporate social
responsibility policies related to labor practices is the Company's
responsibility towards employees as internal stakeholders. This
implementation includes the best practices for managing labor,
the balance between work and personal life, as well as equal
rights and employment opportunities.
The Company puts occupational health and safety as central focus
points in each of its operational activities. This is a commitment of
the Company to mitigate and minimize the risk of accidents, illness
or absenteeism that can occur among employees, customers,
work partners or other stakeholders.
In addition to labor practices, the Company also strives for
the best occupational health and safety mitigation practices
for its employees. This commitment includes mitigation and
minimization of the risk of accidents, illness or work absences
that can occur to employees, customers, business partners or
other stakeholders.
The Company’s commitment to put priority on the occupational
health and safety aspects in its operations is known as “PUT
5M”. This places health and safety as 1) its main priority for
each activity, 2) a measure for assessing the quality of its work
and its workers, and 3) the responsibility of management and
all workers. In order to ensure the implementation of PUT, the
Company makes use of the following Quality, Health, Safety,
Security, & Environment (QHSSE) policies:
1. Implementing QHSSE standards that are in line with
prevailing laws and regulations, customer requirements
and industry standards.
2. Preparing competent and professional organizations and
human resources.
3. Using appropriate technology and work facilities that meet
QHSSE standards.
4. Establishing, measuring, auditing and reporting on QHSSE
performance in order to make continuous improvements.
5. Eliminating hazards and minimizing health, safety and
environmental risks, and preventing pollution and losses
due to company activities by carrying out continuous repairs
The Company’s policy for mitigating work-related risks is to
continue implementing its previous policies, namely, its 9 HSE
Golden Rules and its Elnusa Zero Tolerance, in all of its operational
activities in the work environment of Elnusa Group. This policy
applies to all levels of the organization.
Annual Report 2019 Laporan Tahunan 377
 TANGGUNG JAWAB SOSIAL PERUSAHAAN
Corporate Social Responsibility

9 HSE GOLDEN RULES

Setiap pekerja wajib mengenakan
Alat Pelindung Diri (APD) yang sesuai
saat bekerja.
Each worker must wear the
appropriate Personal Protective
Equipment (PPE) while working
Setap pekerjaan berisiko tinggi harus
mendapatkan izin kerja
Any kind of high-risk work must
require a work permit
Kalibrasi dan sertifikasi harus selalu
dilakukan pada setiap peralatan yang
akan digunakan untuk pekerjaan berisiko
tnggi
Calibration and certification must always
be carried out on any equipment that will
be used for high-risk work.

Prosedur dan program kerja harus
dipatuhi dan dijalankan oleh pekerja
Work procedures and programs must
be obeyed and carried out by workers.
Sanksi tegas terhadap pekerja yang
mengkonsumsi miras dan narkoba
saat bekerja
There are strict sanctions for workers
who consume alcohol and drugs while
working.
Setiap peralatan atau sistem yang
menyimpan energi harus sudah
dipastikan isolasi energinya
Any equipment or system that stores
energy must be ensured that its
energy has been properly isolated.

Setiap perubahan, prosedur dan proses
kerja harus dicatat dalam manajemen
perubahan.
Each change as well as work procedure
and program must be recorded in the
management of change.
Setiap operasi pengangkatan harus
memenuhi ketentuan persyaratan
keselamatan pengangkatan yang
ditetapkan
Each lifting operation must meet the
stipulated safety requirements.
Pekerja berkewajiban mematuhi
standar keselamatan transportasi
yang berlaku.
Workers are obliged to comply with
applicable transportation safety
standards.

Elnusa Zero Tolerance

Wajib menggunakan APD sesuai
pekerjaan dan area kerja.
Must use the appropriate PPE in
accordance to the nature of the work
and work areas involved.
Tidak madat, mabuk, miras narkoba &
obat-obatan terlarang.
Must not be inebriated or consume
alcoholic drinks or illegal drugs.
Tidak mengemudi di atas batas
kecepatan yang ditetapkan.
Don’t drive above specified speed
limits.
Wajib menggunakan sabuk pengaman
saat berkendara (pengemudi dan
penumpang).
Must use a seat belt when driving
(both driver and passengers).

Tidak menggunakan alat komunikasi
saat berkendara (pengemudi).
Don’t use communication tools when
driving (driver).
Tidak merokok saat berada di
kendaraan atau perahu (pengemudi
dan penumpang).
Don’t smoke while in a vehicle or boat
(both driver and passengers).
Wajib menggunakan life jacket saat
menggunakan alat transportasi air.
Must use a life jacket when using
water transportation.

378 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

Lingkup dan Perumusan Tanggung Jawab Sosial Aspek
Ketenagakerjaan, Kesehatan dan Keselamatan Kerja
Lingkup kegiatan tanggung jawab sosial perusahaan terkait
ketenagakerjaan, kesehatan dan keselamatan kerja terdiri
dari pada program ketenagakerjaan yang meliputi kesetaraan
gender, kesempatan kerja yang sama, kesetaraan dalam program
pengembangan kompetensi, pemenuhan hak kesejahteraan
karyawan, remunerasi, pembentukan lingkungan kerja yang
kondusif, rekrutmen dan turnover karyawan, apresiasi terhadap
karyawan, kebebasan berserikat, serta program lainnya.
Rencana dan Target Kegiatan di Sepanjang Tahun 2019
Perseroan merencanakan dan menargetkan obyektif yang
hendak dicapai tiap tahunnya. Dalam lingkup tanggung jawab
sosial ketenagakerjaan, Perseroan menargetkan peningkatan
kapabilitas SDM yang unggul melalui program multi talented,
membangun budaya kinerja tinggi dan mengimplementasikan
berbagai program otomasi proses bisnis ketenagakerjaan untuk
meningkatkan layanan kepada pekerjanya. Selain itu untuk
memastikan peran strategisnya, Perseroan juga memastikan
ketersediaan sumber daya yang kompeten untuk dapat
memberikan jasa terbaik kepada pelanggan.
Dalam lingkup tanggung jawab sosial kesehatan dan keselamatan
kerja, Perseroan menargetkan tidak adanya kecelakaan kerja yang
menyebabkan kematian maupun hilangnya waktu kerja. Target
ini berlaku bukan hanya kepada karyawan, melainkan mitra kerja
yang turut serta mendukung pekerjaan operasional perusahaan.
Program dan Kegiatan Terkait Ketenagakerjaan
1. Pemenuhan Hak Karyawan: Keseimbangan antara Pekerjaan
dan Kehidupan Pribadi, Kesetaraan Gender, Kesempatan
Kerja yang Sama, dan Pengembangan Karir
Sistem rekrutmen Perseroan memberikan kesempatan yang
sama kepada semua Warga Negara Republik Indonesia untuk
dapat diterima menjadi karyawan Perseroan. Perseroan
menjamin tidak adanya pemaksaan kerja kepada karyawan.
Setiap pekerja yang mendapatkan perintah untuk bekerja
lembur mendapatkan kompensasi sebagai timbal balik.
Demikian juga halnya dalam pengembangan karir, sistem
pengembangan Sumber Daya Manusia (SDM) yang berlaku
di internal Perseroan memberikan kesempatan yang sama
kepada setiap karyawan untuk dipromosikan ke jabatan
yang lebih tinggi. Perseroan memberikan hak yang sama
pada setiap karyawan tanpa membedakan latar belakang
identitas dan gender, sebagaimana tercantum dalam
Peraturan Perusahaan.
2. Pengembangan Talenta Tenaga Kerja
Sumber Daya Manusia merupakan penggerak utama dalam
operasional Perseroan, karena itu potensi dan talenta yang
dimiliki SDM harus dapat dipertahankan dan dikembangkan
serta dipergunakan secara optimal. Perseroan berkewajiban
untuk melakukan upaya-upaya tersebut, salah satunya
berbentuk pendidikan dan pelatihan.
PT Elnusa Tbk
Scope and Formulation of Social Responsibility towards
Employment, Occupational Health and Safety
The Scope of Social Responsibility towards employment,
Health, and Safety comprises of employment programs which
relates to gender equality, equal opportunities, equality in
competency development programs, fulfilment of welfare rights
for employees, remuneration, conducive work environment,
employee’s recruitment and turnover, employee’s appreciation,
freedom to create union, as well as other programs.
Planned Activities and Target in 2019
The Company plans and targets the objectives to be achieved
each year. Within the scope of social responsibility for labor,
the Company targets to improve the capability of superior
human resources through multi-talented programs, build a
high-performance culture and implement various employment
business process automation programs to improve services to its
employees. In addition to ensuring its strategic role, the Company
also ensures the availability of competent resources to be able
to provide the best service to customers.
Within the scope of occupational health and safety social
responsibility, the Company targets no work accidents that
cause death or loss of work time. This target applies not only
to employees, but partners who participate in supporting the
company's operational work.
Programs and Activities Related to Employment
1. Fulfillment of Employee Rights: Work Life Balance, Gender
Equality, Equal Opportunity in Working and Career
Development
The Company's recruitment system provides equal
opportunities to all citizens of the Republic of Indonesia to
be accepted as employees. The Company guarantees there
is no forced labor to employees. Every workers with over
time request had a fair compensation. This is also the case in
career development in which the internal Human Resources
(HR) development system provides equal
opportunities for each employee to be promoted to a higher
position. The Company grants the same rights to every
employee regardless of identity and gender background,
as stated in Company Regulations
2. Workforce Talent Development
Human Resources is the main driver of the Company's
operations. Therefore, the potential talents and skills of
the employees must be maintained and developed and used
optimally. The Company is obliged to make these efforts,
and one of which takes the form of education and training.
Annual Report 2019 Laporan Tahunan 379
 TANGGUNG JAWAB SOSIAL PERUSAHAAN
Corporate Social Responsibility
Pendidikan dan pelatihan bertujuan untuk meningkatkan
mutu, keahlian, kemampuan dan keterampilan serta
profesionalisme. Perseroan memberikan kesempatan yang
sama kepada karyawan untuk mengikuti Program Pendidikan
dan Pelatihan dengan biaya penuh dari Perseroan.
3. Remunerasi
Perseroan senantiasa mentaati seluruh aturan yang berlaku
terkait remunerasi kepada karyawan, yang besarannya
telah disesuaikan dengan ketentuan yang berlaku dan
berada di atas standar Upah Minimum yang berlaku di
wilayah operasional Perseroan. Terkait dengan remunerasi,
Perseroan senantiasa berupaya menjaga gap rasio gaji
seluruh karyawan agar tidak terdapat perbedaan yang terlalu
tinggi. Sebagai bagian dari transparansi informasi, berikut
disampaikan rasio gaji/remunerasi tertinggi dan terendah
per bulan yang menggambarkan jenjang gaji/remunerasi
yang diberlakukan Perseroan.
Rasio Gaji/Remunerasi Tertinggi dan Terendah per Bulan
Highest and Lowest Salary/Remuneration Ratio per Month
Rasio Gaji/Remunerasi
Salary/Remuneration Ratio
Rasio gaji karyawan yang tertinggi dan terendah
Ratio of Highest and lowest salary of employee
Rasio gaji Direksi yang tertinggi dan terendah
Ratio of the highest and the lowest salary of the member of the Board of Directors
Rasio gaji Dewan Komisaris yang tertinggi dan terendah
Ratio of the highest and the lowest salary of the member of the Board of Commissioners
Rasio gaji Direksi yang tertinggi dan karyawan tertinggi
Ratio of the highest salary of the member of the Board of Directors and highest salary of the
employee
Yang dimaksud karyawan tertinggi pada tabel di atas adalah
level Vice President, sementara karyawan terendah adalah
level staff.
4. Apresiasi
Perseroan memberikan penghargaan internal dalam rangka
memotivasi efektivitas kinerja karyawan, penghargaan ini
diharapkan dapat menjadi contoh baik bagi karyawan lainnya
untuk dapat meningkatkan standarisasi yang sesuai dengan
prosedur tetap yang dimiliki Perseroan.
Perseroan juga memberikan tanda penghargaan yang
diberikan kepada karyawan yang telah berkontribusi dan
memperlihatkan loyalitasnya kepada Perseroan. Tanda
penghargaan yang diberikan Perseroan kepada karyawan
yang telah bekerja terus menerus dengan sungguh-sungguh
setia dan berkelakuan baik dalam jangka waktu tertentu.
5. Pembentukan Lingkungan Kerja yang Kondusif
Dalam rangka untuk menciptakan lingkungan kerja yang
baik bagi seluruh pekerja, sekaligus menjalankan program
community development untuk lingkungan sekitar, Perseroan
telah melakukan serangkaian program employee welfare di
lingkungan Perseroan. Program-program tersebut dilakukan
secara mingguan, bulanan, maupun tahunan dalam bentuk
380 Annual Report 2019 Laporan Tahunan
Education and training aims to improve the quality, expertise,
abilities and skills and professionalism of the employees. The
Company provides equal opportunities for all employees to take
part in the Education and Training Program at the full expense
of the Company.
3. Remuneration
The Company continuously follows all prevailing regulations
related to employees’ remuneration. The amount of
remuneration has been adjusted to be based on the
prevailing requirements, and is above the Minimum Wage in
the Company's operational areas. Related to remuneration,
the Company always strives to minimize the gap of salaries
for all employees so that there are no differences that are
significantly high. As part of information transparency, the
following is the highest salary/remuneration ratio per month
that illustrates the salary/remuneration level imposed by
the Company.
Skala Perbandingan
Comparison Scale
2019 2018
1 :21,13 1 :21,92
1 :1,18 1 :1,11
1 :1,11 1 :1,11
1 :2,16 1 :2,29
The highest employee in this table refers to Vice President
level, and the lowest refers to staff.
4. Appreciation
The Company gives internal awards in order to motivate the
employee to work effectively. This award serves as a good
example for other employees so as to be able to increase
standardization processes in accordance with fixed procedure
of the Company.
The Company also gives a token of appreciation to employees
who have contributed and show their loyalty to the
Company. A token of appreciation is given by the Company
to employees who have loyally worked continuously in a
good manner for a certain period.
5. Establishing Conducive Work Environment
In order to create a good work environment for all employees,
as well as to run community development programs for the
surrounding environment, the Company has done a series
of welfare programs for employees within the Company.
These programs are carried out on a weekly, monthly, or
annual basis in the form of sports, religious activities, and
PT Elnusa Tbk
 kegiatan olahraga, keagamaan dan fasilitas serta bentuk lain
nya, seperti memberikan bantuan kesejahteraan :
a. Penghargaan masa kerja/ ulang tahun dinas
b. Program siap pensiun dan penghargaan masa persiapan
pensiun usia 55 tahun
c. Hadiah perjalanan ibadah haji, umrah, & jerusalem,
maupun beasiswa untuk anak pekerja yang berprestasi
d. Medical check up, vaksinasi, maupun penyediaan
fasilitas kesehatan (klinik, dokter & ambulance)
e. Bantuan melahirkan dan pemakaman
f. Penyediaan fasilitas olahraga meliputi 17 cabang
olahraga dan 2 cabang kesenian
g. Penyediaan fasilitas ibadah dan aktivitas keagamaan
meliputi pengajian muslim, pendalaman iman dan
sebagainya
h. Perayaan hari ulang tahun Perseroan
other facilities, as well as in other forms, such as providing
welfare assistance:
a. Work service/anniversary rewards
b. Pension preparation program and award of retirement
age 55 years
c. Prizes for hajj, umrah & jerusalem trips, as well as
scholarships for children of outstanding workers
d. Medical check-ups, vaccinations, and provision of
health facilities (clinics, doctors & ambulances)
e. Birth and funeral assistance
f. Provision of sports facilities includes 17 sports and
2 arts
g. Provision of worship facilities and religious activities
include Muslim recitation, deepening of the faith and
so on
h. Celebration of the Company's anniversary

6. Turnover Pekerja 6. Employees’ turnover

Movement Pekerja
Workers Movement

1.354
1.349
1.299
1.144
1.086

384
386

373

172
165
147
124
92 103 86

2015 2016 2017 2018 2019

Pekerja Masuk Pekerja Keluar Jumlah Pekerja

New Workers Resigned workers Total workers

Pada lima tahun terakhir, untuk beradaptasi terhadap fluktuasi
harga minyak dunia, Perseroan mengalihkan fokus strategi
menjadi bisnis berbasis non-aset. Contoh dari pekerjaan ini
antara lain engineering, procurement, construction, operation
& maintenance. Adaptasi strategi bisnis ini menyebabkan jumlah
penerimaan pekerja baru mengalami peningkatan terutama pada
tahun 2018 dan 2019.
Untuk turn over rate Sepanjang tahun 2015 sampai 2018 di
bawah 2%, sedangkan di tahun 2019 ada sedikit peningkatan
sebesar 2,5%.
In the last five years, to adapt to fluctuations in world oil
prices, the Company shifted the focus of the strategy to
non-asset based businesses. Examples of this work include
engineering, procurement, construction, operation &
maintenance. The adaptation of this business strategy has
resulted in an increase in the number of new employees,
especially in 2018 and 2019.
The turnover rate throughout 2015 to 2018 is below 2%,
while there is a slight increase in 2019 to 2.5%

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 381

 TANGGUNG JAWAB SOSIAL PERUSAHAAN
Corporate Social Responsibility
Tingkat Turnover Pekerja 2015-2019
Employees Turnover Rate 2015-2019
1,7%
1,7%
1,3%
2016
2015
7. Survei Kepuasan Pekerja
Dalam rangka meningkatkan semangat kerja dan
komunikasi yang harmonis, dan membangun Perseoran
menjadi organisasi yang tangguh, serta tempat kerja
yang menyenangkan. Maka Perseroan telah melakukan
Employee Engagement Survey (EES) pada tahun 2019 untuk
memperoleh masukan mengenai tingkat kepuasan serta
motivasi dari seluruh Pekerja Perseroan. Berdasarkan hasil
survei, Perseroan mendapatkan indeks kepuasan karyawan
sebesar 93,5%.
8. Kebebasan Berserikat
Perseroan selalu berupaya membangun hubungan
ketenagakerjaan yang sehat sesuai dengan aturan yang
berlaku sebagaimana yang di atur dalam Undang-Undang
No. 13 Tahun 2003 tentang Ketenagakerjaan yang menjamin
kebebasan berserikat bagi semua karyawan. Perseroan
telah memiliki organisasi pekerja yang dikelola profesional
sebagai sarana penghubung antara karyawan dan Perseroan.
Serikat pekerja Elnusa bernama SP Elnusa (SPE) juga
memberikan konsultasi kepada Perseroan dalam penyusunan
Peraturan Perusahaan (PP) yang mengatur hak dan kewajiban
karyawan kepada Perseroan dan sebaliknya. Dokumen
Peraturan Perusahaan (PP) yang mengikat pihak Manajemen
Perseroan dan SP Elnusa terakhir disahkan melalui Keputusan
Direktur Jenderal Pembinaan Hubungan Industrial dan
Jaminan Sosial Tenaga Kerja No. KEP.411/ PHIJSK-PKKAD/
PP/IV/2015 pada tanggal 17 April 2015. Perseroan terbilang
cukup berhasil dalam mengelola hubungan yang kondusif
dengan karyawan, dimana di sepanjang tahun 2019, tidak
terdapat demonstrasi yang dilakukan oleh para karyawan.
Program dan Kegiatan Terkait Kesehatan dan Keselamatan
Kerja (K3)
1. Implementasi Program K3 di Seluruh Area Operasi
Program ini merupakan komitmen Perseroan dalam
memastikan zero fatality dan kinerja K3 ekselen di setiap
area operasi. Upaya ini dilakukan dengan:
382 Annual Report 2019 Laporan Tahunan
2,5%
1,8%
2019
2018
2017
7. Employees’ Satisfaction Survey
In order to increase morale and harmonious communication,
and build the company into a strong organization, and a
pleasant workplace. So the Company has conducted an
Employee Engagement Survey (EES) in 2019 to obtain input
on the level of satisfaction and motivation of all Company
Workers. Based on the survey results, the Company obtained
an employee satisfaction index of 93.5%.
8. Freedom of Association
The Company always strives to build healthy employment
relations in accordance with prevailing regulations as
stated in Law No. 13 of 2003 regarding employment, which
guarantees freedom of association for all employees. The
Company has a professionally managed worker’s union as
a mean of liaising between employees and the Company.
The Elnusa trade union, namely SP Elnusa (SPE), also gives
consultations to the Company in the preparation of Company
Regulations (PP), which regulates employees' rights and
obligations to the Company and vice versa. The last document
on the Company Regulation (PP) that binds the Company
Management and the Elnusa SP was ratified by Decision of
the Director General of Industrial Relations and Workers
Social Security No. KEP.411/PHIJSK-PKKAD/PP/IV/2015 on
April 17, 2015. The Company has been quite successful in
managing conducive relationships with employees, whereby
throughout 2019, there were no demonstrations conducted
by employees.
Programs and Activities Related to Occupational Health and
Safety (OHS)
1. Implementation of the OHS Program in All Operations Areas
This program is the Company's commitment to ensuring
zero fatality and excellent OHS performance in every area
of operations. This work is done by:
PT Elnusa Tbk
 a. Melaksanakan dan mengembangkan program kerja
K3 operasi yang mengacu pada rencana & target
perusahaan, sistem manajemen, persyaratan klien
serta perundang- undangan yang berlaku,
b. Melakukan kampanye K3, induksi, pelatihan kompetensi
dan program pendukung K3lain,
c. Memonitor dan memastikan implementasi K3 operasi
telah sesuai dengan standar manajemen K3 Perseroan,
dan
d. Menjalankan, mengawasi, mengkoordinasikan serta
menyiapkan sarana dan prasarana serta SDM yang dibutuhkan
untuk menunjang implementasi program kerja K3.
Untuk menjamin pemenuhan aspek K3 bagi pekerja,
Perseroan juga menegaskan komitmen ini dalam Peraturan
Perusahaan (PP). Pemenuhan aspek K3 bagi pekerja
tercantum dalam PP Bab VI Pasal 32 hingga Pasal 45, atau
20% dari keseluruhan pasal yang terdapat pada PP. Hal ini
merupakan bentuk kepatuhan dan komitmen terhadap
K3 yang menjadi tanggung jawab bersama baik pihak
manajemen maupun karyawan.
2. Mengembangkan Sistem Pemantauan Kinerja K3
Perseroan mengembangkan sistem daring pemantauan
kinerja operasi dan K3 secara terintegrasi. Pada sistem ini
kinerja K3 Perseroan dan anak perusahaan telah dapat
dipantau dengan baik melalui dashboard kinerja.
3. Penerapan Sistem Manajemen Keselamatan Kerja Kontraktor
(CSMS)
Sistem ini merupakan standar wajib untuk dipenuhi mitra
kerja Perseroan dengan risiko pekerjaan pada level medium
- tinggi. Melalui sistem ini, Perseroan melakukan penilaian
dan perbaikan kinerja K3 mitra kerja sebelum memulai
pekerjaan. Hal ini untuk memastikan bahwa mitra kerja layak
untuk melakukan pekerjaan dan mendukung tercapainya
target kinerja HSE Perseroan.
4. Pelatihan Kompetensi K3
Perseroan menyelenggarakan pelatihan kepada seluruh
karyawan untuk mendukung penerapan K3. Topik pelatihan
wajib yang diikuti karyawan antara lain basic safety training
dan basic first aid. Pelatihan mandatori lainnya adalah
manajemen K3 berbasis ISO 9001, ISO 14001 serta OHSAS
18001 level manajemen dan personel operasi.
5. Manajemen Krisis secara Terintegrasi.
Perseroan mengintegrasikan seluruh fungsi terkait dalam
penanggulangan krisis HSE sebagai bentuk tanggap
darurat untuk mempercepat proses penanganan dengan
berpusatkan di Crisis Management Center.
6. Pelayanan Kesehatan dan Penanganan Evakuasi Medis
Perseroan menjalin kerja sama dengan klinik eksternal
untuk menyediakan pelayanan medis dan penanganan
evakuasi medis untuk seluruh karyawan Elnusa. Klinik ini
juga berfungsi dalam memantau pelaksanakan pemeriksaan
kesehatan karyawan secara rutin.
PT Elnusa Tbk
a. Implement and develop awork program of OHS
operation that refers to the company's plans &
targets, management systems, client requirements
and applicable laws,
b. Carrying out OHS campaigns, induction, competency
training and other OHS support programs,
c. Monitor and ensure the implementation of OHS
operations in accordance with the Company's OHS
management standards, and
d. Run, supervise, coordinate and prepare the facilities
and infrastructure and human resources needed to
support the implementation of the OHS work program.
To ensure the fulfillment of OHS aspects for workers, the
Company also confirms this commitment in Company
Regulations (PP). Compliance with K3 aspects for workers
is listed in PP Chapter VI Article 32 to Article 45, or 20% of
all articles contained in PP. This is a form of compliance and
commitment to OHS which is a joint responsibility of both
management and employees.
2. Developing OHS Performance Monitoring System
The Company has developed an integrated online system for
monitoring operational and OS.H. performance. In this system
the K3 performance of the Company and its subsidiaries has
been well monitored through the performance dashboard.
3. Implementation of a Contractor Safety Management System
(CSMS)
This system is a mandatory standard to be fulfilled by the
Company's business partners with work risks at medium
- high level. Through this system, the Company conducts
an assessment and improvement of the work partners' K3
performance before starting work. This is to ensure that
the work partners are fit to do the work and support the
achievement of the Company's HSE performance targets.
4. OHS Competency Training
The Company conducts training for all employees to support
the application of OHS. The topic of compulsory training
attended by employees includes basic safety training and
basic first aid. Other mandatory training is OHS management
based on ISO 9001, ISO 14001 and OHSAS 18001 level of
management and operations personnel.
5. Integrated Crisis Management.
The Company integrates all related functions in HSE crisis
management as a form of emergency response to speed up
the handling process by focusing on the Crisis Management
Center.
6. Health Services and Medical Evacuation Handling
The Company cooperates with external clinics to provide
medical services and medical evacuation handling for all
Elnusa employees. This clinic also functions in monitoring
the implementation of routine employee health checks.
Annual Report 2019 Laporan Tahunan 383
 TANGGUNG JAWAB SOSIAL PERUSAHAAN
Corporate Social Responsibility
7. Pemeriksaan Kesehatan Rutin dan Berkala.
Perseroan berkomitmen menerapkan medical check-up rutin
untuk meminimalkan risiko kecelakaan kerja akibat faktor
kesehatan. Program ini juga di monitor secara langsung
tindak lanjutnya oleh Klinik Elnusa dan dilakukan pemantauan
kesehatan terhadap personel yang membutuhkan. Program
ini merupakan komitmen Perseroan yang tercantum dalam
Peraturan Perusahaan untuk senantiasa memeriksakan
kesehatan para karyawannya dan meminimalisasi risiko
kecelakaan kerja akibat faktor kesehatan.
8. Standarisasi Manajemen K3 Anak Perusahaan
Perseroan menyelaraskan standar K3 Perseroan dengan
Anak Perusahaan guna meningkatkan implementasi
standar K3 konsolidasi. Upaya ini diimplementasikan
dengan melaksanakan audit baik secara prosedur maupun
implementasinya di area operasi. Pelaksanaan audit ini
dilakukan secara rutin setiap tahunnya.
9. Audit Sistem Manajemen Terintegrasi
Perseroan mengadopsi Integrated Management System
(IMS), yang terdiri dari ISO 9001:2018 dan ISO 14001:2015
serta OHSAS 18001:2007 dalam melakukan standarisasi
manajemen terintegrasi. Tujuan audit ini adalah untuk
meningkatkan kepatuhan dan penaatan standar K3.
10. Stop Work Authority
Program ini merupakan pemberian kewenangan kepada
karyawan, mitra kerja, pelanggan, maupun tamu untuk
melakukan pemberhentian aktivitas kerja apabila
menemukan kondisi atau tindakan tidak aman dalam
suatu pekerjaan yang sedang berlangsung. Bentuk
implementasinya adalah dengan menyediakan kartu
penghentian kerja (SWA Card) untuk setiap individu yang
berkunjung ke lingkungan kerja Perseroan.
Dampak Kuantitatif atas Pelaksanaan Tanggung Jawab Sosial
Bidang Ketenagakerjaan Kesehatan dan Keselamatan Kerja
Dampak dari pelaksanaan kegiatan tanggung jawab sosial
terkait dengan ketenagakerjaan, kesehatan dan keselamatan
kerja (K3) terlihat dari susana yang kondusif dilingkungan
Perseroan, di mana hingga akhir tahun 2019, tidak terdapat
demo yang dilakukan karyawan, baik di kantor pusat maupun
di area operasi. Hal ini membuktikan bahwa kegiatan tanggung
jawab sosial terkait ketenagakerjaan, kesehatan dan keselamatan
kerja yang dilakukan Perseroan terhadap seluruh karyawan yang
terlibat dalam kegiatan usaha Perusahaan, baik karyawan tetap
maupun karyawan honorer, telah berjalan dengan baik dan sesuai
peraturan yang berlaku.
Secara ketenagakerjaan, seiring dengan berbagai program
ketenagakerjaan yang diimplementasikan Perseroan, kepuasan
karyawan mencapai 93,5%. Persentase kepuasan karyawan ini
diperoleh berdasarkan survei yang dilaksanakan oleh lembaga
eksternal dengan total responden sebanyak 551 karyawan. Aspek
kepuasan tertinggi karyawan ada pada keberagaman & inklusi,
reputasi dan keseimbangan kehidupan kerja.
384 Annual Report 2019 Laporan Tahunan
7. Regular and Periodical Health Examinations.
The Company is committed to implementing routine medical
check-ups to minimize the risk of work accidents due to
health factors. The program is also monitored directly by the
follow-up by Elnusa Clinic and health monitoring of personnel
in need. This program is the Company's commitment stated
in the Company Regulations to always check the health of
its employees and minimize the risk of work accidents due
to health factors.
8. Standardization of OHS Management of Subsidiaries
The Company aligns the Company's OHS standards with
its Subsidiaries to improve the implementation of the
consolidated OHS standards. This effort is implemented by
carrying out audits both procedures and their implementation
in the area of ​​operations. This audit is carried out routinely
every year.
9. Integrated Management System Audit
The Company adopted the Integrated Management System
(IMS), which consists of ISO 9001: 2018 and ISO 14001:
2015 and OHSAS 18001: 2007 in standardizing integrated
management. This audit aims to improve compliance and
compliance with OHS standards.
10. Stop Work Authority
This program is giving authority to employees, work partners,
customers, and guests to stop work activities if they find
unsafe conditions or actions in an ongoing work. The form
of implementation is to provide a work stoppage card (SWA
Card) for each individual who visits the Company's work
environment.
Quantitative Impact of the Implementation of Social Responsibility
towards Employment Occupational Health and Safety
The impact of the implementation of social responsibility activities
towards employment, health and safety (HSE) can be seen from
the work environment that is conducive. Until the end of 2019,
there were no demonstrations conducted by employees, both
at the head office and in the operational areas. This proves that
the social responsibility activities related to employment, health
and work safety that are carried out by the Company for all
employees in the Company's business activities, both permanent
employees and honorary employees, have been done well and
in accordance with the prevailing regulations.
In terms of employment, along with various employment
programs implemented by the Company, employee satisfaction
reaches 93.5%. This percentage of employee satisfaction was
obtained based on a survey conducted by an external agency
with a total of 551 employees. The highest aspects of employee
satisfaction are on diversity & inclusion, reputation and work
life balance.
PT Elnusa Tbk
Sementara, melalui berbagai upaya yang telah dilakukan Perseroan
untuk mencapai kinerja HSE ekselen, pada 2019 ini tercapai lebih dari
40 juta jam kerja. Secara keseluruhan, kinerja HSE tahun 2019 bila
dibandingkan dengan pencapaian setahun terakhir menunjukkan
tren penurunan. Hal ini di karenakan sedikit pergeseran sifat proyek,
dari yang sebelumnya lebih banyak menggunakan tenaga kerja,
beralih ke proyek yang banyak menggunakan peralatan. Detail
informasi dapat dilihat pada tabel di bawah ini.
Meanwhile, through various efforts, the Company has managed
to achieve excellent performance in HSE. In 2019, the Company
has managed to reach 40 million in total working hours. In total,
the HSE performance in 2019 as compared to the performance
in the past two years show a trend of increase. This is because
a slight shift in the nature of the project, from which previously
used more labor, turned to projects that use a lot of equipment.
Detailed information can be seen in the table below.

Indikator
2019 2018 2017
Indicator
Fatality - 1 -
Lost Time Injury - 2 1
Restricted Work Case 2 - 1
Medical Treatment Case 6 1 3
First Aid Case 7 7 28
Environmental Damage - - 1
Property Damage 10 2 8
Near Miss 128 - 21
Man-hours 40.566.658 43.228.982 35.855.207
Lost Time Injury Frequency Rate (LTIFR) - 0,04 0,14
Total Recordable Injury Frequency Rate (TRIFR) 0,19 0,09 0,03
* data konsolidasi dengan anak perusahaan / consolidated data with subsidiaries

Pencapain Kinerja HSE Ekselen 2019

Excellent achievement of HSE performance
2019
Indikator
Indicator Hasil Kinerja
Target
Performance Results
Fatality - -
Lost Time Injury Frequency Rate (LTIFR) - 0.02
Total Recordable Injury Frequency Rate (TRIFR) 0.19 0.09
Environmental Damage (Oil Spill) - -

Berdasarkan catatan kinerja di atas, dapat disimpulkan bahwa
pada tahun 2019 Perseroan berhasil mencapai kinerja HSE
ekselen. Tidak ada kematian kerja (fatality) maupun hilangnya
hari kerja yang disebabkan kecelakaan (lost time injury). Secara
rata-rata, nilai LTIFR mencapai angka maksimal, sedangkan TRIFR
masih memerlukan perbaikan. Semakin kecil nilai LTIFR dan
TRIFR menunjukkan semakin baik kinerja Perseroan pada aspek
HSE. Namun demikian, capaian kinerja HSE tahun ini lebih baik
dibandingkan tahun sebelumnya. Catatan tahun ini akan menjadi
perbaikan pada tahun selanjutnya.
Based on the performance records above, it can be concluded
that in 2019 the Company succeeded in achieving its outstanding
HSE performance. There is no fatality or loss of workdays due to
accidents (lost time injury). On average, the LTIFR value reaches
a maximum, while TRIFR still needs improvement. The smaller
the value of LTIFR and TRIFR shows the better performance of
the Company in the HSE aspect. However, the achievement of
HSE performance this year is better than the previous year. Note
this year will be an improvement in the following year.

Mekanisme Pengaduan Masalah Ketenagakerjaan dan K3
Perseroan selalu berupaya untuk memenuhi peraturan
perundangan yang berlaku, salah satunya adalah Undang-Undang
No. 13 Tahun 2003 tentang Ketenagakerjaan, maka Perseroan
menyusun suatu mekanisme pengaduan masalah ketenagakerjaan,
kesehatan dan keselamatan kerja. Perseroan setiap saat siap
untuk melakukan tindakan pengendalian terhadap kegiatan-
kegiatan, produk barang dan jasa yang dapat menimbulkan
risiko kecelakaan dan penyakit akibat kerja. Perseroan pun
terus berupaya untuk mencegah terjadinya kejadian yang tidak
diinginkan terhadap kenyamanan, keselamatan, kesehatan,
ketertiban, keamanan, kualitas lingkungan dan produktivitas
kerja akibat aktivitas kerja dari penggunaan alat, mesin, dan
bahan berbahaya dalam kegiatan operasional Perseroan.
Mechanisms fo Reporting of Problems Related to Employment
and HSE
The Company continuously strives to comply with prevailing laws
and regulations, one of which is Law No. 13 of 2003 regarding
employment. As such, the Company developed a mechanism
for reporting of complaints related to employment, health and
safety issues. The Company is ready at all times to take control of
activities, products and services that can pose a risk of accidents
and occupational illness. The Company also continuously strive
to prevent the occurrence of unwanted events that may impact
comfort, safety, health, order, security, environmental quality and
work productivity which comes from the use of tools, machinery
and hazardous materials in the Company's operational activities.

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 385

 TANGGUNG JAWAB SOSIAL PERUSAHAAN
Corporate Social Responsibility

Keluhan mengenai praktik ketenagakerjaan dapat disampaikan
kepada Serikat Pekerja. Secara musyawarah, Serikat Pekerja dapat
menjembatani penyampaian keluhan tersebut dan memberikan
advokasi kepada pekerja. Keluhan mengenai praktik K3 dapat
disampaikan melalui berbagai saluran keselamatan, seperti hazard
observation card, stop work authority dan lainnya.
Complaints regarding labor practices can be submitted to the
Trade Union. In deliberations, Trade Unions can bridge the
submission of complaints and provide advocacy to workers.
Complaints about OHS practices can be conveyed through various
safety channels, such as hazard observation cards, stop work
authorities and others.

Sertifikasi dan Penghargaan di Bidang Ketenagakerjaan,
Kesehatan dan Keselamatan Kerja
Perseroan memiliki dua sertifikasi eksternal terkait
ketenagakerjaan, kesehatan dan keselamatan kerja yang berlaku
hingga 2021. Kedua sertifikasi merupakan bagian dari sistem
manajemen terintegrasi yang dimiliki. Detail dari sertifikasi
sebagaimana tersaji pada tabel di bawah.
Certifications and Awards in the Employment, Health and Safety
The Company has two external certifications related to
employment, health and safety that are valid until 2021. Both
certifications are part of its integrated management system.
Details of the certification are presented in the table below.

Sementara itu atas upaya yang telah dilakukan sepanjang 2019,
Perseroan meraih tujuh penghargaan dari berbagai pihak. Dua
di antaranya adalah penghargaan atas pengelolaan baik sumur-
sumur di Blok Mahakam selama 9 kali serta pengakuan dari
SOCO Exploration (Vietnam) Ltd atas kerja survei seismik yang
dilakukan. Detail dari penghargaan yang diperoleh Perseroan
tersaji pada tabel di bawah.
Meanwhile for the efforts made throughout 2019, the Company
won seven awards from various parties. Two of them are awards
for the good management of the wells in the Mahakam Block for
9 times as well as recognition from SOCO Exploration (Vietnam)
Ltd for the work of the seismic survey conducted. Details of the
awards obtained by the Company are presented in the table
below.

Sertifikasi Bidang Ketenagakerjaan, Kesehatan dan Keselamatan Kerja yang Masih Berlaku di Tahun 2019
Certifications of the Employment, Health and Safety That Are Still Valid in 2019

Tanggal Dikeluarkannya Sertifikasi Jenis Sertifikat Dikeluarkan Oleh Masa Berlaku Hingga
Date of Issuance Types of Certifications Issuing Body Validity
22 Agustus 2018 21 Agustus 2021
ISO 14001 : 2015 SGS Indonesia
August 22, 2018 August 21, 2021
19 Juli 2018 12 Maret 2021
OHSAS 18001 : 2007 SGS Indonesia
July 19, 2018 March 12, 2021

Penghargaan di Bidang Ketenagakerjaan, Kesehatan dan Keselamatan Kerja Tahun 2019

Awards on the Employment, Health and Safety in 2019

Tanggal Nama Penghargaan Institusi yang Memberikan

Date Name of Award Awarding institutions
1 Februari 2019 Excellent Safety Performance 332,322 Man-Hours (Onshore Construction Services)
Conoco Philips
February 1, 2019 Operating Without Recordable Incidents for Contracts CS-16945600
Penghargaan kategori “very good”dalam penerapan sistem manajemen HSE kontraktor
4 Februari 2019 tahun 2018 untuk kegiatan survei seismic
Pertamina EP
February 4, 2019 "Very good" award in the 2018 HSE contractor management system for seismic survey
activities
21 Februari 2019
Zero accident award Nusantara Regas
February 21, 2019
28 Februari 2019
HSE Communication Forum 2019 (The most improved camp accommodation) Pertamina Hulu Mahakam
February 28, 2019
Zero accident pada project perforasi & pipe recovery area Jawa & KTI periode 1 Januari
22 Maret 2019 2015 – 7 Maret 2019
Pertamina EP
March 22, 2019 Zero accident in the perforation project & pipe recovery area of Java & KTI for the
period of January 1, 2015 - March 7, 2019
Completion SOCO Exploration (Vietnam) Ltd, Marine 2D Seismic, Gravity & Magnetic Data
1 Juni 2019 SOCO Exploration (Vietnam)
Acquisition of 7000 line Km program, April to May 2019 by MV Elsa Regent, Conducted
Juny 1, 2019 Ltd
by a professional crew within the timed schedule without LTI & excellent data quality
Penyelesaian pekerjaan jasa pengelolaan well based mud & oil based mud dengan
1 Desember 2019 performa baik, sukses dan tidak ada accident fatality
Pertamina EP
December 1, 2019 Work completion of well based mud & oil based mud management services with good
performance, success and no accident fatality

386 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 TANGGUNG JAWAB SOSIAL PERUSAHAAN BIDANG
PENGEMBANGAN SOSIAL DAN KEMASYARAKATAN
Corporate Social Responsibility towards Social and Community Development
Komitmen dan Kebijakan
Perseroan berkomitmen untuk melaksanakan program
pengembangan sosial dan kemasyarakatan atau community
involvement & development (CID) dalam rangka memberikan
manfaat bagi masyarakat sekitar. Komitmen ini didasari bahwa
CID merupakan investasi sosial dan salah satu upaya peningkatan
kapasitas masyarakat di sekitar wilayah kerja. Upaya ini kami
lakukan sebagai corporate citizenship yang tentunya selaras
dengan kinerja ekonomi.
Pergeseran aktivitas industri migas dari hilir ke hulu migas
mempengaruhi kinerja ekonomi Perseroan. Namun demikian
ditengah pergeseran kondisi yang ada, Perseroan tetap
berkomitmen bahwa CID merupakan investasi sosial dan
bagian terpadu dalam proses bisnis. Komitmen pelaksanaan
CID Perseroan tertuang pada kebijakan Corsec-K.1.3 (Rev.01)
yang mengacu pada ISO 26000: Social Responsibility dalam
pelaksanaannya dan merupakan bentuk kepatuhan Perseroan
terhadap Undang-Undang Nomor 40 Tahun 2007 tentang
Perseroan Terbatas.
Dalam melaksanakan komitmen CID, kebijakan yang dilaksanakan
Perseroan adalah sebagai berikut:
1. Kegiatan CID harus berlandaskan nilai-nilai dan standar
etika Perseroan yang berlaku dengan berprinsip pada
akuntabilitas, transparansi, berperilaku etis, menghormati
kepentingan para stakeholders, mematuhi hukum yang
berlaku, menghormati norma yang berlaku, serta
menghormati hak asasi manusia.
2. Strategi CID harus selaras dengan strategi korporasi baik
jangka pendek maupun panjang
3. CID merupakan bagian dari investasi sosial serta strategi
bisnis untuk menjamin keberlanjutan pertumbuhan usaha.
Isu dan Risiko Sosial yang Dihadapi Perusahaan
Secara sifat bisnis, Perseroan memiliki tiga segmen yang
karakteristik isu sosialnya berbeda-beda. Lokasi kerja jasa hulu
migas umumnya berada di hutan, laut maupun pemukiman
rendah penduduk. Jasa distribusi dan logistik energi pada
segmen hilir berada pada area pemukiman ramai penduduk.
Sementara jasa penunjang berlokasi di area fabrikasi. Untuk
durasi proyek, jasa hulu migas dan penunjang berkisar 6-15
bulan, sedangkan jasa distribusi dan logistik energi memiliki durasi
kontrak yang lebih panjang. Selain wilayah operasi, Perseroan
juga mengembangkan kegiatan pelibatan dan pengembangan
masyarakat di kantor pusat. Secara karakteristik, area kantor
pusat berdampingan dengan pemukiman padat penduduk serta
perkantoran lain.
Berdasarkan karakteristik ini, isu dan risiko sosial pelibatan dan
pengembangan masyarakat yang dihadapi Perseroan sangat
bervariatif. Secara umum dapat dipetakan sebagai berikut:
PT Elnusa Tbk
Commitment and Policy
The Company is committed to implementing social and
community development programs or community involvement
& development (CID) in order to provide benefits to the
surrounding community. This commitment is based on CID as a
social investment and an effort to increase the capacity of the
community around the work area. We have made this effort
as a corporate citizenship which is certainly in harmony with
economic performance.
The shift of oil and gas industry activities from downstream
to upstream oil and gas affects the Company's economic
performance. However, amidst the shifting conditions, the
Company remains committed that CID is a social investment and
an integrated part of the business process. The commitment to
implement the Company's CID is stated in Corsec-K.1.3 (Rev.01)
policy which refers to ISO 26000: Social Responsibility in its
implementation and is a form of the Company's compliance
with Law Number 40 Year 2007 concerning Limited Liability
Companies.
In implementing the CID commitments, the policies implemented
by the Company are as follows:
1. CID activities are based on the Company’s values and
ethical standards, which are based on the principles of good
corporate governance, namely, transparency, accountability,
responsibility, independence, and fairness;
2. The CID strategy must be aligned with short term and long
term corporate strategy.
3. CID is part of social investment and business strategies to
ensure the sustainability of business growth.
Social Issues and Risks Faced by the Company
In terms of business nature, the Company has three segments
with different social issue characteristics. The upstream oil
and gas service work locations are generally located in forests,
sea and low population settlements. Energy distribution and
logistics services in the downstream segment are in crowded
residential areas. While supporting services are located in the
fabrication area. For the duration of the project, upstream oil
and gas and supporting services range from 6-15 months, while
energy distribution and logistics services have a longer contract
duration. In addition to the operational area, the Company also
develops community engagement and development activities at
the head office. Characteristically, the head office area is adjacent
to densely populated settlements and other offices.
Based on these characteristics, social engagement and community
development issues and risks faced by the Company are very
varied. Generally, it can be mapped as follows:
Annual Report 2019 Laporan Tahunan 387
 TANGGUNG JAWAB SOSIAL PERUSAHAAN
Corporate Social Responsibility
1. Wilayah operasi. Isu yang sering muncul adalah permintaan
masyarakat sekitar untuk dapat dilibatkan dalam kegiatan
operasional, permohonan dukungan berbagai kegiatan
kemasyarakatan, keluhan umum pelaksanaan kegiatan
operasional dan sebagainya.
2. Wilayah kantor pusat. Isu yang sering mundul adalah
kepedulian sosial perusahaan.
Sementara risiko yang dapat terjadi antara lain ketidaksepahaman
antara Perseroan dengan masyarakat. Umumnya di karenakan
antara rencana Perseroan dan keinginan masyarakat tidak sejalan.
Lingkup dan Perumusan Tanggung Jawab Sosial Perusahaan
terhadap Pengembangan Sosial dan Kemasyarakatan
Lingkup dan perumusan tanggung sosial perusahaan terhadap
pengembangan sosial kemasyarakatan meliputi pelibatan
masyarakat lokal sebagai tenaga kerja operasi, serta program
peningkatan kualitas hidup masyarakat, seperti pemberdayaan
masyarakat, perbaikan sarana dan prasarana sosial, peningkatan
pendidikan dan kesehatan serta kepedulian sosial lainnya.
Mekanisme perumusan program didasarkan atas risiko negatif
kegiatan operasional Perseroan dan dampak yang mungkin muncul
terhadap kondisi sosial masyarakat. Berdasarkan risiko-risiko
yang mungkin muncul ini, Perseroan berupaya meminimalisasi
dampaknya melalui berbagai tanggung jawab sosial. Selain itu,
program juga dirumuskan berdasarkan kondisi sosial masyarakat
serta rencana pengembangan komunitas Perseroan.
Strategi Perseroan dalam tanggung jawab pengembangan sosial
dan kemasyarakatan adalah :
1. Melibatkan masyarakat maupun stakeholders terkait lain
di area kerja sebagai bagian dalam kegiatan operasional;
2. Berpartisipasi aktif dalam kepedulian sosial dengan
menerapkan pemberdayaan komunitas atau community
involvement & development melalui aspek three
fundamentals for a better life;
3. Berorientasi terhadap Sustainable Development Goals dan
delapan kategori Asnaf.
Rencana dan Target Kegiatan di Sepanjang Tahun 2019
Perseroan memiliki target bahwa dalam setiap pelaksanaan
kegiatan operasi yang dilaksanakan, tidak adanya dampak
negatif, pelanggaran maupun pengaduan yang terjadi baik di
kantor pusat, cabang, warehouse maupun di area operasi. Tidak
ada sanksi moneter maupun non-moneter yang diberikan atas
ketidakpatuhan terhadap hukum serta peraturan yang berlaku.
Selain itu, Perseroan menargetkan bahwa jumlah benefisiaris
yang dilibatkan dan diberdayakan meningkat setiap tahunnya.
Peningkatan benefisiaris ini merupakan salah satu indikator yang
menjadi acuan kinerja pelibatan dan pemberdayaan masyarakat
yang dilakukan Perseroan.
388 Annual Report 2019 Laporan Tahunan
1. Operating area. The issue that often arises is the request of
the surrounding community to be involved in operational
activities, requests for support of various community
activities, general complaints regarding the implementation
of operational activities and so on.
2. Head office area. The issue that often arises is corporate
social awareness.
Meanwhile, the risks that can occur include disagreement
between the Company and the community. Those occur due to
the Company's plans and people's desires are not in line.
Scope and Formulation of Corporate Social Responsibility
towards Social and Community Development
The scope and formulation of corporate social responsibility
towards social development include programs to improve the
quality of life of the community, such as the distribution of aid,
community empowerment, improvement of social facilities and
infrastructure, improvement of education and health and other
forms of donation/empowerment.
The formulation mechanism of the program is based on the
negative risks of the Company's operational activities and the
impact that may arise on the social conditions of the community.
Based on the risks that may arise, the Company seeks to minimize
its impact through various social responsibilities. In addition, the
program was also formulated based on the social conditions of the
community and the Company's community development plans.
The Company's strategies for social and community development
responsibility are:
1. Involving the community and other relevant stakeholders
in the work area as part of operational activities;
2. Participating actively in social care by implementing
community empowerment or community involvement &
development through aspects of three fundamentals for
a better life;
3. Oriented towards Sustainable Development Goals and eight
categories of Asnaf.
Planned Activities and Target in 2019
The Company has a target to eliminate negative impact resulted
from operational activities, such as violation and complaint that
occur either at the head office, branches, warehouses or in the
area of operations. No monetary or non-monetary sanctions are
imposed for non-compliance with applicable laws and regulations.
In addition, the Company targets that the number of beneficiaries
involved and empowered increases every year. The increase in
beneficiaries is one indicators that becomes the reference for
the performance of community involvement and empowerment
conducted by the Company.
PT Elnusa Tbk
Program dan Kegiatan yang Dilakukan dan Dampaknya
1. Pemberdayaan Tenaga Kerja Lokal dalam Aktivitas Operasi
Pelibatan masyarakat sebagai tenaga kerja lokal bertujuan
untuk mendukung kesejahteraan hidup masyarakat di sekitar
daerah operasi. Pelibatan diawali dengan pelatihan teknis
hingga pelaksanaan pekerjaan dengan tetap memperhatikan
aspek QHSSE. Upaya ini merupakan bisnis inklusif yang
dilakukan Perseroan di berbagai area operasional. Posisi yang
dipekerjakan antara lain: asisten humas, tim pengeboran,
tim topografi, signal man, wakar personel, waterline crew
dan lain-lain untuk berbagai proyek Perseroan.
2. Pengembangan Komunitas Berkelanjutan
Dalam pengembangan komunitas berkelanjutan, Perseroan
terus melanjutkan berbagai aktivitas pengembangan
dengan mengacu pada tiga tujuan, yaitu peningkatan
kualitas pendidikan, pengembangan ekonomi lokal, serta
peningkatan kualitas layanan kesehatan. Aktivitas pada
berbagai bidang adalah sebagai berikut:
a. Bidang Pendidikan dan Sosial
• Beasiswa Tepadu (BEST)
Secara Konsisten, Perseroan memberikan Beasiswa
Terpadu melalui aktivitas yang dilengkapi dengan
pendampingan prestasi pada bidang akademik,
pembangunan karakter kepemimpinan serta
pembimbing spiritual kepada siswa/siswi yang
berasal dari keluarga berpenghasilan rendah
sebagai bentuk kepedulian terhadap dunia
pendidikan.
• Taman Belajar Elnusa (TBE)
Kegiatan TBE merupakan pendidikan tanpa
dipungut biaya yang difasilitasi oleh Perseroan
dengan menerapkan sistem pembelajaran
berdasarkan gabungan dari beberapa kurikulum
terakreditasi secara nasional. Kegiatan ini terdiri
dari PAUD (Pendidikan Anak Usia Dini) dalam
bentuk TKIT (Taman Kanak- kanak Islam Terpadu),
TK Umum Baitul Hikmah Patra, dan TPA (Taman
Pendidikan Al-Quran).
• Beasiswa Operasi dan Berprestasi
Program ini merupakan salah satu apresiasi yang
diberikan kepada putra/putri berprestasi dari
karyawan maupun mitra kerja dalam lingkup
Perseroan. Program bersifat rutin.
• Ramadhan di Elnusa
Kegiatan Ramadhan di Elnusa merupakan salah satu
kegiatan preferensi karyawan muslim Perseroan
yang diadakan selama sebulan penuh pada bulan
suci Ramadhan. Melalui program ini Perseroan
berupaya memperbaiki perilaku maupun kinerja
karyawan berdasarkan nilai-nilai agama islam.
Kegiatan tersebut tentunya bukan hanya terbatas
pada edukasi keislaman dalam bentuk pengajian
PT Elnusa Tbk
Implemented Programs and Activities and Their Impacts
1. Empowerment of local workers in operational activities
The involvement of the community as a local workforce is carried
out with the aim of supporting the welfare of communities in
the surrounding areas of operations of the Company. This
involvement begins with technical training and goes all the
way to carrying out work, while taking aspects of QHSSE into
account. This effort is a manifestation of inclusive business that
is carried out by the Company in various operational areas.
Employment positions for community members include public
relations assistant, drilling team, topography team, signal man,
wakar personnel, waterline crew, and others
2. Development of Sustainable Communities
In its sustainable community development efforts, the
Company continues to develop various activities base on
three objectives. These objectives are improving education
quality, local economy development, and improving the
quality of healthcare services. The Company’s activities for
meeting these objectives are as follows:
a. Education and Social Aspects
• Integrated Scholarships (BEST)
The Company has consistently delivered its
Integrated Scholarships through activities that
include performance assistance efforts in
academics, leadership development and spiritual
guidance for students from low-income families
as its way of showing its concern for the world
of education.
• Elnusa Learning Park (TBE)
TBE activities are forms of education provided
free of charge. The education delivered is based
on a combination of several nationally-accredited
curricula. The list of activities consists of Early
Childhood Education (PAUD) in the form of
Integrated Islamic Kindergartens (TKIT), Patra
General Kindergartens, and Al-Quran Education
Parks (TPA).
• Operational and Achievement Scholarships
This program is one of the appreciations given to
the talented children of employees and working
partners within the scope of the Company.
Programs are routine.
• Ramadhan at Elnusa
The Ramadhan activities in Elnusa is an activity
that is preferred by the Muslim employees. This
activity is held for a full month during the holy
month of Ramadhan. Through these activities, the
Company strives to improve employee behavior
and performance, based on Islamic values. These
activities are not only limited to Islamic education
in the form of recitation and assemblies, but also
Annual Report 2019 Laporan Tahunan 389
 TANGGUNG JAWAB SOSIAL PERUSAHAAN
Corporate Social Responsibility
maupun majelis ilmu, namun juga dengan kegiatan
lain seperti buka puasa bersama masyarakat di
sekitar Graha Elnusa, Sholat tarawih berjamaah
dan bahkan berdiam diri (I’tikaf) di Masjid Baitul
Hikmah pada sepuluh malam terakhir.
• Pengembangan Sekolah Mandiri
Perseroan dan Grup selalu berupaya untuk
mendukung dan mengutamakan dunia pendidikan
melalui pengembangan sekolah mandiri di
berbagai daerah. Bentuk dari dukungan yang
dilakukan adalah pengembangan dengan
peningkatan kualitas maupun kuantitas dari sarana
dan prasarana yang ada.
b. Bidang Ekonomi
• Tabungan Hikmah Mandiri (THM)
Kegiatan ini merupakan salah satu bentuk
pemberdayaan ekonomi masyarakat dengan
mengadopsi prinsip lembaga keuangan mikro
syariah Baitul Maal Wat Tamwil (BMT) untuk
meningkatkan kemampuan para pelaku usaha
mikro dan kecil di lingkungan sekitar kantor pusat.
Program ini diwujudkan dengan memberikan
pinjaman modal usaha disertai dengan
pendampingan serta pembinaan guna menjadikan
para pelaku usaha yang mandiri.
• Aksi Tebar Hewan Kurban
Program ini merupakan program rutin tahunan
Perseroan yang digelar setiap hari raya islam Idul
Adha. Perseroan dan Grup melakukan aksi tebar
hewan kurban di berbagai area kerja di seluruh
Indonesia.
• Elnusa Berbagi Kasih
Program dari kegiatan ini merupakan aktivitas
kepedulian sosial Perseroan dan Grup yang
dilakukan dengan membagikan paket bantuan
kepada masyarakat kurang mampu di berbagai
area kerja Perseroan. Momen berbagi ini biasanya
dilakukan menjelang Idul Fitri, HUT Perseroan
maupun Grup, maupun momen lainnya. Penerima
manfaat kegiatan ini adalah keluarga dalam kriteria
delapan Asnaf.
c. Bidang Kesehatan
• Forum Posyandu
Perseroan mendukung peningkatan layanan
Posyandu dengan memfasilitasi forum pertemuan
untuk 14 Posyandu di sekitar kantor pusat. Kegiatan
ini merupakan dukungan Perseroan terhadap SDG
Nomor 3: Kesehatan yang baik dan kesejahteraan.
390 Annual Report 2019 Laporan Tahunan
include other activities such as breaking the fast
with people around Graha Elnusa, “tarawih”
prayers in congregation and observing silence
(I’tikaf) at Baitul Hikmah Mosque during the last
ten nights of the month.
• Development of Independent Schools
The Company and the Group always strive to
support and prioritize the world of education
through the development of independent schools
in various regions. The support is carried out in a
form of development and improvement of the
quality and quantity of educational facilities and
infrastructure.
b. Economic Aspect
• Hikmah Mandiri Savings (THM)
This activity is a form of community economic
empowerment that adopts the Islamic
microfinance principles of the Baitul Maal Wat
Tamwil (BMT) institution as a way of improving
the capabilities of micro and small business actors
in areas surrounding the Company’s head office.
This program is carried out by providing business
capital loans as well as mentorship and guidance to
help turn these business owners into self-sufficient
businesses.
• Distribution of Sacrificial Animals
This program is something that the Company does
routinely every year during the Islamic holiday of
Eid al-Adha. the Company and the Group distribute
sacrificial animals in its various operational areas
throughout the country.
• Elnusa Caring Concern
This program consists of activities related to the
distribution of aid packages to underprivileged
people throughout the Company’s areas of
operations. These sharing activities are usually
done in the period leading up to Eid Al-Fitr, or to
the Company’s and the Group’s anniversary, and
during other moments as well. The beneficiaries
of this activity are families that are categorized as
being within the eight Asnaf criteria.
c. Healthcare Aspect
• Posyandu Forum
The Company supports the improvement of
Integrated Healthcare Centre (Posyandu) services
by facilitating meeting forums for 14 of these
Posyandu located around the Company’s head
office. This activity represents the Company’s
support for theSDG's No. 3, which is about healthy
and prosperous living. Good health and well-being.
PT Elnusa Tbk
 • Pos Sehat
Selain adanya fasilitas layanan posyandu, Perseroan
dan Grup juga memfasilitasi layanan kesehatan
kepada masyarakat di wilayah sekitar Graha Elnusa
dengan Pos Sehat. Adapun aktivitas dari Pos Sehat
ini berbeda dengan Posyandu. Aktivitas di Pos
Sehat ini berupa pemeriksaan, pengobatan, serta
penyuluhan kesehatan lainnya.
• Donor Darah
Kegiatan rutin tiga bulanan ini merupakan wujud
preferensi dan kepedulian karyawan, penyewa
Gedung Graha Elnusa dan masyarakat umum di
sekitar Graha Elnusa untuk turut serta berdonor
darah dan membantu sesama.
3. Tanggap Darurat atas Bencana Alam
Perseroan memiliki Emergency Response Team yang bersiap-
siaga pada berbagai keadaan darurat. Atas bencana alam
yang terjadi di Indonesia, Perseroan langsung mengaktifkan
tim ini untuk melakukan berbagai tanggung jawab
maupun kepedulian sosial baik pascabencana, maupun
saat pemulihan. Lebih dari 13 ribu keluarga mendapatkan
bantuan dari kegiatan Perseroan ini.
Biaya Tanggung Jawab Sosial Bidang Pengembangan Sosial dan
Kemasyarakatan
Jumlah penyaluran program tanggung jawab sosial bidang
pengembangan sosial dan kemasyarakatan dapat dilihat pada
tabel di bawah ini.
Tahun
Year
Nilai Investasi (Rp Miliar)
Investment Value (Rp Billion)
Penghargaan Bidang Pengembangan Sosial dan Kemasyarakatan
Pada tahun ini, Perseroan hanya mendapatkan apresiasi resmi dari
Palang Merah Indonesia atas konsistensinya menyelenggarakan
penggalangan donor darah rutin di Kantor Pusat.
PT Elnusa Tbk
• Health Posts
In addition to its Posyandu service facilities, the
Company and the Group has also facilitated health
services for the community in the area around
Graha Elnusa through its Health Posts. The
activities of these Health Post are different from
those of the Posyandu. They include examinations,
treatment, and various forms of health counseling.
• Blood Donations
This activity is done routinely every quarter and
serves as a manifestation of the preferences and
concerns of employees, of Graha Elnusa building
tenants, and of the general public surrounding
Graha Elnusa. all of these people want to
participate in donating their blood and helping
others.
3. Emergency Response to Natural Disasters
The Company has an Emergency Response Team prepared for
various emergencies. The Company uses this team for natural
disasters that occur in Indonesia. The team carries out various
forms of social responsibility and social care both after the disasters
have taken place and during the recovery process for communities
afflicted by these disasters. More than 13 thousand families
received assistance from the Company's activities.
The Cost of Social Responsibility towards Social and Community
Development
The total cost of conducting the social responsibility programs
related to social and community development can be seen in
the table below.
2019 2018 2017
40,8 16,4 10,3
Awards in the Field of Social and Community Development
This year, the Company only received official appreciation from
the Indonesian Red Cross for its consistency in holding a routine
blood drive at the Head Office.
Annual Report 2019 Laporan Tahunan 391
 TANGGUNG JAWAB SOSIAL PERUSAHAAN
Corporate Social Responsibility
TANGGUNG JAWAB TERHADAP KONSUMEN
Corporate Social Responsibility in the Scope of Responsibility to Customers
Komitmen dan Kebijakan
Sebagai perusahaan jasa energi, Perseroan memiliki segmen
bisnis yang luas. Kompetensi ini meliputi segmen jasa hulu migas,
jasa distribusi dan logistik energi, serta jasa penunjang. Sesuai
sifat bisnis perusahaan jasa, jenis servis maupun lokasi kerja
berganti-ganti sepanjang waktu menyesuaikan dengan wilayah
kerja konsumen atau pelanggan. Durasi waktu pekerjaan pun
menyesuaikan dengan permintaan jasa yang diharapkan oleh
pelanggan. Perseroan selalu diharapakan untuk memberikan jasa
yang memberikan solusi atas permasalahan pelanggan dengan
lebih cepat, lebih baik, lebih kompetitif, lebih terkini serta lebih
aman. Untuk menjawab tantangan ini, tentunya Perseroan harus
dapat memberikan peningkatan kualitas jasa.
Kesungguhan untuk memberikan layanan terbaik kepada
pelanggan melalui peningkatan kualitas jasa ini merupakan
semangat Perseroan. Hal ini didasari bahwa pelanggan adalah
pemangku kepentingan yang mempunyai peran strategis dalam
menjamin keberlangsungan usaha. Kesuksesan pelanggan
merupakan kesuksesan Perseroan. Realisasi komitmen ini
dilaksanakan Perseroan dengan menerapkan kebijakan-kebijakan
sebagai berikut:
1. Mengadopsi standarisasi yang berlaku secara internasional
dan memperbaharuinya secara rutin & berkala
2. Memastikan inovasi berkelanjutan pada setiap fungsi
Perseroan
3. Mengimplementasikan sosialiasi, monitor dan evaluasi
terhadap mutu dari fungsi Perseroan
Sebagai turunan dari kebijakan pengelolaan kualitas jasa,
Perseroan terus melakukan berbagai upaya baik perbaikan pada
lini servis yang telah ada, maupun penambahan value preposition
baru dengan digitalisasi.
Lingkup dan Perumusan Tanggung Jawab Sosial Perusahaan
terhadap Konsumen
Perseroan memiliki tiga segmen bisnis jasa energi yaitu 1) Jasa
hulu migas, 2) Jasa distribusi dan logistik energi, dan 3) Jasa
penunjang. Detail informasi mengenai segmen bisnis ini dapat
dibaca pada subbab bidang usaha, bab Profil Perusahaan.
Komunikasi pemasaran atas jasa melalui berbagai aktivitas
maupun media pemasaran secara business to business kepada
pelanggan.
Peran Perseroan dalam memberikan jasa dilakukan dengan
menyediakan sumber daya profesional, peralatan maupun
material yang diperlukan untuk memberikan solusi atas
permasalahan pelanggan. Proses penunjukkan Perseroan sebagai
kontraktor jasa dilakukan sesuai dengan prosedur yang berlaku di
Indonesia. Tidak ada insiden ketidakpatuhan terhadap peraturan
dalam hal ini.
392 Annual Report 2019 Laporan Tahunan
Commitment and Policy
As an energy services company, the Company has a broad business
segment. This competency covers the upstream oil and gas services
segment, energy distribution and logistics services, and supporting
services. Depending on the nature of the service company's
business, the type of service or work location changes all the
time according to the work area of ​​the consumer or customer.
The duration of work time also adjusts to the demand for services
expected by the customer. The Company is always expected to
provide services that provide solutions to customer problems
faster, better, more competitive, more up to date and safer. To
answer this challenge, of course, the Company must be able to
provide quality improvement services.
Eagerness to provide the best service to customers through
improving the quality of this service is the spirit of the Company
which is based on the fact that customers are stakeholders who
have a strategic role in ensuring business continuity. Customer
success is the success of the Company. The realization of this
commitment is carried out by the Company by implementing
the following policies:
1. Adopting standards that apply internationally and
renewing these standards regularly and periodically
2. Encouraging continuous innovations in every function
of the Company
3. Implementing socialization, monitoring and evaluation
of the quality of the Company’s functions
As a derivative of a service quality management policy, The
Company continues to make various efforts to improve existing
service lines, as well as adding value prepositions new with
digitalization.
Scope and Formulation of Corporate Social Responsibility
towards Consumers
The Company has three business segments of energy services.
They are 1) Upstream oil and gas services, 2) Energy logistics
distribution and services, and 3) supporting services. Detailed
information about these business segments can be found in the
Field of Business sub-section of the Company Profile section.
Marketing communication for services offered is done through
various activities and through business-to-business media
marketing to customers.
The role of the Company in providing services is done by
means of providing professional resources, equipment and
materials needed to provide solutions to customer problems.
The Company’s appointment process as a service contractor is
carried out in accordance with tender procedures applicable
in Indonesia. There have been no incidents of non-compliance
with regulations on this matter.
PT Elnusa Tbk
Dalam memberikan layanan jasa kepada para pelanggan,
Perseroan selalu memastikan bahwa pelanggan tidak hanya
mendapatkan layanan jasa operasi terbaik. Namun, bersungguh-
sungguh mengupayakan praktik kesehatan dan keselamatan kerja
pelanggan, praktik operasi yang bertanggung jawab terhadap
lingkungan, serta praktik ketenagakerjaan yang adil. Upaya untuk
merumuskan praktik-praktik ini ada dalam berbagai ketentuan
yang ada pada Perseroan.
Rencana dan Target Kegiatan
Perseroan merencanakan berbagai program untuk meningkatkan
kepuasan pelanggan. Target yang hendak dicapai antara lain
tidak adanya keluhan pelanggan yang menimbulkan adanya
sanksi ataupun denda atas penyediaan jasa yang dilakukan.
Selain itu sebagai upaya peningkatan penyediaan jasa, Perseroan
menargetkan tersusunnya 110 risalah inovasi pada tahun ini.
Program dan Kegiatan yang Dilakukan
1. Project Quality Plan (PQP)
Perseroan membuat PQP sebelum memulai suatu pekerjaan.
Perencanaan ini meliputi aspek sumber daya manusia,
QHSSE, teknologi, target pelanggan dan lain-lain. Melalui
PQP, Perseroan berupaya memitigasi risiko yang mungkin
terjadi, sehingga dapat mencegah hal-hal yang berdampak
negatif dalam pelaksanaan pekerjaan yang dapat berakibat
ketidakpuasan pelanggan terhadap jasa yang diberikan.
Tahun 2019, Perseroan telah menyusun 6 Project Quality
Plan.
2. Continuous Improvement Program (CIP)
Perseroan menetapkan CIP sebagai Key Performance
Indicator (KPI) 2019 untuk semua divisi dan anak perusahaan.
Pada tahun ini terkumpul 147 dari target 110 risalah CIP
dari berbagai fungsi. Program CIP ini dikompetisikan dalam
berbagai ajang baik internal Perseroan, Grup Pertamina
maupun Internasional. Estimasi value creation yang
dihasilkan dari inovasi mencapai Rp249,6 miliar.
Perseroan menerapkan audit terpadu secara internal dan
eksternal atas implementasi ISO 9001:2015, ISO 14001:2015,
OHSAS 18001:2007 dan ISO 55001:2014. Total obyek audit
internal adalah 11 fungsi shared services dan 11 area operasi.
Sedangkan obyek audit eksternal adalah 10 fungsi di kantor
pusat dan 3 di area operasi. Berdasarkan hasil audit internal
terdapat 142 temuan yang kemudian telah ditindaklanjuti
dengan capaian 100% closed, dan untuk hasil audit eksternal
menyatakan bahwa tidak ada ketidaksesuaian yang bersifat
mayor. Perseroan tercatat baik dalam menerapkan sistem
manajemen QHSSE terintegrasi di atas.
3. Survei Kepuasan Pelanggan
Tingkat kepuasan pelanggan terhadap kinerja Elnusa tahun
2019 ini menurun bila dibandingkan tahun sebelumnya.
Tercatat untuk indeks kepuasan pelanggan (menggunakan
skala 5) adalah 4,03 dari sebelumnya 4,55 pada tahun
2018. Menurunnya hasil CSI di karenakan per tahun 2019,
Perseroan menerapkan standar penilaian yang berbeda.
Kriteria penilaian yang diimplementasikan tahun ini lebih
merepresentasikan penilaian pelanggan.
PT Elnusa Tbk
In providing services to customers, the Company always ensures
that customers receive more than the best operating services.
Also, the Company eagerly exerts all efforts for occupational
health and safety practices of customers, environmentally
responsible operating practices, and fair employment practices.
The Company’s efforts to formulate these practices are contained
in various provisions.
Plan and Target Activities
The Company plans various programs to increase customer
satisfaction. Targets to be achieved include the absence of
customer complaints that lead to sanctions or fines for the
provision of services performed. In addition, as an effort to
increase service provision, the Company is targeting to compile
110 innovation treatises this year.
Implemented Programs and Activities
1. Project Quality Plan
The Company makes PQP before starting a job. This plan
covers aspects that include human resources, QHSSE,
technology, target customers and others. Through PQP, the
Company tries to mitigate risks that might occur. Doing so
allows the Company to prevent things that have a negative
impact to occur during implementation of work, which can
result in customer dissatisfaction with the services being
provided. In 2019, the Company has developed 6 Project
Quality Plans
2. Continuous Improvement Programs (CIP)
The Company uses CIP as a Key Performance Indicator in 2019
for all its divisions and subsidiaries. This year 147 of targeted
110 innovation programs obtained from various functions.
These CIP programs are competed in various events, whether
internally, Pertamina Group, or internationally. The estimated
value creation resulting from these innovations reached
Rp249.6 billion.
The Company implements integrated internal and external
audits. These audits are done as a way to implement ISO
9001: 2018, ISO 14001: 2015 and OHSAS 18001: 2007. The
total number of objects for internal audits is comprised of
11 shared service functions and 11 areas of operations.
Meanwhile, the total number of objects for external audit is
10 functions at the head office and 3 in operating areas. Based
on the results of internal audits, there were 142 findings
which were then followed up with 100% achievement rates,
while the results of external audits found that there was
no major discrepancy. The Company has implemented its
aforementioned integrated QHSSE management system well.
3. Customer Satisfaction Survey
Customer satisfaction level towards Elnusa’s performance in
2019 has decreased as compared to the previous year. The
customer satisfaction index (on a 5-point scale) was recorded
at 4.03 from 4.55 in 2018. The decrease in the CSI result is
due to the fact that in 2019, the Company applies different
assessment standards. The assessment criteria implemented
this year more likely represent customer ratings.
Annual Report 2019 Laporan Tahunan 393
 TANGGUNG JAWAB SOSIAL PERUSAHAAN
Corporate Social Responsibility
4. Quality Management Assessment
Kegiatan ini merupakan salah satu bentuk penilaian
terhadap kinerja perusahaan dalam lingkup Pertamina
Group yang dilakukan setiap dua tahun sekali. Perseroan
dinilai berdasarkan KKEP untuk empat fokus kriteria,
yaitu kepemimpinan & keberlanjutan bisnis, operasional
ekselen, fokus tenaga kerja dan fokus pelanggan, yang akan
menghasilkan peluang perbaikan (OFI) pada tahun 2017
dengan score 546 dengan 18 OFI yang telah ditindaklanjuti
sebagai aksi perbaikan (AFI) dan closed 100%. Pada tahun
2019 Perseroan tidak melakukan evaluasi, di karenakan
agar siklus dua tahunan bersamaan dengan APH Pertamina,
sehingga Penyusunan DKE KKEP dilakukan pada tahun 2020.
5. Knowledge Management
Kegiatan ini bertujuan untuk berbagi pengetahuan
terkait dengan operasional dan nonoperasional untuk
meningkatkan knowledge karyawan. Sharing dilakukan
dengan menyelenggarakan pertemuan yang difasilitasi
oleh EPS setiap pekan sekali di setiap hari Jumat. Materi
dari sharing session di-upload di dms.elnusa.co.id. Selama
tahun 2019 tercatat dilakukan 41 kali sharing offline melalui
kegiatan sharing session EPS dan 2 kali sharing online melalui
Webinar Pertamina.
Pencapaian Kegiatan Tanggung Jawab Sosial Perusahaan Lingkup
Tanggung Jawab terhadap Konsumen
Bentuk pencapaian kegiatan tanggung jawab sosial perusahaan
lingkup tanggung jawab terhadap konsumen dapat dilihat dari
pencapaian kinerja mutu disepanjang tahun 2019 sebagaimana
terlampir di bawah ini.
Indikator
Indicator
Risalah CIP
CIP Summaries
Value creation
Score Quality Management Assesment (QMA)
Temuan
Findings
Pengaduan Terkait Layanan serta Produk Perusahaan dan
Penanganannya
Agar dapat memberikan pelayanan terbaik kepada konsumen,
Perseroan berupaya untuk memperoleh umpan balik dan
masukan, baik dari konsumen maupun dari para pemangku
kepentingan. Perseroan juga telah memiliki mekanisme dalam
menangani pengaduan konsumen baik secara langsung maupun
pengaduan melalui media, mulai dari lini depan hingga unit
yang bertanggungjawab. Bagi Manajemen, pengaduan ini dapat
digunakan untuk memperbaiki kinerja Perseroan di masa datang.
Konsumen dan stakeholders dapat melakukan pengaduan lewat
berbagai media yang sudah disediakan, yaitu contact center dan
situs web Perseroan.
394 Annual Report 2019 Laporan Tahunan
4. Quality Management Assessment
This activity is a type of assessment on the performance of
the Company within the Pertamina Group which is done once
every two years. The basis of the evaluation is the Company’s
four Opportunities for Improvement (OFI) focuses: leadership
& business sustainability, excellent operations, employees
focus, and customer focus. The results can be seen in the
opportunity for improvement in 2017 with a score of 546
and 18 OFI that has been followed up as a corrective action
(AFI) and 100% completed. In 2019, the Company does not
conduct evaluation because the 2 years cycle of the Company
is together with the APH Pertamina, so the Assessment will
be done in 2020.
5. Knowledge Management
This activity is conducted to share knowledge on operational
and non-operational activities which will increase the
knowledge of employees. The sharing of knowledge is done
through meetings that are facilitated by EPS every week on
Friday. The materials for the sharing session are uploaded in
dms.elnusa.co.id. Throughout 2019, there were 41 offline
sharing sessions in EPS and 2 online sharing session based
on Webinar of Pertamina.
Achievement of the Corporate Social Responsibility Activities
towards Consumers
The form of achievement of the corporate social responsibility
activities towards responsibility to consumers can be seen from
the achievement in the quality performance throughout 2019
as shown below:
Pencapaian
Achievements
147 risalah
147 documents
Rp249,6 miliar | billion
546
QMA: 18 OFI
Audit internal: 142 CAR
Audit eksternal QHSE: 4 minor dan 10 observasi
Audit eksternal Asset: 1 minor dan 7 observasi
QMA: 18 OFI
Internal Audit: 142 CAR
External Audit QHSE: 4 minor and 10 observations
External Audit on Asset: 1 minor and 7 observations
Complaint on the Services and Products of the Company and
Its Handling Process
In order to provide the best service to the consumers, the
Company tries to obtain feedback and inputs, both from
consumers and from stakeholders. The Company also has a
mechanism to deal with consumer complaints both directly, as
well as for complaints via other media, starting from the front lines
to the respective units. For the Management, these complaints
can be used to further improve the Company's performance in
the future. Consumers and stakeholders can make complaints
through the provided channels, namely the Call Center and on
the Company's website.
PT Elnusa Tbk
Data di bawah ini merupakan data jumlah keluhan dari pelanggan The data below is the total number of complaints from consumers
yang didapatkan dari hasil kegiatan survei kepuasan pelanggan that are gathered based on the consumer satisfaction survey on
di proyek Elnusa. Elnusa’s projects

Jumlah dan Penanganan Keluhan Layanan serta Produk Perseroan

Total Amount and Handling of Service and Product Complaint

2019 2018 Kenaikan

(keluhan) (keluhan) (%)
(Complains) (Complains) Increase
Jumlah Keluhan
9 8 12,5
Number of Complains

Sertifikasi dan Penghargaan Tanggung Jawab Perusahaan Certifications and Awards for Corporate Responsibility to
terhadap Konsumen atau Pelanggan Consumers
Berikut ini adalah sertifikat dan penghargaan yang berhasil Elnusa Below is the certifications and awards that are managed to be
pertahankan dan dapatkan selama tahun 2019. maintained and obtained by Elnusa throughout 2019.

Sertifikasi yang Masih Berlaku di Tahun 2019

Valid Certifications in 2019

Tanggal Dikeluarkannya Sertifikasi Jenis Sertifikat Dikeluarkan Oleh Masa Berlaku Hingga
Date of issuance Types of certificates Issuing Body Validity
12 Agustus 2018 12 Agustus 2021
ISO 9001 : 2015 SGS Indonesia
August 12, 2018 August 12, 2021
22 Agustus 2018 21 Agustus 2021
ISO 14001 : 2015 SGS Indonesia
August 22, 2018 August 21, 2021
19 Juli 2018 12 Maret 2021
OHSAS 18001 : 2007 SGS Indonesia
July 19, 2018 March 12, 2021
09 Januari 2018 08 Januari 2021
ISO 55001 : 2014 SGS Indonesia
January 9, 2018 January 8, 2021

Penghargaan di Tahun 2019

Awards in 2019
Tanggal Nama Penghargaan Institusi yang Memberikan
Date Name of Awards Institution Presenting the Award
20 Maret 2019
APQ Awards Kategori Gold CIP I Prove ISVES PT Pertamina Persero
March 20, 2019
20 Maret 2019
APQ Awards Kategori Gold CIP PC Prove ECMA PT Pertamina Persero
March 20, 2019
20 Maret 2019
APQ Awards Kategori Gold CIP PC Prove Gorong-gorong PT Pertamina Persero
March 20, 2019
20 Maret 2019
APQ Awards Kategori Gold CIP PC Prove LOSSMEN PT Pertamina Persero
March 20, 2019
20 Maret 2019
APQ Awards Kategori Gold CIP PC Prove MELISSA PT Pertamina Persero
March 20, 2019

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 395

07
Lampiran
Appendix
 REFERENSI SILANG
POJK 29/POJK.04/2016 DAN
SEOJK 30/SEOJK.04/2016
Table of Contens

KETERANGAN HALAMAN
DESCRIPTION PAGE

I. Bentuk Laporan Tahunan

Laporan Tahunan wajib disajikan

dalam Bahasa Indonesia dan
bahasa asing. Laporan Tahunan
yang menggunakan bahasa
asing wajib memuat informasi
yang sama dengan informasi
dalam Laporan Tahunan yang
menggunakan Bahasa Indonesia.
Laporan Tahunan wajib disajikan
dalam Bahasa Indonesia dan
bahasa asing. Laporan Tahunan
yang menggunakan bahasa
asing wajib memuat informasi
yang sama dengan informasi
dalam Laporan Tahunan yang
menggunakan Bahasa Indonesia.
Laporan Tahunan disajikan dalam
bentuk dokumen cetak dan
salinan dokumen elektronik.
Laporan Tahunan disajikan dalam
bentuk dokumen cetak dan
salinan dokumen elektronik.
Laporan Tahunan yang disajikan
dalam bentuk dokumen cetak,
dicetak pada kertas yang
berwarna terang, berkualitas
baik, berukuran A4, dijilid, dan
dapat diperbanyak dengan
kualitas yang baik.
Laporan Tahunan yang disajikan
dalam bentuk dokumen cetak,
dicetak pada kertas yang
berwarna terang, berkualitas
baik, berukuran A4, dijilid, dan
dapat diperbanyak dengan
kualitas yang baik.
Laporan Tahunan yang disajikan
dalam bentuk salinan dokumen
elektronik merupakan Laporan
Tahunan yang dikonversi dalam
format pdf.
Laporan Tahunan yang disajikan
dalam bentuk salinan dokumen
elektronik merupakan Laporan
Tahunan yang dikonversi dalam
format pdf.

398 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 KETERANGAN
DESCRIPTION
II. Isi Laporan Tahunan
1. Ketentuan Umum a. Laporan Tahunan paling sedikit
memuat informasi mengenai:
Ketentuan Umum Laporan Tahunan paling sedikit
memuat informasi mengenai:
b. Laporan Tahunan dapat
menyajikan informasi berupa
gambar, grafik, tabel, dan/
atau diagram dengan
mencantumkan judul dan/
atau keterangan yang jelas,
sehingga mudah dibaca dan
dipahami;
Laporan Tahunan dapat
menyajikan informasi berupa
gambar, grafik, tabel, dan/
atau diagram dengan
mencantumkan judul dan/
atau keterangan yang jelas,
sehingga mudah dibaca dan
dipahami;
PT Elnusa Tbk
HALAMAN
PAGE
I. ikhtisar data keuangan penting;
II. informasi saham (jika ada);
III. laporan Direksi;
IV. laporan Dewan Komisaris;
V. profil Emiten atau Perusahaan Publik;
VI. analisis dan pembahasan manajemen;
VII. tata kelola Emiten atau Perusahaan Publik;
VIII. tanggung jawab sosial dan lingkungan Emiten atau
Perusahaan Publik;
IX. laporan keuangan tahunan yang telah diaudit; dan
X. surat pernyataan anggota Direksi dan anggota Dewan
Komisaris tentang tanggung jawab atas Laporan
Tahunan;
I. ikhtisar data keuangan penting;
II. informasi saham (jika ada);
III. laporan Direksi;
IV. laporan Dewan Komisaris;
V. profil Emiten atau Perusahaan Publik;
VI. analisis dan pembahasan manajemen;
VII. tata kelola Emiten atau Perusahaan Publik;
VIII. tanggung jawab sosial dan lingkungan Emiten
atau Perusahaan Publik;
IX. laporan keuangan tahunan yang telah diaudit; dan
X. surat pernyataan anggota Direksi dan anggota Dewan
Komisaris tentang tanggung jawab atas Laporan
Tahunan;
Annual Report 2019 Laporan Tahunan 399
 KETERANGAN
DESCRIPTION
2. Uraian Isi Laporan Tahunan a. Ikhtisar Data Keuangan
Penting
Ikhtisar Data Keuangan
Penting memuat informasi
keuangan yang disajikan dalam
bentuk perbandingan selama
3 (tiga) tahun buku atau sejak
memulai usahanya jika Emiten
atau Perusahaan Publik
tersebut menjalankan kegiatan
usahanya kurang dari 3 (tiga)
tahun, paling sedikit memuat:
Uraian Isi Laporan Tahunan Ikhtisar Data Keuangan
Penting
Ikhtisar Data Keuangan
Penting memuat informasi
keuangan yang disajikan dalam
bentuk perbandingan selama
3 (tiga) tahun buku atau sejak
memulai usahanya jika Emiten
atau Perusahaan Publik
tersebut menjalankan kegiatan
usahanya kurang dari 3 (tiga)
tahun, paling sedikit memuat:
400 Annual Report 2019 Laporan Tahunan
HALAMAN
PAGE
I. pendapatan/penjualan;
II. laba bruto;
III. laba (rugi);
IV. jumlah laba (rugi) yang dapat diatribusikan kepada
pemilik entitas induk dan kepentingan non pengendali;
V. total laba (rugi) komprehensif;
VI. jumlah laba (rugi) komprehensif yang dapat
diatribusikan kepada pemilik entitas induk dan
kepentingan non pengendali;
VII. laba (rugi) per saham;
VIII. jumlah aset;
IX. jumlah liabilitas;
X. jumlah ekuitas;
XI. rasio laba (rugi) terhadap jumlah aset;
XII. rasio laba (rugi) terhadap ekuitas;
XIII. rasio laba (rugi) terhadap pendapatan/penjualan;
XIV. rasio lancar;
XV. rasio liabilitas terhadap ekuitas;
XVI. rasio liabilitas terhadap jumlah aset; dan
XVII. informasi dan rasio keuangan lainnya yang relevan
dengan Emiten atau Perusahaan Publik dan jenis
industrinya;
I. pendapatan/penjualan;
II. laba bruto;
III. laba (rugi);
IV. jumlah laba (rugi) yang dapat diatribusikan kepada
pemilik entitas induk dan kepentingan non pengendali;
V. total laba (rugi) komprehensif;
VI. jumlah laba (rugi) komprehensif yang dapat
diatribusikan kepada pemilik entitas induk dan
kepentingan non pengendali;
VII. laba (rugi) per saham;
VIII. jumlah aset;
IX. jumlah liabilitas;
X. jumlah ekuitas;
XI. rasio laba (rugi) terhadap jumlah aset;
XII. rasio laba (rugi) terhadap ekuitas;
XIII. rasio laba (rugi) terhadap pendapatan/penjualan;
XIV. rasio lancar;
XV. rasio liabilitas terhadap ekuitas;
XVI. rasio liabilitas terhadap jumlah aset; dan
XVII. informasi dan rasio keuangan lainnya yang relevan
dengan Emiten atau Perusahaan Publik dan jenis
industrinya;
PT Elnusa Tbk
 KETERANGAN HALAMAN
DESCRIPTION PAGE

b. Informasi Saham I. saham yang telah diterbitkan untuk setiap masa

Informasi saham (jika ada)
paling sedikit memuat:
II. dalam hal terjadi aksi korporasi, seperti pemecahan
III. dalam hal terjadi penghentian sementara perdagangan
IV. dalam hal penghentian sementara perdagangan saham
triwulan (jika ada) yang disajikan dalam bentuk
perbandingan selama 2 (dua) tahun buku terakhir, paling
sedikit meliputi:
• jumlah saham yang beredar;
• kapitalisasi pasar berdasarkan harga pada Bursa Efek
tempat saham dicatatkan;
• harga saham tertinggi, terendah, dan penutupan
berdasarkan harga pada Bursa Efek tempat saham
dicatatkan; dan
• volume perdagangan pada Bursa Efek tempat saham
dicatatkan;
Informasi pada huruf a) diungkapkan oleh Emiten
yang merupakan Perusahaan Terbuka yang sahamnya
tercatat maupun tidak tercatat di Bursa Efek;
Informasi pada huruf b), huruf c), dan huruf d) hanya
diungkapkan jika Emiten merupakan Perusahaan
Terbuka dan sahamnya tercatat di Bursa Efek;
saham (stock split), penggabungan saham (reverse
stock), dividen saham, saham bonus, dan perubahan
nilai nominal saham, informasi saham sebagaimana
dimaksud pada angka 1) ditambahkan penjelasan paling
sedikit mengenai:
• tanggal pelaksanaan aksi korporasi;
• rasio pemecahan saham (stock split), penggabungan
saham (reverse stock), dividen saham, saham bonus,
dan perubahan nilai nominal saham;
• jumlah saham beredar sebelum dan sesudah aksi
korporasi; dan
• harga saham sebelum dan sesudah aksi korporasi;
saham (suspension), dan/atau penghapusan pencatatan
saham (delisting) dalam tahun buku, Emiten atau
Perusahaan Publik menjelaskan alasan penghentian
sementara perdagangan saham (suspension) dan/atau
penghapusan pencatatan saham (delisting) tersebut;
dan
(suspension) dan/atau penghapusan pencatatan saham
(delisting) sebagaimana dimaksud pada angka 3) masih
berlangsung hingga akhir periode Laporan Tahunan,
Emiten atau Perusahaan Publik menjelaskan tindakan
yang dilakukan untuk menyelesaikan penghentian
sementara perdagangan saham (suspension) dan/atau
penghapusan pencatatan saham (delisting) tersebut;

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DESCRIPTION
b Informasi Saham
Informasi saham (jika ada)
paling sedikit memuat:
c. Laporan Direksi
Laporan Direksi paling sedikit
memuat:
402 Annual Report 2019 Laporan Tahunan
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I. saham yang telah diterbitkan untuk setiap masa
triwulan (jika ada) yang disajikan dalam bentuk
perbandingan selama 2 (dua) tahun buku terakhir, paling
sedikit meliputi:
• jumlah saham yang beredar;
• kapitalisasi pasar berdasarkan harga pada Bursa Efek
tempat saham dicatatkan;
• harga saham tertinggi, terendah, dan penutupan
berdasarkan harga pada Bursa Efek tempat saham
dicatatkan; dan
• volume perdagangan pada Bursa Efek tempat saham
dicatatkan;
Informasi pada huruf a) diungkapkan oleh Emiten
yang merupakan Perusahaan Terbuka yang sahamnya
tercatat maupun tidak tercatat di Bursa Efek;
Informasi pada huruf b), huruf c), dan huruf d) hanya
diungkapkan jika Emiten merupakan Perusahaan
Terbuka dan sahamnya tercatat di Bursa Efek;
II. dalam hal terjadi aksi korporasi, seperti pemecahan
saham (stock split), penggabungan saham (reverse
stock), dividen saham, saham bonus, dan perubahan
nilai nominal saham, informasi saham sebagaimana
dimaksud pada angka 1) ditambahkan penjelasan paling
sedikit mengenai:
• tanggal pelaksanaan aksi korporasi;
• rasio pemecahan saham (stock split), penggabungan
saham (reverse stock), dividen saham, saham bonus,
dan perubahan nilai nominal saham;
• jumlah saham beredar sebelum dan sesudah aksi
korporasi; dan
• harga saham sebelum dan sesudah aksi korporasi;
III. dalam hal terjadi penghentian sementara perdagangan
saham (suspension), dan/atau penghapusan pencatatan
saham (delisting) dalam tahun buku, Emiten atau
Perusahaan Publik menjelaskan alasan penghentian
sementara perdagangan saham (suspension) dan/atau
penghapusan pencatatan saham (delisting) tersebut;
dan
IV. dalam hal penghentian sementara perdagangan saham
(suspension) dan/atau penghapusan pencatatan saham
(delisting) sebagaimana dimaksud pada angka 3) masih
berlangsung hingga akhir periode Laporan Tahunan,
Emiten atau Perusahaan Publik menjelaskan tindakan
yang dilakukan untuk menyelesaikan penghentian
sementara perdagangan saham (suspension) dan/atau
penghapusan pencatatan saham (delisting) tersebut;
I. uraian singkat mengenai kinerja Emiten atau
Perusahaan Publik, paling sedikit meliputi:
• strategi dan kebijakan strategis Emiten atau
Perusahaan Publik;
• perbandingan antara hasil yang dicapai dengan yang
ditargetkan; dan
• kendala yang dihadapi Emiten atau Perusahaan
Publik;
II. gambaran tentang prospek usaha;
III. penerapan tata kelola Emiten atau Perusahaan Publik;
dan
IV. perubahan komposisi anggota Direksi dan alasan
perubahannya (jika ada);
PT Elnusa Tbk
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DESCRIPTION
c. Laporan Direksi
Laporan Direksi paling sedikit
memuat:
d. Laporan Dewan Komisaris
Laporan Dewan Komisaris
paling sedikit memuat:
d. Laporan Dewan Komisaris
Laporan Dewan Komisaris
paling sedikit memuat:
PT Elnusa Tbk
HALAMAN
PAGE
I. uraian singkat mengenai kinerja Emiten atau
Perusahaan Publik, paling sedikit meliputi:
• strategi dan kebijakan strategis Emiten atau
Perusahaan Publik;
• perbandingan antara hasil yang dicapai dengan yang
ditargetkan; dan
• kendala yang dihadapi Emiten atau Perusahaan
Publik;
II. gambaran tentang prospek usaha;
III. penerapan tata kelola Emiten atau Perusahaan Publik;
dan
IV. perubahan komposisi anggota Direksi dan alasan
perubahannya (jika ada);
I. penilaian terhadap kinerja Direksi mengenai
pengelolaan Emiten atau Perusahaan Publik;
II. pengawasan terhadap implementasi strategi Emiten
atau Perusahaan Publik;
III. pandangan atas prospek usaha Emiten atau Perusahaan
Publik yang disusun oleh Direksi;
IV. pandangan atas penerapan tata kelola Emiten atau
Perusahaan Publik;
V. perubahan komposisi anggota Dewan Komisaris dan
alasan perubahannya (jika ada); dan
VI. frekuensi dan cara pemberian nasihat kepada anggota
Direksi;
I. penilaian terhadap kinerja Direksi mengenai
pengelolaan Emiten atau Perusahaan Publik;
II. pengawasan terhadap implementasi strategi Emiten
atau Perusahaan Publik;
III. pandangan atas prospek usaha Emiten atau Perusahaan
Publik yang disusun oleh Direksi;
IV. pandangan atas penerapan tata kelola Emiten atau
Perusahaan Publik;
V. perubahan komposisi anggota Dewan Komisaris dan
alasan perubahannya (jika ada); dan
VI. frekuensi dan cara pemberian nasihat kepada anggota
Direksi;
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e. Profil Emiten atau Perusahaan
Publik
Profil Emiten atau Perusahaan
Publik paling sedikit memuat:
e. Profil Emiten atau Perusahaan
Publik
Profil Emiten atau Perusahaan
Publik paling sedikit memuat:
404 Annual Report 2019 Laporan Tahunan
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I. nama Emiten atau Perusahaan Publik termasuk apabila
terdapat perubahan nama, alasan perubahan, dan
tanggal efektif perubahan nama pada tahun buku;
II. akses terhadap Emiten atau Perusahaan Publik
termasuk kantor cabang atau kantor perwakilan
yang memungkinkan masyarakat dapat memperoleh
informasi mengenai Emiten atau Perusahaan Publik,
meliputi:
• a) alamat;
• b) nomor telepon;
• c) nomor faksimile;
• d) alamat surat elektronik; dan
• e) alamat Situs Web;
I. nama Emiten atau Perusahaan Publik termasuk apabila
terdapat perubahan nama, alasan perubahan, dan
tanggal efektif perubahan nama pada tahun buku;
II. akses terhadap Emiten atau Perusahaan Publik
termasuk kantor cabang atau kantor perwakilan
yang memungkinkan masyarakat dapat memperoleh
informasi mengenai Emiten atau Perusahaan Publik,
meliputi:
• a) alamat;
• b) nomor telepon;
• c) nomor faksimile;
• d) alamat surat elektronik; dan
• e) alamat Situs Web;
III. riwayat singkat Emiten atau Perusahaan Publik;
riwayat singkat Emiten atau Perusahaan Publik;
IV. visi dan misi Emiten atau Perusahaan Publik;
riwayat singkat Emiten atau Perusahaan Publik;
V. kegiatan usaha menurut anggaran dasar terakhir,
kegiatan usaha yang dijalankan pada tahun buku, serta
jenis barang dan/atau jasa yang dihasilkan;
kegiatan usaha menurut anggaran dasar terakhir,
kegiatan usaha yang dijalankan pada tahun buku, serta
jenis barang dan/atau jasa yang dihasilkan;
VI. struktur organisasi Emiten atau Perusahaan Publik
dalam bentuk bagan, paling sedikit sampai dengan
struktur 1 (satu) tingkat di bawah Direksi, disertai
dengan nama dan jabatan;
struktur organisasi Emiten atau Perusahaan Publik
dalam bentuk bagan, paling sedikit sampai dengan
struktur 1 (satu) tingkat di bawah Direksi, disertai
dengan nama dan jabatan;
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DESCRIPTION PAGE

VII. profil Direksi, paling sedikit memuat:

• nama dan jabatan yang sesuai dengan tugas dan
tanggung jawab;
• foto terbaru;
• usia;
• kewarganegaraan;
• riwayat pendidikan;
• riwayat jabatan, meliputi informasi:
» dasar hukum penunjukan sebagai anggota
Direksi pada Emiten atau Perusahaan Publik yang
bersangkutan;
» rangkap jabatan, baik sebagai anggota Direksi,
anggota Dewan Komisaris, dan/atau anggota
komite serta jabatan lainnya (jika ada); dan
» pengalaman kerja beserta periode waktunya baik
di dalam maupun di luar Emiten atau Perusahaan
Publik;
» pendidikan dan/atau pelatihan yang telah diikuti
anggota Direksi dalam meningkatkan kompetensi
dalam tahun buku (jika ada); dan
» hubungan Afiliasi dengan anggota Direksi lainnya,
anggota Dewan Komisaris, dan pemegang saham
utama (jika ada) meliputi nama pihak yang
terafiliasi;
VII. profil Direksi, paling sedikit memuat:
• nama dan jabatan yang sesuai dengan tugas dan
tanggung jawab;
• foto terbaru;
• usia;
• kewarganegaraan;
• riwayat pendidikan;
• riwayat jabatan, meliputi informasi:
» dasar hukum penunjukan sebagai anggota
Direksi pada Emiten atau Perusahaan Publik yang
bersangkutan;
» rangkap jabatan, baik sebagai anggota Direksi,
anggota Dewan Komisaris, dan/atau anggota
komite serta jabatan lainnya (jika ada); dan
» pengalaman kerja beserta periode waktunya baik
di dalam maupun di luar Emiten atau Perusahaan
Publik;
» pendidikan dan/atau pelatihan yang telah diikuti
anggota Direksi dalam meningkatkan kompetensi
dalam tahun buku (jika ada); dan
» hubungan Afiliasi dengan anggota Direksi lainnya,
anggota Dewan Komisaris, dan pemegang saham
utama (jika ada) meliputi nama pihak yang
terafiliasi;

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VIII. profil Dewan Komisaris, paling sedikit memuat:

• nama;
• foto terbaru;
• usia;
• kewarganegaraan;
• riwayat pendidikan;
• riwayat jabatan, meliputi informasi:
» dasar hukum penunjukan sebagai anggota Dewan
Komisaris yang bukan merupakan Komisaris
Independen pada Emiten atau Perusahaan Publik
yang bersangkutan;
» dasar hukum penunjukan pertama kali sebagai
anggota Dewan Komisaris yang merupakan
Komisaris Independen pada Emiten atau
Perusahaan Publik yang bersangkutan;
» rangkap jabatan, baik sebagai anggota Dewan
Komisaris, anggota Direksi, dan/atau anggota
komite serta jabatan lainnya (jika ada); dan
» pengalaman kerja beserta periode waktunya baik
di dalam maupun di luar Emiten atau Perusahaan
Publik;
» pendidikan dan/atau pelatihan yang telah diikuti
anggota Dewan Komisaris dalam meningkatkan
kompetensi dalam tahun buku (jika ada);
» hubungan Afiliasi dengan anggota Dewan
Komisaris lainnya dan pemegang saham utama
(jika ada) meliputi nama pihak yang terafiliasi; dan
» pernyataan independensi Komisaris Independen
dalam hal Komisaris Independen telah menjabat
lebih dari 2 (dua) periode (jika ada);
VIII. profil Dewan Komisaris, paling sedikit memuat:
• nama;
• foto terbaru;
• usia;
• kewarganegaraan;
• riwayat pendidikan;
• riwayat jabatan, meliputi informasi:
» dasar hukum penunjukan sebagai anggota Dewan
Komisaris yang bukan merupakan Komisaris
Independen pada Emiten atau Perusahaan Publik
yang bersangkutan;
» dasar hukum penunjukan pertama kali sebagai
anggota Dewan Komisaris yang merupakan
Komisaris Independen pada Emiten atau
Perusahaan Publik yang bersangkutan;
» rangkap jabatan, baik sebagai anggota Dewan
Komisaris, anggota Direksi, dan/atau anggota
komite serta jabatan lainnya (jika ada); dan
» pengalaman kerja beserta periode waktunya baik
di dalam maupun di luar Emiten atau Perusahaan
Publik;
» pendidikan dan/atau pelatihan yang telah diikuti
anggota Dewan Komisaris dalam meningkatkan
kompetensi dalam tahun buku (jika ada);
» hubungan Afiliasi dengan anggota Dewan
Komisaris lainnya dan pemegang saham utama
(jika ada) meliputi nama pihak yang terafiliasi; dan
» pernyataan independensi Komisaris Independen
dalam hal Komisaris Independen telah menjabat
lebih dari 2 (dua) periode (jika ada);

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IX. dalam hal terdapat perubahan susunan anggota

Direksi dan/atau anggota Dewan Komisaris yang terjadi
setelah tahun buku berakhir sampai dengan batas
waktu penyampaian Laporan Tahunan, susunan yang
dicantumkan dalam Laporan Tahunan adalah susunan
anggota Direksi dan/atau anggota Dewan Komisaris
yang terakhir dan sebelumnya;
dalam hal terdapat perubahan susunan anggota
Direksi dan/atau anggota Dewan Komisaris yang terjadi
setelah tahun buku berakhir sampai dengan batas
waktu penyampaian Laporan Tahunan, susunan yang
dicantumkan dalam Laporan Tahunan adalah susunan
anggota Direksi dan/atau anggota Dewan Komisaris
yang terakhir dan sebelumnya;
X. jumlah karyawan dan deskripsi sebaran tingkat
pendidikan dan usia karyawan dalam tahun buku;
jumlah karyawan dan deskripsi sebaran tingkat
pendidikan dan usia karyawan dalam tahun buku;
XI. nama pemegang saham dan persentase kepemilikan
pada akhir tahun buku, yang terdiri dari:
• pemegang saham yang memiliki 5% (lima persen)
atau lebih saham Emiten atau Perusahaan Publik;
• anggota Direksi dan anggota Dewan Komisaris yang
memiliki saham Emiten atau Perusahaan Publik; dan
• kelompok pemegang saham masyarakat, yaitu
kelompok pemegang saham yang masing-masing
memiliki kurang dari 5% (lima persen) saham Emiten
atau Perusahaan Publik;
nama pemegang saham dan persentase kepemilikan
pada akhir tahun buku, yang terdiri dari:
• pemegang saham yang memiliki 5% (lima persen)
atau lebih saham Emiten atau Perusahaan Publik;
• anggota Direksi dan anggota Dewan Komisaris yang
memiliki saham Emiten atau Perusahaan Publik; dan
• kelompok pemegang saham masyarakat, yaitu
kelompok pemegang saham yang masing-masing
memiliki kurang dari 5% (lima persen) saham Emiten
atau Perusahaan Publik;
XII. jumlah pemegang saham dan persentase kepemilikan
per akhir tahun buku berdasarkan klasifikasi:
• kepemilikan institusi lokal;
• kepemilikan institusi asing;
• kepemilikan individu lokal; dan
• kepemilikan individu asing;
jumlah pemegang saham dan persentase kepemilikan
per akhir tahun buku berdasarkan klasifikasi:
• kepemilikan institusi lokal;
• kepemilikan institusi asing;
• kepemilikan individu lokal; dan
• kepemilikan individu asing;
XIII. informasi mengenai pemegang saham utama dan
pengendali Emiten atau Perusahaan Publik, baik
langsung maupun tidak langsung, sampai kepada
pemilik individu, yang disajikan dalam bentuk skema
atau bagan;
informasi mengenai pemegang saham utama dan
pengendali Emiten atau Perusahaan Publik, baik
langsung maupun tidak langsung, sampai kepada
pemilik individu, yang disajikan dalam bentuk skema
atau bagan;

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XIV. nama entitas anak, perusahaan asosiasi, perusahaan

ventura bersama dimana Emiten atau Perusahaan
Publik memiliki pengendalian bersama entitas,
beserta persentase kepemilikan saham, bidang usaha,
total aset, dan status operasi Emiten atau Perusahaan
Publik tersebut (jika ada); Untuk entitas anak,
ditambahkan informasi mengenai alamat entitas anak
tersebut;
nama entitas anak, perusahaan asosiasi, perusahaan
ventura bersama dimana Emiten atau Perusahaan
Publik memiliki pengendalian bersama entitas,
beserta persentase kepemilikan saham, bidang usaha,
total aset, dan status operasi Emiten atau Perusahaan
Publik tersebut (jika ada); Untuk entitas anak,
ditambahkan informasi mengenai alamat entitas anak
tersebut;
XV. kronologi pencatatan saham, jumlah saham, nilai
nominal, dan harga penawaran dari awal pencatatan
hingga akhir tahun buku serta nama Bursa Efek
dimana saham Emiten atau Perusahaan Publik
dicatatkan (jika ada);
kronologi pencatatan saham, jumlah saham, nilai
nominal, dan harga penawaran dari awal pencatatan
hingga akhir tahun buku serta nama Bursa Efek
dimana saham Emiten atau Perusahaan Publik
dicatatkan (jika ada);
XVI. kronologi pencatatan Efek lainnya selain Efek
sebagaimana dimaksud pada angka 15), yang paling
sedikit memuat nama Efek, tahun penerbitan, tanggal
jatuh tempo, nilai penawaran, dan peringkat Efek (jika
ada);
XVII. kronologi pencatatan Efek lainnya selain Efek
sebagaimana dimaksud pada angka 15), yang paling
sedikit memuat nama Efek, tahun penerbitan, tanggal
jatuh tempo, nilai penawaran, dan peringkat Efek (jika
ada);
XVIII. nama dan alamat lembaga dan/atau profesi
penunjang pasar modal;
XIX. nama dan alamat lembaga dan/atau profesi
penunjang pasar modal;
XX. dalam hal terdapat profesi penunjang pasar modal
yang memberikan jasa secara berkala kepada Emiten
atau Perusahaan Publik, diungkapkan informasi
mengenai jasa yang diberikan, komisi (fee), dan
periode penugasan; dan
XXI. dalam hal terdapat profesi penunjang pasar modal
yang memberikan jasa secara berkala kepada Emiten
atau Perusahaan Publik, diungkapkan informasi
mengenai jasa yang diberikan, komisi (fee), dan
periode penugasan; dan

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f. Analisis dan Pembahasan
Manajemen
Analisis dan pembahasan
manajemen memuat analisis
dan pembahasan mengenai
laporan keuangan dan
informasi penting lainnya
dengan penekanan pada
perubahan material yang
terjadi dalam tahun buku,
yaitu paling sedikit memuat:
f. Analisis dan Pembahasan
Manajemen
Analisis dan pembahasan
manajemen memuat analisis
dan pembahasan mengenai
laporan keuangan dan
informasi penting lainnya
dengan penekanan pada
perubahan material yang
terjadi dalam tahun buku,
yaitu paling sedikit memuat:
PT Elnusa Tbk
HALAMAN
PAGE
XXII. penghargaan dan/atau sertifikasi yang diterima
Emiten atau Perusahaan Publik baik yang berskala
nasional maupun internasional dalam tahun buku
terakhir (jika ada), yang memuat:
• nama penghargaan dan/atau sertifikasi;
• badan atau lembaga yang memberikan; dan
• masa berlaku penghargaan dan/atau sertifikasi (jika
ada);
XXIII. penghargaan dan/atau sertifikasi yang diterima
Emiten atau Perusahaan Publik baik yang berskala
nasional maupun internasional dalam tahun buku
terakhir (jika ada), yang memuat:
• nama penghargaan dan/atau sertifikasi;
• badan atau lembaga yang memberikan; dan
• masa berlaku penghargaan dan/atau sertifikasi (jika
ada);
I. tinjauan operasi per segmen operasi sesuai dengan jenis
industri Emiten atau Perusahaan Publik, paling sedikit
mengenai:
• produksi, yang meliputi proses, kapasitas, dan
perkembangannya;
• pendapatan/penjualan; dan
• profitabilitas;
I. tinjauan operasi per segmen operasi sesuai dengan jenis
industri Emiten atau Perusahaan Publik, paling sedikit
mengenai:
• produksi, yang meliputi proses, kapasitas, dan
perkembangannya;
• pendapatan/penjualan; dan
• profitabilitas;
II. kinerja keuangan komprehensif yang mencakup
perbandingan kinerja keuangan dalam 2 (dua) tahun
buku terakhir, penjelasan tentang penyebab adanya
perubahan dan dampak perubahan tersebut, paling
sedikit mengenai:
• aset lancar, aset tidak lancar, dan total aset;
• liabilitas jangka pendek, liabilitas jangka panjang, dan
total liabilitas;
• ekuitas;
• pendapatan/penjualan, beban, laba (rugi),
penghasilan komprehensif lain, dan total laba (rugi)
komprehensif; dan
• arus kas;
II. kinerja keuangan komprehensif yang mencakup
perbandingan kinerja keuangan dalam 2 (dua) tahun
buku terakhir, penjelasan tentang penyebab adanya
perubahan dan dampak perubahan tersebut, paling
sedikit mengenai:
• aset lancar, aset tidak lancar, dan total aset;
• liabilitas jangka pendek, liabilitas jangka panjang, dan
total liabilitas;
• ekuitas;
• pendapatan/penjualan, beban, laba (rugi),
penghasilan komprehensif lain, dan total laba (rugi)
komprehensif; dan
• arus kas;
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III. kemampuan membayar utang dengan menyajikan

perhitungan rasio yang relevan;
kemampuan membayar utang dengan menyajikan
perhitungan rasio yang relevan;
IV. tingkat kolektibilitas piutang Emiten atau Perusahaan
Publik dengan menyajikan perhitungan rasio yang
relevan;
tingkat kolektibilitas piutang Emiten atau Perusahaan
Publik dengan menyajikan perhitungan rasio yang
relevan;
V. struktur modal (capital structure) dan kebijakan
manajemen atas struktur modal (capital structure)
tersebut disertai dasar penentuan kebijakan
dimaksud;
struktur modal (capital structure) dan kebijakan
manajemen atas struktur modal (capital structure)
tersebut disertai dasar penentuan kebijakan
dimaksud;
VI. bahasan mengenai ikatan yang material untuk
investasi barang modal dengan penjelasan paling
sedikit meliputi:
• tujuan dari ikatan tersebut;
• sumber dana yang diharapkan untuk memenuhi
ikatan tersebut;
• mata uang yang menjadi denominasi; dan
• langkah yang direncanakan Emiten atau
Perusahaan Publik untuk melindungi risiko dari
posisi mata uang asing yang terkait;
. bahasan mengenai ikatan yang material untuk
investasi barang modal dengan penjelasan paling
sedikit meliputi:
• tujuan dari ikatan tersebut;
• sumber dana yang diharapkan untuk memenuhi
ikatan tersebut;
• mata uang yang menjadi denominasi; dan
• langkah yang direncanakan Emiten atau
Perusahaan Publik untuk melindungi risiko dari
posisi mata uang asing yang terkait;
VII. bahasan mengenai investasi barang modal yang
direalisasikan dalam tahun buku terakhir, paling
sedikit meliputi:
• jenis investasi barang modal;
• tujuan investasi barang modal; dan
• nilai investasi barang modal yang dikeluarkan;
bahasan mengenai investasi barang modal yang
direalisasikan dalam tahun buku terakhir, paling
sedikit meliputi:
• jenis investasi barang modal;
• tujuan investasi barang modal; dan
• nilai investasi barang modal yang dikeluarkan;
VIII. informasi dan fakta material yang terjadi setelah
tanggal laporan akuntan (jika ada);
informasi dan fakta material yang terjadi setelah
tanggal laporan akuntan (jika ada);

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IX. prospek usaha dari Emiten atau Perusahaan

Publik dikaitkan dengan kondisi industri, ekonomi
secara umum dan pasar internasional disertai data
pendukung kuantitatif dari sumber data yang layak
dipercaya;
prospek usaha dari Emiten atau Perusahaan
Publik dikaitkan dengan kondisi industri, ekonomi
secara umum dan pasar internasional disertai data
pendukung kuantitatif dari sumber data yang layak
dipercaya;
X. perbandingan antara target/proyeksi pada awal
tahun buku dengan hasil yang dicapai (realisasi),
mengenai:
• pendapatan/penjualan;
• laba (rugi);
• struktur modal (capital structure); atau
• hal lainnya yang dianggap penting bagi Emiten
atau Perusahaan Publik;
perbandingan antara target/proyeksi pada awal
tahun buku dengan hasil yang dicapai (realisasi),
mengenai:
• pendapatan/penjualan;
• laba (rugi);
• struktur modal (capital structure); atau
• hal lainnya yang dianggap penting bagi Emiten
atau Perusahaan Publik;
XI. target/proyeksi yang ingin dicapai Emiten atau
Perusahaan Publik untuk 1 (satu) tahun mendatang,
mengenai:
• pendapatan/penjualan;
• laba (rugi);
• struktur modal (capital structure);
• kebijakan dividen; atau
• hal lainnya yang dianggap penting bagi Emiten
atau Perusahaan Publik;
target/proyeksi yang ingin dicapai Emiten atau
Perusahaan Publik untuk 1 (satu) tahun mendatang,
mengenai:
• pendapatan/penjualan;
• laba (rugi);
• struktur modal (capital structure);
• kebijakan dividen; atau
• hal lainnya yang dianggap penting bagi Emiten
atau Perusahaan Publik;
XII. aspek pemasaran atas barang dan/atau jasa Emiten
atau Perusahaan Publik, paling sedikit mengenai
strategi pemasaran dan pangsa pasar;
aspek pemasaran atas barang dan/atau jasa Emiten
atau Perusahaan Publik, paling sedikit mengenai
strategi pemasaran dan pangsa pasar;

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XIII. uraian mengenai dividen selama 2 (dua) tahun buku

terakhir (jika ada), paling sedikit:
• kebijakan dividen;
• tanggal pembayaran dividen kas dan/atau tanggal
distribusi dividen non kas;
• jumlah dividen per saham (kas dan/atau non kas);
dan
• jumlah dividen per tahun yang dibayar;
. uraian mengenai dividen selama 2 (dua) tahun buku
terakhir (jika ada), paling sedikit:
• kebijakan dividen;
• tanggal pembayaran dividen kas dan/atau tanggal
distribusi dividen non kas;
• jumlah dividen per saham (kas dan/atau non kas);
dan
• jumlah dividen per tahun yang dibayar;
XIV. realisasi penggunaan dana hasil Penawaran Umum,
dengan ketentuan:
• dalam hal selama tahun buku, Emiten memiliki
kewajiban menyampaikan laporan realisasi
penggunaan dana, maka diungkapkan realisasi
penggunaan dana hasil Penawaran Umum secara
kumulatif sampai dengan akhir tahun buku; dan
• dalam hal terdapat perubahan penggunaan dana
sebagaimana diatur dalam Peraturan Otoritas Jasa
Keuangan tentang Laporan Realisasi Penggunaan
Dana Hasil Penawaran Umum, maka Emiten
menjelaskan perubahan tersebut;
realisasi penggunaan dana hasil Penawaran Umum,
dengan ketentuan:
• dalam hal selama tahun buku, Emiten memiliki
kewajiban menyampaikan laporan realisasi
penggunaan dana, maka diungkapkan realisasi
penggunaan dana hasil Penawaran Umum secara
kumulatif sampai dengan akhir tahun buku; dan
• dalam hal terdapat perubahan penggunaan dana
sebagaimana diatur dalam Peraturan Otoritas Jasa
Keuangan tentang Laporan Realisasi Penggunaan
Dana Hasil Penawaran Umum, maka Emiten
menjelaskan perubahan tersebut;
XV. informasi material (jika ada), antara lain mengenai
investasi, ekspansi, divestasi, penggabungan/
peleburan usaha, akuisisi, restrukturisasi utang/
modal, transaksi Afiliasi, dan transaksi yang
mengandung benturan kepentingan,yang terjadi pada
tahun buku, antara lain memuat:
• tanggal, nilai, dan objek transaksi;
• nama pihak yang melakukan transaksi;
• sifat hubungan Afiliasi (jika ada);
• penjelasan mengenai kewajaran transaksi; dan
• pemenuhan ketentuan terkait;
informasi material (jika ada), antara lain mengenai
investasi, ekspansi, divestasi, penggabungan/
peleburan usaha, akuisisi, restrukturisasi utang/
modal, transaksi Afiliasi, dan transaksi yang
mengandung benturan kepentingan,yang terjadi pada
tahun buku, antara lain memuat:
• tanggal, nilai, dan objek transaksi;
• nama pihak yang melakukan transaksi;
• sifat hubungan Afiliasi (jika ada);
• penjelasan mengenai kewajaran transaksi; dan
• pemenuhan ketentuan terkait;

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g. Tata Kelola Emiten atau
Perusahaan Publik
Tata kelola Emiten atau
Perusahaan Publik paling
sedikit memuat uraian singkat
mengenai:
PT Elnusa Tbk
HALAMAN
PAGE
XVI. perubahan ketentuan peraturan perundang-
undangan yang berpengaruh signifikan terhadap
Emiten atau Perusahaan Publik dan dampaknya
terhadap laporan keuangan (jika ada); dan
perubahan ketentuan peraturan perundang-
undangan yang berpengaruh signifikan terhadap
Emiten atau Perusahaan Publik dan dampaknya
terhadap laporan keuangan (jika ada); dan
XVII. perubahan kebijakan akuntansi, alasan dan
dampaknya terhadap laporan keuangan (jika ada);
perubahan kebijakan akuntansi, alasan dan
dampaknya terhadap laporan keuangan (jika ada);
I. Direksi, mencakup antara lain:
• tugas dan tanggung jawab masing-masing anggota
Direksi;
• pernyataan bahwa Direksi memiliki pedoman atau
piagam (charter) Direksi;
• prosedur, dasar penetapan, struktur, dan besarnya
remunerasi masing-masing anggota Direksi, serta
hubungan antara remunerasi dengan kinerja
Emiten atau Perusahaan Publik;
• kebijakan dan pelaksanaan tentang frekuensi rapat
Direksi, termasuk rapat bersama Dewan Komisaris,
dan tingkat kehadiran anggota Direksi dalam rapat
tersebut;
• informasi mengenai keputusan RUPS 1 (satu)
tahun sebelumnya, meliputi:
» keputusan RUPS yang direalisasikan pada tahun
buku; dan
» alasan dalam hal terdapat keputusan yang
belum direalisasikan;
• informasi mengenai keputusan RUPS pada tahun
buku, meliputi:
» keputusan RUPS yang direalisasikan pada tahun
buku; dan
» alasan dalam hal terdapat keputusan yang
belum direalisasikan; dan
• penilaian terhadap kinerja komite yang
mendukung pelaksanaan tugas Direksi;
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DESCRIPTION
g. Tata Kelola Emiten atau
Perusahaan Publik
Tata kelola Emiten atau
Perusahaan Publik paling
sedikit memuat uraian singkat
mengenai:
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HALAMAN
PAGE
I. Direksi, mencakup antara lain:
• tugas dan tanggung jawab masing-masing anggota
Direksi;
• pernyataan bahwa Direksi memiliki pedoman atau
piagam (charter) Direksi;
• prosedur, dasar penetapan, struktur, dan besarnya
remunerasi masing-masing anggota Direksi, serta
hubungan antara remunerasi dengan kinerja
Emiten atau Perusahaan Publik;
• kebijakan dan pelaksanaan tentang frekuensi rapat
Direksi, termasuk rapat bersama Dewan Komisaris,
dan tingkat kehadiran anggota Direksi dalam rapat
tersebut;
• informasi mengenai keputusan RUPS 1 (satu)
tahun sebelumnya, meliputi:
» keputusan RUPS yang direalisasikan pada tahun
buku; dan
» alasan dalam hal terdapat keputusan yang
belum direalisasikan;
• informasi mengenai keputusan RUPS pada tahun
buku, meliputi:
» keputusan RUPS yang direalisasikan pada tahun
buku; dan
» alasan dalam hal terdapat keputusan yang
belum direalisasikan; dan
• penilaian terhadap kinerja komite yang
mendukung pelaksanaan tugas Direksi;
PT Elnusa Tbk
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DESCRIPTION PAGE

II. Dewan Komisaris, mencakup antara lain:

• tugas dan tanggung jawab Dewan Komisaris;
• pernyataan bahwa Dewan Komisaris memiliki
pedoman atau piagam (charter) Dewan Komisaris;
• prosedur, dasar penetapan, struktur, dan besarnya
remunerasi masing-masing anggota Dewan
Komisaris;
• kebijakan dan pelaksanaan tentang frekuensi rapat
Dewan Komisaris, termasuk rapat bersama Direksi,
dan tingkat kehadiran anggota Dewan Komisaris
dalam rapat tersebut;
• e) kebijakan Emiten atau Perusahaan Publik
tentang penilaian terhadap kinerja anggota
Direksi dan anggota Dewan Komisaris dan
pelaksanaannya, paling sedikit meliputi:
» prosedur pelaksanaan penilaian kinerja;
» kriteria yang digunakan; dan
» pihak yang melakukan penilaian;
• penilaian terhadap kinerja komite yang
mendukung pelaksanaan tugas Dewan Komisaris;
dan
• dalam hal Dewan Komisaris tidak membentuk
Komite Nominasi dan Remunerasi, dimuat
informasi paling sedikit mengenai:
» alasan tidak dibentuknya komite; dan
» prosedur nominasi dan remunerasi yang
dilakukan dalam tahun buku;

II. Dewan Komisaris, mencakup antara lain:

• tugas dan tanggung jawab Dewan Komisaris;
• pernyataan bahwa Dewan Komisaris memiliki
pedoman atau piagam (charter) Dewan Komisaris;
• prosedur, dasar penetapan, struktur, dan besarnya
remunerasi masing-masing anggota Dewan
Komisaris;
• kebijakan dan pelaksanaan tentang frekuensi rapat
Dewan Komisaris, termasuk rapat bersama Direksi,
dan tingkat kehadiran anggota Dewan Komisaris
dalam rapat tersebut;
• e) kebijakan Emiten atau Perusahaan Publik
tentang penilaian terhadap kinerja anggota
Direksi dan anggota Dewan Komisaris dan
pelaksanaannya, paling sedikit meliputi:
» prosedur pelaksanaan penilaian kinerja;
» kriteria yang digunakan; dan
» pihak yang melakukan penilaian;
• penilaian terhadap kinerja komite yang
mendukung pelaksanaan tugas Dewan Komisaris;
dan
• dalam hal Dewan Komisaris tidak membentuk
Komite Nominasi dan Remunerasi, dimuat
informasi paling sedikit mengenai:
» alasan tidak dibentuknya komite; dan
» prosedur nominasi dan remunerasi yang
dilakukan dalam tahun buku;

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III. Dewan Pengawas Syariah, bagi Emiten atau

Perusahaan Publik yang menjalankan kegiatan usaha
berdasarkan prinsip syariah sebagaimana tertuang
dalam anggaran dasar, paling sedikit memuat:
• nama;
• tugas dan tanggung jawab Dewan Pengawas
Syariah; dan
• frekuensi dan cara pemberian nasihat dan saran
serta pengawasan pemenuhan Prinsip Syariah di
Pasar Modal terhadap Emiten atau Perusahaan
Publik;
III. Dewan Pengawas Syariah, bagi Emiten atau
Perusahaan Publik yang menjalankan kegiatan usaha
berdasarkan prinsip syariah sebagaimana tertuang
dalam anggaran dasar, paling sedikit memuat:
• nama;
• tugas dan tanggung jawab Dewan Pengawas
Syariah; dan
• frekuensi dan cara pemberian nasihat dan saran
serta pengawasan pemenuhan Prinsip Syariah di
Pasar Modal terhadap Emiten atau Perusahaan
Publik;
IV. Komite Audit, mencakup antara lain:
• nama dan jabatannya dalam keanggotaan komite;
• usia;
• kewarganegaraan;
• riwayat pendidikan;
• riwayat jabatan, meliputi informasi:
» dasar hukum penunjukan sebagai anggota
komite;
» rangkap jabatan, baik sebagai anggota Dewan
Komisaris, anggota Direksi, dan/atau anggota
komite serta jabatan lainnya (jika ada); dan
» pengalaman kerja beserta periode waktunya
baik di dalam maupun di luar Emiten atau
Perusahaan Publik;
• periode dan masa jabatan anggota Komite Audit;
• pernyataan independensi Komite Audit;
• kebijakan dan pelaksanaan tentang frekuensi
rapat Komite Audit dan tingkat kehadiran anggota
Komite Audit dalam rapat tersebut;
• pendidikan dan/atau pelatihan yang telah diikuti
dalam tahun buku (jika ada); dan
• pelaksanaan kegiatan Komite Audit pada tahun
buku sesuai dengan yang dicantumkan dalam
pedoman atau piagam (charter) Komite Audit;

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IV. Komite Audit, mencakup antara lain:

• nama dan jabatannya dalam keanggotaan komite;
• usia;
• kewarganegaraan;
• riwayat pendidikan;
• riwayat jabatan, meliputi informasi:
» dasar hukum penunjukan sebagai anggota
komite;
» rangkap jabatan, baik sebagai anggota Dewan
Komisaris, anggota Direksi, dan/atau anggota
komite serta jabatan lainnya (jika ada); dan
» pengalaman kerja beserta periode waktunya
baik di dalam maupun di luar Emiten atau
Perusahaan Publik;
• periode dan masa jabatan anggota Komite Audit;
• pernyataan independensi Komite Audit;
• kebijakan dan pelaksanaan tentang frekuensi
rapat Komite Audit dan tingkat kehadiran anggota
Komite Audit dalam rapat tersebut;
• pendidikan dan/atau pelatihan yang telah diikuti
dalam tahun buku (jika ada); dan
• pelaksanaan kegiatan Komite Audit pada tahun
buku sesuai dengan yang dicantumkan dalam
pedoman atau piagam (charter) Komite Audit;
V. komite lain yang dimiliki Emiten atau Perusahaan
Publik dalam rangka mendukung fungsi dan tugas
Direksi dan/atau Dewan Komisaris, seperti Komite
Nominasi dan Remunerasi, mencakup antara lain:
• nama dan jabatannya dalam keanggotaan komite;
• usia;
• kewarganegaraan;
• riwayat pendidikan;
• riwayat jabatan, meliputi informasi:
» dasar hukum penunjukan sebagai anggota
komite;
» rangkap jabatan, baik sebagai anggota Dewan
Komisaris, anggota Direksi, dan/atau anggota
komite serta jabatan lainnya (jika ada); dan
» pengalaman kerja beserta periode waktunya
baik di dalam maupun di luar Emiten atau
Perusahaan Publik;
• periode dan masa jabatan anggota komite;
• uraian tugas dan tanggung jawab;
• pernyataan bahwa telah memiliki pedoman atau
piagam (charter) komite;
• pernyataan independensi komite;
• kebijakan dan pelaksanaan tentang frekuensi rapat
komite dan tingkat kehadiran anggota komite
dalam rapat tersebut;
• pendidikan dan/atau pelatihan yang telah diikuti
dalam tahun buku (jika ada); dan
• uraian singkat pelaksanaan kegiatan komite pada
tahun buku;

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V. komite lain yang dimiliki Emiten atau Perusahaan

Publik dalam rangka mendukung fungsi dan tugas
Direksi dan/atau Dewan Komisaris, seperti Komite
Nominasi dan Remunerasi, mencakup antara lain:
• nama dan jabatannya dalam keanggotaan komite;
• usia;
• kewarganegaraan;
• riwayat pendidikan;
• riwayat jabatan, meliputi informasi:
» dasar hukum penunjukan sebagai anggota
komite;
» rangkap jabatan, baik sebagai anggota Dewan
Komisaris, anggota Direksi, dan/atau anggota
komite serta jabatan lainnya (jika ada); dan
» pengalaman kerja beserta periode waktunya
baik di dalam maupun di luar Emiten atau
Perusahaan Publik;
• periode dan masa jabatan anggota komite;
• uraian tugas dan tanggung jawab;
• pernyataan bahwa telah memiliki pedoman atau
piagam (charter) komite;
• pernyataan independensi komite;
• kebijakan dan pelaksanaan tentang frekuensi rapat
komite dan tingkat kehadiran anggota komite
dalam rapat tersebut;
• pendidikan dan/atau pelatihan yang telah diikuti
dalam tahun buku (jika ada); dan
• uraian singkat pelaksanaan kegiatan komite pada
tahun buku;
VI. Sekretaris Perusahaan, mencakup antara lain:
• nama;
• domisili;
• iwayat jabatan, meliputi informasi:
» dasar hukum penunjukan sebagai Sekretaris
Perusahaan; dan
» pengalaman kerja beserta periode waktunya
baik di dalam maupun di luar Emiten atau
Perusahaan Publik;
• riwayat pendidikan;
• pendidikan dan/atau pelatihan yang diikuti dalam
tahun buku; dan
• uraian singkat pelaksanaan tugas Sekretaris
Perusahaan pada tahun buku;

VI. Sekretaris Perusahaan, mencakup antara lain:

• nama;
• domisili;
• iwayat jabatan, meliputi informasi:
» dasar hukum penunjukan sebagai Sekretaris
Perusahaan; dan
» pengalaman kerja beserta periode waktunya
baik di dalam maupun di luar Emiten atau
Perusahaan Publik;
• riwayat pendidikan;
• pendidikan dan/atau pelatihan yang diikuti dalam
tahun buku; dan
• uraian singkat pelaksanaan tugas Sekretaris
Perusahaan pada tahun buku;

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VII. Unit Audit Internal, mencakup antara lain:

• nama kepala Unit Audit Internal;
• riwayat jabatan, meliputi informasi:
» dasar hukum penunjukan sebagai kepala Unit
Audit Internal; dan
» pengalaman kerja beserta periode waktunya
baik di dalam maupun di luar Emiten atau
Perusahaan Publik;
• kualifikasi atau sertifikasi sebagai profesi audit
internal (jika ada);
• pendidikan dan/atau pelatihan yang diikuti dalam
tahun buku;
• struktur dan kedudukan Unit Audit Internal;
• uraian tugas dan tanggung jawab;
• pernyataan bahwa telah memiliki pedoman atau
piagam (charter) Unit Audit Internal; dan
• uraian singkat pelaksanaan tugas Unit Audit
Internal pada tahun buku;

VII. Unit Audit Internal, mencakup antara lain:

• nama kepala Unit Audit Internal;
• riwayat jabatan, meliputi informasi:
» dasar hukum penunjukan sebagai kepala Unit
Audit Internal; dan
» pengalaman kerja beserta periode waktunya
baik di dalam maupun di luar Emiten atau
Perusahaan Publik;
• kualifikasi atau sertifikasi sebagai profesi audit
internal (jika ada);
• pendidikan dan/atau pelatihan yang diikuti dalam
tahun buku;
• struktur dan kedudukan Unit Audit Internal;
• uraian tugas dan tanggung jawab;
• pernyataan bahwa telah memiliki pedoman atau
piagam (charter) Unit Audit Internal; dan
• uraian singkat pelaksanaan tugas Unit Audit
Internal pada tahun buku;
VIII. uraian mengenai sistem pengendalian internal
(internal control) yang diterapkan oleh Emiten atau
Perusahaan Publik, paling sedikit mengenai:
• pengendalian keuangan dan operasional, serta
kepatuhan terhadap peraturan perundang-
undangan lainnya; dan
• tinjauan atas efektivitas sistem pengendalian
internal;

VIII. uraian mengenai sistem pengendalian internal

(internal control) yang diterapkan oleh Emiten atau
Perusahaan Publik, paling sedikit mengenai:
• a) pengendalian keuangan dan operasional,
serta kepatuhan terhadap peraturan perundang-
undangan lainnya; dan
• b) tinjauan atas efektivitas sistem pengendalian
internal;

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 KETERANGAN HALAMAN
DESCRIPTION PAGE

IX. sistem manajemen risiko yang diterapkan oleh

Emiten atau Perusahaan Publik, paling sedikit
mengenai:
• gambaran umum mengenai sistem manajemen
risiko Emiten atau Perusahaan Publik;
• jenis risiko dan cara pengelolaannya; dan
• tinjauan atas efektivitas sistem manajemen risiko
Emiten atau Perusahaan Publik;
IX. sistem manajemen risiko yang diterapkan oleh
Emiten atau Perusahaan Publik, paling sedikit
mengenai:
• gambaran umum mengenai sistem manajemen
risiko Emiten atau Perusahaan Publik;
• jenis risiko dan cara pengelolaannya; dan
• tinjauan atas efektivitas sistem manajemen risiko
Emiten atau Perusahaan Publik;
X. perkara penting yang dihadapi oleh Emiten atau
Perusahaan Publik, entitas anak, anggota Direksi
dan anggota Dewan Komisaris (jika ada), antara lain
meliputi:
• pokok perkara/gugatan;
• status penyelesaian perkara/gugatan; dan
• pengaruhnya terhadap kondisi Emiten atau
Perusahaan Publik;
X. perkara penting yang dihadapi oleh Emiten atau
Perusahaan Publik, entitas anak, anggota Direksi
dan anggota Dewan Komisaris (jika ada), antara lain
meliputi:
• pokok perkara/gugatan;
• status penyelesaian perkara/gugatan; dan
• pengaruhnya terhadap kondisi Emiten atau
Perusahaan Publik;
XI. informasi tentang sanksi administratif yang dikenakan
kepada Emiten atau Perusahaan Publik, anggota
Dewan Komisaris dan Direksi, oleh otoritas Pasar
Modal dan otoritas lainnya pada tahun buku (jika
ada);
XI. informasi tentang sanksi administratif yang dikenakan
kepada Emiten atau Perusahaan Publik, anggota
Dewan Komisaris dan Direksi, oleh otoritas Pasar
Modal dan otoritas lainnya pada tahun buku (jika
ada);
XII. informasi mengenai kode etik Emiten atau
Perusahaan Publik meliputi:
• pokok-pokok kode etik;
• bentuk sosialisasi kode etik dan upaya
penegakannya; dan
• pernyataan bahwa kode etik berlaku bagi anggota
Direksi, anggota Dewan Komisaris, dan karyawan
Emiten atau Perusahaan Publik;
XII. informasi mengenai kode etik Emiten atau
Perusahaan Publik meliputi:
• pokok-pokok kode etik;
• bentuk sosialisasi kode etik dan upaya
penegakannya; dan
• pernyataan bahwa kode etik berlaku bagi anggota
Direksi, anggota Dewan Komisaris, dan karyawan
Emiten atau Perusahaan Publik;
XIII. informasi mengenai budaya perusahaan (corporate
culture) atau nilai-nilai perusahaan (jika ada);
XIII. informasi mengenai budaya perusahaan (corporate
culture) atau nilai-nilai perusahaan (jika ada);

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 KETERANGAN HALAMAN
DESCRIPTION PAGE

XIV. uraian mengenai program kepemilikan saham oleh

karyawan dan/atau manajemen yang dilaksanakan
Emiten atau Perusahaan Publik (jika ada), antara lain
mengenai:
• jumlah saham dan/atau opsi;
• jangka waktu pelaksanaan;
• persyaratan karyawan dan/atau manajemen yang
berhak; dan
• harga pelaksanaan;
XIV. uraian mengenai program kepemilikan saham oleh
karyawan dan/atau manajemen yang dilaksanakan
Emiten atau Perusahaan Publik (jika ada), antara lain
mengenai:
• jumlah saham dan/atau opsi;
• jangka waktu pelaksanaan;
• persyaratan karyawan dan/atau manajemen yang
berhak; dan
• harga pelaksanaan;
XV. uraian mengenai sistem pelaporan pelanggaran
(whistleblowing system) di Emiten atau Perusahaan
Publik (jika ada), antara lain meliputi:
• cara penyampaian laporan pelanggaran;
• perlindungan bagi pelapor;
• penanganan pengaduan;
• pihak yang mengelola pengaduan; dan
• hasil dari penanganan pengaduan, paling sedikit
meliputi:
» jumlah pengaduan yang masuk dan diproses
dalam tahun buku; dan
» tindak lanjut pengaduan;
XV. uraian mengenai sistem pelaporan pelanggaran
(whistleblowing system) di Emiten atau Perusahaan
Publik (jika ada), antara lain meliputi:
• cara penyampaian laporan pelanggaran;
• perlindungan bagi pelapor;
• penanganan pengaduan;
• pihak yang mengelola pengaduan; dan
• hasil dari penanganan pengaduan, paling sedikit
meliputi:
» jumlah pengaduan yang masuk dan diproses
dalam tahun buku; dan
» tindak lanjut pengaduan;
XVI. penerapan atas Pedoman Tata Kelola Perusahaan
Terbuka bagi Emiten yang menerbitkan Efek Bersifat
Ekuitas atau Perusahaan Publik, meliputi:
• pernyataan mengenai rekomendasi yang telah
dilaksanakan; dan/atau
• penjelasan atas rekomendasi yang belum
dilaksanakan, disertai alasan dan alternatif
pelaksanaannya (jika ada);
XVI. penerapan atas Pedoman Tata Kelola Perusahaan
Terbuka bagi Emiten yang menerbitkan Efek Bersifat
Ekuitas atau Perusahaan Publik, meliputi:
• a) pernyataan mengenai rekomendasi yang telah
dilaksanakan; dan/atau
• b) penjelasan atas rekomendasi yang belum
dilaksanakan, disertai alasan dan alternatif
pelaksanaannya (jika ada);

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 421

 KETERANGAN
DESCRIPTION
h. Tanggung Jawab Sosial dan
Lingkungan Emiten atau
Perusahaan Publik
Tanggung Jawab Sosial dan
Lingkungan Emiten atau
Perusahaan Publik
422 Annual Report 2019 Laporan Tahunan
HALAMAN
PAGE
I. Informasi mengenai tanggung jawab sosial dan
lingkungan Emiten atau Perusahaan Publik meliputi
kebijakan, jenis program, dan biaya yang dikeluarkan,
antara lain terkait aspek:
I. Informasi mengenai tanggung jawab sosial dan
lingkungan Emiten atau Perusahaan Publik meliputi
kebijakan, jenis program, dan biaya yang dikeluarkan,
antara lain terkait aspek:
• lingkungan hidup, antara lain:
» penggunaan material dan energi yang ramah
lingkungan dan dapat didaur ulang;
» sistem pengolahan limbah Emiten atau
Perusahaan Publik;
» mekanisme pengaduan masalah lingkungan;
dan
» sertifikasi di bidang lingkungan yang dimiliki;
• lingkungan hidup, antara lain:
» penggunaan material dan energi yang ramah
lingkungan dan dapat didaur ulang;
» sistem pengolahan limbah Emiten atau
Perusahaan Publik;
» mekanisme pengaduan masalah lingkungan;
dan
» sertifikasi di bidang lingkungan yang dimiliki;
• praktik ketenagakerjaan, kesehatan, dan
keselamatan kerja, antara lain:
» kesetaraan gender dan kesempatan kerja;
» sarana dan keselamatan kerja;
» tingkat perpindahan (turnover) karyawan;
» tingkat kecelakaan kerja;
» pendidikan dan/atau pelatihan;
» remunerasi; dan
» mekanisme pengaduan masalah
ketenagakerjaan;
• praktik ketenagakerjaan, kesehatan, dan
keselamatan kerja, antara lain:
» kesetaraan gender dan kesempatan kerja;
» sarana dan keselamatan kerja;
» tingkat perpindahan (turnover) karyawan;
» tingkat kecelakaan kerja;
» pendidikan dan/atau pelatihan;
» remunerasi; dan
» mekanisme pengaduan masalah
ketenagakerjaan;
PT Elnusa Tbk
 KETERANGAN HALAMAN
DESCRIPTION PAGE

• pengembangan sosial dan kemasyarakatan, antara

lain:
» penggunaan tenaga kerja lokal;
» pemberdayaan masyarakat sekitar Emiten
atau Perusahaan Publik antara lain melalui
penggunaan bahan baku yang dihasilkan oleh
masyarakat atau pemberian edukasi;
» perbaikan sarana dan prasarana sosial;
» bentuk donasi lainnya; dan
» komunikasi mengenai kebijakan dan prosedur
anti korupsi di Emiten atau Perusahaan Publik,
serta pelatihan mengenai anti korupsi (jika
ada);
• pengembangan sosial dan kemasyarakatan, antara
lain:
» penggunaan tenaga kerja lokal;
» pemberdayaan masyarakat sekitar Emiten
atau Perusahaan Publik antara lain melalui
penggunaan bahan baku yang dihasilkan oleh
masyarakat atau pemberian edukasi;
» perbaikan sarana dan prasarana sosial;
» bentuk donasi lainnya; dan
» komunikasi mengenai kebijakan dan prosedur
anti korupsi di Emiten atau Perusahaan Publik,
serta pelatihan mengenai anti korupsi (jika
ada);
• tanggung jawab barang dan/atau jasa, antara lain:
» kesehatan dan keselamatan konsumen;
» informasi barang dan/atau jasa; dan
» sarana, jumlah, dan penanggulangan atas
pengaduan konsumen.
• tanggung jawab barang dan/atau jasa, antara lain:
» kesehatan dan keselamatan konsumen;
» informasi barang dan/atau jasa; dan
» sarana, jumlah, dan penanggulangan atas
pengaduan konsumen.
II. Dalam hal Emiten atau Perusahaan Publik
menyajikan informasi mengenai tanggung jawab
sosial dan lingkungan sebagaimana dimaksud
pada angka 1) pada laporan tersendiri seperti
laporan tanggung jawab sosial dan lingkungan
atau laporan keberlanjutan (sustainability report),
Emiten atau Perusahaan Publik dikecualikan untuk
mengungkapkan informasi mengenai tanggung jawab
sosial dan lingkungan dalam Laporan Tahunan; dan
II. Dalam hal Emiten atau Perusahaan Publik
menyajikan informasi mengenai tanggung jawab
sosial dan lingkungan sebagaimana dimaksud
pada angka 1) pada laporan tersendiri seperti
laporan tanggung jawab sosial dan lingkungan
atau laporan keberlanjutan (sustainability report),
Emiten atau Perusahaan Publik dikecualikan untuk
mengungkapkan informasi mengenai tanggung jawab
sosial dan lingkungan dalam Laporan Tahunan; dan
III. Laporan sebagaimana dimaksud pada angka 2)
disampaikan kepada Otoritas Jasa Keuangan
bersamaan dengan penyampaian Laporan Tahunan;
III. Laporan sebagaimana dimaksud pada angka 2)
disampaikan kepada Otoritas Jasa Keuangan
bersamaan dengan penyampaian Laporan Tahunan;

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 KETERANGAN HALAMAN
DESCRIPTION PAGE

i. Laporan Keuangan Tahunan

yang Telah Diaudit
Laporan keuangan tahunan
yang dimuat dalam Laporan
Tahunan disusun sesuai
dengan Standar Akuntansi
Keuangan di Indonesia dan
telah diaudit oleh Akuntan.
Laporan keuangan dimaksud
memuat pernyataan mengenai
pertanggungjawaban
atas laporan keuangan
sebagaimana diatur dalam
peraturan perundang-
undangan di sektor Pasar
Modal yang mengatur
mengenai tanggung jawab
Direksi atas laporan keuangan
atau peraturan perundang-
undangan di sektor Pasar
Modal yang mengatur
mengenai laporan berkala
Perusahaan Efek dalam
hal Emiten merupakan
Perusahaan Efek; dan

Laporan Keuangan Tahunan

yang Telah Diaudit
Laporan keuangan tahunan
yang dimuat dalam Laporan
Tahunan disusun sesuai
dengan Standar Akuntansi
Keuangan di Indonesia dan
telah diaudit oleh Akuntan.
Laporan keuangan dimaksud
memuat pernyataan mengenai
pertanggungjawaban
atas laporan keuangan
sebagaimana diatur dalam
peraturan perundang-
undangan di sektor Pasar
Modal yang mengatur
mengenai tanggung jawab
Direksi atas laporan keuangan
atau peraturan perundang-
undangan di sektor Pasar
Modal yang mengatur
mengenai laporan berkala
Perusahaan Efek dalam
hal Emiten merupakan
Perusahaan Efek; dan

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 KETERANGAN HALAMAN
DESCRIPTION PAGE

j. Surat Pernyataan Anggota

Direksi dan Anggota Dewan
Komisaris tentang Tanggung
Jawab atas Laporan Tahunan
Surat pernyataan anggota
Direksi dan anggota Dewan
Komisaris tentang tanggung
jawab atas Laporan Tahunan
disusun sesuai dengan format
Surat Pernyataan Anggota
Direksi dan Anggota Dewan
Komisaris tentang Tanggung
Jawab atas Laporan Tahunan
sebagaimana tercantum dalam
Lampiran yang merupakan
bagian tidak terpisahkan dari
Surat Edaran Otoritas Jasa
Keuangan ini.

Surat Pernyataan Anggota

Direksi dan Anggota Dewan
Komisaris tentang Tanggung
Jawab atas Laporan Tahunan
Surat pernyataan anggota
Direksi dan anggota Dewan
Komisaris tentang tanggung
jawab atas Laporan Tahunan
disusun sesuai dengan format
Surat Pernyataan Anggota
Direksi dan Anggota Dewan
Komisaris tentang Tanggung
Jawab atas Laporan Tahunan
sebagaimana tercantum dalam
Lampiran yang merupakan
bagian tidak terpisahkan dari
Surat Edaran Otoritas Jasa
Keuangan ini.

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 425

 Halaman ini sengaja dikosongkan.
This page is intentionally left blank.
 PT Elnusa Tbk
dan ent it as anaknya/ and it s subsidiaries

Laporan keuangan konsolidasian

tanggal 31 Desember 2019
dan untuk tahun yang berakhir pada tanggal tersebut
beserta laporan auditor independen/
Consolidated financial statements
as of December 31, 2019
and for the year then ended
with independent auditors’ report

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 427

428 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk
 The original consolidated financial statements included herein
are in the Indonesian language.

PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
LAPORAN KEUANGAN KONSOLIDASIAN CONSOLIDATED FINANCIAL STATEMENTS
TANGGAL 31 DESEMBER 2019 AS OF DECEMBER 31, 2019
DAN UNTUK TAHUN YANG BERAKHIR AND FOR THE YEAR THEN ENDED
PADA TANGGAL TERSEBUT WITH INDEPENDENT AUDITORS’ REPORT
BESERTA LAPORAN AUDITOR INDEPENDEN

Daftar Isi Table of Contents

Halaman/
Page

Laporan Auditor Independen Independent Auditors’ Report

Laporan Posisi Keuangan Konsolidasian........................ 1-2 ............Consolidated Statement of Financial Position

Laporan Laba Rugi dan Penghasilan Consolidated Statement of Profit or Loss

Komprehensif Lain Konsolidasian............................ 3 .......................and Other Comprehensive Income

Laporan Perubahan Ekuitas Konsolidasian .................... 4 ...........Consolidated Statement of Changes in Equity

Laporan Arus Kas Konsolidasian .................................... 5 ..................... Consolidated Statement of Cash Flows

Catatan Atas Laporan Keuangan Konsolidasian............. 6-108 ....... Notes to the Consolidated Financial Statements

Lampiran I: Informasi Keuangan Entitas Induk .............. 109-114 ......... Appendix I: Parent Entity Financial Information

**************************

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 429

430 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk
PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 431
432 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk
 The original consolidated financial statements included herein
are in the Indonesian language.

PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
LAPORAN POSISI KEUANGAN CONSOLIDATED STATEMENT OF
KONSOLIDASIAN FINANCIAL POSITION
Tanggal 31 Desember 2019 As of December 31, 2019
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

31 Desember/ 31 Desember/
December 31, Catatan/ December 31,
2019 Notes 2018
ASET ASSETS

ASET LANCAR CURRENT ASSETS

Kas dan setara kas 856.122 2f,2g,4,30a 719.457 Cash and cash equivalents
Piutang usaha - neto: 2g,5 Trade receivables - net:
Pihak ketiga 254.293 286.007 Third parties
Pihak berelasi 1.835.665 2i,30b 1.285.836 Related parties
Aset keuangan lancar lainnya - neto: 2g,6 Other current financial assets - net:
Pihak ketiga 4.628 3.240 Third parties
Pihak berelasi 30.496 2i,30c 17.850 Related parties
Persediaan - neto 213.298 2h,7 167.065 Inventories - net
Uang muka 129.979 8 89.952 Advances
Pajak dibayar di muka - bagian lancar 350.353 2t,18a 574.087 Prepaid taxes - current portion
Biaya dibayar di muka 23.536 9 15.013 Prepaid expenses
Total Aset Lancar 3.698.370 3.158.507 Total Current Assets

ASET TIDAK LANCAR NON-CURRENT ASSETS

Aset keuangan tidak lancar lainnya - neto: 2f,2g,3b,10 Other non-current financial assets - net:
Pihak ketiga 131.165 110.651 Third parties
Pihak berelasi 333.788 2i,30d 53.310 Related parties
Investasi pada saham - neto 16.660 11 8.946 Investments in shares - net
Uang muka 49.509 2g,8 22.123 Advances
Aset tetap - neto 1.819.321 2j,3b,12 1.735.854 Fixed assets - net
Aset takberwujud - neto 13.745 2k,2n,13 18.267 Intangible assets - net
Properti investasi - neto 51.876 2m,3b,14 51.993 Investment properties - net
Pajak dibayar di muka - Prepaid taxes - non-current
bagian tidak lancar 492.276 18a 327.212 portion
Aset pajak tangguhan 127.598 2t,3b,18d 109.684 Deferred tax assets
Aset lain-lain 70.729 60.780 Other assets
Total Aset Tidak Lancar 3.106.667 2.498.820 Total Non-current Assets
TOTAL ASET 6.805.037 5.657.327 TOTAL ASSETS

Catatan atas laporan keuangan konsolidasian terlampir The accompanying notes to the consolidated financial statements
merupakan bagian yang tidak terpisahkan dari laporan keuangan form an integral part of these consolidated financial statements
konsolidasian ini secara keseluruhan. taken as a whole.

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 433

 The original consolidated financial statements included herein
are in the Indonesian language.

PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
LAPORAN POSISI KEUANGAN CONSOLIDATED STATEMENT OF
KONSOLIDASIAN (lanjutan) FINANCIAL POSITION (continued)
Tanggal 31 Desember 2019 As of December 31, 2019
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

31 Desember/ 31 Desember/
December 31, Catatan/ December 31,
2019 Notes 2018
LIABILITAS DAN EKUITAS LIABILITIES AND EQUITY

LIABILITAS LIABILITIES

LIABILITAS JANGKA PENDEK CURRENT LIABILITIES

2g,15,
Pinjaman bank jangka pendek 309.302 30e,31d 608.865 Short-term bank loans
Utang usaha: 2g,16 Trade payables:
Pihak ketiga 448.171 257.084 Third parties
Pihak berelasi 244.626 2i,30f 260.386 Related parties
Liabilitas jangka pendek lainnya 55.078 2g,17 54.673 Other current liabilities
Liabilitas imbalan kerja Short-term employee
jangka pendek 119.055 22d 85.031 benefits liability
Utang pajak 73.424 2g,18b 28.780 Taxes payable
Beban akrual 1.004.400 3b,19 822.079 Accrued expenses
Pendapatan ditangguhkan - Deferred Income -
bagian lancar 10.700 21 - current portion
Pinjaman bank jangka panjang - Long-term bank loans -
bagian lancar 239.579 20 - current portion
Total Liabilitas Jangka Pendek 2.504.335 2.116.898 Total Current Liabilities

LIABILITAS JANGKA PANJANG NON-CURRENT LIABILITIES

Pendapatan ditangguhkan - Deferred Income -
bagian tidak lancar 90.950 21 - net of current portion
Pinjaman bank jangka panjang -
setelah dikurangi bagian Long-term bank loans -
lancar 578.159 20 212.550 net of current portion
Liabilitas imbalan kerja 54.895 2r,3b,22 27.679 Employee benefits liability
Total Liabilitas Jangka Panjang 724.004 240.229 Total Non-current Liabilities
TOTAL LIABILITAS 3.228.339 2.357.127 TOTAL LIABILITIES

EKUITAS EQUITY

Ekuitas yang dapat diatribusikan Equity attributable to

kepada pemilik entitas induk owners of the parent
Modal saham - nilai nominal Share capital - Rp100 (full amount)
Rp100 (nilai penuh) per saham par value per share
Modal dasar - 22.500.000.000 saham Authorized - 22,500,000,000 shares
Modal ditempatkan dan disetor penuh - Issued and fully paid -
7.298.500.000 saham 729.850 23a,35e 729.850 7,298,500,000 shares
Tambahan modal disetor 435.691 2e,2w,23b 435.691 Additional paid-in capital
Saldo laba: Retained earnings:
Dicadangkan 135.229 2b,23c 134.229 Appropriated
Tidak dicadangkan 2.329.556 2.043.161 Unappropriated
Penghasilan komprehensif lain (55.288) 2c,23d (44.436) Other comprehensive income
Ekuitas yang dapat diatribusikan Equity attributable to
kepada pemilik entitas induk - neto 3.575.038 3.298.495 owners of the parent entity - net
Kepentingan nonpengendali 1.660 2b,24 1.705 Non-controlling interests
EKUITAS - NETO 3.576.698 3.300.200 EQUITY - NET
TOTAL LIABILITAS DAN EKUITAS 6.805.037 5.657.327 TOTAL LIABILITIES AND EQUITY

Catatan atas laporan keuangan konsolidasian terlampir The accompanying notes to the consolidated financial statements
merupakan bagian yang tidak terpisahkan dari laporan keuangan form an integral part of these consolidated financial statements
konsolidasian ini secara keseluruhan. taken as a whole.

434 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 The original consolidated financial statements included herein
are in the Indonesian language.

PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
LAPORAN LABA RUGI DAN PENGHASILAN CONSOLIDATED STATEMENT OF PROFIT OR LOSS
KOMPREHENSIF LAIN KONSOLIDASIAN AND OTHER COMPREHENSIVE INCOME
Untuk Tahun yang Berakhir pada For the Year Ended
Tanggal 31 Desember 2019 December 31, 2019
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

Tahun yang berakhir pada

tanggal 31 Desember/
Year ended December 31,
Catatan/
2019 Notes 2018
PENDAPATAN 8.385.122 2q,25,30i 6.624.774 REVENUES
BEBAN POKOK PENDAPATAN (7.514.040) 2q,26,30j (5.972.680) COST OF REVENUES
LABA BRUTO 871.082 652.094 GROSS PROFIT
Beban penjualan (4.180) (2.579) Selling expenses
Beban umum dan administrasi (333.221) 27 (268.740) General and administrative expenses
Pendapatan keuangan 17.093 18.605 Finance income
Beban keuangan (40.490) 28 (90.092) Finance expenses
Penghasilan (beban) lain-lain - neto (15.705) 29 67.530 Other income (expenses) - net
LABA SEBELUM PAJAK FINAL PROFIT BEFORE FINAL TAX
DAN PAJAK PENGHASILAN 494.579 376.818 AND INCOME TAX
Beban pajak final (27.830) 2t (25.011) Final tax expense
LABA SEBELUM PAJAK PENGHASILAN 466.749 351.807 PROFIT BEFORE INCOME TAX
Beban pajak penghasilan (110.272) 2t,18c (75.491) Income tax expense
LABA TAHUN BERJALAN 356.477 276.316 PROFIT FOR THE YEAR

PENGHASILAN KOMPREHENSIF LAIN OTHER COMPREHENSIVE INCOME

Pos-pos yang tidak akan direklasifikasi Items that will not be reclassified to
ke laba rugi profit or loss
Pengukuran kembali program Remeasurements of defined
imbalan pasti (14.469) 2r 15.679 benefit plans
Pajak tangguhan terkait 3.617 2t,18d (3.920) Related deferred tax
PENGHASILAN KOMPREHENSIF LAIN OTHER COMPREHENSIVE INCOME
SETELAH PAJAK (10.852) 23d 11.759 AFTER TAX
TOTAL LABA KOMPREHENSIF TOTAL COMPREHENSIVE INCOME
TAHUN BERJALAN 345.625 288.075 FOR THE YEAR

LABA TAHUN BERJALAN YANG PROFIT FOR THE YEAR

DAPAT DIATRIBUSIKAN KEPADA: ATTRIBUTABLE TO:
Pemilik entitas induk 356.474 276.314 Owners of the parent
Kepentingan nonpengendali 3 2 Non-controlling interests
Total 356.477 276.316 Total

TOTAL LABA KOMPREHENSIF TOTAL COMPREHENSIVE INCOME

TAHUN BERJALAN YANG FOR THE YEAR
DAPAT DIATRIBUSIKAN KEPADA: ATTRIBUTABLE TO:
Pemilik entitas induk 345.622 288.073 Owners of the parent
Kepentingan nonpengendali 3 2 Non-controlling interests
Total 345.625 288.075 Total

LABA PER SAHAM EARNINGS PER SHARE

(NILAI PENUH) 48,84 2v,33 37,86 (FULL AMOUNT)

Catatan atas laporan keuangan konsolidasian terlampir The accompanying notes to the consolidated financial statements
merupakan bagian yang tidak terpisahkan dari laporan keuangan form an integral part of these consolidated financial statements
konsolidasian ini secara keseluruhan. taken as a whole.

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 435

 The original consolidated financial statements included herein

PT Elnusa Tbk
are in the Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
LAPORAN PERUBAHAN EKUITAS KONSOLIDASIAN CONSOLIDATED STATEMENT OF CHANGES IN EQUITY
Untuk Tahun yang Berakhir pada Tanggal 31 Desember 2019 For the Year Ended December 31, 2019
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
Ekuitas yang dapat diatribusikan kepada pemilik entitas induk/Equity attributable to owners of the parent
Saldo laba/Retained earnings Penghasilan
Tambahan komprehensif Kepentingan
modal disetor/ Tidak lain/Other nonpengendali/ Ekuitas -
Catatan/ Modal saham/ Additional Dicadangkan/ dicadangkan/ comprehensive Neto/ Non-controlling neto/
Notes Share capital paid-in capital Appropriated Unappropriated income Net Interest Equity - net
Saldo 31 Desember 2017 729.850 435.688 121.872 1.816.275 (56.195) 3.047.490 4.430 3.051.920 Balance as of December 31, 2017
Dividen kas 23c - - - (37.071) - (37.071) (83) (37.154) Cash dividend
Cadangan umum 23c - - 12.357 (12.357) - - - - Appropriation for general reserve
Kenaikan persentase
kepemilikan pada Increase in percentage
entitas anak 1d - 3 - - - 3 (2.644) (2.641) of ownership in subsidiary
Laba komprehensif - - - 276.314 11.759 288.073 2 288.075 Comprehensive income
Saldo 31 Desember 2018 729.850 435.691 134.229 2.043.161 (44.436) 3.298.495 1.705 3.300.200 Balance as of December 31, 2018
Dividen kas 23c - - - (69.079) - (69.079) (48) (69.127) Cash dividend
Cadangan umum 23c - - 1.000 (1.000) - - - - Appropriation for general reserve
Laba komprehensif - - - 356.474 (10.852) 345.622 3 345.625 Comprehensive income
Saldo 31 Desember 2019 729.850 435.691 135.229 2.329.556 (55.288) 3.575.038 1.660 3.576.698 Balance as of December 31, 2019

Annual Report 2019 Laporan Tahunan

Catatan atas laporan keuangan konsolidasian terlampir merupakan bagian yang tidak terpisahkan The accompanying notes to the consolidated financial statements form an integral part of
dari laporan keuangan konsolidasian secara keseluruhan. these consolidated financial statements taken as a whole.
4

436
 The original consolidated financial statements included herein
are in the Indonesian language.

PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
LAPORAN ARUS KAS KONSOLIDASIAN CONSOLIDATED STATEMENT OF CASH FLOWS
Untuk Tahun yang Berakhir pada For the Year Ended
Tanggal 31 Desember 2019 December 31, 2019
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

Tahun yang berakhir pada

tanggal 31 Desember /
Year ended December 31,
Catatan/
2019 Notes 2018
ARUS KAS DARI CASH FLOWS FROM
AKTIVITAS OPERASI OPERATING ACTIVITIES
Penerimaan dari pelanggan 8.010.747 6.458.067 Receipts from customers
Pembayaran kepada pemasok Payments to suppliers
dan kontraktor (6.520.717) (5.044.707) and contractors
Pembayaran untuk karyawan (1.166.954) (913.226) Payments to employees
Kas yang dihasilkan dari operasi 323.076 500.134 Cash generated from operations
Penerimaan pendapatan keuangan 16.486 19.345 Receipts of finance income
Pembayaran beban keuangan (60.015) (46.504) Payments of finance expenses
Pembayaran pajak penghasilan (234.300) (214.552) Payments of income taxes
Penerimaan restitusi pajak 525.037 18e 78.625 Receipts of tax refunds
Penerimaan lainnya - neto 5.513 7.708 Other receipts - net
Kas neto diperoleh dari Net cash provided by
aktivitas operasi 575.797 344.756 operating activities
ARUS KAS DARI CASH FLOWS FROM
AKTIVITAS INVESTASI INVESTING ACTIVITIES
Penerimaan dividen kas dari Receipts of cash dividends from
perusahaan asosiasi 1.500 2.100 associates
Pembelian aset tetap (377.718) (526.730) Purchases of fixed assets
Pembelian aset tetap untuk piutang Purchases of fixed assets
sewa pembiayaan (236.992) (9.955) for finance lease receivables
Pembayaran uang muka Payments for advance for
pembelian aset tetap (35.078) (2.570) fixed assets
Pembelian aset tak berwujud (2.269) (11.674) Purchases of intangible assets
Pembelian barang konsumsi Purchases of long-life
tahan lama (29.611) (38.578) consumable goods
Penerimaan dari penjualan aset tetap 3.305 12 2.348 Proceeds from sale of fixed assets
Penambahan investasi di entitas anak - (1.000) Addition of investment in subsidiary
Penerimaan (penempatan) atas Proceeds (placement) for other
aktivitas investasi lainnya 5.750 (612) investing activities
Kas neto digunakan untuk Net cash used in investing
aktivitas investasi (671.113) (586.671) activities
ARUS KAS DARI CASH FLOWS FROM
AKTIVITAS PENDANAAN FINANCING ACTIVITIES
Penerimaan dari pinjaman bank 2.196.382 1.437.165 Proceeds from bank loans
Pembayaran pinjaman bank (1.869.410) 15,20 (1.358.273) Payments of bank loans
Pembayaran dividen kas (69.079) 23c (37.071) Payments of cash dividends
Penempatan kas yang Placement of
dibatasi penggunaannya - neto (18.607) (4.447) restricted cash - net
Kas neto yang diperoleh dari Net cash provided by
aktivitas pendanaan 239.286 37.374 financing activities
Dampak perubahan selisih kurs Effect of exchange rate changes
terhadap kas dan setara kas (7.305) 21.435 on cash and cash equivalents
KENAIKAN (PENURUNAN) NETO NET INCREASE (DECREASE) IN
KAS DAN SETARA KAS 136.665 (183.106) CASH AND CASH EQUIVALENTS

KAS DAN SETARA KAS CASH AND CASH EQUIVALENTS

PADA AWAL TAHUN 719.457 4 902.563 AT THE BEGINNING OF THE YEAR
KAS DAN SETARA KAS PADA CASH AND CASH EQUIVALENTS
AKHIR TAHUN 856.122 4 719.457 AT THE END OF THE YEAR

Catatan atas laporan keuangan konsolidasian terlampir The accompanying notes to the consolidated financial statements
merupakan bagian yang tidak terpisahkan dari laporan keuangan form an integral part of these consolidated financial statements
konsolidasian ini secara keseluruhan. taken as a whole.

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 437


PT ELNUSA Tbk DAN ENTITAS ANAKNYA
CATATAN ATAS LAPORAN KEUANGAN
KONSOLIDASIAN
Tanggal 31 Desember 2019 dan untuk
Tahun yang Berakhir pada Tanggal Tersebut
(Disajikan dalam jutaan Rupiah,
kecuali dinyatakan lain)
1. UMUM
a. Pendirian Perusahaan
PT Elnusa Tbk (“Perusahaan”) didirikan dengan
nama PT Electronika Nusantara berdasarkan
Akta Notaris No. 18 tanggal 25 Januari 1969
dari Tan Thong Kie, S.H., sebagaimana diubah
melalui Akta Notaris No. 10 tanggal 13 Februari
1969 dari notaris yang sama. Akta pendirian ini,
yang merupakan Anggaran Dasar Perusahaan,
telah mendapat pengesahan dari Menteri
Kehakiman Republik Indonesia melalui Surat
Keputusan No. J.A.5/18/24 tanggal 19 Februari
1969, serta telah diumumkan dalam Berita
Negara Republik Indonesia No. 35, Tambahan
No. 58 tanggal 2 Mei 1969. Anggaran Dasar
Perusahaan telah beberapa kali mengalami
perubahan. Perubahan terakhir adalah untuk
menyesuaikan ruang lingkup kegiatan
Perusahaan berdasarkan Akta Notaris No. 37
tanggal 31 Agustus 2018 dari Aulia Taufani,
S.H., yang telah diberitahukan kepada Menteri
Hukum dan Hak Asasi Manusia Republik
Indonesia dan memperoleh surat penerimaan
pemberitahuan No. AHU-0019251.AH.01.02
tanggal 18 September 2018
Berdasarkan Anggaran Dasar Perusahaan,
ruang lingkup kegiatan Perusahaan adalah
bergerak di bidang jasa, pengelolaan air dan air
limbah, perdagangan, pertambangan,
pembangunan dan perindustrian. Saat ini,
Perusahaan beroperasi di bidang jasa hulu
migas dan penyertaan saham pada entitas anak
serta ventura bersama yang bergerak dalam
berbagai bidang usaha jasa penunjang migas
dan jasa distribusi dan logistik energi.
Perusahaan juga beroperasi di bidang
penyediaan barang dan jasa termasuk
penyediaan dan pengelolaan ruang
perkantoran kepada entitas anak, pihak berelasi
dan pihak ketiga.
Perusahaan berdomisili di Graha Elnusa,
Lantai 16, Jl. T.B. Simatupang Kav. 1B, Jakarta
Selatan, dan mulai beroperasi secara komersial
pada bulan September 1969.
Entitas induk Perusahaan adalah
PT Pertamina (Persero) dan entitas induk
terakhirnya adalah Pemerintah Republik
Indonesia.
438 Annual Report 2019 Laporan Tahunan
The original consolidated financial statements included herein
are in the Indonesian language.
PT ELNUSA Tbk AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS
As of December 31, 2019, and
For the Year Then Ended
(Expressed in millions of Rupiah,
unless otherwise stated)
1. GENERAL
a. Establishment of the Company
PT Elnusa Tbk (the “Company”) was established
under the name of PT Electronika Nusantara
based on Notarial Deed No. 18 dated January 25,
1969 of Tan Thong Kie, S.H., which was
subsequently amended by Notarial Deed No. 10
dated February 13, 1969 of the same notary. The
Deed of Establishment, which is the Company’s
Articles of Association, was approved by the
Minister of Justice of the Republic of Indonesia in
its Decision Letter No. J.A.5/18/24 dated February
19, 1969, and was published in Supplement
No. 58 of State Gazette of the Republic of
Indonesia No. 35 dated May 2, 1969. The
Company’s Articles of Association have been
amended several times. The latest amandment
was made to adjust the scope of the Company’s
activities, under Notarial Deed No. 37 dated
August 31, 2018 of Aulia Taufani, S.H., which has
been reported to the Minister of Law and Human
Rights of the Republic of Indonesia and
has been acknowledged through its letter of
acknowledgement No. AHU-0019251.AH.01.02
dated September 18, 2018.
In accordance with the Company’s Articles of
Association, the scope of its activities is in the
business of services, water and wastewater
management, trading, mining, construction and
industry. Currently, the Company is engaged in
upstream oil and gas services and investing in
shares of stock of subsidiaries and joint ventures
that are engaged in various businesses in oil and
gas support services and energy distribution and
logistics services. The Company also provides
goods and services including providing and
managing office space for its subsidiaries, related
parties and third parties.
The Company is located at Graha Elnusa,
16th Floor, Jl. T.B. Simatupang Kav. 1B, South
Jakarta, and started its commercial operations in
September 1969.
The Company’s parent is PT Pertamina (Persero)
and its ultimate parent is the Government of the
Republic of Indonesia.
PT Elnusa Tbk
 The original consolidated financial statements included herein
are in the Indonesian language.

PT ELNUSA Tbk DAN ENTITAS ANAKNYA PT ELNUSA Tbk AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2019 dan untuk As of December 31, 2019, and
Tahun yang Berakhir pada Tanggal Tersebut For the Year Then Ended
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

1. UMUM (lanjutan) 1. GENERAL (continued)

b. Penawaran umum saham b. Public offering of shares

Pada tanggal 25 Januari 2008, Badan
Pengawas Pasar Modal dan Lembaga
Keuangan (“Bapepam-LK”) menerbitkan Surat
Pemberitahuan Efektif Pernyataan Pendaftaran
sehubungan dengan Penawaran Umum Saham
Perdana Perusahaan sebanyak 1.460.000.000
saham. Pada tanggal 6 Februari 2008, saham
Perusahaan mulai diperdagangkan di Bursa
Efek Indonesia dengan harga penawaran
perdana sebesar Rp400 (nilai penuh) per
saham.
On January 25, 2008, the Capital Market and
Financial Institutions Supervisory Agency
(“Bapepam-LK”) issued the Effective Statement
Letter in accordance with the Company’s Initial
Public Offering of 1,460,000,000 shares. On
February 6, 2008, the Company’s shares were
listed on the Indonesia Stock Exchange at an
initial offering price of Rp400 (full amount) per
share.

Ringkasan tindakan Perusahaan (corporate
actions) yang mempengaruhi saham yang
diterbitkan sejak tanggal penawaran umum
perdana sampai dengan tanggal 31 Desember
2019 dan 2018, adalah sebagai berikut:
The summary of the Company’s corporate actions
affecting its capital stock from the date of its initial
public offering up to December 31, 2019 and 2018
is as follows:

Jumlah saham Nilai nominal

ditempatkan per saham
dan disetor dalam Rupiah
penuh/ (angka penuh)/
Number of Par value per
Keterangan/ shares issued share in Rupiah
Tanggal/Date Description and fully paid (full amount)

29-31 Januari 2008/ Penawaran umum perdana sebanyak 20%

January 29-31, 2008 dari Modal Dasar atau sebanyak
1.460.000.000 saham/
Initial public offering amounting to 20% of
Authorized Capital or equivalent to
1,460,000,000 shares 7.298.500.000 100

6 Februari 2008/ Mencatatkan saham Perseroan yang beredar

February 6, 2008 sebanyak 7.298.500.000 saham di BEI
dengan kode perdagangan “ELSA”/
Listed 7,298,500,000 shares issued at IDX
under “ELSA” ticker 7.298.500.000 100

13 Oktober 2008 - Pembelian kembali 99.738.000 saham dan

12 Januari 2009/ mencatatkannya sebagai saham treasury/
October 13, 2008 - Buy back of 99,738,000 shares and recorded
January 12, 2009 as treasury stocks 7.298.500.000 100

16 Desember 2011/ Menerbitkan Keterbukaan Informasi untuk

December 16, 2011 melakukan penjualan kembali atas saham
treasury efektif mulai 2 Januari 2012/
Published an information disclosure regarding
sell back program on the treasury stocks
effective on January 2, 2012 7.298.500.000 100

28 Juni 2013/ Menerbitkan Keterbukaan Informasi bahwa

June 23, 2013 Perusahaan telah melakukan pengalihan atau
penjualan atas seluruh saham hasil pembelian
kembali/
Published an information disclosure regarding
sell back of the Company’s shares on the buy
back program 7.298.500.000 100

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 439

 The original consolidated financial statements included herein
are in the Indonesian language.

PT ELNUSA Tbk DAN ENTITAS ANAKNYA PT ELNUSA Tbk AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2019 dan untuk As of December 31, 2019, and
Tahun yang Berakhir pada Tanggal Tersebut For the Year Then Ended
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

1. UMUM (lanjutan) 1. GENERAL (continued)

b. Penawaran umum saham (lanjutan) b. Public offering of shares (continued)

Pada tanggal 31 Desember 2019 dan 2018, As of December 31, 2019 and 2018, all of the
seluruh saham Perseroan tercatat di Bursa Efek Company’s shares are listed on the Indonesia
Indonesia. Stock Exchange.

c. Dewan Komisaris, Direksi, Komite Audit dan c. Board of Commissioners, Directors, Audit
karyawan Committee and employees

Pada tanggal 31 Desember 2019 dan 2018, As of December 31, 2019 and 2018, the
susunan Dewan Komisaris dan Direksi composition of the Company’s Boards of
Perusahaan adalah sebagai berikut: Commissioners and Directors is as follows:

31 Desember 2019 December 31, 2019

Dewan Komisaris Board of Commissioners
Komisaris Utama Narendra Widjajanto President Commissioner
Komisaris Independen Lusiaga Levi Susila Independent Commissioner
Komisaris Independen Anis Baridwan Independent Commissioner
Komisaris Antonius Ratdomopurbo Commissioner
Komisaris Eman Salman Arief Commissioner
Direksi Directors
Direktur Utama Elizar Parlindungan Hasibuan President Director
Direktur Pengembangan Usaha Business Development Director
dan Direktur Operasi and Operations Director
(Direktur Independen) Arief Riyanto (Independent Director)
Direktur Keuangan Hery Setiawan Finance Director
Direktur Sumber Daya Manusia Human Resources &
& Umum RM Happy Paringhadi J.S. General Affair Director

31 Desember 2018 December 31, 2018

Dewan Komisaris Board of Commissioners
Komisaris Utama Narendra Widjajanto President Commissioner
Komisaris Independen Lusiaga Levi Susila Independent Commissioner
Komisaris Independen Pradana Ramadhian G. Independent Commissioner
Komisaris Afdal Martha Commissioner
Komisaris Eman Salman Arief Commissioner
Direksi Directors
Direktur Utama Tolingul Anwar President Director
Direktur Operasi Elizar Parlindungan Hasibuan Operations Director
Direktur Pengembangan Usaha Business Development Director
(Direktur Independen) Arief Riyanto (Independent Director)
Direktur Keuangan Hery Setiawan Finance Director
Direktur Sumber Daya Manusia Human Resources & General
& Umum RM Happy Paringhadi J.S. Director

Personil manajemen kunci Perusahaan adalah Key management personnel of the Company are
Dewan Komisaris dan Direksi sebagaimana the above mentioned Boards of Commissioners
disebutkan di atas (Catatan 30h). and Directors (Note 30h).

440 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 The original consolidated financial statements included herein
are in the Indonesian language.

PT ELNUSA Tbk DAN ENTITAS ANAKNYA PT ELNUSA Tbk AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2019 dan untuk As of December 31, 2019, and
Tahun yang Berakhir pada Tanggal Tersebut For the Year Then Ended
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

1. UMUM (lanjutan) 1. GENERAL (continued)

c. Dewan Komisaris, Direksi, Komite Audit dan c. Board of Commissioners, Directors, Audit
karyawan (lanjutan) Committee and employees (continued)

Pada tanggal 31 Desember 2019 dan 2018, As of December 31, 2019 and 2018, the
susunan Komite Audit Perusahaan adalah composition of the Company’s Audit Committee is
sebagai berikut: as follows:

31 Desember 2019 Desember 31, 2019

Ketua Anis Baridwan Chairman
Anggota Reynold M. Batubara Member
Anggota Eddy Rachmadi Member

31 Desember 2018 December 31, 2018

Ketua Pradana Ramadhian G. Chairman
Anggota Reynold M. Batubara Member
Anggota Eddy Rachmadi Member

Perusahaan dan entitas anaknya memiliki 2.075 The Company and its subsidiaries have 2,075
karyawan (1.425 karyawan tetap dan 650 employees (1,425 permanent employees and 650
karyawan kontrak) dan 2.090 karyawan (1.414 contractual employees) and 2,090 employees
karyawan tetap dan 676 karyawan kontrak) (1,414 permanent employees and 676 contractual
masing-masing pada tanggal 31 Desember employees) as of December 31, 2019 and 2018,
2019 dan 2018. respectively.

d. Entitas Anak d. Subsidiaries

Laporan keuangan konsolidasian meliputi The consolidated financial statements include the
laporan keuangan Perusahaan dan entitas financial statements of the Company and its
anaknya (secara kolektif disebut sebagai subsidiaries (collectively referred to as the
“Grup”) sebagai berikut: “Group”) as follows:
Mulai Persentase kepemilikan Total aset sebelum
beroperasi efektif/ eliminasi/
secara Effective percentage of Total assets before
Tempat komersial/ ownership elimination
kedudukan/ Start of
Nama entitas anak/ Kegiatan usaha/ Place of commercial 31 Desember/December 31, 31 Desember/December 31,
Name of subsidiaries Business activities domicile operations 2019 2018 2019 2018

Kepemilikan langsung/
Direct ownership
PT Sigma Cipta Utama Manajemen data, teknologi Jakarta 1980 99,99 99,99 156.015 137.532
(“SCU”) informasi dan
telekomunikasi/
Data management,
information technology
and telecommunications
PT Elnusa Fabrikasi Jasa penguliran, perdagangan Batam 1983 99,97 99,97 162.894 109.430
Konstruksi (“EFK”) dan pabrikasi pipa/
Pipe threading, trading and
manufacturing services
PT Elnusa Petrofin SPBU, depo, transportasi dan Jakarta 1996 99,99 99,99 1.974.247 1.378.949
(“EPN”) perdagangan BBM dan
bahan kimia/
Retail gas station, fuel
storage, oil and chemicals
distribution and trading
PT Elnusa Patra Ritel Saat ini tidak beroperasi/ Jakarta 1996 -*) -*) -*) -*)
(“EPR”) *) Currently not in operation

*) Efektif tanggal 30 Juni 2018, EPR digabung ke EFK/Effective starting June 30, 2018, EPR was merged to EFK

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 441

 The original consolidated financial statements included herein
are in the Indonesian language.

PT ELNUSA Tbk DAN ENTITAS ANAKNYA PT ELNUSA Tbk AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2019 dan untuk As of December 31, 2019, and
Tahun yang Berakhir pada Tanggal Tersebut For the Year Then Ended
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

1. UMUM (lanjutan) 1. GENERAL (continued)

d. Entitas Anak (lanjutan) d. Subsidiaries (continued)

Laporan keuangan konsolidasian meliputi The consolidated financial statements include the
laporan keuangan Perusahaan dan entitas financial statements of the Company and its
anaknya (secara kolektif disebut sebagai subsidiaries (collectively referred to as the
“Grup”) sebagai berikut: (lanjutan) “Group”) as follows: (continued)
Mulai Persentase kepemilikan Total aset sebelum
beroperasi efektif/ eliminasi/
secara Effective percentage of Total assets before
Tempat komersial/ ownership elimination
kedudukan/ Start of
Nama entitas anak/ Kegiatan usaha/ Place of commercial 31 Desember/December 31, 31 Desember/December 31,
Name of subsidiaries Business activities domicile operations 2019 2018 2019 2018

Kepemilikan langsung/
Direct ownership

PT Patra Nusa Data Jasa perolehan dan Jakarta 1998 99,50 99,50 141.794 149.381
(“PND”) pengelolaan data eksplorasi
dan produksi migas/
Oil and gas exploration and
production data acquisition
and management services
PT Elnusa Trans Samudera Jasa penyewaan kapal laut Jakarta 2014 99,99 99,99 500.169 416.776
(“ETSA”) dan agen perkapalan
perusahaan pelayaran/
Ship rental services and
shipping agent of
shipping company
PT Elnusa Geosains Belum beroperasi/ Jakarta - 99,99 99,99 11.601 12.270
Indonesia (“EGI”) Pre-operating
PT Elnusa Oilfield Services Belum beroperasi/ Jakarta - 99,99 99,99 36.513 35.576
(“EOS”) Pre-operating
KSO Elnusa - RAGA Jasa pemeliharaan mekanik/
Mechanical maintenance
service Jakarta 2016 100,00 100,00 77.437 23.280
Kepemilikan melalui EFK
(dahulu EPR)/
Ownership through EFK
(formerly EPR) *)
PT Elnusa Daya Kreatif Belum beroperasi/ Jakarta - 99,99 99,99 10.001 10.001
(“EDK”) Pre-operating

Pada tanggal 30 April 2018, Perusahaan telah On April 30, 2018, the Company has entered into
menandatangani Perjanjian Pengikatan Jual Sale and Purchase of Shares Agreement to
Beli Saham atas 2,62% kepemilikan saham acquire additonal 2,62% ownership interest in
EFK yang dikuasai oleh PT Multi Guna Laksindo EFK owned by PT Multi Guna Laksindo (MGL)
(MGL) dengan harga Rp1.000. Pada tanggal amounted to Rp1,000. On April 30, 2018 the
30 April 2018, Perusahaan telah melakukan Company has made the payment to MGL. The
pembayaran kepada MGL. Selisih sebesar difference of Rp792 (debit balance) between the
Rp792 (saldo debit) antara biaya perolehan dan cost and adjustment in non-controlling interest
penyesuaian kepentingan nonpengendali was recorded as “Additional Paid in Capital” in the
dicatat sebagai “Tambahan Modal Disetor” Company’s consolidated statement of financial
dalam laporan posisi keuangan konsolidasian position.
Perusahaan.

10

442 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk


PT ELNUSA Tbk DAN ENTITAS ANAKNYA
CATATAN ATAS LAPORAN KEUANGAN
KONSOLIDASIAN
Tanggal 31 Desember 2019 dan untuk
Tahun yang Berakhir pada Tanggal Tersebut
(Disajikan dalam jutaan Rupiah,
kecuali dinyatakan lain)
1. UMUM (lanjutan)
d. Entitas anak (lanjutan)
Pada tanggal 4 Juni 2018, Perusahaan telah
menandatangani Perjanjian Pengikatan Jual
Beli Saham atas 2% kepemilikan saham EPR
yang dikuasai oleh SCU dengan harga Rp30.
Pada tanggal 21 Juni 2018, Perusahan telah
melakukan pembayaran kepada SCU. Selisih
laba sebesar Rp795 antara biaya perolehan
dan penyesuaian kepentingan nonpengendali
dicatat sebagai “Tambahan Modal Disetor”
dalam laporan posisi keuangan konsolidasian.
Berdasarkan Rapat Umum Pemegang Saham
Luar Biasa EFK pada tanggal 26 Juni 2018 yang
diaktakan melalui Akta Notaris Aulia Taufani
S.H No. 43 tanggal 26 Juni 2018 dan telah
diterima oleh Menteri Hukum dan Hak Asasi
Manusia Republik Indonesia melalui Surat
Penerimaan Pemberitahuan Penggabungan
Usaha EFK No. AHU-AH.01.10-0006497
tanggal 29 Juni 2018, pemegang saham EFK
menyetujui penggabungan EFK dengan EPR
yang berlaku efektif sejak tanggal 30 Juni 2018.
Sebagai hasil penggabungan usaha, EFK
sebagai entitas yang menerima penggabungan
dan EPR bubar demi hukum.
e. Penerbitan laporan keuangan konsolidasian
Laporan keuangan konsolidasian ini
diselesaikan dan diotorisasi untuk terbit oleh
Direksi Perusahaan pada tanggal
14 Februari 2020. Direksi Perusahaan yang
menandatangani Surat Pernyataan Direksi
bertanggung jawab atas penyusunan dan
penyajian wajar laporan keuangan
konsolidasian tersebut.
2. IKHTISAR KEBIJAKAN AKUNTANSI SIGNIFIKAN
Berikut ini adalah kebijakan akuntansi signifikan
yang diterapkan dalam penyusunan laporan
keuangan konsolidasian Grup yang sesuai dengan
Standar Akuntansi Keuangan (“SAK”), yang
mencakup Pernyataan dan Interpretasi yang
dikeluarkan oleh Dewan Standar Akuntansi
Keuangan Ikatan Akuntan Indonesia dan Peraturan
No. VIII.G.7 sebagai lampiran dari Keputusan Ketua
OJK (dahulu Bapepam-LK) No. KEP-347/BL/2012
tertanggal 25 Juni 2012 tentang Penyajian dan
Pengungkapan Laporan Keuangan Emiten atau
Perusahaan Publik.
PT Elnusa Tbk
The original consolidated financial statements included herein
are in the Indonesian language.
PT ELNUSA Tbk AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS
As of December 31, 2019, and
For the Year Then Ended
(Expressed in millions of Rupiah,
unless otherwise stated)
1. GENERAL (continued)
d. Subsidiaries (continued)
On June 4, 2018, the Company has entered into
Sale and Purchase of Shares Agreement to
acquire additonal 2% ownership interest in SCU
owned by SCU amounted to Rp30. On June 21,
2018 the Company has made the payment to
SCU. The gain difference of Rp795 between the
cost and adjustment in non-controlling interest
was recorded as “Additional Paid in Capital” in
consolidated statement of financial position.
Based on the Extraordinary Shareholders’
General Meeting of EFK dated June 26, 2018
which was notarised through Notarial Deed No. 43
Aulia Taufani S.H, dated June 26, 2018 and was
received by the Minister of Law and Human Rights
of the Republic of Indonesia through Receipt of
Notification for Merger of EFK No. AHU-AH.01.10-
0006497 dated June 29, 2018, the EFK’s
shareholders approved EFK’s merger with EPR,
which was effective since Juni 30, 2018. As a
result of the merger, EFK as the surviving entity
and EPR was dissolved by the law.
e. Issuance of consolidated financial statements
These consolidated financial statements are
completed and authorized for issuance by the
Company’s Directors on February 14, 2020. The
Company’s Directors who signed the Directors’
Statement are responsible for the fair preparation
and presentation of such consolidated financial
statements.
2. SUMMARY OF SIGNIFICANT ACCOUNTING
POLICIES
Presented below are the significant accounting
policies adopted in preparing the Group’s consolidated
financial statements, which are in conformity with
Indonesian Financial Accounting Standards (“SAK”)
which comprised of Statements and Interpretations
issued by the Board of Financial Accounting Standards
of the Institute of Indonesia Chartered Accountants
and Regulation No. VIII.G.7 as appendix of the Decree
of the Chairman of OJK (formerly Bapepam-LK) No.
KEP-347/BL/2012 dated June 25, 2012 regarding the
Presentation and Disclosure of Financial Statements
of an Issuer or a Public Company.
11
Annual Report 2019 Laporan Tahunan 443

PT ELNUSA Tbk DAN ENTITAS ANAKNYA
CATATAN ATAS LAPORAN KEUANGAN
KONSOLIDASIAN
Tanggal 31 Desember 2019 dan untuk
Tahun yang Berakhir pada Tanggal Tersebut
(Disajikan dalam jutaan Rupiah,
kecuali dinyatakan lain)
2. IKHTISAR KEBIJAKAN AKUNTANSI SIGNIFIKAN
(lanjutan)
Kebijakan ini telah diterapkan secara konsisten
terhadap seluruh periode yang disajikan, kecuali jika
dinyatakan lain.
a. Dasar penyajian laporan keuangan
konsolidasian
Laporan keuangan konsolidasian, kecuali
laporan arus kas konsolidasian, disusun
berdasarkan konsep akrual dan biaya
perolehan historis, kecuali beberapa akun
tertentu yang diukur dengan cara sebagaimana
yang diuraikan dalam kebijakan akuntansi di
akun yang bersangkutan.
Laporan arus kas konsolidasian disajikan
dengan menggunakan metode langsung yang
mengelompokkan penerimaan dan
pengeluaran kas dan setara kas ke dalam
aktivitas operasi, investasi dan pendanaan.
Seluruh angka dalam laporan keuangan
konsolidasian ini, dibulatkan dan disajikan
dalam jutaan Rupiah (“Rp”), kecuali dinyatakan
lain.
b. Prinsip-prinsip konsolidasi
Laporan keuangan konsolidasian meliputi
laporan keuangan Perusahaan dan entitas
anaknya seperti yang diungkapkan dalam
Catatan 1d. Entitas anak merupakan semua
entitas dimana Perusahaan terekspos atau
memiliki hak atas imbal hasil variabel dari
keterlibatannya dengan entitas tersebut dan
memiliki kemampuan untuk mempengaruhi
imbal hasil tersebut melalui kekuasaannya atas
entitas tersebut. Dengan demikian, suatu
entitas dianggap sebagai entitas anak jika dan
hanya jika Perusahaan memiliki kekuasaan
atas entitas tersebut, eksposur atau hak atas
imbal hasil variabel dari keterlibatannya dengan
entitas tersebut dan kemampuan untuk
menggunakan kekuasaannya atas entitas
tersebut untuk mempengaruhi jumlah imbal
hasil Perusahaan.
Semua saldo dan transaksi antar entitas yang
material, termasuk keuntungan atau kerugian
yang belum direalisasi, jika ada, dieliminasi
untuk mencerminkan posisi keuangan dan hasil
operasi Grup sebagai satu kesatuan usaha.
Kebijakan akuntansi di entitas anak telah
diubah seperlunya agar konsisten dengan
kebijakan akuntansi yang diterapkan oleh Grup.
444 Annual Report 2019 Laporan Tahunan
The original consolidated financial statements included herein
are in the Indonesian language.
PT ELNUSA Tbk AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS
As of December 31, 2019, and
For the Year Then Ended
(Expressed in millions of Rupiah,
unless otherwise stated)
2. SUMMARY OF SIGNIFICANT ACCOUNTING
POLICIES (continued)
These policies have been consistently applied to all
periods presented, unless otherwise stated.
a. Basis of preparation of the consolidated
financial statements
The consolidated financial statements, except for
the consolidated statement of cash flows, are
prepared using the accrual basis and based on
historical costs, except for certain accounts which
are measured on the bases described in the
related accounting policies of those accounts.
The consolidated statement of cash flows is
presented using the direct method by classifying
the receipts and disbursements of cash and cash
equivalents into operating, investing and financing
activities.
All figures in the consolidated financial statements
are rounded to and expressed in millions of
Rupiah (“Rp”), unless otherwise stated.
b. Principles of consolidation
The consolidated financial statements include the
financial statements of the Company and its
subsidiaries as disclosed in Note 1d. Subsidiaries
are all entities over which the Company is
exposed, or has rights, to variable returns from its
involvement with the entities and has the ability to
affect those returns through its power over the
entities. Thus, an entity is considered a subsidiary
if and only if the Company has power over the
entity, exposure or rights to variable returns from
its involvement with the entity and the ability to
use its power over the investee to affect the
amount of the Company’s returns.
All material intercompany accounts and
transactions, including unrealized gains or losses,
if any, are eliminated to reflect the financial
position and the results of operations of the Group
as a single business entity. Accounting policies of
subsidiaries have been changed where
necessary to ensure consistency with the policies
adopted by the Group.
12
PT Elnusa Tbk

PT ELNUSA Tbk DAN ENTITAS ANAKNYA
CATATAN ATAS LAPORAN KEUANGAN
KONSOLIDASIAN
Tanggal 31 Desember 2019 dan untuk
Tahun yang Berakhir pada Tanggal Tersebut
(Disajikan dalam jutaan Rupiah,
kecuali dinyatakan lain)
2. IKHTISAR KEBIJAKAN AKUNTANSI SIGNIFIKAN
(lanjutan)
b. Prinsip-prinsip konsolidasi (lanjutan)
Entitas anak dikonsolidasikan mulai dari tanggal
pengendalian beralih kepada Perusahaan dan
tidak lagi dikonsolidasikan dari tanggal
hilangnya pengendalian.
Kepentingan nonpengendali (“KNP”)
mencerminkan bagian atas laba rugi,
penghasilan komprehensif lain dan aset neto
dari entitas anak yang tidak dapat diatribusikan
secara langsung maupun tidak langsung
kepada pemilik entitas induk, yang masing-
masing disajikan dalam laporan laba rugi dan
penghasilan komprehensif lain konsolidasian
dan sebagai ekuitas dalam laporan posisi
keuangan konsolidasian, terpisah dari bagian
yang dapat diatribusikan kepada pemilik entitas
induk.
Rugi entitas anak yang tidak dimiliki secara
penuh diatribusikan kepada KNP, bahkan jika
hal ini mengakibatkan KNP mempunyai saldo
defisit.
Jika kehilangan pengendalian atas suatu entitas
anak, maka Perusahaan:
- menghentikan pengakuan aset (termasuk
goodwill) dan liabilitas entitas anak;
- menghentikan pengakuan jumlah tercatat
setiap KNP;
- menghentikan pengakuan akumulasi
selisih penjabaran, yang dicatat di ekuitas,
bila ada;
- mengakui nilai wajar pembayaran yang
diterima;
- mengakui setiap sisa investasi pada nilai
wajarnya;
- mengakui setiap surplus dan defisit dalam
laba rugi;
- mereklasifikasi bagian Perusahaan atas
komponen yang sebelumnya diakui
sebagai penghasilan komprehensif lain ke
laba rugi atau saldo laba, mana yang
sesuai.
Perubahan dalam bagian kepemilikan Grup
pada entitas anak yang tidak mengakibatkan
hilangnya pengendalian dicatat sebagai
transaksi ekuitas.
PT Elnusa Tbk
The original consolidated financial statements included herein
are in the Indonesian language.
PT ELNUSA Tbk AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS
As of December 31, 2019, and
For the Year Then Ended
(Expressed in millions of Rupiah,
unless otherwise stated)
2. SUMMARY OF SIGNIFICANT ACCOUNTING
POLICIES (continued)
b. Principles of consolidation (continued)
Subsidiaries are fully consolidated from the date
on which control is transferred to the Company.
They are deconsolidated from the date on which
that control ceases.
Non-controlling interest (“NCI”) represents the
portion of profit or loss, other comprehensive
income and net assets of the subsidiary not
attributable directly or indirectly to the owners of
the parent entity, which are presented in the
consolidated statement of profit or loss and other
comprehensive income and under the equity
section of the consolidated statement of financial
position, respectively, separately from the
corresponding portion attributable to the owners
of the parent entity.
Losses of a non-wholly owned subsidiary are
attributed to NCI even if such losses result in a
deficit balance for the NCI.
In case it loses control over a subsidiary, the
Company:
- derecognizes the assets (including goodwill)
and liabilities of the subsidiary;
- derecognizes the carrying amount of any
NCI;
- derecognizes the cumulative translation
differences, recorded in equity, if any;
- recognizes the fair value of the consideration
received;
- recognizes the fair value of any investment
retained;
- recognizes any surplus or deficit in profit or
loss;
- reclassifies the Company’s share of
components previously recognized in other
comprehensive income to profit or loss or
retained earnings, as appropriate.
A change in the ownership interest of a subsidiary,
without a loss of control, is accounted for as an
equity transaction.
13
Annual Report 2019 Laporan Tahunan 445

PT ELNUSA Tbk DAN ENTITAS ANAKNYA
CATATAN ATAS LAPORAN KEUANGAN
KONSOLIDASIAN
Tanggal 31 Desember 2019 dan untuk
Tahun yang Berakhir pada Tanggal Tersebut
(Disajikan dalam jutaan Rupiah,
kecuali dinyatakan lain)
2. IKHTISAR KEBIJAKAN AKUNTANSI SIGNIFIKAN
(lanjutan)
c. Investasi pada ventura bersama
Ventura bersama adalah semua entitas yang
dikendalikan bersama oleh Grup bersama
dengan venturer lain dimana Grup memilik hak
atas aset neto ventura bersama tersebut.
Investasi pada ventura bersama dicatat dengan
menggunakan metode ekuitas yang pada
awalnya diakui pada harga perolehannya.
Bagian Grup atas laba rugi ventura bersama
pasca akuisisi diakui dalam laba rugi dan bagian
atas mutasi penghasilan komprehensif lain
pasca akuisisi diakui di dalam penghasilan
komprehensif lain dan diikuti dengan
penyesuaian pada jumlah tercatat investasi.
Dividen yang akan diterima dari ventura
bersama diakui sebagai pengurang jumlah
tercatat investasi. Jika bagian Grup atas
kerugian ventura bersama sama dengan atau
melebihi nilai kepemilikannya di ventura
bersama, Grup menghentikan pengakuan
bagian kerugiannya, kecuali Grup memiliki
kewajiban hukum atau harus melakukan
pembayaran tertentu atas nama ventura
bersama tersebut.
Laba rugi yang dihasilkan dari transaksi antara
Grup dengan ventura bersama diakui dalam
laporan keuangan konsolidasian Grup hanya
sebesar bagian venturer lain yang tidak berelasi
dalam ventura bersama. Pada setiap tanggal
pelaporan, Grup menentukan apakah terdapat
bukti obyektif bahwa telah terjadi penurunan
nilai pada investasi di ventura bersama. Jika
demikian, maka Grup menghitung besarnya
penurunan nilai sebagai selisih antara jumlah
yang terpulihkan dan jumlah tercatat investasi
pada ventura bersama dan mengakui selisih
tersebut pada “bagian atas laba (rugi) ventura
bersama” dalam laba rugi.
446 Annual Report 2019 Laporan Tahunan
The original consolidated financial statements included herein
are in the Indonesian language.
PT ELNUSA Tbk AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS
As of December 31, 2019, and
For the Year Then Ended
(Expressed in millions of Rupiah,
unless otherwise stated)
2. SUMMARY OF SIGNIFICANT ACCOUNTING
POLICIES (continued)
c. Investment in joint ventures
Joint ventures are all entities which are jointly
controlled by the Group and other venturers, in
which the Group has rights to only the net assets
of the joint ventures. Investments in joint ventures
are accounted for using the equity method of
accounting and initially recognized at cost.
The Group’s share of the joint ventures’ post-
acquisition profits or losses is recognized in profit
or loss, and its share of post-acquisition
movements in other comprehensive income is
recognized in other comprehensive income with a
corresponding adjustment to the carrying amount
of the investment. Dividends receivable from joint
ventures are recognized as reductions in the
carrying amount of the investment. When the
Group’s share of losses in a joint venture equals
or exceeds its interest in the joint venture, the
Group does not recognize further losses, unless
the Group has incurred legal or constructive
obligations or made payments on behalf of the
joint venture.
Profits and losses resulting from transactions
between the Group and its joint ventures are
recognized in the Group’s consolidated financial
statements only to the extent of unrelated
venturer’s interest in the joint ventures. The Group
determines at each reporting date whether there
is any objective evidence that the investment in
the joint venture is impaired. If this is the case, the
Group calculates the amount of impairment as the
difference between the recoverable amount of the
joint venture and its carrying amount and
recognizes the amount adjacent to “shares of
profit (loss) of joint ventures” in profit or loss.
14
PT Elnusa Tbk

PT ELNUSA Tbk DAN ENTITAS ANAKNYA
CATATAN ATAS LAPORAN KEUANGAN
KONSOLIDASIAN
Tanggal 31 Desember 2019 dan untuk
Tahun yang Berakhir pada Tanggal Tersebut
(Disajikan dalam jutaan Rupiah,
kecuali dinyatakan lain)
2. IKHTISAR KEBIJAKAN AKUNTANSI SIGNIFIKAN
(lanjutan)
d. Kombinasi bisnis
Kombinasi bisnis dicatat dengan menggunakan
metode akuisisi. Biaya perolehan dari sebuah
akuisisi diukur pada nilai agregat imbalan yang
dialihkan, diukur pada nilai wajar pada tanggal
akuisisi dan jumlah setiap KNP pada pihak yang
diakuisisi. Untuk setiap kombinasi bisnis, Grup
mengukur KNP pada entitas yang diakuisisi,
baik pada nilai wajar ataupun pada proporsi
kepemilikan KNP atas aset neto yang
teridentifikasi dari entitas yang diakuisisi. Biaya-
biaya akuisisi yang timbul dibebankan langsung
dan dimasukkan dalam “beban umum dan
administrasi”.
Ketika melakukan akuisisi atas sebuah bisnis,
Grup mengklasifikasikan dan menentukan aset
keuangan yang diperoleh dan liabilitas
keuangan yang diambil alih berdasarkan pada
persyaratan kontraktual, kondisi ekonomi dan
kondisi terkait lain yang ada pada tanggal
akuisisi. Hal ini termasuk pemisahan derivatif
melekat dalam kontrak utama oleh pihak yang
diakuisisi.
Pada tanggal akuisisi, goodwill awalnya diukur
pada biaya perolehan yang merupakan selisih
lebih nilai agregat dari imbalan yang dialihkan
dan jumlah setiap KNP atas selisih jumlah dari
aset neto teridentifikasi yang diperoleh dan
liabilitas yang diambil alih. Jika imbalan tersebut
kurang dari nilai wajar aset neto entitas yang
diakuisisi, selisih tersebut diakui dalam laba rugi
sebagai keuntungan dari pembelian dengan
diskon setelah sebelumnya manajemen
meninjau kembali identifikasi dan nilai wajar dari
aset yang diperoleh dan liabilitas yang diambil
alih.
Setelah pengakuan awal, goodwill diukur pada
jumlah tercatat dikurangi akumulasi penyisihan
penurunan nilai. Untuk tujuan pengujian
penurunan nilai, goodwill yang diperoleh dari
suatu kombinasi bisnis, sejak tanggal akuisisi
dialokasikan kepada setiap unit penghasil kas
(“UPK”) dari Grup yang diharapkan akan
memberikan manfaat dari sinergi kombinasi
tersebut, terlepas dari apakah aset atau
liabilitas lain dari pihak yang diakuisisi
ditetapkan atas UPK tersebut.
PT Elnusa Tbk
The original consolidated financial statements included herein
are in the Indonesian language.
PT ELNUSA Tbk AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS
As of December 31, 2019, and
For the Year Then Ended
(Expressed in millions of Rupiah,
unless otherwise stated)
2. SUMMARY OF SIGNIFICANT ACCOUNTING
POLICIES (continued)
d. Business combination
Business combinations are accounted for using
the acquisition method. The cost of an acquisition
is measured as the aggregate of the consideration
transferred, measured at acquisition date fair
value and the amount of any NCI in the acquiree.
For each business combination, the Group
measures the NCI in the acquiree either at fair
value or at the proportionate share of the
acquiree’s identifiable net assets. Acquisition
costs incurred are directly expensed and included
in “general and administrative expenses”.
When the Group acquires a business, it assesses
the financial assets acquired and liabilities
assumed for appropriate classification and
designation in accordance with the contractual
terms, economic circumstances and pertinent
conditions as at the acquisition date. This includes
the separation of embedded derivatives in host
contracts by the acquiree.
At acquisition date, goodwill is initially measured
at cost being the excess of the aggregate of the
consideration transferred and the amount
recognized for NCI over the net identifiable assets
acquired and liabilities assumed. If this
consideration is lower than the fair value of the net
assets of the acquiree, the difference is
recognized in profit or loss as gain on bargain
purchase after revisiting the identification and fair
value measurement of the acquired assets and
the assumed liabilities.
After initial recognition, goodwill is measured at
cost less any accumulated allowance for
impairment. For the purpose of impairment
testing, goodwill acquired in a business
combination is, from the acquisition date,
allocated to each of the Group’s cash-generating
units (“CGU”) that are expected to benefit from the
combination, irrespective of whether other assets
or liabilities of the acquiree are assigned to those
CGUs.
15
Annual Report 2019 Laporan Tahunan 447

PT ELNUSA Tbk DAN ENTITAS ANAKNYA
CATATAN ATAS LAPORAN KEUANGAN
KONSOLIDASIAN
Tanggal 31 Desember 2019 dan untuk
Tahun yang Berakhir pada Tanggal Tersebut
(Disajikan dalam jutaan Rupiah,
kecuali dinyatakan lain)
2. IKHTISAR KEBIJAKAN AKUNTANSI SIGNIFIKAN
(lanjutan)
d. Kombinasi bisnis (lanjutan)
Jika goodwill telah dialokasikan pada suatu
UPK dan operasi tertentu atas UPK tersebut
dihentikan, maka goodwill yang diasosiasikan
dengan operasi yang dihentikan tersebut
termasuk dalam jumlah tercatat operasi
tersebut ketika menentukan keuntungan atau
kerugian dari pelepasan. Goodwill yang
dilepaskan tersebut diukur berdasarkan nilai
relatif operasi yang dihentikan dan porsi UPK
yang ditahan.
e. Kombinasi bisnis entitas sepengendali
Kombinasi bisnis entitas sepengendali, berupa
pengalihan bisnis yang dilakukan dalam rangka
reorganisasi entitas-entitas yang berada dalam
suatu kelompok usaha yang sama, bukan
merupakan perubahan kepemilikan dalam arti
substansi ekonomi, sehingga transaksi tersebut
tidak dapat menimbulkan laba atau rugi bagi
kelompok usaha secara keseluruhan ataupun
bagi entitas individual dalam kelompok usaha
tersebut. Oleh karena itu, transaksi tersebut
diakui pada jumlah tercatat berdasarkan
metode penyatuan kepemilikan. Laporan
keuangan entitas yang bergabung disajikan
sedemikian rupa seolah-olah penggabungan
tersebut telah terjadi sejak awal periode entitas
yang bergabung berada dalam sepengendalian.
Selisih antara imbalan yang diberikan/diterima
dan jumlah tercatat bisnis yang diterima/dilepas
dalam kombinasi bisnis entitas sepengendali
dicatat pada akun tambahan modal disetor
dalam laporan posisi keuangan konsolidasian.
f. Kas dan setara kas
Kas dan setara kas terdiri dari kas, bank dan
deposito berjangka yang jatuh tempo dalam
3 (tiga) bulan atau kurang dari tanggal
penempatannya dan tidak digunakan sebagai
jaminan atau dibatasi penggunaannya.
Deposito berjangka dengan jangka waktu lebih
dari 3 (tiga) bulan tapi tidak melebihi 1 (satu)
tahun dari tanggal penempatannya disajikan
sebagai bagian dari “aset keuangan lancar
lainnya”.
448 Annual Report 2019 Laporan Tahunan
The original consolidated financial statements included herein
are in the Indonesian language.
PT ELNUSA Tbk AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS
As of December 31, 2019, and
For the Year Then Ended
(Expressed in millions of Rupiah,
unless otherwise stated)
2. SUMMARY OF SIGNIFICANT ACCOUNTING
POLICIES (continued)
d. Business combination (continued)
Where goodwill forms part of a CGU and part of
the operation within that CGU is disposed of, the
goodwill associated with the operation disposed of
is included in the carrying amount of the operation
when determining the gain or loss on disposal of
the operation. Goodwill disposed of in this
circumstance is measured based on the relative
values of the operation disposed of and the
portion of the CGU retained.
e. Business combination of entities under
common control
Business combination of entities under common
control, represents the transfer of business which
is carried out within the framework of reorganizing
entities under the same group, does not constitute
a change of ownership based on the economic
substance of such transaction, hence it does not
result in gain or loss to the group as a whole or to
the individual entity within the group. Hence, such
transaction is recognized at carrying amount
using the pooling-of-interests method. The
financial statements of the combined entities are
presented as if they had been combined from the
beginning of the period they were under common
control.
Difference between the consideration
transferred/received and the carrying amount of
the acquired/disposed business in a business
combination of entities under common control is
recorded in additional paid-in capital account in
the consolidated statement of financial position.
f. Cash and cash equivalents
Cash and cash equivalents are cash on hand,
cash in banks and time deposits with maturity
periods of 3 (three) months or less at the time of
placement and which are not used as collateral or
not restricted.
Time deposits with maturities of more than
3 (three) months but not exceeding 1 (one) year
at the time of placement are presented as part of
“other current financial assets”.
16
PT Elnusa Tbk

PT ELNUSA Tbk DAN ENTITAS ANAKNYA
CATATAN ATAS LAPORAN KEUANGAN
KONSOLIDASIAN
Tanggal 31 Desember 2019 dan untuk
Tahun yang Berakhir pada Tanggal Tersebut
(Disajikan dalam jutaan Rupiah,
kecuali dinyatakan lain)
2. IKHTISAR KEBIJAKAN AKUNTANSI SIGNIFIKAN
(lanjutan)
f. Kas dan setara kas (lanjutan)
Kas dan setara kas yang dibatasi
penggunaannya yang akan digunakan untuk
membayar liabilitas yang akan jatuh tempo
dalam waktu 1 (satu) tahun disajikan sebagai
“kas yang dibatasi penggunaannya” sebagai
bagian dari ”aset keuangan lancar lainnya”. Kas
dan setara kas yang dibatasi penggunaannya
untuk membayar liabilitas yang akan jatuh
tempo dalam waktu lebih dari 1 (satu) tahun
disajikan sebagai bagian dari “aset keuangan
tidak lancar lainnya”.
g. Instrumen keuangan
i. Aset keuangan
Pengakuan awal
Aset keuangan diklasifikasikan sebagai
aset keuangan yang diukur pada nilai wajar
melalui laba rugi, pinjaman yang diberikan
dan piutang, investasi dimiliki hingga jatuh
tempo, dan aset keuangan tersedia untuk
dijual, mana yang sesuai. Grup
menetapkan klasifikasi aset keuangan
setelah pengakuan awal dan, jika
diperbolehkan dan sesuai, akan melakukan
evaluasi atas klasifikasi ini pada setiap
tanggal pelaporan.
Aset keuangan Grup yang meliputi kas dan
setara kas, piutang usaha, aset keuangan
lancar lainnya, dan aset keuangan tidak
lancar lainnya diklasifikasikan sebagai
pinjaman yang diberikan dan piutang,
sementara investasi pada saham dengan
persentase kepemilikan di bawah 20%
diklasifikasikan sebagai aset keuangan
tersedia untuk dijual.
Pada tanggal 31 Desember 2019 dan
2018, Grup tidak memiliki aset keuangan
yang diukur pada nilai wajar melalui laba
rugi dan investasi dimiliki hingga jatuh
tempo.
Pada saat pengakuan awalnya, aset
keuangan diukur pada nilai wajar ditambah
dengan biaya transaksi yang dapat
diatribusikan secara langsung.
PT Elnusa Tbk
The original consolidated financial statements included herein
are in the Indonesian language.
PT ELNUSA Tbk AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS
As of December 31, 2019, and
For the Year Then Ended
(Expressed in millions of Rupiah,
unless otherwise stated)
2. SUMMARY OF SIGNIFICANT ACCOUNTING
POLICIES (continued)
f. Cash and cash equivalents (continued)
Cash and cash equivalents which are restricted
for repayment of current maturing obligations are
presented as “restricted cash” under “other
current financial assets”. Cash and cash
equivalents which are restricted for repayment of
obligations maturing after 1 (one) year are
presented as part of “other non-current financial
assets”.
g. Financial instruments
i. Financial assets
Initial recognition
Financial assets are classified as financial
assets at fair value through profit or loss,
loans and receivables, held-to-maturity
investments, or available-for-sale financial
assets, as appropriate. The Group
determines the classification of its financial
assets after initial recognition and, where
allowed and appropriate, re-evaluates this
designation at each reporting date.
The Group’s financial assets which include
cash and cash equivalents, trade
receivables, other current financial assets,
and other non-current financial assets are
classified as loans and receivables, while
investments in shares with percentage of
ownership interest less than 20% are
classified as available-for-sale financial
assets.
As of December 31, 2019 and 2018, the
Group does not have any financial assets at
fair value through profit or loss and held-to-
maturity investments.
When financial assets are recognized initially,
they are measured at fair value plus directly
attributable transaction costs.
17
Annual Report 2019 Laporan Tahunan 449

PT ELNUSA Tbk DAN ENTITAS ANAKNYA
CATATAN ATAS LAPORAN KEUANGAN
KONSOLIDASIAN
Tanggal 31 Desember 2019 dan untuk
Tahun yang Berakhir pada Tanggal Tersebut
(Disajikan dalam jutaan Rupiah,
kecuali dinyatakan lain)
2. IKHTISAR KEBIJAKAN AKUNTANSI SIGNIFIKAN
(lanjutan)
g. Instrumen keuangan (lanjutan)
i. Aset keuangan (lanjutan)
Pengakuan awal (lanjutan)
Pada saat pengakuan awalnya, aset
keuangan diukur pada nilai wajar ditambah
dengan biaya transaksi yang dapat
diatribusikan secara langsung.
Pengukuran setelah pengakuan awal
Pinjaman yang diberikan dan piutang
adalah aset keuangan nonderivatif dengan
pembayaran tetap atau telah ditentukan
dan tidak memiliki kuotasi di pasar aktif.
Setelah pengakuan awal, aset tersebut
dicatat pada biaya perolehan yang
diamortisasi dengan menggunakan metode
suku bunga efektif (SBE) dan keuntungan
atau kerugian terkait diakui dalam laba rugi
ketika aset tersebut mengalami penurunan
nilai atau melalui proses amortisasi. Arus
kas terkait dengan pinjaman yang diberikan
dan piutang jangka pendek tidak
didiskontokan apabila efek diskonto tidak
material.
Aset keuangan tersedia untuk dijual adalah
aset keuangan nonderivatif yang
ditetapkan sebagai tersedia untuk dijual
atau yang tidak diklasifikasikan dalam
3 (tiga) kategori lainnya. Setelah
pengukuran awal, aset keuangan tersedia
untuk dijual diukur dengan nilai wajar
dengan keuntungan atau kerugian yang
belum terealisasi diakui dalam ekuitas
sampai aset tersebut dihentikan
pengakuannya.
Penghentian pengakuan
Penghentian pengakuan atas suatu aset
keuangan, atau, bila dapat diterapkan
untuk bagian dari aset keuangan atau
bagian dari kelompok aset keuangan
serupa, terjadi bila:
i. hak kontraktual atas arus kas yang
berasal dari aset keuangan tersebut
berakhir; atau
450 Annual Report 2019 Laporan Tahunan
The original consolidated financial statements included herein
are in the Indonesian language.
PT ELNUSA Tbk AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS
As of December 31, 2019, and
For the Year Then Ended
(Expressed in millions of Rupiah,
unless otherwise stated)
2. SUMMARY OF SIGNIFICANT ACCOUNTING
POLICIES (continued)
g. Financial instruments (continued)
i. Financial assets (continued)
Initial recognition (continued)
When financial assets are recognized initially,
they are measured at fair value plus directly
attributable transaction costs.
Subsequent measurement
Loans and receivables are non-derivative
financial assets with fixed or determinable
payments that are not quoted in an active
market. After initial recognition, such assets
are carried at amortized cost using the
effective interest (EIR) method and the
related gains or losses are recognized in
profit or loss when the assets are impaired or
through amortization process. Cash flows
relating to short-term loans and receivables
are not discounted if the effect of discounting
is immaterial.
Available-for-sale financial assets are non-
derivative financial assets that are
designated as available-for-sale or are not
classified in any of the 3 (three) preceding
categories. After initial measurement,
available-for-sale financial assets are
measured at fair value with unrealized gains
or losses recognized in equity until the assets
are derecognized.
Derecognition
A financial asset, or, where applicable a part
of a financial asset or part of a group of similar
financial assets, is derecognized when:
i. the contractual rights to receive cash
flows from the financial asset have
expired; or
18
PT Elnusa Tbk

PT ELNUSA Tbk DAN ENTITAS ANAKNYA
CATATAN ATAS LAPORAN KEUANGAN
KONSOLIDASIAN
Tanggal 31 Desember 2019 dan untuk
Tahun yang Berakhir pada Tanggal Tersebut
(Disajikan dalam jutaan Rupiah,
kecuali dinyatakan lain)
2. IKHTISAR KEBIJAKAN AKUNTANSI SIGNIFIKAN
(lanjutan)
g. Instrumen keuangan (lanjutan)
i. Aset keuangan (lanjutan)
Penghentian pengakuan (lanjutan)
ii. Grup mentransfer hak kontraktual
untuk menerima arus kas yang berasal
dari aset keuangan tersebut atau
menanggung kewajiban untuk
membayar arus kas yang diterima
tersebut tanpa penundaan yang
signifikan kepada pihak ketiga melalui
suatu kesepakatan penyerahan dan
apabila (a) secara substansial
mentransfer seluruh risiko dan
manfaat atas kepemilikan aset
keuangan tersebut, atau (b) secara
substansial tidak mentransfer dan
tidak mempertahankan seluruh risiko
dan manfaat atas kepemilikan aset
keuangan tersebut, namun telah
mentransfer pengendalian atas aset
keuangan tersebut.
Apabila Grup mentransfer hak untuk
menerima arus kas yang berasal dari aset
keuangan atau mengadakan kesepakatan
penyerahan, atau tidak mentransfer
maupun tidak mempertahankan secara
substansial seluruh risiko dan manfaat atas
aset keuangan tersebut namun telah
mentransfer pengendalian atas aset
keuangan tersebut, maka suatu aset
keuangan baru diakui oleh Grup sebesar
keterlibatannya yang berkelanjutan dengan
aset keuangan tersebut.
Pada saat penghentian pengakuan atas
aset keuangan secara keseluruhan, maka
selisih antara nilai tercatat dan jumlah dari
(i) pembayaran yang diterima, termasuk
aset baru yang diperoleh dikurangi dengan
liabilitas baru yang ditanggung; dan
(ii) keuntungan atau kerugian kumulatif
yang telah diakui secara langsung dalam
ekuitas, harus diakui dalam laba rugi.
PT Elnusa Tbk
The original consolidated financial statements included herein
are in the Indonesian language.
PT ELNUSA Tbk AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS
As of December 31, 2019, and
For the Year Then Ended
(Expressed in millions of Rupiah,
unless otherwise stated)
2. SUMMARY OF SIGNIFICANT ACCOUNTING
POLICIES (continued)
g. Financial instruments (continued)
i. Financial assets (continued)
Derecognition (continued)
ii. The Group has transferred its
contractual rights to receive cash flows
from the financial asset or has assumed
an obligation to pay them in full without
material delay to a third party under a
“pass-through” arrangement and either
(a) has transferred substantially all the
risks and rewards of the financial asset,
or (b) has neither transferred nor
retained substantially all the risks and
rewards of the financial asset, but has
transferred control of the financial asset.
Where the Group has transferred its rights to
receive cash flows from a financial asset or
has entered into a pass-through
arrangement, or has neither transferred nor
retained substantially all the risks and
rewards of the financial asset but has
transferred control of the financial asset, a
new financial asset is recognized to the
extent of the Group’s continuing involvement
in the asset.
On derecognition of a financial asset in its
entirety, the difference between the carrying
amount and the sum of (i) the consideration
received, including any new asset obtained
less any new liability assumed; and (ii) any
cumulative gain or loss that has been
recognized directly in equity, is recognized in
profit or loss.
19
Annual Report 2019 Laporan Tahunan 451

PT ELNUSA Tbk DAN ENTITAS ANAKNYA
CATATAN ATAS LAPORAN KEUANGAN
KONSOLIDASIAN
Tanggal 31 Desember 2019 dan untuk
Tahun yang Berakhir pada Tanggal Tersebut
(Disajikan dalam jutaan Rupiah,
kecuali dinyatakan lain)
2. IKHTISAR KEBIJAKAN AKUNTANSI SIGNIFIKAN
(lanjutan)
g. Instrumen keuangan (lanjutan)
i. Aset keuangan (lanjutan)
Penurunan nilai
Pada setiap tanggal pelaporan, Grup
mengevaluasi apakah terdapat bukti yang
obyektif bahwa aset keuangan atau
kelompok aset keuangan mengalami
penurunan nilai. Penurunan nilai atas aset
keuangan atau kelompok aset keuangan
dianggap telah terjadi, jika dan hanya jika,
terdapat bukti yang obyektif mengenai
penurunan nilai sebagai akibat dari satu
atau lebih peristiwa yang terjadi setelah
pengakuan awal aset tersebut (“peristiwa
kerugian”), dan peristiwa kerugian tersebut
berdampak pada estimasi arus kas masa
depan aset keuangan atau kelompok aset
keuangan yang dapat diestimasi secara
andal.
Bukti penurunan nilai dapat meliputi
indikasi pihak peminjam atau kelompok
peminjam mengalami kesulitan keuangan
signifikan, wanprestasi atau tunggakan
pembayaran bunga atau pokok, terdapat
kemungkinan bahwa pihak peminjam akan
dinyatakan pailit atau melakukan
reorganisasi keuangan lainnya, dan pada
saat data yang dapat diobservasi
mengindikasikan adanya penurunan yang
dapat diukur atas estimasi arus kas masa
depan, seperti meningkatnya tunggakan
atau kondisi ekonomi yang berkorelasi
dengan wanprestasi.
Untuk pinjaman yang diberikan dan piutang
yang dicatat pada biaya perolehan yang
diamortisasi, Grup pertama kali secara
individual menentukan bahwa terdapat
bukti obyektif mengenai penurunan nilai
atas aset keuangan yang signifikan secara
individual, atau secara kolektif untuk aset
keuangan yang tidak signifikan secara
individual. Jika Grup menentukan tidak
terdapat bukti obyektif mengenai
penurunan nilai atas aset keuangan yang
dinilai secara individual, terlepas aset
keuangan tersebut signifikan atau tidak,
maka Grup memasukkan aset tersebut ke
dalam kelompok aset keuangan yang
memiliki karakteristik risiko kredit yang
sejenis dan menilai penurunan nilai
kelompok tersebut secara kolektif. Aset
yang penurunan nilainya dinilai secara
individual dan untuk itu kerugian
penurunan nilai diakui atau tetap diakui,
tidak termasuk dalam penilaian atau
penurunan nilai secara kolektif.
452 Annual Report 2019 Laporan Tahunan
The original consolidated financial statements included herein
are in the Indonesian language.
PT ELNUSA Tbk AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS
As of December 31, 2019, and
For the Year Then Ended
(Expressed in millions of Rupiah,
unless otherwise stated)
2. SUMMARY OF SIGNIFICANT ACCOUNTING
POLICIES (continued)
g. Financial instruments (continued)
i. Financial assets (continued)
Impairment
The Group assesses at each reporting date
whether there is any objective evidence that
a financial asset or a group of financial assets
is impaired. A financial asset or a group of
financial assets is deemed to be impaired if,
and only if, there is an objective evidence of
impairment as a result of one or more events
that has occurred after the initial recognition
of the asset (an incurred “loss event”) and
that loss event has an impact on the
estimated future cash flows of the financial
asset or the group of financial assets that can
be reliably estimated.
Evidence of impairment may include
indications that the debtors or a group of
debtors are experiencing significant financial
difficulty, default or delinquency in interest or
principal payments, the probability that they
will enter bankruptcy or other financial
reorganization, and when observable data
indicate that there is a measurable decrease
in the estimated future cash flows, such as
changes in arrears or economic conditions
that correlate with defaults.
For loans and receivables carried at
amortized cost, the Group first assesses
individually whether objective evidence of
impairment exists individually for financial
assets that are individually significant, or
collectively for financial assets that are not
individually significant. If the Group
determines that no objective evidence of
impairment exists for an individually
assessed financial asset, whether significant
or not, it includes the asset in a group of
financial assets with similar credit risk
characteristics and collectively assesses
them for impairment. Assets that are
individually assessed for impairment and for
which an impairment loss is, or continues to
be, recognized are not included in a collective
assessment or impairment.
20
PT Elnusa Tbk

PT ELNUSA Tbk DAN ENTITAS ANAKNYA
CATATAN ATAS LAPORAN KEUANGAN
KONSOLIDASIAN
Tanggal 31 Desember 2019 dan untuk
Tahun yang Berakhir pada Tanggal Tersebut
(Disajikan dalam jutaan Rupiah,
kecuali dinyatakan lain)
2. IKHTISAR KEBIJAKAN AKUNTANSI SIGNIFIKAN
(lanjutan)
g. Instrumen keuangan (lanjutan)
i. Aset keuangan (lanjutan)
Penurunan nilai (lanjutan)
Jika terdapat bukti obyektif bahwa kerugian
penurunan nilai telah terjadi, maka jumlah
kerugian tersebut diukur berdasarkan
selisih antara nilai tercatat aset dengan
nilai kini estimasi arus kas masa depan
(tidak termasuk ekspektasi kerugian kredit
masa depan yang belum terjadi). Nilai kini
estimasi arus kas masa depan didiskonto
menggunakan SBE awal dari aset
keuangan tersebut. Jika pinjaman yang
diberikan atau piutang memiliki suku bunga
variabel, tingkat diskonto untuk mengukur
kerugian penurunan nilai adalah SBE
terkini.
Nilai tercatat aset keuangan dikurangi
melalui penggunaan akun penyisihan dan
jumlah kerugian tersebut diakui secara
langsung dalam laba rugi. Pendapatan
bunga terus diakui atas nilai tercatat yang
telah dikurangi tersebut berdasarkan suku
bunga yang digunakan untuk
mendiskontokan arus kas masa depan
dengan tujuan untuk mengukur kerugian
penurunan nilai. Pinjaman yang diberikan
dan piutang beserta dengan penyisihan
terkait dihapuskan jika tidak terdapat
kemungkinan yang realistis atas pemulihan
di masa mendatang dan seluruh agunan,
jika ada, sudah direalisasi atau ditransfer
kepada Grup.
Ketika penurunan nilai wajar aset
keuangan tersedia untuk dijual telah diakui
dalam ekuitas dan terdapat bukti obyektif
bahwa aset tersebut mengalami penurunan
nilai, maka kerugian kumulatif yang
sebelumnya diakui dalam ekuitas harus
dikeluarkan dari ekuitas dan diakui dalam
laba rugi meskipun aset keuangan tersebut
belum dihentikan pengakuannya. Jumlah
kerugian kumulatif yang dikeluarkan dari
ekuitas dan diakui dalam laba rugi
merupakan selisih antara biaya perolehan
dengan nilai wajar kini, dikurangi kerugian
penurunan nilai aset keuangan yang
sebelumnya telah diakui dalam laba rugi.
PT Elnusa Tbk
The original consolidated financial statements included herein
are in the Indonesian language.
PT ELNUSA Tbk AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS
As of December 31, 2019, and
For the Year Then Ended
(Expressed in millions of Rupiah,
unless otherwise stated)
2. SUMMARY OF SIGNIFICANT ACCOUNTING
POLICIES (continued)
g. Financial instruments (continued)
i. Financial assets (continued)
Impairment (continued)
When there is objective evidence that an
impairment loss has occurred, the amount of
the loss is measured as the difference
between the asset’s carrying amount and the
present value of estimated future cash flows
(excluding future expected credit losses that
have not been incurred). The present value of
the estimated future cash flows is discounted
at the financial asset’s original EIR. If a loan
or receivable has a variable interest rate, the
discount rate for measuring impairment loss
is the current EIR.
The carrying amount of the asset is reduced
through the use of an allowance account and
the amount of the loss is directly recognized
in profit or loss. Interest income continues to
be accrued on the reduced carrying amount
based on the rate of interest used to discount
future cash flows for the purpose of
measuring impairment loss. Loans and
receivables, together with the associated
allowance are written off when there is no
realistic prospect of future recovery and all
collateral, if any, has been realized or has
been transferred to the Group.
When a decline in the fair value of an
available-for-sale financial asset has been
recognized in equity and there is objective
evidence that the assets are impaired, the
cumulative loss that had been recognized in
equity will be reclassified from equity to profit
or loss even though the financial asset has
not been derecognized. The amount of the
cumulative loss that is reclassified from
equity to profit or loss is the difference
between the acquisition cost and the current
fair value, less any impairment loss on that
financial asset previously recognized in profit
or loss.
21
Annual Report 2019 Laporan Tahunan 453

PT ELNUSA Tbk DAN ENTITAS ANAKNYA
CATATAN ATAS LAPORAN KEUANGAN
KONSOLIDASIAN
Tanggal 31 Desember 2019 dan untuk
Tahun yang Berakhir pada Tanggal Tersebut
(Disajikan dalam jutaan Rupiah,
kecuali dinyatakan lain)
2. IKHTISAR KEBIJAKAN AKUNTANSI SIGNIFIKAN
(lanjutan)
g. Instrumen keuangan (lanjutan)
i. Aset keuangan (lanjutan)
Penurunan nilai (lanjutan)
Jika, dalam periode pelaporan berikutnya,
nilai estimasi kerugian penurunan nilai aset
keuangan bertambah atau berkurang yang
dikarenakan peristiwa yang terjadi setelah
penurunan nilai diakui, maka kerugian
penurunan nilai yang sebelumnya diakui
ditambahkan atau dikurangi (dipulihkan)
dengan menyesuaikan akun penyisihan.
Pemulihan tersebut tidak boleh
mengakibatkan nilai tercatat aset
keuangan melebihi biaya perolehan yang
diamortisasi yang seharusnya jika
penurunan nilai tidak diakui pada tanggal
pemulihan dilakukan. Jika penghapusan
nantinya terpulihkan, jumlah pemulihan
aset keuangan diakui dalam laba rugi.
ii. Liabilitas keuangan
Pengakuan awal
Liabilitas keuangan diklasifikasikan
sebagai liabilitas keuangan yang diukur
pada nilai wajar melalui laba rugi, utang
dan pinjaman, atau derivatif yang
ditetapkan sebagai instrumen lindung nilai
dalam lindung nilai yang efektif, mana yang
sesuai. Grup menetapkan klasifikasi atas
liabilitas keuangan pada saat pengakuan
awal.
Liabilitas keuangan Grup yang meliputi
pinjaman bank jangka pendek, utang
usaha, liabilitas jangka pendek lainnya -
utang lain-lain dan titipan pelanggan,
beban akrual, utang pihak berelasi dan
pinjaman bank jangka panjang
diklasifikasikan sebagai utang dan
pinjaman.
Pada tanggal 31 Desember 2019 dan
2018, Grup tidak memiliki liabilitas
keuangan yang diukur pada nilai wajar
melalui laba rugi dan derivatif yang
diterapkan sebagai instrumen lindung nilai
dalam lindung nilai yang efektif.
Pada saat pengakuan awalnya, liabilitas
keuangan diukur pada nilai wajar dikurangi
dengan biaya transaksi yang dapat
diatribusikan secara langsung.
454 Annual Report 2019 Laporan Tahunan
The original consolidated financial statements included herein
are in the Indonesian language.
PT ELNUSA Tbk AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS
As of December 31, 2019, and
For the Year Then Ended
(Expressed in millions of Rupiah,
unless otherwise stated)
2. SUMMARY OF SIGNIFICANT ACCOUNTING
POLICIES (continued)
g. Financial instruments (continued)
i. Financial assets (continued)
Impairment (continued)
If, in the subsequent reporting period, the
amount of the estimated impairment loss
increases or decreases because of event
occurring after the impairment was
recognized, the previously recognized
impairment loss is increased or reduced by
adjusting the allowance account. The
reversal shall not result in a carrying amount
of the financial asset that exceeds what the
amortized cost would have been had the
impairment not been recognized at the date
the impairment is reversed. If a future write-
off is later recovered, the recovery is
recognized in profit or loss.
ii. Financial liabilities
Initial recognition
Financial liabilities are classified as financial
liabilities at fair value through profit or loss,
loans and borrowings, or derivatives
designated as hedging instruments in an
effective hedge, as appropriate. The Group
determines the classification of its financial
liabilities at initial recognition.
The Group’s financial liabilities which include
short-term bank loans, trade payables, other
current liabilities - other payables and
customer deposits, accrued expenses, due to
related parties and long-term bank loans are
classified as loans and borrowings.
As of December 31, 2019 and 2018, the
Group does not have any financial liabilities
at fair value through profit or loss and
derivatives designated as hedging
instruments in an effective hedge.
When financial liabilities are recognized
initially, they are measured at fair value less
directly attributable transaction costs.
22
PT Elnusa Tbk

PT ELNUSA Tbk DAN ENTITAS ANAKNYA
CATATAN ATAS LAPORAN KEUANGAN
KONSOLIDASIAN
Tanggal 31 Desember 2019 dan untuk
Tahun yang Berakhir pada Tanggal Tersebut
(Disajikan dalam jutaan Rupiah,
kecuali dinyatakan lain)
2. IKHTISAR KEBIJAKAN AKUNTANSI SIGNIFIKAN
(lanjutan)
g. Instrumen keuangan (lanjutan)
ii. Liabilitas keuangan (lanjutan)
Pengukuran setelah pengakuan awal
Setelah pengakuan awal, utang dan
pinjaman diukur pada biaya perolehan
yang diamortisasi dengan menggunakan
metode SBE dan keuntungan atau
kerugian terkait diakui dalam laba rugi
melalui proses amortisasi. Biaya perolehan
yang diamortisasi diukur dengan
menggunakan metode SBE dikurangi
penyisihan penurunan nilai dan
pembayaran atau pengurangan pokok.
Perhitungan ini mencakup seluruh premi
atau diskonto pada saat perolehan dan
mencakup biaya transaksi serta komisi
yang merupakan bagian tak terpisahkan
dari SBE. Arus kas terkait dengan pinjaman
dan utang jangka pendek tidak
didiskontokan apabila efek diskonto tidak
material.
Penghentian pengakuan
Suatu liabilitas keuangan dihentikan
pengakuannya pada saat kewajiban yang
ditetapkan dalam kontrak dihentikan,
dibatalkan atau kadaluwarsa.
Ketika suatu liabilitas keuangan ditukar
dengan liabilitas keuangan lain dari
pemberi pinjaman yang sama atas
persyaratan yang secara substansial
berbeda, atau bila persyaratan dari
liabilitas keuangan tersebut dimodifikasi
secara substansial, pertukaran atau
modifikasi persyaratan tersebut dicatat
sebagai penghentian pengakuan liabilitas
keuangan awal dan pengakuan liabilitas
keuangan baru, dan selisih antara nilai
tercatat masing-masing liabilitas keuangan
tersebut diakui dalam laba rugi.
PT Elnusa Tbk
The original consolidated financial statements included herein
are in the Indonesian language.
PT ELNUSA Tbk AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS
As of December 31, 2019, and
For the Year Then Ended
(Expressed in millions of Rupiah,
unless otherwise stated)
2. SUMMARY OF SIGNIFICANT ACCOUNTING
POLICIES (continued)
g. Financial instruments (continued)
ii. Financial liabilities (continued)
Subsequent measurement
Subsequent to initial recognition, loans and
borrowings are measured at amortized costs
using the EIR method and the related gains
and losses are recognized in profit or loss
through amortization process. Amortized cost
is computed using the EIR method less any
allowance for impairment and principal
repayment or reduction. The calculation
takes into account any premium or discount
on acquisition and includes transaction costs
and fees that are an integral part of the EIR.
Cash flows relating to short-term loans and
borrowings are not discounted if the effect of
discounting is immaterial.
Derecognition
A financial liability is derecognized when the
obligation under the contract is discharged,
cancelled or expired.
When an existing financial liability is replaced
by another from the same lender on
substantially different terms, or the terms of
an existing liability are substantially modified,
such an exchange or modification is treated
as derecognition of the original liability and
the recognition of a new liability, and the
difference in the respective carrying amounts
is recognized in profit or loss.
23
Annual Report 2019 Laporan Tahunan 455

PT ELNUSA Tbk DAN ENTITAS ANAKNYA
CATATAN ATAS LAPORAN KEUANGAN
KONSOLIDASIAN
Tanggal 31 Desember 2019 dan untuk
Tahun yang Berakhir pada Tanggal Tersebut
(Disajikan dalam jutaan Rupiah,
kecuali dinyatakan lain)
2. IKHTISAR KEBIJAKAN AKUNTANSI SIGNIFIKAN
(lanjutan)
g. Instrumen keuangan (lanjutan)
iii. Saling hapus instrumen keuangan
Aset keuangan dan liabilitas keuangan
saling hapus dan nilai netonya disajikan
dalam laporan posisi keuangan
konsolidasian jika, dan hanya jika, terdapat
hak yang berkekuatan hukum untuk
melakukan saling hapus atas jumlah yang
telah diakui dari aset keuangan dan
liabilitas keuangan tersebut dan terdapat
intensi untuk menyelesaikan dengan
menggunakan dasar neto, atau untuk
merealisasikan aset dan menyelesaikan
liabilitasnya secara bersamaan.
iv. Nilai wajar instrumen keuangan
Nilai wajar instrumen keuangan yang tidak
diperdagangkan di pasar aktif ditentukan
dengan menggunakan teknik penilaian.
Teknik penilaian tersebut meliputi
penggunaan transaksi pasar terkini yang
dilakukan secara wajar oleh pihak-pihak
yang berkeinginan dan memahami (recent
arm’s-length market transaction), referensi
atas nilai wajar terkini dari instrumen lain
yang secara substansial sama, analisis
arus kas yang didiskonto, atau model
penilaian lainnya.
h. Persediaan
Persediaan dinyatakan sebesar nilai terendah
antara biaya perolehan atau nilai realisasi neto.
Biaya perolehan ditentukan dengan metode
rata-rata tertimbang dan termasuk semua
pengeluaran untuk memperoleh persediaan,
biaya produksi atau konversi, dan biaya lainnya
yang timbul untuk membawa persediaan ke
tempat dan kondisi saat ini. Biaya tersebut tidak
termasuk biaya pinjaman. Nilai realisasi neto
adalah estimasi harga penjualan dalam
kegiatan usaha normal dikurangi dengan biaya
penyelesaian dan penjualannya.
Penyisihan persediaan usang dibentuk untuk
mengurangi jumlah tercatat persediaan ke nilai
realisasi netonya yang ditentukan melalui
pengujian berkala atas estimasi penggunaan
atau penjualan masing-masing jenis persediaan
di masa yang akan datang.
456 Annual Report 2019 Laporan Tahunan
The original consolidated financial statements included herein
are in the Indonesian language.
PT ELNUSA Tbk AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS
As of December 31, 2019, and
For the Year Then Ended
(Expressed in millions of Rupiah,
unless otherwise stated)
2. SUMMARY OF SIGNIFICANT ACCOUNTING
POLICIES (continued)
g. Financial instruments (continued)
iii. Offsetting of financial instruments
Financial assets and financial liabilities are
offset and the net amount reported in the
consolidated statement of financial position if,
and only if, there is a currently enforceable
legal right to offset the recognized amounts
and there is an intention to settle on a net
basis, or to realize the assets and settle the
liabilities simultaneously.
iv. Fair value of financial instruments
The fair value of financial instruments that are
not traded in active markets is determined
using valuation techniques. Such techniques
may include using recent arm’s-length market
transaction, reference to the current fair value
of another instrument that is substantially the
same, discounted cash flow analysis, or other
valuation models.
h. Inventories
Inventories are stated at the lower of cost or net
realizable value. Cost is determined using the
weighted average cost method and includes
expenditure incurred in acquiring the inventories,
production or conversion costs and other costs
incurred in bringing the inventory to its existing
location and condition. It excludes borrowing
costs. Net realizable value is the estimated sales
amount in the ordinary course of business less the
costs of completion and selling expenses.
Allowance for inventory obsolescence is provided
to reduce the carrying amount of inventories to
their net realizable value based on the periodic
review of the estimated future usage or sale of
individual inventory items.
24
PT Elnusa Tbk

PT ELNUSA Tbk DAN ENTITAS ANAKNYA
CATATAN ATAS LAPORAN KEUANGAN
KONSOLIDASIAN
Tanggal 31 Desember 2019 dan untuk
Tahun yang Berakhir pada Tanggal Tersebut
(Disajikan dalam jutaan Rupiah,
kecuali dinyatakan lain)
2. IKHTISAR KEBIJAKAN AKUNTANSI SIGNIFIKAN
(lanjutan)
i. Transaksi dengan pihak-pihak berelasi
Grup mempunyai transaksi dengan pihak
berelasi sebagaimana didefinisikan pada PSAK
No. 7 (Penyesuaian 2015) “Pengungkapan
Pihak-pihak Berelasi”.
Transaksi ini dilakukan berdasarkan
persyaratan yang disetujui oleh kedua belah
pihak, dimana persyaratan tersebut mungkin
tidak sama dengan transaksi lain yang
dilakukan dengan pihak-pihak yang tidak
berelasi.
Saldo dan transaksi signifikan dengan pihak-
pihak berelasi diungkapkan dalam Catatan 30.
j. Aset tetap
Seluruh aset tetap awalnya diakui sebesar
biaya perolehan, yang terdiri atas harga
perolehan dan biaya-biaya tambahan yang
dapat di atribusikan langsung untuk membawa
aset ke lokasi dan kondisi yang diinginkan
supaya aset tersebut siap digunakan sesuai
dengan maksud manajemen.
Aset tetap dinyatakan sebesar biaya perolehan
dikurangi dengan akumulasi penyusutan dan
penyisihan penurunan nilai. Tanah tidak
disusutkan. Termasuk juga ke dalam biaya
perolehan adalah biaya-biaya penggantian
bagian dari aset tetap jika biaya itu terjadi, dan
apabila terdapat kemungkinan yang besar
bahwa Grup akan mendapat manfaat ekonomis
di masa depan dari bagian aset tersebut serta
biaya perolehannya dapat diukur secara andal.
Demikian pula, pada saat inspeksi yang
signifikan dilakukan, biaya inspeksi itu diakui ke
dalam jumlah tercatat (carrying amount) aset
tetap sebagai suatu penggantian jika memenuhi
kriteria pengakuan. Semua biaya pemeliharaan
dan perbaikan yang tidak memenuhi kriteria
pengakuan diakui dalam laba rugi pada saat
terjadinya.
Biaya legal awal yang terjadi untuk memperoleh
hak atas tanah diakui sebagai bagian dari biaya
akuisisi.
PT Elnusa Tbk
The original consolidated financial statements included herein
are in the Indonesian language.
PT ELNUSA Tbk AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS
As of December 31, 2019, and
For the Year Then Ended
(Expressed in millions of Rupiah,
unless otherwise stated)
2. SUMMARY OF SIGNIFICANT ACCOUNTING
POLICIES (continued)
i. Transactions with related parties
The Group has transactions with related parties
as defined in PSAK No. 7 (Improvement 2015),
“Related Party Disclosures”.
The transactions are made based on terms
agreed by the parties, in which such terms may
not be the same as those of the transactions
between unrelated parties.
All significant balances and transactions with
related parties are disclosed in Note 30.
j. Fixed assets
All fixed assets are initially recognized at cost,
which comprises the purchase price and any
costs directly attributable in bringing the assets to
the location and condition necessary for the
assets to be capable of operating in the manner
intended by management.
Fixed assets are stated at cost less accumulated
depreciation and allowance for impairment. Land
is not depreciated. The cost includes the cost of
replacing part of the fixed assets when that cost is
incurred, only when it is probable that future
economic benefits associated with the item will
flow to the Group and the cost of the item can be
measured reliably. Likewise, when a major
inspection is performed, its cost is recognized in
the carrying amount of the fixed assets as a
replacement if the recognition criteria are
satisfied. All other repairs and maintenance costs
that do not meet the recognition criteria are
recognized in profit or loss as incurred.
Initial legal costs incurred to obtain legal rights of
land are recognized as part of the acquisition
costs.
25
Annual Report 2019 Laporan Tahunan 457

PT ELNUSA Tbk DAN ENTITAS ANAKNYA
CATATAN ATAS LAPORAN KEUANGAN
KONSOLIDASIAN
Tanggal 31 Desember 2019 dan untuk
Tahun yang Berakhir pada Tanggal Tersebut
(Disajikan dalam jutaan Rupiah,
kecuali dinyatakan lain)
2. IKHTISAR KEBIJAKAN AKUNTANSI SIGNIFIKAN
(lanjutan)
j. Aset tetap (lanjutan)
Penyusutan dihitung dengan menggunakan
metode garis lurus selama estimasi masa
manfaat aset tetap yang bersangkutan yaitu
sebagai berikut:
Tahun/Year
Bangunan, prasarana dan instalasi
Mesin dan peralatan
Perabotan dan perlengkapan kantor
Alat transportasi
Konstruksi baja
Aset dalam penyelesaian merupakan biaya-
biaya yang berhubungan langsung dengan
pembangunan dan akuisisi aset tetap, termasuk
biaya pendanaan, jika ada. Biaya-biaya
tersebut akan dipindahkan ke aset tetap yang
bersangkutan pada saat pembangunannya
telah selesai. Penyusutan mulai dibebankan
pada saat aset tersebut siap digunakan.
Jumlah tercatat aset tetap dihentikan
pengakuannya pada saat dilepaskan atau saat
tidak ada manfaat ekonomis di masa depan
yang diharapkan dari penggunaan atau
pelepasannya. Laba atau rugi yang timbul dari
penghentian pengakuan aset, yang merupakan
perbedaan antara jumlah neto hasil pelepasan
dengan jumlah tercatatnya, disajikan dalam
laba rugi.
Nilai residu, umur manfaat dan metode
penyusutan ditinjau ulang dan, jika diperlukan,
akan disesuaikan secara prospektif pada setiap
tanggal pelaporan.
k. Aset takberwujud
Biaya terkait dengan pembaruan hak atas tanah
diakui sebagai aset takberwujud dan
diamortisasi sepanjang umur hukum hak yang
berkisar antara 20 (dua puluh) sampai
30 (tiga puluh) tahun.
Biaya yang terkait dengan pemeliharaan
program piranti lunak komputer diakui sebagai
beban pada saat terjadinya. Biaya perolehan
atau pengembangan yang dapat secara
langsung diatribusikan kepada desain dan
pengujian produk piranti lunak diakui sebagai
aset takberwujud.
458 Annual Report 2019 Laporan Tahunan
The original consolidated financial statements included herein
are in the Indonesian language.
PT ELNUSA Tbk AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS
As of December 31, 2019, and
For the Year Then Ended
(Expressed in millions of Rupiah,
unless otherwise stated)
2. SUMMARY OF SIGNIFICANT ACCOUNTING
POLICIES (continued)
j. Fixed assets (continued)
Depreciation is calculated using the straight-line
method over the estimated useful lifes of the
assets as follows:
4-20 Buildings, improvements and installations
2-10 Machinery and equipment
2-5 Office furniture, fixtures and equipment
2-5 Transportation equipment
10 Steel constructions
Construction in progress represents costs directly
attributable to the construction and acquisition of
fixed assets, including financial costs, if any.
These costs are transferred to the relevant asset
account when the construction is complete.
Depreciation is charged from the date the assets
are ready for use.
An item of fixed asset is derecognized upon
disposal or when no future economic benefits are
expected from its use or disposal. Any gain or loss
arising from derecognition of the asset, calculated
as the difference between the net disposal
proceeds and the carrying amount of the asset, is
included in profit or loss.
The residual values, useful lifes and methods of
depreciation are reviewed, and adjusted
prospectively, if appropriate, at each reporting
date.
k. Intangible assets
Cost related to renewal of land rights are
recognized as intangible assets and amortized
during the period of the land rights which are
ranging from 20 (twenty) to 30 (thirty) years.
Costs associated with maintaining computer
software programs are recognized as an expense
as incurred. Acquisition and development costs
that are directly attributable to the design and
testing of software products are recognized as
intangible assets.
26
PT Elnusa Tbk

PT ELNUSA Tbk DAN ENTITAS ANAKNYA
CATATAN ATAS LAPORAN KEUANGAN
KONSOLIDASIAN
Tanggal 31 Desember 2019 dan untuk
Tahun yang Berakhir pada Tanggal Tersebut
(Disajikan dalam jutaan Rupiah,
kecuali dinyatakan lain)
2. IKHTISAR KEBIJAKAN AKUNTANSI SIGNIFIKAN
(lanjutan)
k. Aset takberwujud (lanjutan)
Biaya-biaya yang dapat diatribusikan secara
langsung dan dikapitalisasi sebagai bagian dari
produk piranti lunak mencakup beban pekerja
pengembang piranti lunak dan overhead yang
relevan.
Biaya perolehan dan pengembangan piranti
lunak diamortisasi dengan menggunakan
metode garis lurus selama 2 (dua) tahun.
l. Sewa
Penentuan apakah suatu perjanjian
merupakan, atau mengandung, sewa dibuat
berdasarkan substansi perjanjian itu sendiri dan
penilaian apakah pemenuhan atas perjanjian
bergantung dari penggunaan aset tertentu atau
aset, dan apakah perjanjian memberikan hak
untuk menggunakan aset.
Sewa yang secara substansial mengalihkan
seluruh risiko dan manfaat yang terkait dengan
kepemilikan aset, diklasifikasikan sebagai sewa
pembiayaan. Sedangkan suatu sewa
diklasifikasikan sebagai sewa operasi, jika sewa
tidak mengalihkan secara substansial seluruh
risiko dan manfaat yang terkait dengan
kepemilikan aset tersebut.
Grup terlibat dalam transaksi sewa sebagai
pihak yang menyewakan.
Dalam sewa pembiayaan, Grup tidak mengakui
aset yang disewakan dalam laporan posisi
keuangan konsolidasian dan menyajikannya
sebagai piutang sewa pembiayaan sebesar
jumlah yang sama dengan investasi sewa neto.
Penerimaan piutang sewa diperlakukan
sebagai pembayaran pokok dan pendapatan
pembiayaan. Pengakuan pendapatan
pembiayaan ditetapkan berdasarkan suatu pola
tertentu yang mencerminkan tingkat
pengembalian periodik yang konstan atas
investasi neto Grup dalam sewa pembiayaan
tersebut.
PT Elnusa Tbk
The original consolidated financial statements included herein
are in the Indonesian language.
PT ELNUSA Tbk AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS
As of December 31, 2019, and
For the Year Then Ended
(Expressed in millions of Rupiah,
unless otherwise stated)
2. SUMMARY OF SIGNIFICANT ACCOUNTING
POLICIES (continued)
k. Intangible assets (continued)
Directly attributable costs that are capitalized as
part of the software product include the software
development employee costs and an appropriate
portion of the relevant overheads.
The acquisition and development costs is
amortized using the straight-line method over
2 (two) years.
l. Lease
Determination whether an arrangement is, or
contains, a lease is made based on the substance
of the arrangement and assessment of whether
fulfilment of the arrangement is dependent on the
use of a specific asset or assets, and whether the
arrangement conveys a right to use the asset.
Leases that transfer substantially to the lessee all
the risks and rewards incidental to ownership of
the leased item are classified as finance leases.
Leases which do not transfer substantially all the
risks and rewards incidental to ownership of the
leased item are classified as operating leases.
The Group is involved in lease transactions as the
lessor.
Under a finance lease, the Group derecognizes
assets held under a finance lease in its
consolidated statement of financial position and
presents them as a finance lease receivable at an
amount equal to the net investment in the lease.
Receipt of a lease receivable is treated as
repayment of principal and finance income. The
recognition of finance income shall be based on a
pattern reflecting a constant periodic rate of return
on the Group’s net investment in the finance
lease.
27
Annual Report 2019 Laporan Tahunan 459

PT ELNUSA Tbk DAN ENTITAS ANAKNYA
CATATAN ATAS LAPORAN KEUANGAN
KONSOLIDASIAN
Tanggal 31 Desember 2019 dan untuk
Tahun yang Berakhir pada Tanggal Tersebut
(Disajikan dalam jutaan Rupiah,
kecuali dinyatakan lain)
2. IKHTISAR KEBIJAKAN AKUNTANSI SIGNIFIKAN
(lanjutan)
l. Sewa (lanjutan)
Dalam sewa operasi, Grup tetap mengakui aset
yang disewakan dalam laporan posisi
keuangan konsolidasian sesuai dengan sifat
dari aset tersebut. Biaya langsung awal
sehubungan proses negosiasi sewa operasi
ditambahkan ke jumlah tercatat aset yang
disewakan dan diakui sebagai pendapatan
selama masa sewa aset yang bersangkutan.
Sewa kontinjen, jika ada, diakui sebagai
pendapatan pada tahun terjadinya.
Penghasilan sewa operasi diakui sebagai
pendapatan dengan menggunakan metode
garis lurus sepanjang masa sewanya.
m. Properti investasi
Properti investasi terdiri dari tanah, bangunan
prasarana dan instalasi, yang dikuasai Grup
untuk disewakan atau untuk mendapatkan
keuntungan dari kenaikan nilai atau kedua-
duanya dan tidak untuk digunakan dalam
produksi atau penyediaan barang atau jasa
atau untuk tujuan administratif atau dijual dalam
kegiatan usaha normal. Properti investasi
dinyatakan sebesar biaya perolehan termasuk
pengeluaran yang dapat diatribusikan secara
langsung untuk perolehan properti investasi.
Selanjutnya, properti investasi diukur
berdasarkan biaya perolehan dikurangi
akumulasi penyusutan (kecuali tanah yang
tidak disusutkan) dan penyisihan penurunan
nilai. Jumlah tercatat termasuk bagian biaya
penggantian properti investasi yang ada pada
saat terjadinya biaya, jika kriteria pengakuan
terpenuhi dan tidak termasuk biaya harian
penggunaan properti investasi. Nilai wajar
properti investasi ditentukan berdasarkan
acuan harga pasar untuk properti sejenis.
Penyusutan bangunan, prasarana dan instalasi
dihitung dengan menggunakan metode garis
lurus selama estimasi umur manfaat aset
antara 4 (empat) sampai 20 (dua puluh) tahun.
Properti investasi dihentikan pengakuannya
pada saat pelepasan atau ketika properti
investasi tersebut tidak digunakan lagi secara
permanen dan tidak memiliki manfaat ekonomis
di masa depan yang dapat diharapkan pada
saat pelepasannya. Laba atau rugi yang timbul
dari penghentian pengakuan atau pelepasan
properti investasi diakui dalam laba rugi pada
saat terjadinya penghentian atau pelepasan
tersebut.
460 Annual Report 2019 Laporan Tahunan
The original consolidated financial statements included herein
are in the Indonesian language.
PT ELNUSA Tbk AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS
As of December 31, 2019, and
For the Year Then Ended
(Expressed in millions of Rupiah,
unless otherwise stated)
2. SUMMARY OF SIGNIFICANT ACCOUNTING
POLICIES (continued)
l. Lease (continued)
Under an operating lease, the Group presents
assets subject to operating leases in the
consolidated statement of financial position
according to the nature of the asset. Initial direct
costs incurred in negotiating an operating lease
are added to the carrying amount of the leased
asset and recognized over the lease term on the
same basis as rental income. Contingent rents, if
any, are recognized as revenue in the years in
which they are earned. Lease income from
operating leases is recognized as income on a
straight-line basis over the lease term.
m. Investment property
Investment property consists of land, buildings,
facilities and installations, which are held by the
Group to earn rentals or for capital appreciation or
both, rather than for use in the production or
supply of goods or services or for administrative
purposes or sale in the ordinary course of
business. Investment property is stated at cost,
including expenditure that is directly attributable to
acquisition of the investment property.
Investment property is subsequently measured at
cost less accumulated depreciation (except for
land which is not depreciated) and allowance for
impairment. The carrying amount includes the
cost of replacing part of an existing investment
property at the time that cost is incurred if the
recognition criteria are met and excludes the costs
of day to day servicing of an investment property.
Fair value of the investment property is
determined with reference to market value for the
same type of property.
Depreciation of buildings, facilities and
installations are calculated using the straight-line
method based on the estimated useful lifes of the
assets between 4 (four) and 20 (twenty) years.
Investment property is derecognized either when
it has been disposed of or when the investment
property is permanently withdrawn from use and
no future benefit is expected from its disposal. Any
gains or losses on the derecognition or disposal
of an investment property are recognized in profit
or loss on the date of derecognition or disposal.
28
PT Elnusa Tbk

PT ELNUSA Tbk DAN ENTITAS ANAKNYA
CATATAN ATAS LAPORAN KEUANGAN
KONSOLIDASIAN
Tanggal 31 Desember 2019 dan untuk
Tahun yang Berakhir pada Tanggal Tersebut
(Disajikan dalam jutaan Rupiah,
kecuali dinyatakan lain)
2. IKHTISAR KEBIJAKAN AKUNTANSI SIGNIFIKAN
(lanjutan)
m. Properti investasi (lanjutan)
Transfer ke properti investasi dilakukan jika,
dan hanya jika, terdapat perubahan
penggunaan yang ditunjukkan dengan
berakhirnya pemakaian oleh pemilik,
dimulainya sewa operasi ke pihak lain atau
selesainya pembangunan atau pengembangan.
Transfer dari properti investasi dilakukan jika
dan hanya jika terdapat perubahan
penggunaan yang ditunjukkan dengan
dimulainya penggunaan oleh pemilik atau
dimulainya pengembangan yang bertujuan
untuk dijual.
Untuk transfer dari properti investasi ke aset
yang digunakan dalam operasi, Grup
menggunakan metode biaya pada tanggal
perubahan penggunaan. Jika aset yang
digunakan Grup menjadi properti investasi,
Grup mencatat aset tersebut sesuai dengan
kebijakan aset tetap sampai dengan tanggal
terakhir perubahan penggunaannya.
n. Penurunan nilai aset nonkeuangan
Aset yang memiliki umur manfaat tidak
terbatas, sebagai contoh goodwill atau aset
takberwujud yang belum siap digunakan, tidak
diamortisasi dan dilakukan pengujian
penurunan nilai secara tahunan, atau lebih
sering apabila terdapat peristiwa atau
perubahan pada kondisi yang mengindikasikan
kemungkinan penurunan nilai.
Aset yang diamortisasi atau disusutkan ditinjau
ulang ketika terdapat indikasi bahwa jumlah
tercatatnya mungkin tidak dapat dipulihkan.
Penurunan nilai diakui jika jumlah tercatat aset
melebihi jumlah terpulihkan. Jumlah terpulihkan
adalah nilai yang lebih tinggi antara nilai wajar
aset dikurangi biaya untuk menjual dan nilai
pakai aset. Dalam menentukan penurunan nilai,
aset dikelompokkan sampai tingkat yang paling
rendah dimana arus kasnya dapat diidentifikasi
(“UPK”). Aset nonkeuangan selain goodwill
yang mengalami penurunan nilai ditinjau ulang
pada setiap tanggal pelaporan untuk
menentukan apakah terdapat kemungkinan
pemulihan penurunan nilai.
PT Elnusa Tbk
The original consolidated financial statements included herein
are in the Indonesian language.
PT ELNUSA Tbk AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS
As of December 31, 2019, and
For the Year Then Ended
(Expressed in millions of Rupiah,
unless otherwise stated)
2. SUMMARY OF SIGNIFICANT ACCOUNTING
POLICIES (continued)
m. Investment property (continued)
Transfers to investment property are made when,
and only when, there is a change in use,
evidenced by the end of owner occupation,
commencement of an operating lease to another
party or completion of construction or
development. Transfers from investment property
are made when, and only when, there is a change
in use, evidenced by commencement of owner
occupation or commencement of development
with a view to sale.
For a transfer from investment property to an
asset used in operations, the Group uses the cost
method at the date of change in use. If the asset
used by the Group becomes an investment
property, the Group accounts for the asset in
accordance with the policy stated under fixed
assets up to the date of change in use.
n. Impairment of non-financial assets
Assets that have an indefinite useful life - for
example, goodwill or intangible assets not ready
for use - are not subject to amortization and are
tested annually for impairment, or more frequently
if events or changes in circumstances indicate
that they might be impaired.
Assets that are subject to amortization or
depreciation are reviewed for impairment
whenever events or changes in circumstances
indicate that the carrying amount may not be
recoverable. An impairment loss is recognized for
the amount by which the asset’s carrying amount
exceeds its recoverable amount. The recoverable
amount is the higher of an asset’s fair value less
costs to sell and value in use. For the purposes of
assessing impairment, assets are grouped at the
lowest levels for which there are separately
identifiable cash flows (“CGU”). Non-financial
assets other than goodwill that suffer an
impairment are reviewed for possible reversal of
the impairment at each reporting date.
29
Annual Report 2019 Laporan Tahunan 461

PT ELNUSA Tbk DAN ENTITAS ANAKNYA
CATATAN ATAS LAPORAN KEUANGAN
KONSOLIDASIAN
Tanggal 31 Desember 2019 dan untuk
Tahun yang Berakhir pada Tanggal Tersebut
(Disajikan dalam jutaan Rupiah,
kecuali dinyatakan lain)
2. IKHTISAR KEBIJAKAN AKUNTANSI SIGNIFIKAN
(lanjutan)
n. Penurunan nilai aset nonkeuangan
(lanjutan)
Pemulihan kerugian penurunan nilai untuk aset
selain goodwill, diakui jika, terdapat perubahan
estimasi yang digunakan dalam menentukan
jumlah terpulihkan aset sejak peninjauan ulang
penurunan nilai yang terakhir. Pembalikan
kerugian penurunan nilai tersebut diakui segera
dalam laba rugi, kecuali untuk aset yang
disajikan pada jumlah revaluasian yang diatur
PSAK lain. Kerugian penurunan nilai yang
diakui atas goodwill tidak dibalik kembali.
o. Biaya pinjaman
Biaya pinjaman yang terjadi untuk konstruksi
aset kualifikasian, dikapitalisasi selama waktu
yang dibutuhkan untuk menyelesaikan
konstruksi. Untuk pinjaman yang dapat
diatribusikan secara langsung pada suatu aset
kualifikasian, jumlah yang dikapitalisasi adalah
sebesar biaya pinjaman yang terjadi selama
tahun berjalan dikurangi pendapatan investasi
jangka pendek dari pinjaman tersebut. Untuk
pinjaman yang tidak dapat diatribusi secara
langsung pada suatu aset kualifikasian, jumlah
biaya pinjaman yang dikapitalisasi ditentukan
dengan mengalikan tingkat kapitalisasi dengan
pengeluaran untuk aset kualifikasian. Tingkat
kapitalisasi adalah rata-rata tertimbang biaya
pinjaman dibagi dengan jumlah pinjaman
selama tahun tertentu, tidak termasuk pinjaman
yang dapat diatribusikan secara langsung untuk
membiayai aset kualifikasian.
p. Provisi
Provisi diakui jika, sebagai akibat peristiwa
masa lalu, Grup memiliki kewajiban kini, baik
bersifat hukum maupun bersifat konstruktif yang
dapat diukur secara andal dan kemungkinan
besar penyelesaian kewajiban tersebut
mengakibatkan arus keluar sumber daya yang
mengandung manfaat ekonomi. Jika dampak
nilai waktu uang cukup material, maka provisi
dinyatakan pada estimasi nilai kini dari jumlah
kewajiban yang harus diselesaikan.
462 Annual Report 2019 Laporan Tahunan
The original consolidated financial statements included herein
are in the Indonesian language.
PT ELNUSA Tbk AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS
As of December 31, 2019, and
For the Year Then Ended
(Expressed in millions of Rupiah,
unless otherwise stated)
2. SUMMARY OF SIGNIFICANT ACCOUNTING
POLICIES (continued)
n. Impairment of non-financial assets
(continued)
Reversal on impairment loss for assets other than
goodwill would be recognized if there had been a
change in the estimates used to determine the
asset’s recoverable amount since the last
impairment test was carried out. Reversal on
impairment loss will be immediately recognized in
profit or loss, except for assets measured using
the revaluation model as required by other PSAK.
Impairment loss relating to goodwill would not be
reversed.
o. Borrowing costs
Borrowing cost for a qualifiying asset should be
capitalized over the asset construction years. For
borrowings directly attributable to a qualifying
asset, the amount to be capitalized is determined
as the actual borrowing costs incurred during the
year, less any income earned on the temporary
investment of such borrowings. For borrowings
that are not directly attributable to a qualifying
asset, the amount to be capitalized is determined
by applying a capitalization rate to the amount
expended on the qualifying asset. The
capitalization rate is the weighted-average of the
borrowing costs applicable to the total borrowings
outstanding during the year, excluding borrowings
directly attributable to finance the qualifying asset.
p. Provision
A provision is recognized if, as a result of a past
event, the Group has a present legal or
constructive obligation that can be estimated
reliably, and it is probable that an outflow of
economic benefits will be required to settle the
obligation. Where the time value of money is
material, provision is stated at the present value
of the expenditure expected to be required to
settle the obligation.
30
PT Elnusa Tbk

PT ELNUSA Tbk DAN ENTITAS ANAKNYA
CATATAN ATAS LAPORAN KEUANGAN
KONSOLIDASIAN
Tanggal 31 Desember 2019 dan untuk
Tahun yang Berakhir pada Tanggal Tersebut
(Disajikan dalam jutaan Rupiah,
kecuali dinyatakan lain)
2. IKHTISAR KEBIJAKAN AKUNTANSI SIGNIFIKAN
(lanjutan)
q. Pengakuan pendapatan dan beban
i. Penjualan barang
Pendapatan dari penjualan barang dalam
kegiatan usaha normal Grup diukur pada
nilai wajar imbalan yang diterima atau akan
diterima, setelah dikurangi Pajak
Pertambahan Nilai, retur, diskon dan
potongan harga.
Pendapatan penjualan barang diakui pada
saat terpenuhinya seluruh kondisi berikut:
- Grup telah memindahkan risiko dan
manfaat kepemilikan barang secara
signifikan kepada pembeli;
- Grup tidak lagi melanjutkan
pengelolaan yang biasanya terkait
dengan kepemilikan atas barang
maupun melakukan pengendalian
efektif atas barang yang dijual;
- jumlah pendapatan dapat diukur
secara andal;
- kemungkinan besar manfaat ekonomi
yang terkait dengan transaksi tersebut
akan mengalir ke Grup; dan
- biaya yang terjadi atau akan terjadi
sehubungan transaksi penjualan
tersebut dapat diukur secara andal.
ii. Penjualan jasa
Pendapatan dari penjualan jasa diakui
dalam laba rugi pada saat jasa diberikan.
Untuk penjualan jasa yang mengacu pada
tingkat penyelesaian dari transaksi pada
tanggal pelaporan, tingkat penyelesaian
transaksi ditentukan dengan
memperhatikan survei pekerjaan yang
telah dilaksanakan.
Pendapatan dari penjualan jasa diakui
pada saat terpenuhinya seluruh kondisi
berikut:
- jumlah pendapatan dapat diukur
secara andal;
- besar kemungkinan manfaat ekonomi
sehubungan dengan transaksi
tersebut akan mengalir ke Grup;
- tingkat penyelesaian dari suatu
transaksi pada tanggal pelaporan
dapat diukur secara andal; dan
- biaya yang timbul untuk transaksi dan
biaya untuk menyelesaikan transaksi
tersebut dapat diukur dengan andal.
PT Elnusa Tbk
The original consolidated financial statements included herein
are in the Indonesian language.
PT ELNUSA Tbk AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS
As of December 31, 2019, and
For the Year Then Ended
(Expressed in millions of Rupiah,
unless otherwise stated)
2. SUMMARY OF SIGNIFICANT ACCOUNTING
POLICIES (continued)
q. Revenues and expenses recognition
i. Sales of goods
Revenue from the sale of goods in the
ordinary course of the Group’s activities is
measured at the fair value of the
consideration received or receivable, net of
Value Added Tax, returns, discounts and
rebates.
Revenue from sales of goods is recognized
when all of the following conditions are met:
- the Group has transferred to the buyer
the significant risks and rewards of
ownership of the goods;
- the Group retains neither continuing
managerial involvement to the degree
usually associated with ownership nor
effective control over the goods sold;
- the amount of revenue can be measured
reliably;
- it is probable that the economic benefits
associated with the transaction will flow
to the Group; and
- the costs incurred or to be incurred in
relation to the sales transaction can be
measured reliably.
ii. Sales of services
Revenue from sales of services is recognized
in profit or loss when the services are
rendered. For sales of services in which the
service are rendered by reference to the
stage of completion of the transaction at the
reporting date, the stage of completion is
assessed by reference to surveys of work
performed.
Revenue from rendering of services is
recognized when all of the following
conditions are met:
- the amount of revenue can be measured
reliably;
- it is probable that the economic benefits
associated with the transaction will flow
to the Group;
- the stage of completion of the
transaction at the reporting date can be
measured reliably; and
- the costs incurred for the transaction and
the costs to complete the transaction can
be measured reliably.
31
Annual Report 2019 Laporan Tahunan 463

PT ELNUSA Tbk DAN ENTITAS ANAKNYA
CATATAN ATAS LAPORAN KEUANGAN
KONSOLIDASIAN
Tanggal 31 Desember 2019 dan untuk
Tahun yang Berakhir pada Tanggal Tersebut
(Disajikan dalam jutaan Rupiah,
kecuali dinyatakan lain)
2. IKHTISAR KEBIJAKAN AKUNTANSI SIGNIFIKAN
(lanjutan)
q. Pengakuan pendapatan dan beban
(lanjutan)
ii. Penjualan jasa (lanjutan)
Bila hasil transaksi penjualan jasa tidak
dapat diestimasi dengan andal,
pendapatan yang diakui hanya sebesar
beban yang telah diakui yang dapat
diperoleh kembali. Taksiran rugi pada jasa
segera diakui dalam laba rugi.
iii. Penghasilan sewa
Penghasilan sewa dari properti investasi
dan aset tertentu diakui dalam laba rugi
dengan dasar garis lurus selama jangka
waktu sewa.
iv. Beban
Beban diakui pada saat terjadinya
berdasarkan konsep akrual.
r. Imbalan kerja
i. Program imbalan pasti
Liabilitas program pensiun imbalan pasti
yang diakui dalam laporan posisi keuangan
konsolidasian adalah nilai kini kewajiban
imbalan pasti pada tanggal pelaporan
dikurangi nilai wajar aset program.
Perhitungan tersebut dilakukan oleh
aktuaris independen dengan
menggunakan metode projected unit credit.
Nilai kini kewajiban imbalan pasti
ditentukan dengan mendiskontokan
estimasi arus kas keluar di masa depan
menggunakan tingkat bunga obligasi
pemerintah dengan pertimbangan bahwa
pada saat ini tidak terdapat pasar aktif
untuk obligasi korporasi yang berkualitas
tinggi yang memiliki periode jatuh
temponya berdekatan dengan periode
liabilitas tersebut.
Beban yang diakui di laba rugi termasuk
biaya jasa kini, beban/pendapatan bunga,
biaya jasa lalu dan keuntungan/kerugian
penyelesaian.
464 Annual Report 2019 Laporan Tahunan
The original consolidated financial statements included herein
are in the Indonesian language.
PT ELNUSA Tbk AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS
As of December 31, 2019, and
For the Year Then Ended
(Expressed in millions of Rupiah,
unless otherwise stated)
2. SUMMARY OF SIGNIFICANT ACCOUNTING
POLICIES (continued)
q. Revenues and expenses recognition
(continued)
ii. Sales of services (continued)
When the outcome of a transaction involving
the rendering of services cannot be estimated
reliably, revenue is recognized only to the
extent of the expenses recognized that are
recoverable. An expected loss on a service is
recognized immediately in profit or loss.
iii. Rental income
Rental income from investment property and
certain assets is recognized in profit or loss
on a straight-line basis over the term of the
lease.
iv. Expenses
Expenses are recognized when incurred on
an accrual basis.
r. Employee benefits
i. Defined benefit plans
The liability recognized in the consolidated
statement of financial position in respect of
defined benefit pension plans is the present
value of the defined benefit obligation at the
reporting date less the fair value of plan
assets. The calculation is performed by an
independent actuary using the projected unit
credit method. The present value of the
defined benefit obligation is determined by
discounting the estimated future cash
outflows using government bond interest
rates considering currently there is no deep
market for high quality corporate bonds that
have terms to maturity approximating the
terms of the related liability.
Expense charged to profit or loss includes
current service costs, interest
expense/income, past-service cost and gains
and losses on settlements.
32
PT Elnusa Tbk

PT ELNUSA Tbk DAN ENTITAS ANAKNYA
CATATAN ATAS LAPORAN KEUANGAN
KONSOLIDASIAN
Tanggal 31 Desember 2019 dan untuk
Tahun yang Berakhir pada Tanggal Tersebut
(Disajikan dalam jutaan Rupiah,
kecuali dinyatakan lain)
2. IKHTISAR KEBIJAKAN AKUNTANSI SIGNIFIKAN
(lanjutan)
r. Imbalan kerja (lanjutan)
i. Program imbalan pasti (lanjutan)
Pengukuran kembali program imbalan
pasti diakui dalam penghasilan
komprehensif lain. Pengukuran kembali
terdiri dari keuntungan dan kerugian
aktuaria, imbal hasil aset program (diluar
pendapatan bunga yang sudah
diakumulasi dalam perhitungan bunga
neto/aset) dan setiap perubahan atas
dampak batas atas aset (diluar pendapatan
bunga yang sudah diakumulasi dalam
perhitungan bunga neto/aset).
Biaya jasa lalu diakui segera dalam laba
rugi, kecuali perubahan pada program
pensiun tergantung pada kondisi karyawan
memberikan jasanya selama periode
tertentu (periode vesting). Dalam hal ini,
biaya jasa lalu diamortisasi dengan
menggunakan metode garis lurus
sepanjang periode vesting.
Keuntungan dan kerugian atas kurtailmen
diakui ketika terdapat komitmen untuk
mengurangi jumlah karyawan yang
tercakup dalam suatu program secara
signifikan atau ketika terdapat perubahan
ketentuan dalam program imbalan pasti
yang menyebabkan bagian yang material
dari jasa masa depan, karyawan tidak lagi
memberikan imbalan atau memberikan
imbalan yang lebih rendah.
Program imbalan pasti yang
diselenggarakan oleh Grup meliputi
pensiun imbalan pasti dan kewajiban
imbalan pasti berdasarkan Undang-
Undang (“UU”) Ketenagakerjaan
No. 13/2003 atau Kontrak Kerja Bersama
(“KKB”), mana yang lebih tinggi.
ii. Program iuran pasti
Program iuran pasti merupakan program
imbalan pasca kerja, dimana entitas
membayar iuran tetap kepada suatu entitas
terpisah dan tidak memiliki kewajiban
hukum ataupun konstruktif untuk
membayar iuran lebih lanjut. Kewajiban
untuk membayar iuran secara reguler
merupakan biaya imbalan kerja karyawan
untuk tahun dimana jasa diberikan oleh
karyawan.
PT Elnusa Tbk
The original consolidated financial statements included herein
are in the Indonesian language.
PT ELNUSA Tbk AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS
As of December 31, 2019, and
For the Year Then Ended
(Expressed in millions of Rupiah,
unless otherwise stated)
2. SUMMARY OF SIGNIFICANT ACCOUNTING
POLICIES (continued)
r. Employee benefits (continued)
i. Defined benefit plans (continued)
Remeasurements of defined benefit plans
are recognized in other comprehensive
income. Remeasurements comprise
actuarial gains and losses, the return on plan
assets (excluding amounts included in net
interest on the net defined benefit
liability/asset) and any change in the effect of
the asset ceiling (excluding amounts included
in net interest on the net defined benefit
liability/asset).
Past-service costs are recognized
immediately in profit or loss, unless the
changes to the pension plan are conditional
on the employees remaining in service for a
specified period of time (the vesting period).
In this case, the past-service costs are
amortized on a straight-line basis over the
vesting period.
Gains and losses on curtailment are
recognized when there is a commitment to
make a material reduction in the number of
employees covered by a plan or when there
is an amendment of defined benefit plan
terms such as that a material element of
future services to be provided by current
employees will no longer qualify for benefits,
or will qualify only for reduced benefits.
The defined benefit plans provided by the
Group cover defined benefit pension and
defined benefit obligation under Labour Law
No. 13/2003 (“Labour Law”) or the Collective
Labour Agreement (the “CLA”), whichever is
higher.
ii. Defined contribution plans
A defined contribution plan is a post-
employment benefit plan under which the
entity pays fixed contributions into a separate
entity and will have no legal or constructive
obligation to pay further amounts. Obligations
for the regular contributions constitute
employee benefit costs for the year during
which services are rendered by employees.
33
Annual Report 2019 Laporan Tahunan 465

PT ELNUSA Tbk DAN ENTITAS ANAKNYA
CATATAN ATAS LAPORAN KEUANGAN
KONSOLIDASIAN
Tanggal 31 Desember 2019 dan untuk
Tahun yang Berakhir pada Tanggal Tersebut
(Disajikan dalam jutaan Rupiah,
kecuali dinyatakan lain)
2. IKHTISAR KEBIJAKAN AKUNTANSI SIGNIFIKAN
(lanjutan)
r. Imbalan kerja (lanjutan)
iii. Imbalan kerja jangka panjang lainnya
Karyawan Grup memiliki hak untuk
menerima penghargaan masa kerja untuk
jangka waktu tertentu dalam bentuk kas
dalam jumlah tertentu atau barang, yang
disebut Ulang Tahun Dinas (“UTD”) atau
cuti berimbalan jangka panjang (“cuti
besar”) dalam bentuk jumlah hari cuti
berdasarkan periode jasa yang
dipersyaratkan.
Kewajiban terkait dengan UTD dihitung
oleh aktuaris independen dengan
menggunakan metode projected unit credit
dan dibayarkan pada saat karyawan
mencapai UTD tertentu selama masa
kerjanya.
Cuti besar merupakan imbalan sejumlah
hari cuti tertentu, yang tergantung pada
persetujuan manajemen, diberikan kepada
karyawan yang telah memenuhi
persyaratan jumlah tahun memberikan
jasa.
Biaya jasa lalu dan keuntungan atau
kerugian aktuarial yang timbul dari
penyesuaian akibat perbedaan antara
asumsi aktuarial dan kenyataan dan
perubahan asumsi-asumsi aktuarial
dibebankan secara langsung ke laba rugi.
s. Mata uang
i. Mata uang fungsional dan penyajian
Pos-pos dalam laporan keuangan
konsolidasian dari setiap entitas dalam
Grup diukur dalam mata uang pada
lingkungan ekonomi utama dimana entitas
beroperasi (“mata uang fungsional”).
Laporan keuangan konsolidasian disajikan
dalam Rupiah, yang merupakan mata uang
fungsional dan penyajian Grup.
ii. Transaksi dan saldo dalam mata uang
asing
Transaksi dalam mata uang selain mata
uang Rupiah dijabarkan menjadi mata
uang Rupiah dengan menggunakan kurs
yang berlaku pada tanggal transaksi.
466 Annual Report 2019 Laporan Tahunan
The original consolidated financial statements included herein
are in the Indonesian language.
PT ELNUSA Tbk AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS
As of December 31, 2019, and
For the Year Then Ended
(Expressed in millions of Rupiah,
unless otherwise stated)
2. SUMMARY OF SIGNIFICANT ACCOUNTING
POLICIES (continued)
r. Employee benefits (continued)
iii. Other long-term benefits
Employees of the Group are entitled to
receive long service awards, namely Ulang
Tahun Dinas (“UTD”) in the form of certain
cash awards or goods and long-service paid
leave (“LSL”) in the form of a certain number
of days of leave benefits based on the length
of service requirements.
The obligation with respect to UTD is
calculated by an independent actuary using
the projected unit credit method, and paid at
the time the employees reach certain
anniversary dates during employment.
LSL is a certain number of days leave benefit,
subject to approval by management,
provided to employees who have met the
requisite number of years of service.
Past service cost and actuarial gains or
losses arising from experience adjustments
and changes in actuarial assumptions are
charged immediately to profit or loss.
s. Currency
i. Functional and presentation currency
Items included in the consolidated financial
statements of each of the Group’s entities are
measured using the currency of the primary
economic environment in which the entity
operates (the “functional currency”). The
consolidated financial statements are
presented in Rupiah, which is the Group’s
functional and presentation currency.
ii. Transactions and balances in foreign
currencies
Transactions denominated in currencies
other than Rupiah are converted into Rupiah
at the rates prevailing as of the date of the
transaction.
34
PT Elnusa Tbk

PT ELNUSA Tbk DAN ENTITAS ANAKNYA
CATATAN ATAS LAPORAN KEUANGAN
KONSOLIDASIAN
Tanggal 31 Desember 2019 dan untuk
Tahun yang Berakhir pada Tanggal Tersebut
(Disajikan dalam jutaan Rupiah,
kecuali dinyatakan lain)
2. IKHTISAR KEBIJAKAN AKUNTANSI SIGNIFIKAN
(lanjutan)
s. Mata uang (lanjutan)
ii. Transaksi dan saldo dalam mata uang
asing (lanjutan)
Pada tanggal pelaporan, aset dan liabilitas
moneter dalam mata uang asing dijabarkan
ke mata uang Rupiah dengan kurs tengah
Bank Indonesia yang berlaku pada tanggal
tersebut. Kurs yang digunakan untuk mata
uang asing utama adalah sebagai berikut
(nilai penuh):
31 Desember/
December 31,
2019
Dolar AS (“$AS”) 13.901
Dolar Singapura (“$SG”) 10.321
Euro (“€”) 15.589
Keuntungan atau kerugian dari selisih kurs,
yang sudah terealisasi maupun yang
belum, baik yang berasal dari transaksi
dalam mata uang asing maupun
penjabaran aset dan liabilitas moneter
dibebankan dalam laba rugi, kecuali jika
ditangguhkan dalam penghasilan
komprehensif lain sebagai lindung nilai
arus kas dan lindung nilai investasi neto
yang memenuhi syarat.
t. Perpajakan
Pajak final
Peraturan perpajakan di Indonesia mengatur
beberapa jenis penghasilan dikenakan pajak
yang bersifat final. Pajak final yang dikenakan
atas nilai bruto transaksi tetap dikenakan
walaupun atas transaksi tersebut pelaku
transaksi mengalami kerugian.
Grup menyajikan beban pajak final atas
pendapatan dari jasa penyewaan ruangan
kantor dan tongkang serta penjualan bahan
bakar sebagai pos tersendiri, sementara beban
pajak final atas penghasilan bunga disajikan
sebagai bagian dari “lain-lain - neto” dalam laba
rugi.
35
PT Elnusa Tbk
The original consolidated financial statements included herein
are in the Indonesian language.
PT ELNUSA Tbk AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS
As of December 31, 2019, and
For the Year Then Ended
(Expressed in millions of Rupiah,
unless otherwise stated)
2. SUMMARY OF SIGNIFICANT ACCOUNTING
POLICIES (continued)
s. Currency (continued)
ii. Transactions and balances in foreign
currencies (continued)
At the reporting date, monetary assets and
monetary liabilities denominated in foreign
currencies are translated into Rupiah using
the Bank of Indonesia middle rate prevailing
as of that date. The exchange rates of the
major foreign currencies used are as follows
(full amount):
31 Desember/
December 31,
2018
14.481 US Dollar (“US$”)
10.603 Singapore Dollar (“SG$”)
16.560 Euro (“€”)
Realized or unrealized foreign exchange
gains or losses arising from transactions in
foreign currency and from the translation of
foreign currency monetary assets and
liabilities are recognized in profit or loss,
except when deferred in other
comprehensive income as qualifying cash
flow hedges and qualifying net investment
hedges.
t. Taxation
Final tax
Tax regulation in Indonesia determined that
certain income is subject to final tax. Final tax
applied to the gross value of transactions is
applied even when the parties carrying the
transaction are recognizing losses.
The Group presents final tax expense on
revenues arising from rental of office space and
barges and sales of fuel as a separate line item,
while final tax expense on interest income is
presented as part of “others - net” in profit or loss.
Annual Report 2019 Laporan Tahunan 467

PT ELNUSA Tbk DAN ENTITAS ANAKNYA
CATATAN ATAS LAPORAN KEUANGAN
KONSOLIDASIAN
Tanggal 31 Desember 2019 dan untuk
Tahun yang Berakhir pada Tanggal Tersebut
(Disajikan dalam jutaan Rupiah,
kecuali dinyatakan lain)
2. IKHTISAR KEBIJAKAN AKUNTANSI SIGNIFIKAN
(lanjutan)
t. Perpajakan (lanjutan)
Pajak kini
Aset dan liabilitas pajak kini untuk periode
berjalan diukur sebesar jumlah yang diharapkan
dapat direstitusi dari atau dibayarkan kepada
otoritas perpajakan. Beban pajak kini ditentukan
berdasarkan estimasi penghasilan kena pajak
periode berjalan yang dihitung berdasarkan tarif
pajak yang berlaku.
Kekurangan pembayaran pajak penghasilan
dicatat sebagai bagian dari beban pajak kini
dalam laba rugi. Grup juga menyajikan
bunga/denda, jika ada, sebagai bagian dari
beban pajak kini.
Koreksi terhadap liabilitas perpajakan diakui
pada saat surat ketetapan pajak diterima atau,
jika diajukan keberatan, pada saat keputusan
atas keberatan ditetapkan.
Pajak tangguhan
Aset dan liabilitas pajak tangguhan diakui
menggunakan metode liabilitas atas
konsekuensi pajak pada masa mendatang yang
timbul dari perbedaan jumlah tercatat aset dan
liabilitas menurut laporan keuangan
konsolidasian dengan dasar pengenaan pajak
aset dan liabilitas pada setiap tanggal
pelaporan. Liabilitas pajak tangguhan diakui
untuk semua perbedaan temporer kena pajak
dan aset pajak tangguhan diakui untuk semua
perbedaan temporer yang boleh dikurangkan
dan akumulasi rugi fiskal, sepanjang besar
kemungkinan perbedaan temporer yang boleh
dikurangkan dan akumulasi rugi fiskal tersebut
dapat dimanfaatkan untuk mengurangi
penghasilan kena pajak pada masa depan.
Jumlah tercatat aset pajak tangguhan ditelaah
ulang pada akhir setiap periode pelaporan dan
diturunkan apabila penghasilan kena pajak
mungkin tidak memadai untuk
mengkompensasi sebagian atau semua
manfaat aset pajak tangguhan tersebut. Pada
akhir setiap periode pelaporan, Grup menilai
kembali aset pajak tangguhan yang tidak diakui.
Grup mengakui aset pajak tangguhan yang
sebelumnya tidak diakui apabila besar
kemungkinan bahwa penghasilan kena pajak
pada masa depan akan tersedia untuk
pemulihannya.
468 Annual Report 2019 Laporan Tahunan
The original consolidated financial statements included herein
are in the Indonesian language.
PT ELNUSA Tbk AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS
As of December 31, 2019, and
For the Year Then Ended
(Expressed in millions of Rupiah,
unless otherwise stated)
2. SUMMARY OF SIGNIFICANT ACCOUNTING
POLICIES (continued)
t. Taxation (continued)
Current tax
Current tax assets and liabilities for the current
period are measured at the amount expected to
be recovered from or paid to the taxation
authority. Current tax expense is determined
based on the estimated taxable income for the
period computed using the prevailing tax rates.
Underpayment of income tax are presented as
part of current tax expense in profit or loss. The
Group also presented interest/penalty, if any, as
part of current tax expense.
Amendments to tax obligations are recorded
when a tax assessment letter is received or, if
appealed against, when the result of the appeal is
determined.
Deferred tax
Deferred tax assets and liabilities are recognized
using the liability method for the future tax
consequences attributable to differences between
the carrying amounts of existing assets and
liabilities in the consolidated financial statements
and their respective tax bases at each reporting
date. Deferred tax liabilities are recognized for all
taxable temporary differences and deferred tax
assets are recognized for all deductible temporary
differences and accumulated fiscal losses to the
extent that it is probable that taxable income will
be available in future years against which the
deductible temporary differences and
accumulated fiscal losses can be utilized.
The carrying amount of a deferred tax asset is
reviewed at the end of each reporting period and
reduced to the extent that it is no longer probable
that sufficient taxable income will be available to
allow the benefit of part or all of that deferred tax
asset to be utilized. At the end of each reporting
period, the Group reassesses unrecognized
deferred tax assets. The Group recognizes a
previously unrecognized deferred tax assets to
the extent that it has become probable that future
taxable income will allow the deferred tax assets
to be recovered.
36
PT Elnusa Tbk

PT ELNUSA Tbk DAN ENTITAS ANAKNYA
CATATAN ATAS LAPORAN KEUANGAN
KONSOLIDASIAN
Tanggal 31 Desember 2019 dan untuk
Tahun yang Berakhir pada Tanggal Tersebut
(Disajikan dalam jutaan Rupiah,
kecuali dinyatakan lain)
2. IKHTISAR KEBIJAKAN AKUNTANSI SIGNIFIKAN
(lanjutan)
t. Perpajakan (lanjutan)
Pajak tangguhan (lanjutan)
Pajak tangguhan dihitung dengan
menggunakan tarif pajak yang berlaku atau
secara substansial telah berlaku pada tanggal
pelaporan. Perubahan nilai tercatat aset dan
liabilitas pajak tangguhan yang disebabkan oleh
perubahan tarif pajak dibebankan pada laba
rugi periode berjalan, kecuali untuk transaksi-
transaksi yang sebelumnya telah langsung
dibebankan atau dikreditkan ke ekuitas.
Aset dan liabilitas pajak tangguhan disajikan
secara saling hapus dalam laporan posisi
keuangan konsolidasian, kecuali aset dan
liabilitas pajak tangguhan untuk entitas yang
berbeda, sesuai dengan penyajian aset dan
liabilitas pajak kini.
u. Segmen operasi
Segmen operasi adalah suatu komponen dari
Grup yang melaksanakan aktivitas bisnis
dimana komponen tersebut memperoleh
pendapatan dan menimbulkan beban, termasuk
pendapatan yang diperoleh dan beban yang
timbul dari transaksi dengan komponen lain
dalam Grup yang sama.
Hasil operasi dari segmen operasi tersebut,
dimana tersedia informasi keuangan terpisah
untuk segmen tersebut, dikaji ulang secara
reguler oleh Pengambil Keputusan Operasional
(“PKO”) untuk mengambil keputusan mengenai
pengalokasian sumber daya dan untuk menilai
kinerja segmen operasi. PKO Grup adalah
Direksi.
Kinerja segmen yang dilaporkan kepada Direksi
meliputi unsur-unsur yang dapat diatribusikan
secara langsung kepada segmen operasi
tersebut serta yang dapat dialokasikan secara
andal.
Pelaporan segmen primer atas informasi
keuangan disajikan berdasarkan bisnis utama
dari setiap segmen yang dilaporkan. Pelaporan
segmen sekunder ditentukan berdasarkan
kelompok pelanggan.
v. Laba per saham
Laba per saham dihitung dengan membagi laba
periode berjalan yang dapat diatribusikan
kepada pemilik entitas induk dengan jumlah
rata-rata tertimbang saham yang beredar
sepanjang tahun berjalan.
PT Elnusa Tbk
The original consolidated financial statements included herein
are in the Indonesian language.
PT ELNUSA Tbk AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS
As of December 31, 2019, and
For the Year Then Ended
(Expressed in millions of Rupiah,
unless otherwise stated)
2. SUMMARY OF SIGNIFICANT ACCOUNTING
POLICIES (continued)
t. Taxation (continued)
Deferred tax (continued)
Deferred tax is calculated at the tax rates that
have been enacted or substantively enacted at
the reporting date. Changes in the carrying
amount of deferred tax assets and liabilities due
to a change in tax rates are charged to current
period profit or loss, except to the extent that they
relate to items previously charged or credited to
equity.
Deferred tax assets and liabilities are offset in the
consolidated statement of financial position,
except if they are for different legal entities,
consistent with the presentation of current tax
assets and liabilities.
u. Operating segments
An operating segment is a component of the
Group that engages in business activities from
which it may earn revenues and incur expenses,
including revenues and expenses that relate to
transactions with other components within the
Group.
The operating results of the operating segments,
for which discrete financial information is
available, are reviewed regularly by the Chief
Operating Decision Maker (“CODM”) to make
decisions about resource allocation and to assess
performance. The Group’s CODM are the
Directors.
Segment results that are reported to the Directors
include items directly attributable to a segment as
well as those that can be allocated on a
reasonable basis.
The primary segment reporting of financial
information is presented based on the core
business of each of the reporting segments. The
secondary segment reporting is defined based on
customer grouping.
v. Earnings per share
Earnings per share are calculated by dividing the
profit for the period attributable to owners of the
parent by the weighted average number of shares
outstanding during the year.
37
Annual Report 2019 Laporan Tahunan 469

PT ELNUSA Tbk DAN ENTITAS ANAKNYA
CATATAN ATAS LAPORAN KEUANGAN
KONSOLIDASIAN
Tanggal 31 Desember 2019 dan untuk
Tahun yang Berakhir pada Tanggal Tersebut
(Disajikan dalam jutaan Rupiah,
kecuali dinyatakan lain)
2. IKHTISAR KEBIJAKAN AKUNTANSI SIGNIFIKAN
(lanjutan)
w. Biaya emisi saham
Biaya langsung yang berkaitan dengan
penerbitan saham baru disajikan dalam akun
“tambahan modal disetor” sebagai pengurang,
setelah dikurangi pajak, dari jumlah yang
diterima.
x. Penerapan standar akuntansi baru
Efektif tanggal 1 Januari 2019, Grup
menerapkan beberapa standar akuntansi baru
yang relevan terhadap Grup berikut ini:
- Amandemen PSAK 24 (2018) - Imbalan
Kerja tentang Amendemen, kurtailmen,
atau Penyelesaian Program, berlaku
efektif 1 Januari 2019.
Amendemen ini memberikan panduan
yang lebih jelas bagi entitas dalam
mengakui biaya jasa lalu, keuntungan
dan kerugian penyelesaian, biaya jasa
kini dan bunga neto setelah adanya
amendemen, kurtailmen, atau
penyelesaian program karena
menggunakan asumsi aktuarial terbaru
(sebelumnya menggunakan asumsi
akturial pada awal periode pelaporan
tahunan). Selain itu, Amendemen
PSAK 24 juga mengklarifikasi bagaimana
persyaratan akuntansi untuk
amendemen, kurtailmen, atau
penyelesaian program dapat
mempengaruhi persyaratan batas atas
aset yang terlihat dari pengurangan
surplus yang menyebabkan dampak
batas atas aset berubah.
- Penyesuaian 2018 PSAK 22 - Kombinasi
Bisnis, berlaku efektif 1 Januari 2019.
Penyesuaian ini mengklarifikasi bahwa
ketika salah satu pihak dalam suatu
pengaturan bersama, memperoleh
pengendalian atas bisnis yang
merupakan suatu operasi bersama
(sebagaimana didefinisikan dalam
PSAK 66), dan memiliki hak atas aset dan
kewajiban atas liabilitas terkait dengan
operasi bersama tersebut sesaat
sebelum tanggal akuisisi, transaksi
tersebut adalah kombinasi bisnis yang
dilakukan secara bertahap.
470 Annual Report 2019 Laporan Tahunan
The original consolidated financial statements included herein
are in the Indonesian language.
PT ELNUSA Tbk AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS
As of December 31, 2019, and
For the Year Then Ended
(Expressed in millions of Rupiah,
unless otherwise stated)
2. SUMMARY OF SIGNIFICANT ACCOUNTING
POLICIES (continued)
w. Shares issuance cost
Costs directly attributable to the issuance of new
shares are shown in “additional paid-in-capital”
account as a deduction, net of tax, from the
proceeds.
x. Adoption of new accounting standards
Effective January 1, 2019, the Group adopted
several new accounting standards which are
relevant to the Group as follows:
- Amendments to PSAK 24 (2018) -
Employee Benefits on the Plan Amendment,
Curtailment or Settlement, effective
January 1, 2019.
This amendments provides clearer guidance
for entities in recognizing past service costs,
settlement gains and losses, current service
costs and net interest after plan amendment,
curtailment or settlement because they use
the new actuarial assumptions (previously
using actuary assumptions at the beginning
of the period of annual report). In addition,
Amendment to PSAK 24 also clarifies how
the accounting requirements for plan
amendment, curtailment or settlement can
affect the upper limit of asset requirements
which can be seen from the reduction in
surplus which causes the impact of the
asset's upper limit to change.
- 2018 Improvement to PSAK 22 - Business
Combinations, effective January 1, 2019.
This improvement clarifies that when one
party in a joint arrangement, obtains control
over a business which is a joint operation (as
defined in PSAK 66), and has rights to
assets and liabilities related to the joint
operation shortly before date of acquisition,
the transaction is a business combination
that is achieved in stages.
38
PT Elnusa Tbk

PT ELNUSA Tbk DAN ENTITAS ANAKNYA
CATATAN ATAS LAPORAN KEUANGAN
KONSOLIDASIAN
Tanggal 31 Desember 2019 dan untuk
Tahun yang Berakhir pada Tanggal Tersebut
(Disajikan dalam jutaan Rupiah,
kecuali dinyatakan lain)
2. IKHTISAR KEBIJAKAN AKUNTANSI SIGNIFIKAN
(lanjutan)
x. Penerapan standar akuntansi baru (lanjutan)
- Penyesuaian 2018 PSAK 26 - Biaya
Pinjaman, berlaku efektif 1 Januari 2019.
Penyesuaian ini mengklarifikasi bahwa
tarif kapitalisasi biaya pinjaman adalah
rata-rata tertimbang biaya pinjaman atas
semua saldo pinjaman selama periode
namun entitas mengecualikan dari
perhitungan tersebut biaya pinjaman atas
pinjaman yang didapatkan secara spesifik
untuk memperoleh aset kualifikasian
sampai secara substansial seluruh
aktivitas yang diperlukan untuk
mempersiapkan aset agar dapat
digunakan sesuai dengan intensinya atau
dijual telah selesai.
- Penyesuaian 2018 PSAK 46 - -
Pajak Penghasilan, berlaku efektif
1 Januari 2019.
Penyesuaian ini menegaskan mengenai
konsekuensi pajak penghasilan atas
dividen timbul ketika entitas mengakui
liabilitas untuk membayar dividen.
Konsekuensi pajak penghasilan tersebut
lebih terkait secara langsung dengan
transaksi atau peristiwa masa lalu yang
menghasilkan laba yang dapat
didistribusikan daripada dengan distribusi
kepada pemilik. Oleh karena itu, entitas
mengakui konsekuensi pajak
penghasilan tersebut dalam laba rugi,
penghasilan komprehensif lain atau
ekuitas sesuai dengan pengakuan awal
entitas atas transaksi atau peristiwa masa
lalu tersebut.
PT Elnusa Tbk
The original consolidated financial statements included herein
are in the Indonesian language.
PT ELNUSA Tbk AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS
As of December 31, 2019, and
For the Year Then Ended
(Expressed in millions of Rupiah,
unless otherwise stated)
2. SUMMARY OF SIGNIFICANT ACCOUNTING
POLICIES (continued)
x. Adoption of new accounting standards
(continued)
- 2018 Improvement to PSAK 26 - Borrowing
Costs, effective January 1, 2019.
This improvement clarifies that the
capitalization rate of borrowing costs is the
weighted average of borrowing costs on all
loan balances over the period but the entity
excludes from the calculation the borrowing
costs of loans obtained specifically to obtain
qualifying assets up to substantially all
activities needed to prepare the assets so
that can be used according to the intention
or sold has done.
2018 Improvement to PSAK 46 - Income
Taxes, effective January 1, 2019.
This improvement affirming the
consequences of income tax on dividends
arises when an entity recognizes liabilities to
pay dividends. The consequences of the
income tax are more directly related to past
transactions or events that generate profits
that can be distributed rather than
distribution to the owner. Therefore, the
entity recognizes the consequences of the
income tax in profit or loss, other
comprehensive income or equity in
accordance with the entity's initial
recognition of the past transaction or event.
39
Annual Report 2019 Laporan Tahunan 471

PT ELNUSA Tbk DAN ENTITAS ANAKNYA
CATATAN ATAS LAPORAN KEUANGAN
KONSOLIDASIAN
Tanggal 31 Desember 2019 dan untuk
Tahun yang Berakhir pada Tanggal Tersebut
(Disajikan dalam jutaan Rupiah,
kecuali dinyatakan lain)
2. IKHTISAR KEBIJAKAN AKUNTANSI SIGNIFIKAN
(lanjutan)
x. Penerapan standar akuntansi baru (lanjutan)
- Penyesuaian 2018 PSAK 66 - -
Pengaturan Bersama, berlaku efektif
1 Januari 2019.
Penyesuaian ini mengklarifikasi bahwa
pihak yang berpartisipasi dalam, tetapi
tidak memiliki pengendalian bersama
atas, suatu operasi bersama dapat
memperoleh pengendalian bersama atas
operasi bersama dalam hal aktivitas
operasi bersama merupakan suatu bisnis
(sebagaimana didefinisikan dalam
PSAK 22: Kombinasi Bisnis). Dalam
kasus demikian, kepentingan yang
dimiliki sebelumnya dalam operasi
bersama tidak diukur kembali.
Penerapan ini tidak memberikan dampak yang
besar terhadap pelaporan keuangan dan
pengungkapan dalam laporan keuangan
konsolidasian.
y. Standar akuntansi yang telah disahkan
namun belum berlaku efektif
Standar akuntansi dan interpretasi yang telah
disahkan oleh Dewan Standar Akuntansi
Keuangan (DSAK), tetapi belum berlaku efektif
untuk laporan keuangan tahun berjalan
diungkapkan di bawah ini. Grup bermaksud
untuk menerapkan standar tersebut, jika
dipandang relevan, saat telah menjadi efektif.
- PSAK 71: Instrumen Keuangan, yang
diadopsi dari IFRS 9, berlaku efektif
1 Januari 2020.
PSAK ini mengatur klasifikasi dan
pengukuran instrumen keuangan
berdasarkan karakteristik dari arus kas
kontraktual dan model bisnis entitas;
metode kerugian kredit ekspektasian
untuk penurunan nilai yang menghasilkan
informasi yang lebih tepat waktu, relevan
dan dimengerti oleh pemakai laporan
keuangan; akuntansi untuk lindung nilai
yang merefleksikan manajemen risiko
entitas lebih baik dengan
memperkenalkan persyaratan yang lebih
umum berdasarkan pertimbangan
manajemen.
472 Annual Report 2019 Laporan Tahunan
The original consolidated financial statements included herein
are in the Indonesian language.
PT ELNUSA Tbk AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS
As of December 31, 2019, and
For the Year Then Ended
(Expressed in millions of Rupiah,
unless otherwise stated)
2. SUMMARY OF SIGNIFICANT ACCOUNTING
POLICIES (continued)
x. Adoption of new accounting standards
(continued)
2018 Improvement to PSAK 66 - Joint
Arrangements, effective January 1, 2019.
This improvement clarifies that the parties
participating in, but not having joint control
over, a joint operation can obtain joint
control over joint operations in the case that
joint operating activities are a business (as
defined in PSAK 22: Business
Combinations). In such cases, the interests
held previously in joint operations are not
measured again.
The adoption has no significant impact on the
financial reporting and disclosures in the
consolidated financial statements.
y. Accounting standards issued but not yet
effective
The standards and interpretations that are issued
by the Indonesian Financial Accounting
Standards Board (DSAK), but not yet effective for
current financial statements are disclosed below.
The Group intends to adopt these standards, if
applicable, when they become effective.
- PSAK 71: Financial Instruments, adopted
from IFRS 9, effective January 1, 2020.
This PSAK provides for classification and
measurement of financial instruments based
on the characteristics of contractual cash
flows and business model of the entity;
expected credit loss impairment model that
resulting information more timely, relevant
and understandable to users of financial
statements; accounting for hedging that
reflect the entity's risk management better
by introducing a more general requirements
based on management's judgment.
40
PT Elnusa Tbk

PT ELNUSA Tbk DAN ENTITAS ANAKNYA
CATATAN ATAS LAPORAN KEUANGAN
KONSOLIDASIAN
Tanggal 31 Desember 2019 dan untuk
Tahun yang Berakhir pada Tanggal Tersebut
(Disajikan dalam jutaan Rupiah,
kecuali dinyatakan lain)
2. IKHTISAR KEBIJAKAN AKUNTANSI SIGNIFIKAN
(lanjutan)
y. Standar akuntansi yang telah disahkan
namun belum berlaku efektif (lanjutan)
- PSAK 72: Pendapatan dari Kontrak
dengan Pelanggan, yang diadopsi dari
IFRS 15, berlaku efektif 1 Januari 2020.
PSAK ini adalah standar tunggal untuk
pengakuan pendapatan yang merupakan
hasil dari joint project yang sukses antara
International Accounting Standards Board
dan Financial Accounting Standards
Board, mengatur model pengakuan
pendapatan dari kontrak dengan
pelanggan, sehingga entitas diharapkan
dapat melakukan analisis sebelum
mengakui pendapatan.
- PSAK 73: Sewa, yang diadopsi dari IFRS
16, berlaku efektif 1 Januari 2020.
PSAK ini menetapkan prinsip pengakuan,
pengukuran, penyajian, dan
pengungkapan atas sewa dengan
memperkenalkan model akuntansi
tunggal dengan mensyaratkan untuk
mengakui aset hak-guna (right-of-use
assets) dan liabilitas sewa. Terdapat 2
pengecualian opsional dalam pengakuan
aset dan liabilitas sewa, yakni untuk: (i)
sewa jangka-pendek dan (ii) sewa yang
aset pendasarnya (underlying assets)
bernilai-rendah.
- Amandemen PSAK 15 - Investasi pada
Entitas Asosiasi dan Ventura Bersama:
Kepentingan Jangka Panjang pada
Entitas Asosiasi dan Ventura Bersama,
berlaku efektif 1 Januari 2020.
Amendemen ini mengatur bahwa entitas
juga menerapkan PSAK 71 atas
instrumen keuangan pada entitas
asosiasi atau ventura bersama dimana
metode ekuitas tidak diterapkan. Hal ini
termasuk kepentingan jangka panjang
yang secara substansi membentuk
bagian investasi neto entitas pada entitas
asosiasi atau ventura bersama.
PT Elnusa Tbk
The original consolidated financial statements included herein
are in the Indonesian language.
PT ELNUSA Tbk AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS
As of December 31, 2019, and
For the Year Then Ended
(Expressed in millions of Rupiah,
unless otherwise stated)
2. SUMMARY OF SIGNIFICANT ACCOUNTING
POLICIES (continued)
y. Adoption of new accounting standards
(continued)
- PSAK 72: Revenue from Contracts with
Customers, adopted from IFRS 15, effective
January 1, 2020.
This PSAK is a single standard that a joint
project between the International
Accounting Standards Board (IASB) and the
Financial Accounting Standards Board
(FASB), provides revenue recognition from
contracts with customers, and the entity is
expected to analyze before recognizing the
revenue.
- PSAK 73: Leases, adopted from IFRS 16,
effective January 1, 2020.
This PSAK establishes the principles of
recognition, measurement, presentation,
and disclosure of the lease by introducing a
single accounting model, with the
requirement to recognize the right-of-use
assets and liability of the lease; there are 2
optional exclusions in the recognition of the
lease assets and liabilities: (i) short-term
lease and (ii) lease with low-value
underlying assets.
- Amendments to PSAK 15 - Investments in
Joint Associates and Joint Ventures: Long-
term Interests in Associates and Joint
Ventures, effective January 1, 2020.
These amendments provides that the entity
also applies PSAK 71 on the financial
instruments to associates or joint ventures
where the equity method is not applied. This
includes long-term interests that
substantively form the entity's net
investment in an associates or joint
ventures.
41
Annual Report 2019 Laporan Tahunan 473
 The original consolidated financial statements included herein
are in the Indonesian language.

PT ELNUSA Tbk DAN ENTITAS ANAKNYA PT ELNUSA Tbk AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2019 dan untuk As of December 31, 2019, and
Tahun yang Berakhir pada Tanggal Tersebut For the Year Then Ended
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

2. IKHTISAR KEBIJAKAN AKUNTANSI SIGNIFIKAN 2. SUMMARY OF SIGNIFICANT ACCOUNTING

(lanjutan) POLICIES (continued)

y. Standar akuntansi yang telah disahkan y. Adoption of new accounting standards

namun belum berlaku efektif (lanjutan) (continued)

- Amandemen PSAK 71 - Instrumen - Amendments to PSAK 71 - Financial

Keuangan: Fitur Percepatan Pelunasan Instruments: Prepayment Features with
dengan Kompensasi Negatif, berlaku Negative Compensation, effective
efektif 1 Januari 2020. January 1, 2020.

Amendemen ini mengatur bahwa aset
keuangan dengan fitur percepatan
pelunasan yang dapat menghasilkan
kompensasi negatif memenuhi kualifikasi
sebagai arus kas kontraktual yang
berasal semata dari pembayaran pokok
dan bunga dari jumlah pokok terutang.
This amendments provides that a financial
asset with prepayment features that may
result in negative compensation qualifies as
a contractual cash flow derived solely from
the principal and interest of the principal
amount owed.

Grup sedang mengevaluasi dampak dari The Group is presently evaluating and has not yet
standar akuntansi tersebut dan belum determined the effects of these accounting
menentukan dampaknya terhadap laporan standards on its consolidated financial
keuangan konsolidasian Perusahaan. statements.

3. PERTIMBANGAN, ESTIMASI DAN ASUMSI 3. SIGNIFICANT ACCOUNTING JUDGEMENTS,

AKUNTANSI SIGNIFIKAN ESTIMATES AND ASSUMPTIONS

Penyusunan laporan keuangan konsolidasian The preparation of consolidated financial statements,

sesuai dengan Standar Akuntansi Keuangan di
Indonesia mewajibkan manajemen untuk membuat
estimasi dan asumsi yang mempengaruhi jumlah-
jumlah yang dilaporkan dari pendapatan, beban,
aset dan liabilitas, dan pengungkapan liabilitas
kontinjensi pada tanggal pelaporan. Ketidakpastian
mengenai asumsi dan estimasi tersebut dapat
mengakibatkan penyesuaian nilai tercatat aset dan
liabilitas dalam periode pelaporan berikutnya.
in conformity with Indonesian Financial Accounting
Standards, requires management to make judgments
of estimations and assumptions that affect the
amounts reported on income, expenses, assets and
liabilities and disclosures of contigent liabilities at the
reporting date. The estimation uncertainty may cause
adjustment to the carrying amounts of assets and
liabilities within the next reporting period.

Manajemen berkeyakinan bahwa pengungkapan
berikut telah mencakup ikhtisar pertimbangan,
estimasi dan asumsi signifikan yang dibuat oleh
manajemen, yang berpengaruh terhadap jumlah-
jumlah yang dilaporkan serta pengungkapan dalam
laporan keuangan konsolidasian.
Management believes that the following represent a
summary of the significant judgements, estimates and
assumptions made that affected certain reported
amounts and disclosures in the consolidated financial
statements.

a. Pertimbangan a. Judgements

Pertimbangan-pertimbangan berikut dibuat oleh The following judgements, made by management

manajemen dalam proses penerapan kebijakan in the process of applying the Group’s accounting
akuntansi Grup yang memiliki dampak yang policies, have the most significant effects on the
paling signifikan terhadap jumlah-jumlah yang amounts recognized in the consolidated financial
diakui dalam laporan keuangan konsolidasian: statements:

42

474 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk


PT ELNUSA Tbk DAN ENTITAS ANAKNYA
CATATAN ATAS LAPORAN KEUANGAN
KONSOLIDASIAN
Tanggal 31 Desember 2019 dan untuk
Tahun yang Berakhir pada Tanggal Tersebut
(Disajikan dalam jutaan Rupiah,
kecuali dinyatakan lain)
3. PERTIMBANGAN, ESTIMASI DAN ASUMSI
AKUNTANSI SIGNIFIKAN (lanjutan)
a. Pertimbangan (lanjutan)
Penentuan mata uang fungsional
Mata uang fungsional Perusahaan dan entitas
anaknya adalah mata uang dari lingkungan
ekonomi utama dimana setiap entitas
beroperasi. Mata uang tersebut adalah mata
uang yang terutama mempengaruhi
pendapatan dan beban dari jasa yang
diberikan.
Klasifikasi aset keuangan dan liabilitas
keuangan
Grup menetapkan klasifikasi atas aset dan
liabilitas tertentu sebagai aset keuangan dan
liabilitas keuangan dengan mempertimbangkan
apakah definisi yang ditetapkan PSAK No. 55
(Revisi 2014) dipenuhi. Dengan demikian, aset
keuangan dan liabilitas keuangan diakui sesuai
dengan kebijakan akuntansi Grup seperti
diungkapkan pada Catatan 2g.
Tagihan restitusi pajak dan keberatan atas hasil
pemeriksaan pajak
Berdasarkan peraturan perpajakan yang
berlaku saat ini, manajemen
mempertimbangkan apakah jumlah tagihan
restitusi pajak yang dicatat dalam akun pajak
dibayar di muka dapat dipulihkan dan direstitusi
oleh Kantor Pajak.
b. Estimasi dan asumsi
Asumsi utama mengenai masa depan dan
sumber utama lain dalam mengestimasi
ketidakpastian pada tanggal pelaporan yang
mempunyai risiko signifikan yang dapat
menyebabkan penyesuaian material terhadap
jumlah tercatat aset dan liabilitas dalam periode
pelaporan berikutnya diungkapkan di bawah ini.
Grup mendasarkan asumsi dan estimasi pada
parameter yang tersedia saat laporan keuangan
konsolidasian disusun. Kondisi yang ada dan
asumsi mengenai perkembangan masa depan
dapat berubah karena perubahan situasi pasar
yang berada di luar kendali Grup. Perubahan
tersebut tercermin dalam asumsi ketika
keadaan tersebut terjadi.
PT Elnusa Tbk
The original consolidated financial statements included herein
are in the Indonesian language.
PT ELNUSA Tbk AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS
As of December 31, 2019, and
For the Year Then Ended
(Expressed in millions of Rupiah,
unless otherwise stated)
3. SIGNIFICANT ACCOUNTING JUDGEMENTS,
ESTIMATES AND ASSUMPTIONS (continued)
a. Judgements (continued)
Determination of functional currency
The functional currency of the Company and its
subsidiaries is the currency of the primary
economic environment in which each entity
operates. It is the currency that mainly influences
the revenue and cost of rendering services.
Classification of financial assets and financial
liabilities
The Group determines the classification of certain
assets and liabilities as financial assets and
financial liabilities by judging if they meet the
definition set forth in PSAK No. 55 (Revised
2014). Accordingly, the financial assets and
financial liabilities are accounted for in
accordance with the Group’s accounting policies
disclosed in Note 2g.
Claims for tax refund and tax assessments under
appeal
Based on tax regulations currently enacted, the
management judges if the amounts of claims for
tax refund recorded under prepaid taxes account
are recoverable from and refundable by the Tax
Office.
b. Estimates and assumptions
The key assumptions concerning the future and
other key sources of estimation uncertainty at the
reporting date that have a significant risk of
causing a material adjustment to the carrying
amounts of assets and liabilities within the next
reporting period are disclosed below. The Group
based its assumptions and estimates on
parameters available when the consolidated
financial statements were prepared. Existing
circumstances and assumptions about future
developments may change due to market
changes on circumstances arising beyond the
control of the Group. Such changes are reflected
in the assumptions when they occur.
43
Annual Report 2019 Laporan Tahunan 475

PT ELNUSA Tbk DAN ENTITAS ANAKNYA
CATATAN ATAS LAPORAN KEUANGAN
KONSOLIDASIAN
Tanggal 31 Desember 2019 dan untuk
Tahun yang Berakhir pada Tanggal Tersebut
(Disajikan dalam jutaan Rupiah,
kecuali dinyatakan lain)
3. PERTIMBANGAN, ESTIMASI DAN ASUMSI
AKUNTANSI SIGNIFIKAN (lanjutan)
b. Estimasi dan asumsi (lanjutan)
Penurunan nilai aset keuangan
Penyisihan dibentuk berdasarkan pengalaman
penagihan masa lalu dan faktor-faktor lainnya
yang mungkin mempengaruhi kolektibilitas,
antara lain kemungkinan kesulitan likuiditas
atau kesulitan keuangan yang signifikan yang
dialami oleh debitur atau penundaan
pembayaran yang signifikan.
Jika terdapat bukti obyektif penurunan nilai,
maka saat dan besaran total yang dapat ditagih
diestimasi berdasarkan pengalaman kerugian
masa lalu. Penyisihan penurunan nilai dibentuk
atas akun-akun yang diidentifikasi secara
spesifik telah mengalami penurunan nilai. Akun
pinjaman dan piutang dihapusbukukan
berdasarkan keputusan manajemen bahwa
aset keuangan tersebut tidak dapat ditagih atau
direalisasi meskipun segala cara dan tindakan
telah dilaksanakan. Suatu evaluasi atas
piutang, yang bertujuan untuk mengindentifikasi
total penyisihan yang harus dibentuk, dilakukan
secara berkala sepanjang tahun. Oleh karena
itu, saat dan besaran total penyisihan
penurunan nilai yang tercatat pada setiap tahun
dapat berbeda tergantung pada pertimbangan
dan estimasi yang digunakan.
Penentuan nilai wajar dikurangi biaya untuk
menjual atau nilai pakai mengharuskan
manajemen untuk membuat estimasi dan
asumsi mengenai pendapatan, biaya operasi,
dan pengeluaran modal di masa depan.
Estimasi dan asumsi ini mengandung risiko dan
ketidakpastian; sehingga ada kemungkinan
perubahan situasi dapat mengubah proyeksi ini,
yang dapat mempengaruhi nilai aset yang dapat
dipulihkan kembali. Dalam keadaan seperti itu,
sebagian atau seluruh jumlah tercatat aset
mungkin akan mengalami penurunan nilai lebih
lanjut atau terjadi pengurangan penyisihan
penurunan nilai.
476 Annual Report 2019 Laporan Tahunan
The original consolidated financial statements included herein
are in the Indonesian language.
PT ELNUSA Tbk AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS
As of December 31, 2019, and
For the Year Then Ended
(Expressed in millions of Rupiah,
unless otherwise stated)
3. SIGNIFICANT ACCOUNTING JUDGEMENTS,
ESTIMATES AND ASSUMPTIONS (continued)
b. Estimates and assumptions (continued)
Impairment of financial assets
The level of allowance is based on past collection
experience and other factors that may affect
collectability such as the probability of insolvency
or significant financial difficulties of the debtor or
significant delay in payments.
If there is objective evidence of impairment, timing
and collectible amounts are estimated based on
historical loss data. Allowance for impairment is
provided on accounts specifically identified as
impaired. Loans and receivables written-off are
based on management’s decisions that the
financial assets are uncollectible or cannot be
realized regardless of actions taken. Evaluation of
receivables to determine the total allowance to be
provided is performed periodically during the year.
Therefore, the timing and amount of allowance for
impairment recorded in each year might differ
based on the judgements and estimates that have
been used.
The determination of fair value less costs to sell or
value in use requires management to make
estimates and assumptions about expected
revenue, operating costs and future capital
expenditure. These estimates and assumptions
are subject to risk and uncertainty; hence there is
a possibility that changes in circumstances will
alter these projections, which may have an impact
on the recoverable amount of the assets. In such
circumstances, some or all of the carrying amount
of the assets may be further impaired, or the
allowance for impairment may be reduced.
44
PT Elnusa Tbk

PT ELNUSA Tbk DAN ENTITAS ANAKNYA
CATATAN ATAS LAPORAN KEUANGAN
KONSOLIDASIAN
Tanggal 31 Desember 2019 dan untuk
Tahun yang Berakhir pada Tanggal Tersebut
(Disajikan dalam jutaan Rupiah,
kecuali dinyatakan lain)
3. PERTIMBANGAN, ESTIMASI DAN ASUMSI
AKUNTANSI SIGNIFIKAN (lanjutan)
b. Estimasi dan asumsi (lanjutan)
Penyusutan, estimasi nilai sisa dan masa
manfaat aset tetap dan properti investasi
Masa manfaat aset tetap dan properti investasi
Grup diestimasi berdasarkan jangka waktu aset
tersebut diperkirakan dapat digunakan.
Estimasi tersebut didasarkan pada penilaian
kolektif berdasarkan bidang usaha yang sama,
evaluasi teknis internal dan pengalaman
terhadap aset sejenis. Taksiran masa manfaat
setiap aset ditelaah secara berkala dan
diperbarui jika estimasi berbeda dari perkiraan
sebelumnya yang disebabkan karena
pemakaian, usang secara teknis atau komersial
serta keterbatasan hak atau pembatasan
lainnya terhadap penggunaan aset.
Hasil operasi di masa mendatang mungkin
dapat terpengaruh secara signifikan oleh
perubahan dalam waktu dan biaya yang terjadi
karena perubahan yang disebabkan oleh faktor-
faktor yang disebutkan di atas. Penurunan
taksiran masa manfaat ekonomis setiap aset
tetap dan properti investasi akan menyebabkan
kenaikan beban penyusutan dan penurunan
nilai tercatat aset tetap dan properti investasi.
Beban akrual untuk bonus
Beban akrual untuk bonus merupakan biaya
untuk manfaat karyawan yang terdiri dari purna
jabatan, bonus kinerja dan insentif karyawan.
Biaya yang masih harus dibayar tersebut
didasarkan pada metode perhitungan yang
disetujui manajemen dimana tergantung
pengukuran kinerja keuangan maupun
nonkeuangan. Manajemen mengestimasikan
jumlah yang harus diakui berdasarkan pada
informasi pendukung yang ada pada tanggal
pelaporan. Jumlahnya dapat berubah apabila
pengukuran kinerja keuangan dan
nonkeuangan difinalisasi.
PT Elnusa Tbk
The original consolidated financial statements included herein
are in the Indonesian language.
PT ELNUSA Tbk AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS
As of December 31, 2019, and
For the Year Then Ended
(Expressed in millions of Rupiah,
unless otherwise stated)
3. SIGNIFICANT ACCOUNTING JUDGEMENTS,
ESTIMATES AND ASSUMPTIONS (continued)
b. Estimates and assumptions (continued)
Depreciation, estimate of residual values and
useful lives of fixed assets and investment
properties
The useful lifes of the Group’s fixed assets and
investment properties are estimated based on the
period over which the assets are expected to be
available for use. Such estimation is based on a
collective assessment of similar businesses,
internal technical evaluations and experience with
similar assets. The estimated useful life of each
asset is reviewed periodically and updated if
expectations differ from previous estimates due to
physical wear and tear, technical or commercial
obsolescence and legal or other limits on the use
of the asset.
It is possible, however, that future results of
operations could be materially affected by
changes in the amounts and timing of recorded
expenses brought about by changes in the factors
mentioned above. A reduction in the estimated
useful life of any item of fixed assets and
investment properties would increase the
recorded depreciation and decrease the carrying
values of fixed assets and investment properties.
Accrued expense for bonuses
Accrued expense for bonuses represents
expenses from payment of employee benefits
which consist of post-employee bonuses,
performance bonuses and employee incentives.
The accrual is based on a formula that was
agreed by management and which depends on
financial and non-financial performance
measurements. Management estimates the
amount based on the existing supporting
information at the reporting date. The amount may
change after if the actual financial and non-
financial measurements of performance are
finalized.
45
Annual Report 2019 Laporan Tahunan 477

PT ELNUSA Tbk DAN ENTITAS ANAKNYA
CATATAN ATAS LAPORAN KEUANGAN
KONSOLIDASIAN
Tanggal 31 Desember 2019 dan untuk
Tahun yang Berakhir pada Tanggal Tersebut
(Disajikan dalam jutaan Rupiah,
kecuali dinyatakan lain)
3. PERTIMBANGAN, ESTIMASI DAN ASUMSI
AKUNTANSI SIGNIFIKAN (lanjutan)
b. Estimasi dan asumsi (lanjutan)
Imbalan kerja
Penentuan liabilitas imbalan kerja Grup
bergantung pada pemilihan asumsi yang
digunakan oleh aktuaris independen dalam
menghitung jumlah-jumlah tersebut. Asumsi
tersebut termasuk antara lain, tingkat diskonto,
tingkat kenaikan gaji, tingkat kematian, usia
pensiun dan tingkat pengunduran diri. Hasil
aktual yang berbeda dari asumsi yang
ditetapkan Grup diakui dalam penghasilan
komprehensif lain. Sementara Grup
berkeyakinan bahwa asumsi tersebut adalah
wajar dan sesuai, perbedaan signifikan pada
hasil aktual atau perubahan signifikan dalam
asumsi yang ditetapkan Grup dapat
mempengaruhi secara material liabilitas
imbalan kerja dan beban imbalan kerja neto
yang diakui dalam laba rugi dan penghasilan
komprehensif lain.
Beban pajak kini
Grup mengakui beban pajak kini berdasarkan
estimasi penghasilan kena pajak periode
berjalan yang dihitung berdasarkan tarif pajak
yang berlaku.
Aset pajak tangguhan
Aset pajak tangguhan diakui untuk semua
perbedaan temporer yang boleh dikurangkan
dan akumulasi rugi fiskal, sepanjang besar
kemungkinan perbedaan temporer yang boleh
dikurangkan dan akumulasi rugi fiskal tersebut
dapat dimanfaatkan untuk mengurangi
penghasilan kena pajak pada masa depan.
Estimasi signifikan oleh manajemen
disyaratkan dalam menentukan total aset pajak
tangguhan yang dapat diakui, berdasarkan saat
penggunaan dan tingkat penghasilan kena
pajak serta strategi perencanaan pajak masa
depan.
478 Annual Report 2019 Laporan Tahunan
The original consolidated financial statements included herein
are in the Indonesian language.
PT ELNUSA Tbk AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS
As of December 31, 2019, and
For the Year Then Ended
(Expressed in millions of Rupiah,
unless otherwise stated)
3. SIGNIFICANT ACCOUNTING JUDGEMENTS,
ESTIMATES AND ASSUMPTIONS (continued)
b. Estimates and assumptions (continued)
Employee benefits
The determination of the Group’s employee
benefits liability is dependent on its selection of
certain assumptions used by the independent
actuaries in calculating such amounts. Those
assumptions include among others, discount
rates, salary increase rate, mortality rate,
retirement age and resignation rate. Actual results
that differ from the Group’s assumptions are
recognized in other comprehensive income. While
the Group believes that its assumptions are
reasonable and appropriate, significant
differences in the Group actual results or
significant changes in the Group’s assumptions
may materially affect its estimated liabilities for
employee benefits and net employee benefits
expense recognized in profit or loss and other
comprehensive income.
Current tax expense
The Group recognizes current tax expense based
on the estimated taxable income for the period
computed using the prevailing tax rates.
Deferred tax assets
Deferred tax assets are recognized for all
deductible temporary differences and
accumulated fiscal losses to the extent that it is
probable that taxable income will be available in
future years against which the deductible
temporary differences and accumulated fiscal
losses can be utilized. Significant management
estimates are required to determine the amount of
deferred tax assets that can be recognized, based
upon the likely timing and the level of the future
taxable income together with future tax planning
strategies.
46
PT Elnusa Tbk
 The original consolidated financial statements included herein
are in the Indonesian language.

PT ELNUSA Tbk DAN ENTITAS ANAKNYA PT ELNUSA Tbk AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2019 dan untuk As of December 31, 2019, and
Tahun yang Berakhir pada Tanggal Tersebut For the Year Then Ended
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

4. KAS DAN SETARA KAS 4. CASH AND CASH EQUIVALENTS

Kas dan setara kas terdiri dari: Cash and cash equivalents consist of:

31 Desember/December 31
2019 2018
Kas 2.256 2.940 Cash on hand
Bank Cash in banks
Rupiah Rupiah
Pihak berelasi (Catatan 30a) Related parties (Note 30a)
PT Bank Mandiri (Persero) Tbk 253.024 217.166 PT Bank Mandiri (Persero) Tbk
PT Bank Negara Indonesia PT Bank Negara Indonesia
(Persero) Tbk 160.833 108.419 (Persero) Tbk
PT Bank Rakyat Indonesia PT Bank Rakyat Indonesia
(Persero) Tbk 92.095 23.457 (Persero) Tbk
PT Bank Rakyat Indonesia Syariah 2.468 191 PT Bank Rakyat Indonesia Syariah
PT Bank BNI Syariah 1.677 1.055 PT Bank BNI Syariah
PT Bank Syariah Mandiri 620 591 PT Bank Syariah Mandiri
510.717 350.879
Pihak ketiga Third parties
PT Bank Maybank Indonesia Tbk 32.781 83.705 PT Bank Maybank Indonesia Tbk
PT Bank Central Asia Tbk 1.802 2.838 PT Bank Central Asia Tbk
PT Bank UOB Indonesia 1.224 14.215 PT Bank UOB Indonesia
PT Bank Muamalat Indonesia Tbk 14 18.175 PT Bank Muamalat Indonesia Tbk
Lain-lain (masing-masing Others (each below
di bawah Rp1.000) 2.547 4.222 Rp1,000)
38.368 123.155
Subtotal 549.085 474.034 Sub-total
Dolar AS US Dollar
Pihak berelasi (Catatan 30a) Related parties (Note 30a)

PT Bank Negara Indonesia PT Bank Negara Indonesia

(Persero) Tbk 193.909 61.944 (Persero) Tbk
PT Bank Mandiri (Persero) Tbk 15.775 47.300 PT Bank Mandiri (Persero) Tbk
PT Bank Rakyat Indonesia PT Bank Rakyat Indonesia
(Persero) Tbk 4.062 2.064 (Persero) Tbk
PT Bank Rakyat Indonesia PT Bank Rakyat Indonesia
Agroniaga Tbk 1.717 1.785 Agroniaga Tbk
215.463 113.093
Pihak ketiga Third parties
PT Bank Maybank Indonesia Tbk 25.188 54.989 PT Bank Maybank Indonesia Tbk
The Bank of Tokyo-Mitsubishi UFJ Ltd 3.622 3.773 The Bank of Tokyo-Mitsubishi UFJ Ltd
PT Bank BTPN Tbk 3.451 5.126 PT Bank BTPN Tbk
PT Bank UOB Indonesia 3.069 5.881 PT Bank UOB Indonesia
PT Bank ANZ Indonesia 2.886 2.996 PT Bank ANZ Indonesia
PT Bank ICBC Indonesia 2.702 2.504 PT Bank ICBC Indonesia
PT Bank Mizuho Indonesia 2.024 - PT Bank Mizuho Indonesia
PT Bank Central Asia Tbk 2.021 2.790 PT Bank Central Asia Tbk
Lain-lain (masing-masing Others (each below
di bawah Rp2.000) 1.859 4.131 Rp2,000)
46.822 82.190
Subtotal 262.285 195.283 Sub-total
Total bank 811.370 669.317 Total cash in banks

47

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 479

 The original consolidated financial statements included herein
are in the Indonesian language.

PT ELNUSA Tbk DAN ENTITAS ANAKNYA PT ELNUSA Tbk AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2019 dan untuk As of December 31, 2019, and
Tahun yang Berakhir pada Tanggal Tersebut For the Year Then Ended
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

4. KAS DAN SETARA KAS (lanjutan) 4. CASH AND CASH EQUIVALENTS (continued)

Kas dan setara kas terdiri dari: (lanjutan) Cash and cash equivalents consist of: (continued)

31 Desember/December 31
2019 2018

Call deposit dan deposito berjangka Call deposits and time deposits
Rupiah Rupiah
Pihak berelasi (Catatan 30a) Related parties (Note 30a)
PT Bank Rakyat Indonesia PT Bank Rakyat Indonesia
(Persero) Tbk 17.496 14.000 (Persero) Tbk
PT Bank BNI Syariah 10.000 10.000 PT Bank BNI Syariah
PT Bank Tabungan Negara PT Bank Tabungan Negara
(Persero) Tbk 9.000 12.000 (Persero) Tbk
PT Bank Syariah Mandiri - 200 PT Bank Syariah Mandiri
36.496 36.200
Pihak ketiga Third parties
PT Bank UOB Indonesia 3.000 3.000 PT Bank UOB Indonesia
PT Bank BTPN Tbk 3.000 - PT Bank BTPN Tbk
PT Bank Woori Saudara Indonesia - 6.000 PT Bank Woori Saudara Indonesia
PT Bank KEB Hana Indonesia - 2.000 PT Bank KEB Hana Indonesia
6.000 11.000
Total call deposit dan deposito berjangka 42.496 47.200 Total call deposits and time deposits
Total 856.122 719.457 Total

Tingkat suku bunga tahunan call deposit dan Annual interest rates on call deposits and time
deposito berjangka sebesar 4,80% - 7,02% dan deposits are 4.80% - 7.02% and 5.30% - 8.50% for
5,30% - 8,50% masing-masing untuk tahun 2019 2019 and 2018, respectively.
dan 2018.

5. PIUTANG USAHA 5. TRADE RECEIVABLES

Rincian piutang usaha berdasarkan pelanggan The details of trade receivables based on customers
adalah sebagai berikut: are as follows:

31 Desember/December 31
2019 2018
Pihak berelasi (Catatan 30b) Related parties (Note 30b)
Difakturkan 486.990 264.431 Billed
Belum difakturkan 1.360.945 1.031.280 Unbilled
1.847.935 1.295.711
Penyisihan penurunan nilai (12.270) (9.875) Allowance for impairment
Piutang usaha pihak berelasi - neto 1.835.665 1.285.836 Trade receivables related parties - net

Pihak ketiga Third parties

Difakturkan 252.015 303.032 Billed
Belum difakturkan 150.940 125.156 Unbilled
402.955 428.188
Penyisihan penurunan nilai (148.662) (142.181) Allowance for impairment
Piutang usaha pihak ketiga - neto 254.293 286.007 Trade receivables third parties - net

48

480 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 The original consolidated financial statements included herein
are in the Indonesian language.

PT ELNUSA Tbk DAN ENTITAS ANAKNYA PT ELNUSA Tbk AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2019 dan untuk As of December 31, 2019, and
Tahun yang Berakhir pada Tanggal Tersebut For the Year Then Ended
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

5. PIUTANG USAHA (lanjutan) 5. TRADE RECEIVABLES (continued)

Rincian piutang usaha berdasarkan mata uang The details of trade receivables based on currencies
adalah sebagai berikut: are as follows:
31 Desember/December 31
2019 2018
Rupiah 1.566.974 1.153.629 Rupiah
Dolar AS 683.655 570.002 US Dollar
Dolar Singapura 261 268 Singapore Dollar
Total 2.250.890 1.723.899 Total
Penyisihan penurunan nilai (160.932) (152.056) Allowance for impairment
Neto 2.089.958 1.571.843 Net

Piutang individual yang diturunkan nilainya The individually-impaired receivables are mainly due
disebabkan karena faktor-faktor yang to factors that may affect collectability, such as
mempengaruhi kolektibilitas, antara lain probability of insolvency or significant financial
kemungkinan kesulitan likuiditas atau keuangan difficulties of the debtor or significant delay in
yang dialami oleh debitur atau penundaan payments.
pembayaran yang signifikan.

Mutasi penyisihan penurunan nilai untuk tahun 2019 The movements in the allowance for impairment in
dan 2018 adalah sebagai berikut: 2019 and 2018 are as follows:
31 Desember/December 31
2019 2018
Saldo awal 152.056 138.552 Beginning balances
Penyisihan 12.324 7.113 Allowance
Selisih kurs (3.448) 6.391 Foreign exchange differences
Saldo akhir 160.932 152.056 Ending balances

Manajemen berkeyakinan bahwa penyisihan Management believes that the allowance for
penurunan nilai cukup untuk menutup kemungkinan impairment is adequate to cover possible losses that
kerugian yang timbul dari tidak tertagihnya piutang may arise from the uncollectability of trade receivables
usaha (Catatan 35c). (Note 35c).

Pada tanggal 31 Desember 2019, tidak terdapat As of December 31, 2019, there is no trade
piutang usaha yang digunakan sebagai jaminan. receivables used as collateral.

6. ASET KEUANGAN LANCAR LAINNYA 6. OTHER CURRENT FINANCIAL ASSETS

Aset keuangan lancar lainnya terdiri dari: Other current financial assets consist of:
31 Desember/December 31
2019 2018
Pihak ketiga : Third parties:
Piutang lain-lain 17.711 16.713 Other receivables
Pihak berelasi (Catatan 30c): Related parties (Note 30c):
Piutang lain-lain - 3.447 Other receivables
Piutang sewa pembiayaan - bagian lancar 30.496 13.527 Finance lease receivable - current portion
Bank yang dibatasi penggunaannya - 876 Restricted cash in bank
30.496 17.850
Total 48.207 34.563 Total
Penyisihan penurunan nilai (13.083) (13.473) Allowance for impairment
Neto 35.124 21.090 Net

49

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 481

 The original consolidated financial statements included herein
are in the Indonesian language.

PT ELNUSA Tbk DAN ENTITAS ANAKNYA PT ELNUSA Tbk AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2019 dan untuk As of December 31, 2019, and
Tahun yang Berakhir pada Tanggal Tersebut For the Year Then Ended
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

6. ASET KEUANGAN LANCAR LAINNYA (lanjutan) 6. OTHER CURRENT FINANCIAL ASSETS

(continued)

Mutasi penyisihan penurunan nilai untuk tahun 2019 The movements in the allowance for impairment in
dan 2018 adalah sebagai berikut: 2019 and 2018 are as follows:

31 Desember/December 31
2019 2018
Saldo awal 13.473 12.784 Beginning balances
Selisih kurs (390) 689 Foreign exchange differences
Saldo akhir 13.083 13.473 Ending balances

Manajemen berkeyakinan bahwa penyisihan Management believes that the allowance for
penurunan nilai cukup untuk menutup kemungkinan impairment is adequate to cover possible losses that
kerugian yang timbul dari tidak terpulihkannya aset may arise from the unrecoverability of other current
keuangan lancar lainnya. financial assets.

Penghasilan bunga dari sewa pembiayaan untuk Interest income from finance leases in 2019 and 2018
tahun 2019 dan 2018 masing-masing sebesar amounted to Rp17,765 and Rp4,899, respectively.
Rp17.765 dan Rp4.899.

7. PERSEDIAAN 7. INVENTORIES

Persediaan terdiri dari: Inventories consist of:

31 Desember/December 31
2019 2018
Barang kebutuhan proyek 139.559 121.596 Project materials
Barang dagangan 46.474 41.833 Merchandise inventories
Barang dalam proses 27.296 12.488 Work in progress
Barang jadi 6.708 11.355 Finished goods
Bahan baku 15 56 Raw materials
Total 220.052 187.328 Total
Penyisihan persediaan usang (6.754) (20.263) Allowance for inventory obsolescence
Neto 213.298 167.065 Net

Mutasi penyisihan persediaan using untuk tahun The movements in the allowance for inventory
2019 dan 2018 adalah sebagai berikut: obsolescence in 2019 and 2018 are as follows:

31 Desember/December 31
2019 2018
Saldo awal 20.263 29.206 Beginning balances
Provisi tahun berjalan 1.000 - Provision during the year
Pemulihan tahun berjalan (1.501) (8.943) Recoveries during the year
Penjualan tahun berjalan (13.008) - Sales during the year
Saldo akhir 6.754 20.263 Ending balances

Manajemen berkeyakinan bahwa penyisihan Management believes that the allowance for inventory
persediaan usang cukup untuk menutup obsolescence is adequate to cover possible losses
kemungkinan kerugian yang timbul dari penurunan that may arise from a decline in the realizable value of
nilai realisasi neto persediaan. inventories.

50

482 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 The original consolidated financial statements included herein
are in the Indonesian language.

PT ELNUSA Tbk DAN ENTITAS ANAKNYA PT ELNUSA Tbk AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2019 dan untuk As of December 31, 2019, and
Tahun yang Berakhir pada Tanggal Tersebut For the Year Then Ended
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

7. PERSEDIAAN (lanjutan) 7. INVENTORIES (continued)

Biaya persediaan yang diakui sebagai beban dan The cost of inventories recognized as an expense and
termasuk dalam “beban pokok pendapatan” untuk included in “cost of revenues” for the years ended
tahun yang berakhir pada tanggal December 31, 2019 and 2018 amounted to
31 Desember 2019 dan 2018 masing-masing Rp1,864,544 and Rp1,604,191, respectively
sebesar Rp1.864.544 dan Rp1.604.191 (Note 26).
(Catatan 26).

Pada tanggal 31 Desember 2019 dan 2018, As of December 31, 2019 and 2018, project materials
persediaan barang kebutuhan proyek telah are insured against all risks at a total insurance
diasuransikan terhadap semua risiko dengan nilai coverage amounting to Rp88,737, respectively.
pertanggungan masing-masing sebesar Rp88.737. Management believes that the insurance coverage is
Manajemen berkeyakinan bahwa asuransi tersebut adequate to cover possible losses arising from the
telah memadai untuk menutup kerugian yang insured inventories.
mungkin timbul atas persediaan yang
dipertanggungkan.

Pada tanggal 31 Desember 2019 dan 2018, As of December 31, 2019 and 2018, finished goods,
persediaan barang jadi, barang dalam proses dan work in progress and raw materials are not covered by
bahan baku tidak diasuransikan karena manajemen insurance, as management has assessed the risk of
menilai risiko kerugian adalah minimal. loss as minimal.

Pada tanggal 31 Desember 2019 dan 2018, tidak As of December 31, 2019 and 2018, there is no
terdapat persediaan yang digunakan sebagai inventory used as collateral.
jaminan.

8. UANG MUKA 8. ADVANCES

Uang muka terdiri dari: Advances consist of:

31 Desember/December 31
2019 2018
Lancar Current
Uang muka operasi 125.238 88.975 Advances for operation
Lain-lain 4.741 977 Others
Total 129.979 89.952 Total

Tidak lancar Non-current

Uang muka pembelian aset tetap 49.509 22.123 Advances for purchase of fixed assets

Uang muka operasi merupakan uang muka untuk Advances for operation mainly represent advances for
sewa peralatan, pembelian suku cadang, bahan rental of equipment, purchases of spare parts, fuel and
bakar dan biaya operasi lainnya. other operating costs.

9. BIAYA DIBAYAR DI MUKA 9. PREPAID EXPENSES

Biaya dibayar di muka terdiri dari: Prepaid expenses consist of:

31 Desember/December 31
2019 2018
Sewa 12.179 8.332 Rent
Asuransi 8.127 3.690 Insurance
Lain-lain 3.230 2.991 Others
Total 23.536 15.013 Total

51

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 483

 The original consolidated financial statements included herein
are in the Indonesian language.

PT ELNUSA Tbk DAN ENTITAS ANAKNYA PT ELNUSA Tbk AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2019 dan untuk As of December 31, 2019, and
Tahun yang Berakhir pada Tanggal Tersebut For the Year Then Ended
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

10. ASET KEUANGAN TIDAK LANCAR LAINNYA 10. OTHER NON-CURRENT FINANCIAL ASSETS

Aset keuangan tidak lancar lainnya terdiri dari: Other non-current financial assets consist of:

31 Desember/December 31
2019 2018
Pihak ketiga: Third parties:
Klaim atas deposito ke Bank Mega Claim of deposits to Bank Mega
(Catatan 31a) 111.000 111.000 (Note 31a)
Bank yang dibatasi penggunaannya 25.872 6.733 Restricted cash in banks
136.872 117.733
Pihak berelasi (Catatan 30d): Related parties (Note 30d):
Piutang sewa pembiayaan - Finance lease receivables -
bagian tidak lancar 333.788 53.310 non-current portion
Total 470.660 171.043 Total
Penyisihan penurunan nilai (5.707) (7.082) Allowance for impairment
Neto 464.953 163.961 Net

Penyisihan penurunan nilai terkait dengan efek Allowance for impairment is related to the impact of
perubahan nilai waktu uang atas klaim deposito ke time value of money from claim of deposits to PT Bank
PT Bank Mega Tbk (Catatan 31a). Mutasi Mega Tbk (Note 31a). The movements in the
penyisihan penurunan nilai adalah sebagai berikut: allowance for impairment are as follows:
31 Desember/December 31
2019 2018
Saldo awal 7.082 5.350 Beginning balance
Penyisihan (pemulihan) (1.375) 1.732 Allowance (recovery)
Saldo akhir 5.707 7.082 Ending balance

Manajemen berkeyakinan bahwa penyisihan Management believes that the allowance for
penurunan nilai cukup dengan mempertimbangkan impairment is adequate considering the estimated
estimasi waktu pembayaran klaim deposito tersebut. time of payment of the claim of deposits.

11. INVESTASI PADA SAHAM 11. INVESTMENTS IN SHARES

a. Investasi tersedia untuk dijual a. Available-for-sale investments

Rincian investasi tersedia untuk dijual adalah The details of available-for-sale investments are
sebagai berikut: as follows:
Persentase kepemilikan/ Jumlah tercatat/
Percentage of ownership Carrying amount
31 Desember/December 31 31 Desember/December 31
2019 2018 2019 2018
PT Margaraya Jawa Tol 16,7% 16,7% 36.827 36.827 PT Margaraya Jawa Tol
PT Bhakti Patra Nusantara 10,0% 10,0% 960 960 PT Bhakti Patra Nusantara
Total 37.787 37.787 Total
Penyisihan penurunan nilai (37.787) (37.787) Allowance for impairment
Neto - - Net

52

484 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 The original consolidated financial statements included herein
are in the Indonesian language.

PT ELNUSA Tbk DAN ENTITAS ANAKNYA PT ELNUSA Tbk AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2019 dan untuk As of December 31, 2019, and
Tahun yang Berakhir pada Tanggal Tersebut For the Year Then Ended
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

11. INVESTASI PADA SAHAM (lanjutan) 11. INVESTMENTS IN SHARES (continued)

a. Investasi tersedia untuk dijual (lanjutan) a. Available-for-sale investments (continued)

Investasi tersedia untuk dijual diturunkan Available-for-sale investments are impaired

nilainya terutama terkait dengan ketidakpastian mainly due to uncertainty of return on investment.
atas pengembalian investasi.

b. Investasi pada ventura bersama b. Investment in joint venture

KSO Perusahaan dan PT Waskita Adhi KSO Perusahaan dan PT Waskita Adhi Sejahtera
Sejahtera (“KSO Elnusa-WAS”) (“KSO Elnusa-WAS”)

Pada tanggal 12 Desember 2016, Perusahaan On December 12, 2016, the Company and WAS
dan WAS menandatangani Perjanjian entered into Joint Operation (“JO”) agreement.
Kerjasama Operasi (“KSO”). KSO ini dibentuk The JO is established in order to perform electrical
untuk melakukan proyek jasa pemeliharaan and instrumentation maintenance services project
elektrikal dan instrumentasi dari BP Berau Ltd. from BP Berau Ltd. The composition of
Komposisi kepemilikan pada KSO adalah 51% ownerships in JO are 51% owned by the
oleh Perusahaan dan 49% oleh WAS. Pada Company and 49% owned by WAS. As of
tanggal 31 Desember 2019 dan 2018, jumlah December 31, 2019 and 2018, the carrying
tercatat investasi pada KSO Elnusa-WAS amount of investment in KSO Elnusa-WAS is
masing-masing sebesar Rp16.660 dan Rp16,660 and Rp8,946, respectively.
Rp8.946.

Untuk tahun yang berakhir pada tanggal
31 Desember 2019 dan 2018, Perusahaan
mencatat bagian laba masing-masing sebesar
Rp7.714 dan Rp4.025 dan disajikan sebagai
bagian dari akun penghasilan lain-lain dalam
laporan laba rugi dan penghasilan
komprehensif lain konsolidasian.
For the years ended December 31, 2019 and
2018, the Company recorded equity income
amounted to Rp7,714 and Rp4,025 and are
presented as part of other income account in the
consolidated statement of profit or loss and other
comprehensive income.

Ringkasan informasi keuangan KSO Elnusa- The summary of KSO Elnusa-WAS’ financial
WAS adalah sebagai berikut: information is as follows:

31 Desember/December 31
2019 2018
Total aset 49.590 28.721 Total assets
Total liabilitas 19.858 11.114 Total liabilities
Total ekuitas 29.732 17.607 Total liabilities

Tahun yang berakhir pada tanggal

31 Desember/
Year ended December 31
2019 2018
Pendapatan 68.155 41.686 Revenue
Laba tahun berjalan 15.125 7.891 Profit for the year

53

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 485

 The original consolidated financial statements included herein
are in the Indonesian language.

PT ELNUSA Tbk DAN ENTITAS ANAKNYA PT ELNUSA Tbk AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2019 dan untuk As of December 31, 2019, and
Tahun yang Berakhir pada Tanggal Tersebut For the Year Then Ended
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

12. ASET TETAP 12. FIXED ASSETS

Seluruh aset tetap dimiliki secara langsung oleh All fixed assets are directly owned by the Group. The
Grup. Mutasi aset tetap adalah sebagai berikut: movements in fixed assets are as follows:

Tahun yang berakhir pada tanggal 31 Desember 2019/

Year ended December 31, 2019
Saldo awal/ Saldo akhir/
Beginning Penambahan/ Pengurangan/ Reklasifikasi/ Ending
balance Additions Deductions Reclassifications balance
Biaya perolehan Cost
Tanah 232.613 21.597 - - 254.210 Land
Bangunan, prasarana Buildings, improvements
dan instalasi 467.980 2.157 (6.360) 14.528 478.305 and installations
Mesin dan peralatan 1.880.070 18.353 (67.795) 106.866 1.937.494 Machinery and equipment
Perabotan dan perlengkapan Office furniture, fixtures
kantor 64.021 5.667 (1.359) 737 69.066 and equipment
Alat transportasi 286.703 3.293 (3.190) 50.803 337.609 Transportation equipment
Konstruksi baja 1.703.232 42.040 (107.317) 94.803 1.732.758 Steel constructions
Aset dalam penyelesaian 70.965 375.854 - (267.737) 179.082 Construction in progress
Total 4.705.584 468.961 (186.021) - 4.988.524 Total
Akumulasi penyusutan Accumulated depreciation
Bangunan, prasarana Buildings, improvements
dan instalasi (312.077) (23.001) 5.806 - (329.272) and installations
Mesin dan peralatan (1.362.171) (174.591) 65.163 - (1.471.599) Machinery and equipment
Perabotan dan perlengkapan Office furniture, fixtures
kantor (64.021) (5.108) 1.359 - (67.770) and equipment
Alat transportasi (102.356) (38.417) 2.811 - (137.962) Transportation equipment
Konstruksi baja (1.119.223) (140.017) 104.744 - (1.154.496) Steel constructions
Total (2.959.848) (381.134) 179.883 - (3.161.099) Total
Penyisihan penurunan nilai (9.882) - 1.778 - (8.104) Allowance for impairment
Nilai buku neto 1.735.854 1.819.321 Net book value

Tahun yang berakhir pada tanggal 31 Desember 2018/

Year ended December 31, 2018
Saldo awal/ Saldo akhir/
Beginning Penambahan/ Pengurangan/ Reklasifikasi/ Ending
balance Additions Deductions Reclassifications balance
Biaya perolehan Cost
Tanah 229.627 2.986 - - 232.613 Land
Bangunan, prasarana Buildings, improvements
dan instalasi 416.352 2.645 (5.016) 53.999 467.980 and installations
Mesin dan peralatan 1.639.835 27.267 (74.337) 287.305 1.880.070 Machinery and equipment
Perabotan dan perlengkapan Office furniture, fixtures
kantor 60.055 5.386 (1.693) 273 64.021 and equipment
Alat transportasi 228.678 6.165 (3.008) 54.868 286.703 Transportation equipment
Konstruksi baja 1.679.886 7.209 (1.614) 17.751 1.703.232 Steel constructions
Aset dalam penyelesaian 14.847 470.314 - (414.196) 70.965 Construction in progress
Total 4.269.280 521.972 (85.668) - 4.705.584 Total

Akumulasi penyusutan Accumulated depreciation

Bangunan, prasarana Buildings, improvements
dan instalasi (291.207) (24.499) 3.629 - (312.077) and installations
Mesin dan peralatan (1.282.304) (153.135) 73.268 - (1.362.171) Machinery and equipment
Perabotan dan perlengkapan Office furniture, fixtures
kantor (60.054) (5.660) 1.693 - (64.021) and equipment
Alat transportasi (73.578) (31.770) 2.992 - (102.356) Transportation equipment
Konstruksi baja (983.184) (137.165) 1.126 - (1.119.223) Steel constructions
Total (2.690.327) (352.229) 82.708 - (2.959.848) Total
Penyisihan penurunan nilai (9.882) - - - (9.882) Allowance for impairment
Nilai buku neto 1.569.071 1.735.854 Net book value

54

486 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 The original consolidated financial statements included herein
are in the Indonesian language.

PT ELNUSA Tbk DAN ENTITAS ANAKNYA PT ELNUSA Tbk AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2019 dan untuk As of December 31, 2019, and
Tahun yang Berakhir pada Tanggal Tersebut For the Year Then Ended
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

12. ASET TETAP (lanjutan) 12. FIXED ASSETS (continued)

Hak kepemilikan atas tanah Grup merupakan Hak
Guna Bangunan yang hak secara legalnya akan
berakhir antara tahun 2024 sampai dengan tahun
2045. Manajemen berkeyakinan bahwa hak tersebut
akan dapat diperpanjang pada saat berakhirnya.
Land rights of the land owned by the Group are in the
form of Building Rights Title (“Hak Guna Bangunan”)
which the terms will expire between 2024 up to 2045.
Management believes that these land rights can be
extended upon their expiration.

Manajemen berkeyakinan bahwa penyisihan Management believes that the allowance for
penurunan nilai pada tanggal 31 Desember 2019 impairment as of December 31, 2019 and 2018 is
dan 2018 adalah cukup. adequate.

Penyusutan aset tetap dibebankan sebagai berikut: Fixed assets depreciation is charged as follows:

Tahun yang berakhir pada tanggal

31 Desember/
Year ended December 31
2019 2018
Beban pokok pendapatan 376.427 346.942 Cost of revenues
Beban umum dan administrasi 4.707 5.287 General and administrative expenses
Total 381.134 352.229 Total

Rincian aset dalam penyelesaian adalah sebagai The details of construction in progress are as follows:
berikut:
31 Desember/December 31, 2019
Persentase Akumulasi
penyelesaian/ biaya/
Percentage of Accumulated Estimasi penyelesaian/
completion costs Estimated completion

Depot bahan bakar minyak 95% 119.602 Maret/March 2020 Depot fuel
Truk tangki 90% 28.062 Januari/January 2020 Fuel transportation vehicles
Docking kapal 90% 26.415 Mei/May 2020 Vessel
Lain-lain (masing-masing dibawah
Rp5.000) 90% 5.003 Januari/January 2020 Others (each below Rp5,000)
179.082

31 Desember/December 31, 2018

Persentase Akumulasi
penyelesaian/ biaya/
Percentage of Accumulated Estimasi penyelesaian/
completion costs Estimated completion

Geophone string dan transition zone Geophone string and transition zone
equiptment 67% 21.454 Maret/March 2019 equiptment
Depot bahan bakar minyak 30% 19.834 Juni/June 2019 Depot fuel
Truk tangki 90% 10.405 Maret/March 2019 Fuel transportation vehicles
Hydraulic Workover Unit Hydraulic Workover Unit
dan Coil Tubing Unit 40% 5.293 Maret/March 2019 and Coil Tubing Unit
Instalasi gedung 39% 4.691 Maret/March 2019 Building installation
Lain-lain (masing-masing dibawah
Rp5.000) 75% 9.288 Maret/March 2019 Others (each below Rp5,000)
70.965

Pada tanggal 31 Desember 2019 dan 2018, tidak As of December 31, 2019 and 2018, there are no fixed
terdapat aset tetap yang tidak dipakai sementara. assets temporarily not in use.

55

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 487


PT ELNUSA Tbk DAN ENTITAS ANAKNYA
CATATAN ATAS LAPORAN KEUANGAN
KONSOLIDASIAN
Tanggal 31 Desember 2019 dan untuk
Tahun yang Berakhir pada Tanggal Tersebut
(Disajikan dalam jutaan Rupiah,
kecuali dinyatakan lain)
12. ASET TETAP (lanjutan)
Pada tanggal 31 Desember 2019 dan 2018, jumlah
tercatat bruto aset tetap yang telah disusutkan
penuh dan masih digunakan masing-masing
sebesar Rp1.240.141 dan Rp804.365.
Pada tanggal 31 Desember 2019 dan 2018, tidak
terdapat aset tetap yang diklasifikasikan sebagai
tersedia untuk dijual atau yang dihentikan dari
penggunaan aktif.
Rincian rugi penjualan/pelepasan aset tetap di tahun
2019 dan 2018 adalah sebagai berikut:
31 Desember/December 31
2019
Harga jual 3.353
Dikurangi: Nilai buku neto (4.360)
Rugi - neto (1.007)
Pada tanggal 31 Desember 2019 dan 2018, aset
tetap dengan nilai buku masing-masing sebesar
Rp1.033.356 dan Rp1.163.577 telah diasuransikan
atas semua risiko dengan total nilai pertanggungan
masing-masing sebesar Rp751.266 dan
$AS114.372.805 dan Rp569.355 dan
$AS119.523.242. Manajemen berkeyakinan bahwa
jumlah tersebut telah memadai untuk menutup
kerugian yang mungkin timbul terkait dengan aset
yang diasuransikan.
Nilai wajar aset tetap dengan nilai buku sebesar
Rp1.496.422 pada tahun yang berakhir tanggal
31 Desember 2019 berdasarkan laporan dari penilai
independen adalah sebesar Rp1.772.370. Total
jumlah nilai buku aset tetap yang tidak dilakukan
penilaian pada tahun yang berakhir pada tanggal
31 Desember 2019 sebesar Rp322.899 Manajemen
berkeyakinan bahwa tidak ada perbedaan signifikan
antara nilai wajar dan jumlah tercatat aset tetap yang
tidak dilakukan penilaian tersebut.
Pada tanggal 31 Desember 2019, tidak terdapat
aset tetap yang digunakan sebagai jaminan.
488 Annual Report 2019 Laporan Tahunan
The original consolidated financial statements included herein
are in the Indonesian language.
PT ELNUSA Tbk AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS
As of December 31, 2019, and
For the Year Then Ended
(Expressed in millions of Rupiah,
unless otherwise stated)
12. FIXED ASSETS (continued)
As of December 31, 2019 and 2018, the gross carrying
amounts of fixed assets which have been fully
depreciated and are still in use amounted to
Rp1,240,141 and Rp804,365, respectively.
As of December 31, 2019 and 2018, there are no fixed
assets classified as held for sale or terminated from
active use.
Details of loss on sale/disposal of fixed assets in 2019
and 2018 are as follows:
2018
2.044 Proceeds
(2.960) Less: Net book value
(916) Loss - net
As of December 31, 2019 and 2018, fixed assets with
net book value of Rp1,033,356 and Rp1,163,577,
respectively, are covered by insurance against all risks
at a total coverage amounting to Rp751,266 and
US$114,372,805 and Rp569,355 and
US$119,523,242, respectively. Management believes
that the insurance coverage is adequate to cover
possible losses arising in relation to the insured
assets.
The fair value of fixed assets with net book value of
Rp1,496,422 as of December 31, 2019 based on
independent appraisal reports amounted to
Rp1,772,370. The total net book value of fixed assets
that were not appraised by independent appraiser as
of December 31, 2019 amounted to Rp322,899.
Management believes that there is no significant
difference between the fair value and carrying amount
of these fixed assets.
As of December 31, 2019, there is no fixed assets
used as collateral.
56
PT Elnusa Tbk
 The original consolidated financial statements included herein
are in the Indonesian language.

PT ELNUSA Tbk DAN ENTITAS ANAKNYA PT ELNUSA Tbk AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2019 dan untuk As of December 31, 2019, and
Tahun yang Berakhir pada Tanggal Tersebut For the Year Then Ended
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

13. ASET TAKBERWUJUD 13. INTANGIBLE ASSETS

Mutasi aset takberwujud adalah sebagai berikut: The movements in intangible assets are as follows:
Tahun yang berakhir pada tanggal 31 Desember 2019/
Year ended December 31, 2019
Saldo awal/ Saldo akhir/
Beginning Penambahan/ Pengurangan/ Reklasifikasi/ Ending
balance Additions Deductions Reclassifications balance
Biaya perolehan Cost
Hak atas tanah 8.872 - - - 8.872 Land rights
Perangkat lunak dan lisensi 120.661 3.710 - - 124.371 Software and licenses
Total 129.533 3.710 - - 133.243 Total

Akumulasi amortisasi Accumulated amortization

Hak atas tanah (2.647) (406) - - (3.053) Land rights
Perangkat lunak dan lisensi (108.619) (7.826) - - (116.445) Software and licenses
Total (111.266) (8.232) - - (119.498) Total
Nilai buku neto 18.267 13.745 Net book value

Tahun yang berakhir pada tanggal 31 Desember 2018/

Year ended December 31, 2018
Saldo awal/ Saldo akhir/
Beginning Penambahan/ Pengurangan/ Reklasifikasi/ Ending
balance Additions Deductions Reclassifications balance
Biaya perolehan Cost
Hak atas tanah 8.872 - - - 8.872 Land rights
Perangkat lunak dan lisensi 109.514 11.734 (587) - 120.661 Software and licenses
Total 118.386 11.734 (587) - 129.533 Total
Akumulasi amortisasi Accumulated amortization
Hak atas tanah (2.241) (406) - - (2.647) Land rights
Perangkat lunak dan lisensi (102.054) (7.152) 587 (108.619) Software and licenses
Total (104.295) (7.558) 587 - (111.266) Total
Nilai buku neto 14.091 18.267 Net book value

Amortisasi aset takberwujud dibebankan sebagai Intangible assets amortization is charged as follows:
berikut:
Tahun yang berakhir pada tanggal
31 Desember/
Year ended December 31
2019 2018
Beban pokok pendapatan 6.922 5.206 Cost of revenues
Beban umum dan administrasi 1.310 2.352 General and administrative expenses
Total 8.232 7.558 Total

57

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 489

 The original consolidated financial statements included herein
are in the Indonesian language.

PT ELNUSA Tbk DAN ENTITAS ANAKNYA PT ELNUSA Tbk AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2019 dan untuk As of December 31, 2019, and
Tahun yang Berakhir pada Tanggal Tersebut For the Year Then Ended
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

14. PROPERTI INVESTASI 14. INVESTMENT PROPERTIES

Mutasi properti investasi adalah sebagai berikut: The movements in investment properties are as
follows:
Tahun yang berakhir pada tanggal 31 Desember 2019/
Year ended December 31, 2019
Saldo awal/ Saldo akhir/
Beginning Penambahan/ Pengurangan/ Reklasifikasi/ Ending
balance Additions Deductions Reclassifications balance
Biaya perolehan Cost
Tanah 50.586 - - - 50.586 Land
Bangunan, prasarana dan Buildings, improvement
instalasi 14.105 - - - 14.105 and installations
Total 64.691 - - - 64.691 Total
Akumulasi penyusutan Accumulated depreciation
Bangunan, prasarana dan Buildings, improvement
instalasi (12.698) (117) - - (12.815) and installations
Nilai buku neto 51.993 51.876 Net book value

Tahun yang berakhir pada tanggal 31 Desember 2018/

Year ended December 31, 2018
Saldo awal/ Saldo akhir/
Beginning Penambahan/ Pengurangan/ Reklasifikasi/ Ending
balance Additions Deductions Reclassifications balance
Biaya perolehan Cost
Tanah 50.586 - - - 50.586 Land
Bangunan, prasarana dan Buildings, improvement
instalasi 14.105 - - - 14.105 and installations
Total 64.691 - - - 64.691 Total
Akumulasi penyusutan Accumulated depreciation
Bangunan, prasarana dan Buildings, improvement
instalasi (12.578) (120) - - (12.698) and installations
Nilai buku neto 52.113 51.993 Net book value

Untuk tahun 2019 dan 2018, beban penyusutan In 2019 and 2018, depreciation expenses amounting
masing-masing sebesar Rp117 dan Rp120 to Rp117 and Rp120, respectively, were charged to
seluruhnya dialokasikan ke “beban umum dan “general and administrative expenses” in profit or loss.
administrasi” dalam laba rugi.

Nilai wajar properti investasi pada tahun yang
berakhir pada tanggal 31 Desember 2019 dan 2018
dihitung berdasarkan Nilai Jual Objek Pajak
(“NJOP”) masing-masing sebesar Rp434.183 dan
Rp399.544.
The fair value of investment properties for the years
ended December 31, 2019 and 2018 are calculated
based on taxable sale value (“NJOP”) amounted to
Rp434,183 and Rp399,544, respectively.

Penghasilan sewa dari properti investasi untuk Rental income from investment properties for the
tahun yang berakhir pada tanggal 31 Desember years ended December 31, 2019 and 2018 amounted
2019 dan 2018 masing-masing sebesar Rp79.591 to Rp79,591 and Rp49,191, respectively.
dan Rp49.191.

Pada tanggal 31 Desember 2019 dan 2018,
beberapa properti investasi telah diasuransikan
untuk semua risiko dengan nilai pertanggungan
masing-masing sebesar Rp33.181. Manajemen
berkeyakinan bahwa jumlah asuransi tersebut telah
memadai untuk menutup kerugian yang mungkin
timbul.
As of December 31, 2019 and 2018, certain
investment properties were covered by insurance
against all risks at a total coverage amounting to
Rp33,181, respectively. Management believes that the
insurance coverage is adequate to cover possible
losses.

58

490 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 The original consolidated financial statements included herein
are in the Indonesian language.

PT ELNUSA Tbk DAN ENTITAS ANAKNYA PT ELNUSA Tbk AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2019 dan untuk As of December 31, 2019, and
Tahun yang Berakhir pada Tanggal Tersebut For the Year Then Ended
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

14. PROPERTI INVESTASI (lanjutan) 14. INVESTMENT PROPERTIES (continued)

Berdasarkan penelaahan manajemen Grup, tidak Based on the review of the Group’s management,
terdapat kejadian-kejadian atau perubahan- there were no events or changes in circumstances
perubahan keadaan yang mengindikasikan adanya which indicate impairment in the value of investment
penurunan nilai properti investasi pada tanggal properties as of December 31, 2019 and 2018.
31 Desember 2019 dan 2018.

15. PINJAMAN BANK JANGKA PENDEK 15. SHORT-TERM BANK LOANS

Pinjaman bank jangka pendek terdiri dari: Short-term bank loans consist of:
31 Desember/December 31
2019 2018
Rupiah Rupiah
Pihak Ketiga Third parties
PT Bank BTPN Tbk 220.000 174.183 PT Bank BTPN Tbk
PT Bank UOB Indonesia 6.439 - PT Bank UOB Indonesia
Pihak berelasi (Catatan 30e) Related parties (Note 30e)
PT Bank Negara Indonesia PT Bank Negara Indonesia
(Persero) Tbk - 16.268 (Persero) Tbk

Dolar AS US Dollar
Pihak ketiga Third parties
PT Bank BTPN Tbk 69.505 43.443 PT Bank BTPN Tbk
PT Bank UOB Indonesia 13.358 - PT Bank UOB Indonesia
PT Bank ICBC Indonesia - 217.215 PT Bank ICBC Indonesia
PT Bank Mizuho Indonesia - 130.329 PT Bank Mizuho Indonesia
Pihak berelasi (Catatan 30e) Related parties (Note 30e)
PT Bank Rakyat Indonesia PT Bank Rakyat Indonesia
(Persero) Tbk - 27.427 (Persero) Tbk
Total 309.302 608.865 Total

a. PT Bank BTPN Tbk*) (“BTPN”) a. PT Bank BTPN Tbk*) (“BTPN”)

Perusahaan The Company

Berdasarkan perjanjian kredit tanggal Based on a credit agreement dated
26 Oktober 2018, Perusahaan memperoleh October 26, 2018, the Company obtained
fasilitas untuk membiayai aktivitas operasional facilities to finance the Company’s operating
dan modal kerja Perusahaan yang terdiri dari activities and working capital consisting of trade
fasilitas perdagangan (LC, Acceptance, Loan facilities (LC, Acceptance, Loan on Notes - TR)
on Note - TR) dan fasilitas pinjaman (Loan on and loan facilities (Loan on Notes 1 and 2) with a
Note 1 dan 2) dengan batas maksimum maximum combined limit of US$20,000,000.
gabungan sebesar $AS20.000.000.

Fasilitas Loan on Note - TR dan Loan on Note
1 dan 2 dikenakan bunga sebesar biaya
pendanaan SMBC ditambah marjin tertentu per
tahun untuk penarikan dalam Dolar AS atau
Rupiah. Fasilitas ini akan jatuh tempo sampai
dengan tanggal 29 Maret 2020.
The Loan on Note - TR and Loan on Notes 1 and
2 facilities bear interest at the rate of cost of fund
of SMBC plus certain margin per annum for
withdrawal in US Dollar or Rupiah. These facilities
will mature up to March 29, 2020.

Fasilitas ini mensyaratkan Perusahaan untuk, These facilities require the Company, among
antara lain, memelihara rasio utang berbunga others, to maintain the maximum interest-bearing
terhadap EBITDA maksimal sebesar 4 kali dan debt to EBITDA ratio at 4 times and the maximum
rasio utang terhadap ekuitas maksimal sebesar debt to equity ratio at 3 times. These facilities are
3 kali. Fasilitas ini diberikan tanpa jaminan provided on a clean-basis.
(clean-basis).
*) Entitas yang dipertahankan dari merger PT Bank Tabungan *) The surviving entity from merger of PT Bank Tabungan Pensiunan Nasional
Pensiunan Nasional Tbk dan PT Bank Sumitomo Mitsui Indonesia Tbk and PT Bank Sumitomo Mitsui Indonesia

59

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 491


PT ELNUSA Tbk DAN ENTITAS ANAKNYA
CATATAN ATAS LAPORAN KEUANGAN
KONSOLIDASIAN
Tanggal 31 Desember 2019 dan untuk
Tahun yang Berakhir pada Tanggal Tersebut
(Disajikan dalam jutaan Rupiah,
kecuali dinyatakan lain)
15. PINJAMAN BANK JANGKA PENDEK (lanjutan)
a. PT Bank BTPN Tbk (“BTPN”) (lanjutan)
EPN
Berdasarkan perjanjian kredit tanggal
28 November 2019, EPN memperoleh fasilitas
untuk membiayai aktivitas operasional dan
modal kerja Perusahaan yang terdiri dari
fasilitas perdagangan (LC, Acceptance, Loan
on Note - TR) dan fasilitas pinjaman (Loan on
Note 1 dan 2) dengan batas maksimum
gabungan sebesar Rp350.000.
Fasilitas ini mensyaratkan EPN untuk, antara
lain, memelihara rasio utang berbunga terhadap
EBITDA maksimal sebesar 4 kali dan rasio
utang terhadap ekuitas maksimal sebesar 3
kali. Fasilitas ini diberikan tanpa jaminan (clean-
basis).
Saldo terutang atas seluruh fasilitas pinjaman
ini sebesar $AS5.000.000 (setara dengan
Rp69.505) dan Rp220.000 pada tanggal 31
Desember 2019 dan $AS3.000.000 (setara
dengan Rp43.443) dan Rp174.183 pada
tanggal 31 Desember 2018.
b. PT Bank Negara Indonesia (Persero) Tbk
Berdasarkan perjanjian kredit tanggal
4 Juli 2012 yang terakhir kali diubah pada
tanggal 28 Agustus 2018, Perusahaan
memperoleh fasilitas Kredit Tidak Langsung
untuk keperluan penjaminan dan modal kerja
yang terdiri dari Standby Letter of Credit
(“SBLC”)/Bank Garansi (“BG”), Letter of Credit
(“LC”)/Surat Kredit Berdokumen Dalam Negeri
(“SKBDN”), Trust Receipt (“TR”), dan kredit
modal kerja post-financing dengan batas
maksimum gabungan sebesar $AS50.000.000.
Fasilitas ini dikenakan bunga yang suku
bunganya akan ditetapkan secara negosiasi
pada saat realisasi dan fasilitas ini akan jatuh
tempo sampai dengan tanggal 3 Juli 2020.
Fasilitas ini mensyaratkan Perusahaan untuk,
antara lain, mengusahakan rasio lancar minimal
sebesar 1 kali dan rasio utang terhadap ekuitas
maksimal sebesar 2,5 kali. Fasilitas ini diberikan
tanpa jaminan (clean-basis).
Pada tanggal 31 Desember 2019 dan 2018,
saldo terutang fasilitas pinjaman ini masing-
masing sebesar RpNihil dan Rp16.268.
492 Annual Report 2019 Laporan Tahunan
The original consolidated financial statements included herein
are in the Indonesian language.
PT ELNUSA Tbk AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS
As of December 31, 2019, and
For the Year Then Ended
(Expressed in millions of Rupiah,
unless otherwise stated)
15. SHORT-TERM BANK LOANS (continued)
a. PT Bank BTPN Tbk (“BTPN”) (continued)
EPN
Based on a credit agreement dated
November 28, 2019, EPN obtained facilities to
finance the Company’s operating activities and
working capital consisting of trade facilities (LC,
Acceptance, Loan on Notes - TR) and loan
facilities (Loan on Notes 1 and 2) with a maximum
combined limit of Rp350,000.
These facilities require EPN, among others, to
maintain the maximum interest-bearing debt to
EBITDA ratio at 4 times and the maximum debt to
equity ratio at 3 times. These facilities are
provided on a clean-basis.
The outstanding balance of these loan facilities
amounted to US$5,000,000 (equivalent to
Rp69,505) and Rp220,000 as of December 31,
2019 and US$3,000,000 (equivalent to Rp43,443)
and Rp174,183 as of December 31, 2018.
b. PT Bank Negara Indonesia (Persero) Tbk
Based on a credit agreement dated July 4, 2012,
with latest amandement on August 28, 2018, the
Company obtained an Indirect Credit facility for
guarantee and working capital purposes
consisting of Standby Letter of Credit
(“SBLC”)/Bank Guarantee (“BG”), Letter of Credit
(“LC”)/Surat Kredit Berdokumen Dalam Negeri
(“SKBDN”), Trust Receipt (“TR”), and post-
financing working capital credit with a maximum
combined limit of US$50,000,000.
These facilities bear interest at the rate which will
be determined through negotiation on withdrawal
and these facilities will mature up to July 3, 2020.
These facilities require the Company, among
others, to reach the minimum current ratio at
1 time and the maximum debt to equity ratio at 2.5
times. These facilities are provided on a clean-
basis.
On December 31, 2019 and 2018, the outstanding
balance of these loan facilities amounted to RpNil
and Rp16,268, respectively.
60
PT Elnusa Tbk

PT ELNUSA Tbk DAN ENTITAS ANAKNYA
CATATAN ATAS LAPORAN KEUANGAN
KONSOLIDASIAN
Tanggal 31 Desember 2019 dan untuk
Tahun yang Berakhir pada Tanggal Tersebut
(Disajikan dalam jutaan Rupiah,
kecuali dinyatakan lain)
15. PINJAMAN BANK JANGKA PENDEK (lanjutan)
c. PT Bank ICBC Indonesia (“ICBC”)
Berdasarkan perjanjian kredit tanggal
21 Oktober 2015, Perusahaan memperoleh
fasilitas Omnibus Uncommitted untuk
membiayai keperluan Perusahaan yang terdiri
dari pinjaman tetap on-demand (“PTD”), LC,
SKBDN, TR dan BG dengan batas maksimum
gabungan sebesar $AS20.000.000.
Pada tanggal 21 September 2016 dilakukan
perpanjangan dan penambahan ETSA sebagai
Co-Borrower dengan maksimal penarikan
sebesar $AS5.000.000.
Fasilitas PTD dikenakan bunga sebesar biaya
pendanaan ICBC ditambah marjin tertentu per
tahun untuk penarikan dalam Dolar AS dan
sebesar suku bunga tetap tertentu per tahun
untuk penarikan dalam Rupiah, sementara
fasilitas UPAS/UFAM dan TR dikenakan bunga
sebesar biaya pendanaan ICBC ditambah
marjin tertentu per tahun. Fasilitas ini akan jatuh
tempo sampai dengan tanggal
31 Oktober 2020.
Fasilitas ini mensyaratkan Perusahaan untuk,
antara lain, memelihara rasio total utang
terhadap EBITDA maksimal sebesar 4 kali.
Fasilitas ini diberikan tanpa jaminan
(clean-basis).
Pada tanggal 31 Desember 2019 dan 2018,
saldo terutang fasilitas pinjaman ini sebesar
$ASNihil dan $AS15.000.000 (masing-masing
setara dengan RpNihil dan Rp217.215).
d. PT Bank Mizuho Indonesia (“Mizuho”)
Berdasarkan perjanjian kredit tanggal
23 November 2015 yang terakhir kali diubah
pada tanggal 23 November 2016, Perusahaan
memperoleh fasilitas kredit untuk keperluan
penjaminan dan modal kerja yang terdiri dari
LC/SKBDN, TR, kredit modal kerja dan
BG/SBLC dengan batas maksimum gabungan
sebesar $AS10.000.000.
Fasilitas ini dikenakan bunga sebesar LIBOR
ditambah marjin tertentu per tahun dan
berjangka waktu sampai dengan tanggal 23
April 2020.
PT Elnusa Tbk
The original consolidated financial statements included herein
are in the Indonesian language.
PT ELNUSA Tbk AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS
As of December 31, 2019, and
For the Year Then Ended
(Expressed in millions of Rupiah,
unless otherwise stated)
15. SHORT-TERM BANK LOANS (continued)
c. PT Bank ICBC Indonesia (“ICBC”)
Based on a credit agreement dated
October 21, 2015, the Company obtained
Uncommitted Ombinus facilities to finance the
Company’s expenditure consisting of on-demand
fixed loan (“PTD”), LC, SKBDN, TR and BG with
a maximum combined limit of US$20,000,000.
As of September 21, 2016, the facilities have been
extended and amended with ETSA as Co-
Borrower with maximum amount of
US$5,000,000.
The PTD facility bears interest at the rate of cost
of fund of ICBC plus certain margin per annum for
withdrawal in US Dollar and at certain fixed rate
per annum for withdrawal in Rupiah, while the
UPAS/UFAM and TR facilities bear interest at the
rate of cost of fund of ICBC plus certain margin
per annum. These facilities will mature up to
October 31, 2020.
These facilities require the Company, among
others, to maintain the maximum total debt to
EBITDA ratio at 4 times. These facilities are
provided on a clean-basis.
As of December 31, 2019 and 2018, the
outstanding balance of these loan facilities
amounted to US$Nil and US$15,000,000
(equivalent to RpNil and Rp217,215,
respectively).
d. PT Bank Mizuho Indonesia (“Mizuho”)
Based on a credit agreement dated
November 23, 2015 which was amanded on
November 23, 2016, the Company obtained credit
facilities for guarantee and working capital
purposes consisting of LC/SKBDN, TR, working
capital credit and BG/SBLC with a maximum
combined limit of US$10,000,000.
These facilities bear interest at the rate of LIBOR
plus certain margin per annum and are available
until April 23, 2020.
61
Annual Report 2019 Laporan Tahunan 493
 The original consolidated financial statements included herein
are in the Indonesian language.

PT ELNUSA Tbk DAN ENTITAS ANAKNYA PT ELNUSA Tbk AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2019 dan untuk As of December 31, 2019, and
Tahun yang Berakhir pada Tanggal Tersebut For the Year Then Ended
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

15. PINJAMAN BANK JANGKA PENDEK (lanjutan) 15. SHORT-TERM BANK LOANS (continued)

d. PT Bank Mizuho Indonesia (“Mizuho”) d. PT Bank Mizuho Indonesia (“Mizuho”)

(lanjutan) (continued)

Fasilitas ini mensyaratkan Perusahaan untuk,
antara lain, memelihara rasio utang berbunga
terhadap EBITDA maksimal sebesar 4 kali,
serta tidak melakukan tindakan-tindakan
tertentu tanpa memperoleh persetujuan tertulis
terlebih dahulu dari Mizuho. Fasilitas ini
diberikan tanpa jaminan (clean-basis).
These facilities require the Company, among
others, to maintain the maximum interest-bearing
debt to EBITDA ratio at 4 times, and not to
perform certain actions without prior written
approval from Mizuho. These facilities are
provided on a clean-basis.

Pada tanggal 31 Desember 2019 dan 2018, As of December 31, 2019 and 2018, the
saldo terutang fasilitas pinjaman ini masing- outstanding balances of these loan facilities
masing $ASNihil dan $AS9.000.000 (masing- amounted to US$Nil and US$9,000,000
masing setara dengan RpNihil dan Rp130.329). (equivalent to RpNil and Rp130,329,
respectively).

e. PT Bank Rakyat Indonesia (Persero) Tbk e. PT Bank Rakyat Indonesia (Persero) Tbk
(“BRI”) (“BRI”)

Berdasarkan perjanjian tanggal 27 September Based on an agreement dated

2017 yang terakhir kali diubah pada tanggal September 27, 2017, with latest amandment on
25 Oktober 2019, Perusahaan memperoleh October 25, 2019, the Company obtained bank
fasilitas penjaminan bank yang terdiri dari guarantee facilities consisting of BG/SBLC with a
BG/SBLC dengan batas maksimum sebesar maximum limit of US$15,000,000 and
$AS15.000.000 dan interchangeable interchangeable preshipment import financing
penangguhan jaminan impor (“PJI”)KMKI/TR (“PJI”)/KMKI/TR and Supply Chain Financing
dan Supply Chain Financing Account Payable Account Payable (SCF AP).
(SCF AP).

Berdasarkan perjanjian kredit tanggal Based on a credit agreement dated

5 Februari 2016, Perusahaan memperoleh
fasilitas kredit modal kerja impor/TR dengan
batas maksimum sebesar $AS5.000.000 untuk
mem-back-up fasilitas PJI dan menampung
LC/SKBDN yang telah jatuh tempo. Fasilitas ini
dikenakan bunga dengan suku bunga tetap
tertentu. Fasilitas PJI bersifat interchangeable
dengan fasilitas kredit modal kerja impor/TR.
February 5, 2016, the Company obtained import
working capital/TR facilities with a maximum limit
of US$5,000,000 to back-up the PJI facility and to
resettle the LC/SKBDN that has been due. These
facilities bear interest at certain fixed rate. The PJI
facility is interchangeable with the import working
capital credit/TR facilities.

Fasilitas-fasilitas tersebut berjangka waktu These facilities are available until

sampai dengan tanggal 27 September 2020. September 27, 2020. These facilities require the
Fasilitas-fasilitas tersebut mensyaratkan Company, among others, not to perform certain
Perusahaan untuk, antara lain, tidak melakukan actions without prior written approval from BRI.
tindakan-tindakan tertentu tanpa memperoleh These facilities are provided on a clean-basis.
persetujuan tertulis terlebih dahulu dari BRI.
Fasilitas-fasilitas tersebut diberikan tanpa
jaminan (clean-basis).

Pada tanggal 31 Desember 2019 dan 2018,
saldo terutang fasilitas pinjaman ini masing-
masing sebesar $ASNihil dan $AS1.894.000
(masing-masing setara dengan RpNihil dan
Rp27.427).
As of December 31, 2019 and 2018, the
outstanding balance of these loan facilities
amounted to US$Nil and US$1,894,000
(equivalent RpNil and Rp27,427, respectively).

62

494 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk


PT ELNUSA Tbk DAN ENTITAS ANAKNYA
CATATAN ATAS LAPORAN KEUANGAN
KONSOLIDASIAN
Tanggal 31 Desember 2019 dan untuk
Tahun yang Berakhir pada Tanggal Tersebut
(Disajikan dalam jutaan Rupiah,
kecuali dinyatakan lain)
15. PINJAMAN BANK JANGKA PENDEK (lanjutan)
f. PT Bank UOB Indonesia
Berdasarkan perjanjian kredit tanggal
3 Desember 2015 yang terakhir kali diubah
tanggal 25 Januari 2018, Perusahaan
memperoleh fasilitas Multi Option Trade untuk
keperluan modal kerja yang terdiri dari
LC/SKBDN, TR, Clean Trust Receipt (“CTR”),
Invoice Financing (“IF”) dan SBLC/BG dengan
batas maksimum gabungan sebesar
$AS20.000.000.
Fasilitas TR, CTR dan IF dikenakan bunga
sebesar LIBOR ditambah marjin tertentu per
tahun untuk penarikan dalam Dolar AS dan
JIBOR ditambah marjin tertentu per tahun untuk
penarikan dalam Rupiah. Fasilitas ini berjangka
waktu sampai dengan tanggal 3 Desember
2020.
Fasilitas ini mensyaratkan Perusahaan untuk,
antara lain, memelihara rasio pengembalian
utang minimal sebesar 1,25 kali dan rasio utang
bruto terhadap EBITDA maksimal sebesar 4
kali. Fasilitas ini diberikan tanpa jaminan (clean-
basis).
Pada tanggal 31 Desember 2019 dan 2018,
saldo terutang fasilitas pinjaman ini masing-
masing sebesar $AS960.951 (setara dengan
Rp13.358) dan Rp6.439 serta RpNihil dan
$ASNihil.
g. PT Bank Mandiri (Persero) Tbk
Berdasarkan perjanjian kredit tanggal
16 November 2018, Perusahaan memperoleh
fasilitas non cash loan yang terdiri dari Standby
Letter of Credit (“SBLC”)/Bank Garansi (“BG”),
dan Letter of Credit (“LC”)/Surat Kredit
Berdokumen Dalam Negeri (“SKBDN”) dengan
batas maksimum gabungan sebesar
$AS20.000.000 dan batas maksimum Trust
Receipt (“TR”) sebesar $AS12.000.000.
Fasilitas ini dapat digunakan oleh entitas anak
dan grup usaha Perusahaan.
Fasilitas ini dikenakan bunga yang suku
bunganya akan ditetapkan secara negosiasi
pada saat realisasi dan fasilitas ini berjangka
waktu sampai dengan tanggal 15 November
2020.
PT Elnusa Tbk
The original consolidated financial statements included herein
are in the Indonesian language.
PT ELNUSA Tbk AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS
As of December 31, 2019, and
For the Year Then Ended
(Expressed in millions of Rupiah,
unless otherwise stated)
15. SHORT-TERM BANK LOANS (continued)
f. PT Bank UOB Indonesia
Based on a credit agreement dated
December 3, 2015 which was amended on
January 25, 2018, the Company obtained Multi
Option Trade facilities for working capital
purposes consisting of LC/SKBDN, TR, Clean
Trust Receipt (“CTR”), Invoice Financing (“IF”)
and SBLC/BG with a maximum combined limit of
US$20,000,000.
The TR, CTR and IF facilities bear interest at the
rate of LIBOR plus certain margin per annum for
withdrawal in US Dollar and JIBOR plus certain
margin per annum for withdrawal in Rupiah.
These facilities are available until December 3,
2020.
These facilities require the Company, among
others, to maintain the minimum debt service
coverage ratio at 1.25 times and the maximum
gross debt to EBITDA ratio at 4 times. These
facilities are provided on a clean-basis.
As of December 31, 2019 and 2018, the
outstanding balances of these loan facilities
amounted to US$960,951 (equivalent to
Rp13,358) and Rp6,439 and RpNil and US$Nil,
respectively.
g. PT Bank Mandiri (Persero) Tbk
Based on a credit agreement dated
November 16, 2018, the Company obtained an
non cash loan facility consisting of Standby Letter
of Credit (“SBLC”)/Bank Guarantee (“BG”) and
Letter of Credit (“LC”)/Surat Kredit Berdokumen
Dalam Negeri (“SKBDN”) with a maximum
combined limit of US$20,000,000 and Trust
Receipt (“TR”) with a maximum limit of
US$12,000,000.
These facilities could be used by the Company’s
subsidiaries and business groups.
These facilities bear interest at the rate which will
be determined through negotiation on withdrawal
and these facilities are available until
November 15, 2020.
63
Annual Report 2019 Laporan Tahunan 495
 The original consolidated financial statements included herein
are in the Indonesian language.

PT ELNUSA Tbk DAN ENTITAS ANAKNYA PT ELNUSA Tbk AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2019 dan untuk As of December 31, 2019, and
Tahun yang Berakhir pada Tanggal Tersebut For the Year Then Ended
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

15. PINJAMAN BANK JANGKA PENDEK (lanjutan) 15. SHORT-TERM BANK LOANS (continued)

g. PT Bank Mandiri (Persero) Tbk (lanjutan) g. PT Bank Mandiri (Persero) Tbk (continued)

Fasilitas ini mensyaratkan Perusahaan untuk,
antara lain, mengusahakan rasio lancar minimal
sebesar 1 kali, rasio utang terhadap ekuitas
maksimal sebesar 3 kali dan rasio
pengembalian utang minimal sebesar 1,1 kali.
Fasilitas ini diberikan tanpa jaminan (clean-
basis).
These facilities require the Company, among
others, to reach the minimum current ratio at
1 time, the maximum debt to equity ratio at 2.5
times, and the minimum debt service coverage
ratio at 1,1 time. These facilities are provided on
a clean-basis.

Pada tanggal 31 Desember 2019 dan 2018, As of Desember 31, 2019 and 2018, the
saldo terutang fasilitas pinjaman ini masing- outstanding balance of these loan facilities
masing sebesar AS$Nihil. amounted to US$Nil respectively.

Pada tanggal 31 Desember 2019 dan 2018, Grup As of Desember 31, 2019 and 2018, the Group has
telah memenuhi seluruh pembatasan yang diatur complied with all covenants as required by the loan
dalam perjanjian pinjaman. agreements.

Tingkat suku bunga kontraktual pinjaman bank Contractual interest rates on short-term bank loans are
jangka pendek adalah sebagai berikut: as follows:

Tahun yang berakhir pada tanggal

31 Desember/
Year ended December 31
2019 2018
Rupiah Rupiah
Pinjaman pada suku bunga mengambang 6,65% - 8,99% 6,50% - 10,5% Loans at floating interest rate

Dolar AS US Dollar
Pinjaman pada suku bunga mengambang 2,16% - 2,93% 1,90% - 3,15% Loans at floating interest rate

16. UTANG USAHA 16. TRADE PAYABLES

Rincian utang usaha berdasarkan pemasok adalah The details of trade payables based on vendors are as
sebagai berikut: follows:
31 Desember/December 31
2019 2018
Pihak ketiga 448.171 257.084 Third parties
Pihak berelasi (Catatan 30f) 244.626 260.386 Related parties (Note 30f)
Total 692.797 517.470 Total

Rincian utang usaha berdasarkan mata uang adalah The details of trade payables based on currencies are
sebagai berikut: as follows:

31 Desember/December 31
2019 2018
Rupiah 652.929 464.330 Rupiah
Dolar AS 33.423 51.050 US Dollar
Dolar Singapura 5.403 2.090 Singapore Dollar
Euro 1.042 - Euro
Total 692.797 517.470 Total

64

496 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 The original consolidated financial statements included herein
are in the Indonesian language.

PT ELNUSA Tbk DAN ENTITAS ANAKNYA PT ELNUSA Tbk AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2019 dan untuk As of December 31, 2019, and
Tahun yang Berakhir pada Tanggal Tersebut For the Year Then Ended
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

16. UTANG USAHA (lanjutan) 16. TRADE PAYABLES (continued)

Saldo utang usaha pada akhir tahun tidak memiliki Outstanding balances of trade payables at the end of
jaminan. Tidak ada surat jaminan yang diberikan the year are unsecured. There have been no
maupun diterima untuk utang usaha. guarantees provided or received for any trade
payables.

17. LIABILITAS JANGKA PENDEK LAINNYA 17. OTHER CURRENT LIABILITIES

Liabilitas jangka pendek lainnya terdiri dari: Other current liabilities consist of:

31 Desember/December 31
2019 2018
Titipan pelanggan 28.033 23.962 Customer deposits
Utang lain-lain 16.259 15.812 Other payables
Pendapatan diterima di muka 10.786 14.899 Unearned income
Total 55.078 54.673 Total

18. PERPAJAKAN 18. TAXATION

a. Pajak dibayar di muka a. Prepaid taxes

Pajak dibayar di muka terdiri dari: Prepaid taxes consist of:

31 Desember/December 31
2019 2018
Pajak penghasilan badan: Corporate income tax:
Tahun berjalan 38.064 47.624 Current year
Tahun-tahun sebelumnya 57.751 28.537 Prior years
Pajak Pertambahan Nilai: Value Added Tax:
Tahun berjalan 483.366 366.535 Current year
Tahun-tahun sebelumnya 263.448 458.603 Prior years
Total 842.629 901.299 Total

Bagian lancar 350.353 574.087 Current portion

Bagian tidak lancar 492.276 327.212 Non-current portion

Pada tahun 2019 dan 2018, Grup menerima In 2019 and 2018, the Group received several tax
sejumlah surat ketetapan pajak terkait dengan assessment letters in relation to its claims for tax
restitusi pajak yang diajukan (Catatan 18e). refund (Note 18e).

65

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 497

 The original consolidated financial statements included herein
are in the Indonesian language.

PT ELNUSA Tbk DAN ENTITAS ANAKNYA PT ELNUSA Tbk AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2019 dan untuk As of December 31, 2019, and
Tahun yang Berakhir pada Tanggal Tersebut For the Year Then Ended
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

18. PERPAJAKAN (lanjutan) 18. TAXATION (continued)

b. Utang pajak b. Taxes payable

Utang pajak terdiri dari: Taxes payable consists of:

31 Desember/December 31
2019 2018
Pajak penghasilan badan: Corporate income tax:
Tahun berjalan 21.879 4.960 Current year
Pajak lain-lain: Other taxes:
Pajak final pasal 4 (2) 1.392 461 Final tax article 4 (2)
Pajak final pasal 15 586 298 Final tax article 15
Pajak penghasilan pasal 21 19.479 3.869 Income tax article 21
Pajak penghasilan pasal 22 333 829 Income tax article 22
Pajak penghasilan pasal 23 3.326 2.041 Income tax article 23
Pajak penghasilan pasal 25 20 - Income tax article 25
Pajak penghasilan pasal 26 1.279 323 Income tax article 26
Pajak Pertambahan Nilai 25.130 15.999 Value Added Tax
Total 73.424 28.780 Total

Berdasarkan Peraturan Menteri Keuangan Based on the Finance Minister Regulation

No. 37/PMK.03/2015 tanggal 4 Maret 2015, No. 37/PMK.03/2015 dated March 4, 2015, the
Perusahaan ditunjuk sebagai pemungut Pajak Company was appointed as Value Added Tax
Pertambahan Nilai (“PPN”) efektif tanggal collector effective April 1, 2015. As such, the
1 April 2015. Dengan adanya peraturan ini, Company collects, pays and reports the VAT
Perusahaan memungut, menyetor dan arising from the sales of goods and services by
melaporkan PPN yang terutang atas other parties to the Company.
penyerahan barang dan jasa oleh pihak lain
kepada Perusahaan.

Berdasarkan Peraturan Menteri Keuangan Based on the Finance Minister Regulation

No. 107/PMK.10/2015 tanggal 8 Juni 2015, No. 107/PMK.10/2015 dated June 8, 2015, the
Perusahaan ditunjuk sebagai pemungut pajak Company was appointed as income tax article 22
penghasilan pasal 22 efektif tanggal collector effective August 8, 2015.
8 Agustus 2015.

Saldo utang pajak termasuk PPN dan pajak The balances of taxes payable include the VAT
penghasilan pasal 22 yang belum disetor ke kas and income tax article 22 which have not yet been
negara atas kewajiban ini. paid to the treasury fund arising from such
obligation.

c. Beban pajak penghasilan c. Income tax expense

Beban pajak penghasilan terdiri dari: Income tax expense consists of:

Tahun yang berakhir pada tanggal

31 Desember/
Year ended December 31
2019 2018
Beban pajak kini: Current tax expenses:
Tahun berjalan 122.948 89.119 Current year
Penyesuaian atas hasil surat
ketetapan pajak 1.621 - Adjustment for tax assessment letter
124.569 89.119
Manfaat pajak tangguhan (14.297) (13.628) Deferred tax benefit
Total 110.272 75.491 Total

66

498 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 The original consolidated financial statements included herein
are in the Indonesian language.

PT ELNUSA Tbk DAN ENTITAS ANAKNYA PT ELNUSA Tbk AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2019 dan untuk As of December 31, 2019, and
Tahun yang Berakhir pada Tanggal Tersebut For the Year Then Ended
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

18. PERPAJAKAN (lanjutan) 18. TAXATION (continued)

c. Beban pajak penghasilan (lanjutan) c. Income tax expense (continued)

Pajak penghasilan badan dihitung untuk Corporate income tax is calculated for each
masing-masing perusahaan sebagai entitas individual company as a separate legal entity.
yang terpisah secara hukum.

Rekonsiliasi antara beban pajak penghasilan
dengan jumlah teoritis beban pajak penghasilan
yang dihitung berdasarkan laba sebelum pajak
penghasilan dengan menggunakan tarif pajak
yang berlaku adalah sebagai berikut:
Reconciliation between income tax expenses and
the theoretical tax amount on profit before income
tax using the applicable tax rate is as follows:

Tahun yang berakhir pada tanggal

31 Desember/
Year ended December 31
2019 2018
Laba sebelum pajak penghasilan -
konsolidasian 466.749 351.807 Profit before income tax - consolidated
Dikurangi: Laba sebelum pajak
penghasilan - entitas anak (408.217) (384.688) Less: Profit before income tax - subsidiaries
Laba (Rugi) sebelum pajak penghasilan - Profit (Loss) before income tax
Perusahaan 58.532 (32.881) - the Company
Ditambah (dikurangi): Rugi (laba) dari Add (less): Loss (profit)
pendapatan yang dikenakan from revenue subject to final tax
pajak final - Perusahaan 4.381 9.285 - the Company
Laba (Rugi) yang dikenakan pajak Profit (Loss) subject to
penghasilan - Perusahaan 62.913 (23.596) income tax - the Company
Pajak penghasilan dihitung dengan Income tax calculated at
tarif yang berlaku 20% 12.583 (4.719) applicable rate 20%
Dampak perbedaan permanen: Effect of permanent differences:
Beban yang tidak dapat dikurangkan
untuk tujuan perpajakan 5.140 3.243 Non-deductible expenses
Laba penjualan asset tetap 145 - Gain on sale of fixed asset
Penghasilan bunga yang
dikenakan pajak final (743) (1.010) Interest income subject to final tax
Perusahaan 17.125 (2.486) The Company
Entitas anak 93.147 77.977 Subsidiaries
Beban pajak penghasilan 110.272 75.491 Income tax expenses

67

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 499

 The original consolidated financial statements included herein
are in the Indonesian language.

PT ELNUSA Tbk DAN ENTITAS ANAKNYA PT ELNUSA Tbk AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2019 dan untuk As of December 31, 2019, and
Tahun yang Berakhir pada Tanggal Tersebut For the Year Then Ended
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

18. PERPAJAKAN (lanjutan) 18. TAXATION (continued)

c. Beban pajak penghasilan (lanjutan) c. Income tax expense (continued)

Rekonsiliasi antara laba sebelum pajak Reconciliation between profit before income tax
penghasilan dengan taksiran penghasilan kena and estimated taxable income is as follows:
pajak adalah sebagai berikut:

Tahun yang berakhir pada tanggal

31 Desember/
Year ended December 31
2019 2018
Laba sebelum pajak penghasilan -
konsolidasian 466.749 351.807 Profit before income tax - consolidated
Dikurangi: Laba sebelum pajak
penghasilan - entitas anak (408.217) (384.688) Less: Profit before income tax - subsidiaries
Laba (Rugi) sebelum pajak penghasilan - Profit (Loss) before income tax
Perusahaan 58.532 (32.881) - the Company
Ditambah (dikurangi): Rugi (laba) dari
pendapatan yang dikenakan Add (less): Loss (profit) from revenue
pajak final - Perusahaan 4.381 9.285 subject to final tax - the Company
Laba (Rugi) yang dikenakan pajak Profit (Loss) subject
penghasilan - Perusahaan 62.913 (23.596) to income tax - the Company

Perbedaan temporer: Temporary differences:

Penyusutan aset tetap 31.229 36.348 Fixed assets depreciation
Gaji, upah dan kesejahteraan
karyawan 20.612 24.034 Salaries, wages and employee benefits
Liabilitas imbalan kerja 9.628 2.312 Employee benefits liability
Penyisihan penurunan nilai (5.508) (1.867) Allowance for impairment
Perbedaan permanen: Permanent differences:
Beban yang tidak dapat dikurangkan
untuk tujuan perpajakan 25.701 16.217 Non-deductible expenses
Laba penjualan asset tetap 726 - Gain on sale of fixed asset
Penghasilan bunga yang
dikenakan pajak final (3.715) (5.052) Interest income subject to final tax
Taksiran penghasilan Estimated taxable income -
kena pajak - Perusahaan 141.586 48.396 the Company

68

500 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 The original consolidated financial statements included herein
are in the Indonesian language.

PT ELNUSA Tbk DAN ENTITAS ANAKNYA PT ELNUSA Tbk AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2019 dan untuk As of December 31, 2019, and
Tahun yang Berakhir pada Tanggal Tersebut For the Year Then Ended
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

18. PERPAJAKAN (lanjutan) 18. TAXATION (continued)

c. Beban pajak penghasilan (lanjutan) c. Income tax expense (continued)

Perhitungan beban pajak kini - periode/tahun The calculation of current tax expense - current
berjalan dan taksiran lebih bayar dan kurang period/year and estimated overpayment and
bayar pajak penghasilan badan adalah sebagai underpayment of corporate income tax is as
berikut: follows:

Tahun yang berakhir pada tanggal

31 Desember/
Year ended December 31
2019 2018
Beban pajak kini - tahun berjalan: Current tax expenses - current year:
Perusahaan 28.318 9.679 The Company
Entitas anak 94.630 79.440 Subsidiaries
122.948 89.119

Dikurangi: Pembayaran di muka Less: Prepayment of income

pajak penghasilan: taxes:
Perusahaan (63.345) (46.998) The Company
Entitas anak (75.788) (84.785) Subsidiaries
(139.133) (131.783)

Taksiran lebih bayar Estimated overpayment of

pajak penghasilan: income tax:
Perusahaan 35.027 37.319 The Company
Entitas anak 3.037 10.305 Subsidaries
38.064 47.624

Taksiran kurang bayar Estimated underpayment of

pajak penghasilan: income tax:
Entitas anak 21.879 4.960 Subsidaries

Perhitungan taksiran penghasilan kena pajak The calculation of estimated taxable income at the
pada akhir tahun menjadi dasar dalam end of year is used as a basis in filling the annual
pengisian Surat Pemberitahuan Tahunan Pajak corporate income tax return.
Penghasilan Badan.

Berdasarkan undang-undang perpajakan yang
berlaku di Indonesia, entitas-entitas di dalam
Grup menghitung dan membayar sendiri
besarnya jumlah pajak yang terutang. Direktorat
Jenderal Pajak dapat menetapkan atau
mengubah liabilitas pajak dalam batas waktu 5
(lima) tahun sejak saat terutangnya pajak.
Under the taxation laws of Indonesia, entities
within the Group calculate and pay tax on the
basis of self assessment. The Directorate General
of Tax may assess or amend tax liabilities within
5 (five) years of the time the tax becomes due.

69

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 501

 The original consolidated financial statements included herein
are in the Indonesian language.

PT ELNUSA Tbk DAN ENTITAS ANAKNYA PT ELNUSA Tbk AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2019 dan untuk As of December 31, 2019, and
Tahun yang Berakhir pada Tanggal Tersebut For the Year Then Ended
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

18. PERPAJAKAN (lanjutan) 18. TAXATION (continued)

d. Aset pajak tangguhan d. Deferred tax assets

Mutasi aset pajak tangguhan adalah sebagai The movements in deferred tax assets are as
berikut: follows:
Tahun yang berakhir pada tanggal 31 Desember 2019/
Year ended December 31, 2019
Dibebankan ke/Charged to
Penghasilan
Saldo komprehensif Saldo
awal/ lain/Other akhir/
Beginning Laba (rugi)/ comprehensive Ending
balance Profit (loss) income balance

Penyusutan aset tetap 51.628 7.141 - 58.769 Fixed assets depreciation

Penyisihan penurunan nilai Allowance for impairment of
aset keuangan 36.885 2.647 - 39.532 financial assets
Beban akrual untuk bonus 9.503 4.620 - 14.123 Accrued expense for bonuses
Liabilitas imbalan kerja 6.919 3.187 3.617 13.723 Employee benefits liability
Penyisihan persediaan Allowance for inventory
usang 5.066 (3.377) - 1.689 obsolescence
Lain-lain (masing-masing
di bawah Rp5.000) (317) 79 - (238) Others (each below Rp5,000)
Total 109.684 14.297 3.617 127.598 Total

Tahun yang berakhir pada tanggal 31 Desember 2018/

Year ended December 31, 2018
Dibebankan ke/Charged to
Penghasilan
Saldo komprehensif Saldo
awal/ lain/Other akhir/
Beginning Laba (rugi)/ comprehensive Ending
balance Profit (loss) income balance

Penyusutan aset tetap 40.886 10.742 - 51.628 Fixed assets depreciation

Penyisihan penurunan nilai Allowance for impairment of
aset keuangan 34.269 2.616 - 36.885 financial assets
Beban akrual untuk bonus 2.980 6.523 - 9.503 Accrued expense for bonuses
Liabilitas imbalan kerja 11.163 (324) (3.920) 6.919 Employee benefits liability
Penyisihan persediaan Allowance for inventory
usang 7.302 (2.236) - 5.066 obsolescence
Lain-lain (masing-masing
di bawah Rp5.000) 3.376 (3.693) - (317) Others (each below Rp5,000)
Total 99.976 13.628 (3.920) 109.684 Total

e. Hasil pemeriksaan pajak signifikan e. Significant tax assessment

Perusahaan The company

Pada tahun 2019, Perusahaan menerima
pengembalian lebih bayar pajak atas pajak
penghasilan badan untuk tahun pajak 2017.
Setelah dikompensasikan dengan kurang bayar
pajak serta surat tagihan pajak untuk masa
yang sama, jumlah yang diterima sebesar
Rp21.403. Grup mengakui pendapatan sebesar
Rp189 sehubungan dengan restitusi tersebut
dalam laba rugi tahun 2019.
In 2019, the Company received refund on
overpayment of corporate income tax for fiscal
year 2017. After being compensated with
underpayment and notice of tax collection for the
same tax periods, the net refund received
amounted to Rp21,403. The Group recognized
income amounted Rp189 related to such refund
in profit or loss for 2019.

70

502 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 The original consolidated financial statements included herein
are in the Indonesian language.

PT ELNUSA Tbk DAN ENTITAS ANAKNYA PT ELNUSA Tbk AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2019 dan untuk As of December 31, 2019, and
Tahun yang Berakhir pada Tanggal Tersebut For the Year Then Ended
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

18. PERPAJAKAN (lanjutan) 18. TAXATION (continued)

e. Hasil pemeriksaan pajak signifikan e. Significant tax assessment (continued)

(lanjutan)

Perusahaan The Company

Selain itu, pada tahun 2019, Perusahaan
menerima pengembalian lebih bayar pajak atas
PPN untuk berbagai masa pajak di tahun pajak
2015, 2016 dan 2017. Setelah
dikompensasikan dengan kurang bayar pajak
serta surat tagihan pajak untuk masa yang
sama, jumlah yang diterima sebesar
Rp347.029. Atas surat tagihan pajak terkait
pengembalian pajak tersebut, Perusahaan
mengajukan permohonan pengurangan atau
pembatalan kepada Kantor Pajak sebesar
Rp8.782. Sampai dengan diterbitkannya
laporan keuangan konsolidasian, pengajuan ini
masih dalam proses penanganan keberatan di
Kantor Pajak.
Furthermore, in 2019, the Company received
refund on overpayment of VAT for various tax
periods in fiscal year 2015, 2016 and 2017. After
being compensated with underpayment of various
taxes and notice of tax collection for the same tax
periods, the net refund received amounted to
Rp347,029. For the related notice of tax
collection, the Company submitted request for
reduction or cancellation to the Tax Office
amounted Rp8,782. As of the issuance of the
consolidated financial statements, the submission
is still in process of appeal handling in the Tax
Office.

EPN, PND, ETSA EPN, PND, ETSA

Pada tahun 2019, EPN, PND dan ETSA
menerima pengembalian lebih bayar pajak atas
beberapa jenis pajak untuk berbagai tahun
pajak. Setelah dikompensasikan dengan
kurang bayar serta surat tagihan pajak
beberapa jenis pajak untuk tahun pajak yang
sama, jumlah yang diterima sebesar
Rp156.605. Grup mengakui beban sebesar
Rp3.692 sehubungan dengan restitusi tersebut
dalam laba rugi tahun 2019.
In 2019, EPN, PND and ETSA received refund on
overpayment of certain taxes for various fiscal
year. After being compensated with
underpayment of various taxes and notice of tax
collection for the same fiscal year, the net refund
received amounted to 156,605. The Group
recognized expenses amounting to Rp3,692
related to such refund in profit or loss for 2019.

f. Beban pajak final f. Final tax expense

Beban pajak final timbul dari pajak final atas Final tax expense arises from final taxes on
pendapatan jasa penyewaan ruangan kantor revenue from rental of office space and barges,
dan tongkang, serta penjualan bahan bakar. and sales of fuel.

19. BEBAN AKRUAL 19. ACCRUED EXPENSES

Beban akrual terdiri dari: Accrued expenses consist of:

31 Desember/December 31
2019 2018
Jasa subkontrak 379.118 247.659 Sub-contract services
Beban proyek 327.362 278.230 Project expenses
Pembelian persediaan 143.997 123.729 Purchase of inventories
Sewa dan fasilitas kantor 108.871 143.908 Rental and office facilities
Jasa profesional 5.531 1.669 Professional services
Lain-lain (masing-masing di bawah Rp5.000) 39.521 26.884 Others (each below Rp5,000)
Total 1.004.400 822.079 Total

71

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 503

 The original consolidated financial statements included herein
are in the Indonesian language.

PT ELNUSA Tbk DAN ENTITAS ANAKNYA PT ELNUSA Tbk AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2019 dan untuk As of December 31, 2019, and
Tahun yang Berakhir pada Tanggal Tersebut For the Year Then Ended
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

20. PINJAMAN BANK JANGKA PANJANG 20. LONG-TERM BANK LOANS

Pinjaman bank jangka panjang terdiri dari: Long-term bank loans consist of:
31 Desember/December 31
2019 2018
Dolar AS US Dollar
Pinjaman Sindikasi 677.674 217.215 Syndicated Loan

Rupiah Rupiah
Pinjaman Sindikasi 144.780 - Syndicated Loan
Total pinjaman bank 822.454 217.215 Total bank loans
Biaya pinjaman yang belum diamortisasi (4.716) (4.665) Unamortized costs of loan
Neto 817.738 212.550 Net

Bagian lancar Current portion

Pinjaman bank 241.009 - Bank loans
Biaya pinjaman yang belum diamortisasi (1.430) Unamortized costs of loans
Neto 239.579 - Net

Bagian tidak lancar Non-current portion

Pinjaman bank 581.445 217.215 Bank loans
Biaya pinjaman yang belum diamortisasi (3.286) (4.665) Unamortized costs of loans
Neto 578.159 212.550 Net

a. Pinjaman Sindikasi a. Syndicated Loans

Pada tanggal 22 Februari 2018, Perusahaan As of February 22, 2018, the Company and
dan entitas anak (EPN dan ETSA) memperoleh Subsidiaries (EPN and ETSA) obtained
fasilitas kredit sindikasi dari PT Bank Sumitomo Syndicated Loan facilities from PT Bank
Mitsui Indonesia, The Bank of Tokyo-Mitsubishi Sumitomo Mitsui Indonesia, The Bank of Tokyo-
UFJ Ltd., Cabang Jakarta, PT Bank ICBC Mitsubishi UFJ Ltd., Jakarta Branch, PT Bank
Indonesia dan PT Bank UOB Indonesia, yang ICBC Indonesia and PT Bank UOB
terbagi dalam 3 (tiga) tranche, yaitu: Indonesia,which are divided into 3 (three)
tranches as follows:

Tranche A
Tranche A dengan batas maksimum sebesar
$AS30.000.000 dan akan jatuh tempo dalam
waktu 60 (enam puluh) bulan sejak tanggal
perjanjian. Pinjaman ini akan dibayarkan
melalui cicilan bulanan sebanyak 48 (empat
puluh delapan) kali dimulai setelah 13 (tiga
belas) bulan sejak tanggal perjanjian ini.
Tranche A
Tranche A with a maximum limit facility of
US$30,000,000 and will mature in 60(sixty)
months since the date of agreement. The loan will
be paid through 48 (forty eight) monthly
installment starting 13 (thirteen) months after the
date of this agreement.

Tranche B1
Tranche B1 dalam mata uang Dolar AS dengan
batas maksimum sebesar $AS25.000.000 dan
akan jatuh tempo dalam waktu 60 (enam puluh)
bulan sejak tanggal perjanjian. Pinjaman ini
akan dibayarkan melalui cicilan bulanan
sebanyak 36 (tiga puluh enam) kali dimulai
setelah 25 (dua puluh lima) bulan sejak tanggal
perjanjian ini.
Tranche B1
Tranche B1 in US Dollar currency with maximum
limit facilities of US$25,000,000 and will mature in
60 (sixty) months since the date of agreement.
The loan will be paid through 36 (thirty six)
monthly installment starting 25 (twenty five)
months after the date of this agreement.

72

504 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk


PT ELNUSA Tbk DAN ENTITAS ANAKNYA
CATATAN ATAS LAPORAN KEUANGAN
KONSOLIDASIAN
Tanggal 31 Desember 2019 dan untuk
Tahun yang Berakhir pada Tanggal Tersebut
(Disajikan dalam jutaan Rupiah,
kecuali dinyatakan lain)
20. PINJAMAN BANK JANGKA PANJANG (lanjutan)
a. Pinjaman Sindikasi (lanjutan)
Tranche B2
Tranche B2 dalam mata uang Rupiah dengan
batas maksimum setara dengan
$AS25.000.000 dan akan jatuh tempo dalam
waktu 60 (enam puluh) bulan sejak tanggal
perjanjian. Pinjaman ini akan dibayarkan
melalui cicilan bulanan sebanyak 36 (tiga puluh
enam) kali dimulai setelah 25 (dua puluh lima)
bulan sejak tanggal perjanjian ini.
EPN dan ETSA memperoleh fasilitas Tranche
B1 dan Tranche B2 dengan batas maksimum
masing-masing sebesar $AS20.000.000 dan
$AS8.000.000.
Fasilitas-fasilitas tersebut diberikan untuk
keperluan investasi dan dikenakan bunga
sebesar 1,68% per tahun ditambah LIBOR
untuk pinjaman dalam mata uang Dólar AS dan
2,85% per tahun ditambah JIBOR untuk
pinjaman dalam mata uang Rupiah. Dalam hal
JIBOR dibawah 4,65%, maka JIBOR dianggap
4,65%.
Fasilitas-fasilitas tersebut mensyaratkan
Perusahaan untuk, antara lain, memelihara
rasio utang berbunga terhadap EBITDA
maksimal sebesar 4 kali dan rasio
pengembalian utang minimal sebesar 1,1 kali,
serta tidak melakukan tindakan-tindakan
tertentu tanpa memperoleh persetujuan tertulis
terlebih dahulu dari Sindikasi.
Fasilitas-fasilitas tersebut diberikan tanpa
jaminan (clean-basis).
Saldo terutang atas fasilitas-fasilitas pinjaman
ini masing-masing sebesar Tranche A:
$AS23.750.000 (setara dengan Rp330.149),
Tranche B1: $AS25.000.000 (setara dengan
Rp347.525) dan Tranche B2: Rp144.780 pada
tanggal 31 Desember 2019, dan sebesar
Tranche B1: $AS15.000.000 (setara dengan
Rp217.215) pada tanggal 31 Desember 2018.
PT Elnusa Tbk
The original consolidated financial statements included herein
are in the Indonesian language.
PT ELNUSA Tbk AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS
As of December 31, 2019, and
For the Year Then Ended
(Expressed in millions of Rupiah,
unless otherwise stated)
20. LONG-TERM BANK LOANS (continued)
a. Syndicated Loans (continued)
Tranche B2
Tranche B2 in Rupiah currency with maximum
limit facility equivalent to US$25,000,000 and will
mature in 60 (sixty) months since the date of
agreement. The loan will be paid through 36 (thirty
six) monthly installment starting 25 (twenty five)
months after the date of this agreement.
EPN and ETSA obtained Tranche B1 and Tranche
B2 facility with maximum limit of US$20,000,000
and US$8,000,000, respectively.
These facilities obtained for investment purposes
and bear interest of 1.68% per annual plus LIBOR
for loan in US Dollar and 2.85% per annual plus
JIBOR for loan in Rupiah. In the event when
JIBOR falls under 4.65%, JIBOR will be deemed
4.65%..
These facilities require the Company, among
others, to maintain the maximum interet-bearing
debt to EBITDA ratio at 4 times and the minimum
debt service coverage ratio at 1.1 times, and not
to perform certain actions without prior written
approval from Syndicated.
These facilities are provided on a clean-basis.
The outstanding balance of these loan facilities
each amounted to Tranche A: US$23,750,000
(equivalent to Rp330,149), Tranche B1:
US$25,000,000 (equivalent to Rp347,525) and
Tranche B2: Rp144,780 as of December 31,
2019, respectively, and amounted to Tranche B1:
US$15,000,000 (equivalent to Rp217,215) as of
December 31, 2018.
73
Annual Report 2019 Laporan Tahunan 505
 The original consolidated financial statements included herein
are in the Indonesian language.

PT ELNUSA Tbk DAN ENTITAS ANAKNYA PT ELNUSA Tbk AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2019 dan untuk As of December 31, 2019, and
Tahun yang Berakhir pada Tanggal Tersebut For the Year Then Ended
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

20. PINJAMAN BANK JANGKA PANJANG (lanjutan) 20. LONG-TERM BANK LOANS (continued)

Pada tanggal 31 Desember 2019 dan 2018, Grup As of December 31, 2019 and 2018, the Group has
telah memenuhi seluruh pembatasan yang diatur complied with all covenants as required by the loan
dalam perjanjian pinjaman. agreements.

Tingkat suku bunga kontraktual pinjaman bank Contractual interest rates on long-term bank loans are
jangka panjang adalah sebagai berikut: as follows:

Tahun yang berakhir pada tanggal

31 Desember/
Year ended December 31
2019 2018
Rupiah Rupiah
Pinjaman pada suku bunga tetap - 12,00% Loans at fixed interest rate
Pinjaman pada suku bunga mengambang 8,16% 12,00% Loans at floating interest rate
Dolar AS US Dollar
Pinjaman pada suku bunga mengambang 3,40% 3,68% - 4,53% Loans at floating interest rate

21. PENDAPATAN DITANGGUHKAN 21. DEFERRED INCOME

Pendapatan ditangguhkan merupakan selisih antara Deferred income is the difference between the book
nilai buku aset tetap sewa pembiayaan dengan value of fixed assets under finance lease with the
jumlah penerimaan minimum sewa pembiayaan. minimum amount received from finance lease.

31 Desember/December 31
2019 2018
Pendapatan tangguhan Deferred income
(Catatan 30g dan 31b) 101.650 - (Note 30g and 31b)
Bagian lancar 10.700 - Current portion
Total setelah dikurangi bagian lancar 90.950 - Total net of current portion

22. IMBALAN KERJA 22. EMPLOYEE BENEFITS

Aset program imbalan pensiun (liabilitas imbalan Pension benefit plan assets (employee benefits
kerja) yang diakui dalam laporan posisi keuangan liability) recognized in the consolidated statement of
konsolidasian adalah sebagai berikut: financial position are as follows:
31 Desember/December 31
2019 2018
Liabilitas imbalan kerja Employee benefits liability
Program imbalan pensiun - Asuransi 33.882 10.818 Pension benefits - Insurance
Imbalan kerja jangka panjang lainnya 21.013 16.861 Other long-term employee benefits
Total 54.895 27.679 Total

Perhitungan aktuarial untuk tahun yang berakhir The actuarial calculations for the years ended
pada tanggal 31 Desember 2019 dan 2018 December 31, 2019 and 2018 were performed by
dilakukan oleh PT Sentra Jasa Aktuaria, dengan PT Sentra Jasa Aktuaria, using the Projected Unit
menggunakan metode Projected Unit Credit. Credit method.

74

506 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 The original consolidated financial statements included herein
are in the Indonesian language.

PT ELNUSA Tbk DAN ENTITAS ANAKNYA PT ELNUSA Tbk AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2019 dan untuk As of December 31, 2019, and
Tahun yang Berakhir pada Tanggal Tersebut For the Year Then Ended
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

22. IMBALAN KERJA (lanjutan) 22. EMPLOYEE BENEFITS (continued)

a. Program imbalan pensiun a. Pension benefits plan

Imbalan pensiun - Asuransi Pension benefits - Insurance

Grup menyelenggarakan program pensiun The Group has a defined benefit pension plan
imbalan pasti untuk semua karyawan tetap covering all permanent employees which is
yang dikelola oleh beberapa perusahaan managed by several insurance companies.
asuransi.

Asumsi-asumsi penting yang digunakan oleh The significant assumptions used by the actuary
aktuaris dalam laporannya adalah sebagai in its reports are as follows:
berikut:

Tingkat diskonto : 5,42% – 8,19% pada tahun 2019 dan 8.31% pada tahun 2018 : Discount rate
5.42% – 8.19%% per annum in 2019 and 8.31% per annum in 2018
Tingkat kenaikan gaji : 7% per tahun / 7% per annum : Salary increase rate
Tingkat kematian : Tabel Kematian Indonesia III/ : Mortality rate
Indonesian Mortality Table III
Usia pensiun Retirement age
Perusahaan, EFK, SCU, PND : 56 tahun / 56 years old : The Company, EFK, SCU, PND
EPN : 57 tahun / 57 years old : EPN

Tingkat pengunduran diri Resignation rate

Perusahaan : 5% untuk karyawan yang berusia di bawah 30 tahun : The Company
dan akan menurun sampai 0% pada usia 46 tahun/
5% for employees younger than 30 years old which
will decrease to 0% at the age of 46 years old
EPN : 1% untuk karyawan yang berusia di bawah 30 tahun : EPN
dan akan menurun sampai 0% pada usia 47 tahun/
1% for employees younger than 30 years old which
will decrease to 0% at the age of 47 years old
SCU : 1% untuk karyawan yang berusia di bawah 30 tahun : SCU
dan akan menurun sampai 0% pada usia 54 tahun/
1% for employees younger than 30 years old which
will decrease to 0% at the age of 54 years old
PND : 1% untuk karyawan yang berusia di bawah 30 tahun : PND
dan akan menurun sampai 0% pada usia 46 tahun/
1% for employees younger than 30 years old which
will decrease to 0% at the age of 46 years old
EFK : 1% untuk karyawan yang berusia di bawah 30 tahun : EFK
dan akan menurun sampai 0% pada usia 54 tahun/
1% for employees younger than 30 years old which
will decrease to 0% at the age of 54 years old

Jumlah yang diakui dalam laporan posisi Amounts recognized in the consolidated
keuangan konsolidasian adalah sebagai statement of financial position are as follows:
berikut:
31 Desember/December 31, 2019 31 Desember/December 31, 2018
_

Entitas Entitas
Perusahaan/ anak/ Jumlah/ Perusahaan/ anak/ Jumlah/
Company Subsidiaries Total Company Subsidiaries Total

Nilai kini kewajiban (162.721) (37.035) (199.756) (131.969) (30.428) (162.397) Present value of obligation
Nilai wajar aset program 141.053 24.821 165.874 135.865 19.610 155.475 Fair value of plan assets

Surplus (Defisit) (21.668) (12.214) (33.882) 3.896 (10.818) (6.922) Surplus (Deficit)
Dampak batas atas aset - - - (3.896) - (3.896) Effect of asset ceiling

Surplus (liabilitas Surplus (employee

imbalan kerja) (21.668) (12.214) (33.882) - (10.818) (10.818) benefits liability)

75

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 507

 The original consolidated financial statements included herein
are in the Indonesian language.

PT ELNUSA Tbk DAN ENTITAS ANAKNYA PT ELNUSA Tbk AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2019 dan untuk As of December 31, 2019, and
Tahun yang Berakhir pada Tanggal Tersebut For the Year Then Ended
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

22. IMBALAN KERJA (lanjutan) 22. EMPLOYEE BENEFITS (continued)

a. Program imbalan pensiun (lanjutan) a. Pension benefits plan (continued)

Imbalan pensiun - Asuransi (lanjutan) Pension benefits - Insurance (continued)

Mutasi nilai kini kewajiban adalah sebagai The movements in present value of obligation are
berikut: as follows:

Tahun yang berakhir pada tanggal

31 Desember/
Year ended December 31
2019 2018
Saldo awal (162.397) (172.395) Beginning balance
Biaya jasa kini (17.169) (13.955) Current service cost
Biaya bunga (13.495) (12.413) Interest cost
Keuntungan (kerugian) aktuarial (22.410) 31.126 Actuarial gains (losses)
Imbalan yang dibayarkan 15.715 5.240 Benefits paid
Saldo akhir (199.756) (162.397) Ending balance

Mutasi nilai wajar aset program adalah sebagai The movements in fair value of plan assets are as
berikut: follows:
Tahun yang berakhir pada tanggal
31 Desember/
Year ended December 31
2019 2018
Saldo awal 155.475 144.929 Beginning balance
Imbal hasil atas aset program 12.920 10.136 Return on plan assets
Keuntungan (kerugian) aktuarial 3.721 (11.553) Actuarial gains (losses)
Iuran pemberi kerja 6.047 20.967 Employer’s contributions
Imbalan yang dibayarkan (12.289) (9.004) Benefits paid
Saldo akhir 165.874 155.475 Ending balance

Rincian aset program adalah sebagai berikut: The details of plan assets are as follows:

31 Desember/December 31
2019 2018
Nilai wajar/ Nilai wajar/
Fair value % Fair value %
Instrumen pasar uang 82.492 50 70.482 45 Money market instruments
Instrumen pendapatan tetap 64.593 39 65.898 43 Fixed income instruments
Instrumen ekuitas 18.789 11 19.095 12 Equity instruments
Total 165.874 100 155.475 100 Total

76

508 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 The original consolidated financial statements included herein
are in the Indonesian language.

PT ELNUSA Tbk DAN ENTITAS ANAKNYA PT ELNUSA Tbk AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2019 dan untuk As of December 31, 2019, and
Tahun yang Berakhir pada Tanggal Tersebut For the Year Then Ended
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

22. IMBALAN KERJA (lanjutan) 22. EMPLOYEE BENEFITS (continued)

a. Program imbalan pensiun (lanjutan) a. Pension benefits plan (continued)

Imbalan pensiun - Asuransi (lanjutan) Pension benefits - Insurance (continued)

Jumlah yang diakui dalam beban pokok Amounts recognized in cost of revenues and
pendapatan dan beban umum dan administrasi general and administrative expenses are as
adalah sebagai berikut: follows:

Tahun yang berakhir pada tanggal

31 Desember/
Year ended December 31
2019 2018
Biaya jasa kini 17.169 13.955 Current service cost
Biaya bunga 13.495 12.413 Interest cost
Biaya bunga atas dampak batas aset 324 - Interest cost on effect of asset ceiling
Imbal hasil atas aset program (12.920) (10.136) Return on plan assets
Total 18.068 16.232 Total

Mutasi liabilitas imbalan kerja adalah sebagai The movements in employee benefits liability are
berikut: as follows:

Perusahaan Company
Tahun yang berakhir pada tanggal
31 Desember/
Year ended December 31
2019 2018
Saldo awal - 8.889 Beginning balance
Biaya diakui dalam laba rugi 13.698 14.190 Expense recognized in profit or loss
Biaya (penghasilan) diakui dalam Expense (income) in
penghasilan komprehensif lain 15.671 (11.598) recognized other comprehensive income
Iuran pemberi kerja (5.447) (11.420) Employer’s contributions
Imbalan yang dibayarkan (2.254) (61) Benefits paid
Saldo akhir 21.668 - Ending balance

Entitas anak Subsidiaries

Tahun yang berakhir pada tanggal
31 Desember/
Year ended December 31
2019 2018
Saldo awal 10.818 18.577 Beginning balance
Biaya diakui dalam laba rugi 4.372 2.042 Expense recognized in profit or loss
Biaya (penghasilan) diakui dalam Expense (income) recognized
penghasilan komprehensif lain (1.202) (4.081) in other comprehensive income
Iuran pemberi kerja (600) (9.547) Employer’s contributions
Imbalan yang dibayarkan (1.174) (323) Benefits paid
Koreksi aset - 4.150 Asset correction
Saldo akhir 12.214 10.818 Ending balance

77

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 509

 The original consolidated financial statements included herein
are in the Indonesian language.

PT ELNUSA Tbk DAN ENTITAS ANAKNYA PT ELNUSA Tbk AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2019 dan untuk As of December 31, 2019, and
Tahun yang Berakhir pada Tanggal Tersebut For the Year Then Ended
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

22. IMBALAN KERJA (lanjutan) 22. EMPLOYEE BENEFITS (continued)

a. Program imbalan pensiun (lanjutan) a. Pension benefits plan (continued)

Imbalan pensiun - Asuransi (lanjutan) Pension benefits - Insurance (continued)

Jumlah yang diakui dalam penghasilan Amounts recognized in other comprehensive

komprehensif lain adalah sebagai berikut: income are as follows:

Tahun yang berakhir pada tanggal

31 Desember/
Year ended December 31
2019 2018
(Keuntungan) kerugian aktuarial 14.469 (15.679) Actuarial (gains) losses

Analisa sensitivitas atas perubahan asumsi Sensitivity analysis on the change of financial
keuangan adalah sebagai berikut: assumptions is as follows:

31 Desember/December 31
2019 2018
Kenaikan/ Penurunan/ Kenaikan/ Penurunan/
Increase of Decrease of Increase of Decrease of
1% 1% 1% 1%
Perubahan tingkat diskonto Change in discount rate
Dampak pada nilai kini Effect on present value of
kewajiban (17.191) 19.776 (12.596) 14.542 obligation
Dampak pada biaya jasa
kini (1.835) 2.146 (1.387) 1.632 Effect on current service cost
Perubahan tingkat kenaikan
gaji Change in salary increase rate
Dampak pada nilai kini Effect on present value of
kewajiban 19.758 (17.275) 15.779 (13.756) obligation
Dampak pada biaya jasa
kini 2.107 (1.808) 1.763 (1.506) Effect on current service cost

Profil jatuh tempo pembayaran imbalan adalah Maturity profile of benefit payments is as follows:
sebagai berikut:

31 Desember/December 31
2019 2018
Kurang dari 1 tahun 22.277 17.784 Less than 1 year
Antara 1-5 tahun 62.478 49.557 Between 1-5 years
Lebih dari 5 tahun 1.146.862 784.759 More than 5 years

78

510 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk


PT ELNUSA Tbk DAN ENTITAS ANAKNYA
CATATAN ATAS LAPORAN KEUANGAN
KONSOLIDASIAN
Tanggal 31 Desember 2019 dan untuk
Tahun yang Berakhir pada Tanggal Tersebut
(Disajikan dalam jutaan Rupiah,
kecuali dinyatakan lain)
22. IMBALAN KERJA (lanjutan)
b. Imbalan kerja jangka panjang lainnya
Imbalan kerja jangka panjang lainnya
merupakan penghargaan tertentu yang
diberikan Perusahaan, EPN, SCU dan PND
kepada para karyawannya berdasarkan
lamanya masa kerja karyawan, yang
dinamakan Ulang Tahun Dinas (“UTD”).
Imbalan ini dalam bentuk kas dalam jumlah
tertentu atau barang yang dibayarkan pada saat
karyawan mencapai UTD tertentu selama masa
kerjanya.
Pada tanggal 31 Desember 2019 dan 2018,
liabilitas yang diakui dalam laporan posisi
keuangan konsolidasian terkait dengan
program ini masing-masing sebesar Rp21.013
dan Rp16.861.
c. Program pensiun iuran pasti
Perusahaan, EPN, SCU dan PND menyediakan
program pensiun iuran pasti untuk karyawan
tetap yang dipekerjakan sejak 1 Oktober 2002.
Iuran program tersebut dikelola oleh Dana
Pensiun Lembaga Keuangan (”DPLK”) PT Bank
Negara Indonesia (Persero) Tbk dan DPLK
PT Bank Rakyat Indonesia (Persero) Tbk.
Untuk tahun yang berakhir pada tanggal
31 Desember 2019 dan 2018, beban yang
diakui terkait dengan program tersebut masing-
masing sebesar Rp3.616 dan Rp3.424.
d. Liabilitas imbalan kerja jangka pendek
Akun ini merupakan liabilitas imbalan kerja
jangka pendek yang terdiri dari akrual untuk
gaji, iuran dana pensiun, jaminan sosial tenaga
kerja dan imbalan kerja karyawan lainnya.
PT Elnusa Tbk
The original consolidated financial statements included herein
are in the Indonesian language.
PT ELNUSA Tbk AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS
As of December 31, 2019, and
For the Year Then Ended
(Expressed in millions of Rupiah,
unless otherwise stated)
22. EMPLOYEE BENEFITS (continued)
b. Other long-term employee benefits
Other long-term employee benefits represent
certain awards provided by the Company, EPN,
SCU and PND to their employees based on the
employees’ length of service, namely Ulang
Tahun Dinas (“UTD”). The benefit is awarded in
the form of certain cash awards or goods which is
paid at the time the employees reach certain
anniversary dates during employment.
As of December 31, 2019 and 2018, liability
recognized in the consolidated statement of
financial position with respect to the program
amounted to Rp21,013 and Rp16,861,
respectively.
c. Defined contribution pension plan
The Company, EPN, SCU and PND provide a
defined contribution pension plan for employees
hired with permanent status since October 1,
2002. The contribution to the plan is managed by
Dana Pensiun Lembaga Keuangan (“DPLK”)
PT Bank Negara Indonesia (Persero) Tbk and
DPLK PT Bank Rakyat Indonesia (Persero) Tbk.
For the years ended December 31, 2019 and
2018, expenses recognized with respect to the
plan amounted Rp3,616 and Rp3,424,
respectively.
d. Short-term employee benefits liability
This account represents short-term employee
benefits liability consisting of accounts for
salaries, contributions for pension funds,
employee social security and other employee
benefits.
79
Annual Report 2019 Laporan Tahunan 511
 The original consolidated financial statements included herein
are in the Indonesian language.

PT ELNUSA Tbk DAN ENTITAS ANAKNYA PT ELNUSA Tbk AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2019 dan untuk As of December 31, 2019, and
Tahun yang Berakhir pada Tanggal Tersebut For the Year Then Ended
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

23. EKUITAS YANG DAPAT DIATRIBUSIKAN 23. EQUITY ATTRIBUTABLE TO OWNERS OF THE
KEPADA PEMILIK ENTITAS INDUK PARENT

a. Modal saham a. Share capital

Susunan pemegang saham Perusahaan adalah The composition of shareholders of the Company
sebagai berikut: is as follows:

31 Desember/December 31, 2019 and 2018

Jumlah Persentase
saham/ kepemilikan/
Number of Percentage of
shares ownership Total
PT Pertamina (Persero) 3.000.000.000 41,10% 300.000 PT Pertamina (Persero)
Dana Pensiun Pertamina 1.087.407.500 14,90% 108.741 Dana Pensiun Pertamina
Lain-lain (masing-masing
dengan kepemilikan Others (ownership
kurang dari 5%) 3.211.092.500 44,00% 321.109 below 5% each)
Total 7.298.500.000 729.850 Total

Pada tanggal 31 Desember 2019 dan 2018, As of December 31, 2019 and 2018, the entire
seluruh saham Perusahaan telah dicatat di shares of the Company are listed on the Indonesia
Bursa Efek Indonesia. Stock Exchange.

b. Tambahan modal disetor b. Additional paid-in capital

Tambahan modal disetor terdiri dari: Additional paid-in capital consists of:

31 Desember/December 31
2019 2018
Agio saham 438.000 438.000 Share premium
Biaya emisi saham (18.042) (18.042) Shares issuance costs
Selisih nilai transaksi penjualan Difference in value from
saham treasuri 9.654 9.654 sale of treasury stock
Difference in value from
Selisih nilai transaksi restrukturisasi restructuring transaction of
entitas sepengendali 1.810 1.810 entities under common control
Selisih transaksi dengan Difference in transaction
pihak nonpengendali 4.269 4.269 with non-controlling interestl
Total 435.691 435.691 Total

80

512 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 The original consolidated financial statements included herein
are in the Indonesian language.

PT ELNUSA Tbk DAN ENTITAS ANAKNYA PT ELNUSA Tbk AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2019 dan untuk As of December 31, 2019, and
Tahun yang Berakhir pada Tanggal Tersebut For the Year Then Ended
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

23. EKUITAS YANG DAPAT DIATRIBUSIKAN 23. EQUITY ATTRIBUTABLE TO OWNERS OF THE
KEPADA PEMILIK ENTITAS INDUK (lanjutan) PARENT (continued)

c. Dividen dan cadangan umum c. Dividend and general reserve

Dalam Rapat Umum Pemegang Saham
Tahunan Perusahaan yang berita acaranya
diaktakan dengan Akta Notaris No. 29 tanggal
11 April 2019 dari Aulia Taufani, S.H., dan Akta
Notaris No. 24 tanggal 14 Mei 2018 dari Aulia
Taufani, S.H., para pemegang saham
menyetujui untuk membagikan dividen kas
sebesar Rp69.079 dan Rp37.071.
In the Shareholders’ Annual General Meetings of
the Company, the minutes of which was notarized
under Notarial Deed No. 29 dated April 11, 2019
of Aulia Taufani, S.H., and Notarial Deed No. 24
dated May 14, 2018 of Aulia Taufani, S.H., the
shareholders agreed to distribute cash dividends
amounting to Rp69,079 and Rp37,071.

Dalam Rapat Umum Pemegang Saham In the abovementioned Shareholders’ Annual

Tahunan Perusahaan sebagaimana disebutkan General Meetings of the Company, the
di atas, para pemegang saham juga menyetujui shareholders also agreed to allocate
untuk membentuk cadangan umum sehingga appropriation for general reserve so that the
menjadi Rp135.229 dan Rp134.229 masing- balance becoming Rp135,229 and Rp134,229 as
masing pada tanggal 31 Desember 2019 dan of December 31, 2019 and December 31, 2018,
31 Desember 2018. Cadangan umum tersebut respectively. Such general reserve is
ditetapkan untuk memenuhi ketentuan Undang- appropriated to meet the requirement of the
undang No. 40 Tahun 2007 tentang Perseroan Limited Liability Company Law No. 40 of 2007, the
Terbatas yang penggunaannya sesuai dengan use of which is in accordance with the Company’s
Anggaran Dasar Perusahaan. Articles of Association.

d. Penghasilan komprehensif lain d. Other comprehensive income

Mutasi penghasilan komprehensif lain (setelah The movements in other comprehensive income
pajak penghasilan) adalah sebagai berikut: (net of income tax) are as follows:

31 Desember/December 31
2019 2018
Saldo awal (44.436) (56.195) Beginning balance
Penghasilan komprehensif lain Other comprehensive income
tahun berjalan (10.852) 11.759 for the period/year
Saldo akhir (55.288) (44.436) Ending balance

24. KEPENTINGAN NONPENGENDALI 24. NON-CONTROLLING INTERESTS

Kepentingan nonpengendali merupakan bagian Non-controlling interests represent the non-controlling

pemegang saham nonpengendali atas ekuitas shareholders’ portion on equity of the following
entitas anak sebagai berikut: subsidiaries:

31 Desember/December 31
2019 2018
PND 4.218 4.218 PND
EFK 1.055 1.053 EFK
SCU 16 16 SCU
ETSA (24) (26) ETSA
EPN (3.605) (3.556) EPN
Total 1.660 1.705 Total

81

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 513

 The original consolidated financial statements included herein
are in the Indonesian language.

PT ELNUSA Tbk DAN ENTITAS ANAKNYA PT ELNUSA Tbk AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2019 dan untuk As of December 31, 2019, and
Tahun yang Berakhir pada Tanggal Tersebut For the Year Then Ended
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

25. PENDAPATAN 25. REVENUES

Rincian pendapatan adalah sebagai berikut: The details of revenues are as follows:

Tahun yang berakhir pada tanggal

31 Desember/
Year ended December 31
2019 2018
Pihak ketiga: Third parties:
Jasa distribusi dan logistik energi 1.676.522 1.442.648 Energy distribution and logistics services
Jasa hulu migas terintegrasi 321.778 518.533 Integrated upstream oil and gas services
Jasa penunjang migas 200.547 204.649 Oil and gas support services
2.198.847 2.165.830
Pihak berelasi (Catatan 30i): Related parties (Note 30i):
Jasa distribusi dan logistik energi 2.444.795 2.253.208 Energy distribution and logistics services
Jasa hulu migas terintegrasi 3.500.113 2.125.306 Integrated upstream oil and gas services
Jasa penunjang migas 241.367 80.430 Oil and gas support services
6.186.275 4.458.944
Total 8.385.122 6.624.774 Total

Rincian penjualan kepada pelanggan dengan jumlah Details of sales to customers that make up more than
lebih besar dari 10% pendapatan adalah sebagai 10% of revenues are as follows:
berikut:

Tahun yang berakhir pada tanggal

31 Desember/
Year ended December 31
Persentase dari total
pendapatan/Percentage
Pendapatan/Revenue of total revenue
2019 2018 2019 2018
PT Pertamina (Persero) 2.586.687 2.277.838 30,8% 34,4% PT Pertamina (Persero)
PT Pertamina EP 1.688.629 1.314.186 20,1% 19,8% PT Pertamina EP
PT Pertamina Hulu Indonesia 914.568 489.048 10,9% 7,4% PT Pertamina Hulu Indonesia
Total 5.189.884 4.081.072 61,8% 61,6% Total

82

514 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 The original consolidated financial statements included herein
are in the Indonesian language.

PT ELNUSA Tbk DAN ENTITAS ANAKNYA PT ELNUSA Tbk AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2019 dan untuk As of December 31, 2019, and
Tahun yang Berakhir pada Tanggal Tersebut For the Year Then Ended
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

26. BEBAN POKOK PENDAPATAN 26. COST OF REVENUES

Rincian beban pokok pendapatan adalah sebagai The details of cost of revenues are as follows:
berikut:

Tahun yang berakhir pada tanggal

31 Desember/
Year ended December 31
2019 2018
Jasa subkontrak 1.503.044 1.297.804 Sub-contract services
Gaji, upah, dan kesejahteraan karyawan 1.109.099 906.316 Salaries, wages, and employee benefits
Sewa 1.063.238 631.113 Rent
Bahan bakar 518.242 389.254 Fuel
Penyusutan dan amortisasi 426.174 378.816 Depreciation and amortization
Bahan pembantu yang digunakan 302.716 220.548 Additional materials used
Fasilitas kantor 150.933 100.346 Office facilities
Mobilisasi dan demobilisasi 110.393 96.000 Mobilization and demobilization
Transportasi dan perjalanan 103.977 73.820 Transportation and travelling
Perbaikan dan pemeliharaan 68.141 28.957 Repairs and maintenance
Representasi dan donasi 62.569 35.360 Representation and donation
Perlengkapan workshop 47.513 43.861 Workshop supplies
Utilitas 45.171 41.176 Utilities
Perizinan 39.008 29.448 Permit
Jasa profesional 36.078 33.592 Professional service
Asuransi 22.621 23.471 Insurance
Denda proyek 14.201 3.812 Project penalty
Lain-lain (masing-masing di bawah Rp5.000) 26.378 34.795 Others (each below Rp5,000)
5.649.496 4.368.489
Persediaan awal 76.194 33.402 Beginning inventories
Pembelian 1.879.016 1.646.983 Purchases
Persediaan akhir (90.666) (76.194) Ending inventories
1.864.544 1.604.191
Total 7.514.040 5.972.680 Total

Pembelian dari pemasok dengan jumlah lebih besar
dari 10% pendapatan adalah dari PT Pertamina
(Persero) masing-masing sebesar Rp2.037.648 dan
Rp1.804.609 untuk tahun yang berakhir pada
tanggal 31 Desember 2019 dan 2018.
Purchases from vendor that make up more than 10%
of revenues are arising from PT Pertamina (Persero)
amounting to Rp2,037,648 and Rp1,804,609 for the
years ended December 31, 2019 and 2018,
respectively.

27. BEBAN UMUM DAN ADMINISTRASI 27. GENERAL AND ADMINISTRATIVE EXPENSES

Rincian beban umum dan administrasi adalah The details of general and administrative expenses are
sebagai berikut: as follows:
Tahun yang berakhir pada tanggal
31 Desember/
Year ended December 31
2019 2018
Gaji, upah, dan kesejahteraan karyawan 225.911 188.689 Salaries, wages, and employee benefits
Fasilitas kantor 22.566 8.214 Office facilities
Transportasi dan perjalanan dinas 18.968 9.819 Transportation and travelling
Jasa teknik dan profesional 15.739 17.931 Technical and professional services
Office support 6.841 5.096 Office support
Penyusutan dan amortisasi 6.209 7.629 Depreciation and amortization
Utilitas 6.020 3.507 Utilities
Lain-lain (masing-masing di bawah Rp5.000) 30.967 27.855 Others (each below Rp5,000)
Total 333.221 268.740 Total

83

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 515

 The original consolidated financial statements included herein
are in the Indonesian language.

PT ELNUSA Tbk DAN ENTITAS ANAKNYA PT ELNUSA Tbk AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2019 dan untuk As of December 31, 2019, and
Tahun yang Berakhir pada Tanggal Tersebut For the Year Then Ended
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

28. BEBAN KEUANGAN 28. FINANCE EXPENSES

Rincian beban keuangan adalah sebagai berikut: The details of finance expenses are as follows:
Tahun yang berakhir pada tanggal
31 Desember/
Year ended December 31
2019 2018
Bunga pinjaman 47.048 34.477 Interest on loan
Biaya administrasi bank 8.325 5.754 Bank administration charges
Amortisasi biaya pinjaman 1.747 65 Amortization of costs of loan
Loss (gain) on foreign currency
Rugi (laba) selisih kurs atas pinjaman (16.630) 49.796 exchange of loan
Total 40.490 90.092 Total

29. PENGHASILAN (BEBAN) LAIN-LAIN 29. OTHER INCOME (EXPENSES)

Rincian akun ini adalah sebagai berikut: The details of this account is as follows:

Tahun yang berakhir pada tanggal

31 Desember/
Year ended December 31
2019 2018
Gain (loss) on foreign currency exchange
Laba (rugi) selisih kurs mata uang asing - neto (16.875) 41.948 differences - net
Lain-lain - neto (masing-masing
di bawah Rp10.000) 1.170 25.582 Miscellaneous - net (each below Rp10,000)
Neto (15.705) 67.530 Net

30. INFORMASI MENGENAI PIHAK-PIHAK 30. RELATED PARTIES INFORMATION

BERELASI

Dalam kegiatan usaha normal, Grup melakukan
transaksi dengan pihak-pihak berelasi. Entitas
dianggap berelasi jika entitas tersebut, baik secara
langsung maupun tidak langsung, dapat
mengendalikan atau mengendalikan bersama, atau
memiliki pengaruh signifikan atas Grup dalam
pengambilan keputusan keuangan dan operasional.
Entitas juga dianggap berelasi jika entitas tersebut
sepengendalian dengan Grup. Karena entitas induk
terakhir Perusahaan adalah Pemerintah Republik
Indonesia, Grup mengakui hubungan berelasi
dengan entitas berelasi dengan Pemerintah.
In the normal course of business, the Group enters into
transactions with related parties. Entities are
considered to be related if the entity has the ability,
directly or indirectly, to control or jointly control or have
significant influence over the Group in making financial
and operating decisions. Entities are also considered
to be related if they are under common control with the
Group. Since the Company’s ultimate parent is the
Government of the Republic of Indonesia, the Group
recognized related party relationship with
Government-related entities.

84

516 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 The original consolidated financial statements included herein
are in the Indonesian language.

PT ELNUSA Tbk DAN ENTITAS ANAKNYA PT ELNUSA Tbk AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2019 dan untuk As of December 31, 2019, and
Tahun yang Berakhir pada Tanggal Tersebut For the Year Then Ended
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

30. INFORMASI MENGENAI PIHAK-PIHAK 30. RELATED PARTIES INFORMATION (continued)

BERELASI (lanjutan)

Transaksi dan saldo dengan pihak-pihak berelasi Transactions and balances with related parties are as
adalah sebagai berikut: follows:

a) Kas dan setara kas (Catatan 4) a) Cash and cash equivalents (Note 4)
Persentase terhadap
total aset/
Percentage to
total assets
(%)
31 Desember/December 31 31 Desember/December 31
2019 2018 2019 2018
Bank Cash in banks
PT Bank Negara Indonesia PT Bank Negara Indonesia
(Persero) Tbk 354.742 170.363 5,2 3,0 (Persero) Tbk
PT Bank Mandiri PT Bank Mandiri
(Persero) Tbk 268.799 264.466 3,9 4,7 (Persero) Tbk
PT Bank Rakyat Indonesia PT Bank Rakyat Indonesia
(Persero) Tbk 96.157 25.521 1,4 0,5 (Persero) Tbk
PT Bank Rakyat Indonesia PT Bank Rakyat Indonesia
Syariah 2.468 191 0,0 0,0 Syariah
PT Bank Rakyat Indonesia PT Bank Rakyat Indonesia
Agroniaga Tbk 1.717 1.785 0,0 0,0 Agroniaga Tbk
PT Bank BNI Syariah 1.677 1.055 0,0 0,0 PT Bank BNI Syariah
PT Bank Syariah Mandiri 620 591 0,0 0,0 PT Bank Syariah Mandiri

Subtotal 726.180 463.972 10,5 8,2 Sub-total

Call deposit dan deposito Call deposits and time

berjangka deposits
PT Bank Rakyat Indonesia PT Bank Rakyat Indonesia
(Persero) Tbk 17.496 14.000 0,3 0,2 (Persero) Tbk
PT Bank BNI Syariah 10.000 10.000 0,1 0,2 PT Bank BNI Syariah
PT Bank Tabungan Negara PT Bank Tabungan Negara
(Persero) Tbk 9.000 12.000 0,1 0,2 (Persero) Tbk
PT Bank Syariah Mandiri - 200 - 0,0 PT Bank Syariah Mandiri

Subtotal 36.496 36.200 0,5 0,6 Sub-total

Total 762.676 500.172 11,0 8,8 Total

85

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 517

 The original consolidated financial statements included herein
are in the Indonesian language.

PT ELNUSA Tbk DAN ENTITAS ANAKNYA PT ELNUSA Tbk AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2019 dan untuk As of December 31, 2019, and
Tahun yang Berakhir pada Tanggal Tersebut For the Year Then Ended
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

30. INFORMASI MENGENAI PIHAK-PIHAK 30. RELATED PARTIES INFORMATION (continued)

BERELASI (lanjutan)

b) Piutang usaha (Catatan 5) b) Trade receivables (Note 5)

Persentase terhadap
total aset/Percentage to
total assets
(%)
31 Desember/December 31 31 Desember/December 31
2019 2018 2019 2018
Difakturkan Billed
PT Pertamina (Persero) 165.985 111.921 2,4 2,0 PT Pertamina (Persero)
PT Pertamina Hulu Indonesia 107.228 59.351 1,6 1,0 PT Pertamina Hulu Indonesia
PT Pertamina EP 91.093 45.623 1,3 0,8 PT Pertamina EP
PT Pertamina Hulu Energi 55.063 8.774 0,8 0,2 PT Pertamina Hulu Energi
PT Pertamina Drilling Service 16.869 - 0,2 - PT Pertamina Drilling Service
PT Perusahaan Gas Negara Tbk 13.588 - 0,2 - PT Perusahaan Gas Negara Tbk
Nusantara Regas 5.185 5.210 0,1 0,1 Nusantara Regas
Lain-lain (masing-masing
dibawah 0,5% dari Others (each below 0.5% of
modal disetor) 31.979 33.552 0,5 0,6 paid-in capital

Subtotal 486.990 264.431 7,1 4,7 Sub-total

Belum difakturkan Unbilled

PT Pertamina EP 454.593 555.093 6,7 9,8 PT Pertamina EP
PT Pertamina Hulu Energi 386.772 45.990 5,7 0,8 PT Pertamina Hulu Energi
PT Pertamina (Persero) 329.911 255.949 4,8 4,5 PT Pertamina (Persero)
PT Pertamina Hulu Indonesia 101.331 95.111 1,5 1,7 PT Pertamina Hulu Indonesia
PT Perusahaan Gas Negara Tbk 33.011 13.586 0,5 0,2 PT Perusahaan Gas Negara Tbk
PT Pertamina Geothermal Energy 22.518 27.275 0,3 0,5 PT Pertamina Geothermal Energy
PT Pertamina Drilling Services 11.378 19.108 0,2 0,3 PT Pertamina Drilling Services
Lain-lain (masing-masing
dibawah 0,5% dari Others (each below 0.5% of
modal disetor) 21.431 19.168 0,3 0,4 paid-in capital)

Subtotal 1.360.945 1.031.280 20,0 18,2 Sub-total

Total 1.847.935 1.295.711 27,1 22,9 Total

Penyisihan penurunan nilai (12.270) (9.875) (0,2) (0,2) Allowance for impairment

Neto 1.835.665 1.285.836 26,9 22,7 Net

86

518 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 The original consolidated financial statements included herein
are in the Indonesian language.

PT ELNUSA Tbk DAN ENTITAS ANAKNYA PT ELNUSA Tbk AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2019 dan untuk As of December 31, 2019, and
Tahun yang Berakhir pada Tanggal Tersebut For the Year Then Ended
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

30. INFORMASI MENGENAI PIHAK-PIHAK 30. RELATED PARTIES INFORMATION (continued)

BERELASI (lanjutan)

c) Aset keuangan lancar lainnya (Catatan 6) c) Other current financial assets (Note 6)

Persentase terhadap
total aset/Percentage to
total assets
(%)
31 Desember/December 31 31 Desember/December 31
2019 2018 2019 2018
Piutang lain-lain Others receivable
PT Pertamina (Persero) - 3.447 - 0,1 PT Pertamina (Persero)

Piutang sewa pembiayaan Finance lease receivables -

- bagian lancar current portion
PT Pertamina (Persero) 20.837 11.764 0,3 0,2 PT Pertamina (Persero)
PT Pertamina Patra Niaga 5.910 - 0,1 - PT Pertamina Patra Niaga
PT Pertamina EP 3.749 1.763 0,1 0,0 PT Pertamina EP

Subtotal 30.496 13.527 0,5 0,3 Sub-total

Bank yang dibatasi

penggunaannya Restricted cash in bank
PT Bank Mandiri PT Bank Mandiri
(Persero) Tbk - 875 - 0,0 (Persero) Tbk
PT Bank Rakyat Indonesia PT Bank Rakyat Indonesia
(Persero) Tbk - 1 - 0,0 (Persero) Tbk

Subtotal - 876 - 0,0 Sub-total

Total 30.496 17.850 0,5 0,3 Total

d) Aset keuangan tidak lancar lainnya d) Other non-current financial assets (Note 10)
(Catatan 10)
Persentase terhadap
total aset/Percentage to
total assets
(%)
31 Desember/December 31 31 Desember/December 31
2019 2018 2019 2018
Piutang sewa pembiayaan Finance lease receivables -
- bagian tidak lancar non-current portion
PT Pertamina (Persero) 286.221 44.883 4,2 0,8 PT Pertamina (Persero)
PT Pertamina Patra Niaga 41.018 - 0,6 - PT Pertamina Patra Niaga
PT Pertamina EP 6.549 8.427 0,1 0,1 PT Pertamina EP

Total 333.788 53.310 4,9 0,9 Total

87

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 519

 The original consolidated financial statements included herein
are in the Indonesian language.

PT ELNUSA Tbk DAN ENTITAS ANAKNYA PT ELNUSA Tbk AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2019 dan untuk As of December 31, 2019, and
Tahun yang Berakhir pada Tanggal Tersebut For the Year Then Ended
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

30. INFORMASI MENGENAI PIHAK-PIHAK 30. RELATED PARTIES INFORMATION (continued)

BERELASI (lanjutan)

e) Pinjaman bank jangka pendek (Catatan 15) e) Short-term bank loans (Note 15)
Persentase terhadap
total liabilitas/Percentage to
total liabilities
(%)
31 Desember/December 31 31 Desember/December 31
2019 2018 2019 2018
PT Bank Rakyat Indonesia PT Bank Rakyat Indonesia
(Persero) Tbk - 27.427 - 1,2 (Persero) Tbk
PT Bank Negara Indonesia PT Bank Negara Indonesia
(Persero) Tbk - 16.268 - 0,7 (Persero) Tbk

Total - 43.695 - 1,9 Total

f) Utang usaha (Catatan 16) f) Trade payables (Note 16)

Persentase terhadap
total liabilitas/Percentage to
total liabilities
(%)
31 Desember/December 31 31 Desember/December 31
2019 2018 2019 2018
PT Pertamina (Persero) 218.884 240.266 6,8 10,2 PT Pertamina (Persero)
PT Pertamina Patra Niaga 15.065 5.613 0,5 0,2 PT Pertamina Patra Niaga
PT Pertamina Retail 4.442 6.634 0,1 0,3 PT Pertamina Retail
Lain-lain (masing-masing
di bawah 0,5% dari Others (each below 0.5% of
modal disetor) 6.235 7.873 0,2 0,3 paid-in capital)

Total 244.626 260.386 7,6 11,0 Total

g) Pendapatan ditangguhkan (Catatan 21) g) Deferred income (Note 21)

Persentase terhadap
total liabilitas/Percentage to
total liabilities
(%)
31 Desember/December 31 31 Desember/December 31
2019 2018 2019 2018
PT Pertamina (Persero) 101.650 - 3,1 - PT Pertamina (Persero)

Total 101.650 - 3,1 - Total

h) Kompensasi personil manajemen kunci h) Key management personnel compensation

Tahun yang berakhir pada tanggal

31 Desember/
Year ended December 31
2019 2018
Imbalan kerja jangka pendek 31.528 26.380 Short-term employee benefits
Pesangon pemutusan kerja 1.280 2.469 Termination benefits

Total 32.808 28.849 Total

88

520 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 The original consolidated financial statements included herein
are in the Indonesian language.

PT ELNUSA Tbk DAN ENTITAS ANAKNYA PT ELNUSA Tbk AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2019 dan untuk As of December 31, 2019, and
Tahun yang Berakhir pada Tanggal Tersebut For the Year Then Ended
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

30. INFORMASI MENGENAI PIHAK-PIHAK 30. RELATED PARTIES INFORMATION (continued)

BERELASI (lanjutan)

i) Pendapatan (Catatan 25) i) Revenues (Note 25)

Persentase terhadap
total pendapatan/
Percentage to
total revenues
(%)
Tahun yang berakhir pada Tahun yang berakhir pada
tanggal 31 Desember/ tanggal 31 Desember/
Year ended December 31, Year ended December 31,
2019 2018 2019 2018
PT Pertamina (Persero) 2.586.687 2.277.838 30,8 34,4 PT Pertamina (Persero)
PT Pertamina EP 1.688.629 1.314.186 20,1 19,8 PT Pertamina EP
PT Pertamina Hulu Indonesia 914.568 489.048 10,9 7,4 PT Pertamina Hulu Indonesia
PT Pertamina Hulu Energi 762.331 124.325 9,1 1,9 PT Pertamina Hulu Energi
PT Perusahaan Gas Negara Tbk 59.909 25.403 0,7 0,4 PT Perusahaan Gas Negara Tbk
PT Pertamina Geothermal Energy 46.419 38.200 0,6 0,6 PT Pertamina Geothermal Energy
PT Pertamina Drilling PT Pertamina Drilling Services
Services Indonesia 25.001 125.382 0,3 1,9 Indonesia
PT Pertamina Patra Niaga 13.219 - 0,2 PT Pertamina Patra Niaga
PT Pertamina Lubricant 3.903 3.398 0,0 0,1 PT Pertamina Lubricant
Lain-lain (masing-masing
di bawah 0,5% dari Others (each below 0.5% of
modal disetor) 85.609 61.164 1,0 0,7 paid-in capital)

Total 6.186.275 4.458.944 73,7 67,2 Total

j) Pembelian (Catatan 26) j) Purchases (Catatan 26)

Persentase terhadap total

beban pokok pendapatan/
Percentage to
total cost of revenues
(%)
Tahun yang berakhir pada Tahun yang berakhir pada
tanggal 31 Desember/ tanggal 31 Desember/
Year ended December 31, Year ended December 31,
2019 2018 2019 2018
PT Pertamina (Persero) 2.037.648 1.804.609 27,1 30,2 PT Pertamina (Persero)
Koperasi Karyawan Elnusa 312.270 251.710 4,2 4,2 Koperasi Karyawan Elnusa
PT Pertamina Niaga 30.437 42.954 0,4 0,7 PT Pertamina Niaga
PT Pertamina Lubricant 16.792 14.923 0,2 0,2 PT Pertamina Lubricant
PT Pertamina Retail 10.058 10.189 0,1 0,2 PT Pertamina Retail
PT Pertamina Trans Kontinental 9.312 8.862 0,1 0,1 PT Pertamina Trans Kontinental
PT Tugu Pratama Indonesia 8.094 10.022 0,1 0,2 PT Tugu Pratama Indonesia
Lain-lain (masing-masing
di bawah 0,5% dari Others (each below 0.5% of
modal disetor) 6.015 2.478 0,1 0,1 paid-in capital)

Total 2.430.626 2.145.747 32,3 35,9 Total

89

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 521

 The original consolidated financial statements included herein
are in the Indonesian language.

PT ELNUSA Tbk DAN ENTITAS ANAKNYA PT ELNUSA Tbk AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2019 dan untuk As of December 31, 2019, and
Tahun yang Berakhir pada Tanggal Tersebut For the Year Then Ended
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

30. INFORMASI MENGENAI PIHAK-PIHAK 30. RELATED PARTIES INFORMATION (continued)

BERELASI (lanjutan)

Ringkasan sifat hubungan dan transaksi yang Summary of the nature of the relationship and
signifikan dengan pihak-pihak berelasi adalah significant transactions with related parties is as
sebagai berikut: follows:

Pihak-pihak berelasi/ Sifat hubungan/ Sifat transaksi/

No. Related parties Nature of relationship Nature of transaction
1. PT Pertamina (Persero) Entitas induk/Parent Penjualan barang dan jasa dan
pembelian barang dagangan/
Sales of goods and services and
purchases of merchandise
inventories
2. PT Pertamina EP Entitas sepengendali/ Penjualan jasa/
Entity under common control Sales of services
3. PT Pertamina Gas Entitas sepengendali/ Penjualan barang dan jasa/
Entity under common control Sales of goods and services
4. PT Pertamina Hulu Energi Entitas sepengendali/ Penjualan jasa/
Entity under common control Sales of services
5. PT Pertamina Hulu Indonesia Entitas sepengendali/ Penjualan jasa/
Entity under common control Sales of services
6. PT Pertamina Geothermal Energy Entitas sepengendali/ Penjualan jasa/
Entity under common control Sales of services
7. PT Pertamina Drilling Services Entitas sepengendali/ Penjualan jasa/
Indonesia Entity under common control Sales of services
8. PT Pertamina Lubricant Entitas sepengendali/ Penjualan barang dan
Entity under common control pembelian barang dagangan/
Sales of goods and purchases
of merchandise inventories
9. PT Nusantara Regas Entitas sepengendali/ Penjualan jasa/
Entity under common control Sales of services
10. PT Perusahaan Gas Negara Tbk Entitas sepengendali/ Penjualan jasa/
Entity under common control Sales of services
11. PT Tugu Pratama Indonesia Entitas sepengendali/ Pembelian jasa asuransi/
Entity under common control Purchases of insurance
services
12. PT Pertamina Retail Entitas sepengendali/ Pembelian barang dagangan/
Entity under common control Purchases of merchandise
Inventories
13. PT Pertamina Patra Niaga Entitas sepengendali/ Pembelian barang dagangan/
Entity under common control Purchases of merchandise
Inventories
14. PT Pertamina Trans Kontinental Entitas sepengendali/ Pembelian jasa sewa/
Entity under common control Purchases of rental services
15. Koperasi Karyawan Elnusa Manajemen kunci yang sama/ Pembelian jasa sewa
Common key management dan alih daya/
Purchases of rental and
outsourcing services
16. PT Bank Mandiri (Persero) Tbk Entitas berelasi dengan Jasa perbankan/
Pemerintah/ Banking services
Government-related entity
17. PT Bank Negara Indonesia Entitas berelasi dengan Jasa perbankan/
(Persero) Tbk Pemerintah/ Banking services
Government-related entity
18. PT Bank BNI Syariah Entitas berelasi dengan Jasa perbankan/
Pemerintah/ Banking services
Government-related entity
19. PT Bank Rakyat Indonesia Entitas berelasi dengan Jasa perbankan/
(Persero) Tbk Pemerintah/ Banking services
Government-related entity

90

522 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk


PT ELNUSA Tbk DAN ENTITAS ANAKNYA
CATATAN ATAS LAPORAN KEUANGAN
KONSOLIDASIAN
Tanggal 31 Desember 2019 dan untuk
Tahun yang Berakhir pada Tanggal Tersebut
(Disajikan dalam jutaan Rupiah,
kecuali dinyatakan lain)
30. INFORMASI MENGENAI PIHAK-PIHAK
BERELASI (lanjutan)
Ringkasan sifat hubungan dan transaksi yang
signifikan dengan pihak-pihak berelasi adalah
sebagai berikut:
Pihak-pihak berelasi/
No. Related parties
20. PT Bank Syariah Mandiri
21. PT Bank Tabungan Negara
(Persero) Tbk
22. PT Bank Rakyat Indonesia
Syariah
23. PT Bank Rakyat Indonesia
Agroniaga Tbk
31. PERJANJIAN PENTING, KOMITMEN
KONTINJENSI
a. Perkara hukum
Dalam kegiatan usaha normal, Grup menjadi
pihak penggugat dan tergugat dalam perkara
hukum termasuk dalam proses hukum yang
sedang berjalan. Manajemen telah menilai
kemungkinan hasil yang tidak menguntungkan
dari liabilitas kontinjensi terkait, tuntutan hukum
atau proses hukum yang sedang berjalan, dan
berdasarkan penilaian tersebut, manajemen
yakin bahwa tidak akan ada dampak material
yang berpotensi merugikan posisi keuangan,
hasil operasi maupun arus kas dari Grup.
PT Bank Mega Tbk
Pada tanggal 18 Mei 2011, Perusahaan
mengajukan gugatan perdata melalui
Pengadilan Negeri Jakarta Selatan kepada
PT Bank Mega Tbk (“Bank Mega”) atas
pencairan deposito senilai Rp111.000 yang
dilakukan tanpa persetujuan Perusahaan.
Gugatan ini terdaftar dalam Perkara
No. 284/Pdt.G/2011/PN.Jkt.Sel. Pada tanggal
21 Juli 2011, Majelis Hakim Pengadilan Negeri
Jakarta Selatan mengeluarkan penetapan sita
jaminan atas 2 (dua) bidang tanah milik Bank
Mega berdasarkan sertifikat sebagai berikut:
PT Elnusa Tbk
The original consolidated financial statements included herein
are in the Indonesian language.
PT ELNUSA Tbk AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS
As of December 31, 2019, and
For the Year Then Ended
(Expressed in millions of Rupiah,
unless otherwise stated)
30. RELATED PARTIES INFORMATION (continued)
Summary of the nature of the relationship and
significant transactions with related parties is as
follows:
Sifat hubungan/ Sifat transaksi/
Nature of relationship Nature of transaction
Entitas berelasi dengan Jasa perbankan/
Pemerintah/ Banking services
Government-related entity
Entitas berelasi dengan Jasa perbankan/
Pemerintah/ Banking services
Government-related entity
Entitas berelasi dengan Jasa perbankan/
Pemerintah/ Banking services
Government-related entity
Entitas berelasi dengan Jasa perbankan/
Pemerintah/ Banking services
Government-related entity
DAN 31. SIGNIFICANT AGREEMENTS, COMMITMENTS
AND CONTINGENCIES
a. Legal case
In the ordinary course of business, the Group is a
plaintiff and defendant in several business
lawsuits as well as the named party in other
proceedings arising. Management has assessed
the likelihood of an unfavourable outcome of such
contingencies, lawsuits or other proceedings and
based on such assessment, management
believes they will not have a material adverse
effect on the financial position, operating results
or cash flows of the Group.
PT Bank Mega Tbk
On May 18, 2011, the Company filed a civil lawsuit
with the South Jakarta District Court against
PT Bank Mega Tbk (“Bank Mega”) on liquidation
of deposits worth Rp111,000
without the consent of the Company.
The lawsuit was registered in Case
No. 284/Pdt.G/2011/PN.Jkt.Sel. On
July 21, 2011, the Panel of Judges of the South
Jakarta District Court issued an order of collateral
foreclosure on 2 (two) plots of land owned by
Bank Mega based on the following certificates:
91
Annual Report 2019 Laporan Tahunan 523

PT ELNUSA Tbk DAN ENTITAS ANAKNYA
CATATAN ATAS LAPORAN KEUANGAN
KONSOLIDASIAN
Tanggal 31 Desember 2019 dan untuk
Tahun yang Berakhir pada Tanggal Tersebut
(Disajikan dalam jutaan Rupiah,
kecuali dinyatakan lain)
31. PERJANJIAN PENTING, KOMITMEN DAN
KONTINJENSI (lanjutan)
a. Perkara hukum (lanjutan)
PT Bank Mega Tbk (lanjutan)
i. Sertifikat Hak Guna Bangunan (“HGB”) No.
95/Mampang Prapatan, Jakarta Selatan,
tercatat atas nama PT Bank Mega Tbk;
ii. Sertifikat HGB No. 97/Mampang Prapatan,
Jakarta Selatan, tercatat atas nama
PT Bank Mega Tbk.
Pada tanggal 22 Maret 2012, Pengadilan
Negeri Jakarta Selatan mengeluarkan Putusan
No. 284/Pdt.G/2011/PN.Jkt.Sel yang isinya,
antara lain, mengabulkan gugatan Perusahaan
untuk sebagian dan memerintahkan Bank Mega
untuk membayar dana deposito senilai
Rp111.000 dan bunga 6% per tahun kepada
Perusahaan.
Atas putusan tersebut, pada tanggal
16 April 2012, Bank Mega mengajukan Memori
Banding kepada Pengadilan Tinggi DKI Jakarta.
Pada tanggal 11 Mei 2012, Perusahaan
menyampaikan Kontra Memori Banding kepada
Pengadilan Tinggi DKI Jakarta.
Pada tanggal 5 Februari 2013, Pengadilan
Tinggi DKI Jakarta mengeluarkan Putusan
No. 237/Pdt/2012/PT.DKI tertanggal
10 Januari 2013 yang isinya menguatkan
putusan Pengadilan Negeri Jakarta Selatan
yang memerintahkan Bank Mega untuk
membayar dana deposito senilai Rp111.000
dan bunga 6% per tahun kepada Perusahaan.
Atas putusan banding tersebut, pada tanggal
26 Februari 2013, Bank Mega mengajukan
Memori Kasasi kepada Mahkamah Agung
Republik Indonesia (“MA”) yang
pemberitahuannya diterima oleh Perusahaan
pada tanggal 13 Maret 2013. Pada tanggal
26 Maret 2013, Perusahaan menyampaikan
Kontra Memori Kasasi kepada MA.
Pada tanggal 8 Januari 2015, Perusahaan
menerima Surat Pemberitahuan Isi Putusan
Kasasi MA No. 1111 K/Pdt/2013 tertanggal
12 Februari 2014 yang isinya menolak
permohonan kasasi Bank Mega. Dengan
demikian, MA telah menguatkan putusan
Pengadilan Tinggi DKI Jakarta dan Pengadilan
Negeri Jakarta Selatan yang memerintahkan
Bank Mega untuk membayar dana deposito
senilai Rp111.000 dan bunga 6% per tahun
kepada Perusahaan.
524 Annual Report 2019 Laporan Tahunan
The original consolidated financial statements included herein
are in the Indonesian language.
PT ELNUSA Tbk AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS
As of December 31, 2019, and
For the Year Then Ended
(Expressed in millions of Rupiah,
unless otherwise stated)
31. SIGNIFICANT AGREEMENTS, COMMITMENTS
AND CONTINGENCIES (continued)
a. Legal case (continued)
PT Bank Mega Tbk (continued)
i. Building Rights Title (“HGB”) Certificate
No. 95/Mampang Prapatan, South Jakarta,
registered under the name of PT Bank Mega
Tbk;
ii. HGB Certificate No. 97/Mampang Prapatan,
South Jakarta, registered under the name of
PT Bank Mega Tbk.
On March 22, 2012, the South Jakarta
District Court issued Verdict
No. 284/Pdt.G/2011/PN.Jkt.Sel, the decision of
which, among others, partially accepted the
lawsuit filed by the Company and ordered Bank
Mega to pay the deposits fund amounting to
Rp111,000 and interest of 6% per annum to the
Company.
Responding to the verdict, on April 16, 2012, Bank
Mega filed a Memorandum of Appeal to the
Jakarta High Court. On May 11, 2012, the
Company submitted its Counter-Memorandum of
Appeal to the Jakarta High Court.
On February 5, 2013, the Jakarta High Court
issued Verdict No. 237/Pdt/2012/PT.DKI dated
January 10, 2013, which reaffirmed the verdict
issued by the South Jakarta District Court which
ordered Bank Mega to pay the deposits fund
amounting to Rp111,000 and interest of 6% per
annum to the Company.
Responding to the appeal verdict, on
February 26, 2013, Bank Mega filed a
Memorandum of Cassation to the Supreme Court
of the Republic of Indonesia (the “Supreme
Court”) of which the notice was received by the
Company on March 13, 2013. On March 26, 2013,
the Company submitted its Counter-
Memorandum of Cassation to the Supreme Court.
On January 8, 2015, the Company received the
Verdict Notification Letter from the Supreme Court
No. 1111 K/Pdt/2013 dated February 12, 2014,
which rejected the cassation filed by Bank Mega.
As such, the Supreme Court has reaffirmed the
verdicts issued by the Jakarta High Court and the
South Jakarta District Court which ordered Bank
Mega to pay the deposits fund amounting to
Rp111,000 and interest of 6% per annum to the
Company.
92
PT Elnusa Tbk
 The original consolidated financial statements included herein
are in the Indonesian language.

PT ELNUSA Tbk DAN ENTITAS ANAKNYA PT ELNUSA Tbk AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2019 dan untuk As of December 31, 2019, and
Tahun yang Berakhir pada Tanggal Tersebut For the Year Then Ended
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

31. PERJANJIAN PENTING, KOMITMEN DAN 31. SIGNIFICANT AGREEMENTS, COMMITMENTS

KONTINJENSI (lanjutan) AND CONTINGENCIES (continued)

a. Perkara hukum (lanjutan) a. Legal case (continued)

PT Bank Mega Tbk (lanjutan) PT Bank Mega Tbk (continued)

Atas putusan kasasi tersebut, pada tanggal
25 Maret 2015, Bank Mega mengajukan
Memori Peninjauan Kembali (“PK”) kepada MA.
Pada tanggal 25 Mei 2015, Perusahaan
menyampaikan Kontra Memori PK kepada MA.
Sampai dengan tanggal penyelesaian laporan
keuangan konsolidasian, Perusahaan belum
menerima putusan atas PK tersebut dari MA.
Responding to the cassation verdict, on
March 25, 2015, Bank Mega filed a Memorandum
of Judicial Review to the Supreme Court. On
May 25, 2015, the Company submitted its
Counter-Memorandum of Judicial Review to the
Supreme Court. Up to the date of completion of
the consolidated financial statements, the
Company has not yet received the verdict on such
Judicial Review from the Supreme Court.

Sehubungan dengan adanya putusan kasasi In relation to the cassation verdict, the Company
tersebut, Perusahaan mengajukan permohonan filed a request for execution to the
eksekusi kepada Pengadilan Negeri Jakarta South Jakarta District Court through a letter dated
Selatan melalui surat tertanggal 13 April 2015. April 13, 2015. The Head of the South
Ketua Pengadilan Negeri Jakarta District Court then issued
Jakarta Selatan kemudian menerbitkan Order No. 10/Eks.Pdt/2016 jo.
Penetapan No. 10/Eks.Pdt/2016 jo. No. 284/Pdt.G/2011/PN.Jkt.Sel dated
No. 284/Pdt.G/2011/PN.Jkt.Sel tertanggal February 23, 2016 which ordered the issuance of
23 Februari 2016 yang memerintahkan a warning (Aanmaning) to Bank Mega to
pemberian teguran (Aanmaning) kepada Bank implement the courts verdicts. On
Mega agar melaksanakan putusan pengadilan March 23, 2016, the Head of the South Jakarta
tersebut. Pada tanggal 23 Maret 2016, Ketua District Court issued the warning (Aanmaning) to
Pengadilan Negeri Jakarta Selatan memberikan Bank Mega in which Bank Mega refused to pay on
teguran (Aanmaning) kepada Bank Mega the reason that it has filed a tierce opposition
dimana Bank Mega menolak melakukan which was registered in Case
pembayaran dengan alasan telah mengajukan No. 162/Pdt.G/2016/PN.Jkt.Sel.
gugatan perlawanan dalam Perkara
No. 162/Pdt.G/2016/PN.Jkt.Sel.

Pada tanggal 31 Maret 2016, Perusahaan On March 31, 2016, the Company filed a request
mengajukan permohonan lelang eksekusi atas for executionary auction on 2 (two) plots of land
2 (dua) bidang tanah milik Bank Mega yang owned by Bank Mega which have been
telah ditetapkan sebagai sita jaminan dalam determined as collateral foreclosure in this case to
perkara ini kepada Pengadilan Negeri Jakarta the South Jakarta District Court. The Head of
Selatan. Ketua Pengadilan Negeri South Jakarta District Court then issued
Jakarta Selatan kemudian menerbitkan Order No. 10/Eks.Pdt/2016 jo.
Penetapan No. 10/Eks.Pdt/2016 jo. No. 284/Pdt.G/2011/PN.Jkt.Sel dated
No. 284/Pdt.G/2011/PN.Jkt.Sel tertanggal April 12, 2016 which ordered the implementation
12 April 2016 yang memerintahkan of public executionary auction/sale on such
pelaksanaan eksekusi pelelangan/penjualan di collateral foreclosure assets.
muka umum atas aset-aset sita jaminan
tersebut.

93

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 525

 The original consolidated financial statements included herein
are in the Indonesian language.

PT ELNUSA Tbk DAN ENTITAS ANAKNYA PT ELNUSA Tbk AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2019 dan untuk As of December 31, 2019, and
Tahun yang Berakhir pada Tanggal Tersebut For the Year Then Ended
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

31. PERJANJIAN PENTING, KOMITMEN DAN 31. SIGNIFICANT AGREEMENTS, COMMITMENTS

KONTINJENSI (lanjutan) AND CONTINGENCIES (continued)

a. Perkara hukum (lanjutan) a. Legal case (continued)

PT Bank Mega Tbk (lanjutan) PT Bank Mega Tbk (continued)

Pada tanggal 6 Desember 2017, Perusahaan On December 6, 2017, the Company received the
menerima dari kuasa hukum Perusahaan Verdict Letter from South Jakarta District Court, in
Salinan Putusan Pengadilan Negeri Jakarta relation to the Bank Mega’s case
Selatan terkait gugatan Perlawanan Bank Mega No. 162/Pdt.G/2016/PN.Jkt.Sel dated
No. 162/Pdt.G/2016/PN.Jkt.Sel tertanggal October 25, 2017 from the Company legal
25 Oktober 2017, yang isinya antara lain counsels, whose contents include rejecting the
Menolak gugatan perlawanan Bank Mega untuk Bank Mega resistance lawsuit to the entirely.
seluruhnya. Selanjutnya pada tanggal Subsequently, on January 10, 2018, the Company
10 Januari 2018, Perusahaan telah menerima has received the letter of notification from South
relaas (surat) pemberitahuan dari Pengadilan Jakarta District Court on submission letter of Bank
Negeri Jakarta Selatan tentang penyerahan Mega memorandum appeal to the resolution’s
memori banding Bank Mega terhadap putusan decision.
perlawanan tersebut.

Terhadap Memori Banding Bank Mega, pada
tanggal 26 Maret 2018, kuasa hukum
Perusahaan mengajukan Kontra Memori
Banding kepada Pengadilan Tinggi DKI Jakarta
melalui Pengadilan Negeri Jakarta Selatan.
Responding to Bank Mega Memorandum Appeal,
on March 26, 2018, the Company filed Counter –
Memorandum Appeal to Jakarta High Court,
through South Jakarta District Court.

Sampai dengan tanggal penyelesaian laporan Until the completion date of the consolidated
keuangan konsolidasian, perkara ini masih financial statements, the case is stil in process at
dalam proses di Pengadilan Tinggi DKI Jakarta. DKI Jakarta High Court.

b. Perjanjian kerja sama b. Cooperation agreement

Pusat Data dan Informasi Energi dan Sumber Pusat Data dan Informasi Energi dan Sumber
Daya Mineral (“PUSDATIN”) Daya Mineral (“PUSDATIN”)

Pada bulan Maret 1998, PND menandatangani In March 1998, PND entered into a Cooperation
Perjanjian Kerjasama dengan Direktur Jenderal Agreement with the Director General of Oil and
Minyak dan Gas (“Dirjen Migas”) No. Gas (“Dirjen Migas”) No. 242A/32/DJM/1998:
242A/32/DJM/1998: 012/PND/KTR/X100/98 012/PND/KTR/X100/98 to manage and socialise
untuk pengelolaan dan pemasyarakatan data the oil and gas data. This agreement
minyak dan gas bumi. Perjanjian ini was based on the Decision Letter
didasari atas Surat Keputusan No. 176.K/702/D.DJM/1997 dated
No. 176.K.702/D.DJM/1997 tanggal November 24, 1997, regarding the appointment
24 November 1997, tentang penunjukan PND of PND as the executor of oil and gas exploration
sebagai pelaksana pengelolaan dan and exploitation data management and
pemasyarakatan data eksplorasi dan socialization.
eksploitasi minyak dan gas bumi.

94

526 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk


PT ELNUSA Tbk DAN ENTITAS ANAKNYA
CATATAN ATAS LAPORAN KEUANGAN
KONSOLIDASIAN
Tanggal 31 Desember 2019 dan untuk
Tahun yang Berakhir pada Tanggal Tersebut
(Disajikan dalam jutaan Rupiah,
kecuali dinyatakan lain)
31. PERJANJIAN PENTING, KOMITMEN DAN
KONTINJENSI (lanjutan)
b. Perjanjian kerja sama (lanjutan)
Pusat Data dan Informasi Energi dan Sumber
Daya Mineral (“PUSDATIN”) (lanjutan)
Selanjutnya pada tanggal 4 Januari 2007, PND
bersama dengan Dirjen Migas dan PUSDATIN
menandatangani Amandemen Perjanjian
Kerjasama. Dalam amendemen perjanjian
tersebut disebutkan bahwa Dirjen Migas
mengalihkan seluruh hak dan kewajibannya
kepada PUSDATIN. PUSDATIN akan
memperoleh 5% hingga 15% dari penghasilan
PND yang diperoleh dari pengelolaan dan
pemasyarakatan data dan disetorkan ke Kas
Negara dalam bentuk Penerimaan Negara
Bukan Pajak (“PNBP”). Amandemen Perjanjian
Kerja Sama ini akan berlaku sampai dengan
tanggal 10 Maret 2018.
Sejak tanggal 11 Maret 2018, PT Pertamina
(Persero) ditunjuk sebagai pelaksana
pengelolaan dan permasyarakatan data
eksplorasi dan eksploitasi minyak dan gas
bumi. PT Pertamina (Persero) menunjuk
langsung PND untuk pengelolaan dan
permasyarakatan data tersebut sampai dengan
11 Juli 2020.
Grup Pertamina
Perusahaan menandatangani berbagai
perjanjian pekerjaan jasa data seismic, drilling
dan oilfield maintenance dengan Grup
Pertamina. Perjanjian-perjanjian ini akan
berakhir pada berbagai tanggal antara tanggal
12 Januari 2019 sampai 9 November 2021.
EPN menandatangani beberapa perjanjian
dengan PT Pertamina (Persero) mengenai
pengelolaan truk tangki dan jasa sewa pakai
truk tangki di beberapa wilayah. Perjanjian ini
akan berakhir pada berbagai tanggal antara
tanggal 31 Januari 2020 sampai dengan
tanggal 28 Februari 2022. Pada tahun yang
berakhir pada tanggal 31 Desember 2019 dan
2018, total penghasilan jasa dan sewa dari
perjanjian tersebut masing-masing sebesar
Rp1.970.585 dan Rp1.126.406.
PT Elnusa Tbk
The original consolidated financial statements included herein
are in the Indonesian language.
PT ELNUSA Tbk AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS
As of December 31, 2019, and
For the Year Then Ended
(Expressed in millions of Rupiah,
unless otherwise stated)
31. SIGNIFICANT AGREEMENTS, COMMITMENTS
AND CONTINGENCIES (continued)
b. Cooperation agreement (continued)
Pusat Data dan Informasi Energi dan Sumber
Daya Mineral (“PUSDATIN”) (continued)
Furthermore, on January 4, 2007, PND together
with the Dirjen Migas and the PUSDATIN signed
the Amendment on the Cooperation Agreement.
The amended agreement stated that the Dirjen
Migas transferred all of its rights and obligations
to PUSDATIN. PUSDATIN will receive a 5% to
15% share from the proceeds of data
management and socialization obtained by PND
which shall be paid to the State Treasury as Non-
tax State Revenues (“PNBP”). The amended
Cooperation Agreement will be valid until
March 10, 2018.
Since March 11, 2018, PT Pertamina (Persero)
has the right as the executor of oil and gas
exploration dan exploitation data management
and socializatio. PND received direct
appointment from PT Pertamina (Persero) for
those data management and socialization valid
until July 11, 2020.
Pertamina Group
The Company signed several seismic data,
drilling and oilfield maintenance services
agreements with Pertamina Group. These
agreements are valid up to various dates from
January 12, 2019 until November 9, 2021.
EPN signed several agreements with
PT Pertamina (Persero) on the management of
fuel transportation vehicles and also rental of
transportation vehicles services covering several
areas. The agreements will be valid up to various
dates from January 31, 2020 until February 28,
2022. For the years ended December 31, 2019
and 2018, total service and rental income from
these agreements amounted to Rp1,970,585 and
Rp1,126,406, respectively.
95
Annual Report 2019 Laporan Tahunan 527

PT ELNUSA Tbk DAN ENTITAS ANAKNYA
CATATAN ATAS LAPORAN KEUANGAN
KONSOLIDASIAN
Tanggal 31 Desember 2019 dan untuk
Tahun yang Berakhir pada Tanggal Tersebut
(Disajikan dalam jutaan Rupiah,
kecuali dinyatakan lain)
31. PERJANJIAN PENTING, KOMITMEN DAN
KONTINJENSI (lanjutan)
b. Perjanjian kerja sama (lanjutan)
Grup Pertamina (lanjutan)
EPN dan PT Pertamina (Persero)
menandatangani perjanjian penyediaan Jasa
Depot Mini LPG Pressurized di Amurang,
Sulawesi Utara (“Depot Mini LPG”). Jangka
waktu perjanjian ini adalah 10 (sepuluh) tahun
sejak dimulainya pengoperasian Depot Mini
LPG. Pada saat berakhirnya perjanjian, PT
Pertamina (Persero) atau afiliasinya berhak
untuk membeli keseluruhan aset dengan nilai
yang disepakati sebesar Rp107.000 atau
memperpanjang perjanjian selama 5 (lima)
tahun dengan tarif yang akan disesuaikan
kemudian. Pada tahun yang berakhir pada
tanggal 31 Desember 2019, total penghasilan
sewa dari perjanjian tersebut adalah sebesar
Rp6.183. Pada tanggal 31 Desember 2019,
pendapatan tangguhan yang belum
diamortisasi dari perjanjian tersebut adalah
sebesar Rp101.650.
PT Waskita Adhi Sejahtera (“WAS”)
Perusahaan dan PT Waskita Adhi Perkasa
(“WAS”) menandatangani Perjanjian Kerjasama
Operasi (“KSO”) dengan tanggal efektif
perjanjian yaitu 12 Desember 2016. KSO ini
dibentuk untuk melakukan proyek jasa
pemeliharaan elektrikal dan instrumentasi dari
BP Berau Ltd. Komposisi kepemilikan pada
KSO adalah 51% oleh Perusahaan dan 49%
oleh WAS.
c. Komitmen pengeluaran barang modal
Grup memiliki komitmen pengeluaran barang
modal dalam menjalankan usaha normalnya.
Pada tanggal 31 Desember 2019 dan 2018,
total komitmen pengeluaran barang modal Grup
yang belum terealisasi masing-masing sebesar
Rp851 dan Rp9.406.
d. Fasilitas penjaminan bank
Grup memiliki beberapa fasilitas penjaminan
bank yang batas maksimumnya tergabung
dengan fasilitas pinjaman dari BNI, BRI, ICBC,
Mizuho, UOB, BTPN dan Mandiri (Catatan 15).
Pada tanggal 31 Desember 2019 dan 2018,
total fasilitas penjaminan bank yang belum
digunakan masing-masing sebesar
$AS76.217.740 dan $AS44.564.273.
528 Annual Report 2019 Laporan Tahunan
The original consolidated financial statements included herein
are in the Indonesian language.
PT ELNUSA Tbk AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS
As of December 31, 2019, and
For the Year Then Ended
(Expressed in millions of Rupiah,
unless otherwise stated)
31. SIGNIFICANT AGREEMENTS, COMMITMENTS
AND CONTINGENCIES (continued)
b. Cooperation agreement (continued)
Pertamina Group (continued)
EPN and PT Pertamina (Persero) entered into
agreement to provide Depot Mini LPG
Pressurized Services in Amurang, North Sulawesi
(“Depot Mini LPG”). The duration of the
agreement is 10 (ten) years since the start of
operation of the Depot Mini LPG. At the end of the
agreement, PT Pertamina (Persero) or its
affiliates have rights to purchase the whole assets
with agreed amount of Rp107,000 or to extend the
agreement for 5 (five) years with later adjusted
tariff. For the year ended December 31, 2019,
total rental income from the agreement amounted
to Rp6,183. As of December 31, 2019,
unamortized deferred income from the agreement
amounted to Rp101,650.
PT Waskita Adhi Sejahtera (“WAS”)
The Company and PT Waskita Adhi Perkasa
(“WAS”) entered into Joint Operation (“JO”)
agreement with effective date of the agreement on
December 12, 2016. The JO is establised in order
to perform electrical and instrumentation
maintenance services project from BP Berau Ltd.
The composition of ownerships in JO are 51%
owned by the Company and 49% owned by WAS.
c. Capital expenditure commitments
The Group has capital expenditure commitments
in the normal course of business. As of
December 31, 2019 and 2018, the Group’s total
outstanding capital expenditure commitments
amounted to Rp851 and Rp9,406, respectively.
d. Bank guarantee facilities
The Group has several bank guarantee facilities
of which the maximum limits are combined with
the loan facilities from BNI, BRI, ICBC, Mizuho,
UOB, BTPN, and Mandiri (Note 15). As of
December 31, 2019 and 2018, the total unused
bank guarantee facilities amounted to
US$76,217,740 and US$44,564,273, respectively
96
PT Elnusa Tbk
 The original consolidated financial statements included herein
are in the Indonesian language.

PT ELNUSA Tbk DAN ENTITAS ANAKNYA PT ELNUSA Tbk AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2019 dan untuk As of December 31, 2019, and
Tahun yang Berakhir pada Tanggal Tersebut For the Year Then Ended
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

32. INFORMASI SEGMEN (lanjutan) 32. SEGMENT INFORMATION (continued)

Ringkasan berikut ini menggambarkan bisnis utama The following summary describes the core businesses
dari setiap segmen yang dilaporkan Grup: of each of the Group’s reportable segments:

a) Jasa hulu migas terintegrasi menyediakan jasa
pengukuran data geofisika/seismik, jasa
pemboran migas dan jasa oilfield.
b) Jasa penunjang migas menyediakan jasa
penguliran, perdagangan pipa OCGT (Open
Cycle Gas Turbine) dan fabrikasi, pembuatan
ulir (threading) untuk pemboran migas, jasa
pengelolaan data dan informasi energi dan
sumber daya mineral (khususnya eksplorasi
dan eksploitasi minyak dan gas bumi), jasa
pengelolaan data migas, jasa pembangunan
sistem teknologi informasi terpadu, jasa
telekomunikasi, jasa penyediaan jaringan,
telekomunikasi satelit dan sistem komunikasi
VSAT (Very-Small-Aperture Terminal).
c) Jasa distribusi dan logistik energi menyediakan
jasa penyimpanan, perdagangan,
pendistribusian dan pemasaran produk minyak
dan gas di Indonesia.
Informasi mengenai segmen yang dilaporkan dan
rekonsiliasi antara ukuran segmen dengan jumlah
yang diakui dalam laporan keuangan konsolidasian
adalah sebagai berikut:
31 Desember 2019 dan tahun yang berakhir pada tanggal tersebut/
December 31, 2019 and the year then ended
a) Integrated upstream oil and gas services provide
geophysical/seismic data services, oil and gas
drilling service and oilfield services.
b) Oil and gas support services provide threading
services, OCGT (Open Cycle Gas Turbine) pipe
trading and manufacturing, threading for oil and
gas drilling, data and information on energy and
mineral resources management services
(particularly oil and gas exploration and
exploitation), oil and gas data management
services, integrated information technology
development services, telecommunication
services, network services provider, satellite
communications, and Very-Small-Aperture
Terminal-based communication systems.
c) Energy distribution and logistics services provide
storage services, trading, distribution and
marketing of oil and gas products in Indonesia.
Information about reportable segments and
reconciliation between segment measures and the
amounts recognized in the consolidated financial
statements are as follows:

Jasa
Jasa distribusi
hulu migas Jasa dan logistik
terintegrasi/ penunjang energi/ Jumlah
Integrated migas/ Energy sebelum
upstream Oil and gas distribution rekonsiliasi/
oil and gas support and logistics Total before Rekonsiliasi/ Konsolidasian/
services services services reconciliation Reconciliation Consolidated

Pendapatan eksternal 3.821.891 441.914 4.121.317 8.385.122 - 8.385.122 External revenues

Pendapatan antarsegmen 25.124 546.749 242.772 814.645 (814.645) - Inter-segment revenues

Total pendapatan 3.847.015 988.663 4.364.089 9.199.767 (814.645) 8.385.122 Total revenues
Beban pokok pendapatan (3.578.480) (820.397) (3.909.600) (8.308.477) 794.437 (7.514.040) Total cost of revenues

Laba bruto 268.535 168.266 454.489 891.290 (20.208) 871.082 Gross profit
Beban penjualan (2.722) (798) (660) (4.180) - (4.180) Selling expenses
General and administrative
Beban umum dan administrasi (193.642) (65.396) (81.465) (340.503) 7.282 (333.221) expenses
Pendapatan keuangan 3.716 9.206 4.171 17.093 - 17.093 Finance income
Beban keuangan (24.702) (5.478) (10.310) (40.490) - (40.490) Finance costs
Pendapatan (beban) lain-lain - neto (15.347) 3.721 (5.720) (17.346) 1.641 (15.705) Other income (expenses) - net

Laba sebelum pajak final dan Profit before final tax and
pajak penghasilan 35.838 109.521 360.505 505.864 (11.285) 494.579 income tax
Beban pajak final (17.201) (5.531) (5.098) (27.830) - (27.830) Final tax expense

Laba sebelum pajak penghasilan 18.637 103.990 355.407 478.034 (11.285) 466.749 Profit before income tax
Beban pajak penghasilan (14.328) (11.877) (84.067) (110.272) - (110.272) Income tax expense

Laba tahun berjalan 4.309 92.113 271.340 367.762 (11.285) 356.477 Profit for the year

Penghasilan komprehensif lain (11.753) (1.631) 2.532 (10.852) - (10.852) Other comprehensive income
Total laba komprehensif Total comprehensive income
tahun berjalan (7.444) 90.482 273.872 356.910 (11.285) 345.625 for the year

Informasi-informasi lain Other information

Total aset 4.606.703 1.086.423 1.974.247 7.667.373 (862.336) 6.805.037 Total assets
Total liabilitas 2.092.940 316.169 1.107.918 3.517.027 (288.688) 3.228.339 Total liabilities
Ekuitas - neto 2.513.762 770.254 866.329 4.150.345 (573.647) 3.576.698 Equity - net
Penyusutan dan amortisasi (312.575) (86.512) (45.745) (444.832) 12.449 (432.383) Depreciation and amortization
Penambahan aset tetap 210.948 61.018 210.690 482.656 (13.695) 468.961 Additions of fixed assets
97

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 529

 The original consolidated financial statements included herein
are in the Indonesian language.

PT ELNUSA Tbk DAN ENTITAS ANAKNYA PT ELNUSA Tbk AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2019 dan untuk As of December 31, 2019, and
Tahun yang Berakhir pada Tanggal Tersebut For the Year Then Ended
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

32. INFORMASI SEGMEN (lanjutan) 32. SEGMENT INFORMATION (continued)

31 Desember 2018 dan tahun yang berakhir pada tanggal tersebut/
December 31, 2018 and the year then ended

Jasa
Jasa distribusi
hulu migas Jasa dan logistik
terintegrasi/ penunjang energi/ Jumlah
Integrated migas/ Energy sebelum
upstream Oil and gas distribution rekonsiliasi/
oil and gas support and logistics Total before Rekonsiliasi/ Konsolidasian/
services services services reconciliation Reconciliation Consolidated
Pendapatan eksternal 2.636.121 292.797 3.695.856 6.624.774 - 6.624.774 External revenues
Pendapatan antarsegmen 17.797 405.706 196.440 619.943 (619.943) - Inter-segment revenues

Total pendapatan 2.653.918 698.503 3.892.296 7.244.717 (619.943) 6.624.774 Total revenues
Beban pokok pendapatan (2.500.157) (577.580) (3.508.346) (6.586.083) 613.403 (5.972.680) Total cost of revenues
Laba bruto 153.761 120.923 383.950 658.634 (6.540) 652.094 Gross profit
Beban penjualan (2.094) (48) (437) (2.579) - (2.579) Selling expenses
General and administrative
Beban umum dan administrasi (150.617) (54.374) (75.563) (280.554) 11.814 (268.740) expenses
Pendapatan keuangan 5.052 5.877 7.676 18.605 - 18.605 Finance income
Beban keuangan (84.376) (3.275) (2.441) (90.092) - (90.092) Finance expenses
Pendapatan (beban) lain-lain - neto 64.876 4.157 (1.503) 67.530 - 67.530 Other income (expenses) - net

Laba sebelum pajak final dan Profit before final tax and
pajak penghasilan (13.398) 73.260 311.682 371.544 5.274 376.818 income tax
Beban pajak final (16.017) (4.833) (4.161) (25.011) - (25.011) Final tax expense

Laba sebelum pajak penghasilan (29.415) 68.427 307.521 346.533 5.274 351.807 Profit before income tax
Beban pajak penghasilan 5.528 (9.220) (71.799) (75.491) - (75.491) Income tax expense

Laba tahun berjalan (23.887) 59.207 235.722 271.042 5.274 276.316 Profit for the year

Penghasilan komprehensif lain 11.759 1.734 1.326 14.819 (3.060) 11.759 Other comprehensive income

Total laba komprehensif Total comprehensive income

tahun berjalan (12.128) 60.941 237.048 285.861 2.214 288.075 for the year

Informasi-informasi lain Other information

Total aset 4.127.301 884.244 1.378.949 6.390.494 (733.167) 5.657.327 Total assets
Total liabilitas 1.660.843 172.267 715.780 2.548.890 (191.763) 2.357.127 Total liabilities
Ekuitas - neto 2.466.455 711.977 663.172 3.841.604 (541.404) 3.300.200 Equity - net
Penyusutan dan amortisasi 271.776 85.625 34.930 392.331 (5.886) 386.445 Depreciation and amortization
Penambahan aset tetap 371.933 43.739 106.738 522.410 (438) 521.972 Additions of fixed assets

Informasi tentang pelanggan utama Information on major customers

Berikut ini adalah alokasi pendapatan usaha Grup The following is the Group’s operating revenues
berdasarkan kelompok pelanggan: allocation based on customer grouping:

Tahun yang berakhir pada tanggal

31 Desember/
Year ended December 31
2019 2018
Pihak ketiga Third parties
Bahan bakar minyak 1.676.523 1.966.388 Fuel oil
Kontraktor bagi hasil 347.119 39.054 Production sharing contractors
Pelanggan eceran/masyarakat 37.913 101.187 Retail customers/public
Lainnya 137.292 59.201 Others
2.198.847 2.165.830
Pihak berelasi (Catatan 30i) 6.186.275 4.458.944 Related parties (Note 30i)
Total 8.385.122 6.624.774 Total

Grup tidak bergantung pada pendapatan dari suatu
pelanggan tertentu karena jasa-jasa yang
disediakan oleh Grup bukan merupakan jenis jasa
yang secara khusus diberikan untuk satu kelompok
pelanggan tertentu.
The Group does not rely on revenue from any specific
customer group due to the services provided by the
Group are not being provided exclusively to a certain
group of customers.

98

530 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk


PT ELNUSA Tbk DAN ENTITAS ANAKNYA
CATATAN ATAS LAPORAN KEUANGAN
KONSOLIDASIAN
Tanggal 31 Desember 2019 dan untuk
Tahun yang Berakhir pada Tanggal Tersebut
(Disajikan dalam jutaan Rupiah,
kecuali dinyatakan lain)
33. LABA PER SAHAM
Rekonsiliasi perhitungan laba per saham adalah
sebagai berikut:
Tahun yang berakhir pada tanggal
31 Desember/
Year ended December 31
2019
Laba periode berjalan yang dapat
diatribusikan kepada pemilik
entitas induk 356.474
Jumlah rata-rata tertimbang saham 7.298.500.000
Laba per saham (nilai penuh) 48,84
Pada tanggal 31 Desember 2019 dan 2018, tidak
terdapat efek yang berpotensi dikonversi menjadi
saham biasa yang dapat menimbulkan pengaruh
dilusi pada laba per saham.
34. PENGUKURAN NILAI WAJAR
Nilai wajar didefinisikan sebagai jumlah dimana
instrumen tersebut dapat dipertukarkan di dalam
transaksi jangka pendek antara pihak yang
berkeinginan dan memiliki pengetahuan yang
memadai melalui suatu transaksi yang wajar, selain
di dalam penjualan terpaksa atau penjualan
likuidasi.
Instrumen keuangan yang disajikan dalam laporan
posisi keuangan konsolidasian dicatat sebesar nilai
wajar, atau disajikan dalam jumlah tercatat, baik
karena jumlah tersebut mendekati nilai wajarnya
atau karena nilai wajarnya tidak dapat diukur secara
handal.
Grup menentukan pengukuran nilai wajar untuk
tujuan pengungkapan setiap aset keuangan dan
liabilitas keuangan berdasarkan metode dan asumsi
sebagai berikut:
- Nilai wajar aset keuangan lancar dan liabilitas
keuangan jangka pendek yang mencakup,
antara lain, kas dan setara kas, piutang usaha,
aset keuangan lancar lainnya, pinjaman bank
jangka pendek, utang usaha, liabilitas jangka
pendek lainnya - utang lain-lain dan titipan
pelanggan dan beban akrual, dianggap
mendekati jumlah tercatatnya.
- Estimasi nilai wajar aset keuangan tidak lancar
lainnya ditentukan dengan mendiskontokan
arus kas masa depan menggunakan tingkat
suku bunga bebas risiko untuk instrumen
serupa.
99
PT Elnusa Tbk
The original consolidated financial statements included herein
are in the Indonesian language.
PT ELNUSA Tbk AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS
As of December 31, 2019, and
For the Year Then Ended
(Expressed in millions of Rupiah,
unless otherwise stated)
33. EARNINGS PER SHARE
The reconciliation of earnings per share calculation is
as follows:
2018
Profit for the period attributable to
276.314 owners of the parent
7.298.500.000 Weighted average number of shares
37,86 Earnings per share (full amount)
As of December 31, 2019 and 2018, there were no
securities potentially converted into ordinary shares
that would give rise to a dilution of earnings per share.
34. FAIR VALUE MEASUREMENT
Fair value is defined as the amount at which an
instrument could be exchanged in a current
transaction between knowledgeable willing parties in
an arm's length transaction, other than in a forced or
liquidation sale.
Financial instruments presented in the consolidated
statement of financial position are carried at fair value,
otherwise, they are presented at carrying amounts as
either these are reasonable approximation of fair
values or their fair values cannot be reliably measured.
The Group determined the fair value measurement for
disclosure purposes of each financial asset and
financial liability based on the following methods and
assumptions:
- The fair value of current financial assets and
current financial liabilities which includes, among
others, cash and cash equivalents, trade
receivables, other current financial assets, short-
term bank loans, trade payables, other non-
current liabilities - other payables and customer
deposits and accrued expenses, are considered
to approximate their carrying amounts.
- The estimated fair values of other non-current
financial assets are determined by discounting the
future cash flows using risk-free interest rates for
similar instruments.
Annual Report 2019 Laporan Tahunan 531
 The original consolidated financial statements included herein
are in the Indonesian language.

PT ELNUSA Tbk DAN ENTITAS ANAKNYA PT ELNUSA Tbk AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2019 dan untuk As of December 31, 2019, and
Tahun yang Berakhir pada Tanggal Tersebut For the Year Then Ended
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

34. PENGUKURAN NILAI WAJAR (lanjutan) 34. FAIR VALUE MEASUREMENT (continued)

- Aset keuangan tersedia untuk dijual yang terdiri
dari investasi pada saham dengan persentase
kepemilikan di bawah 20% dicatat pada biaya
perolehan karena investasi pada instrumen
ekuitas tersebut tidak memiliki kuotasi harga di
pasar aktif dan nilai wajarnya tidak dapat diukur
secara handal.
- Estimasi nilai wajar pinjaman bank jangka
panjang ditentukan dengan mendiskontokan
arus kas masa depan dengan menggunakan
tingkat suku bunga pasar untuk instrumen
dengan syarat, risiko kredit dan jatuh tempo
yang serupa.
- Available-for-sale financial asset that comprised
investments in shares with percentage of
ownership interest less than 20% are recognized
at cost due to such investments in equity
instruments have no quoted market price in an
active market and their fair value cannot be
reliably measureable.
- The estimated fair values of long-term bank loans
are determined by discounting the future cash
flows using market interest rates for instruments
with similar terms, credit risk and remaining
maturities.

Tabel berikut menyajikan perbandingan jumlah The following table presents the comparison between
tercatat dengan estimasi nilai wajar instrumen the carrying amounts and the estimated fair values of
keuangan dalam laporan posisi keuangan financial instruments in the consolidated statement of
konsolidasian. financial position.

31 Desember/ 31 Desember/
December 31, December 31,
2019 2018
Jumlah Estimasi Jumlah Estimasi
tercatat/ nilai wajar/ tercatat/ nilai wajar/
Carrying Estimated Carrying Estimated
amount fair value amount fair value
Aset keuangan Financial assets
Kas dan setara kas 856.122 856.122 719.457 719.457 Cash and cash equivalents
Piutang usaha - neto 2.089.958 2.089.958 1.571.843 1.571.843 Trade receivables - net
Aset keuangan lancar lainnya - Other current financial
neto 35.124 35.124 21.090 21.090 assets - net
Aset keuangan tidak lancar Other non-current financial
lainnya - neto 464.953 464.953 163.961 163.961 assets - net
Total 3.446.157 3.446.157 2.476.351 2.476.351 Total
Liabilitas keuangan Financial liabilities
Pinjaman bank jangka pendek 309.302 309.302 608.865 608.865 Short-term bank loans
Utang usaha 692.797 692.797 517.470 517.470 Trade payables
Liabilitas jangka pendek lainnya Other current liabilities
Titipan pelanggan 28.033 28.033 23.962 23.962 Customer deposits
Utang lain-lain 16.259 16.259 15.812 15.812 Other payables
Liabilitas imbalan kerja Short-term employee
jangka pendek 119.055 119.055 85.031 85.031 benefits liability
Beban akrual 1.004.400 1.004.400 822.079 822.079 Accrued expenses
Pinjaman bank jangka panjang 817.738 817.738 212.550 212.550 Long-term bank loans
Total 2.987.584 2.987.584 2.285.769 2.285.769 Total

Hirarki Nilai Wajar Fair Value Hierarchy

Aset dan liabilitas keuangan diklasifikasikan secara
keseluruhan berdasarkan tingkat terendah dari
masukan (input) yang signifikan terhadap
pengukuran nilai wajar. Penilaian dampak signifikan
dari suatu input tertentu terhadap pengukuran nilai
wajar membutuhkan pertimbangan dan dapat
mempengaruhi penilaian dari aset dan liabilitas yang
diukur dan penempatannya dalam hirarki nilai wajar.
Financial assets and liabilities are classified in their
entirety based on the lowest level of input that is
significant to the fair value measurements. The
assessment of the significance of a particular input to
the fair value measurements requires judgement and
may affect the valuation of the assets and liabilities
being measured and their placement within the fair
value hierarchy.

100

532 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk


PT ELNUSA Tbk DAN ENTITAS ANAKNYA
CATATAN ATAS LAPORAN KEUANGAN
KONSOLIDASIAN
Tanggal 31 Desember 2019 dan untuk
Tahun yang Berakhir pada Tanggal Tersebut
(Disajikan dalam jutaan Rupiah,
kecuali dinyatakan lain)
34. PENGUKURAN NILAI WAJAR (lanjutan)
Hirarki Nilai Wajar (lanjutan)
Bukti terbaik dari nilai wajar adalah harga yang
dikuotasikan (quoted prices) dalam sebuah pasar
yang aktif. Jika pasar untuk sebuah instrumen
keuangan tidak aktif, entitas menetapkan nilai wajar
dengan menggunakan metode penilaian. Tujuan
dari penggunaan metode penilaian adalah untuk
menetapkan harga transaksi yang terbentuk pada
tanggal pengukuran dalam sebuah transaksi
pertukaran yang wajar dengan pertimbangan bisnis
normal. Metode penilaian termasuk penggunaan
harga dalam transaksi pasar yang wajar (arm’s
length) terakhir antara pihak-pihak yang memahami
dan berkeinginan, jika tersedia, referensi kepada
nilai wajar terkini dari instrumen lain yang secara
substansial sama, analisa arus kas yang
didiskontokan dan model harga opsi (option pricing
models).
Jika terdapat metode penilaian yang biasa
digunakan oleh para peserta pasar untuk
menentukan harga dari instrumen dan metode
tersebut telah didemonstrasikan untuk menyediakan
estimasi yang handal atas harga yang diperoleh dari
transaksi pasar yang aktual, entitas harus
menggunakan metode tersebut. Metode penilaian
yang dipilih membuat penggunaan maksimum dari
input pasar dan bergantung sedikit mungkin atas
input yang spesifik untuk entitas (entity-specific
inputs). Metode tersebut memperhitungkan semua
faktor yang akan dipertimbangkan oleh peserta
pasar dalam menentukan sebuah harga dan selaras
dengan metode ekonomis untuk penilaian sebuah
instrumen keuangan. Secara berkala, Grup
menelaah metode penilaian dan mengujinya untuk
validitas dengan menggunakan harga dari transaksi
pasar terkini yang dapat diobservasi untuk
instrumen yang sama (yaitu tanpa modifikasi dan
pengemasan kembali) atau berdasarkan data pasar
yang tersedia dan dapat diobservasi.
Grup menggunakan hirarki di bawah untuk
menentukan dan menyajikan nilai wajar dari
instrumen keuangan dalam melakukan pengukuran:
• Tingkat 1 : Nilai wajar diukur berdasarkan pada
harga kuotasi (tidak disesuaikan)
dalam pasar aktif untuk aset atau
liabilitas sejenis.
101
PT Elnusa Tbk
The original consolidated financial statements included herein
are in the Indonesian language.
PT ELNUSA Tbk AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS
As of December 31, 2019, and
For the Year Then Ended
(Expressed in millions of Rupiah,
unless otherwise stated)
34. FAIR VALUE MEASUREMENT (continued)
Fair Value Hierarchy (continued)
The best evidence of fair value is quoted prices in an
active market. If the market for a financial instrument
is not active, an entity establishes fair value by using a
valuation technique. The objective of using a valuation
technique is to establish what the transaction price
would have been on the measurement date in an arm's
length exchange motivated by normal business
considerations. Valuation techniques include using
recent arm's length market transactions between
knowledgeable and willing parties, if available,
reference to the current fair value of another
instrument that is substantially the same, discounted
cash flow analysis and option pricing models.
If there is a valuation technique commonly used by
market participants to price the instrument and that
technique has been demonstrated to provide reliable
estimates of prices obtained in actual market
transactions, the entity must uses that technique. The
chosen valuation technique makes maximum use of
market inputs and relies as little as possible on entity-
specific inputs. It incorporates all factors that market
participants would consider in setting a price and is
consistent with accepted economic methodologies for
pricing financial instruments. Periodically, the Group
calibrates the valuation technique and tests it for
validity using prices from any observable current
market transactions in the same instrument
(i.e., without modification or repackaging) or based on
any available observable market data.
The Group uses the hierarchy to determine and
present the fair value of financial instruments to
measure:
• Level 1 : Fair value measured based on quoted
prices (unadjusted) in active markets
for identical assets or liabilities.
Annual Report 2019 Laporan Tahunan 533

PT ELNUSA Tbk DAN ENTITAS ANAKNYA
CATATAN ATAS LAPORAN KEUANGAN
KONSOLIDASIAN
Tanggal 31 Desember 2019 dan untuk
Tahun yang Berakhir pada Tanggal Tersebut
(Disajikan dalam jutaan Rupiah,
kecuali dinyatakan lain)
34. PENGUKURAN NILAI WAJAR (lanjutan)
Hirarki Nilai Wajar (lanjutan)
• Tingkat 2 : Nilai wajar diukur berdasarkan
teknik-teknik valuasi, yaitu untuk
seluruh input yang diketahui baik
secara langsung ataupun tidak
langsung memiliki dampak
signifikan atas nilai wajar tercatat.
• Tingkat 3 : Nilai wajar diukur berdasarkan
teknik-teknik valuasi, yaitu untuk
seluruh input yang tidak dapat
diketahui baik secara langsung
ataupun tidak langsung memiliki
dampak signifikan atas nilai wajar
tercatat.
Hirarki nilai wajar Grup pada tanggal 31 Desember
2019 dan 2018 adalah sebagai berikut:
31 Desember 2019/December 31, 2019
Total/
Total
Aset yang nilai wajarnya diungkapkan
Aset tidak lancar
Aset tetap *) 1.772.370
Properti investasi 434.183
*) Untuk aset tetap dengan nilai buku sebesar Rp1.496.422/For fixed assets with net book value of Rp1,496,422
31 Desember 2018/December 31, 2018
Total/
Total
Aset yang nilai wajarnya diungkapkan
Aset tidak lancar
Aset tetap *) 1.119.070
Properti investasi 399.544
*) Untuk aset tetap dengan nilai buku sebesar Rp164.133/For fixed assets with net book value of Rp164,133
Pada tanggal 31 Desember 2019, tidak terdapat
pengalihan antara pengukuran nilai wajar level 1 dan
level 2.
Tidak terdapat aset dan liabilitas lain yang diukur
dan diungkapkan selain yang telah dijelaskan diatas.
534 Annual Report 2019 Laporan Tahunan
The original consolidated financial statements included herein
are in the Indonesian language.
PT ELNUSA Tbk AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS
As of December 31, 2019, and
For the Year Then Ended
(Expressed in millions of Rupiah,
unless otherwise stated)
34. FAIR VALUE MEASUREMENT (continued)
Fair Value Hierarchy (continued)
• Level 2 : Fair value measured based on
valuation techniques for which all
inputs which have a significant effect
on the recorded fair values are
observable, either directly or indirectly.
• Level 3 : Fair value measured based on
valuation techniques for which any
inputs which have a significant effect
on the recorded fair values that are not
based on observable market data
(unobservable inputs).
Fair value hierarchy of the Group as of December 31,
2019 and 2018 are as follows:
Level 1/ Level 2/ Level 3/
Level 1 Level 2 Level 3
Assets for which fair value are disclosed
Non-current Assets
- 1.772.370 - Fixed assets *)
- 434.183 - Investment properties
Level 1/ Level 2/ Level 3/
Level 1 Level 2 Level 3
Assets for which fair value are disclosed
Non-current Assets
- 1.119.070 - Fixed assets *)
- 399.544 - Investment properties
As of December 31, 2019, there is no transfer between
measurement of fair value of level 1 and level 2.
No other assets and liabilities have been measured
and disclosed other than above explained.
102
PT Elnusa Tbk

PT ELNUSA Tbk DAN ENTITAS ANAKNYA
CATATAN ATAS LAPORAN KEUANGAN
KONSOLIDASIAN
Tanggal 31 Desember 2019 dan untuk
Tahun yang Berakhir pada Tanggal Tersebut
(Disajikan dalam jutaan Rupiah,
kecuali dinyatakan lain)
35. MANAJEMEN RISIKO KEUANGAN
Risiko utama dari instrumen keuangan Grup adalah
risiko tingkat suku bunga, risiko mata uang, risiko
kredit dan risiko likuiditas. Penelaahan Direksi dan
kebijakan yang disetujui untuk mengelola masing-
masing risiko ini dijelaskan secara detail sebagai
berikut:
a. Risiko tingkat suku bunga
Risiko tingkat suku bunga Grup terutama timbul
dari pinjaman untuk tujuan modal kerja dan
investasi. Pinjaman pada tingkat suku bunga
mengambang membuat Grup terekspos
terhadap risiko suku bunga atas arus kas.
Untuk pinjaman modal kerja dan investasi, Grup
berusaha mengurangi risiko tingkat suku
bunganya dengan cara mendapatkan struktur
pinjaman dengan suku bunga kompetitif.
Tabel berikut ini menunjukkan sensitivitas
perubahan tingkat suku bunga pinjaman.
Dampak perubahan tingkat suku bunga
pinjaman terhadap laba sebelum pajak
penghasilan adalah sebagai berikut:
Tahun yang berakhir pada
tanggal 31 Desember/
Year ended December 31,
2019
Kenaikan 50 basis poin 2.429
Penurunan 50 basis poin (2.429)
Penurunan/kenaikan laba sebelum pajak
penghasilan tersebut terutama sebagai akibat
kenaikan/penurunan biaya bunga atas
pinjaman dengan tingkat bunga mengambang.
Analisis mengasumsikan bahwa seluruh
variabel lain tetap tidak berubah.
b. Risiko mata uang asing
Mata uang fungsional Grup adalah Rupiah.
Grup dapat menghadapi risiko nilai tukar mata
uang asing karena pinjaman, pendapatan dan
biaya beberapa pembelian utamanya dalam
mata uang Dolar AS atau harganya secara
signifikan dipengaruhi oleh perubahan tolak
ukur harganya dalam mata uang asing
(terutama Dolar AS). Apabila pendapatan dan
pembelian Grup di dalam mata uang selain
Rupiah tidak seimbang dalam hal jumlah
dan/atau pemilihan waktu, Grup terekspos
risiko mata uang asing.
103
PT Elnusa Tbk
The original consolidated financial statements included herein
are in the Indonesian language.
PT ELNUSA Tbk AND ITS SUBSIDIARIES
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS
As of December 31, 2019, and
For the Year Then Ended
(Expressed in millions of Rupiah,
unless otherwise stated)
35. FINANCIAL RISK MANAGEMENT
The main risks arising from the Group’s financial
instruments are interest rate risk, currency risk, credit
risk and liquidity risk. The Directors review and
approve policies for managing each of these risks,
which are described in more detail as follows:
a. Interest rate risk
The Group’s interest rate risk mainly arises from
loans for working capital and investment
purposes. Loans at floating rates expose the
Group to cash flow interest rate risk.
For working capital and investment loans, the
Group may seek to mitigate its interest rate risk by
obtaining loans structured with competitive
interest rates.
The following table demonstrates the sensitivity to
changes in interest rates of the loans. The effect
of changes in interest rates of the loans to profit
before income tax is as follows:
2018
4.689 Increase by 50 basis points
(4.689) Decrease by 50 basis points
Such decrease/increase in profit before income
tax is mainly as a result of higher/lower interest
expense on loans with floating interest rates. The
analysis assumes that all other variables remain
constant.
b. Foreign currency risk
The Group’s functional currency is the Rupiah.
The Group faces foreign exchange risk as its
borrowings, revenues and the costs of certain key
purchases are either denominated in US Dollars
or their prices are significantly influenced by their
benchmark price movements in foreign currencies
(mainly US Dollars). To the extent that the
revenue and purchases of the Group are
denominated in currencies other than Rupiah, and
are not evenly matched in terms of amount and/or
timing, the Group has exposure to foreign
currency risk.
Annual Report 2019 Laporan Tahunan 535
 The original consolidated financial statements included herein
are in the Indonesian language.

PT ELNUSA Tbk DAN ENTITAS ANAKNYA PT ELNUSA Tbk AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2019 dan untuk As of December 31, 2019, and
Tahun yang Berakhir pada Tanggal Tersebut For the Year Then Ended
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

35. MANAJEMEN RISIKO KEUANGAN (lanjutan) 35. FINANCIAL RISK MANAGEMENT (continued)

b. Risiko mata uang asing (lanjutan) b. Foreign currency risk (continued)

Grup tidak mempunyai kebijakan lindung nilai
yang formal untuk laju pertukaran mata uang
asing. Bagaimanapun, terkait dengan hal-hal
yang telah didiskusikan pada paragraf di atas,
fluktuasi dalam nilai tukar Rupiah dan Dolar AS
menghasilkan lindung nilai natural untuk laju
nilai tukar Grup.
The Group does not have any formal hedging
policy for foreign exchange exposure. However, in
relation to the matters discussed in the preceding
paragraph, the fluctuations in the exchange rates
between the Rupiah and US Dollar provide some
degree of natural hedge for the Group’s foreign
exchange exposure.

Grup memiliki aset dan liabilitas moneter dalam The Group’s monetary assets and liabilities
mata uang asing sebagai berikut: denominated in foreign currencies are as follows:
31 Desember/December 31, 2019 31 Desember/December 31, 2018

Dalam mata Setara dalam Dalam mata Setara dalam

uang asing/ Rupiah/ uang asing/ Rupiah/
In foreign Equivalent In foreign Equivalent
currencies in Rupiah currencies in Rupiah

Aset Assets
Kas dan setara kas $AS 18.868.070 262.285 $AS 13.485.465 195.283 Cash and cash equivalents

Piutang usaha $AS 49.180.239 683.655 $AS 39.362.061 570.002 Trade receivables
$SG 25.289 261 $SG 25.268 268
Aset keuangan lancar lainnya $AS 726.020 10.092 $AS 674.172 9.763 Other current financial assets
Aset keuangan tidak lancar
lainnya $AS 1.478.769 20.556 $AS 464.958 6.733 Other non-current financial assets
Aset lain-lain $AS 509 7 $AS 509 7 Other assets
€ 242.500 3.780 € 242.500 4.016

Total 980.636 786.072 Total

Liabilitas Liabilities
Pinjaman bank jangka pendek $AS 5.960.951 82.863 $AS 28.893.999 418.414 Short-term bank loans
Utang usaha $AS 2.404.331 33.423 $AS 3.525.299 51.050 Trade payables
$SG 523.564 5.403 $SG 197.071 2.090
€ 66.845 1.042 € -
Liabilitas jangka pendek lainnya $AS 201.222 2.797 $AS 100.379 1.454 Other current liabilities
Beban akrual $AS 12.678.189 176.240 $AS 9.036.801 130.862 Accrued expenses
$SG - $SG 208.533 2.211
Pinjaman bank jangka
Panjang $AS 48.750.000 677.674 $AS 15.000.000 217.215 Long-term bank loans

Total 979.442 823.296 Total

Aset (liabilitas) neto 1.194 (37.224) Net assets (liabilities)

Apabila aset dan liabilitas moneter dalam mata Had monetary assets and liabilities denominated
uang asing pada tanggal 31 Desember 2019 in foreign currencies as of December 31, 2019
dijabarkan ke dalam Rupiah dengan been translated to the Rupiah using the middle
menggunakan kurs tengah transaksi yang rate transaction published by Bank Indonesia as
dipublikasikan Bank Indonesia pada tanggal of February 14, 2020, the net monetary assets
14 Februari 2020, maka aset moneter neto akan would have been increased by approximately
bertambah sebesar Rp49. Rp49.

Tabel berikut ini menunjukkan sensitivitas
perubahan nilai tukar mata uang asing. Dampak
perubahan nilai tukar mata uang asing terhadap
laba sebelum pajak penghasilan adalah
sebagai berikut:
The following table demonstrates the sensitivity to
changes in the exchange rate of foreign
currencies. The effect of changes in the exchange
rate of foreign currencies to profit before income
tax is as follows:

104

536 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 The original consolidated financial statements included herein
are in the Indonesian language.

PT ELNUSA Tbk DAN ENTITAS ANAKNYA PT ELNUSA Tbk AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2019 dan untuk As of December 31, 2019, and
Tahun yang Berakhir pada Tanggal Tersebut For the Year Then Ended
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

35. MANAJEMEN RISIKO KEUANGAN (lanjutan) 35. FINANCIAL RISK MANAGEMENT (continued)

b. Risiko mata uang asing (lanjutan) b. Foreign currency risk (continued)

Tahun yang berakhir pada tanggal

31 Desember/
Year ended December 31
2019 2018
Penguatan 1% 12 373 Strengthening by 1%
Pelemahan 1% (12) (373) Weakening by 1%

Analisis mengasumsikan bahwa seluruh The analysis assumes that all other variables, in
variabel lain, khususnya tingkat suku bunga, particular interest rates, remain constant and
tetap tidak berubah dan mengabaikan dampak ignores any impact of forecasted sales and
atas perkiraan penjualan dan pembelian. purchases.

c. Risiko kredit c. Credit risk

Eksposur maksimum Grup terhadap risiko The Group’s maximum exposure to credit risk is
kredit adalah senilai dengan jumlah tercatat dari equal to the carrying amount of each financial
setiap aset keuangan. assets.

Risiko kredit utama yang dihadapi oleh Grup
berasal dari kredit yang diberikan kepada
pelanggan. Untuk meringankan risiko ini, ada
kebijakan untuk memastikan penjualan
jasa/produk hanya dibuat kepada pelanggan
yang dapat dipercaya dan terbukti mempunyai
rekam jejak atau sejarah kredit yang baik. Ini
merupakan kebijakan Grup dimana semua
pelanggan yang akan melakukan pembelian
jasa/produk secara kredit harus melalui
prosedur verifikasi kredit. Untuk pendapatan,
Grup memberikan jangka waktu kredit dari
faktur yang diterbitkan. Sebagai tambahan,
saldo piutang dipantau secara terus menerus
untuk mengurangi kemungkinan piutang yang
tidak tertagih.
The main credit risk faced by the Group arises
from the credit granted to its customers. To
mitigate this risk, it has policies in place to ensure
that sales of services/products are made only to
creditworthy customers with proven track records
or good credit history. It is the Group’s policy that
all customers who wish to trade services/products
on credit are subject to credit verification
procedures. For revenues, the Group may grant
its customers credit terms from the issue of
invoices. In addition, receivables balances are
monitored on an ongoing basis to reduce
exposure to bad debts.

Tabel berikut menyajikan analisis umur piutang The following table presents the aging analysis of
usaha. trade receivables.

31 Desember/December 31
2019 2018
______

Belum jatuh tempo 1.522.730 1.168.704 Not yet overdue

Lewat jatuh tempo Overdue
1-30 hari 517.874 295.428 1-30 days
31-60 hari 7.986 29.683 31-60 days
61-150 hari 27.293 41.173 61-150 days
Lebih dari 150 hari 175.007 188.911 Over 150 days
Total 2.250.890 1.723.899 Total
Penyisihan penurunan nilai (160.932) (152.056) Allowance for impairment
Neto 2.089.958 1.571.843 Net

105

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 537

 The original consolidated financial statements included herein
are in the Indonesian language.

PT ELNUSA Tbk DAN ENTITAS ANAKNYA PT ELNUSA Tbk AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2019 dan untuk As of December 31, 2019, and
Tahun yang Berakhir pada Tanggal Tersebut For the Year Then Ended
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

35. MANAJEMEN RISIKO KEUANGAN (lanjutan) 35. FINANCIAL RISK MANAGEMENT (continued)

c. Risiko kredit c. Credit risk

Risiko piutang usaha yang belum jatuh tempo The risk of trade receivables that are neither
dan tidak mengalami penurunan nilai untuk overdue nor impaired becoming impaired is low as
mengalami penurunan nilai adalah kecil karena the parties have a good track record with the
debitur memiliki rekam jejak yang baik dengan Group.
Grup.

Tergantung pada penilaian Grup, penyisihan Depending on the Group’s assessment, specific
khusus mungkin dibuat jika piutang dianggap allowance may be made if a receivable was
tidak tertagih. deemed uncollectible.

Aset keuangan tidak lancar lainnya tertentu Certain other non-current financial assets have
mengalami penurunan nilai yaitu terkait dengan been impaired related to the impact of time value
efek perubahan nilai waktu uang atas klaim of money from claim of deposits to Bank Mega
deposito ke Bank Mega (Catatan 10 dan 31a). (Notes 10 and 31a).

d. Risiko likuiditas d. Liquidity risk

Grup mengelola profil likuiditasnya untuk dapat The Group manages its liquidity profile to be able
mendanai pengeluaran modalnya dan to finance its capital expenditure and manage its
mengelola utang yang jatuh tempo dengan maturing debts by maintaining sufficient cash and
menjaga kas yang cukup dan ketersediaan the availability of funding through an adequate
pendanaan melalui jumlah fasilitas kredit amount of committed credit facilities.
berkomitmen yang cukup.

Grup secara reguler mengevaluasi proyeksi The Group regularly evaluates its projected and
arus kas dan terus menerus menilai kondisi actual cash flow information and continuously
pasar keuangan untuk mengevaluasi assesses conditions in the financial markets to
kemungkinan mengejar inisiatif penggalangan evaluate the possibility of pursuing fund-raising
dana. initiatives.

Tabel berikut menyajikan profil jangka waktu The following table presents the maturity profile of
pembayaran liabilitas keuangan Grup the Group’s financial liabilities based on
berdasarkan pembayaran kontraktual yang undiscounted contractual payments.
tidak didiskontokan.
31 Desember/December 31, 2019

Biaya Jumlah
pinjaman/ tercatat/
< 1 tahun/ 1-2 tahun/ 2-3 tahun/ Costs of Carrying
< 1 year 1-2 years 2-3 years Total loan amounts

Pinjaman bank jangka

pendek 309.302 - - 309.302 - 309.302 Short-term bank loans
Utang usaha 692.797 - - 692.797 - 692.797 Trade payables
Liabilitas jangka pendek
lainnya Other current liabilities
Utang lain-lain 16.259 - - 16.259 - 16.259 Other payables
Titipan pelanggan 28.033 - - 28.033 - 28.033 Customer deposits
Liabilitas imbalan kerja Short-term employee
jangka pendek 119.055 - - 119.055 - 119.055 benefits liability
Beban akrual 1.004.400 - - 1.004.400 - 1.004.400 Accrued expenses
Pinjaman bank jangka
panjang 241.009 536.719 44.726 822.454 (4.716) 817.738 Long-term bank loans
Total 2.410.855 536.719 44.726 2.992.300 (4.716) 2.987.584 Total

106

538 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 The original consolidated financial statements included herein
are in the Indonesian language.

PT ELNUSA Tbk DAN ENTITAS ANAKNYA PT ELNUSA Tbk AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2019 dan untuk As of December 31, 2019, and
Tahun yang Berakhir pada Tanggal Tersebut For the Year Then Ended
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

35. MANAJEMEN RISIKO KEUANGAN (lanjutan) 35. FINANCIAL RISK MANAGEMENT (continued)

d. Risiko likuiditas (lanjutan) d. Liquidity risk (continued)

31 Desember/December 31, 2018

Biaya Jumlah
pinjaman/ tercatat/
< 1 tahun/ 1-2 tahun/ 2-3 tahun/ Costs of Carrying
< 1 year 1-2 years 2-3 years Total loan amounts

Pinjaman bank jangka

pendek 608.865 - - 608.865 - 608.865 Short-term bank loans
Utang usaha 517.470 - - 517.470 - 517.470 Trade payables
Liabilitas jangka pendek
lainnya Other current liabilities
Utang lain-lain 15.812 - - 15.812 - 15.812 Other payables
Titipan pelanggan 23.962 - - 23.962 - 23.962 Customer deposits
Liabilitas imbalan kerja Short-term employee
jangka pendek 85.031 - - 85.031 - 85.031 benefits liability
Beban akrual 822.079 - - 822.079 - 822.079 Accrued expenses
Pinjaman bank jangka
panjang - 132.742 84.473 217.215 (4.665) 212.550 Long-term bank loans

Total 2.073.219 132.742 84.473 2.290.434 (4.665) 2.285.769 Total

e. Pengelolaan modal e. Capital management

Tujuan Grup dalam pengelolaan modal adalah The Group’s objectives when managing capital
untuk mempertahankan kelangsungan usaha are to safeguard the Group’s ability to continue as
Grup guna memberikan imbal hasil kepada a going concern in order to provide returns for
pemegang saham dan manfaat kepada shareholders and benefits to other stakeholders
pemangku kepentingan lainnya serta menjaga and to maintain an optimum capital structure
struktur modal yang optimal yang meliputi utang covering debt and equity to minimise the cost of
dan ekuitas untuk mengurangi biaya modal. capital.

Secara periodik, Grup melakukan penilaian Periodically, the Group conducts debt valuation to
utang untuk menilai kemungkinan pembiayaan assess possibilities of refinancing existing debts
kembali utang yang ada dengan utang baru with new ones which have more efficient cost that
yang memiliki biaya yang lebih efisien sehingga will lead to more optimized cost-of-debt.
mengoptimalkan biaya utang.

Grup dipersyaratkan oleh Undang-undang The Group is required by the Limited Liability
No. 40 tahun 2007 tentang Perseroan Terbatas Company Law No. 40 of 2007 to allocate and
untuk mengalokasikan dana cadangan yang maintain a non-distributable reserve fund until
tidak boleh didistribusikan sampai dengan 20% such reserve reaches 20% of the issued and fully
dari modal saham ditempatkan dan disetor paid capital stock. This externally imposed capital
penuh. Persyaratan permodalan eksternal requirement is considered by the Group in the
tersebut dipertimbangkan oleh Grup dalam General Meeting of Shareholders.
Rapat Umum Pemegang Saham.

Perusahaan dan EPN dipersyaratkan untuk The Company and EPN are required to maintain
memelihara tingkat permodalan tertentu oleh certain level of capital by bank loan agreements
perjanjian pinjaman bank (Catatan 15 dan 20). (Notes 15 and 20). As of December 31, 2019 and
Pada tanggal 31 Desember 2019 dan 2018, 2018, this externally imposed capital requirement
persyaratan permodalan eksternal tersebut has been complied.
telah dipenuhi.

Strategi Grup adalah mempertahankan rasio The Group’s strategy is to maintain the maximum
utang terhadap ekuitas maksimal sebesar debt to equity ratio at 3 times and the minimum
3 kali dan rasio pengembalian utang minimal debt service coverage ratio at 1.1 times.
sebesar 1,1 kali.

Rasio utang terhadap ekuitas dihitung Debt to equity ratio was calculated by comparing
berdasarkan total liabilitas dibandingkan total liabilities to net equity. The calculation of debt
dengan ekuitas neto. Perhitungan rasio utang to equity ratios is as follows:
terhadap ekuitas adalah sebagai berikut:

107

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 539

 The original consolidated financial statements included herein
are in the Indonesian language.

PT ELNUSA Tbk DAN ENTITAS ANAKNYA PT ELNUSA Tbk AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2019 dan untuk As of December 31, 2019, and
Tahun yang Berakhir pada Tanggal Tersebut For the Year Then Ended
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

35. MANAJEMEN RISIKO KEUANGAN (lanjutan) 35. FINANCIAL RISK MANAGEMENT (continued)

e. Pengelolaan modal (lanjutan) e. Capital management (continued)

31 Desember/December 31
2019 2018
Total liabilitas 3.228.339 2.357.127 Total liabilities
Ekuitas - neto 3.576.698 3.300.200 Equity - net
Rasio utang terhadap ekuitas 0,90 0,71 Debt to equity ratio

Rasio pengembalian utang dihitung Debt service coverage ratio was calculated by
berdasarkan laba sebelum pajak, bunga, comparing earning before tax, interest,
penyusutan dan amortisasi dikurangi dividen depreciation and amortization less dividend to
terhadap pembayaran pokok dan bunga. principal and interest payment. Principal and
Pembayaran pokok dan bunga tidak termasuk interest payment exclude early repayment made.
pelunasan yang dipercepat. Perhitungan rasio The calculation of debt service coverage ratios is
pengembalian utang adalah sebagai berikut: as follows:

Tahun yang berakhir pada tanggal

31 Desember/
Year ended December 31
2019 2018
Laba sebelum pajak, bunga, Profit before tax, interest, depreciation
penyusutan dan amortisasi 950.359 767.220 and amortization
Dividen 69.079 37.071 Dividend
Pembayaran pokok dan bunga 145.684 163.399 Principal and interest payment
Rasio pengembalian utang 6,05 4,47 Debt service coverage ratio

36. TAMBAHAN INFORMASI ARUS KAS 36. SUPPLEMENTARY CASH FLOWS INFORMATION

Aktivitas signifikan yang tidak mempengaruhi arus Significant activities which did not affect the Group’s
kas Grup adalah sebagai berikut: cash flows are as follows:

Tahun yang berakhir pada tanggal

31 Desember/
Year ended December 31
2019 2018
Penambahan aset tetap melalui: Addition of fixed assets through:
Utang usaha 104.051 36.200 Trade payable

Perubahan pada liabilitas yang timbul dari aktivitas Movement of liabilities arising from financing activities
pendanaan pada laporan arus kas konsolidasian in the consolidated statement of cash flows are as
adalah sebagai berikut: follows:

Non- arus kas/Non-cash flow

31 Desember
Selisih kurs/ 2019/
1 Januari 2019/ Arus kas/ Foreign exchange Lainnya/ December 31,
January 1, 2019 Cash flow difference Others 2019
Pinjaman bank jangka pendek 608.865 (292.425) (7.138) - 309.302 Short-term bank loans
Pinjaman bank jangka panjang 212.550 619.397 (9.492) (4.717) 817.738 Long-term bank loans
Total 821.415 326.972 (16.630) (4.717) 1.127.040 Total

108

540 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 The original consolidated financial statements included herein
are in the Indonesian language.

Lampiran 1 Appendix 1

Berikut ini adalah Informasi Keuangan terpisah
PT Elnusa Tbk (Entitas Induk), terdiri dari laporan
posisi keuangan Entitas Induk pada tanggal
31 Desember 2019 dan laporan laba rugi dan
penghasilan komprehensif lainnya, laporan
perubahan ekuitas dan arus kas Entitas Induk terkait
untuk tahun yang berakhir 31 Desember 2019, dan
ikhtisar kebijakan akuntansi signifikan. Informasi
Keuangan Entitas Induk disajikan sebagai informasi
tambahan terhadap laporan keuangan
konsolidasian Perusahaan dan entitas anaknya
pada tanggal 31 Desember 2019 dan untuk tahun
yang berakhir pada tanggal tersebut.
The following is separate PT Elnusa Tbk (the Parent
Entity) Financial Information, consisting of the
statements of financial position of the Parent Entity as
of December 31, 2019 and the related separate
statements of profit or loss and other comprehensive
income, changes in equity and cash flows of the
Parent Entity for the year ended December 31, 2019,
and a summary of significant accounting policies. The
Parent Entity Financial Information is presented as
supplementary information to the consolidated
financial statements of the Company and
its subsidiaries as of December 31, 2019 and for the
year the ended.

PT ELNUSA Tbk PT ELNUSA Tbk

(ENTITAS INDUK SAJA) (PARENT ENTITY ONLY)
LAPORAN POSISI KEUANGAN STATEMENT OF FINANCIAL POSITION
Tanggal 31 Desember 2019 As of December 31, 2019
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

31 Desember/December 31
2019 2018

ASET ASSETS

ASET LANCAR CURRENT ASSETS

Kas dan setara kas 339.977 250.852 Cash and cash equivalents
Piutang usaha - neto Trade receivables - net
Pihak ketiga 104.449 165.952 Third parties
Pihak berelasi 1.408.430 914.259 Related parties
Aset keuangan lancar lainnya - neto: 2.795 500 Other current receivables - net:
Persediaan - neto 91.138 87.342 Inventories - net
Uang muka 98.800 77.007 Advances
Pajak dibayar di muka - bagian lancar 216.829 379.742 Prepaid taxes - current portion
Biaya dibayar di muka 10.720 5.566 Prepaid expenses
Total Aset Lancar 2.273.138 1.881.220 Total Current Assets

ASET TIDAK LANCAR NON-CURRENT ASSETS

Aset keuangan tidak lancar Other non-current financial
lainnya - neto 125.849 110.652 assets - net
Investasi pada saham - neto 526.377 526.377 Investments in shares - net
Piutang pihak berelasi 6.224 Due from related parties
Uang muka 44.001 21.119 Advances
Aset tetap - neto 1.027.237 1.077.721 Fixed assets - net
Aset takberwujud - neto 12.415 18.065 Intangible assets - net
Properti investasi - neto 132.638 132.756 Investment properties - net
Pajak dibayar di muka - Prepaid taxes - non-current
bagian tidak lancar 261.690 211.284 portion
Aset pajak tangguhan 108.246 90.728 Deffered tax assets
Aset lain-lain 70.605 55.235 Other assets
Total Aset Tidak Lancar 2.309.058 2.250.161 Total Non-current Assets
TOTAL ASET 4.582.196 4.131.381 TOTAL ASSETS

109

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 541

 The original consolidated financial statements included herein
are in the Indonesian language.

Lampiran 1 Appendix 1

PT ELNUSA Tbk PT ELNUSA Tbk

(ENTITAS INDUK SAJA) (PARENT ENTITY ONLY)
LAPORAN POSISI KEUANGAN STATEMENT OF FINANCIAL POSITION
Tanggal 31 Desember 2019 As of December 31, 2019
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

31 Desember/December 31
2019 2018

LIABILITAS LIABILITIES

LIABILITAS JANGKA PENDEK CURRENT LIABILITIES

Pinjaman bank jangka pendek 189.505 592.597 Short-term bank loans
Utang usaha: Trade payables:
Pihak ketiga 277.869 141.752 Third parties
Pihak berelasi 67.708 43.446 Related parties
Liabilitas jangka pendek lainnya 29.047 29.502 Other current liabilities
Liabilitas imbalan kerja Short-term employee
jangka pendek 76.952 85.031 benefits liability
Utang pajak 44.958 21.776 Taxes payable
Beban akrual 692.650 519.691 Accrued expenses
Pinjaman bank jangka panjang - Long-term bank loans -
bagian lancar 199.834 - current portion
Total Liabilitas Jangka Pendek 1.578.523 1.433.795 Total Current Liabilities

LIABILITAS JANGKA PANJANG NON-CURRENT LIABILITIES

Pinjaman bank jangka panjang - Long-term bank loans -
setelah dikurangi bagian lancar 474.617 212.550 net of current portion
Liabilitas imbalan kerja 39.801 14.502 Employee benefits liability
Total Liabilitas Jangka Panjang 514.418 227.052 Total Non-current Liabilities
TOTAL LIABILITAS 2.092.941 1.660.847 TOTAL LIABILITIES

EKUITAS EQUITY
Modal saham - nilai nominal Share capital - Rp100 (full amount)
Rp100 (nilai penuh) per saham par value per share
Modal dasar - 22.500.000.000 saham Authorized - 22,500,000,000 shares
Modal ditempatkan dan disetor penuh - Issued and fully paid -
7.298.500.000 saham 729.850 729.850 7,298,500,000 shares
Tambahan modal disetor 453.011 453.011 Additional paid-in capital
Saldo laba: Retained earnings:
Dicadangkan 135.228 134.228 Appropriated
Tidak dicadangkan 1.222.066 1.192.592 Unappropriated
Penghasilan komprehensif lain (50.900) (39.147) Other comprehensive income
EKUITAS - NETO 2.489.255 2.470.534 EQUITY - NET

TOTAL LIABILITAS DAN EKUITAS 4.582.196 4.131.381 TOTAL LIABILITIES AND EQUITY

110

542 Annual Report 2019 Laporan Tahunan PT Elnusa Tbk

 The original consolidated financial statements included herein
are in the Indonesian language.

Lampiran 1 Appendix 1

PT ELNUSA Tbk PT ELNUSA Tbk

(ENTITAS INDUK SAJA) (PARENT ENTITY ONLY)
LAPORAN LABA RUGI DAN PENGHASILAN STATEMENT OF PROFIT OR LOSS
KOMPREHENSIF LAIN AND OTHER COMPREHENSIVE INCOME
Tanggal 31 Desember 2019 As of December 31, 2019
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

Tahun yang berakhir pada

tanggal 31 Desember/
Year ended December 31
2019 2018

PENDAPATAN 3.926.605 2.666.814 REVENUES

BEBAN POKOK PENDAPATAN (3.632.940) (2.516.893) COST OF REVENUES

LABA BRUTO 293.665 149.921 GROSS PROFIT

Beban penjualan (2.722) (2.094) Selling expenses
Beban umum dan administrasi (200.308) (151.933) General and administrative expenses
Penghasilan bunga 3.716 5.052 Interest income
Beban keuangan (25.385) (84.376) Finance expenses
Penghasilan (beban) lain-lain - neto 62.029 156.179 Other income (expenses) - net

LABA SEBELUM PAJAK FINAL PROFIT BEFORE FINAL TAX

DAN PAJAK PENGHASILAN 130.995 72.749 AND INCOME TAX
Beban pajak final (17.201) (16.017) Final tax expense

LABA SEBELUM PAJAK PENGHASILAN 113.794 56.732 PROFIT BEFORE INCOME TAX
Beban pajak penghasilan (14.241) 5.528 Income tax expense

LABA TAHUN BERJALAN 99.553 62.260 PROFIT FOR THE YEAR

PENGHASILAN KOMPREHENSIF LAIN OTHER COMPREHENSIVE INCOME

Pos-pos yang tidak akan direklasifikasi Items that will not be reclassified to
ke laba rugi profit or loss
Pengukuran kembali program Remeasurements of defined
imbalan pasti (15.671) 11.597 benefit plans
Pajak tangguhan terkait 3.918 (2.899) Related deferred tax
PENGHASILAN KOMPREHENSIF LAIN OTHER COMPREHENSIVE INCOME
SETELAH PAJAK (11.753) 8.698 AFTER TAX
TOTAL LABA KOMPREHENSIF TOTAL COMPREHENSIVE INCOME
TAHUN BERJALAN 87.800 70.958 FOR THE YEAR

111

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 543

 The original consolidated financial statements included herein
are in the Indonesian language.

PT Elnusa Tbk
Lampiran 1 Appendix 1
PT ELNUSA Tbk (ENTITAS INDUK SAJA) PT ELNUSA Tbk (PARENT ENTITY ONLY)
LAPORAN PERUBAHAN EKUITAS STATEMENT OF CHANGES IN EQUITY
Tahun yang Berakhir pada Tanggal 31 Desember 2019 Year Ended December 31, 2019
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
Saldo laba/Retained earnings Penghasilan
Tambahan komprehensif
modal disetor/ Tidak lain/Other Ekuitas -
Modal saham/ Additional Dicadangkan/ dicadangkan/ comprehensive neto/
Share capital paid-in capital Appropriated Unappropriated income Equity - net
Saldo pada tanggal 31 Desember 2017 729.850 453.011 121.871 1.179.760 (47.845) 2.436.647 Balance as of December 31, 2017
Dividen kas - - - (37.071) - (37.071) Cash dividend
Cadangan Umum - - 12.357 (12.357) - - Appropriation for general reserve
Laba komprehensif - - - 62.260 8.698 70.958 Comprehensive Income
Saldo pada tanggal 31 Desember 2018 729.850 453.011 134.228 1.192.592 (39.147) 2.470.534 Balance as of December 31, 2018
Dividen kas - - - (69.079) - (69.079) Cash dividend
Cadangan Umum - - 1.000 (1.000) - - Appropriation for general reserve
Laba komprehensif - - - 99.553 (11.753) 87.800 Comprehensive income
Saldo pada tanggal 31 Desember 2019 729.850 453.011 135.228 1.222.066 (50.900) 2.489.255 Balance as of December 31, 2019

Annual Report 2019 Laporan Tahunan

544
112
 The original consolidated financial statements included herein
are in the Indonesian language.

Lampiran 1 Appendix 1

PT ELNUSA Tbk PT ELNUSA Tbk

(ENTITAS INDUK SAJA) (PARENT ENTITY ONLY)
LAPORAN ARUS KAS STATEMENT OF CASH FLOW
Tanggal 31 Desember 2019 As of December 31, 2019
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)

Tahun yang berakhir pada

tanggal 31 Desember/
Year ended December 31
2019 2018

ARUS KAS DARI CASH FLOWS FROM

AKTIVITAS OPERASI OPERATING ACTIVITIES
Penerimaan dari pelanggan 3.346.227 2.519.975 Receipts from customers
Pembayaran kepada pemasok Payments to suppliers
dan kontraktor (2.594.387) (1.816.325) and contractors
Pembayaran untuk karyawan (696.768) (515.281) Payments to employees
Kas yang dihasilkan dari operasi 55.072 188.369 Cash generated from operations
Penerimaan penghasilan bunga 3.690 4.995 Receipts of interest income
Pembayaran beban keuangan (46.645) (39.243) Payments of finance expenses
Pembayaran pajak penghasilan (142.763) (118.391) Payments of income taxes
Penerimaan restitusi pajak 368.433 28.096 Receipts of tax refunds
Penerimaan lainnya - neto 1.290 6.483 Other receipts - net
Kas neto diperoleh dari Net cash provided by
aktivitas operasi 239.077 70.309 operating activities
ARUS KAS DARI CASH FLOWS FROM
AKTIVITAS INVESTASI INVESTING ACTIVITIES
Penerimaan dividen kas dari Receipts of cash dividends from
perusahaan asosiasi 89.829 90.698 associates
Pembelian aset tetap (207.586) (367.816) Purchases of fixed assets
Pembelian aset takberwujud (1.611) (10.587) Purchases of intangible assets
Pembelian barang konsumsi Purchases of long-life
tahan lama (28.169) (38.578) consumable goods
Penerimaan dari penjualan aset tetap 2.437 1.806 Proceeds from sale of fixed assets
Penambahan investasi di entitas anak - (1.030) Addition of investment in subsidiary
Kas neto diperoleh dari Net cash provided by
aktivitas investasi (145.100) (325.507) investing activities

ARUS KAS DARI CASH FLOWS FROM

AKTIVITAS PENDANAAN FINANCING ACTIVITIES
Penerimaan dari pinjaman bank 1.854.709 1.411.350 Proceeds from bank loans
Pembayaran pinjaman bank (1.772.945) (1.289.560) Payments of bank loans
Pembayaran dividen kas (69.080) (37.076) Payments of cash dividends
Penarikan (penempatan) kas yang Withdrawal (placement) of
dibatasi penggunaannya - neto (13.291) (4.947) restricted cash - net
Kas neto diperoleh dari Net cash provided by
aktivitas pendanaan (607) 79.767 financing activities
Dampak perubahan selisih kurs Effect of exchange rate changes
terhadap kas dan setara kas (4.245) 13.724 on cash and cash equivalents
KENAIKAN (PENURUNAN) NETO NET INCREASE (DECREASE) IN
KAS DAN SETARA KAS 93.370 (161.707) CASH AND CASH EQUIVALENTS

KAS DAN SETARA KAS CASH AND CASH EQUIVALENTS

PADA AWAL TAHUN 250.852 412.559 AT THE BEGINNING OF THE YEAR
KAS DAN SETARA KAS PADA CASH AND CASH EQUIVALENTS
AKHIR TAHUN 339.977 250.852 AT THE END OF THE YEAR

113

PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 545


Lampiran 1
PT ELNUSA Tbk
(ENTITAS INDUK SAJA)
Tanggal 31 Desember 2019 dan untuk
Tahun yang Berakhir pada Tanggal Tersebut
(Disajikan dalam jutaan Rupiah,
kecuali dinyatakan lain)
IKHTISAR KEBIJAKAN AKUNTANSI YANG
PENTING
Dasar Penyajian Informasi Keuangan Entitas
Induk
Laporan keuangan tersendiri disajikan sesuai
dengan Pernyataan Standar Akuntansi Keuangan
(PSAK) No. 4 (Revisi 2009), “Laporan Keuangan
Konsolidasian dan Tersendiri”.
PSAK No. 4 (Revisi 2009) menyatakan bahwa ketika
sebuah entitas induk memilih untuk menyajikan
laporan keuangan terpisah, laporan keuangan
tersebut seharusnya hanya disajikan sebagai
informasi tambahan terhadap laporan keuangan
konsolidasi. Laporan keuangan tersendiri yang
disajikan oleh entitas induk, di mana investasi dalam
entitas anak, entitas asosiasi dan entitas
dikendalikan bersama dicatat berdasarkan atas
kepemilikan langsung dan bukan berdasarkan hasil
yang dilaporkan dan aset neto entitas investasi.
Kebijakan akuntansi yang diterapkan dalam
penyusunan informasi keuangan entitas induk
adalah sama dengan kebijakan akuntansi yang
digunakan dalam penyusunan laporan keuangan
konsolidasian Perusahaan dan entitas anak
sebagaimana dijelaskan dalam Catatan 2 atas
laporan keuangan konsolidasi, kecuali untuk
investasi pada entitas anak.
Sesuai dengan PSAK No. 4 (Revisi 2009), entitas
induk mencatat investasi pada entitas anak
menggunakan metode biaya.
114
546 Annual Report 2019 Laporan Tahunan
The original consolidated financial statements included herein
are in the Indonesian language.
Appendix 1
PT ELNUSA Tbk
(PARENT ENTITY ONLY)
As of December 31, 2019, and
For the Year Then Ended
(Expressed in millions of Rupiah,
unless otherwise stated)
SUMMARY OF SIGNIFICANT ACCOUNTING
POLICIES
Basis of Preparation of Parent Entity Financial
Information
The separate financial statements are prepared
inaccordance with the Statement of Financial
Accounting Standards (PSAK) No. 4 (Revised 2009),
“Consolidated and Separate Financial Statements”.
PSAK No. 4 (Revised 2009) provides that when
a parent entity chose to present the separate financial
statements, such financial statements should only be
presented as supplementary information to the
consolidated financial statements. Separate financial
statements are those presented by a parent, in which
the investments in the subsidiary, associate entity and
jointly controlled entity are accounted for on the basis
of the direct equity interest rather than on the basis of
the reported results and net assets of the investees.
Accounting policies adopted in the preparation of the
parent entity financial information are the same as the
accounting policies adopted in the preparation of the
Company and its subsidiaries consolidated financial
statements as disclosed in Note 2 to the consolidated
financial statements, except for investments in
subsidiaries.
In accordance with PSAK No. 4 (Revised 2009),
the parent entity recorded the accounting for
investments in subsidiaries using cost method.
PT Elnusa Tbk
PT Elnusa Tbk Annual Report 2019 Laporan Tahunan 547
 ANNU AL REPOR T

2019
LAPORAN TAHUNAN