Integrated Annual Report 2018

Peringatan dan Batasan Notice and Responsibility
Tanggung Jawab Boundary

Dalam Laporan ini terdapat pernyataan yang dapat dianggap There is a statement in this Report that could be considered as
sebagai pandangan masa depan (forward looking statements), forward looking statement so as to observe as the Company
untuk melihat pencapaian Perusahaan dapat berbeda dari achievement could be different from the obtained results. Such
hasil yang diperoleh. Hasil dari perubahan tersebut, antara lain results, among which are economic and politic changes, foreign
perubahan ekonomi dan politik, perubahan nilai tukar valuta exchange, changing prices, commodity market demands
asing, perubahan harga, permintaan dan penawaran pasar and offerings, competition, laws and regulations changes,
komoditas, kompetisi Perusahaan, perubahan undang-undang and accounting policies and guidelines principles, as well as
atau peraturan dan prinsip-prinsip akuntansi, kebijakan dan changing assumptions used in preparing the forward looking
pedoman, serta perubahan asumsi-asumsi yang digunakan statement.
dalam membuat pandangan masa depan (forward looking
statements).
Pemberitahuan Tabel dan Grafik Information on Table and Graph

Tabel dan grafik pada Laporan ini memaparkan data numerik Table and graph in this Report present numerical data which
dengan standar penulisan mengikuti kaidah bahasa Indonesia. writing standards are in line with Indonesia norms. The
Pemaparan numerik dalam teks menggunakan standar kaidah numerical explanation stated in this text uses English and
bahasa Inggris dan Indonesia, sesuai konteksnya. Indonesia norm standards, as per context.
2 Laporan Tahunan Terintegrasi 2018

Integrated Annual Report 2018
Memaksimalkan
Nilai Aset untuk
Pertumbuhan
Keberlanjutan
Maximizing Asset
Value for Sustainable
Growth
PHE terus memaksimalkan nilai aset untuk pertumbuhan
Perusahaan yang berkelanjutan, baik dari kompetensi
s u m b e r d aya m a n u s i a , m a u p u n s u m b e r d aya a l a m
dengan tetap mempertahankan nilai ekonomi, sosial dan
lingkungan. Potensi yang maksimal akan meningkatkan
nilai bagi pemangku kepentingan dan menjadi catatan yang
membanggakan bagi tren kinerja Perusahaan.
PHE continues to maximize the ass et value for the

sustainability of company’s growth, including the human
resources and natural resources to create economic,
social and environmental values. The optimized potentials
will increase value for stakeholders and make a proud
accomplishment for the Company's performance trends.

Daftar Isi
Table of Contents
3 MAKNA TEMA
Theme Background
23 AKSI KORPORASI
Corporate Action
4 DAFTAR ISI
Table of Contents
24 PENGHENTIAN SEMENTARA DAN/ATAU
PENGHAPUSAN PENCATATAN SAHAM
Share Suspension and/or Delisting
10 PENCAPAIAN 2018
Achievements 2018
24 INFORMASI MENGENAI OBLIGASI, SUKUK
ATAU OBLIGASI KONVERSI
12 IKHTISAR DATA KEUANGAN PENTING
Significant Financial Data Highlight
Information on Bonds, Sukuk or Convertible
Bonds
19 IKHTISAR DATA KINERJA OPERASIONAL

Operational Performance Highlight
LAPORAN DEWAN KOMISARIS DAN DIREKSI

26 Board of Commissioners and Directors Report
28 LAPORAN DEWAN KOMISARIS

Board of Commissioners’ Report
48 SURAT PERNYATAAN ANGGOTA DIREKSI
DAN ANGGOTA DEWAN KOMISARIS
TENTANG TANGGUNG JAWAB ATAS
38 LAPORAN DIREKSI
Board of Directors' Report
LAPORAN TAHUNAN TERINTEGRASI 2018
PT PERTAMINA HULU ENERGI
Statement of Board Director and Board of
Commissioners Regarding the Responsibility
for PT Pertamina Hulu Energi Integrated Report
2018
50 TENTANG LAPORAN DAN PELIBATAN PEMANGKU KEPENTINGAN

About this Report and Stakeholder Engagement
53 TENTANG LAPORAN
About Report
61 PELIBATAN PARA PEMANGKU
KEPENTINGAN
Stakeholder Engagement
58 PENETAPAN TOPIK MATERIAL
Determining Material Topic

PROFIL PERUSAHAAN
64 Company Profile
66 INFORMASI UMUM PERUSAHAAN

Company General Information
122 PROFIL VICE PRESIDENT, GENERAL
MANAGER DAN DIREKTUR PERUSAHAAN
ASOSIASI
69 RIWAYAT SINGKAT PERUSAHAAN
Brief History of Company
Profile of Vice President, General Manager and
Director Association Companies
72 PERJALANAN DARI WAKTU KE WAKTU

Milestone
129 JUMLAH PEKERJA, PEKERJA LAIN, DAN
DATA PENGEMBANGAN KOMPETENSI
PEKERJA
74 PERISTIWA PENTING 2018
Significant Events 2018
Number of Workers, Other Workers and Data on
Employee Competence Development
76 WILAYAH KERJA
Working Area
138 PEMEGANG SAHAM UTAMA DAN
PENGENDALI
Majority Shareholders And Controlling
78 VISI, MISI, DAN BUDAYA PERUSAHAAN

Company's Vision, Mission, and Culture
Shareholders
139 DAFTAR ENTITAS ANAK DAN/ATAU

83 STRATEGI PERUSAHAAN
Company Strategies
ENTITAS ASOSIASI
List of Subsidiary and/or Affiliate Associates
85 KEGIATAN DAN BIDANG USAHA

Line of Business and Business Activities
162 STRUKTUR GRUP PERUSAHAAN
Corporate Group Structure
90 STRUKTUR ORGANISASI DAN PEJABAT

SENIOR PERUSAHAAN
164 KRONOLOGI PENERBITAN SAHAM
(TERMASUK PRIVATE PLACEMENT) DAN/
Company Organizational Structure and Senior ATAU PENCATATAN SAHAM DARI AWAL
Officials PENERBITAN SAMPAI DENGAN AKHIR
TAHUN BUKU
96 IDENTITAS DAN RIWAYAT HIDUP SINGKAT
ANGGOTA DEWAN KOMISARIS
Chronology of Share Issuance (Including
Private Placement) and/or Share Listing at The
Identity and Brief Curriculum Vitae of Board of Beginning of Issuance Until the End of Fiscal Year
Commissioners Members
164 KRONOLOGI PENERBITAN DAN/ATAU
108 IDENTITAS DAN RIWAYAT HIDUP SINGKAT
ANGGOTA DIREKSI
PENCATATAN EFEK LAINNYA DARI AWAL
PENERBITAN SAMPAI DENGAN AKHIR
Identity and Brief Curriculum Vitae of Board of TAHUN BUKU
Directors Members Chronology of Other Securities Listing and/or
Issuance at The Beginning of Issuance Until the
End of Fiscal Year

Profil Perusahaan | Company Profile
165 NAMA DAN ALAMAT LEMBAGA DAN/ATAU

PROFESI PENUNJANG PASAR MODAL DAN
176 INFORMASI PADA WEBSITE PERUSAHAAN
Information on Company Website
KEGIATAN USAHA
Name and Address of Capital Market Institutions and/or
Supporting Professions
178 PENDIDIKAN DAN/ATAU PELATIHAN DEWAN
KOMISARIS, DIREKSI, KOMITE-KOMITE,
SEKRETARIS PERUSAHAAN, DAN UNIT AUDIT
168 PENGHARGAAN DAN SERTIFIKASI
Awards and Certifications
INTERNAL
Education and/or Training for The Board of
Commissioners, Board of Directors, Committees,
174 PENCEGAHAN DAN PENGELOLAAN DAMPAK
Impact Prevention and Management
Corporate Secretary, and Internal Audit Unit
ANALISA DAN PEMBAHASAN MANAJEMEN ATAS KINERJA PERUSAHAAN

180 Management Analysis and Discussion Over Company Performance
182 TINJAUAN UMUM

General Review
247 STRUKTUR MODAL DAN KEBIJAKAN
MANAJEMEN ATAS STRUKTUR MODAL
Capital Structure and Management Policies on Capital
188 TINJAUAN OPERASI SEGMEN USAHA EKSPLORASI
Exploration Business Segment Operation Review
Structure
248 IKATAN YANG MATERIAL UNTUK INVESTASI

224 URAIAN ATAS KINERJA KEUANGAN PERUSAHAAN
Description over Company Financial Performance
BARANG MODAL (BUKAN IKATAN PENDANAAN)
PADA TAHUN BUKU
Material Commitment for Capital Goods Investment
245 KEMAMPUAN MEMBAYAR UTANG
Capability to Pay Debt
(Not Financing Commitment) In Fiscal Year
249 INVESTASI BARANG MODAL YANG

246 TINGKAT KOLEKTIBILITAS PIUTANG
Receivables Collectibility
DIREALISASIKAN
Capital Goods Investment Realized

252 INFORMASI DAN FAKTA MATERIAL YANG
TERJADI SETELAH TANGGAL LAPORAN
276 INFORMASI TRANSAKSI MATERIAL
MENGANDUNG BENTURAN KEPENTINGAN
AKUNTAN DAN/ATAU TRANSAKSI DENGAN PIHAK
Information and Material Facts Occurred After the AFILIASI
Accountant Report Date Information of Material Transactions With
Conflict of Interest and/or With Its Affiliated
253 INFORMASI PERBANDINGAN ANTARA TARGET
PADA AWAL TAHUN BUKU DENGAN HASIL
Parties
YANG DICAPAI (REALISASI)

Information on Comparison Between The Target
282 PROGRAM KEPEMILIKAN SAHAM OLEH
KARYAWAN DAN/ATAU MANAJEMEN
At The Beginning of The Fiscal Year With The YANG DILAKSANAKAN PERUSAHAAN
Realization (ESOP/MSOP)
Employee/Management Stock Option Plan
259 TARGET ATAU PROYEKSI YANG INGIN DICAPAI
UNTUK SATU TAHUN MENDATANG
(ESOP/MSOP) Conducted by The Company
Target or Projection to be Achieved for The Coming

Year
283 PERUBAHAN PERATURAN PERUNDANG-
UNDANGAN YANG BERPENGARUH
SIGNIFIKAN TERHADAP PERUSAHAAN
263 URAIAN TENTANG PROSPEK USAHA
Description on Business Prospect
Changes of Laws and Regulations That
Significantly Impact the Company
267 URAIAN TENTANG ASPEK PEMASARAN

Description on Marketing Aspect
286 URAIAN MENGENAI PERUBAHAN
KEBIJAKAN AKUNTANSI YANG
DITERAPKAN PERUSAHAAN PADA TAHUN
272 KEBIJAKAN DIVIDEN DAN PEMBAYARAN
DIVIDEN
BUKU
Description on Accounting Policies Changes
Dividend Policy and Dividend Payment Applied by The Company Within The Fiscal Year
274 REALISASI PENGGUNAAN DANA HASIL

PENAWARAN UMUM
287 INFORMASI KELANGSUNGAN USAHA
Business Continuity Information
Realization of Public Offering Funds Use
274 INFORMASI MATERIAL MENGENAI

INVESTASI, EKSPANSI, DIVESTASI, AKUISISI,
RESTRUKTURISASI UTANG, TRANSAKSI
AFILIASI DAN TRANSAKSI MENGANDUNG
BENTURAN KEPENTINGAN
Material Information on Investment, Expansion,
Divestitures, Acquisition, Debt Restructuring,
Affiliated Party Transactions, and Transactions With
Conflict of Interest

LAPORAN TATA KELOLA PERUSAHAAN
290 Corporate Governance Report
293 DASAR HUKUM, PRINSIP-PRINSIP DAN

TUJUAN PENERAPAN GCG
434 PERNYATAAN KEPATUHAN DIREKSI DAN
DEWAN KOMISARIS TERHADAP PEDOMAN
Legal Basis, Principles, and Objectives of GCG PERILAKU & ETIKA BISNIS (COC) PHE
Implementation Statement of Compliance with Board of Directors
and Board of Commissioners of PHE's Code of
302 RAPAT UMUM PEMEGANG SAHAM
General Meeting of Shareholders
Conduct & Business Ethics (COC)
435 PENGUNGKAPAN MENGENAI

311 DEWAN KOMISARIS
Board of Commissioners
WHISTLEBLOWING SYSTEM
Disclosure of The Whistleblowing System
329 KOMISARIS INDEPENDEN

Independent Commissioner
440 BUDAYA PERUSAHAAN
Company's Culture
332 URAIAN MENGENAI DIREKSI

Description on Board of Directors
441 PERKARA PENTING YANG SEDANG
DIHADAPI PERUSAHAAN, ENTITAS ANAK,
SERTA ANGGOTA DEWAN KOMISARIS
360 PENILAIAN PENERAPAN GCG UNTUK
TAHUN BUKU 2018
DAN ANGGOTA DIREKSI YANG MENJABAT
PADA PERIODE LAPORAN TAHUNAN
Assessment on GCG Implementation for Fiscal Important Cases Faced by the Company,
Year 2018 Subsidiary, as well as Members of the Board of
Commissioners and Directors who are Serving in
364 KEBIJAKAN, PROSEDUR, DASAR
PENETAPAN, STRUKTUR DAN BESARAN
Annual Report Period
REMUNERASI DEWAN KOMISARIS

Policies, Procedures, Basis for Determination,
444 INFORMASI TENTANG SANKSI UNTUK
PERUSAHAAN
Structure and Remuneration of the Board of Information on Sanctions on the Company
Commissioners
445 AKSES INFORMASI DAN DATA
369 KOMITE AUDIT
Audit Committee
PERUSAHAAN
Company Information and Data Access
378 KOMITE MANAJEMEN RISIKO DAN SUMBER

DAYA MANUSIA (MRSDM)
446 PENERAPAN ATAS PEDOMAN GCG BAGI
PERUSAHAAN PUBLIK PENERBIT EFEK
Risk Management and Human Resources BERSIFAT EKUITAS
Committee (MRSDM) GCG Guidelines Implementation for Equity-
Based Publicly-Listed Issuers
389 URAIAN TUGAS DAN FUNGSI SEKRETARIS
PERUSAHAAN
Description of Duties and Responsibilities of
446 KEBIJAKAN MENGENAI KEBERAGAMAN
KOMPOSISI DEWAN KOMISARIS DAN
Corporate Secretary DIREKSI
Policies on The Compositional Diversity of The
397 URAIAN MENGENAI UNIT INTERNAL AUDIT
Description on Internal Audit Unit
Board of Commissioners and Board of Directors
448 PROGRAM KEPEMILIKAN SAHAM OLEH

417 URAIAN MENGENAI AKUNTAN PUBLIK
Description on Public Accountant
KARYAWAN DAN/ATAU MANAJEMEN
Program for Stock Ownership by Employees
and/or Management
418 MANAJEMEN RISIKO PERUSAHAAN
The Risk Management of The Company
448 TINJAUAN OPERASIONAL PENDUKUNG
Supporting Operational Review
428 URAIAN MENGENAI SISTEM
PENGENDALIAN INTERNAL
Description on Internal Control System
457 PENGELOLAAN RANTAI PASOK
Supply Chain Management
432 BAHASAN MENGENAI KODE ETIK

Discussion of The Code of Conduct

TANGGUNG JAWAB SOSIAL DAN LINGKUNGAN
464 Social and Environmental Responsibility
466 KINERJA EKONOMI

Economic Performance
539 CORPORATE SOCIAL RESPONSIBILITY
YANG TERKAIT DENGAN TANGGUNG
JAWAB KEPADA KONSUMEN DAN PRODUK
471 CORPORATE SOCIAL RESPONSIBILITY YANG
TERKAIT DENGAN LINGKUNGAN HIDUP
Corporate Social Responsibility in Consumers
and Products
Corporate Social Responsibility in Environment
549 SOSIALISASI DAN DUKUNGAN PADA
497 PENGENDALIAN EMISI DAN MENJAGA
KEANEKARAGAMAN HAYATI
ANTIKORUPSI
Socialization and Support to Anti-corruption
Emission Control and Preserving Biodiversity
552 CORPORATE SOCIAL RESPONSIBILITY
509 CORPORATE SOCIAL RESPONSIBILITY YANG
TERKAIT DENGAN KETENAGAKERJAAN,
YANG TERKAIT DENGAN
PENGEMBANGAN SOSIAL DAN
KESEHATAN, DAN KESELAMATAN KERJA KEMASYARAKATAN
Corporate Social Responsibility in Employment, corporate social responsibility activities
Occupational Health and Safety related to social and community development.
580 REFERENSI POJK DAN INDEKS ISI

STANDAR GRI
594 REFERENSI KRITERIA ANNUAL
REPORT AWARD 2016
POJK References and GRI Standard Content Index 2016 Reference of Annual Report Award
Criteria
592 INDEKS KERANGKA LAPORAN
TERINTEGRASI
Integrated Report Framework Index
627 LEMBAR UMPAN BALIK
Feedback Form
592 INDEKS TUJUAN PEMBANGUNAN

BERKELANJUTAN
630 LAPORAN KEUANGAN AUDITED
Audited Financial Statements
Sustainable Development Goals (SDGS) Index

Pencapaian 2018
Achievements 2018
1
Survei | Survey
2D (km) 1.400
3D (km2) 421
Pemboran | Drilling
2 Eksplorasi 5 sumur | Exploration of 5 wells
Eksploitasi 17 sumur | Exploitation of 17 wells
Temuan Sumberdaya
3 Resource Findings
Minyak 123,56 MMBO | 123.56 MMBO
Gas 517,50 BSCF | 517.50 BSCF
Migas 212,88 MBOE | 212.88 MMBOE
Tambahan Cadangan
4 Additional Reserves
Minyak 60,26 MMBO | 60.26 MMBO

Gas 341,24 BSCF | 341.24 BSCF
Migas 119,16 MBOE | 119.16 MMBOE Finansial
6 Financial
Pendapatan Usaha | Operating Revenue

Produksi & Lifting
5 Production & Lifting US$2.528,09 juta | US$2,528.09 million
Total Produksi | Total Production Laba Komprehensif | Comprehensive Income

• Minyak 25.183 MBO | 25,183 MBO US$466,12 juta | US$466,12 million
• Gas 290 BSCF | 290 BSCF Laba per Saham | Profit per Share
• Migas 75.191 MBOE | 75,191 MMBOE US$2,38 juta | US$2.38 million
Total Lifting | Total Lifting Laba Bersih | Net Profit

• Minyak 25.318 MBO | 25,318 MBO US$476,73 juta | US$476.73 million
• Gas 208 BSCF | 208 BSCF EBITDA
• Migas 61.196 MBOE | 61,196 MMBOE US$1.637,65 juta | US$1,637.65 million

Kesehatan dan Pengelolaan
7 Keselamatan Kerja 8 Sumberdaya Manusia
Occupational Health and Safety Human Capital Management
32,1 juta jam kerja selamat | 99.998 total jam pelatihan pekerja |
32.1 million safe working hours 99,998 training hours
Nihil kecelakaan kerja fatal | Penghargaan Most Comprehensive in People

Zero fatal work accident Development pada APSA 2018 |
Most Comprehensive in People Development Award for APSA 2018
Best of the Best Annual Pertamina
Subsidiary Award (APSA) 2018 |
Pengelolaan Lingkungan
9
Best of the Best Annual Pertamina Subsidiary Award
(APSA) 2018 Environmental Management
Penghargaan dari Kementerian
Ketenagakerjaan dan Transmigrasi 1st Winner Asean Energy Award 2018, 36th
Republik Indonesia untuk 2 kategori | Asean Minister of Energy Meeting (AMEM),
Award from the Ministry of Manpower of the Republic
Singapore |
1st Winner Asean Energy Award 2018, 36th Asean Minister of
of Indonesia for 2 categories
Energy Meeting (AMEM), Singapore
2 PROPER Emas |
2 Gold PROPER
PHE Offshore North West Java (ONWJ)

JOB Pertamina Talisman Jambi Merang
Penghargaan Efisiensi Energi Nasional
Subroto Awards 2018, Kementerian Energi
dan Sumber Daya Mineral |
National Energy Efficiency Subroto Awards 2018, Ministry of
Energy and Mineral Resources of the Republic of Indonesia
10
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Global CSR Award 2018 The Pinnacle Group

International kategori CSR Leadership
pada The 10th Annual Global CSR Award 2018, PHE |
Global CSR Award 2018 of the Pinnacle Group International in the
category of CSR Leadership at The 10th Annual Global CSR Award
2018, PHE
3 Padmamitra Awards Kementerian Sosial |

3 Padmamitra Awards Ministry of Social Services
PHE ONWJ
JOB Jambi Merang
JOB Tomori

Ikhtisar Data Keuangan Penting

Skala Organisasi [102-7]
Organization Scale [102-7]
Uraian Satuan
No 2018 2017 2016
Description Unit
Jumlah Pekerja | The number of workers
Pekerja PHE | PHE Employee 2.156 1.754 501

Orang
1
People
Pekerja Lain | Other Employees 158 1.235 51
Jumlah Area Operasi Wilayah Kerja ( Blok)

2 51 53 52
Total Area of Operation Area of Operation
3 Pendapatan | Revenue 2.528,09 1.999,08 1.533,13

Million US$
4 Laba | Profit 476,73 250,88 191,02
Total Kapitalisasi | Total Capitalization
Total Kewajiban | Total Liability 2.073,01 2.712,44 2.968,05

5
Total Ekuitas | Total Equity Million US$ 2.458,66 2.068,35 1.940,34
6 Total Aset | Total Assets 4.531,67 4.780,79 4.908,39
Total Lifting
Minyak | Oil MBO 25.318 25.215 22.557
7 Gas | Gas BSCF 208 205 208
Migas | Oil and Gas MBOE 61.196 60.556 22.593
Cadangan Terbukti | Additional Proven Reserves
Minyak | Oil MMBO 60,28 118 18
8 Gas | Gas BSCF 341,25 335 142
Migas | Oil and Gas MMBOE 119,16 176 43

Nilai Ekonomi Didapat dan Didistribusikan (Juta US$) [201-1]
Economic Value Generated and Distributed (Million US$) [201-1]
Uraian 2018 2017 2016 2015

Description
Nilai Ekonomi Dihasilkan | Economic Value Generated
Total Pendapatan | Total Revenue 2.528,09 1.999,08 1.533,26 1.782,13
Nilai Ekonomi Didistribusikan | Economic Value Distributed
Biaya Operasi | Operating Cost 1.617,52 1.107,51 1.097,79 1.003,55
Gaji Pekerja dan Tunjangan

104,14 97,31 26,82 13,27
Employee Salaries and Benefits
Pembayaran Kepada Penyandang Dana

202,32 426,04 169,17 500,49
Payments to Providers of Capital
Pembayaran Kepada Pemerintah

127,44 116,24 47,67 61,44
Payments to Government
Investasi untuk Komunitas

2,09 2,05 1,86 2,08
Community Investments
Total Distribusi Nilai Ekonomi

2.053,97 1.750,19 1.344,27 1.580,33
Total Economic Value Distributed
Nilai Ekonomi Ditahan | Economic Value Retained
Jumlah | Total 474,12 248,89 188,86 201,30

Tabel Kontribusi Kepada Negara [201-1]

Table of Contributions to the State [201-1]
Uraian 2018 2017 2016 2015

Description
Pendapatan Negara Bukan Pajak (PNBP) | Non-tax State Revenues (PNBP)
PNBP Lainnya | Other PNBP 34,50 116,24 47,67 61,44
Subtotal PNBP | Subtotal PNBP 34,50 116,24 47,67 61,44
Pajak | Taxes
Pajak Pertambahan Nilai | Value Added Tax 42,94 40,22 47,81 68,79
Pajak Bumi dan Bangunan | Land and Building Tax 45,83 13,61 18,99 33,71
Pajak Penghasilan Karyawan | Employee Income Tax 35,39 34,56 23,10 19,12
Pajak Penghasilan Badan | Corporate Income Tax 254,01 306,53 166,62 204,89
BBN dan Pajak Kendaraan/Retribusi Daerah

0,01 0,01 - -
Title Transfer Tax and Vehicle Tax/Regional Levies
Pajak Lainnya | Other Taxes 9,16 0,68 0,36 0,15
Subtotal Pajak | Subtotal Taxes 387,34 395,61 256,88 326,66
Jumlah Kontribusi Kepada Negara

(Subtotal PNBP + Subtotal Pajak)
421,84 511,86 304,56 388,09
Total Contribution to the State (Subtotal PNBP+Subtotal
Taxes)

Tabel Ikhtisar Laba Rugi Komprehensif (Juta US$)

Table of Comprehensive Income Highlight (Million US$)
Deskripsi | Description 2018 2017 2016 2015 2014

Pendapatan Usaha | Revenue 2.528,09 1.999,08 1.533,13 1.782,13 2.414,97
Biaya Produksi | Production Expenses 845,64 703,81 590,22 757,89 731,59
Biaya Eksplorasi | Exploration Expenses 55,79 44,20 23,61 57,84 117,62
Biaya Umum dan Administrasi

43,17 110,29 35,75 20,08 12,25
General and Administration Expenses
Biaya Depresiasi dan Amortisasi

412,73 535,73 497,83 416,46 390,27
Depreciation and Amortization Expenses
Jumlah Beban Usaha | Total Operating Expenses 1.357,33 1.394,03 1.147,41 1.252,27 1.251,73
Laba Usaha | Operating Income 1.170,76 605,05 385,72 529,86 1.163,24
Pendapatan/(Beban) Lainnya – Bersih

151,62 259,64 (132,26) (100,43) (170,83)
Other Income /(Expenses) - Net
Laba Sebelum Pajak | Income Before Tax 1.019,14 345,41 253,46 429,44 992,41
Beban Pajak | Tax Expenses 542,41 94,53 62,44 225,33 604,75
Laba Setelah Pajak | Income After Tax 476,73 250,88 191,02 204,11 387,67
Pendapatan Komprehensif
(10,61) (5,23) 1,79 5,97 5,13
Comprehensive income
Laba Komprehensif | Comprehensive Revenue 466,12 245,65 192,81 210,08 392,79
Laba yang Diatribusikan Kepada Entitas Induk/

Pengendali 474,13 248,89 188,86 201,30 381,99
Income Attributable to Majority Interest
Laba yang Diatribusikan kepada Entitas

Non-Pengendali 2,60 1,99 2,16 2,82 5,68
Income Attributable to Minority Interest
Laba Komprehensif yang Diatribusikan ke Entitas

Induk/Pengendali 463,52 243,66 190,65 207,27 387,11
Comprehensive Income Attributable to Majority Interest
Grafik Laporan Laba Rugi Komprehensif (Juta US$)

Graph of Comprehensive Income Statement (Million US$)
Pendapatan Usaha Laba Setelah Pajak Laba Komprehensif Laba Per Saham
Revenue Income After Tax Comprehensive Income Earning Per Share
2014 2.414,97 387,67 392,79 1,94
2015 1.782,13 204,11 210,08 1,02
2016 1.533,13 191,02 192,81 0,94
2017 1.999,08 250,88 245,65 1,25
2018 2.528,09 476,73 466,12 2,38

Tabel Ikhtisar Kinerja Saham dan Obligasi

Table of Share and Bond Performance Highlight
Deskripsi 2018 2017 2016 2015 2014

Description
Laba Komprehensif yang Diatribusikan Ke Entitas

Non-Pengendali (juta US$)
2,60 1,99 2,16 2,82 5,58
Comprehensive Income Attributable to Minority
Interest (million US$)
Laba Setelah Pajak (juta US$)

476,73 250,88 191,02 204,11 387,67
Income After Tax (million US$)
Jumlah Lembar Saham (lembar)

200.000.000 200.000.000 200.000.000 200.000.000 200.000.000
Number of Shares (in Unit)
Laba (Rugi) Per Saham (juta US$)

2,38 1,25 0,96 1,02 1,94
Profit (Loss) per Share (million US$)
Tabel Informasi Posisi Keuangan Perusahaan

dalam Bentuk Perbandingan (Juta US$)
Information Table of The Company Financial Position in Comparative Form (Million US$)
Deskripsi 2018 2017 2016 2015 2014

Description
ASET | ASSETS
Aset Lancar | Current Assets 889,77 841,53 811,67 892,42 1.435,95
Aset Tidak Lancar | Non-current Assets 3.641,90 3.939,26 4.096,72 4.278,14 4.375,45
Jumlah Aset | Total Assets 4.531,67 4.780,79 4.908,39 5.170,56 5.811,39
LIABILITAS | LIABILITY
Liabilitas Jangka Pendek | Short-term Liability 778,97 1.477,67 1.229,16 1.946,45 2.189,93
Liablitas Jangka Panjang | Long-term Liablity 1.294,04 1.234,77 1.738,89 1.475,07 1.701,71
Jumlah Liabilitas | Total Liabilities 2.073,01 2.712,44 2.968,05 3.421,53 3.891,64
EKUITAS | EQUITY
Jumlah Ekuitas | Total Equity 2.458,66 2.068,35 1.940,34 1.749,03 1.919,75
Liabilitas dan Ekuitas | Liability and Equity 4.531,67 4.780,79 4.908,39 5.170,56 5.811,39
Investasi pada Entitas Asosiasi

279,30 240,52 195,10 176,85 212,24
Investments in Associates

Grafik Laporan Posisi Keuangan (Juta US$)

Graph of Financial Position Statement (Million US$)
Jumlah Aset Jumlah Liabilitas Ekuitas Investasi pada Entitas Asosiasi

Total Assets Total Liability Total Equity Total Investments in Associates
2014 5.811,39 3.891,64 1.919,75 212,24
2015 5.170,56 3.421,53 1.749,03 176,85
2016 4.908,39 2.968,05 1.940,34 195,10
2017 4.780,79 2.712,44 2.068,35 240,52
2018 4.531,67 2.073,01 2.458,66 279,30
Tabel Rasio Keuangan dalam Bentuk Perbandingan

Table of Financial Rations in Comparative Form
Deskripsi 2018 2017 2016 2015 2014

Description
PROFITABILITAS | PROFITABILITY
Imbal Balik Atas Ekuitas | Return on Equity 23,89 26,83 10,78 20,24 33,25
Imbal Balik Atas Investasi | Return on Investment 36,73 29,23 20,66 13,01 24,84
Margin Laba Usaha | Operating Profit Margin 46,31 30,27 25,16 29,73 48,00
Margin Laba Bersih | Net Profit Margin 18,75 24,42 15,87 11,30 15,82
LIKUIDITAS | LIQUIDITY
Rasio Kas | Cash Ratio 27,89 7,28 9,74 9,52 10,22
Rasio Lancar | Current Ratio 114,22 56,95 66,03 45,85 65,57
EFISIENSI | EFFICIENCY
Periode Kolektibilitas | Collection Period 30,67 45,76 43,41 5,98 33,52
Perputaran Total Aset | Total Assets Turnover 511,91 51,70 36,93 40,81 48,79
SOLVABILITAS | SOLVABILITY
Rasio Modal Terhadap Total Aset | Equity to Total Asset Ratio 30,67 43,26 39,53 33,83 33,03
Time Interest Earned Ratio 70,68 29,46 17,07 36,01 44,89

Tabel Ikhtisar Rasio-rasio Keuangan Lainnya

Highlight Table of Other Financial Ratios
Deskripsi 2018 2017 2016 2015 2014

Description
Tahun Fiskal | Fiscal Year 2017 2016 2015 2014 2013
Dividen yang Dibayarkan (US$)

74.665.625 114.156.115 0,00 380.802.530 354.182.180
Dividend Paid (US$)
Tanggal Pembayaran | Payment Date 7 Sep 2018 21 Juli 2017 - 3 Nov 2014 30 Mei 2014
Dividen Per Saham | Dividend per Share 1,39 2,13 N/A 1,90 1,77
Rasio Pembayaran Dividen | Dividend Payout Ratio 29,76% 59,76% N/A 98,20% 49,50%
Grafik Rasio-rasio Keuangan Lainnya

Graph of Other Financial Ratios
Margin Laba Bersih Rasio Lancar Rasio Kas Rasio Modal terhadap Total Aset
Net Profit Margin Current Ratio Cash Ratio Equity to Total Asset Ratio
2014 15,82 65,57 10,22 33,03
2015 11,30 45,85 9,52 33,83
2016 15,87 66,03 9,74 39,53
2017 24,42 56,95 7,28 43,26
2018 18,75 114,22 27,89 30,67

Ikhtisar Data Kinerja Operasional

Operational Performance Highlight
Tabel Ikhtisar Kinerja Kegiatan Eksplorasi dan Eksploitasi

Table of Exploration and Exploitation Performance Highlight
Deskripsi 2018 2017 2016 2015 2014

Description
SURVEI SEISMIK | SEISMIC SURVEY
2D (Km) 1.400 3.950 - - -

3D (Km2) 421 320 146 - 1.646
PEMBORAN | DRILLING
Eksplorasi (Sumur) | Exploration (Well) 5 8 17 15 27
Eksploitasi (Sumur) | Exploitation (Well) 17 11 6 44 73
TEMUAN SUMBER DAYA (2C) | CONTINGENCY RESOURCES FINDINGS (2C)
Minyak (MMBO) | Oil (MMBO) 124 265 26 26 51

Gas (BSCF) | Gas (BSCF) 517 1.463 646 623 395
Migas (MMBOE) | Oil and Gas (MMBOE) 212 517 138 133 119
TAMBAHAN CADANGAN (P1) | ADDITIONAL PROVEN RESERVES (P1)
Minyak (MMBO) | Oil (MMBO) 60 118 18 15 30

Gas (BSCF) | Gas (BSCF) 341 335 142 127 90
Migas (MMBOE) | Oil and Gas (MMBOE) 119 176 43 36 45
Tabel Ikhtisar Kinerja Produksi Minyak Mentah dan Gas Bumi

Table of Crude Oil and Gas Production Performance Highlight
Deskripsi 2018 2017 2016 2015 2014

Description
TOTAL PRODUKSI | TOTAL PRODUCTION
Minyak Mentah (MBO) | Crude Oil (MBO) 25.183 25.274 22.907 24.200 25.642
Gas Bumi (BSCF) | Gas (BSCF) 290 264 264 247 186
Migas (MBOE) | Oil and Gas (MMBOE) 75.191 70.874 22.953 24.243 25.674
PRODUKSI PER HARI | PRODUCTION PER DAY
Minyak Mentah (MBOPD)

69 69 63 66 70
Crude Oil (MBOPD)
Gas Bumi (MMSCFD) | Gas (MMSCFD) 794 723 722 678 509
Migas (MBOEPD) | Oil and Gas (MBOEPD) 206 194 184 183 158

Tabel Kinerja Lifting Minyak Mentah dan Gas Bumi

Table of Crude Oil and Gas Lifting Performance
Deskripsi 2018 2017 2016 2015 2014

Description
TOTAL LIFTING
Minyak Mentah (MBO) | Crude Oil (MBO) 25.318 25.215 22.557 23.816 25.448
Gas Bumi (BSCF) | Gas (BSCF) 208 205 208 184 157
Migas (MBOE) | Oil and Gas (MMBOE) 61.196 60.556 22.593 23.844 25.475
LIFTING PER HARI | LIFTING PER DAY
Minyak Mentah (MBOPD)

69,36 69,08 62 65 70
Crude Oil (MBOPD)
Gas Bumi (MMSCFD) | Gas (MMSCFD) 570 560,97 568 505 430
Migas (MBOEPD) | Oil and Gas (MBOEPD) 167 165,91 160 152 144
Grafik Kinerja Operasional Produksi Minyak Mentah dan Gas Bumi

Graph of Crude Oil and Gas Production Operational Performance
Pemboran Eksplorasi (Sumur) Pemboran Eksploitasi (Sumur) Produksi Minyak (MBO)

Exploration Drilling (Well) Exploitation Drilling (Well) Oil Production (MBO)
2014 27 73 25.642
2015 15 44 24.200
2016 17 6 22.907
2017 8 11 25.274
2018 5 17 25.183
Produksi Gas (BSCF) Lifting Minyak (MBO) Lifting Gas (BSCF)

Gas Production (BSCF) Oil Lifting (MBO) Gas Lifting (BSCF)
2014 186 25.448 157
2015 247 23.816 184
2016 264 22.557 208
2017 264 25.210 205
2018 290 25.318 208

Kinerja Produksi Migas Subsidiaries’ Oil and Gas

Anak Perusahaan Production Performance
Laporan ini menyertakan kinerja produksi minyak mentah This report includes crude oil and gas (oil and gas)
dan gas bumi (migas) Entitas Anak Perusahaan selama production performance of the subsidiaries in 2018, but
tahun 2018, namun tidak menyertakan pelaporan kinerja excludes the previous performance reporting to be used as
periode sebelumnya sebagai pembanding. Informasi comparison. Information related to such issue is presented
tentang hal tersebut disampaikan terpisah dalam laporan separately in each Subsidiary Report.
masing-masing Anak Perusahaan.
Tabel Kinerja Produksi Minyak dan Gas Anak Perusahaan Tahun 2018
Table of Subsidiaries' Oil and Gas Production Performance 2018
Minyak Gas Minyak Setara Gas

Anak Perusahaan Oil Gas Oil Equivalent to Gas
Subsidiaries
BOPD MMSCFD BOEPD
JOINT OPERATOR
PHE Raja Tempirai 278 0,2 309
PHE Salawati 806 1,9 1.130
PHE Gebang N Sumatra - - -
PHE Jambi Merang 2.178 43,4 9.673
PHE Tomori Sulawesi 3.841 154,2 30.449
PHE Tuban East Java 1.158 2,7 1.624
PHE Tuban 231 0,4 300
PHE Ogan Komering 1.535 5,8 2.536
PHE CPP 5.434 - 5.434
PHE Simenggaris - 0,03 5
OPERATOR
PHE WMO 4.567 106,3 22.905
PHE ONWJ 26.416 99,7 43.627
PHE Siak 1.818 - 1.818
PHE NSO & PHE NSB 1.867 155,9 28.771
PHE Kampar 1.047 - 1.047

Tabel Kinerja Produksi Minyak dan Gas Anak Perusahaan Tahun 2018
Table of Subsidiaries' Oil and Gas Production Performance 2018
Minyak Gas Minyak Setara Gas

Anak Perusahaan Oil Gas Oil Equivalent to Gas
Subsidiaries
BOPD MMSCFD BOEPD
NON OPERATOR
PHE Corridor 704 102,1 18.317
PHE Jabung 2.141 39,7 8.994
PHE Makassar Strait 159 0,2 196
PHE OSES * 13.858 41,7 21.051
PHE Salawati Basin 460 2,1 824
PHE South Jambi B - - -
PHE Tengah K 130 6,0 1.162
PHE Oil and Gas 136 27,4 4.856
PHE Kakap 234 4,3 976
JUMLAH | TOTAL
Total Produksi Entitas Anak

68.996 793,8 201.600
Total Production of Subsidiaries
* Beralih Menjadi Operator Sejak 06 September 2018 | Turning into an Operator Since 06 September 2018
Informasi Kinerja Saham Share Performance Information
PT Pertamina Hulu Energi (PHE) bukan merupakan PT Pertamina Hulu Energi (PHE) is not a Limited Liability
Perseroan Terbatas Terbuka (Tbk). Oleh sebab itu, PHE Company (Tbk). Hence, PHE never lists its shares on any
tidak pernah mencatatkan maupun mendaftarkan saham stock exchanges, thereby this report does not provide
Perusahaan pada Bursa Efek Indonesia, sehingga Laporan information on share price in table and graph, number of
ini tidak menyertakan informasi harga saham dalam bentuk outstanding shares, information in table containing, market
tabel dan grafik, jumlah saham yang beredar serta informasi capitalization based on price set by the Indonesia Stock
dalam bentuk tabel yang memuat: Exchange the shares are listed;
• Kapitalisasi pasar berdasarkan harga pada bursa efek • Market capitalization based on prices on the stock
tempat saham dicatatkan exchange Where the shares are listed

• Harga s aham tertinggi terendah dan penutupan • Highest, lowest, and closing share price based on price
berdasarkan harga pada bursa efek tempat saham set by the stock exchange the shares are listed
dicatatkan
• Volume perdagangan saham pada bursa efek tempat • Trading volume on the stock exchange wherein the shares
saham dicatatkan are listed
• Informasi dalam bentuk grafik yang memuat paling kurang • Information in graph comprising of at least closing price
harga penutupan berdasarkan harga pada bursa efek according to price set by the stock exchange wherein the
tempat saham dicatatkan shares are listed
• Volume perdagangan saham pada bursa efek tempat • Trading volume on the stock exchange wherein the shares
saham dicatatkan are listed.
Aksi Korporasi Corporate Action
Dalam kurun waktu periode pelaporan, PHE tidak melakukan During the reporting period, PHE did not perform any
aksi korporasi yang berdampak terhadap komposisi corporate actions which had impacts to the composition of
kepemilikan saham Perusahaan. Namun selama tahun ownership of the Company. However, in 2018 the Company
2018, Perusahaan melaksanakan beberapa kebijakan yang administered several policies associated with PHE’s
berkaitan dengan kepemilikan saham PHE pada Entitas ownership in the subsidiaries.
Anak.
Selama tahun 2018 PHE menerima alih kelola empat Throughout 2018 PHE accepted the management transfer
Blok terminasi yang ditugaskan Pemerintah kepada PT of four terminated block which were assigned by the
Pertamina (Persero), yakni: Blok Ogan Komering, Blok Government to PT Pertamina (Persero), such as: Ogan
Tuban, Blok Southeast Sumatra (SES) dan Blok North Komering Block, Tuban Block, Southeast Sumatra Block
Sumatra Offshore (NSO) (SES) and North Sumatra Offshore Block (NSO)
PHE melalui Anak Perusahaan PT PHE Tuban East Java PHE through a subsidiary PT PHE Tuban East Java handed
telah menyerahkan pengelolaan Lapangan Unitisasi over the management of the Sukowati Unitization Field
Sukowati di Blok Tuban, kepada PT Pertamina EP pada in Tuban Block, to PT Pertamina EP on May 20, 2018. The
20 Mei 2018. Pengalihan tersebut dilakukan berdasarkan transfer was carried out based on the ESDM Ministerial
Keputusan Menteri ESDM Nomor 2800/13/MEM.M/2018 Decree Number 2800/13 / MEM.M / 2018 dated 17 May
tanggal 17 Mei 2018. Setelah adanya pengalihan tersebut, 2018. After the transfer,PHE still manages other fields in
PHE masih mengelola lapangan-lapangan lain di Blok Tuban, Tuban Block, such as Mudi, Sumber, and Lengowangi.
seperti Mudi, Sumber, dan Lengowangi.

Penghentian Sementara dan/atau Share Suspension and/or

Penghapusan Pencatatan Saham Delisting
Perusahaan tidak pernah mencatatkan maupun The Company never listed and registered its shares on stock
mendaftarkan saham Perusahaan pada bursa efek. Dengan exchange. Thus, this Report does not contain information on
demikian Laporan ini tidak menyertakan informasi mengenai share suspension and delisting during the reporting period.
penghentian sementara maupun penghapusan pencatatan
saham, yang terjadi dalam kurun waktu periode pelaporan.
Informasi Mengenai Obligasi, Information on Bonds, Sukuk or

Sukuk atau Obligasi Konversi Convertible Bonds
PT Pertamina Hulu Energi (PHE) tidak pernah menerbitkan PT Pertamina Hulu Energi (PHE) never issued and owned
maupun memiliki obligasi, sukuk atau obligasi konversi bonds, sukuk, or convertible bonds during the reporting
selama kurun waktu periode pelaporan. Dengan demikian, period. Thus, this Report does not contain information on
Laporan ini tidak menyajikan informasi kinerja obligasi/ bonds/sukuk/convertible bonds performance which contain
sukuk/obligasi konversi yang memuat jumlah obligasi/sukuk/ a number of outstanding bonds/sukuk/convertible bonds,
obligasi konversi yang beredar (outstanding), tingkat bunga/ interest/benefit rate, due date, and bonds/sukuk rating in
imbalan, tanggal jatuh tempo dan peringkat obligasi/sukuk 2017 and 2018.
tahun 2017 dan 2018.


Laporan Dewan
Komisaris dan
Direksi
and Directors Report
Strategi bisnis dan prospek usaha yang disusun
Direksi dan pengawasan yang dilakukan Dewan
Komisaris, telah menjawab tantangan dan
meraih peluang bagi PT Pertamina Hulu Energi
(PHE) untuk terus bertumbuh.
Business strategies and business prospects prepared by the

Board of Directors and supervising conducted by the Board of
Commissioners have answered the challenges and attained
opportunities for PT Pertamina Hulu Energi (PHE) to continue
growing.
Laporan Dewan Komisaris dan Direksi
Board of Commissioners and Directors Report
Laporan
Dewan Komisaris
Board of
Commissioners’ Report
Di tahun 2018, Direksi telah berhasil

merealisasikan kinerja positif dengan
peningkatan laba usaha sebesar
93% dibanding tahun sebelumnya.
Perolehan kinerja ekonomi ini juga
diiringi oleh keberhasilan PHE
memperoleh dua penghargaan
PROPER Emas sebagai bukti
penerapan komitmen atas kepatuhan
pengelolaan lingkungan.
In 2018, the Board of Directors have succeeded in realizing positive performance by increasing
operating income by 93% compared to the previous year. The economic performance was also
accompanied by the achievement of PHE in obtaining two Gold PROPER awards as realization of the
commitment to compliance with environmental management.

Para pemegang saham dan pemangku To our respected shareholders and

kepentingan yang terhormat. stakeholders,
Puji dan syukur kami panjatkan bersama ke hadirat Tuhan Praise to the the One Almighty God for his blessings
Yang Maha Esa, karena berkat perkenan-Nya, Dewan allowed the Board of Commissioners to perform their
Komisaris telah dapat menjalankan tugas dan tanggung duties and responsibilities in supervising PT Pertamina Hulu
jawab pengawasan terhadap pengelolaan PT Pertamina Energi (PHE) management in 2018. Prior to detailing the
Hulu Energi (PHE) sepanjang tahun 2018. Sebelum performance report, we would like to express our gratitude
menguraikan laporan kinerja, izinkan kami menyampaikan to all parties and stakeholders for the dedication, as well as
terima kasih kepada semua pihak dan segenap pemangku the support given to the Company that we could pass 2018
kepentingan atas dedikasi, serta dukungan yang diberikan with good performance.
kepada Perusahaan, sehingga bisa melalui tahun 2018
dengan kinerja yang baik.
Pelaksanaan Kinerja Pengawasan Oleh Supervision Performance by the Board

Dewan Komisaris of Commissioners
Sesuai Anggaran Dasar Perusahaan, lingkup tugas dan In accordance with the Company Articles of Association,
tanggung jawab Dewan Komisaris adalah melakukan the scope of duties and responsibilities held by the Board of
pengawasan terhadap Direksi dalam mengurus Perusahaan. Commissioners include supervising the Board of Directors
Dalam menjalankan tugas dan tanggung jawab tersebut, in managing the Company. In order to realize such duties
Dewan Komisaris dibantu organ pendukung, yakni and responsibilities, the Board of Commissioners are
Sekretariat Dewan Komisaris, Komite Audit serta Komite assisted by supporting organs, namely Secretariat of the
Manajemen Risiko dan Sumber Daya Manusia (MRSDM). Board of Commissioners, Audit Committee, as well as Risk
Management and Human Capital Committee (MRSDM).
Selama periode pelaporan, Dewan Komisaris telah Throughout the reporting period, the Board of
melaksanakan tugas dan tanggung jawab melakukan Commissioners fulfilled the duties and responsibilities in
pengawasan terhadap kinerja Direksi dalam mengelola supervising the Board of Directors performance to manage
Perusahaan. Secara umum Dewan Komisaris berpendapat, the Company. The Board of Commissioners generally
selama tahun 2018 Direksi telah mengelola dan mengurus concluded that in 2018 the Board of Directors managed and
Perusahaan dengan baik. Dinamika yang mengiringi maintained the Company in a proper manner. The dynamics
pergantian Direktur Utama dan anggota Direksi lain, tetap following the changes of President Director and other
mampu membuat kinerja Perusahaan terjaga bahkan Directors still maintained the performance of the Company
meningkat dibanding periode sebelumnya. and even increased compared to the previous period.
Namun demikian, Dewan Komisaris juga mencatat, ada Nevertheless, the Board of Commissioners also recorded
beberapa hal yang masih harus menjadi perhatian bersama. several issues that remain in need of joint attention. A number
Sejumlah target kinerja pada tahun 2018 masih belum dapat of performance targets in 2018 were yet to be realized so
dipenuhi, sehingga harus menjadi perhatian serius Direksi that it should be under constant attention from the Board of
pada tahun 2019. Dengan demikian kinerja pada tahun 2019 Directors in 2019. Hence, it will better the 2019 performance
menjadi lebih baik lagi dan memberikan kontribusi signifikan and could bring significant contributions to PT Pertamina
bagi PT Pertamina (Persero), sebagai Pemegang Saham dan (Persero), as Shareholder and Parent Company.
Induk Perusahaan.

Penilaian Atas Kinerja Assessment on the Board of Directors’

Direksi Performance
Sejalan dengan pengembangan usaha PHE , lingkup In line with PHE’s business development, the scope of
pelaksanaan fungsi pengawasan Dewan Komisaris secara supervisory function of the Board of Commissioners is
tidak langsung juga berkaitan dengan kedudukan Direksi indirectly connected to the position of the Board of Directors
yang mewakili PHE sebagai pemegang saham pada Anak representing PHE as shareholder in subsidiaries. Up to the
Perusahaan. Sampai dengan akhir tahun 2018, PHE memiliki end of 2018, PHE owned 58 subsidiaries which performance
58 Anak Perusahaan yang kinerjanya dapat memengaruhi could affect the Company’s performance.
kinerja Perusahaan.
D e wa n Ko m i s a r i s m e n i l a i , l a n g k a h D i re ks i d a l a m The Board of Commissioners considered the steps taken

menindaklanjuti alih kelola empat Wilayah Kerja (WK) by the Board of Directors in following up the management
Migas yakni WK Tuban, WK Ogan Komering, WK Southeast transfer of three Oil and Gas Working Areas (WK), Tuban
Sumatera (SES) dan WK North Sumatra Offshore (NSO) WK, Ogan Komering WK, and Southeast Sumatra (SES) WK
dengan melaksanakan skema gross split sebagai langkah based on gross split scheme were strategic and aligned with
strategis yang sejalan dengan kebijakan Perusahaan serta the Company’s policies, as well as meeting the compliance
memenuhi asas kepatuhan terhadap peraturan perundang- principle towards the prevalent laws and regulations.
undangan yang berlaku.
Berkaitan dengan indikator kinerja utama yang lain, Dewan Regarding other key performance indicators, the Board of
Komisaris menilai Direksi telah mampu memenuhi target- Commissioners viewed the Board of Directors was able to
target yang ditetapkan dalam Key Performance Indicators meet the targets determined key performance indicators
(KPI). Hasil penilaian KPI Direksi secara keseluruhan (KPI). The assessment result of the Board of Directors’ KPI in
mencapai 102,15 atau melebihi total bobot penilaian 100. overall reached 102.15 or exceeded the assessment weight
100.
Namun demikian, Dewan Komisaris mencatat masih adanya Nevertheless, the Board of Commissioners still identified
pencapaian yang belum memenuhi target yang ditetapkan achievements that have yet to meet the targets stated in the
dalam Rencana Kerja dan Anggaran Perusahaan (RKAP) 2018 Revised Work Plan and Budget (RKAP) of the Company.
2018 Revisi. Realisasi pemboran sumur eksplorasi pada The realization of exploration well drilling in 2018, for example,
tahun 2018, misalnya, hanya mencapai lima sumur atau 71% only generated five wells or 71% of the seven wells targeted
dari target RKAP Revisi sebanyak tujuh sumur. Demikian pula in the Revised RKAP. Similarly, the realization of development
dengan realisasi pemboran sumur pengembangan hanya well drilling only achieved 17 units or 81% of the 21 wells
mencapai 17 unit atau 81% dari target RKAP Revisi sebanyak targeted in the Revised RKAP, as well as the realization of
21 sumur, serta realisasi Kerja Ulang Pindah Lapisan (KUPL)/ workover which only achieved 20 wells or 59% of the 34
workover hanya sebanyak 20 sumur atau 59% dari target targets in the Revised RKAP.
RKAP Revisi sebanyak 34 sumur.
Dewan Komisaris telah mendapatkan penjelasan perihal The Board of Commissioners has received explanations on
faktor-faktor yang memengaruhi kondisi tersebut serta factors affecting such condition, as well as strategic efforts
upaya strategis yang disiapkan Direksi untuk meningkatkan prepared by the Board of Directors in order to increase
kinerja pada tahun 2019. Dewan Komisaris berharap rencana performance in 2019. The Board of Commissioners also
yang disiapkan benar-benar dapat direalisasikan pada hopes the prepared plans could be fulfilled in the forthcoming
periode mendatang. period.

Untuk kinerja lain, Dewan Komisaris memberikan apresiasi For other performances, the Board of Commissioners
setinggi-tingginya karena telah memperlihatkan peningkatan expressed their deepest appreciation for the improvement
dibanding periode sebelumnya. Kinerja eksplorasi telah compared to the previous period. Exploration performance
mampu merealisasikan tambahan pasti sumberdaya (2C) was able to realize and validate defined contingent
yang sudah tervalidasi pada tahun 2018 mencapai 212,88 resources (2C) in 2018, reaching 195.08 MMBOE or 101%
MMBOE, atau 111% dari target RKAP Revisi sebesar 192,20 of the targeted 192.20 MMBOE in the Revised RKAP. The
MMBOE. Sementara kinerja pengembangan selama tahun performance in development area successfully increased
2018 telah dapat menambah cadangan siap produksi (P1) production-proved reserves (P1) to 119.16 MMBOE or 167%
sebesar 119,16 MMBOE atau 167% dari target RKAP Revisi of the targeted 71.42 MMBOE in the Revised RKAP.
sebanyak 71,42 MMBOE.
Penambahan cadangan akan menjamin keberlanjutan Additional reserves will secure PHE’s operation and
operasi dan usaha PHE di masa mendatang, sekaligus business sustainability in the future, as well as guarantee
mengamankan pasokan migas bagi ketahanan energi oil and gas supply for national energy security. PHE has
nasional. Sejauh ini PHE termasuk salah satu Anak been the backbone subsidiary to PT Pertamina (Persero),
Perusahaan tulang punggung PT Pertamina (Persero) contributing a satisfactory level of production national oil
dengan tingkat produksi yang cukup memberikan kontribusi and gas production.
pada produksi migas nasional.
Realisasi produksi migas pada tahun 2018 mencapai 206 The 2018 realization of oil and gas production reached
MBOEPD, atau 101% dari target RKAP Revisi sebanyak 206 MBOEPD, or 101% of the targeted 203.50 MBOEPD
203,50 MBOEPD. Pencapaian tersebut terdiri dari 137,01 in the Revised RKAP. This achievement comprising 137.01
MBOEPD produksi gas dan 79,47 MBOEPD produksi minyak MBOEPD gas and 79.47 MBOEPD crude oil production. The
mentah. Total produksi minyak mentah pada tahun 2018 total crude oil production in 2018 reached 69.00 MBOEPD
mencapai 69,00 MBOPD atau 98% dari target RKAP Revisi or 98% of the targeted 70.41 MBOPD in the Revised RKAP
sebanyak 70,41 MBOPD, sementara total produksi gas pada while the total gas production reached 794 MMSCFD or
tahun 2018 sebanyak 794 MMSCFD atau 103% dari target 103% of the targeted 771 MMSCFD in the Revised RKAP.
RKAP Revisi yang mencapai 771 MMSCFD.
Realisasi total lifting migas pada tahun 2018 mencapai The total oil and gas lifting realization in 2018 achieved
167,66 MBOEPD, atau 98% dari target RKAP sebesar 169,80 167.66 MBOEPD, or 98% of the 169.80 MBOEPD target in
MBOEPD. Pencapaian total lifting minyak mentah pada RKAP. The total crude oil lifting achieved 69.36 MBOEPD or
tahun 2018 sebesar 69,36 MBOPD mencapai 102% dari 102% of the 68.08 MBOEPD target in RKAP in the same year.
target RKAP sebanyak 68,08 MBOPD. Sementara realisasi Meanwhile, the total gas lifting was realized at 570 MMSCFD,
total lifting gas bumi tahun 2018 mencapai 570 MMSCFD, or 97% of the 589 MMSCFD target in the Revised RKAP.
atau 97% dari target RKAP Revisi sebesar 589 MMSCFD.
Pencapaian Pendapatan Usaha pada tahun 2018 mencapai The 2018 Operating Revenue achieved US$2,528.09 million,
US$2.528,09 juta, atau tumbuh 14,80% dibanding target or grew by 14.80% compared to the US$2,202.53 million
RKAP Revisi US$2.202,53 juta. Sementara perolehan Laba target in the Revised RKAP. Meanwhile, the Net Profit in
Bersih tahun 2018 sebesar US$476,73 juta atau tumbuh 2018 yielded US$476.73 million or increased by 46.06%
46,06% dibanding target RKAP 2018 yang mencapai compared to the US$326.49 million target in the 2018
US$326,49 juta. Dalam hal efisiensi biaya produksi, Dewan RKAP. Regarding production cost efficiency, the Board of
Komisaris juga mencatat kinerja positif yang ditunjukkan Commissioners also recorded positive performance shown
Direksi selama tahun 2018. Realisasi biaya produksi pada by the Board of Directors in 2018. The production cost was
tahun 2018 mencapai US$9,77 per barel setara minyak realized up to US$9.77 per barrel of oil equivalent (BOE) or
(BOE) atau lebih rendah 20% dari target RKAP Revisi 20% lower than the US$12.23 per barrel in the Revised RKAP.
sebesar US$12,23 per barel. Adapun biaya operasi mencapai The operating cost reached US$12.23 per BOE or 12% lower
US$12,23 per BOE atau lebih rendah 12% dari target RKAP than the US$13.90 per BOE targeted in the Revised RKAP.
Revisi sebesar US$13,90 per BOE.

Untuk kinerja keuangan, Dewan Komisaris mencatat kinerja C o n c e r n i n g f i n a n c i a l p e r fo r m a n c e, t h e B o a rd o f

Direksi telah mampu meningkatkan perolehan Pendapatan Commissioners recorded an increase in Income and
dan Laba Usaha. Pada tahun buku 2018, PHE membukukan Operating Income by the Board of Directors. In the 2018 fiscal
kinerja laba rugi keuangan dengan mencatatkan perolehan year, PHE documented the financial income performance
Pendapatan Usaha sebesar US$2.528,09 juta, lebih besar by recording US$2,528.09 million in Operating Revenue,
US$529 juta juta atau 26,46% dibanding tahun buku 2017 US$529 million or 26.46% higher than the 2017 fiscal year,
yang mencapai US$1.999,08 juta. Perusahaan mencatatkan which reached US$1,999.08 million. The Company recorded
perolehan Laba Tahun Berjalan Setelah Pajak pada tahun US$476.73 million in Profit For The Year After Tax in the
buku 2018 sebesar US$476,73 juta, naik US$225,85 juta 2018 fiscal year, increasing by US$225.85 million or 90.02%
atau 90,02% dibanding tahun 2017 sebanyak US$250,88 compared to the 2017 fiscal year amounting to US$250.88
juta. million.
Pada aspek kinerja kesehatan, keselamatan, keamanan, On health, safety, security, and environmental protection
dan lingkungan (HSSE), Direksi dalam pandangan Dewan culture (HSSE) performance, the Board of Commissioners
Komisaris telah dapat mewujudkan komitmen pada viewed the Board of Directors has realized the commitment
penerapan Sistem Manajemen Kesehatan Keselamatan in HSSE management system implementation (SMK3LL).
Kerja dan Lindungan Lingkungan (SMK3LL). Selama tahun Throughout 2018 the Company accomplished zero fatality
2018 Perusahaan mampu merealisasikan target nihil fatality target with five incidents recorded in total. Moreover, the
dengan total lima kasus insiden tercatat. Direksi juga secara Board of Directors has gradually started to implement
bertahap telah mulai menerapkan prosedur pengendalian emergency control procedure in each operation at PHE and
keadaan darurat pada setiap kegiatan operasi di PHE dan subsidiaries through the Emergency Response and Crisis
Anak Perusahaan, melalui organisasi Emergency Response Management (ERCM). Emergency control is essential
and Crisis Management (ERCM). Pengendalian keadaan for business continuity and oil and gas production, and
darurat jelas diperlukan agar kelangsungan usaha dan influential to the national oil and gas production.
produksi migas tidak sampai terganggu serta berpengaruh
pada produksi migas nasional.
Dalam bidang pengelolaan lingkungan, Dewan Komisaris In environmental management, the Board of Commissioners
menilai, kinerja Direksi cukup baik karena berhasil appreciated the Board of Directors for their substantial
memperoleh dua PROPER Emas. Sementara 3 Anak performance in obtaining two Gold PROPER. Furthermore, 3
Perusahaan mendapatkan PROPER Hijau dan 7 Anak subsidiaries secured one Green PROPER and 7 subsidiaries
Perusahaan mendapatkan PROPER Biru. Perolehan ini received one Blue PROPER. These achievements were
cukup membanggakan, namun demikian Dewan Komisaris promising, but the Board of Commissioners urged the
berpendapat, Direksi perlu mendorong lebih keras Anak Board of Directors to further encourage other subsidiaries
Perusahaan lain agar turut serta dalam penilaian PROPER to participate in PROPER assessment as a commitment to
sebagai bukti komitmen pada kepatuhan pengelolaan environmental management compliance in accordance with
lingkungan yang sesuai dengan peraturan perundang- the laws and regulations.
undangan.
Pada aspek pelaksanaan Tanggung Jawab Sosial dan On the implementation of social and environmental
Lingkungan (TJSL), Dewan Komisaris menilai Direksi responsibility (TJSL), the Board of Commissioners
telah menunjukkan kesungguhan dengan penyusunan deemed the Board of Directors has demonstrated
Pedoman Pengelolaan Tanggung Jawab Sosial dan sincerity by composing the Social and Environmental
Lingkungan/Corporate Social Responsibility (CSR) No. Responsibility/ Corporate Social Responsibility (CSR)
A-001/PHE040/2018-S9, sebagai standardisasi dalam Management Guideline Number A-001/PHE040/2018-S9,
mengimplementasikan Kebijakan CSR PHE . Dewan as a standardization in implementing PHE’s CSR Policy.
Komisaris juga mencatat realisasi untuk penyelenggaraan Board of Commissioners also recorded 9% increase in the
kegiatan CSR pada tahun 2018 mengalami peningkatan 2018 realization for CSR activities to Rp29.79 billion from
9% menjadi Rp29,79 miliar, dari semula Rp27,39 miliar pada Rp27.39 billion in 2017. The Commissioners expected the
tahun 2017. Dewan Komisaris berharap bertambahnya increasing budget will improve the Company's commitment
anggaran akan meningkatkan komitmen Perusahaan dalam in performing CSR.
melaksanakan TJSL.

Pengawasan Terhadap Implementasi Supervising Company’s Strategies

Strategi Perusahaan Implementation
Para Pemegang Saham dan Pemangku Kepentingan To our respected shareholders

yang Terhormat. and stakeholders,
Dalam upaya mencapai target-target yang ditetapkan dalam In order to achieve the targets defined in the 2018 Revised
RKAP 2018 Revisi, Direksi telah menetapkan strategi bisnis RKAP, the Board of Directors has stipulated business
yakni meningkatkan keuntungan Perusahaan melalui (a) strategies by increasing the Company’s profit through
Penambahan produksi melalui optimalisasi aset eksisting, (a) Additional production by means of existing assets
pengembangan lapangan, kegiatan EOR dan kegiatan optimization, field development, EOR and exploration
eksplorasi; (b) Optimalisasi biaya dengan melakukan evaluasi activities; (b) Cost optimization through cost structure
struktur biaya setiap aset dan mengurangi biaya produksi; evaluation on each asset and production cost reduction; (c)
(c) Penambahan cadangan melalui kegiatan eksplorasi; (d) Additional reserves through exploration activities; (d) HSSE
Menerapkan HSSE Excellence. Excellence implementation.
Dalam pandangan Dewan Komisaris, strategi yang dilakukan The Board of Commissioners understands the strategies
PHE telah dapat menjawab tantangan yang dihadapi selama implemented by PHE managed to address the challenges
tahun 2018. Namun demikian ada beberapa hal yang harus faced in 2018. Nevertheless, there were several issues
diperhatikan, terutama dalam hal penambahan produksi required attention, mainly in additional production that has
yang masih belum maksimal dan masih di bawah target yet maximized and still remained below the Revised RKAP
RKAP Revisi. Dewan Komisaris menilai, penambahan target. The Commissioners argued the additional reserves
produksi terbantu oleh alih kelola tiga WK yakni Tuban, Ogan were helped by the management transfer of three WK,
Komering dan SES sebagai efek ekor jas. namely Tuban, Ogan Komering, and SES as a coattail effect.
Strategi kedua, yakni optimalisasi biaya dengan melakukan The second strategy, cost optimization with cost structure
evaluasi struktur biaya setiap aset dan mengurangi biaya evaluation on each asset and production cost reduction
produksi, dapat direalisasikan dengan baik oleh Direksi. Hal was achieved thoroughly by the Board of Directors. This is
ini tercermin dari uraian pada bagian sebelumnya laporan reflected in the elucidation of this Report’s previous section
ini, dengan pencapaian besaran biaya produksi yang lebih stating the production cost achieved lower than the RKAP
rendah dari target RKAP dan lebih rendah dari periode target and the previous period.
sebelumnya.
S e m e nt a ra st rat e g i p e n a m b a h a n c a d a n g a n , j u g a Meanwhile, the additional reserves strategy successfully

mampu meningkatkan cadangan sumber daya (2C) dan boosted resource reserves (2C) and proved reserves (P1),
cadangan pasti (P1) yang melebih target RKAP 2018 Revisi. which passed beyond the 2018 Revised RKAP target. The
Penambahan cadangan secara langsung berpengaruh pada additional reserves indirectly affect PHE’s future operational
kesinambungan operasi dan usaha PHE di masa mendatang. and business continuity. The Board of Commissioners
Hanya saja Dewan Komisaris perlu memberikan catatan agar should encourage the Board of Directors to optimize the
pada periode selanjutnya Direksi dapat mengoptimalkan exploration and development activities realization in the
realisasi kegiatan eksplorasi dan pengembangan, agar subsequent period, so that it will increase reserves volume
semakin banyak volume cadangan yang ditemukan considering PHE potentials.
mengingat masih besarnya potensi yang dimiliki PHE.
Pada sisi lain, strategi HSSE Excellence juga menjadi hal On the other hand, the HSSE Excellence strategy should
yang sudah sepatutnya diperhatikan Perusahaan. Sejauh ini be worthy of the Company’s attention. The Board of
Dewan Komisaris menilai Direksi telah mampu menerapkan Commissioners believes the Board of Directors managed
aspek-aspek kesehatan keselamatan, kesehatan, keamanan to implement the health, safety, security, and environmental
dan lingkungan (HSSE). Namun Dewan Komisaris tetap protection culture (HSSE) aspects. Nevertheless, the
mengingatkan Direksi agar benar-benar menetapkan Commissioners continued to remind the Directors to
standardisasi HSSE mengingat sampai saat ini belum strongly promote HSSE standardization as a number of
semua Anak Perusahaan memiliki standardisasi dalam hal subsidiaries have yet to implement it.
penerapan HSSE.

Pandangan atas Prospek Usaha yang Business Prospects Outlook Prepared

Disusun Direksi by the Board of Directors
Sesuai dengan prospek usaha yang disusun Direksi, dalam In accordance with the business prospects prepared by the
beberapa tahun mendatang kebutuhan energi di Indonesia Board of Directors, Indonesia’s needs of energy will continue
masih akan tumbuh. Kondisi ini menjadi peluang bagi PHE to grow in the following years. This condition presents
untuk mengembangkan usaha, baik dengan mengelola blok opportunities for PHE to expand the business, whether by
migas baru, maupun blok migas terminasi yang dialihkan managing new oil and gas blocks or terminated oil and gas
Pemerintah kepada PT Pertamina (Persero). blocks transferred by the Government to PT Pertamina
(Persero).
Dewan Komisaris berpendapat, PHE harus benar-benar The Board of Commissioners points out that PHE should
memperhitungkan berbagai faktor guna menjamin calculate various factors to secure future business continuity.
keberlangsungan usaha pada masa mendatang. Salah The existence of 58 subsidiaries is among the issues that
satu yang patut menjadi perhatian adalah keberadaan 58 require attention as it can be a double-edged sword. On one
Anak Perusahaan, yang dapat menjadi pisau bermata dua. hand, it promises business development with the Company’s
Pada satu sisi menjanjikan pengembangan usaha dengan vast working areas, but on the other hand it could be a burden
besarnya wilayah kerja Perusahaan, namun pada sisi yang due to the high operating cost and investment cost needed
lain dapat menjadi beban karena tingginya biaya operasi for future developments.
maupun biaya investasi untuk pengembangannya pada
masa-masa mendatang.
Demikian pula dengan faktor eksternal berupa tekanan The continuously volatile world oil price, as the external
harga minyak dunia, yang senantiasa mengalami volatilitas, factor, causes pressures so that the business development
sehingga rencana pengembangan usaha memerlukan needs well-measured plans. The Board of Directors should
perencanaan matang. Direksi juga harus memperhitungkan also anticipate the imminent risks to minimize the potential
risiko-risiko yang dihadapi guna meminimalkan potensi loss caused, through risk management that has been
kerugian yang ditimbulkan, melalui pengelolaan risiko yang implemented well throughout 2018.
selama tahun 2018 sudah dilaksanakan dengan baik.
Pandangan atas Penerapan Tata Kelola Corporate Governance Implementation

Perusahaan dan Pengelolaan WBS Outlook and WBS Implementation

yang terhormat. and stakeholders,
Seperti telah dilaporkan pada bagian s ebelumnya , As reported in the previous s ection, the B oard of
Dewan Komisaris berpendapat bahwa Perusahaan telah Commissioners noted the seriousness depicted by the
memperlihatkan kesungguhan dalam menerapkan tata Company in implementing good corporate governance
kelola perusahaan yang baik (GCG). Dewan Komisaris (GCG). In 2018, the Company updated guidelines that
mencatat, pada tahun 2018 Perusahaan telah melakukan regulate the implementation of GCG.
pemutakhiran terkait pedoman-pedoman yang mengatur
penerapan GCG.
Perubahan Pedoman GCG dan COC Tahun 2008 yang The changes to the 2008 GCG and COC Guidelines, which
telah disetujui oleh Keputusan Pemegang Saham secara were approved by the Circular Shareholders’ Decision of
Sirkuler PHE tanggal 22 April 2008 telah dimutakhirkan PHE of 22 April 2008, was updated to Code of Corporate
menjadi Pedoman Tata Kelola Perusahaan/Code of Governance Guideline (COCG Guideline) Number A-002/
Corporate Governance (Pedoman COCG) No.A-002/ PHE040/2018-S9 and Code of Conduct Guideline (COC)
PHE040/2018-S9 dan Pedoman Code of Conduct (COC) Number A-003/PHE040/2018-S9, which were legalized
No.A-003/PHE040/2018-S9 yang disahkan oleh RUPS by the GMS on 20 December 2018. Additionally, there
tanggal 20 Desember 2018. Selain itu juga ada Pedoman are Conflict of Interest Guideline (COI) Number A-004/
Conflict of Interest (COI) No.A-004/PHE040/2018-S9 PHE040/2018-S9 of 31 October 2018 and Board Manual
tanggal 31 Oktober 2018 dan Board Manual No.A-005/ Number A-005/PHE040/2018-S9 of 31 October 2018.
PHE040/2018-S9 tanggal 31 Oktober 2018.

Langkah strategis lain adalah penerapan penyampaian Another strategic improvement was the implementation
Laporan Harta Kekayaan Penyelenggara Negara (LHKPN) of the submission of State Official Wealth Report (LHKPN)
yang dilakukan melalui mekanisme daring (online), terhitung by online since January 1, 2018. The convenience of online
mulai 1 Januari 2018. Mekanisme daring telah memudahkan mechanism has facilitated LHKPN reporting as stipulated in
pelaporan LHKPN sebagaimana diatur dalam Peraturan KPK KPK Regulation No. 07 of 2016. Until the end of 2018 , there
No.07 Tahun 2016. Hingga akhir tahun 2018, sebanyak 191 were 191 PHE officials or 100% of all officials required who
pejabat PHE atau 100% dari seluruh pejabat yang wajib lapor have submitted LHKPN report. The Board of Commissioners
LHKPN sudah menyampaikan LHKPN. Dewan Komisaris appreciated this achievement and advised the Board of
berpendapat, Direksi perlu mempertahankan dan lebih Directors need to maintain and further improve compliance
meningkatkan kinerja kepatuhan pelaporan LHKPN. performance of LHKPN.
Terkait dengan penerapan sistem pelaporan (Whistleblowing Regarding the implementation of the reporting system
System/WBS), Dewan Komisaris menghargai upaya Direksi (Whistleblowing System / WBS), the Board of Commissioners
untuk meningkatkan penerapan WBS, melalui website appreciates the efforts of the Board of Directors to improve
dan email karena menggunakan Electronic Data Base the implementation of the WBS, through websites and e-mail
(e-Database) yang bersifat aman dan terproteksi. Namun because it uses Electronic Data Base (e-Database) that is
demikian, Dewan Komisaris memberikan catatan terkait safe and protected However, the Board of Commissioners
pengelolaan WBS sesuai rekomendasi dari penilaian provided notes regarding the management of the WBS
penerapan GCG. according to recommendations from the evaluation of the
implementation of GCG.
Evaluasi atas penerapan WBS diperlukan untuk mengetahui An evaluation of the implementation of the WBS is needed to
tingkat efektifitas penerapan WBS dalam membangun determine the effectiveness of the WBS implementation in
kepedulian dan keberanian semua pihak dalam melaporkan building the concern and courage of all parties in reporting
pelanggaran maupun benturan kepentingan, s erta violations and conflicts of interest, as well as the seriousness
kesungguhan PHE dalam menindaklanjuti setiap laporan of PHE in following up any reports submitted through the
yang disampaikan melalui WBS. WBS.
Frekuensi dan Cara Pemberian Nasihat Giving Advice and its Frequency

Dalam menjalankan tugas dan tanggung jawab pengawasan, In performing the supervisory duties and responsibilities, the
Dewan Komisaris melakukan beberapa pendekatan/cara Board of Commissioners used several approaches/means
agar pelaksanaan fungsi pengawasan menjadi efektif. Salah to achieve the effective supervisory function. One of which
satunya adalah dengan menyelenggarakan rapat, baik was by organizing meetings, whether internal and with the
internal maupun dengan memanggil Direksi. attendance of the Directors.
Selama tahun 2018, Dewan Komisaris telah menyelenggarakan In 2018, the Board of Commissioners held eight internal
rapat internal sebanyak delapan kali dan rapat dengan meetings and eight meetings with the Directors attendance.
memanggil Direksi sebanyak delapan kali. Dalam pelaksanaan These meetings discussed several agendas concerning the
rapat ada beberapa agenda yang menjadi pembahasan terkait management of the Company by the Board of Directors.
dengan pengelolaan Perusahaan oleh Direksi.
Melalui mekanisme rapat, Dewan Komisaris memberikan Through meeting mechanism, the Board of Commissioners
nasihat dan masukan terkait dengan kebijakan strategis gives advice and inputs related to strategic policies in
dalam pengelolaan Perusahaan. Dewan Komisaris juga managing the Company. The Commissioners also issued
telah mengeluarkan 16 rekomendasi kepada Direksi terkait 16 recommendations to the Board of Directors on the
dengan pengelolaan Perusahaan, dan telah dilaksanakan management of the Company, which were conducted well
dengan baik sehingga memberikan dukungan bagi setiap resulting in the supports for each policy ran by the Directors.
kebijakan yang dijalankan Direksi.

Mekanisme lain yang dilakukan Dewan Komisaris adalah A n ot h e r m e c h a n i s m c a r r i e d o u t by t h e B o a rd of

dengan melakukan kunjungan ke Anak Perusahaan Commissioners was by visiting subsidiaries and other
maupun lokasi lain yang menjadi WK Perusahaan. Dengan locations which became the Company’s WK. Through these
melakukan kunjungan, maka akan didapat informasi tentang visits information will be obtained on various issues that
berbagai hal yang bisa memperkaya Dewan Komisaris dalam could be of benefit to the Board of Commissioners in giving
memberikan masukan maupun nasihat kepada Direksi. inputs and advice to the Board of Directors.
Perubahan Komposisi Keanggotaan Changes In Composition of the Board of

Dewan Komisaris Commissioners

Selama menjalankan tugas dan tanggung jawab terkait While performing the duties and responsibilities related
fungsi pengawasan, Dewan Komisaris mengalami perubahan to the supervisory function, the Board of Commissioners
komposisi keanggotaan: underwent changes in the members composition:
• Pergantian Komisaris Utama dari Sdr. Syamsu Alam yang • Syamsu Alam, whose term of office as President
berakhir masa jabatannya pada tanggal 11 Maret 2018 Commissioner ended on 11 March 2018, was replaced by
digantikan oleh Sdri. Nicke Widyawati yang diangkat pada Nicke Widyawati who was appointed on 31 August 2018.
tanggal 31 Agustus 2018.
• Pergantian Komisaris dari Sdr. M. Teguh Pamudji yang • M. Teguh Pamudji, whose term of office as Commissioner
berakhir masa jabatannya pada tanggal 26 April 2018, ended on 26 April 2018 was replaced by Ego Syahrial who
digantikan oleh Sdr. Ego Syahrial yang diangkat pada was appointed on 26 April 2018.
tanggal 26 April 2018.
• Pergantian Komisaris dari Sdr. Yudi Wahyudi yang berakhir • Yudi Wahyudi, whose term of office as Commissioner
masa jabatannya pada tanggal 30 Juni 2018, digantikan ended on 30 June 2018 was replaced by Mr. R. Panji
oleh Sdr. R. Panji Sumirat yang diangkat pada tanggal 31 Sumirat who was appointed on 31 August 2018.
Agustus 2018.
• Pergantian Komisaris Perseroan dari Sdr. Ego Syahrial • Ego Syahrial, whose term of office as Commissioner ended
yang berakhir masa jabatannya pada tanggal 06 Agustus on 06 August 2018, was replaced by Djoko Siswanto who
2018, digantikan oleh Sdr. Djoko Siswanto yang diangkat was appointed on 06 August 2018.
pada tanggal 06 Agustus 2018.
Secara prinsip, perubahan komposisi dan keanggotaan In principal, the changes in the composition and members of
Dewan Komisaris tidak mengurangi pelaksanaan tugas the Board of Commissioners did not reduce the supervisory
dan tanggung jawab pengawasan terhadap Direksi. Malah duties and responsibilities towards the Board of Directors.
sebaliknya, perubahan yang terjadi tak bisa dilepaskan On the contrary, the changes occurred due to the dynamics
dari dinamika di organisasi PT Pertamina (Persero) yang in PT Pertamina (Persero) as PHE’s Shareholder.
merupakan Pemegang Saham PHE.
Dengan demikian pergantian komposisi dan keanggotaan Thus, the said changes strengthened the supervisory
Dewan Komisaris justru memperkuat fungsi pengawasan, function and enhanced the management of PHE, as well
sehingga pengelolaan PHE menjadi lebih baik serta menjadi as became a role model to other Pertamina’s subsidiaries.
acuan bagi Anak Perusahaan Pertamina lainnya. Beberapa Several strategic policies of the Directors, such as PHE
kebijakan strategis Direksi seperti PHE One System dan One System and Shared Service Organization (SSO) were
Shared Service Organization (SSO) tidak bisa dilepaskan established due to the roles of the Board of Commissioners.
dari peran Dewan Komisaris.

Penutup Closing

yang terhormat, and stakeholders,
Demikianlah Laporan yang dapat disampaikan Dewan This Report is submitted by the Board of Commissioners on
Komisaris terkait pelaksanaan tugas dan tanggung jawab the implementation of supervisory duties and responsibilities
pengawasan selama tahun 2018. Sebelum mengakhiri in 2018. Approaching the end of this Report, we would like
Laporan ini, izinkan kami menyampaikan terima kasih kepada to express our gratitude to all parties who have been of help
segenap pihak yang telah membantu Direksi dan manajemen to the Board of Directors and the management in managing
dalam mengelola PHE sepanjang tahun 2018. PHE throughout 2018.
Dewan Komisaris mengajak semua pihak untuk terus The Board of Directors encourages all parties to continually
memberikan dukungan kepada Direksi dan manajemen, support the Board of Directors and the management for the
guna menjadikan kinerja PHE lebih baik lagi. Tentu saja advancement of PHE performance. The Commissioners
Dewan Komisaris menyadari besarnya tantangan yang are fully aware of the magnitude of challenges faced. With
dihadapi. Namun dengan kebersamaan dan dilandasi doa togetherness and praise to the One Almighty God, we will
kepada Sang Khalik, kita akan bisa mewujudkan pencapaian be able to accomplish better achievements and realize the
yang lebih baik dan merealisasikan Visi dan Misi Perusahaan. Company’s Vision and Mission.
Jakarta, Maret | March 2019
Atas Nama Dewan Komisaris

On Behalf of the Board of Commissioner
Nicke Widyawati
Komisaris Utama
President Commisioners

Laporan Direksi
Board of Directors'
Report
Seiring dengan alih kelola

empat WK terminasi pada
tahun 2018, PHE berkeyakinan
dapat meningkatkan kontribusi
pasokan migas kepada PT
Pertamina (Persero), yang saat ini
telah berkontribusi 12% terhadap
total produksi migas Pertamina.
Kami juga terus mendorong
inovasi dan Continuous
Improvement Program (CIP),
termasuk dalam penyelesaian
PHE One System yang menjadi
titik awal penyelarasan pada
Shared Service Organization
(SSO) seluruh Anak Perusahaan
PHE.
With the transfer management of five terminated working areas in 2018, we believes that PHE can
increase the contribution of oil and gas production to PT Pertamina (Persero), which for the year of
2018 had contributed to 12% of Pertamina's total oil and gas production. We also continue to drive
innovation and the Continuous Improvement Program (CIP), including the completion of the PHE One
System that has become the starting point for alignment of Shared Service Organization (SSO) for all
PHE Subsidiaries.

Terlebih dahulu marilah kita mengucapkan syukur kepada Firstly, we are grateful for the blessings bestowed upon us by
Tuhan Yang Maha Esa. Atas berkat serta rahmat dari-Nya, the One Almighty God as we have successfully brought PT
kerja keras dan kerja ikhlas kita telah mampu mengantar Pertamina Hulu Energi (PHE) beyond 2018 with hard work
PT Pertamina Hulu Energi (PHE) melewati tahun 2018. and integrity. Together we achieved better performance
Bersama, kita meraih kinerja yang lebih baik dibanding than the previous period and met the targets defined in the
periode sebelumnya, serta memenuhi target-target dalam Work Plan and Budget (RKAP).
Rencana Kerja dan Anggaran Perusahaan (RKAP).
Analisis Atas Kinerja Perusahaan: Analysis on Company Performance:

Strategi dan Kebijakan Strategis Strategies and Company Strategic
Perusahan Policies
Kinerja dan pencapaian PHE pada tahun 2018 tidak Performance and achievements of PHE in 2018 were
terlepas dari kebijakan dan strategi yang dijalankan dalam products of policies and strategies conducted in the efforts
upaya mencapai target-target yang sudah ditetapkan to achieve the determined targets in RKAP. The Board of
dalam RKAP. Direksi telah menetapkan strategi bisnis Directors has specified the following business strategies
yakni meningkatkan keuntungan Perusahaan melalui (a) to increase the Company’s profit: (a) Additional production
Penambahan produksi melalui optimalisasi aset eksisting, through existing assets optimization, field development,
pengembangan lapangan, kegiatan EOR dan kegiatan EOR and exploration activities; (b) Cost optimization by
eksplorasi; (b) Optimalisasi biaya dengan melakukan evaluating the cost structure of each asset and reducing
evaluasi struktur biaya setiap aset dan mengurangi biaya production cost; (c) Additional reserves through exploration
produksi; (c) Penambahan cadangan melalui kegiatan activities; (d) HSSE Excellence implementation.
eksplorasi; (d) Menerapkan HSSE Excellence.
Selama tahun 2018 PHE berupaya mengoptimalkan In 2018 PHE strived to optimize crude oil and gas (oil and
produksi maupun lifting minyak mentah dan gas bumi gas) production and lifting as part of national energy supply
(migas), sebagai bagian dari rantai pasokan energi nasional. chain. The management transfer of terminated Block SES
Alih kelola Wilayah Kerja (WK) migas terminasi Blok SES oil and gas working area (WK), which then transformed into
yang kemudian menjadi PHE OSES, turut mendorong PHE OSES, helped promoting the oil and gas production
pencapaian tingkat produksi maupun lifting migas karena and lifting achievement due to the WK productive and
merupakan WK produktif dan backbone produksi migas backbone nature to the national oil and gas production.
nasional.
PHE juga melanjutkan penerapan Shared Service PHE als o continued to implement Shared Service
Organization (SSO) untuk standardisasi dan integrasi Organization (SSO) for performance standardization and
k i n e rj a P H E deng a n A na k Pe r u s a ha a n m a upun d i integration of PHE and Subsidiaries as well as among the
antara Anak Perusahaan. Pada November 2018, PHE Subsidiairies. In November 2018, PHE finalized the PHE
menyelesaikan proyek PHE One System, yang menjadi titik One System which was the starting point of SSO alignment
awal penyelarasan SSO pada seluruh Anak Perusahaan. in all Subsidiaries. The SSO increased the efficiency of and
SSO mampu meningkatkan efisiensi dan mendorong encouraged the implementation of Four Work Ethics and
penerapan Empat Etos Kerja dan Nilai 6C PT Pertamina 6C Values of PT Pertamina (Persero) at PHE as well as all
(Persero) di PHE serta seluruh Anak Perusahaan. Subsidiaries.

Direksi juga terus mendorong inovasi dan pengembangan The Board of Directors continuously endorsed sustainable
berkelanjutan (Continous Improvement Program atau innovation and development (continuous improvement
CIP), termasuk dalam pemanfaatan teknologi informasi. program or CIP) to be included in the use of information
Tujuannya untuk menjadikan biaya produksi maupun biaya technology. It served the purpose of creating more efficient
operasi menjadi lebih efisien. Beberapa inovasi yang production cost and operating cost. A number of innovation
dilakukan seperti di PHE ONWJ, telah dapat menghemat conducted, such as at PHE, were able to help cutting down
biaya operasional setiap tahun. the operating cost annually.
Pada sisi komersial, PHE juga berupaya melakukan From the commercial point of view, PHE also sought to
percepatan monetisasi dan sales migas. Sejumlah Perjanjian accelerate oil and gas monetization and sales. Several
Jual Beli Minyak Mentah dan Kondensat, serta Perjanjian Crude Oil and Condensate Sale Agreements and Gas Sale
Jual Beli Gas dengan pihak ketiga telah ditandatangani Agreement with third parties were signed in 2018. This
pada tahun 2018. Hal ini tentu saja menambah Pendapatan certainly increased the Operating Revenue and Operating
Usaha dan Laba Usaha, sehingga PHE dapat berkontribusi Income, resulting in PHE contributing more to the state
lebih besar pada penerimaan negara melalui pembayaran revenue through tax payment, as well as to the community
pajak, serta kepada masyarakat melalui program-program through corporate social responsibility (CSR) programs.
tanggung jawab sosial perusahaan (CSR).
Seluruh upaya tersebut dilakukan dengan mengedepankan All of the efforts were put into practice by prioritizing
kinerja unggul HSSE , dengan menerapkan Sistem HSSE excellence performance, and implementing HSSE
Manajemen Keselamatan Kesehatan Kerja dan Lindungan management system. The Board of Directors committed
Lingkungan (SMK3LL). Direksi berkomitmen menciptakan to create a healthy and safe workplace for workers whilst
tempat kerja yang sehat dan aman bagi pekerja, serta tetap still contributing to environment conservation. As a result,
berkontribusi pada pelestarian lingkungan. Hasilnya, selama in 2018 the Company achieved zero fatal accident, 2 Gold
tahun 2018 tidak ada kecelakaan kerja fatal dan pencapaian PROPER, 3 Green PROPER, and 7 Blue PROPER.
PROPER Emas (2), PROPER Hijau (3) serta PROPER Biru
(7).
Perbandingan Antara Hasil yang Comparison Between the Results with

Dicapai dan Ditargetkan the Target
Secara umum selama tahun 2018, PHE dapat merealisasikan In general, throughout 2018 PHE could accomplish various
berbagai target yang telah ditetapkan dalam RKAP 2018 targets determined in the 2018 revised RKAP and key
yang telah direvisi maupun target-target kinerja indikator performance indicators (KPI). The Company’s commitment
utama (KPI). Komitmen Perusahaan pada penerapan on occupational health and safety implementation, including
kesehatan dan keselamatan kerja, termasuk pelaksanaan the Contractor Safety Management System (CSMS)
Contractor Safety Management System (CSMS) telah achieved the zero fatal accident target, zero oil spill above 15
dapat merealisasikan target nihil kecelakaan kerja fatal, barrels, and zero damaged property more than Rp51 billion.
nihil tumpahan minyak di atas 15 barel dan nihil kerusakan The TRIR figure realization was recorded at 0.16 or lower
properti lebih dari Rp51 miliar. Realisasi angka TRIR tercatat than the 1.01 target.
0,16 atau lebih rendah dari target 1,01.

Pencapaian lain dalam kinerja terkait Quality, Health, Safety, Other achievements in performance related to quality,
Security and Environmental (QHSSE) telah memenuhi health, safety, security and environmental (QHSSE) has
target, yakni 2 PROPER Emas untuk Anak Perusahaan fulfilled target, namely 2 Gold PROPER for Subsidiaries
yakni PHE Jambi Merang dan PHE Offshore North West namely PHE Jambi Merang and PHE Offshore North
Java (ONWJ). Untuk pelaksanaan Continuous Improvement West Java (ONWJ). For the implementation of Continuous
Program (CIP), realisasi pada tahun 2018 mencapai 263 Improvement Program (CIP), realization in 2018 reached
atau 157% dari target 167, sementara Kriteria Kinerja 263 or 157% of the 167 target, while the Performance
Ekselen Pertamina (KKEP) mencapai nilai 600 atau lebih Criteria Ekselen Pertamina (KKEP) reaches a value of 600
tinggi dibanding nilai target yakni 501. or more higher than the target value of 501.
Realisasi kinerja pemboran eksplorasi pada tahun 2018 The realization in exploration drilling performance in 2018
mencapai 5 sumur atau di bawah target 7 sumur. Sementara achieved five wells or below the targeted 7 wells. The 2D
realisasi survei Seismik 2D pada tahun 2018 mencapai 1.400 Seismic survey in 2018 was realized up to 1,400 kilometers
kilometer atau di bawah target 1.600 kilometer. Realisasi or below the 1,600 kilometers target, whereas the 3D
survei Seismik 3D pada tahun 2018 seluas 421 kilometer Seismic survey realization in the same year reached 421
persegi atau meningkat 211% dibanding target seluas 200 square kilometers or 211% of the 200 square kilometers
kilometer persegi. target.
Total temuan sumber daya 2C pada tahun 2018 terealisasi The total contingent 2C resources in 2018 reached 212.88
212,88 MMBOE atau 11% lebih tinggi dari target 192,02 MMBOE or 11% higher than the 192.02 MMBOE target.
MMBOE . Sebagian besar temuan sumber daya 2C Most contingent 2C resources were obtained from an
diperoleh dari struktur yang belum dikembangkan. undeveloped structure.
Realisasi pemboran pengembangan tahun 2018 mencapai In 2018, the development drilling realization achieved 17
17 sumur, lebih rendah dibanding target 21 sumur, di mana 4 wells, lower than the target 21 wells, where 4 wells still on
sumur on going. Realisasi pekerjaan KUPL pada tahun 2018 going. The KUPL work realization achieved 20 wells in
mencapai 20 sumur, di bawah target 34 sumur, di mana 1 2018, lower than the targeted 34 wells. where 1 well still on
sumur on going. Tambahan cadangan siap produksi atau P1 going. Meanwhile, the production-proved reserves or P1 in
pada tahun 2018 terealisasi sebanyak 119,16 MMBOE atau 2018 came to 119.16 MMBOE or 67% higher than the 71.42
lebih tinggi 67% dibanding target 71,42 MMBOE. MMBOE target.
Realisasi total produksi migas tahun 2018 mencapai 206 The realization of total oil and gas production in 2018 reached
MBOEPD, lebih tinggi dibanding target 203,50 MBOEPD. 206 MBOEPD, which was higher than the 203.50 MBOEPD
Untuk realisasi total produksi minyak mentah tahun 2018 target. For the total crude oil production realization in 2018
mencapai 69 MBPOD atau lebih rendah dibanding target came to 69 MBOEPD or lower than the target 70.41 MBOPD
70,41 MBOPD, sementara realisasi produksi gas bumi tahun target, meanwhile the gas production was realized up to 794
2018 adalah 794 MMSCFD atau lebih tinggi 3% dibanding MMSCFD or 3% higher than the 771 MMSCFD target.
target 771 MMSCFD.
Realisasi total lifting migas pada tahun 2018 adalah 167,66 The realization of total oil and gas lifting in 2018 was 167.66
MBOEPD atau lebih rendah dibanding target 169,80 MBOEPD or lower than the 169.80 MBOEPD target. The
MBOEPD. Rinciannya, realisasi total lifting minya k mentah realization of total crude oil lifting in 2018 amounted to 69.40
tahun 2018 sebanyak 69,40 MBOPD atau lebih tinggi dari MBOPD or higher than the 68.08 MBOPD target, whereas
target 68,08 MBOPD, sementara realisasi total lifting gas the total gas lifting was realized up to 570 MMSCFD or lower
tahun 2018 adalah 570 MMSCFD atau lebih rendah dari than the 589 MMSCFD target.
target 589 MMSCFD.

Realisasi biaya produksi tahun 2018 mencapai US$9,77 per The 2018 realization of production cost arrived at US$9.77
BOE atau lebih rendah dari target senilai US$12,23 per BOE. per BOE or lower than the US$12.23 per BOE target worth.
Untuk biaya operasi, realisasi tahun 2018 adalah US$12,23 As for operating cost, in 2018 it was realized up to US$12.23
per BOE atau lebih rendah dari target US$13,90 per BOE. per BOE or lower than the US$13.90 per BOE target.
Total realisasi perolehan Pendapatan Usaha pada tahun The total realization of Operating Revenue in 2018 reached
2018 mencapai US$2.528,09 juta atau lebih tinggi 14,78% US$2,528.09 million or 14.78% higher than the US$2,202.53
dari target US$2.202,53 juta. Total realisasi perolehan Laba million target. The 2018 total realization of Net Profit was
Bersih tahun 2018 adalah US$476,73 juta atau lebih tinggi US$476.73 million or 46.05% higher than the US$326.40
46,05% dari target US$326,40 juta. Realisasi perolehan million target. The exceeding target in Operating Revenue
Pendapatan Usaha melebihi target di antaranya karena realization was, among others, because of the higher
realisasi rata-rata harga gas sebesar US$6,45 per MMBTU average gas price realization at US$6.45 per MMBTU than
yang lebih tinggi dari asumsi harga rata-rata RKAP Revisi the assumed average price in the Revised RKAP at US$6.00
sebesar US$6,00 per MMBTU. Sementara realisasi Laba per MMBTU. On the other hand, the above target Net Profit
Bersih di atas target terutama karena tingginya realisasi realization was due to the increasing income realization and
pendapatan dan lebih rendahnya realisasi beban usaha. decreasing operating expense realization.
Kendala yang Dihadapi Perusahaan Challenges Faced by the Company
Pencapaian dan kinerja PHE selama tahun 2018 bukannya The achievements and performance demonstrated by PHE
tanpa kendala. Direksi bersama Insan PHE menyikapi throughout 2018 were not without obstacles. The Board
kendala yang dihadapi dengan menjadikannya sebagai of Directors along with PHE Personnel addressed the
tantangan. obstacles encountered by transforming it into challenges.
Kendala utama adalah keunikan PHE karena memiliki banyak The primary obstacle lies in PHE’s uniqueness for having
Anak Perusahaan yang merupakan Kontraktor Kontrak many Subsidiaries which are cooperation contract
Kerja Sama (KKKS) dengan SKK Migas. Selain itu juga ada contractors (KKKS) with SKK Migas. In addition to that,
Anak Perusahaan dari alih kelola WK terminasi. Kondisi ini there were Subsidiaries from terminated WK management
menuntut penerapan tata kelola terstandar dan terintegrasi, transfer. Such condition required standardized and
sehingga mendorong Direksi meneruskan penerapan SSO. integrated governance implementation so that it encouraged
the Board of Directors to continue implementing SSO.
Direksi memahami dinamika yang berkembang, karenanya The Board of Directors understood the developed dynamics,
penerapan SSO bersifat dinamis dan tak menafikan thus the SSO implementation was dynamic and embraced
keunikan masing-masing Anak Perusahaan. Setelah the individuality of each Subsidiary. After the completion of
selesainya proyek PHE One System, maka tahapan PHE One System project, the next step is to perform fast
berikutnya adalah melakukan kerja cepat sehingga seluruh work in order to realize the targets in RKAP, KPI as well as
target dalam RKAP, KPI maupun Rencana Jangka Panjang the Company Long-Term Plan (RJPP) immediately.
Perusahaan (RJPP) dapat segera direalisasikan.

Banyaknya Anak Perusahaan dan WK yang harus dikelola, On account of many Subsidiaries and WK that must
juga menjadikan tingginya faktor risiko yang harus dihadapi be managed, it increased the risk factors faced by the
Perusahaan. Karenanya selain dengan penerapan SSO, Company. Aside from the SSO implementation, the
Perusahaan memandang perlunya langkah strategis untuk Company considered the importance of developing
membangun kerja sama (partnership) dengan pihak lain strategic measures to build partnerships with other parties
dalam mengelola WK produktif sehingga faktor risiko in managing productive WK so that the risk factor could be
juga dapat ditanggung bersama. Alternatif lain guna shared. Other alternative in optimizing the future Company’s
mengoptimalkan kinerja Perusahaan pada masa mendatang performance is by downsizing so that only the productive
adalah dengan melakukan perampingan sehingga hanya WK that will be operated by PHE . The realization of these
WK produktif yang dioperasikan PHE. Realisasi dari usulan- suggestions are solely under the policy of PT Pertamina
usulan tersebut sepenuhnya bergantung kebijakan PT (Persero) as the Shareholder.
Pertamina (Persero) sebagai Pemilik Saham.
Saat ini PHE berupaya mengoptimalkan kinerja seluruh Anak PHE is currently putting the efforts to optimize the entire
Perusahaan, dengan melakukan standardisasi termasuk Subsidiaries’ performance by carrying out standardization,
dalam hal penerapan QHSSE. Demikian pula dengan including the QHSSE implementation. Similarly, with human
pengelolaan Sumber Daya Manusia (SDM), diperlukan capital (HC) management, several trainings are needed to
berbagai pelatihan untuk meningkatkan standar kompetensi enhance the competency standards of each worker in each
setiap pekerja pada masing-masing Anak Perusahaan. Subsidiary.
Analisis dan Gambaran Tentang Analysis and Overview on Business

Prospek Usaha Prospects
Dalam beberapa tahun mendatang, migas masih menjadi In the next few years, oil and gas will remain be the foothold
tumpuan kebutuhan sumber energi. Memang upaya for energy resources needs. Endeavors in developing new
mengembangkan energi baru dan terbarukan (EBT), namun and renewable energy are underway, but the realization is
realisasinya diperkirakan masih membutuhkan waktu relatif estimated to take up a relatively long time.
lama.
Masih tingginya kebutuhan migas menjadi prospek The sustained high demand in oil and gas became an
menjanjikan bagi usaha PHE. Karenanya PHE akan terus auspicious prospect for PHE business. Hence, PHE
mengoptimalkan produksi dan komersial migas. Seiring will continue optimizing oil and gas production and
dengan alih kelola empat WK terminasi pada tahun 2018, commercialization. Due to the management transfer of five
PHE berkeyakinan dapat meningkatkan kontribusi pasokan terminated WK in 2018, PHE believes the company could
migas kepada PT Pertamina (Persero) dari saat ini sebesar increase the current 12% oil and gas supply contribution
12% terhadap total produksi migas Pertamina. Salah satu to PT Pertamina (Persero) against Pertamina’s total oil and
WK terminasi yaitu Blok SES memiliki tingkat produksi migas gas production. One of the terminated WK, namely Block
tinggi yakni 21.051 BOEPD dan gas bumi 41,70 MMSCFD. SES, had high level of oil and gas production amounting to
21,051 barrels of crude oil per day (BOEPD) and 41.70 million
square cubit feet of gas per day (MMSCFD).

PHE terus melakukan eksplorasi untuk menemukan PHE continued to perform exploration to discover new 2C
cadangan 2C yang baru, dan melaksanakan pengembangan reserves, and to carry out developments for additional P1
guna mendapatkan cadangan P1. Sesuai Rencana Kerja dan reserves. In accordance with the 2019 Company Work Plan
Anggaran Perusahaan (RKAP) 2019, PHE telah menargetkan and Budget (RKAP), PHE targeted 13 exploration wells with
pemboran 13 sumur eksplorasi dengan target temuan 195.09 MMBOE 2C resource findings. On the other hand, in
cadangan 2C sebanyak 195,09 MMBOE. Sementara untuk 2019 the development area is targeted for 45 development
pengembangan, pada tahun 2019 PHE menetapkan target wells and 47 workover (KUPL), as well as 71.42 MMBOE P1
pemboran 45 sumur pengembangan dan 47 Kerja Ulang reserves. PHE targeted to reach 175.67 MBOEPD for the
Pindah Lapisan (KUPL), serta target cadangan P1 sebesar 2019 oil and gas lifting with 76.97 MBOPD in crude oil lifting
71,42 MMBOE. PHE menargetkan lifting migas pada tahun and 572 MMSCFD in gas lifting.
2019 sebesar 175,67 MBOEPD dengan rincian lifting minyak
mentah 76,97 MBOPD dan lifting gas 572 MMSCFD.
Untuk menc apai target ters ebut , PHE menerapkan To achieve the targets, PHE implemented a risk mitigation
st rat e g i m i t i g a s i r i s i ko m e n g i n g at s e b a g i a n A n a k strategy considering some Subsidiaries have practiced
Perusahaan telah menerapkan skema gross split, seiring gross split scheme along with the reinforcement of Minister
pemberlakuan Peraturan Menteri (Permen) ESDM No.8 of ESDM Regulation Number 8 of 2017 on the Gross Split
Tahun 2017 Tentang Kontrak Bagi Hasil Gross Split yang Production Sharing Contract, which was updated to
diperbaharui dengan Permen ESDM No.52 Tahun 2017 Minister of ESDM Regulation Number 52 of 2017 on the
tentang Perubahan Atas Permen ESDM No.08 Tahun 2017. Amendment of Minister of ESDM Regulation Number 8 of
Perusahaan juga melakukan efisiensi untuk menekan biaya 2017. The Company also conducted efficiency to suppress
produksi sebagai antisipasi pergerakan harga minyak dunia, the production cost as an anticipation towards the shifting
dan mendorong pengembangan inovasi berkelanjutan serta world oil prices (which are constantly in flux), and to develop
mengembangkan teknologi Enhance Oil Recovery (EOR) enhance oil recovery (EOR) technology to optimize the
guna mengoptimalkan tingkat produksi pada sumur-sumur production level on the matured wells.
yang sudah matang.
Tak kalah penting adalah memperoleh dukungan dari para Supports from the stakeholders is also important to be
pemangku kepentingan, termasuk masyarakat di sekitar maintained, especially support from the community around
lokasi operasi Perusahaan. Untuk menjaga hubungan yang the Company’s operational area. To maintain a harmonious
harmonis bersama masyarakat, Perusahaan melaksanakan relationship with the community, the Company implements
CSR terutama melalui program Community Involvement & CSR, mainly through Community Involvement & Development
Development (CID) yang diharapkan mampu meningkatkan (CID) program which is expected to improve the community
kesejahteraan masyarakat. PHE meyakini, dengan tingkat welfare. With better level of welfare, PHE believes the local
kesejahteraan yang lebih baik maka masyarakat setempat community will support the safety of production facilities.
akan mendukung keamanan fasilitas produksi. Pelaksanaan The implementation of CSR could also act as an effective
CSR juga menjadi penangkal ampuh dalam menghadapi countermeasure to various sustainability issues, whether in
berbagai isu keberlanjutan, baik di tataran nasional maupun national or global level.
global.

Perkembangan Penerapan Tata Kelola Development in Corporate Governance

Perusahaan pada Tahun Buku in Fiscal Year
Salah satu faktor yang turut mendukung pencapaian kinerja One of the factors that supported the achievement of
PHE tahun 2018 adalah komitmen bersama meningkatkan PHE performance in 2018 was shared commitment in
penerapan tata kelola perusahaan yang baik (GCG). heightening the good corporate governance (GCG)
Memasuki tahun 2018 Perusahaan melakukan perubahan implementation. Entering 2018 the Company made
atas Pedoman Tata Kelola Perusahaan (COCG) Tahun 2008 adjustments to the 2008 Code of Corporate Governance
yang telah disetujui oleh Keputusan Pemegang Saham ( C o C G ) w h i c h wa s a p p ro v e d b y t h e D e c i s i o n o f
dalam RUPS Sirkuler 22 April 2008, menjadi Pedoman Tata Shareholders in the Circular GMS of 22 April 2008, and
Kelola Perusahaan (COCG) No.A-002/PHE040/2018-S9 was changed to Code of Corporate Governance (CoCG)
agar selaras dengan Pedoman COCG PT Pertamina Number A-002/PHE040/2018-S9 in order to align with the
(Persero). Keberadaan Pedoman COCG yang baru akan CoCG of PT Pertamina (Persero). The new CoCG guideline
mendorong penerapan praktik-praktik terbaik tata kelola will encourage the implementation of world-standard
yang berstandar dunia. governance best practices.
PHE mendapatkan penilaian atas penerapan tata kelola dari PHE conducted an assessment of the governance
dua pihak, yaitu internal dan eksternal. PHE melaksanakan implementation by internal and external parties. PHE
mekanisme penilaian penerapan GCG yang dilakukan conducted the internal assessment of GCG through
oleh pihak internal yaitu melalui Fungsi Internal Audit the Internal Audit Function (self-assessment). The
(self-assessment). Proses penilaian dilakukan dengan assessment process was administered using methods
menggunakan metode dan prosedur sesuai Keputusan and procedures as per the Secretary to Minister of SOE
Sekretaris Menteri BUMN No.SK-16/S.MBU/2012 tanggal Decree Number SK-16/S.MBU/2012 of 06 June 2012 on the
06 Juni 2012 tentang Indikator/Parameter Penilaian dan Indicator/Parameter of Assessment and Evaluation on the
Evaluasi atas Penerapan Tata Kelola Perusahaan yang Baik Implementation of Good Corporate Governance in State
(Good Corporate Governance) Pada Badan Usaha Milik Owned Enterprises.
Negara.
Adapun pihak eksternal yang memberikan penilaian atas While external or independent assessment of GCG
penerapan GCG PHE adalah Badan Pengawasan Keuangan i m p l e m e n t a t i o n i s c o n d u c t e d t h ro u g h t h e S t a t e
dan Pembangunan (BPKP) yang dilakukan dua tahun sekali. Development Audit Agency (BPKP) every two years.
Hasil assessment penerapan GCG yang dilakukan oleh From the results of the GCG implementation assessment
BPKP untuk tahun buku 2018, diperoleh nilai 87,32 yang conducted , a score of 87.32 was obtained which indicated
menandakan penerapan GCG telah dilaksanakan dengan that the GCG implementation has reach a level of "Very
“Sangat Baik”. Pencapaian tersebut meningkat apabila Good". This achievement increased when compared to
dibandingkan dengan penilaian yang dilakukan secara the assessment carried out internally for the financial
internal untuk tahun buku 2017 yakni 86,66 (“Sangat Baik”), year of 86.66 ("Very Good"), thus emphasizing Company's
sehingga menegaskan komitmen Perusahaan untuk terus commitment to continuously improve the implementation
meningkatkan penerapan GCG. of GCG.
Kepatuhan menjadi hal yang utama dalam penerapan GCG. Compliance became key in implementing GCG. The
Perusahaan terus mendorong semua Insan PHE untuk Company continued to inspire all PHE Personnel to comply
mematuhi ketentuan hukum dan perundang-undangan with legal provisions and legislations, as well as not to
serta tidak memberikan toleransi sekecil apapun bagi setiap tolerate any violations. The Company has followed up
pelanggaran. Perusahaan telah menindaklanjuti laporan reports received through whistleblowing system (WBS) in
yang telah diterima melalui Whistleblowing System (WBS) 2018 and imposed sanctions to parties proven guilty in the
sepanjang tahun 2018 dan menjatuhkan sanksi kepada act of violation.
pihak-pihak yang terbukti melakukan pelanggaran.

Pada sisi lain, Perusahaan memberikan apresiasi setinggi- On the other hand, the Company bestowed the highest
tingginya kepada Insan PHE yang telah menunjukkan appreciations to PHE Personnel who demonstrated
kepatuhan dalam penerapan GCG pada segala aspek. compliance in implementing GCG in every aspect. It was
M e r u p a k a n s e s u a t u ke b a n g g a a n b a g i P H E a t a s an honour for PHE that an award was given to PHE ONWJ
penghargaan yang diterima PHE ONWJ dari SKK Migas, by SKK Migas, as the first company which implemented
sebagai perusahaan pertama yang mengimplementasikan PSC Gross Split and adherence in every financial reporting.
PSC Gross Split dan ketaatan dalam setiap pelaporan Awards were also given to PHE Jambi Merang and PHE
keuangan. Demikian pula dengan penghargaan dari SKK Nunukan Company from SKK Migas in goods and services
Migas yang diberikan kepada PHE Jambi Merang dan PHE procurement process.
Nunukan Company atas ketaatan dalam proses pengadaan
barang dan jasa.
Perubahan Komposisi Changes in the Composition of Board of

Anggota Direksi Directors
Pencapaian pada tahun 2018 tidak terlepas dari kerja sama The achievements in 2018 were the end results of a mutual
semua pihak. Kebersamaan membuat pergantian nahkoda labour of all parties. Even with the changes in PHE’s
di PHE tak mengubah komitmen untuk mengoptimalkan leadership, together PHE did not hesitate in the commitment
tingkat produksi migas. to optimize the oil and gas production level.
S e b e n a r n y a , p e rg a n t i a n p u c u k ke p e m i m p i n a n d i Changing top leadership in a company is perceived as a

perusahaan adalah hal wajar. Hanya saja apa yang terjadi common act. However, the changes that occurred at PHE
di PHE terbilang tidak biasa, karena dalam rentang waktu were exceptional, as within one year the membership of
satu tahun, keanggotaan Direksi mengalami beberapa Board of Directors experienced several changes. The first
kali perubahan. Pergantian pertama berdasar keputusan change was based on the decision of General Meeting of
Rapat Umum Pemegang Saham (RUPS) 05 Februari 2018 di Shareholders (GMS) on 05 February 2018 in Jakarta where
Jakarta, Pemegang Saham memberhentikan tiga anggota the Shareholders dismissed three Directors due to their
Direksi karena telah memasuki masa pensiun, yakni Bapak entering retirement, which are Rudy Ryacudu as Exploration
Rudy Ryacudu dari jabatan Direktur Eksplorasi; Bapak Beni Director; Beni Jaffilius Ibradi as Operation and Production
Jaffilius Ibradi dari jabatan Direktur Operasi dan Produksi; Director; and Ari Budiarko as Finance & Business Support
serta Bapak Ari Budiarko dari jabatan Direktur Keuangan & Director
Business Support.
Selanjutnya Pemegang Saham mengangkat empat anggota Subsequently, the Shareholders appointed four Directors,
Direksi. Mereka adalah Bapak Abdul Mutalib diangkat which are Abdul Mutalib appointed as Exploration Director;
menjadi Direktur Eksplorasi; Bapak Afif Saifudin diangkat Afif Saifudin appointed as Development Director; Ekariza
menjadi Direktur Pengembangan; Bapak Ekariza menjadi appointed as Operation and Production Director; as well as
Direktur Operasi dan Produksi; dan Bapak Huddie Dewanto Huddie Dewanto appointed as Finance & Business Support
menjadi Direktur Keuangan & Layanan Bisnis. Director.
Periode jabatan Bapak R. Gunung Sardjono Hadi sebagai The term of office of Mr. R. Gunung Sardjono Hadi as the
Direktur Utama PHE berakhir pada 30 Mei 2018 sesuai President Director of PHE ended on 30 May 2018 according
ketentuan yang berlaku di PHE bahwa masa jabatan Bapak to the provisions in force at PHE that Mr. R. Gunung
R. Gunung Sardjono Hadi adalah sampai dengan RUPS Sardjono Hadi's tenure was up to the third year of the GMS.
tahun ketiga. Selanjutnya Dewan Komisaris menunjuk Bapak Furthermore, the Board of Commissioners appointed Mr.
Huddie Dewanto sebagai Pelaksana Tugas Harian Direktur Huddie Dewanto as the Daily Acting Director of the PHE
Utama PHE. President Director.

Pada 10 Desember 2018, PT Pertamina (Persero) dan On 10 December 2018, PT Pertamina (Persero) and
PT Pertamina Pedeve Indonesia sebagai Pemegang Saham PT Pertamina Pedeve Indonesia , as a Shareholder,
mengangkat Ibu Meidawati sebagai Direktur Utama PHE. inaugurated Meidawati as PHE President Director. The
Pengangkatan Ibu Meidawati tidak hanya memastikan appointment of Meidawati not only provided a new leader
nahkoda baru PHE, tapi juga menjadi sejarah tersendiri for PHE, but also became a monumental moment as she
karena menjadi perempuan pertama yang menjabat sebagai was the first woman to serve as PHE President Director.
Direktur Utama PHE.
Serangkaian pergantian anggota Direksi tak menurunkan Series of changes in the Board of Directors did not weaken
semangat kerja Insan PHE . Sebaliknya, kedatangan the spirit of PHE Personnel. On the contrary, the existence of
pimpinan-pimpinan baru menghadirkan ide-ide baru yang new leaders created new and fresh ideas which manifested
lebih segar dan menjadi energi tambahan bagi pencapaian into additional energy for performance achievement
kinerja yang menjadi target RKAP. Energi positif yang targeged by RKAP. The positive energy also boosted PHE
tercipta, juga mendorong PHE untuk menargetkan kinerja to target better performance in 2019.
yang lebih baik pada tahun 2019.
PHE mengucapkan terima kasih kepada Bapak R. Gunung For their dedication in leading PHE, the Company would
Sardjono Hadi, Bapak Rudy Ryacudu, Bapak Beni Jaffilius like to thank Mr. R. Gunung Sardjono Hadi, Rudy Ryacudu,
Ibradi, dan Bapak Ari Budiarko, atas dedikasi selama Beni Jaffilius Ibradi, and Ari Budiarko. Furthermore, PHE
memimpin PHE. Selanjutnya PHE menyampaikan ucapan welcomed and wished good success for Meidawati, Abdul
selamat datang dan selamat berkarya kepada Ibu Meidawati, Mutalib, Afif Saifudin, Ekariza, and Huddie Dewanto.
Bapak Abdul Mutalib, Bapak Afif Saifudin, Bapak Ekariza,
dan Bapak Huddie Dewanto.
Penutup Closing
Akhir kata, izinkan Direksi mengucapkan terima kasih Finally, the Board of Directors would like to express gratitude
kepada semua Insan PHE atas kerja keras dan kerja ikhlas to all PHE Personnel for the hard work and sincerity
yang sudah ditunjukkan sepanjang tahun 2018. Direksi shown throughout 2018. The Directors would also like to
juga mengucapkan terima kasih kepada Pemegang Saham acknowledge the Shareholders and other stakeholders for
maupun pemangku kepentingan lain, atas dukungannya the support in PHE operational and business continuity.
bagi keberlangsungan operasi dan bisnis PHE.
Jakarta, Maret | March 2019
Atas Nama Direksi

On Behalf of Directors
R. Gunung Sardjono Hadi Huddie Dewanto Meidawati

Direktur Utama PTH Direktur Utama Direktur Utama
President Director PTH President Director President Director
01 Juni 2015 – 30 Mei 2018 01 Juni 2018 – 10 Desember 2018 10 Desember 2018 – saat ini
01 June 2015 – 30 May 2018 01 June 2018 –10 December 2018 10 December 2018 - present

Statement of Boa rd of Director and Board of Commissioners Regarding the Responsibility

for PT Pertamina Hulu Energi Integrated Report 2018
Jakarta, March 2019
Dewan Komisaris | Board of Commissioners
Komisaris Utama Komisaris Utama

President Commisioners President Commisioners
(12 Maret 2015-11 Maret 2018) (31 Agustus 2018-Saat ini)
(12 March 2015-11 March 2018) (31 August 2018-Present)
Komisaris Komisaris Komisaris

Commisioners Commisioners Commisioners
(01 Juli 2015-30 Juni 2018) (31 Agustus 2018-Saat ini) (04 Maret 2016-26 April 2018)
(01 July 2015-30 June 2018) (31 August 2018–Present) (04 March 2016-26 April 2018)
Komisaris Komisaris Komisaris

Commisioners Commisioners Commisioners
(26 April 2018-06 Agustus 2018) (03 Januari 2017-Saat ini) (06 Agustus 2018-Saat ini)
(26 April 2018-06 August 2018) (03 January 2017-Present) (06 August 2018-Present)
Komisaris Independen
Independent Commisioners
(07 Mei 2016-Saat ini)
(07 May 2016-Present)

Kami yang bertanda tangan di bawah ini menyatakan bahwa We, the undersigned, hereby declare that all information
semua informasi dalam Laporan Tahunan Terintegrasi PT contain here in the Integrated Annual Report of PT
Pertamina Hulu Energi tahun 2018, telah dimuat secara Pertamina Hulu Energi, the year of 2018, has been
lengkap dan bertanggung jawab penuh atas kebenaran isi presented in their entirety, and we assume full responsibility
Laporan Tahunan Perusahaan. for their trustworthiness of the content in this annual report.
Demikian pernyataan ini dibuat dengan sebenarnya. This statement was duly prepared.
Jakarta, March 2019
Direksi | Directors
Direktur Utama PJ. Direktur Utama

President Director ACT. President Director
(10 Desember 2018-Saat ini) (01 Juni 2015-30 Mei 2018)
(10 December 2018-Present) (01 June 2015-30 May 2018)
Direktur Eksplorasi PJ. Direktur Eksplorasi Direktur Pengembangan

Director of Exploration ACT. Director of Exploration Director of Development
(05 Februari 2018-Saat ini) (29 November 2016-05 Februari 2018) (05 Februari 2018-Saat ini)
(05 February 2018-Present) (29 November 2016-05 February 2018) (05 February 2018-Present)
Direktur Operasi & Produksi Direktur Operasi & Produksi Direktur Keuangan & Layanan Bisnis
Director of Operations & Director of Operations & Production Director of Finance & Business
Production (23 April 2015-05 Februari 2018) Support
(05 Februari 2018-Saat ini) (23 April 2015-05 February 2018) (05 Februari 2018-Saat ini)
(05 February 2018-Present) (05 February 2018-Present)
PJ. Direktur Keuangan & Business Support

ACT. Director of Financial & Business Support
(23 September 2015-05 Februari 2018)
(23 September 2015-05 February 2018)

Tentang
Laporan dan
Pelibatan
Pemangku
Kepentingan
About this Report
and Stakeholder
Engagement
Pengungkapan informasi dan penentuan topik
material dalam Laporan ini merujuk pada standar
GRI dengan opsi core dan standar Oil and Gas
Sector Suplement (OGSS). PHE melibatkan
para pemangku kepentingan dalam penentuan
informasi dalam laporan ini.
Disclosure of information and determination of material topics in this

Report has been prepared in accordance to the GRI standard with
core opton and the Oil and Gas Supplement (OGSS) standard. PHE
involved stakeholders in determining the information in this report.
Tentang Laporan dan Pelibatan Pemangku Kepentingan

Tentang Laporan
About Report
PT Pertamina Hulu Energi (PHE) menerbitkan Laporan PT Pertamina Hulu Energi (PHE) issues a Report 2018
Tahunan Terintegrasi 2018, sebagai pelaporan pencapaian Integrated Year, as reporting on achievement Company
Perusahaan selama kurun waktu 01 Januari 2018 hingga during the period of 01 January 2018 to 31 December
31 Desember 2018. Laporan berisi informasi saling 2018. Reports contain mutual information relating to
berkaitan antara strategi organisasi, tata kelola dan kinerja organizational strategy, governance and performance
keuangan Perusahaan, dengan konteks ekonomi, sosial dan Company finance, with economic, social and environment
lingkungan di lokasi Perusahaan. [102-50] at the Company's location. [102-50]
Laporan diterbitkan setiap tahun dan berkesinambungan Reports are published annually and continuously with the
dengan informasi yang disampaikan pada laporan periode information presented in the report previous period. 2017
sebelumnya. Laporan Tahunan Terintegrasi 2017 PHE Integrated Annual Report PHE was published on 01 March
diterbitkan pada 01 Maret 2018, bersamaan dengan 2018, together with organizing the General Meeting of
penyelenggaraan Rapat Umum Pemegang Saham (RUPS) Shareholders (GMS) 2017 financial year on 22 March, 2018.
tahun buku 2017 pada 22 Maret 2018. [102-51][102-52][102-53] [102-51][102-52][102-53]
Kesinambungan Tema Laporan Report Theme Continuity
Tema Laporan Tahunan Terintegrasi 2018 PHE adalah The theme of the PHE Integrated Annual Report 2018 is
Memaksimalkan Nilai Aset untuk Pertumbuhan Maximizing Asset Values for Sustainable Growth. The
Berkelanjutan. Tema tersebut bermakna bahwa PHE theme means that PHE continue to maximize asset value
terus memaksimalkan nilai aset untuk pertumbuhan for growth Sustainable, good company of competence
Perusahaan yang berkelanjutan, baik dari kompetensi human resources, and natural resources while maintaining
sumber daya manusia , maupun sumber daya alam economic, social and environment. Maximum potential will
dengan tetap mempertahankan nilai ekonomi, sosial dan increase value for stakeholders and become a record boast
lingkungan. Potensi yang maksimal akan meningkatkan of the Company's performance trends.

Kesinambungan Tema Laporan

Tahunan Terintegrasi PHE
Theme Continuity Integrated Annual
Report PHE
2018 Memaksimalkan Nilai

Aset Untuk Pertumbuhan
Keberlanjutan
Maximizing Asset Value for
Sustainable Growth
PHE terus memaksimalkan nilai aset untuk pertumbuhan

Perusahaan yang berkelanjutan, baik dari kompetensi
s u m b e r d aya m a n u s i a , m a u p u n s u m b e r d aya a l a m
dengan tetap mempertahankan nilai ekonomi, sosial dan
lingkungan. Potensi yang maksimal akan meningkatkan
PHE continues to maximize ass et value for grow th

Sustainable, good company of competence human resources,
and natural resources while maintaining economic, social
and environment. Maximum potential will increase value for
stakeholders and become a record boast of the Company's
performance trends.

2017
Integrasi Kinerja, Tingkatkan Nilai Bagi Pemangku Kepentingan.
Integrasi menunjukkan kinerja yang dijalankan dengan memperhatikan
aspek ekonomi, sosial dan lingkungan. Aspek ekonomi dipertahankan,
bahkan ditingkatkan melalui efisiensi dan komitmen yang tinggi. Aspek
sosial ditingkatkan dengan memperhatikan kesejahteraan karyawan dan
memandirikan masyarakat sekitar Perusahaan beroperasi, serta aspek
lingkungan dilestarikan melalui upaya penurunan emisi dan pemakaian
energi yang tidak terbarukan. Capaian kinerja lingkungan di 2017
menunjukkan komitmen PHE yang mampu menjadi terdepan dengan
perolehan 3 PROPER Emas.
Integrating Performance, Increasing Values for Stakeholders

Integration shows the realized performance by considering economic,
social, and environmental aspects. The economic aspect is maintained, in
fact increased through high efficiency and commitment. The social aspect
is amplified by reflecting on employees welfare and transforming the local
community self reliant, whereas the environmental aspect is preserved
through emission reduction and energy use. Environmental performance
achievement in obtaining 3 Gold PROPER in 2017 proves to be the
embodiment of one of PHE commitments.
Melesat Melampui Batas

2016
PHE sebagai perusahaan energi nasional telah merumuskan strategi yakni

pengembangan sektor hulu. Anjloknya harga minyak dunia mendorong
Perusahaan mengoptimalkan aset, menciptakan nilai tambah melalui
pengelolaan sumber daya yang efisien dan terintegrasi. Upaya ini
merupakan solusi di tengah harga minyak dunia yang belum pulih sebagai
upaya peningkatan pendapatan Perusahaan.
Streaking Towards Success

As a national energy Company PT Pertamina Hulu Energi (PHE) has
conducted strategy to develop the upstream sector. As a result of crude oil
price drop, PHE has been pushed to optimized assets, creating additional
value through efficient and integrated resources management. In the midst
of crude oil price that has not been well covered, this effort is done as a
solution to improve Company's revenue.
Mengatasi Tantangan Untuk Masa Depan Lebih Baik

2015
Mengatasi tantangan berarti mengambil langkah strategis untuk

menghadapi risiko dan memperkuat diri demi meraih manfaat jangka
panjang. Melalui optimalisasi sumber daya dan inovasi, PHE terus
beroperasi mencari sumber-sumber baru migas yang potensial.
Overcoming Challenges for a Better Future

Overcoming challenges means taking strategic actions to deal with risks
and strengthening ourself in order to gain long term benefits. By optimizing
resources and through innovation, we are continuously operating and
exploring new potential oil and gas resources.

Dasar Penyusunan Laporan Basis of Report Preparation
Penyusunan Laporan telah disesuaikan dengan ketentuan- The preparation of the report has been adjusted to the
ketentuan berkaitan dengan penyusunan dan penerbitan regulation relating to preparation and publishing Annual
L a poran Tah un an b a g i p e r u s a ha a n- p e r u s a ha a n d i report for companies at Indonesia: [102-49]
Indonesia: [102-49]
• Integrated Report Framework yang diterbitkan The • I n t e g r a t e d R e p o r t F r a m e w o r k , p u b l i s h e d b y

International Integrated Reporting Council’s (IIRC). TheInternational Integrated Reporting Council's (IIRC).
• Peraturan Otoritas Jasa Keuangan No.29/POJK.04/2016 • Financial Service Authority Regulation Number 29/
Tentang Laporan Tahunan Emiten Atau Perusahaan POJK.04/2016 on Issuers or Publicly-Listed Companies
Publik, yang telah disesuaikan dengan kondisi PHE yang Annual Report, which has been adjusted to PHE
bukan Perusahaan publik. circumstance as a non-publicly-listed Company.
• Surat Edaran Otoritas Jasa Keuangan Nomor 30/ • Financial Service Authority Circular Number 30/
SEOJK.04/2016 tentang Bentuk dan Isi Laporan Tahunan SEOJK.04/2016 on Format and Content of Issuers and
Emiten atau Perusahaan Publik. Publicly-Listed Companies Annual Report.

• Pe ra t u ra n O t o r i t a s J a s a Ke u a n g a n N o m o r 51 / • Financial Services Authority Regulation Number 51/

P O J K . 0 3 /2 0 1 7 t e n t a n g P e n e r a p a n Ke u a n g a n POJK.03/2017 on Implementation of Sustainable
Berkelanjutan Bagi Lembaga Jasa Keuangan, Emiten dan Financial for Financial Service Institution, Issuers and
Perusahaan Publik. Publicly-Listed Companies.
• GRI Standard dan Oil and Gas Sector Supplement • GRI Standard and Oil and Gas Sector Supplement
(OGSS) yang diterbitkan Global Reporting Initiative (GRI). (OGSS) which was published by GRI.
• P e r a t u r a n P T P e r t a m i n a ( P e r s e r o ) N o. A - 0 0 1 / • PT Pertamina (Persero) Regulation Number A-001/
H00200/2011-S0 Revisi I, Tentang Pengelolaan Anak H00200/2011-S0 First Revision on Management of
Perusahaan dan Perusahaan Patungan Pertamina, Pertamina Subsidiaries and Joint Ventures concerning
Mengenai Materi Laporan Tahunan. Annual Report Material.
• Pernyataan Standar Akuntansi Keuangan (PSAK) dan • Statement of Financial Accounting Standards (SFAS)
Interpretasi Standar Akuntansi Keuangan (ISAK) yang and Interpretation of Financial Accounting Standards
telah direvisi dan berlaku efektif tahun 2011. (IFAS) which were revised and effective since 2011.
• Surat Keputusan Sekretaris Menteri BUMN No.SK-16/S. • Secretary of Minister of SOE Decree Number SK-16/S.
MBU/2012 tentang Indikator Parameter Penilaian dan MBU/2012 on Indicator Parameter of Assessment and
Evaluasi atas Penerapan Tata Kelola. Evaluation on Corporate Governance.
• Sustainability Accounting Standard Non-Renewable • Sustainability Accounting Standard Non-Renewable
Resources Sector yang diterbitkan Sustainability Resources Sector which was published by
Accounting Standard Board (SASB). SustainabilityAccounting Standard Board (SASB).
• AA1000 Stakeholder Engagement Standard 2015 yang • AA1000 Stakeholder Engagement Standard 2015 which
diterbitkan Accountability. was published by Accountability.
• Sustainable Development Goals (SDGs). • Sustainable Development Goals (SDGs).
Tingkat Pemenuhan Informasi dan Information and Assurance

Penjaminan Fulfillment Level
Pengungkapan informasi dalam Laporan merujuk pada Disclosure of information in the Report refers to material
indikator dan topik material dalam GRI Standard serta indicators and topics in GRI Standard as well OGSS, with
OGSS, dengan tingkat pemenuhan informasi adalah GRI the level of information fulfillment is GRI Core. Meeting
Core. Pemenuhan indikator dan topik material ditandai material indicators and topics is indicated with the inclusion
dengan pencantuman kode angka dalam kurung berwarna of numeric codes in colored brackets red at the end of
merah pada bagian akhir paragraf tertentu. Laporan ini juga a certain paragraph. This report too equipped with GRI
dilengkapi Indeks Standar GRI pada halaman 582 sebagai Index Standard on page 582 as navigation to facilitate
navigasi untuk memudahkan Pemangku Kepentingan Stakeholders get information needed. [102-54][102-55]
mendapatkan informasi yang diperlukan. [102-54][102-55]
PHE telah menunjuk SR Asia sebagai pihak independen PHE has appointed SR Asia as an independent party to carry
untuk melakukan assurance atas bagian dari laporan out assurance for several informations of the sustainability
keberlanjutan ini. Proses assurance dilaksanakan dengan report. The assurance process was carried out with a site
kunjungan ke kantor pusat PHE yang dilakukan pada tanggal visit on head office in July 10, 2019 and verification of the
10 Juli 2019 dan verifikasi laporan akhir pada tanggal 6 final report in August 6, 2019. [102-56]
Agustus 2019. [102-56]

Penetapan Topik Material

Determining Material Topic
Cakupan dan batasan dalam Laporan ini, sama dengan The scope and limitations in this Report are the same as
Laporan pada periode sebelumnya. Laporan Keuangan Reports in the previous period. Financial statements in this
dalam Laporan ini merupakan laporan konsolidasi dan telah report is a consolidated report and has been audited by
diaudit Kantor Akuntan Publik Purwantono, Sungkoro & Purwantono, Sungkoro & Public Accounting Firm Surja with
Surja dengan opini Wajar Tanpa Pengecualian. [102-45] Unqualified opinion. [102-45]
Informasi lain yang merupakan bagian dari kinerja Other information that is part of the performance economic,
keberlanjutan ekonomi, sosial dan lingkungan, mencakup social and environmental sustainability, including also
pula Anak Perusahaan sesuai indikator maupun topik dalam subsidiaries according to indicators and topics within
pelaporan. Materi berupa data pendukung diperoleh dari reporting. Material in the form of supporting data is obtained
Fungsi Relations di Kantor Pusat PHE di Jakarta, sebagai from Relationship Function at PHE Head Office in Jakarta,
pelaksana pengumpulan data. [102-45] as executor of data collection. [102-45]
Penentuan Isi dan Determining the Content and

Batasan Laporan Boundary of Report
Proses penyusunan Laporan dilakukan dengan The preparation process of the Report was conducted
memperhatikan prinsip-prinsip yang berlaku dan melalui based on prevalent principles through tiered stages. Hence,
tahapan berjenjang. Dengan demikian informasi yang the information conveyed completely describes PHE
disampaikan benar-benar memberikan gambaran atas sustainability performance throughout the reporting period.
pelaksanaan kinerja keberlanjutan PHE selama kurun waktu [102-46][102-47][102-48]
periode pelaporan. [102-46][102-47][102-48]
Prinsip-prinsip Penyusunan Laporan | Principles of Report Preparation

Keterlibatan pemangku kepentingan | Stakeholders Inclusiveness Komparabilitas | Comparability
Materialitas | Materiality Keseimbangan | Balance
Konteks keberlanjutan | Sustainability Context Akurasi | Accuracy
Kelengkapan | Completeness Keandalan | Reliability
Kejelasan | Clarity Ketepatan Waktu | Timeliness
Tahapan Penyusunan Laporan | Stages of Report Preparation

Penatapan Standard GRI
Identifikasi topik-topik keberlanjutan Determining GRI Standard
1
Identification of sustainability topics Penetapan kategori dan penentuan topik
Determining category and topic
Prioritas atas topik-topik keberlanjutan Penetapan Grup Diskusi Terfokus (FGD)

2
Priorities on sustainability topics Determining Focus Group Discussion (FGD)
Validasi atas topik prioritas Penghitungan nilai setiap topik prioritas

3
Validation on priority topic Calculation of value of each priority topic
Keterlibatan pemangku kepentingan

Kajian ulang atas laporan tahun sebelumnya Stakeholders inclusiveness
4
Review on previous annual report Konteks keberlanjutan
Sustainability context

Topik-topik keberlanjutan dalam Laporan ini disusun melalui Sustainability topics in this report are prepared through
diskusi terfokus yang dilaksanakan pada Selasa, 15 Januari focused discussion held on Tuesday, 15 January 2019 at PHE
2019 di PHE Tower. Berdasarkan hasil diskusi ditetapkan Tower. Based on the results of the discussion set six material
enam topik material dalam Laporan ini. Tidak ada pernyataan topics in this Report. There is no statement return as an
kembali sebagai perbaikan atas informasi yang disampaikan improvement on the information submitted previous. [102-46]
sebelumnya. [102-46][102-47][102-48] [102-47][102-48]
Topik-topik Bersifat Material Dalam Laporan | Material Topics in the Report [102-47]
No Topik | Topic
1 Kinerja Ekonomi | Economic Performance

2 Emisi | Emission
3 Energi | Energy
4 Keanekaragaman Hayati | Biodiversity
5 Masyarakat Lokal | Local Community
6 Kesehatan dan Keselamatan Kerja | Occupational Health and Safety
Matriks Topik Material

Matrix of Topics Material
2
Tinggi
1
High
4
5 3 6
Penting Menurut Pemangku Kepentingan
Important to Stakeholders
Dampak Signifikan Ekonomi,

Lingkungan, dan Sosial
Rendah
Significant Impact in Economy,

Tinggi
Low
Environment, and Social Performances

High
Batasan Topik-topik Bersifat Material Dalam Laporan [103-1]

Boundary of Material Topics in the Report [103-1]
Topik Keberlanjutan Dampak Pada Pemangku Kepentingan

No Sustainability Topic Stakeholders' Impacts
1 Kinerja Ekonomi | Economic Performance Internal
2 Emisi | Emission Internal dan External
3 Energi | Energy Internal dan External

4 Keanekaragaman Hayati | Biodiversity External
5 Masyarakat Lokal | Local Community External
6 Kesehatan dan Keselamatan Kerja | Occupational Health and Safety Internal

Secara umum Laporan Tahunan Terintegrasi 2018 PT In general, the 2018 Integrated Annual Report PT Pertamina
Pertamina Hulu Energi memiliki cakupan dan batasan yang Hulu Energi has coverage and limitations the same as the
sama dengan Laporan Keuangan dan Laporan Tahunan Financial Report and Annual Report Integrated previous
Terintegrasi periode sebelumnya. Meski demikian pada period. Even so at some parts, the information disclosed
beberapa bagian, informasi yang diungkapkan memiliki has specificity so that it does not cover all Subsidiaries PHE
kekhususan sehingga tidak mencakup seluruh Anak company.
Perusahaan PHE.
Informasi yang merupakan bagian dari kinerja keberlanjutan Information that is part of sustainability performance
ekonomi, sosial dan lingkungan, mencakup pula Anak economic, social and environmental, including children
Perusahaan sesuai indikator maupun topik dalam pelaporan. Companies according to indicators and topics in reporting
Materi berupa data pendukung diperoleh dari Fungsi Material in the form of supporting data is obtained from
Relations di Kantor Pusat PHE di Jakarta, sebagai pelaksana the Function Relations at PHE Headquarters in Jakarta, as
pengumpulan data. [102-45] executor data collection. [102-45]
Tabel Entitas yang Tercakup dalam Laporan Keuangan Konsolidasi

dan Laporan Tahunan Terintegrasi 2018 [102-45]
Table of Entities Included in the 2017 Consolidated Financial Statement and Integrated Report [102-45]
No Nama Entitas yang Tercakup Nama Entitas dalam Laporan Terintegrasi

dalam Laporan Keuangan Berdasarkan Topik Material
Name of Subsidiaries Included in the Entity Name in Integrated Report Based
Consolidated Financial Statement on Material Topics
1 2 3 4 5 6
1 PHE ONWJ √ √ √ √ √ √
2 PHE Raja Tempirai √ √ √ √ √ √

3 PHE Salawati √ √ √ √ √ √
4 PHE Jambi Merang √ √ √ √ √ √
5 PHE Tomori Sulawesi √ √ √ √ √ √
6 PHE Tuban East Java √ √ √ √ √ √
7 PHE Ogan Komering √ √ √ √ √ √
8 PHE CPP (BOB) √ √ √ √ √ √
9 PHE Simenggaris √ √ √ √ √ √
10 PHE WMO √ √ √ √ √ √
11 PHE Siak √ √ √ √ √ √
12 PHE NSO & PHE NSB √ √ √ √ √ √
13 PHE Kampar √ √ √ √ √ √
14 PHE Corridor √ √ √ √ √ √
15 PHE Jabung √ √ √ √ √ √
16 PHE Makassar Strait √ √ √ √ √ √
17 PHE OSES √ √ √ √ √ √
18 PHE Salawati Basin √ √ √ √ √ √
19 PHE Tengah K √ √ √ √ √ √
20 PHE Oil and Gas √ √ √ √ √ √

Pelibatan Para Pemangku Kepentingan

Stakeholder Engagement
Berdasarkan proses identifikasi yang dilaksanakan melalui Based on the identification process carried out through
analisa pola interaksi dan sifat keterlibatan dengan kegiatan analysis of patterns of interaction and the nature of
operasi maupun bisnis perusahaan, PT Pertamina Hulu engagement with activities operations and business of the
Energi (PHE) telah mengidentifikasi keberadaan sembilan company, PT Pertamina Hulu Energi (PHE) has identified the
pemangku kepentingan. Selanjutnya PHE melibatkan existence of nine stakeholders. Furthermore PHE involves
masing-masing pemangku kepentingan melalui komunikasi each stakeholder through communication routine and other
rutin dan metode lain, guna mengetahui dan memenuhi methods, to find out and fulfill their needs. [102-40][102-42][102-44]
kebutuhan mereka. [102-40][102-42][102-44] [413-1][413-2] [413-1][413-2]
Pada 2018, PHE tidak pernah dihadapkan pada perselisihan In 2018, PHE has never faced land dispute with local
lahan dengan masyarakat lokal di area operasi Perusahaan. communities in surrounding working area. PHE was also
PHE juga tidak pernah dihadapkan pada penundaan operasi never faced with a delay in operations because of the
karena adanya dampak merugikan terhadap masyarakat adverse impact on the community around. [G4-OG10][G4-OG11]
sekitar. [G4-OG10][G4-OG11] [102-44] [102-44]
Metode Pendekatan Identifikasi Pemangku Kepentingan | Approach Method to Stakeholders Identification [102-42]
Pihak-pihak yang secara langsung menerima dampak dari kegiatan Parties whom directly exposed to impacts of the Company operations and
operasi dan bisnis Perusahaan. business
Pihak-pihak yang memiliki kepentingan atau pengaruh signifikan

Parties who have interests or significant influence to the Company operations
terhadap jalannya Perusahaan.
Pihak-pihak yang memiliki otoritas hukum pada semua tingkatan. Parties which have legal authority on all levels

Kebutuhan dan
Pelibatan Pemangku Kepentingan [102-40]
Stakeholders Inclusiveness and Needs [102-40]
Pemangku Kepentingan Kebutuhan Pemangku Kepentingan Pelibatan Pemangku Kepentingan

Stakeholders Stakeholders Needs Stakeholders Inclusiveness and Needs
Pemenuhan target operasional dan lifting migas Penyusunan dan pengesahan RKAP
Fulfilling operational target and oil and gas lifting RKAP preparation and approval
Rapat Umum Pemegang Saham (RUPS)

General Meeting of Shareholders (GMS)
Pemegang Saham
Shareholders
Pelaporan kinerja Laporan kinerja berkala
Performance reporting (economic performance) Periodical performance report
Laporan Keuangan Tahunan

Annual Financial Statement
Pemenuhan hak-hak normatif dan jaminan Penyusunan Perjanjian Kerja Bersama (PKB) melalui
Keselamatan dan Kesehatan Kerja (K3) perwakilan dalam serikat pekerja
Fulfilling normative rights and occupational health Collective Labor Agreement (CLA) preparation through
and safety (OHS) representatives in the labor union
Kebebasan berserikat Pembentukan dan dukungan terhadap serikat pekerja

Freedom of association Establishment and support to labor union
Karyawan
Employees Town Hall meeting
Penyampaian pendapat pada manajemen
dan sosialisasi peraturan Employee Gathering
Expressing opinions to management
and socializing regulations
Management Walk Through
Peningkatan kompetensi Pendidikan dan pelatihan

Increasing competencies Education and training
Pembayaran : Setoran pajak tahunan

Pemerintah dan Regulator 1. Pajak Annual tax payment
• Kementerian ESDM 2. Penerimaan Negara Bukan Pajak (PNBP)

• Kementerian BUMN 3. Kewajiban lain
• SKK Migas Payment :
• Pemerintah Daerah 1. Taxes Setoran PNBP dan kewajiban lain
2. Non-Tax State Revenue (PNBP) PNBP payment and other obligations
Government and Regulator 3. Other obligations
• Ministry of Energy and Mineral
Resources
• MInistry of SOE
• SKK Migas Tata kelola yang baik (GCG) dan kepatuhan Assessment oleh pihak independen
• Local Government Good corporate governance (GCG) and compliance Assessment by an independent party

Pemangku Kepentingan Kebutuhan Pemangku Kepentingan Pelibatan Pemangku Kepentingan

Stakeholders Stakeholders Needs Stakeholders Inclusiveness and Needs
Kepastian hukum Perumusan dan pengesahan kontrak kerja

Legal certainties Work contract formation and approval
Pertemuan koordinasi berkala

Laporan kinerja dan operasional Regular coordination meeting
Mitra Usaha/Bisnis
Business Partners Performance and operational report Pelaporan kinerja dan operasional
Performance and operational reporting
Kepatuhan Assessment dan evaluasi berkala

Compliances Regular assessment and evaluation
Keterbukaan tender pengadaan E-procurement

Transparency in procurement tender
Pemasok Kepastian hukum Perumusan dan pengesahan kontrak kerja.

Suppliers Legal certainties Work contract formulation and approval
Kepatuhan Assessment dan evaluasi berkala

Compliances Regular assessment and evaluation
Perumusan dan pengesahan kontrak jual beli migas

Kepastian hukum
Oil and gas sale purchase agreement formulation and
Legal Certainties
approval
Pelanggan
Mekanisme pengaduan
Customers
Complaint mechanism
Pelayanan dan jaminan pasokan migas
Oil and gas service and warranted supply
Survei kepuasan pelanggan
Customer satisfaction survey
Perencanaan program pengembangan masyarakat

Community development programs plan
Peningkatan kesejahteraan (masyarakat lokal) Pemantauan dan evaluasi secara partisipatif

Welfare increase (local community) Participative monitoring and evaluation
Masyarakat Penerapan program pengembangan masyarakat

Communities Community development program implementation
Sosialisasi kegiatan dan pelibatan pekerjaan

Socialization on activities and work engagement
Penanganan dampak sosial dan lingkungan
Social and environmental impacts handling
Survei Indeks Kepuasan Masyarakat
Community Satisfaction Survey Index
Kerja sama terkait kegiatan operasional Perusahaan,

Perguruan Tinggi dan Institusi
pengembangan masyarakat, dan pengelolaan
Pendidikan Penelitian, kajian dan konsultasi
lingkungan
Universities and Educational Research, study and consultation
Cooperation on the Company operational activities,
Institutions
community development, and environemntal management
Penyampaian berkala materi pemberitaan melalui

jumpa pers maupun press release
Informasi kinerja dan informasi lain terkait Perusahaan Periodical submission on news material through press
Media conference and press release
Performance information and other information on the
Media
Company
Media gathering dan kunjungan ke lokasi
Media gathering and site visit

Profil
Perusahaan
Company
Profile
Tahun 2018 PT Pertamina Hulu Energi (PHE)
melaksanakan alih kelola Wilayah Kerja (WK)
atau blok terminasi yang ditugaskan Pemerintah
kepada PT Pertamina (Persero). Melalui model
right to match yang diterapkan, PHE mampu
memaksimalkan tingkat produksi minyak dan gas
bumi (migas) pada masing-masing blok terminasi,
sehingga memberikan kontribusi pada total
produksi migas Perusahaan.
In 2018 PT Pertamina Hulu Energi (PHE) implements management
work area (WK) or termination block assigned by the Government
to PT Pertamina (Persero). Through the right to match model
applied, PHE is able to maximize the level of oil production
and natural gas (oil and gas) in each termination block, so that
contribute to the Company's total oil and gas production.
Profil Perusahaan
Company Profile
Informasi Umum Perusahaan

Nama Perusahaan PT Pertamina Hulu Energi (PHE) PT Pertamina Hulu Energi (PHE)
Name of Company [102-1] Tidak ada perubahan nama Perusahaan pada No changes on the Company name in fiscal year 2018
tahun buku 2018
PHE Tower, Lantai 21 – 25 PHE Tower, Lantai 21 – 25

Alamat Kantor Pusat Jl. TB. Simatupang Kav 99 Jl. TB. Simatupang Kav 99
Head Office Address [102-3] Jakarta Selatan 12520 Jakarta Selatan 12520
Indonesia Indonesia
Telepon | Telephone +62 21 2954 7000
Faksimili | Facsimile +62 21 2952 9076
Pusat Informasi
+62 21 2952 7086
Information Center
Email isukarya@pertamina.com
Website www.phe.pertamina.com
Jumlah Kantor
1 Kantor (Kantor Pusat) 1 Office (Head Office)
Number of Office
Produk: Products:
• Minyak Mentah • Crude Oil
• Gas Bumi • Gas
• Gas Metana Batubara/Energi Lainnya • Coal Bed Methane Gas/Other energies
Kegiatan, Produk,
Jasa dan Merek Jasa: Service:
Activities, Products, Services, • Eksplorasi • Exploration
and Brands [102-2]
• Pengembangan • Development
• Produksi Migas • Oil and gas production
• Manajemen Portofolio • Portfolio management
PHE tidak memiliki merek dagang PHE does not have a trademark
Tanggal Pendirian
17 November 1989 17 November 1989
Date of Establishment
Tanggal Operasional
1 Januari 2008 1 January 2008
Date of Operation
Badan Hukum
Perseroan Terbatas Limited Liability Company
Legal Entity [102-3]
Kepemilikan Saham PT Pertamina (Persero): 98,72% PT Pertamina (Persero): 98,72%

Ownership [102-5] PT Pertamina Pedeve Indonesia : 1,28% PT Pertamina Pedeve Indonesia : 1,28%
NPWP | Tax ID Number 01.069.258.0081.000 01.069.258.0081.000
TDP
Certificate of 09.03.1.06.81228 (sampai dengan 01 Agustus 2020) 09.03.1.06.81228 (up to 01 August 2020)
Company Registration
Modal Dasar
Rp1.000.000.000.000 (satu triliun rupiah) Rp1,000,000,000,000 (one trillion rupiah)
Authorized Capital
Modal Ditempatkan
dan Disetor Penuh Rp500.000.000.000 (lima ratus miliar rupiah) Rp500,000,000,000 (five hundred billion rupiah)
Capital Paid/issued

Profil Perusahaan
Company Profile
Dasar Hukum Pendirian dan Berdasarkan hukum negara Republik Indonesia dan Under the laws of the Republic of Indonesia and Articles
Perubahan Terakhir Anggaran Dasar yang dimuat dalam Berita Negara of Association stated in the State Gazette of the Republic
Legal Basis of Establishment Republik IndonesiaNo.62 tanggal 3 Agustus 1990 of Indonesia Number 62 of 3 August 1990 , Supplement
and Latest Changes Tambahan No.2749, yang telah diubah seluruhnya sesuai Number 2749, which has been changed entirely in
Undang-Undang Negara RepublikIndonesia No.40 tahun accordance with Law of the Republic of Indonesia
2007 yang dimuat dalam akta No.5 tanggal 04 Agustus Number 40 of 2007. The amendment was stated in Deed
2008 yang dibuat di hadapan Marianne Vincentia Number 5 of 4 August 2008, which was made in the
Hamdani, SH, Notaris di Jakarta. Perubahan tersebut presence of Marianne Vincentia Hamdani, SH, Notary
telah mendapat persetujuan dari Menteri Hukum dan in Jakarta. The amendment was approved by Minister of
Hak Asasi Manusia Republik Indonesia dalam Surat Justice and Human Rights of the Republic of Indonesia in
Keputusan No.AHU-69995.AH.01.02.Tahun 2008 tanggal Decree Number AHU-69995.AH.01.02 of 2008 dated 26
26 September 2008. September 2008.
Anggaran dasar telah mengalami beberapa kali perubahan The Articles of Association have undergone several
sebagaimana dimuat dalam akta No.4 tanggal 5 November amendments as published in Deed Number 4 of 5
2012 dan telah mendapat persetujuan dari Menteri Hukum November 2012, and were approved by Minister of
dan Hak Asasi Manusia Republik Indonesia dalam Surat Justice and Human Rights of the Republic of Indonesia
Keputusan No.AHU-61643.AH.01.02.Tahun 2012 tanggal in Decree Number AHU-61643.AH.01.02 of 2012 dated
3 Desember 2012, akta No.14 tanggal 10 Juli 2013 dan 3 December 2012. Deed Number 14 of 10 July 2013 and
pemberitahuan telah diterima oleh Kementerian Hukum notification were received by Ministry of Justice and
dan Hak Asasi Manusia Republik Indonesia dalam surat Human Rights of the Republic of Indonesia in letter number
No.AHU-AH.01.10-34801 tanggal 23 Agustus 2013 dan AHU-AH.01.10-34801 of 23 August 2013. The latest
perubahan terakhir Akta No.39 tanggal 21 April 2016 dan amendment was Deed Number 39 of 21 April 2016 and
pemberitahuan telah diterima oleh Kementerian Hukum notification was received by MInistry of Justice and Human
dan Hak Asasi Manusia Republik Indonesia dalam surat Rights of the Republic of Indonesia in letter Number AHU-
No.AHU-0009155.AH.01.02.Tahun 2016 tanggal 15 Mei 0009155.AH.01.02 of 2016 dated 15 May 2016.
2016.
Skala Organisasi Anak Perusahaan PHE | Subsidiaries of PT Pertamina Hulu Energi

Organization Scale [102-7]
Tahun | Years Jumlah | Total Dalam Negeri | Domestic Luar Negeri | Overseas
2018 58 53 5
2017 59 53 6
2016 57 51 6
2015 56 50 6
2014 52 46 6
Perusahaan Patungan (Kepemilikan PHE Dibawah 50%) | Joint Ventures (PHE ownership below 50%)
Nama Perusahaan | Company Name Saham PHE | PHE shares
PT Pertagas Niaga 1%
PT Donggi Senoro LNG 29%
PT Pertamina Hulu Energi Mahakam 0,07%
PT Patra Drilling Contractor 0,04%
PT Pertamina Geothermal Energy Lawu 1%
PCPP Operating Company SDN.BHD
30%
Mengelola Blok SK305 Serawak, Malaysia
Perusahaan Afiliasi | Affiliated Companies
Kepemilikan PHE melalui Anak Perusahaan PHE | PHE Ownership through PHE Subsidiaries :
• Natuna 2 BV
• Arun NGL (Dalam Likuidasi | In Liquidation)
Data mengenai Anak Perusahaan, Perusahaan Patungan, dan Perusahaan Afiliasi PHE dapat dilihat
pada bahasan tentang Entitas Anak dan/atau Asosiasi.
Data regarding Subsidiaries, Joint Venture Companies and PHE Affiliate Companies can be seen
in the discussion of the Subsidiary and / or Association.

Profil Perusahaan
Company Profile
Informasi Umum Perusahaan

Tahun | Years Nilai (Juta US$) | Value (Million US$)
2018 4.531,67
Total Aset 2017 4.780,79

Total Assets
2016 4.908,39
2015 5.170,56
2014 5.811,39
Jumlah Pekerja
Tahun | Years Jumlah Pekerja (Orang) | Number of workers (people)
Total Employees
2018 2.314
2017 1.779
2016 501
2015 506
2014 478
PT Pertamina (Persero)
Segmen Pasar yang Dilayani
Market Segment Served
Pemerintah | Government
Pihak ketiga, sebagian besar di dalam negeri | Third Parties, mostly to domestic
Organisasi Karyawan PHE (OK PHE) | PHE Employees Organization (OK PHE)
Serikat Pekerja
Serikat Pekerja PHE WMO | Labor Union PHE WMO
Labor Union
Lembaga Kerjasama Bipartit PHE (LKS PHE) | PHE Bipartite Cooperation Institution (LKS PHE)
Informasi lain mengenai PHE dan Laporan ini dapat menghubungi: [102-53]
Further information on PHE and this Report may contact below details: [102-53]
Ifki Sukarya PT Pertamina Hulu Energi

Vice President Relations PHE Tower, Lantai 21-25
Jl. TB Simatupang Kav 99
isukarya@pertamina.com Jakarta Selatan 12520, Indonesia

+62 21 2954 7000
+62 21 2952 9076
www.phe.pertamina.com

Profil Perusahaan
Company Profile
Riwayat Singkat Perusahaan

Brief History of Company
Sebagai Anak Perusahaan PT Pertamina (Persero), PT As a subsidiary of PT Pertamina (Persero), PT Pertamina
Pertamina Hulu Energi (PHE) memiliki tugas mengelola Hulu Energi (PHE) has the task of managing Oil and Gas
WK migas PT Pertamina (Persero) dan bertindak sebagai WK PT Pertamina (Persero) and acts as subholding for
subholding bagi Anak Perusahaan-Anak Perusahaan di subsidiaries in oil, gas and coal bed methane business fields
bidang usaha minyak, gas bumi dan Coal Bed Methane (CBM), as well as joint ventures and affiliated companies.
(CBM), serta perusahaan patungan dan perusahaan afiliasi.
Awalnya PHE didirikan dengan nama PT Aroma Operations Initially PHE was established under the name PT Aroma
Services (AOS), berdasarkan Akta No.245 tanggal Operations Services (AOS), based on Deed No.245 dated
17 November 1989. AOS adalah Anak Perusahaan PT November 17, 1989. AOS is a subsidiary of PT Pertamina
Pertamina (Persero) yang didirikan untuk mendukung (Persero) was established to support petrochemical
operasi kilang petrokimia di Cilacap, Jawa Tengah. refinery operations in Cilacap, Central Java.

Profil Perusahaan
Company Profile
PT AOS berubah nama menjadi PT Pertahulu Energy pada PT AOS changed its name to PT Pertahulu Energy in 2002
tahun 2002 dan kemudian menjadi PT Pertamina Hulu Energi and later became PT Pertamina Hulu Energi in 2007. The
pada tahun 2007. Perubahan nama tersebut dikuatkan Akta name change was confirmed by Deed No. 5 dated August
No.5 tertanggal 04 Agustus 2008, dan didasarkan pada 4, 2008, and was based on Law No.22 of 2001 concerning
Undang-Undang No.22 Tahun 2001 Tentang Minyak dan Oil and Gas Earth. Based on these provisions, PT Pertamina
Gas Bumi. Berdasarkan ketentuan tersebut, PT Pertamina (Persero) must separate upstream and downstream oil and
(Persero) harus memisahkan kegiatan usaha hulu serta hilir gas business activities.
migas.
P T P e r t a m i n a ( P e r s e ro ) ke m u d i a n m e n y e ra h k a n PT Pertamina (Persero) then handed over management of

pengelolaan atas wilayah-wilayah kerja hulu yang dikelola upstream working areas managed through cooperation with
melalui kerja sama dengan pihak ketiga dalam bentuk third parties in the form of joint operating body (JOB) and
Joint Operating Body (JOB) maupun Participating Interest participating interest (PI), to PHE. Submission was followed
(PI), kepada PHE. Penyerahan diikuti dengan mengalihkan by transferring the operations of oil and gas blocks to PHE
operasional blok-blok migas kepada Anak-Anak Perusahaan subsidiaries, according to the approval of the Directors of
PHE, sesuai persetujuan Direksi PT Pertamina (Persero) PT Pertamina (Persero) on September 18, 2007 and the
pada 18 September 2007 dan Dewan Komisaris PT Board of Commissioners of PT Pertamina (Persero) on 06
Pertamina (Persero) pada 06 November 2007. November, 2007.
PHE bertindak selaku strategic operating arm PT Pertamina PHE acts as the strategic operating arm of PT Pertamina
(Persero) melalui kerja sama dengan pihak ketiga, baik di (Persero) through cooperation with third parties, both at
dalam maupun luar negeri sejak 1 Januari 2008. Skema kerja home and abroad since January 1, 2008. The cooperation
sama meliputi: scheme includes:
1. Kontrak Kerja sama Bagi Hasil JOB (PSC-JOB & BOB). 1. JOB Production Sharing Cooperation Contract (PSC-
2. Kontrak Kerja sama Bagi Hasil JOA (PSC-JOA). JOB & BOB).
3. Kontrak Kerja sama di mana PT Pertamina (Persero) 2. JOA Production Sharing Contract (PSC-JOA).
sebelumnya bertindak selaku pemegang Indonesian 3. A Cooperation Contract in which PT Pertamina (Persero)
Participating Interest/Pertamina Participating Interest previously acted as the holder of Indonesian Participating
(IPI/PPI). Interest / Pertamina Participating Interest (IPI / PPI).
4. Bentuk kerja sama kemitraan lainnya dalam pengelolaan 4. Other forms of partnership cooperation in managing
wilayah kerja di dalam maupun di luar negeri. work areas within and outside the country.
Dalam kurun waktu 10 tahun sejak memulai operasi sebagai Within 10 years of commencing operations as a strategic
strategic operating arm PT Pertamina (Persero), PHE telah operating arm of PT Pertamina (Persero), PHE has grown
berkembang signifikan. Sampai dengan 31 Desember 2018, significantly. As of December 31, 2018, the Company
Perusahaan mengelola 51 WK migas dan menjadi subholding managed 51 oil and gas WKs and became a subholding for
bagi 58 Anak Perusahaan di bidang usaha migas dan CBM, 58 subsidiaries in the oil and gas and CBM businesses, as
serta enam Perusahaan Patungan dan dua Perusahaan well as six Joint Ventures and two Affiliated Companies. [102-4]
Afiliasi. [102-4]

Profil Perusahaan
Company Profile
Selama tahun 2018 PHE menerima alih kelola empat During 2018 PHE received four management transfers
WK terminasi yang ditugaskan Pemerintah kepada PT Termination WK assigned by the Government to PT
Pertamina (Persero), yakni: Pertamina (Persero), namely:
1. Blok Ogan Komering dan Blok Tuban, berlaku efektif 1. Ogan Komering Block and Tuban WK, effective on 20
pada 20 Mei 2018. Blok Ogan Komering sebelumnya May 2018. The Ogan Komering Block was previously
dioperasikan PHE dan mitra kerja melalui Joint Operating operated by PHE and partners through Pertamina's
Body (JOB) Pertamina Jadestone Energy (Ogan Joint Operating Body (JOB) Jadestone Energy (Ogan
Komering) Ltd (JOB PJOK). Sedangkan Blok Tuban Komering) Ltd (JOB PJOK). While Tuban Block is
dioperasikan PT Pertamina (Persero) dan PetroChina operated by PT Pertamina (Persero) and PetroChina
dengan membentuk JOB Pertamina PetroChina East by forming JOB Pertamina PetroChina East Java. The
Java (JOB PPEJ). Kontrak kedua WK tersebut berlaku second contract of the WK is valid for the next 20 years
selama 20 tahun ke depan dengan mekanisme gross split. with a gross split mechanism.
2. Blok Southeast Sumatera (SES), berlaku efektif pada 06 2. Southeast Sumatra WK (SES), effective on September
September 2018. Sebelumnya Blok SES dioperasikan 06, 2018. Previously WK SES was operated by CNOOC
CNOOC SES Ltd. Selanjutnya PHE membentuk PHE SES Ltd. Furthermore PHE formed PHE Offshore
Offshore Southeast Sumatra (PHE OSES) untuk Southeast Sumatra (PHE OSES) to operate the WK SES
mengoperasikan Blok SES selama 20 tahun melalui for 20 years through a gross split mechanism.
mekanisme gross split.
3. PHE dipercaya Pemerintah untuk mengelola kembali 3. PHE is trusted by the Government to manage the North
Blok North Sumatera Offshore (NSO) di Nanggroe Aceh Sumatra Offshore (NSO) WK / Block in Nanggroe Aceh
Darussalam hingga 20 tahun, berlaku efektif sejak 16 Darussalam back to 20 years, effective from 16 October
Oktober 2018. Pengelolaan dilakukan melalui skema 2018. Management is carried out through a gross split
kontrak bagi hasil atau gross split yang meniadakan profit sharing contract scheme that eliminates the return
pengembalian biaya operasi (cost recovery). on operating costs (cost recovery)
Selain menerima alih kelola WK terminasi, pada 20 Mei 2018 In addition to accepting the termination of WK termination,
PHE melalui Anak Perusahaan PT PHE Tuban East Java telah on May 20, 2018 PHE through a subsidiary: PT PHE Tuban
menyerahkan pengelolaan Lapangan Unitisasi Sukowati di East Java handed over the management of the Sukowati
Blok Tuban, kepada PT Pertamina EP. Pengalihan dilakukan Unitization Field in Tuban Block, to PT Pertamina EP. The
berdasarkan Keputusan Menteri ESDM Nomor 2800/13/ transfer is carried out based on the ESDM Ministerial Decree
MEM.M/2018 tanggal 17 Mei 2018. Lapangan Unitisasi Number 2800/13 / MEM.M / 2018 dated 17 May 2018. The
Sukowati sebelumnya dioperasikan JOB PPEJ dan habis Sukowati Unitization Field was previously operated by JOB
masa kontraknya pada 28 Februari 2018. Meski Lapangan PPEJ and expired on 28 February, 2018. Although Sukowati
Unitisasi Sukowati di Blok Tuban dikelola PT Pertamina Unitization Field in Tuban Block is managed by PT Pertamina
EP, PHE masih mengelola lapangan-lapangan lain di Blok EP, PHE still manages other fields in Tuban Block, such as
Tuban, seperti Mudi, Sumber, dan Lengowangi. Pengelolaan Mudi, Sumber, and Lengowangi. Management is carried out
dilakukan melalui mekanisme kontrak bagi hasil gross split. through a mechanism for gross split profit sharing contracts.

Profil Perusahaan
Company Profile
Perjalanan dari
Waktu ke Waktu
Milestone
2007
2002
PT Pertahulu Energy
beganti nama
menjadi
PT Pertamina Hulu
2001
PT AOS berubah
1989
nama menjadi Energi.
PT Pertahulu Energy. PT Pertahulu Energy
changed its name to PT
Pemberlakuan PT AOS changed its
Pertamina Hulu Energi.
Undang-Undang name to PT Pertahulu
Pendirian PT Aroma Energy.
Operations Services (AOS). No.22 Tahun 2001
Bergerak di bidang Tentang Minyak dan
pengadaan jasa untuk Gas Bumi.
mendukung operasi kilang Enforcement of Law
petrokimia di Cilacap. Number 22 of 2001 on Oil
and Gas.
Establishment of PT Aroma
Operations Service (AOS).
Operated in services
procurement to support
petrochemical refinery
operations in Cilacap.

Profil Perusahaan
Company Profile
2018 PHE menjadi operator Wilayah Kerja

(WK)/Blok Tuban dan Blok Ogan
Komering, pada 20 Mei 2018.
PHE became the Operational Area
operator (WK)/Tuban Block and WK
Ogan Komering, on 20 May 2018.
PHE menjadi operator Blok Southeast PHE became the Southeast WK operator
Sumatera (SES), setelah alih kelola Blok Sumatera (SES), after the management
SES dari operator lama CNOOC SES of Blok SES from the old operator
Ltd., pada 06 September 2018. CNOOC SES Ltd., on 6 September 2018.
PHE ditunjuk mengelola Blok North PHE was appointed to manage Blok
Sumatera Offshore (NSO) di Aceh hingga North Sumatra Offshore (NSO) in Aceh
2038 oleh Pemerintah, dan berlaku sejak up to 2038 by the Government, and is
16 Oktober 2018 valid since 16 October , 2018
2017
Menerapkan kontrak bagi hasil
Gross Split pertama di
Indonesia pada wilayah kerja
ONWJ
Implemented the first Gross Split
production sharing contract in
Indonesia within ONWJ working
area
2016
2008 PHE melakukan akuisisi wilayah
kerja di Ambalat Timur dan ONWJ.
PHE melakukan akuisisi
PT Pertamina Hulu Energi kepemilikan saham PT Pertamina
(PHE) efektif beroperasi Geothermal Energy Lawu dan PT
di bidang usaha hulu Patra Drilling Contractor.
minyak dan gas di dalam
dan luar negeri. PHE acquired the working area in East
Ambalat and ONWJ.
PT Pertamina Hulu Energi PHE acquired ownership in PT Pertamina
(PHE) effectively operated in Geothermal Energy Lawu and PT Patra
upstream oil and gas sector, Drilling Contractor.
domestic and overseas.

Profil Perusahaan
Company Profile
Peristiwa Penting 2018

Significant Events 2018
Januari Go Live SAP PHE One System (Harmonisasi SAP PHE dan
January 1 AP PHE SSO) & Go Live SAP HCM Concurrent Employment
Go Live SAP PHE One System (Harmonization of SAP
PHE and AP PHE SSO) & Go Live SAP HCM Concurrent
Employment
Penandatanganan persetujuan harmonisasi pengupahan di

15 PHE dan AP PHE oleh SKK Migas
The signing of the wage harmonization agreement at PHE
and AP PHE by SKK Migas
Februari Penandatanganan kontrak PJBG melalui PHE Simenggaris

February 6 dan PHE Tomori Sulawesi dengan PLN
The signing of the PJBG contract through PHE Simenggaris
and PHE Tomori Sulawesi with PLN
Seremoni Sail Away Anjungan SPA di Handil-1, Kutai

26 Kartanegara, Kalimantan Timur
Sail Away Pavilion Pavilion in Handil-1, Kutai Kartanegara,
East Kalimantan
Maret RUPS PHE Tahun Buku 2017

March 22 PHE GMS for 2017 Financial Year
Mei Penandatanganan kontrak PJBG melalui PHE ONWJ

May 4 dan PHE Jambi Merang dengan PT Pertagas Niaga dan
PT Pertamina Gas
The signing of the PJBG contract through PHE ONWJ
and PHE Jambi Merang with PT Pertagas Niaga and PT
Pertamina Gas
Alih kelola Wilayah Kerja atau Blok Tuban dan Blok Ogan
20 Komering dari operator sebelumnya
Transfer of management of the Tuban Working Area or Block
and Ogan Komering Working Area from previous operators
Juli PHE menandatangani kontrak bagi hasil untuk dua wilayah

July 11 kerja yaitu Salawati dan Kepala Burung
PHE signed a production sharing contract for two working
areas, namely Salawati and the Bird's Head
20 Soft launching PHE Exploration Academy

Profil Perusahaan
Company Profile
Agustus PHE menggelar Techno Energy Solution Day 2018

August 29 PHE held the Techno Energy Solution Day 2018
September Alih kelola Blok Offshore South East Sumatera (OSES) dari
September 6 operator sebelumnya

Transfer of management of the South East Sumatra Offshore
Block (OSES) from previous operators
Oktober Kementerian ESDM menyetujui perpanjangan sementara
October 4 Blok North Sumatera B (NSB) yang akan berakhir 3 Oktober

2018
The Ministry of Energy and Mineral Resources approved the
temporary extension of the North Sumatra B Block (NSB)
which will expire October 3, 2018
Kontrak Baru Blok North Sumatera Offshore (NSO) dengan

16 sistem Gross split
The new North Sumatra Offshore Block (NSO) contract with
the Gross split system
PHE melalui PHE ONWJ melakukan serah terima operasi

31 fasilitas produksi pengembangan lapangan SP dari
Direktorat Pengembangan ke Direktorat Operasi & Produksi
PHE through PHE ONWJ handed over the operation of
production facilities to the development of the SP field from
the Development Directorate to the Directorate of Operation
& Production
Desember
Pelantikan Ibu Meidawati sebagai Direktur Utama PHE
December 10 menggantikan Bapak R. Gunung Sardjono Hadi

Inauguration of Ms. Meidawati as PHE's Managing Director
replacing Mr. R. Gunung Sardjono Hadi
Penandatanganan kontrak bagi hasil skema Gross Split di

11 Blok East Sepinggan
The signing of the contract for the results of the Gross Split
scheme in the East Sepinggan Block
Harmonisasi Benefit Fasilitas Kesehatan di PHE dan AP PHE

28 Harmonization of Benefits of Health Facilities at PHE and
PHE AP
Penandatanganan Perjanjian Kerja Bersama (PKB) PHE yang

31 pertama dan akan menjadi acuan bagi Peraturan Perusahaan
atau PKB di AP PHE
The signing of the first PHE Collective Labor Agreement
(PKB) and will be a reference for Company Regulations or
PKB in AP PHE

Profil Perusahaan
Company Profile
Wilayah Kerja
Working Area
PT Pertamina Hulu Energi (PHE) memiliki wilayah kerja (blok) di

Indonesia dan di luar negeri. Seluruh wilayah kerja dikelola oleh
Anak-Anak Perusahaan melalui skema kerja sama yang telah
disepakati dengan pihak ketiga. [102-4]
PT Pertamina Hulu Energi (PHE) has working areas (blocks)
in Indonesia and abroad. All working areas are managed by
subsidiaries through a cooperation scheme agreed upon with
third parties. [102-4]
Wilayah Kerja PT Pertamina Hulu Energi hingga 31 Desember 2018

Working Area PT Pertamina Hulu Energi until December 31, 2018
Uraian | Description Jumlah | Total
Joint Operating Body 6

Operator 22
Non-operator 21
Luar Negeri | Overseas 2
Keterangan Blok PHE

Description of PHE Blocks

Profil Perusahaan
Company Profile

Profil Perusahaan
Company Profile
Visi, Misi dan

Budaya Perusahaan [102-16] [102-12]
Company's Vision, Mission, and Culture [102-16][102-12]
Menjadi Perusahaan minyak dan
Visi gas bumi kelas dunia

To be a world class oil and gas company
Perusahaan
Company Visi tersebut didefinisikan sesuai dengan konteks PHE yang beroperasi pada sektor hulu dan
Vision sekaligus sebagai pengelola berbagai portofolio di sektor hulu dan hilir. Dengan demikian
PHE memiliki visi ke depan untuk menjadi Perusahaan kelas dunia yang bergerak di sektor
hulu dan portofolio hilir minyak mentah, gas bumi dan energi.
The vision is identified accordingly with PHE which operates in upstream sector as well as
manages various portfolios in upstream and downstream sectors. Hence, PHE envisions
itself to be a world class Company which operates in upstream sector and portfolio of
downstream oil, gas, and energy.
Melaksanakan pengelolaan operasi dan portofolio
Misi usaha sektor minyak dan gas bumi dan energi secara
profesional dan berdaya laba tinggi yang memberikan
nilai tambah bagi Pemangku Kepentingan.
Perusahaan
Company To perform the management of operations and business
Mission portfolio in oil and gas and energy sector professionally, as
well as profitably providing added values for Stakeholders.
Sejalan dengan visinya, maka misi PHE juga menekankan pada pengelolaan operasi dan
portofolio usaha sektor hulu minyak mentah dan gas bumi. Visi dan Misi PHE telah disetujui
oleh Pemegang Saham, Dewan Komisaris, dan Direksi berdasarkan Keputusan Rapat Umum
Pemegang Saham (RUPS) secara sirkuler tanggal 22 April 2008. Berdasarkan tinjauan yang
telah dilakukan, RUPS menyatakan bahwa visi dan misi PHE masih relevan dengan maksud
dan tujuan pendirian Perusahaan.
Aligning with the vision, PHE mission also stresses on operational management and portfolio
of upstream oil and gas business sectors. The Vision and Mission of PHE were approved
by the Shareholders, Board of Commissioners, and Board of Directors based on Circular
General Meeting of Shareholders (GMS) Decision of 22 April 2008. According to the
completed review, the GMS stated PHE vision and mission were still relevant to the Company
objectives.

Profil Perusahaan
Company Profile
Budaya Perusahaan
Company's Culture
PHE membangun budaya Perusahaan sejalan dengan Tata PHE established the Company cultures in accordance
Nilai Korporat yang telah ditetapkan PT Pertamina (Persero): with the Corporate Values stipulated by PT Pertamina
Clean, Competitive, Confident, Customer Focus, Commercial, (Persero): Clean, Competitive, Confident, Customer Focus,
dan Capable, atau 6C. Commercial, and Capable, or 6C.
Tata Nilai 6C
Values
Clean Confident Commercial

D ike l ol a s e c ara p rofesi o n al , men g h i n dar i Berperan dalam pembangunan ekonomi M e n c i pt a ka n n i l a i t a m b a h d e n g a n
benturan kepentingan, tidak menoleransi suap, nasional, menjadi pelopor dalam orientasi komersial, mengambil
menjunjung tinggi kepercayaan dan integritas. refo r m a s i B U M N d a n m e m b a n g u n keputusan berdasarkan prinsip-prinsip
B e r p e d o m a n p a d a a s a s - a s a s t at a ke l o l a kebanggaan bangsa. bisnis yang sehat.
korporasi yang baik.
Involvement in national economic Creating added value based on commercial
Professionally managed, avoid conflict of interest, development, as a pioneer in State-owned orientation and make decisions based on
never tolerate bribery, respect trust and integrity Enterprise reform, and to build national fair business principles.
based on good corporate governance principles. pride.
Competitive Customer Focus Capable

Mampu berkompetisi dalam skala regional maupun B erorientasi pada kepentingan Dikelola oleh pemimpin dan pekerja yang
internasional, mendorong pertumbuhan melalui pelanggan dan berkomitmen untuk profesional dan memiliki talenta dan
investasi, membangun budaya sadar biaya dan memberikan pelayanan terbaik kepada penguasaan teknis tinggi, berkomitmen
menghargai kinerja. pelanggan. dalam membangun.
Able to compete both regionally and internationally, Fo c u s o n c u s t o m e r s i n t e re s t s , a n d Managed by professional, skilled, and highly
support growth through investment, build a cost committed to providing the best qualified leaders and workers, committed
effective and performance oriented culture. service to customers. to building research and development
capabilities.
PHE menjadikan Tata Nilai Korporat sebagai pedoman PHE has the Corporate Values as guidance for the
perilaku untuk patuh pada ketentuan hukum dan standar Company to conduct and comply to laws and the highest
etika tertinggi dalam melakukan kegiatan bisnis atau ethic standards in performing its business or operational
operasionalnya. activities.

Profil Perusahaan
Company Profile
Sosialisasi Visi, Misi dan Budaya Perusahaan

Socialization of Company's Vision, Mission, and Culture
Sosialisasi Visi, Misi dan Budaya Perusahaan sepanjang Socialization of Vision, Mission and Culture throughout 2018
tahun 2018 dilakukan melalui beberapa program/kegiatan: is carried out through several programs / activities:
1. Company Recoqnition Award (CRA), adalah program 1. Company Recognition Award (CRA) is a program
apresiasi perusahaan yang melibatkan PHE dan AP PHE. appreciation of companies involving PHE and AP PHE. The
Program CRA adalah salah satu bagian dari Program CRA program is one part of the Program Internalization
Internalisasi Budaya Perusahaan yang terdiri dari 6 of Corporate Culture consisting of 6 (six) categories of
(enam) kategori hasil turunan dari masing-masing tata nilai derivative results of each value system company.
perusahaan.
Berikut di bawah ini adalah 6 kategori & kriteria program Below are 6 categories & criteria of company appreciation
apresiasi perusahaan sebagai berikut : program:
Category Company Recognition Award
Clean Competitive Confident
Best GCG of Best of The Best CIP Most Reputable

The Year of The Year Company of The Year
D i b e r i k a n k e p a d a F U N G S I /A N A K Diberikan kepada F U N G S I /A N A K Diberikan kepada FUN G S I/A N A K
PERUSAHAAN PHE berdasarkan kriteria PERUSAHAAN PHE & JOB/BOB P E R U S A H A A N P H E & JOB/BOB
“Fungsi yang memenuhi aspek kepatuhan berdasarkan kriteria “Lolos seleksi berdasarkan kriteria “Prestasi dan
GCG Compliance (pengisian COI, COC, dalam Forum CIP di AP masing-masing, Penghargaan yang diraih dan diterima
Gratifikasi dan LHKPN) dengan nilai Forum CIP PHE, Forum UIIA, Forum baik dari internal ataupun dari
capaian kumulatif s.d. TW II Tahun 2018 APQA.” eksternal PHE paling banyak”
paling tinggi.”
Provided to FUNCTIONS / SUBSIDIARIES Provided to FUNCTIONS / SUBSIDIARIES
Provided to FUNCTIONS / SUBSIDIARIES PHE & JOB / BOB based on the criteria PHE & JOB / BOB based on the criteria
PHE based on criteria "Functions that "Pass selection in CIP forums in each AP, "Achievements and Awards achieved and
fulfill aspects of compliance with GCG CIP PHE forum, UIIA Forum, APQA Forum." received from both internal and external
Compliance (filling COI, COC, Gratification PHE at most"
and LHKPN) with achievement s cores
cumulative s.d. The highest TW II Year 2018. "

Profil Perusahaan
Company Profile
Customer Focus Commercial Capable
Best SSO Function Best Efficiency Operating Best Active

of Service to internal Cost per BOE Company Internal Trainer of
customers Production of The Year The Year
Diberikan kepada FUNGSI SSO Diberikan kepada ANAK PERUSAHAAN Diberikan kepada PEKERJA
S U P P O RT b e rd a s a r ka n “ H a s i l PHE & JOB/BOB tahapan Produksi PERORANGAN / TIM PHE & AP PHE
Survey dan Feedback dari Customer (termasuk JOB/BOB) berdasarkan
terhadap Layanan Fungsi Core PHE Provided to SUBSIDIARIES PHE & JOB /
kriteria “Trainer yang memiliki jam
dan AP PHE” BOB Production stages
mengajar paling banyak di tahun
2017. “
Given to SSO SUPPORT FUNCTION
based on "Survey Results and
Customer Feedback on the Services of
Best Efficiency Exploration In addition to the PERSONAL
WORKERS / PHE & AP PHE TEAMS
the PHE and AP PHE Core Functions ” Cost Company of The Year (including JOB / BOB) based on the
Diberikan kepada ANAK PERUSAHAAN criteria of "Trainers who have the most
PHE & JOB/BOB tahapan Eksplorasi teaching hours in 2017."
Provided to SUBSIDIARIES PHE & JOB /

BOB Exploration stages

Profil Perusahaan
Company Profile
2. Lomba Video & Poster 6C dengan mengangkat tema 2. 6C Video & Poster Competition, which upheld the
“Inspiring Culture Video Competition” sebagai bagian dari “Inspiring Culture Video Competition” theme as part of the
program internalisasi budaya perusahaan di kalangan company’s culture internalization program for workers.
pekerja.
3. Digital Artefact Culture, adalah sebagai bentuk inovasi 3. Digital Artefact Culture, is a form of innovation program
program internalisasi/kampanye budaya perusahaan. internalization / corporate culture campaign. The
Program kampanye berbentuk animasi video infografis campaign program takes the form of animated video
ditayangkan di TV LED yang diletakkan di tempat-tempat infographics aired on LED TVs placed in places general
umum di lokasi kerja yang banyak dilalui oleh pekerja. work location where many workers pass.
4. Artefact Culture adalah sebagai bentuk inovasi program 4. Artefact Culture is a form of innovation program
internalisasi/kampanye budaya perusahaan. Program internalization / corporate culture campaign. Campaign
kampanye berbentuk poster, banner, foto dan lain-lain programs in the form of posters, banners, photos and
yang diletakkan di tempat-tempat umum di lokasi kerja others are placed in public places in work locations that
yang banyak dilalui oleh pekerja. are often traversed by workers.
5. Implementasi VBDP (Value Base Development Program) 5. Implementasi Online VBDP (Value Base Development
Online adalah bagian dari program PT Pertamina (Persero) Program) is part of Pertamina Persero's program in
bekerja sama dengan Ruang Guru. VBDP Online ini collaboration with the Teacher's Room. This VBDP
juga bagian dalam reformasi proses pembelajaran/ Online also part of the learning / learning process
learning, dan dapat mempermudah pekerja dalam reform, and can facilitate workers in participating
mengikuti program internalisasi budaya perusahaan in the 6C corporate culture internalization program
6C dengan konsep yang menarik dan mudah diikuti. with interesting and easy to follow concepts.
Di tahun 2018, sebanyak 357 peserta Pekerja PHE dan In 2018, 357 participants, consisting of PHE Workers and
AP PHE Level Assistant Manager ke atas dan Staff telah PHE Subsidiaries from Assistant Manager above up to
mengikuti program ini. Staff level have joined this program.
6. Onboarding 6C adalah suatu program wajib pembekalan 6. 6 C Onboarding is a mandatory program to provide
kepada Pekerja terkait materi-materi umum kepegawaian employees with general staffing materials, one of which is
yang salah satunya pengenalan Tata Nilai Budaya the introduction of 6C Corporate Cultural Values.
Perusahaan 6C.
7. Leaders In Action adalah program yang melibatkan para 7. Leaders In Action is a program that involves leaders
leader untuk dapat meningkatkan kompetensi coaching to be able to improve coaching and knowledge sharing
dan sharing knowledge. Program ini juga menjadi wadah competencies. This program is also a forum to invite
untuk mengundang para leaders di lingkungan PT leaders in PT Pertamina (Persero) / affiliates and
Pertamina (Persero)/afiliasi serta para profesional untuk professionals to discuss cultural reinforcement or other
berdiskusi tentang penguatan budaya ataupun topik-topik topics. This program was held for 6C Culture internalization
lain. Program ini diadakan dalam rangka internalisasi dan and reinforcement at PT Pertamina Hulu Energi and
penguatan Budaya 6C di PT Pertamina Hulu Energi dan AP PHE Subsidiaries which aimed to increase the quality of
PHE yang bertujuan untuk meningkatkan kualitas proses internalization and reinforcement process.
internalisasi dan penguatan tersebut.

Profil Perusahaan
Company Profile
Strategi Perusahaan
Company Strategies
Pertumbuhan yang fokus pada bisnis migas di dalam negeri Growth that focuses on oil and gas business in domestic
dan selektif di luar negeri. and selectively overseas
Strategi Upaya Pencapaian 2018

Strategies Achievement Effort 2018
1 Efisiensi di segala lini Menjadikan program efisiensi PHE sebagai Making PHE efficiency program a breakthrough
Efficiency on all fronts breakthrough project tahun 2018. Evaluasi project in 2018. Evaluation of ongoing projects,
project yang sedang berjalan, renegosiasi contract renegotiation, joint procurement, and
kontrak, pengadaan bersama, dan sinergi antar synergy between PHE subsidiaries.
Anak Perusahaan PHE.
2 Menaikkan produksi Meningkatkan jumlah sumur pengembangan, Increasing the number of development wells,
minyak dan gas bumi mempercepat pengembangan lapangan baru, accelerating the development of new fields, and
Increase oil and gas dan penerapan Enhance Oil Recovery (EOR). application of Enhance Oil Recovery (EOR).
production
3 Pengawasan projek • Implementasi PUDW & IDCC PHE • Implementation of PUDW & IDCC PHE
Project monitoring Memastikan monitoring dan pengendalian Ensure monitoring and control of the Business
proyek Investasi Business Development PHE Development PHE Investment project in
sesuai kaidah PUDW dengan menggunakan accordance with PUDW rules by using the
online sistem Integrated Development PHE's Integrated Development Command
Command Center (IDCC) PHE untuk menjamin Center (IDCC) system to ensure high quality
high quality assurance, tercapainya target On assurance, achieving on time targets, on
Time, On Budget, On Scope (OTOBOS) dan budget, on scope (OTOBOS) and Good
Good Corporate Governance (GCG). Corporate Governance (GCG) .
• Development Project Portofolio • Development Project Portfolio Management
Management IT-based Portfolio Project Development with
Pengembangan Portofolio Project berbasis IT prioritizing / rank method based on estimated
dengan metode prioritizing/rank berdasarkan revenue and cost.
estimasi revenue dan cost.
4 Peningkatan lifting Mengoptimalkan lifting planning & schedule Optimizing lifting planning & schedule to meet
Increased lifting agar sesuai target. Melanjutkan evaluasi untuk the target. Continue evaluation for minimization
minimalisasi deadstock. Mempercepat proses of deadstock. Speed up the monetization
monetisasi. Melakukan koordinasi dengan lebih process. Coordinate more intensively between
intensif antar internal, eksternal dan operator. internal, external and operators.
5 Monetisasi gas Melakukan 5 kontrak baru dan 10 perpanjangan Perform 5 new contracts and 10 gas sales
Gas monetization kontrak penjualan gas. contract extensions.
6 Percepatan PIS Akselerasi proses PIS dari fungsi terkait di PHE The acceleration of the PIS process from related
(Place Into Service) ke SKK Migas. functions was PHE to SKK Migas.
PIS acceleration
(Place Into Service)
7 Zero Impairment Study dan evaluasi keekonomian atas rencana Economic study and evaluation of work plans for
Zero Impairment kerja pada setiap blok-blok migas dalam each oil and gas block in the PHE portfolio.
portofolio PHE.

Profil Perusahaan
Company Profile
Strategi Upaya Pencapaian 2018

Strategies Achievement Effort 2018
8 Preventive action untuk • Melakukan sosialisasi kepada manajemen • Disseminating information to management
kasus hukum dan pekerja PHE dan afiliasinya untuk tidak and PHE workers and affiliates not to do things
Preventive action for melakukan hal-hal yang berpotensi melanggar that have the potential to violate the law.
legal cases hukum.
• Memberikan pendapat dari sisi hukum dalam • Providing opinions from a legal perspective in
tiap operasional perusahaan. each company's operations.
9 CIP (Continuous Menjadikan program CIP sebagai KPI di setiap Make the CIP program a KPI in each AP and PHE
Improvement Program) AP dan fungsi PHE. function.
CIP (Continuous
Improvement Program)
10 Optimalisasi dan Memastikan RKAP hanya menganggarkan Ensure that the RKAP only budgeted for the ABI
percepatan realisasi rencana kerja ABI yang sudah memiliki Final work plan that already has a Final Investment
ABI (Anggaran Biaya Investment Decision (FID), bagian komitmen Decision (FID), a definite part of the PSC
Investasi) pasti PSC, dan strategi pengadaan. commitment, and a procurement strategy.
Optimization and
acceleration of realization
of ABI (Investment Cost
Budget)
11 Percepatan Penentuan Target untuk PSE 2018 sebanyak 6 PSE. The target for PSE 2018 is 6 PSE. The realization
Status Eksplorasi (PSE) Realisasi PSE 2018 sebanyak 7 PSE 116% of 2018 PSE is 7 PSE 116% against the target.
Acceleration of terhadap target.
Determination of
Exploration Status (PSE) Strategi percepatan PSE PSE acceleration strategy
1. Percepatan sumur deliniasi pada struktur 1. The acceleration of the well is delineated in the
eksplorasi. exploration structure.
2. Penggabungan beberapa struktur dalam satu 2. Merging several structures in one clusters.
clusters.
12 Pengembangan Sumber Strategi pengembangan sumber daya manusia The strategy for human resource development is
Daya Manusia dilakukan melalui suatu standar mekanisme dan carried out through a mechanism and institutional
Human Resource kelembagaan untuk pembinaan dan pengelolaan standard for the development and management
Development Sumber Daya Manusia di lingkungan PHE of Human Resources in the PHE environment in
secara berjenjang yang ditetapkan melalui SK stages which are determined through Decree No.
No. Kptsp.-058/PHE000/2017-S8 tentang Kptsp.-058 / PHE000 / 2017-S8 concerning the
pembentukan dan implementasi Talent establishment and implementation of the Talent
Management Meeting. Management Meeting.
Pengembangan dimaksud diimplementasikan The intended development is implemented
melalui program-program seperti: through programs such as:
• Coaching & Mentoring. • Coaching & Mentoring.

• Cross-posting dan Multi Skill Development. • Cross-posting and Multi Skill Development.

Profil Perusahaan
Company Profile
Kegiatan dan Bidang Usaha

Line of Business and Business Activities
Kegiatan Usaha Perusahaan Company Business Activities according

Menurut Anggaran Dasar Terakhir to the Latest Articles of Association
Berdasar pada Anggaran Dasar Perusahaan No.39 tanggal According to the Company Articles of Assocation Number
21 April 2016, dinyatakan bahwa kegiatan usaha PHE adalah 39 of 21 April 2016, PHE business activities focus on
pengelolaan sektor hulu migas, meliputi: upstream oil and gas sector management, which are as
follows:
1. Menjalankan usaha pertambangan minyak dan gas bumi. 1. Performing business in crude oil and gas mining;
2. Menjalankan usaha di bidang energi baik yang terkait 2. Performing business in energy sector which related
langsung maupun tidak langsung dengan minyak dan gas directly and indirectly to crude oil and gas;
bumi.
3. M e l a ku ka n p e nye r t a a n s a h a m d a n ke p e m i l i ka n 3. Investing in shares and Participating Interest in domestic
Participating Interest di dalam dan di luar negeri. and overseas;
4. M e n y e l e n g g a r a k a n k e g i a t a n j a s a k o n s u l t a s i 4. Organizing consulting services in business development
pengembangan bisnis dan manajemen portofolio. and portfolio management; and
5. Menyelenggarakan kegiatan usaha penunjang lain yang 5. Organizing other supporting business activities which
secara langsung maupun tidak langsung menunjang directly and indirectly enhance the activities.
kegiatan usaha tersebut.

Profil Perusahaan
Company Profile
Kegiatan Usaha yang Dijalankan Business Activities Conducted
Sampai dengan akhir periode pelaporan, bidang usaha Up to the end of the reporting period, business activities
yang dijalankan PHE mencakup eksplorasi, pengembangan, conducted by PHE includes exploration, development,
produksi, serta jasa konsultasi bisnis dan manajemen production, as well as business consulting and portfolio
portofolio. management.
Bidang Usaha Uraian

Line of Business Description
Eksplorasi PHE melakukan kegiatan eksplorasi untuk mencari dan PHE performs exploration activities to search and
Exploration meningkatkan cadangan minyak dan gas baru, baik di dalam increase new oil and gas reserves in domestic and
maupun luar negeri. Kegiatan eksplorasi didukung oleh overseas. The exploration activities are supported by
pengaplikasian konsep baru, teknologi mutakhir dan tepat applying new concept, cutting-edge and appropriate
guna, serta mengadakan kerja sama dengan mitra strategis technology, as well as cooperating with strategic partners
yang menguasai advance exploration technology dengan with the capability in advance exploration technology
tetap mempertimbangkan keberlanjutan usaha, lingkungan by considering business, environment, and social
dan sosial. sustainability.
Pengembangan PHE melakukan proses pengembangan blok migas PHE performs oil and gas block development process in
Development dalam rangka peningkatan cadangan minyak dan gas, order to increase oil and gas reserves, as well as to manage
serta pengelolaan proyek yang sudah ada. Direktorat the existing projects. Development Director continues to
Pengembangan terus berupaya untuk menjaga kapabilitas maintain operational capability by emphasizing production
operasional dengan mengutamakan kualitas produksi, quality, occupational safety and environment.
keselamatan kerja dan lingkungan.
Produksi PHE mengelola dan mengembangkan operasi dan portofolio PHE manages and develops business portfolio of
Production usaha sektor hulu migas dalam bentuk kerja sama, seperti upstream oil and gas in the form of cooperation, such as
JOB PSC, BOB, IP/PPI dan skema lainnya. JOB PSC, BOB, IP/PPI, and other schemes.
Konsultasi Bisnis dan PHE mengelola dan mengembangkan portofolio atas seluruh PHE manages and develops portfolio of all Subsidiaries,
Manajemen Portofolio Anak Perusahaan, Perusahaan Patungan dan Perusahaan Joint Ventures and Affiliated Companies operating in
Business Consulting and Afiliasi yang bergerak di dalam usaha hulu dan kegiatan usaha upstream business and downstream business activities.
Portfolio Management hilir.
Produk dan/atau Jasa yang Dihasilkan Products and/or Services Produced

[102-2] [102-6] [102-2] [102-6]
Produksi minyak mentah dimanfaatkan pelanggan di Crude oil production is utilized by domestic customers
dalam negeri dan diekspor. Sementara produksi gas bumi for export. Meanwhile, gas production is used to supply
digunakan untuk memasok kebutuhan dalam negeri. PHE domestic needs. PHE does not have any trademarks/
tidak memiliki nama/merek dagang atas produk-produk brands for the products manufactured.
yang dihasilkan.
Produk | Product Pelanggan | Customer

Unit Pengilangan Pertamina Pertamina Refinery Unit
Minyak | Oil PPT Migas PPT Migas
Ekspor Export
PT Perusahaan Gas Negara (Persero) Tbk PT Perusahaan Gas Negara (Persero) Tbk
PT PLN (Persero) PT PLN (Persero)
Gas | Gas
Industri petrokimia Petrochemical industry
Kelompok industri lain Other industry groups

Profil Perusahaan
Company Profile
Proses dan Model Bisnis [102-9, 102-10]
Business Process and its Model [102-9, 102-10]
PHE telah menyusun pros es bisnis yang dides ain PHE has compiled a business process designed based on
berdasarkan kebutuhan operasional perusahaan pada the company's operational needs in the upstream oil and
sektor hulu migas dan sesuai strategi PT Pertamina gas sector and according to the strategy of PT Pertamina
(Persero) sebagai induk perusahaan. Proses bisnis (Persero) as the parent company. The business process was
didesain oleh Tim Shared Service Organization (SSO) yang designed by the Shared Service Organization (SSO) Team
dibentuk berdasarkan Surat Perintah Direktur Utama PHE which was formed based on the Managing Director's Decree
No.Print-020/PHE000/2015-S0 tanggal 21 September PHE No.Print-020 / PHE000 / 2015-S0 dated September
2015 tentang Tim Penyusunan Shared Service Organization 21, 2015 concerning the Shared Service Organization (SSO)
(SSO). Dalam model bisnis yang dibuat PHE memiliki empat Preparation Team. In the business model created PHE has
segmen operasi inti: four core operating segments:
• Eksplorasi • Exploration
Kegiatan mencari dan memperoleh cadangan migas An activity of seeking and obtaining new oil and gas
baru di dalam maupun di luar negeri, dalam rangka reserves in domestic and overseas in order to increase
meningkatkan jumlah aset migas. total oil and gas assets.
• Pengembangan • Development
Kegiatan mengoptimalkan produktivitas wilayah kerja An activity of optimizing the productivity of oil and gas
migas yang sedang beroperasi dengan tujuan untuk working area which is in operation so as to increase
meningkatkan produksi dan mengidentifikasi berbagai production and identify various means to maximize
cara memaksimumkan produktivitas. productivity.
• Operasi & Produksi • Operation & Production
PHE secara resmi ditugaskan untuk bertindak selaku PHE was officially assigned to act as the strategic
strategic operating arm PT Pertamina (Persero) melalui operating arm of PT Pertamina (Persero) through various
berbagai kerjasama dengan pihak ketiga di dalam collaborations with third parties at home and abroad, with
maupun di luar negeri, dengan skema JOB - PSC (Joint the JOB scheme - Joint Operating Body - Production
Operating Body - Production Sharing Contract), JOA - Sharing Contracts, JOA - PSC (Joint Operating
PSC (Joint Operating Agreement - Production Sharing Agreement) - Production Sharing Contract), PI/PPI
Contract), PI/PPI (Participating Interest/Pertamina (Participating Interest/Pertamina Participating Interest)
Participating Interest) dan Partnership. and Partnership.
• Komersial • Commercial
Lifting minyak dan gas bumi sebagai langkah lanjut Oil and gas lifting as a step further from operation and
dari kegiatan operasi dan produksi. Komersial selalu production activities. The commercial segment constantly
memonitor dan menjaga persyaratan pelanggan dan monitors and maintain customers' requirements and
kepedulian pelanggan sesuai yang ditetapkan dalam customer care aligning with the stipulations in Oil/
Perjanjian Jual Beli Minyak/Kondensat (PJBM/K) dan Condensate Purchase Agreement (PJBM/K) and Gas
Perjanjian Jual Beli Gas (PJBG). Sale and Purchase Agreement (PJBG).
Operasi inti yang dijalankan PHE ditunjang beberapa In order to support the core operation, PHE has Project
fungsi strategis: Fungsi Project Planning Risk Management Planning Risk Management (PPRM), Finance; Legal; Supply
(PPRM), Finance; Legal; Supply Chain Management Chain Management (SCM); Quality, Health, Safety, Security,
(SCM); Quality, Health, Safety, Security and Environmental and Environmental (QHSSE); Information Communication
(QHSSE); Information Communication Technology & Data Technology & Data Management (ICT & DM); Commercial;
Management (ICT & DM); Commercial; Human Resources Human Resources & General Affair (HR & GA); relations,
& General Affair (HR & GA); Relations; yang menjadi pihak which become the enablers for the Company.
berwenang (enablers) Perusahaan.

Profil Perusahaan
Company Profile
PHE Business Model as Holding Company
Upstream Portfolio
• Increase APH
Upstream ACQUISITION EXPLORATION DEVELOPMENT PRODUCTION Business Value
Directorate • Optimizing
Investment Portfolio
Domain • Business
Strategic Planning, Evaluation & Decision
Sustainability *
Upstream Standard Setting Talent Pool
Corporate Role: Managing Upstream Portfolio
Corporate Strategic PHE Asset Portfolio
Strategic & Enabler Process

(PPRM - Internal Audit - Legal - Relation - Commercial - QHSSE)
PHE (Holding Domain)
• Increase
AP PHE
Business
ACQUISITION EXPLORATION DEVELOPMENT PRODUCTION ABANDON Value
• Optimizing
PHE Asset
Portfolio
Support Process Holding Role:

Managing Asset
(Finance & Treasury - Controller - ICT & DM - SCM - HR & GA) Portfolio
Operation Planning, Evaluation & Decision Standard Setting &

Implementation Guidance Shared Service Support
AP PHE (K3S Domain)
• Grow
production
efficiently and
2C
P1
PROD.
commercially
WK EXPLORATION DEVELOPMENT RRR PRODUCTION ABANDON
PSE (Q) • Safe &
R to P
Reliability
Operation
K3S Role: Operate Asset

Profil Perusahaan
Company Profile
PHE juga memiliki model input-process-output yang PHE also has input-process-output model which creates
menciptakan value bagi para Pemangku Kepentingan. value for the Stakeholders,
Proses Input Output

Process
Financial Seluruh modal atau All of the capital or funding Seluruh pendapatan All revenues from oil and
pendanaan yang disbursed by the Company dari penjualan minyak gas sale.
dikeluarkan Perusahaan during the process of mentah dan gas bumi.
selama proses bisnis dan business investment and
operasional. operation.
Manufacture Seluruh mesin dan All machines and Produk berupa minyak A product in the form of
peralatan yang digunakan equipments used during bumi dan gas. oil and gas.
selama proses produksi the process of oil and gas
minyak dan gas. production.
Intelektual Pelatihan dan pengenalan Training and technology Kapasitas dan Capacity and capability
teknologi untuk introduction for offshore kemampuan karyawan owned by employees
operasional offshore dan and onshore operations for menerapkan teknologi to use high difficulty
onshore kepada karyawan employees in accordance untuk operasional offshore and onshore
sesuai kebutuhan with the Company needs. offshore dan onshore. technology.
Perusahaan.
Human Imbal jasa pekerjaan Employee benefits Jaminan kesejahteraan Guarantee the welfare of
sesuai dengan level according to the level of karyawan dan keluarga. employees and families.
organisasi dan hal-hal lain the organization and other
yang bersifat normatif. normative matters.
Social and Relationship Pemenuhan tanggung Fulfillment of corporate Social license dan Social license and
jawab sosial perusahaan social responsibility keberterimaan dari acceptability from
(CSR). (CSR). masyarakat. society.
Sumber Daya Alam (Natural) Seluruh sumber daya alam All natural resources Pelestarian alam untuk Conservation of nature
yang ada di sekitar wilayah around operating area. menjaga daya dukung to maintain carrying
operasi. SDA. capacity SDA.

Profil Perusahaan
Company Profile
Struktur Organisasi
dan Pejabat Senior Perusahaan
Company Organizational Structure
and Senior Officials
Struktur Organisasi dan Pejabat Senior PHE [102-7]
Company Organizational Structure and Senior Officials [102-7]
Nama Pejabat PHE dan AP PHE | Officials Name PHE and AP PHE
Jabatan | Position Nama | Name

Exploration Director Abdul Mutalib
VP Exploration Subsurface, Planning & Evaluation Ari Samodra
VP Exploration Operation & Asset Management Budi Tamtomo

General Manager PHE Abar Anggursi/East Ambalat Eko Rudi Tantoro
General Manager PHE Metan Tanjung II (UH) Vacant
Development Director Afif Saifudin

VP Subsurface Development Rahmat Wijaya
General Manager PHE Nunukan Company Achmad Zailani
VP Project Development Management Slamet Susilo
Operations & Production Director Ekariza

VP Production Asset Management Untung B. Santoso
VP Operation & Production Artono

General Manager PHE WMO Kuncoro Kukuh
General Manager PHE ONWJ Siswantoro M. Prasodjo
General Manager PHE Siak & Kampar H.N. Rizaldi Winant
General Manager PHE NSO & NSB Akhmad Miftah

General Manager PHE TEJ/Randugunting Darwin Tangkalalo
General Manager PHE OK Amrullah Muiz
General Manager PHE OSES Alfi Rusin

Profil Perusahaan
Company Profile
Struktur Organisasi SSO PHE

Organizational Structure SSO PHE
Nama Pejabat SSO PHE | SSO PHE Officials Name
Jabatan | Position Nama | Name
VP Quality, Health, Safety, Security and Environment Rio Dasmanto
Chief Internal Audit Anton Trienda
VP Planning, Performance & Risk Management Iceu Cahyani
VP Legal Tina Amalia
VP Relations Ifki Sukarya
VP Commercial Eko Agus Sardjono
Finance & Business Support Director Huddie Dewanto
VP Finance & Treasury Tatang Suryana
VP Controller Yoke Syamsidar
VP ICT & Data Management Bambang Rudi P.
VP Human Resources & General Affairs Muhammad Denis
VP Supply Chain Management Iman Bastari

Profil Perusahaan
Company Profile
Struktur
Organisasi dan
PRESIDENT DIRECTOR
Pejabat Senior Meidawati
Perusahaan [102-7]
Company
VP QHSSE VP LEGAL
Organizational Rio Dasmanto Tina Amalia
Structure and
Senior Officials [102-7] CHIEF INTERNAL
VP RELATIONS
AUDIT
Ifki Sukarya
Anton Trienda
Berdasarkan SK No. Kpts-69/
C00000/2017-S0
Based on SK No. Kpts-69/ VP PPRM VP COMMERCIAL
C00000/2017-S0 Iceu Cahyani Eko Agus Sardjono
EXPLORATION DIRECTOR DEVELOPMENT DIRECTOR

Abdul Mutalib Afif Saifudin
VP EXP. SUBSURFACE, VP SUSBSURFACE

PLAN & EVALUATION DEVELOPMENT
Ari Samodra Rahmat Wijaya
VP EXP. OPS & ASSET VP PROJECT DEVELOPMENT

MGMT. MGMNT.
Budi Tamtomo Slamet Susilo
GENERAL MANAGER GENERAL MANAGER

PHE ABAR/ANGGURSI PHE NUNUKAN COMPANY
AMBALAT TIMUR Achmad Zailani
Eko Rudi Tantoro
GENERAL MANAGER
GENERAL MANAGER PHE NSO & NSB
PHE METAN TANJUNG II (UH) Akhmad Miftah
Vacant
GENERAL MANAGER
PHE SIAK & KAMPAR
H.N. Rizaldi Winant
GENERAL MANAGER
PHE OGAN KOMERING
Amrullah Muiz

Profil Perusahaan
Company Profile
Keterangan bagan :
BOD PHE
SSO
PHE Core
Anak Perusahaan PHE

(tanda bintang adalah organisasi transisi)
PHE Subsidiary
(an asterisk is a transition organization)
OPERATIONS & FINANCE & BUSINESS

PRODUCTION DIRECTOR SUPPORT DIRECTOR
Ekariza Huddie Dewanto
VP PRODUCTION ASSET VP FINANCE

MANAGEMENT & TREASURY
Untung B.Santoso Tatang Suryana
VP OPERATION
& PRODUCTION VP CONTROLLER
Artonoa Yoke Syamsidar
VP ICT & DATA

GENERAL MANAGER MANAGEMENT
PHE WMO Bambang Rudi P.
Kuncoro Kukuh
GENERAL MANAGER VP HR & GA

PHE ONWJ Muhammad Denis
Siswantoro M. Prasodjo
VP SCM
GENERAL MANAGER Iman Bastari
PHE OSES*
Alfi Rusin
GENERAL MANAGER
PHE Tuban East Java-
Randugunting
Darwin Tangkalalo

Profil Perusahaan
Company Profile
Keberagaman Pejabat Perusahaan Diversity of Company's Governance

[405-1] [405-1]
Perusahaan memberikan kesempatan setara kepada The company provides equal opportunities for each
setiap karyawan untuk berkarir. Promosi jabatan dilakukan employee to pursue a career. Job promotion is based on
berdasarkan kompetensi dan hasil penilaian kinerja, serta competency and results of performance appraisal, and
mengabaikan latar belakang suku, agama, ras, afiliasi politik ignores other ethnic, religious, racial, political affiliations
maupun keberagaman yang lain. Hal ini menjadikan para and diversity backgrounds. This makes company officials
pejabat perusahaan berasal dari berbagai latar belakang come from various backgrounds and has a background of
dan memiliki latar belakang perbedaan yang mewakili differences that represent Indonesia's diversity.
keberagaman Indonesia.
Keberagaman Pejabat Tata Kelola Berdasarkan Gender dan Kelompok Usia

Diversity of Governance Officials Based on Gender and Age Group
Gender Kelompok Usia | Age Group

Jabatan
Position Pria Wanita <= 30 31 - 40 41 - 50 >= 51
Male Female
Direksi
4 0 0 0 0 4
Board of Directors
Vice President
13 3 0 0 0 16
Vice President
General Manager
9 0 0 0 0 9
General Manager
Senior Manager
32 2 0 1 8 25
Senior Manager
Advisor
17 2 0 0 4 15
Advisor
Manager
88 20 0 4 49 55
Manager
Asisten Manager
159 33 0 58 89 45
Asisten Manager
Staf Senior
155 17 0 21 81 70
Senior Staff
Staf
1,050 276 106 700 294 226
Staff
Non Staf
393 41 135 114 74 111
Non Staff
Jumlah
1,920 394 241 898 599 576
Total

Profil Perusahaan
Company Profile

Profil Perusahaan
Company Profile
Identitas dan Riwayat Hidup Singkat

Anggota Dewan Komisaris [102-3]
Identity and Brief Curriculum Vitae of Board

of Commissioners Members [102-3]
1 Nicke Widyawati
Komisaris Utama
President Commissioner
2 R. Panji Sumirat
Komisaris
Commissioner
3 Mohammad Oemar
4
Djoko Siswanto
Komisaris
Commissioner
5 Prahoro Nurtjahyo
Komisaris
Commissioner

Profil Perusahaan
Company Profile
3 1 5 2

Profil Perusahaan
Company Profile
Nicke Widyawati
Komisaris Utama
Periode Jabatan The term of office

Sejak 31 Agustus 2018 Since 31 August 2018
Tanggal Lahir | Usia Birth Date | Age
25 Desember 1967 | 51 tahun 25 December 1967 | 51 years old
Kewarganegaraan Nationality
Indonesia Indonesia
Domisili Domicile
Jakarta Jakarta
Riwayat Pendidikan Educational background

• Lulusan Hukum Bisnis – Universitas Padjadjaran (S2), • Master of Science in Business Law - Padjadjaran
tahun 2009. University, 2009.
• Lulusan Teknik Industri – ITB (S1), tahun 1991. • Bachelor of Science in Industrial Engineering - ITB, 1991.
Riwayat Jabatan Employment History

Menjabat sebagai Komisaris Utama PT Pertamina Hulu Served as President Commissioner of PT Pertamina Hulu
Energi sejak 31 Agustus 2018 sesuai dengan Keputusan Energy since August 31, 2018 in accordance with the
Pemegang Saham secara sirkuler tanggal 31 Agustus 2018 Decree of Circular GMS dated August, 31 2018 concerning
tentang Pengangkatan Dewan Komisaris. Appointment of the Board of Commissioners.
Pengalaman Kerja Work Experience

1. Pernah menjabat sebagai Direktur SDM Pertamina 1. Pertamina's HR Director
2. Pernah menjabat sebagai Direktur Pengadaan Strategis 1 2. Director of Strategic Procurement 1 PT PLN (Persero)
PT PLN (Persero)
3. Eksekutif di berbagai tempat sejak tahun 2009 3. Executives in various places since 2009
Rangkap Jabatan Concurrent Position
Lihat uraian terpisah di halaman 106 Laporan ini. Can be found on page 106 of this report.
Pendidikan dan Pelatihan yang diikuti tahun 2018 Education and Training in 2018
Hubungan Afiliasi Affiliate Relations

Profil Perusahaan
Company Profile
R. Panji Sumirat
Komisaris
Commissioner
Periode Jabatan Term of Office

29 Februari 1964 | 54 tahun 29 February 1964 | 54 years old
Indonesia Indonesia
Domisili Domicile
Jakarta Jakarta

• S1 Teknik Perminyakan ITB • Bachelor of Science in Oil and Gas Engineering from
University of ITB

Menjabat sebagai Komisaris PT Pertamina Hulu Energi Served as Commissioner of PT Pertamina Hulu Energi since
sejak 31 Agustus 2018 sesuai dengan Keputusan Pemegang August 31, 2018 in accordance with the Decree of Circular
Saham secara sirkuler tanggal 31 Agustus 2018 tentang GMS dated August 31, 2018 concerning
Pengangkatan Dewan Komisaris. Appointment of the Board of Commissioners.

1. SVP Development & Production PT Pertamina (Persero) 1. SVP Development & Production of PT Pertamina (Persero)
(2017 - sekarang) - (2017 - now)
2. Vice President Planning & Portfolio PT Pertamina 2. Vice Presidence Planning & Portfolio of PT Pertamina
(Persero) (2015 - 2017) (Persero) - (2015 - 2017)
3. Chief Reservoir & Production UTC, PT Pertamina (Persero) 3. Chief Reservoir & Production UTC of PT Pertamina
(2014 - 2015) (Persero) - (2014 - 2015)


Profil Perusahaan
Company Profile
Mohammad Oemar

Sejak 07 Mei 2016 Since 07 May 2016
29 November 1961 | 57 tahun 29 November 1961 | 57 years old
Indonesia Indonesia
Domisili Domicile
Depok, Jawa Barat Depok, Jawa Barat

• Sarjana Hubungan Internasional, Fisipol Universitas • Bachelor of International Relations, from Faculty of Social
Gadjah Mada, tahun 1986. and Political Sciences, from Gadjah Mada University, 1986.
• Magister Centre d’Etudes des Relations International et • Master's Degree from Centre d'Etudes des Relations
Strategie, Brussels, Belgia, tahun 1993. International et Strategie, Brussels, Belgium, 1993.

Menjabat sebagai Komisaris Independen PT Pertamina Served as Independent Commissioner of PT Pertamina Hulu
Hulu Energi sejak tanggal 7 Mei 2013 sampai 6 Mei 2016, Energi from May 7, 2013 to May 6, 2016, then reappointed in
kemudian diangkat kembali dengan Keputusan Pemegang accordance to the Decree of Circular GMS dated May 7, 2016
Saham secara sirkuler tanggal 7 Mei 2016 tentang concerning Determination of Independent Commissioners.
Penetapan Komisaris Independen.

1. Sekretaris Wakil Presiden RI (2011 - sekarang) 1. Secretary of the Vice President RI (2011 - present)
2. Wakil RI di UNIDROIT (2009 - 2011) 2. Indonesian Representative in UNIDROIT (2009 - 2011)
3. Duta Besar LBBP RI untuk Italia merangkap Malta dan 3. Ambassador LBBP RI for Italy, Malta and Cyprus based in
Siprus berkedudukan di Roma (2009 - 2011) Rome (2009-2011)
4. Wakil Tetap RI pada FAO, WFP dan IFAD (2009 - 2011) 4. Indonesian Permanent Representative to FAO, WFP and
IFAD (2009-2011)
5. Anggota maupun Ketua Delegasi RI ke berbagai KTT 5. Member and Chairman of Indonesian Delegation to
dan Pertemuan/Perundingan Bilateral, Regional dan various summits and Bilateral, Regional and Multilateral
Multilateral dalam Kerangka Kerja Sama Bilateral, m e et i n g s /n e g ot i at i o n s i n B i l at e ra l c o o p e rat i o n
PBB, WTO, Konferensi Asia Afrika, APEC dan ASEAN framework, UN, WTO, Asian-African Conference, APEC
(1998 - 2010) and ASEAN (1998 - 2010).
6. Minister, Deputy Chief of Mission/DCM, KBRI Beijing 6. Minister, Deputy Chief of Mission/DCM, Indonesian
(2006 - 2009) Embassy in Beijing (2006 - 2009)
7. Direktur Perdagangan dan Perindustrian Multilateral 7. Director of Multilateral Trade and Industry at DG
pada Ditjen Multilateral (2004 - 2006) Multilateral (2004 - 2006)
8. Direktorat Kerja sama Ekonomi Multilateral, Ditjen HELN 8. Directorate of Multilateral Economic Cooperation,
(2000 - 2003) Directorate General of Economic and Foreign Relations
(2000 - 2003)

Profil Perusahaan
Company Profile
9. Sekretaris I Ekonomi (WTO), PTRI Jenewa (1996 - 2000) 9. Secretary I of Economy (WTO), PTRI Geneva (1996-2000)
10. Sekretaris III Pens osbud, KBRI Bruss els, B elgia 10. S e c ret a r y I I I fo r Ed u c at i o n , S o c i a l a n d C u l t u re
(1990 - 1994) (Pensosbud), Indonesian Embassy in Brussels, Belgium
(1990- 1994)

Djoko Siswanto
Komisaris
Commissioner

23 Mei 1965 | 54 tahun 23 May 1965 | 54 years old
Indonesia Indonesia
Domisili Domicile
Jakarta Jakarta

• D i p l o m a : Te k n i k M e s i n , P o l i t e k n i k , U n i v e r s i t a s • Associate Degree: Mechanical Engineering, Polytechnic,
Indonesia; University of Indonesia;
• S1: Teknik Perminyakan ITB. Mahasiswa Pertama yang • Bachelor’s Degree: Petroleum Engineering from ITB. First
dapat menyelesaikan studi 4 (empat) tahun sejak Student who completed a 4 (four) year study since the
didirikannya Teknik Perminyakan ITB, (1986 - 1990); establishment of ITB Petroleum Engineering, (1986-1990);
• S2: MBA Program, Edinburgh Business School, Herriot • Master’s Degree: MBA Program, Edinburgh Business
Watt University, UK. (2000 - 2001); School, Herriot Watt University, UK, (2000 - 2001);
• S2: MBA Specialist Oil & Gas Management, Center of • Master’s Degree: MBA Oil & Gas Management Specialist,
Energy Petroleum Mineral Law & Policy (CEPMLP), Center of Energy Petroleum Mineral Law & Policy
Dundee University, UK). Orang Indonesia Pertama yang (CEPMLP), University of Dundee, UK. The First Indonesian
mendapat gelar MBA Specialist Oil & Gas Management who completed an MBA in Oil & Gas Management
(2001 - 2002); Specialist (2001 - 2002);
• S3: Doktor pada Teknik Perminyakan ITB, (2006 - 2011). • Doctoral Degree: Doctor of Petroleum Engineering, ITB,
(200 - 2011).

Profil Perusahaan
Company Profile

Menjabat sebagai Komisaris PT Pertamina Hulu Energi Served as Commissioner of PT Pertamina Hulu Energi
terhitung sejak 3 Agustus 2018, berdasarkan Keputusan since August 3, 2018, based on the Decree of Shareholders
Pemegang Saham secara Sirkuler, sesuai ketentuan Pasal by Circular, in accordance with the provisions of Article
10 Ayat 5 & 6 Anggaran Dasar Perseroan tentang Pergantian 10, Clause 5 & 6 of the Company's Articles of Association
Anggota Dewan Komisaris, tanggal 3 Agustus 2018. c o n c e r n i n g M e m b e r S u b st i t u t i o n of t h e B o a rd of
Commissioners, August 3, 2018.

1. D e p u t i P e n g e n d a l i a n P e n g a d a a n S K K M i g a s 1. Deputy of Procurement Control of SKK Migas (2018-now).
(2018-sekarang). 2. Director of the Upstream Oil and Gas Business
2. Direktur Pembinaan Usaha Hulu Migas Kementrian ESDM Development of MEMR (2015 - 2016).
(2015 - 2016). 3. Director of Natural Gas of BPH Migas (2014 - 2015).
3. Direktur Gas Bumi BPH Migas (2014 - 2015). 4. Secretary of BPH Migas (2013 - 2015).
4. Sekretaris BPH Migas (2013 - 2015). 5. Director of Fuel Oil of BPH Migas (2011 - 2013).
5. Direktur BBM BPH Migas (2011 - 2013). 6. Members of the Working Group for the Fuel Oil Directorate
6. Anggota Pokja Direktorat BBM BPH Migas (2004 - 2008). of BPH Migas (2004 - 2008).

Prahoro Nurtjahyo
Komisaris
Commissioner

Sejak 03 Januari 2017 Since 03 January 2017
30 Juli 1970 | 49 tahun 30 July 1970 | 49 years old
Indonesia Indonesia
Domisili Domicile

Profil Perusahaan
Company Profile

• Sarjana Matematika Terapan, dari Institut Teknologi • Bachelor of Applied Mathematic s, from Sepuluh
Sepuluh Nopember, tahun 1994. Nopember Institute of Technology, 1994.
• Magister Ocean Engineering, Texas A&M University, • Master of Ocean Engineering, Texas A & M University,
College Station, tahun 1998. College Station, 1998.
• Doctor Ocean Engineering, Texas A&M University, • Doctor of Ocean Engineering, Texas A & M University,
College Station, tahun 2003. College Station, 2003.

Menjabat sebagai Komisaris di PT Pertamina Hulu Energi Served as Commissioner of PT Pertamina Hulu Energi since
terhitung sejak pertama kali ditunjuk tanggal 3 Januari 2017 first appointed on January 3, 2017 in accordance with the
sesuai dengan Keputusan RUPS Sirkuler Tanggal 3 Januari Decree of Circular GMS dated January 3, 2017.
2017.

1. Staf Khusus Kementerian ESDM (2016 - sekarang). 1. Special Staff to Ministry of Energy and Mineral Resources
(2016 - now)
2. VP Operations and Managing Consultant Petroneering, 2. VP Operations and Managing Consultant Petroneering,
LLC, Houston, Texas (2013 - 2016). LLC, Houston, Texas (2013 - 2016)
3. Principal Lead Engineer SBM Offshore, Inc., Houston, 3. Principal Lead Engineer SBM Offshore, Inc., Houston,
Texas (2006 - 2013). Texas (2006 - 2013)
4. Staff Specialist Technip USA, Inc., Houston, Texas 4. Staff Specialist Technip USA, Inc., Houston, Texas
(2004 - 2006). (2004 - 2006)
5. Naval Architect J. Ray McDermott, Inc., Houston, Texas, 5. Naval Architect J. Ray McDermott, Inc., Houston, Texas
(2004). (2004)
6. Analysis Engineer SparTEC, Inc., a Subsidiary of J. Ray 6. Analysis Engineer SparTEC, Inc., a Subsidiary of J. Ray
McDermott, Houston, Texas (2003). McDermott, Houston, Texas (2003)
7. Research Assistant Texas Transportation Institute 7. Research Assistant to Texas Transportation Institute
(TTI), Texas A&M University, College Station, Texas (TTI), Texas A&M University, College Station, Texas
(1999 - 2003). (1999 - 2003)
8. Research Assistant Ocean Engineering Program, Texas 8. Research Assistant to Ocean Engineering Program,
A&M University, College Station, Texas (1996 - 1998). Texa s A & M U n i v e r s i t y, C o l l e g e S t a t i o n , Texa s
(1996 - 1998)
9. Researcher Indonesian Aircraft Industries, Ltd., Bandung, 9. Researcher to Indonesian Aircraft Industries, Ltd.,
Indonesia (1994 - 1996). Bandung, Indonesia (1994 - 1996)


Profil Perusahaan
Company Profile
Perubahan Anggota Changes in the Board of

Dewan Komisaris Commissioners' Members
Pada kurun waktu periode pelaporan telah terjadi perubahan During the reporting period there have been changes to the
anggota Dewan Komisaris: members of the Board of Commissioners:
• Pergantian Komisaris Utama dari Bapak Syamsu Alam • Substitution of the President Commissioner from Mr.
yang berakhir masa jabatannya pada tanggal 11 Maret Syamsu Alam who ended his term on 11 March 2018 was
2018 digantikan oleh Ibu Nicke Widyawati yang diangkat replaced by Ms. Nicke Widyawati who was appointed on
pada tanggal 31 Agustus 2018. 31 August 2018.
• Pergantian Komisaris dari Bapak M. Teguh Pamudji yang • Substitution of Commissioners from Mr. M. Teguh Pamudji,
berakhir masa jabatannya pada tanggal 26 April 2018, who ended his term of office on 26 April 2018, was
digantikan oleh Sdr. Ego Syahrial yang diangkat pada replaced by Mr. Ego Syahrial was appointed on 26 April
tanggal 26 April 2018. 2018.
• Pergantian Komisaris dari Bapak Yudi Wahyudi yang • Substitution of Commissioners from Mr. Yudi Wahyudi,
berakhir masa jabatannya pada tanggal 30 Juni 2018, who ended his term of office on 30 June 2018, was
digantikan oleh Bapak R. Panji Sumirat yang diangkat pada replaced by Mr. R. Panji Sumirat who was appointed on 31
tanggal 31 Agustus 2018. August 2018.
• Pergantian Komisaris Perseroan dari Bapak Ego Syahrial • Substitution of the Company's Commissioners from Mr.
yang berakhir masa jabatannya pada tanggal 06 Agustus Ego Syahrial, who ended his term of office on 06 August
2018, digantikan oleh Bapak Djoko Siswanto yang diangkat 2018, was replaced by Mr. Djoko Siswanto who was
pada tanggal 06 Agustus 2018. appointed on 06 August 2018.

Profil Perusahaan
Company Profile
Pernyataan Indepedensi &

Imparsialitas Komisaris Independen
Statement of Independence and Impartiality of
Surat Pernyataan
Independensi &
Imparsialitas
Sebagai Komisaris
Independen
Statement of Independence
and Impartiality of Independent
Commissioner

Profil Perusahaan
Company Profile
Rangkap Jabatan Dewan Concurrent Positions Board of

Komisaris Commissioner
Ketentuan tentang rangkap jabatan diatur dalam Anggaran Provisions regarding multiple positions are regulated in
Dasar Pertamina (Persero) No. 29 tanggal 13 April 2018. Pertamina's Articles of Association (Persero) No. 29 dated
Rangkap jabatan hanya dapat dilakukan selama tidak 13 April 2018. Multiple positions can only be made as long as
bertentangan dengan peraturan perundang-undangan they do not conflict with other laws and regulations.
lainnya.
Anggota Dewan Komisaris dilarang memangku jabatan Members of the Board of Commissioners are prohibited
rangkap, sebagai: from holding multiple positions, as:
• Anggota Direksi pada Badan Usaha Milik Daerah, Badan • Members of the Board of Directors in Regionally Owned
Usaha Milik Swasta; Enterprises, Private Owned Enterprises;
• Pengurus partai politik dan/atau anggota legislatif; • Management of political parties and / or legislative
members;
• Jabatan lainnya sesuai dengan ketentuan dalam peraturan • Other positions in accordance with the provisions in the
perundang undangan; laws and regulations;
• Jabatan lainnya yang dapat menimbulkan benturan • Other positions that can cause a conflict of interest
kepentingan secara langsung atau tidak langsung directly or indirectly with the Company in accordance with
dengan Perseroan sesuai dengan ketentuan peraturan the provisions of the applicable legislation.
perundang-undangan yang berlaku.
Perusahaan memastikan, rangkap jabatan yang dilakukan The company ensures that concurrent positions are
anggota Dewan Komisaris pada kurun waktu periode conducted by members of the Board of Commissioners
pelaporan, tidak ada yang bertentangan dengan Aturan during the reporting period, none of which contradicts the
Perusahaan dan ketentuan internal PT Pertamina (Persero) Company Rules and internal regulations of PT Pertamina
maupun peraturan perundang-undangan yang berlaku. (Persero) and the applicable laws and regulations.
Rangkap Jabatan Anggota Dewan Komisaris | Concurrent Positions of Members of the Board of Commissioners
Nama Jabatan Pada PHE Jabatan Pada Perusahaan Lain

Name Position Of PHE Position at Other Companies
Komisaris Utama Direktur Utama PT Pertamina (Persero)

Nicke Widyawati
President Commissioner President Director of PT Pertamina (Persero)
Komisaris SVP Development & Production PT Pertamina (Persero)

R. Panji Sumirat
Commissioner SVP Development & Production PT Pertamina (Persero)
Komisaris Independen Sekretaris Wakil Presiden RI

Mohamad Oemar
Independent Commissioner Secretary to Vice President
Komisaris Direktur Jenderal Minyak dan Gas Bumi Kementrian ESDM

Djoko Siswanto
Commissioner Director General of Oil and Gas at the Ministry of Energy and Mineral Resources
Komisaris Staf Ahli Menteri ESDM

Prahoro Nurtjahyo
Commissioner Advisor to Minister of Energy and Mineral Resources

Profil Perusahaan
Company Profile
Pendidikan dan Pelatihan Anggota Education and Training for

Dewan Komisaris [102-27][IR1] the Board of Commissioners [102-27][IR1]
Selama periode pelaporan, anggota Dewan Komisaris tidak During the reporting period, members of the Board of
mengikuti pendidikan dan pelatihan apapun sehingga dalam Commissioners did not attend any education and training so
laporan ini tidak menjelaskan pendidikan dan pelatihan that this report does not explain the education and training
anggota Dewan Komisaris. of members of the Board of Commissioners.
Hubungan Afiliasi Anggota Dewan Affiliations between Members of the

Komisaris Board of Directors
Seluruh anggota Dewan Komisaris tidak memiliki hubungan The Board of Commissioners does not have any affiliations
afiliasi baik secara keuangan maupun kekeluargaan di antara financially and familially among them, as well as with the
mereka, serta dengan Direksi dan dengan Pemegang Saham Board of Directors, Major Shareholders, and Controlling
Utama maupun Pemegang Saham Pengendali. Shareholders.
Tabel Hubungan Afiliasi Dewan Komisaris, Direksi

dan Pemegang Saham Pengendali
Disclosure of Affiliations between Members of the Board of Directors,
Board of Commissioners, and Major Shareholders
Hubungan Keluarga Dengan | Familial Relations with
Dewan Komisaris Direksi Pemegang

Nama Anggota Dewan Komisaris Board of Commissioner Board of Directors Saham Pengendali
Controlling
Name of Board of Directors Members
Shareholders
Ya Tidak Ya Tidak Ya Tidak

Yes No Yes No Yes No
Nicke Widyawati √ √ √
R. Panji Sumirat √ √ √
Mohamad Oemar √ √ √
Djoko Siswanto √ √ √
Prahoro Nurtjahyo √ √ √

Profil Perusahaan
Company Profile
Identitas dan Riwayat Hidup

Singkat Anggota Direksi [102-3]
Identity and Brief Curriculum Vitae

of Board of Directors Members [102-3]
1 Meidawati
Direktur Utama
President Director
2 Abdul Mutalib
Direktur Eksplorasi
Exploration Director
3 Ekariza
Direktur Operasi
dan Produksi
Operations and
Production Director
4 Huddie Dewanto
Direktur Keuangan dan
Business Support
Finance & Business
Support Director
5 Afif Saifudin
Direktur Pengembangan
Development Director

Profil Perusahaan
Company Profile
4 1 5 3

Profil Perusahaan
Company Profile Direktur Utama
President Director
Meidawati
Direktur Utama
President Director

Sejak 10 Desember 2018 Since 10 December 2018
29 Mei 1964 | 54 tahun 29 May 1964 | 54 years old
Indonesia Indonesia
Domisili Domicile
Jakarta Jakarta

• Sarjana Jurusan Teknik Pertambangan di Universitas • Bachelor of Mining Engineering at the Sriwijaya University,
Sriwijaya, Sumatera Selatan pada tahun 1988 South Sumatra in 1988

Menjabat sebagai Direktur Utama PT Pertamina Hulu Energi Served as President Director of PT Pertamina Hulu Energi
sejak tanggal 10 Desember 2018 sesuai dengan Keputusan since December 10, 2018 in accordance with the Decree
Pemegang Saham secara sirkuler tanggal 10 Desember of Circular GMS dated December 10, 2018 concerning
2018 tentang Pengangkatan Direktur Utama. Appointment of President Director.
Pernah menduduki beberapa jabatan penting di lingkungan Held several important positions in PT Pertamina (Persero)
PT Pertamina (Persero) dan Anak Perusahaan: and subsidiaries:
1. SVP Upstream Strategic Planning & Operation Evaluation 1. SVP Upstream Strategic Planning & Operation Evaluation
PT Pertamina (Persero) hingga tahun 2018 of PT Pertamina (Persero) until 2018
2. VP Planning Project & Risk Management PT Pertamina 2. VP Planning Project & Risk Management of PT Pertamina
Hulu Energi tahun 2014 Hulu Energi in 2014
3. VP Strategic Planning Risk Management PT Pertamina EP 3. VP Strategic Planning Risk Management of PT Pertamina
tahun 2013 EP in 2013
4. VP Perencanaan & Managemen Resiko PT Pertamina EP 4. VP Planning & Risk Management of PT Pertamina EP in
tahun 2011 2011
5. Manager Portofolio Investasi PT Pertamina EP tahun 2006 5. Investment Portfolio Manager of PT Pertamina EP in 2006
6. Manager Perencanaan dan Anggaran PT Pertamina EP 6. Planning and Budget Manager of PT Pertamina EP in 2006
tahun 2006

Belum ada, karena Beliau baru diangkat dan ditetapkan pada Not yet, because she was just appointed and on December
10 Desember 2018. 10, 2018.

Profil Perusahaan
Company Profile
Abdul Mutalib
Direktur Eksplorasi

Sejak 05 Februari 2018 Since 05 February 2018
24 Mei 1966 | 53 Tahun 24 May 1966 | 53 years old
Indonesia Indonesia
Domisili Domicile
Jakarta Jakarta

• Sarjana Geofisika dari ITB, tahun 1990. • Bachelor of Geophysics from ITB, 1990.
• Master of Business Administration, Jakarta, 2000 • Master of Business Administration, Jakarta, 2000.

Menjabat sebagai Direktur Eksplorasi PT Pertamina Served as Exploration Director of PT Pertamina Hulu Energi
Hulu Energi terhitung sejak tanggal 5 Februari 2018, from February 5, 2018, in accordance with the Decree of
sesuai dengan Keputusan Pemegang Saham secara Circular GMS dated February 5, 2018 concerning Change
sirkuler tanggal 5 Februari 2018 tentang Pergantian Direksi. of Directors.

1. General Manager PHE Randugunting (2013 – 2017) 1. General Manager of PHE Randugunting (2013-2017)
2. Sr. Asset Manager Asia - South America & Australia 2. Sr. Asset Manager Asia - South America & Australia
Overseas Asset (2011-2013) Overseas Asset (2011-2013)
3. T C Member Tripartite Joint Operation Company 3. T C Member Tripartite Joint Operation Company
Pertamina, Petronas & PetroVietnam EP (2011-2013) Pertamina, Petronas & PetroVietnam EP (2011-2013)
4. TC Member BMG Block – Australia, International Asset 4. TC Member BMG Block – Australia, International Asset
Pertamina Hulu Energi (2011-2013) Pertamina Hulu Energi (2011-2013)
5. Area Manager, Asia Overseas Asset, International Venture 5. Area Manager, Asia Overseas Asset, International Venture
of PHE (2009-2011) of PHE (2009-2011)
6. President of HAGI (2006 – 2008) 6. President of HAGI (2006 – 2008)
7. President of the GM-ITB Alumni (2010-2014) 7. President of the GM-ITB Alumni (2010-2014)
8. Chief Geophysicist & Team Leader Development 8. Chief Geophysicist & Team Leader Development
Sukowati Project, Joint Operating Body Pertamina Sukowati Project, Joint Operating Body Pertamina
Petrochina East Java (2000-2008) Petrochina East Java (2000-2008)


Profil Perusahaan
Company Profile
Ekariza
Direktur Operasi dan Produksi
Operations & Production Director

23 September 1964 | 54 tahun 23 September 1964 | 54 years old
Indonesia Indonesia
Domisili Domicile
Jakarta Jakarta

• Sarjana Teknik Pertambangan dari Universitas Sriwijaya, • Bachelor of Mining Engineering from Sriwijaya University,
tahun 1989. 1989.

Menjabat sebagai Direktur Operasi dan Produksi PT Served as Director of Operations and Production of PT
Pertamina Hulu Energi sejak tanggal 5 Februari 2018, Pertamina Hulu Energi since February 5, 2018, in accordance
sesuai dengan Keputusan Pemegang Saham secara with the Decree of Circular GMS dated February 5, 2018
sirkuler tanggal 5 Februari 2018 tentang Pergantian Direksi. concerning Change of Directors.
1. Asset 2 General Manager (2015-2017) 1. Asset 2 General Manager (2015-2017)
2. Pendopo Field Manager (2013-2015) 2. Pendopo Field Manager (2013-2015)
3. Planning, Portfolio & Budgeting Manager (2013) 3. Planning, Portfolio & Budgeting Manager (2013)
4. Manager Business Support di Prabumulih (2009-2011), 4. Business Support Manager at Prabumulih (2009-2011),
5. Manager Perencanaan & Anggaran (2011-2013) 5. Planning & Budget Manager (2011-2013)


Profil Perusahaan
Company Profile
Huddie Dewanto
Direktur Keuangan dan Layanan Bisnis
Finance & Business Support Director
Periode Jabatan Terms of Office

11 Desember 1963 | 55 tahun 11 December 1963 | 55 years old
Indonesia Indonesia
Domisili Domicile

• Sarjana Ekonomi Akuntansi dari Universitas Gadjah Mada • Bachelor of Accounting from Gadjah Mada University,
Yogyakarta, tahun 1989 Yogyakarta, 1989
• S2 Jurusan Ekonomi Akuntansi di Cas e Western • Masters of Accounting at Case Western Reserve
Reserve University, tahun 1997 University, 1997

Menjabat s ebagai Direktur Keuangan dan Layanan Serves as Director of Finance and Business Services of
Bisnis PT Pertamina Hulu Energi sejak tanggal 5 Februari PT Pertamina Hulu Energi since February 5, 2018 in
2018 sesuai dengan Keputusan Pemegang Saham secara accordance with the Decree of Circular GMS dated
sirkuler tanggal 5 Februari 2018 tentang Pergantian Direksi. February 5, 2018 concerning Change of Directors.
Pernah menduduki jabatan penting di PT Pertamina Held an important position at PT Pertamina (Persero) and
(Persero) dan Anak Perusahaan: subsidiaries:
1. Director Finance and Commercial PIEP Indonesia-Jakarta 1. Director of Finance and Commercial at PIEP Indonesia,
tahun 2016 Jakarta in 2016
2. VP Financing PT Pertamina (Persero) tahun 2011-2013 2. VP Financing PT Pertamina (Persero) for 2011-2013
3. Manajer Corporate Financing PT Pertamina (Persero) 3. Corporate Financing Manager at PT Pertamina (Persero)
tahun 2011 in 2011
4. Manajer Pendanaan PT Pertamina (Persero) tahun 2007 4. Funding Manager at PT Pertamina (Persero) in 2007


Profil Perusahaan
Company Profile
Afif Saifudin
Development Director

27 Oktober 1964 | 54 Tahun 27 October 1964 | 54 years old
Indonesia Indonesia
Domisili Domicile

• Sarjana Teknik Kimia dari Institut Teknologi Sepuluh • Bachelor of Chemic al Engineering from Sepuluh
Nopember Surabaya (ITS), tahun 1988. Nopember Institute of Technology (ITS), Surabaya, 1988.

Menjabat sebagai Direktur Pengembangan PT Pertamina Served as Development Director of PT Pertamina Hulu
Hulu Energi sejak tanggal 5 Februari 2018 sesuai dengan Energi since February 5, 2018 according with the Decree of
Keputusan Pemegang Saham secara sirkuler tanggal 5 Circular GMS dated February 5, 2018 concerning Change
Februari 2018 tentang Pergantian Direksi. of Directors.

Pernah menduduki jabatan penting di PT Pertamina Held an important position at PT Pertamina (Persero) and
(Persero) dan Anak Perusahaan: subsidiaries:
1. VP Production Asset Management PHE (2017-2018) 1. VP Production Asset Management (2017-2018)
2. VP Operation & Production PHE (2013-2017) 2. VP Operation & Production of PHE (2013-2017)
3. General Manager JOB Pertamina-Petrochina Salawati 3. General Manager of JOB Pertamina-Petrochina Salawati
(2009-2013) (2009-2013)


Profil Perusahaan
Company Profile
Perubahan Anggota Changes in Members of the

Direksi Board of Directors
Pada kurun waktu periode pelaporan telah terjadi perubahan During the reporting period there have been changes to
anggota Direksi: members of the Board of Directors:
• Pergantian Direktur Utama dari Bapak R. Gunung Sardjono • Substitution of the President Director of Mr. R. Gunung
Hadi yang masa jabatannya berakhir pada 30 Mei 2018 Sardjono Hadi whose term of office ends on 30 May
dan pengangkatan Ibu Meidawati sebagai Direktur Utama 2018 and the appointment of Ms. Meidawati as President
pada 10 Desember 2018. Director on 10 December 2018.
• Pergantian Direktur Eksplorasi dari Bapak Rudy Ryacudu • Substitution of Director of Exploration from Mr. Rudy Ryacudu
digantikan oleh Bapak Abdul Mutalib pada 05 Februari 2018. was replaced by Mr. Abdul Mutalib on 05 February 2018.
• Pengangkatan Bapak Afif Saifudin untuk jabatan Direktur • Appointment of Mr. Afif Saifudin for the presentation of the
Pengembangan pada 05 Februari 2018. Director of Development on 05 February 2018.
• Pergantian Direktur Operasi & Produksi dari Bapak Beni • Substitution of Director of Production & Operations
J. Ibradi digantikan oleh Bapak Ekariza pada 05 Februari from Mr. Beni J. Ibradi was replaced by Mr. Ekariza on 05
2018. February 2018.
• Pergantian Direktur Keuangan & Layanan Bisnis dari • Substitution of Director of Finance & Business Services
Bapak Ari Budiarko digantikan oleh Bapak Huddie from Mr. Ari Budiarko was replaced by Mr. Huddie Dewanto
Dewanto pada 05 Februari 2018. on 05 February 2018.
Rangkap Jabatan Direksi Concurrent Positions of the

Board of Directors
Ketentuan tentang rangkap jabatan diatur dalam Akta Provisions regarding multiple positions are stipulated in the
Pernyataan Keputusan Rapat PT Pertamina Hulu Energi Deed of Decision of PT Pertamina Hulu Energi's Meeting on
tentang Perubahan Anggaran Dasar No. 39 tanggal 21 Amendment to Articles of Association No. 39 dated 21 April
April 2016 Pasal 11 ayat 24. Rangkap jabatan hanya dapat 2016 Article 11 paragraph 24. Multiple positions can only be
dilakukan selama tidak bertentangan dengan peraturan made as long as they do not conflict with other laws and
perundang-undangan lainnya. regulations.
Anggota Direksi dilarang memangku jabatan rangkap, Members of the Board of Directors are prohibited from
sebagai: holding multiple positions, as:
• Anggota Direksi pada Badan Usaha Milik Negara, Badan • Members of the Board of Directors in State-Owned Enterprises,
Usaha Milik Daerah, Badan Usaha Milik Swasta, kecuali Regionally-Owned Enterprises, Private Owned Enterprises,
Anak Perusahaan atau perusahaan patungan Perseroan; except for the Company's subsidiaries or joint ventures;
• Jabatan struktural dan fungsional lainnya pada instansi/ • Other structural and functional positions in central and / or
lembaga pemerintah pusat dan/atau daerah; regional government agencies / institutions;
• Pengurus partai politik dan/atau anggota legislatif; • Management of political parties and / or legislative members;
• Jabatan lainnya sesuai dengan ketentuan dalam peraturan • Other positions in accordance with the provisions in the
perundang-undangan; laws and regulations;
• Jabatan lainnya yang dapat menimbulkan benturan • Other positions that can cause a conflict of interest
kepentingan secara langsung atau tidak langsung directly or indirectly with the Company in accordance with
dengan Perseroan sesuai dengan ketentuan peraturan the provisions of the applicable legislation.
perundang-undangan yang berlaku.
Perusahaan memastikan, rangkap jabatan yang dilakukan The Company ensures that multiple positions are held by
anggota Direksi pada kurun waktu periode pelaporan, members of the Board of Directors during the reporting
tidak ada yang bertentangan dengan Aturan Perusahaan period, none of which contradicts the Company Rules and
dan ketentuan internal PT Pertamina (Persero) maupun internal provisions of PT Pertamina (Persero) and applicable
peraturan perundang-undangan yang berlaku. laws and regulations.

Profil Perusahaan
Company Profile
Rangkap Jabatan Anggota Direksi | Table of Concurrent Positions of Member of Board of Directors
Nama Jabatan Jabatan Pada Perusahaan Lain

Name Pada PHE Position at Other Companies
Position at PHE
Meidawati Direktur Utama 1. Direktur Utama PT PHE Lepas Pantai Bunyu 1. President Director of PT PHE Lepas Pantai Bunyu
President Director 2. Direktur Utama PHE Nunukan Company 2. President Director of PHE Nunukan Company
3. Direktur Utama PT PHE Abar 3. President Director of PT PHE Abar
4. Direktur Utama PT PHE Anggursi 4. President Director of PT PHE Anggursi
5. Direktur Utama PT PHE Kampar 5. President Director of PT PHE Kampar
6. Direktur Utama PT PHE Metan Tanjung II 6. President Director of PT PHE Metan Tanjung II
7. Direktur Utama PT PHE Metana Suban I 7. President Director of PT PHE Metana Suban I
8. Direktur Utama PT PHE Metana Suban II 8. President Director of PT PHE Metana Suban II
9. Direktur Utama PT PHE Metana Sumatera 1 9. President Director of PT PHE Metana Sumatera 1
14. Direktur Utama PT PHE MNK Sumatera Utara 14. President Director of PT PHE MNK Sumatera Utara
15. Direktur Utama PT PHE NSB 15. President Director of PT PHE NSB
16. Direktur Utama PT PHE NSO 16. President Director of PT PHE NSO
17. Direktur Utama PT PHE Offshore North West 17. President Director of PT PHE Offshore North West
Java Java
18. Direktur Utama PT PHE Randugunting 18. President Director of PT PHE Randugunting
19. Direktur Utama PT PHE Siak 19. President Director of PT PHE Siak
20. Direktur Utama PT PHE W Madura Offshore 20. President Director of PT PHE W Madura Offshore
Abdul Direktur Eksplorasi 1. Direktur Utama PT PHE Ambalat Timur 1. President Director of PT PHE Ambalat Timur
Mutalib Exploration Director 2. Direktur Utama PT PHE Babar Selaru 2. President Director of PT PHE Babar Selaru
3. Direktur Utama PT PHE East Sepinggan 3. President Director of PT PHE East Sepinggan
4. Direktur Utama PT PHE Metan Tanjung IV 4. President Director of PT PHE Metan Tanjung IV
5. Direktur Utama PT PHE Metana Kalimantan A 5. President Director of PT PHE Metana Kalimantan A
6. Direktur Utama PT PHE Metana Kalimantan B 6. President Director of PT PHE Metana Kalimantan B
9. Direktur Utama PT PHE Metana Sumatera - 9. President Director of PT PHE Metana Sumatera -
Tanjung Enim Tanjung Enim
10. Direktur Utama PT PHE MNK Sakakemang 10. President Director of PT PHE MNK Sakakemang
11. Direktur Utama PT PHE Rokan 11. President Director of PT PHE Rokan
12. Direktur Utama PT PHE Semai II 12. President Director of PT PHE Semai II
13. Direktur Utama PT PHE West Glagah Kambuna 13. President Director of PT PHE West Glagah Kambuna
14. Direktur Utama PT PHE Karama 14. President Director of PT PHE Karama
(dalam proses likuidasi) (in the process of liquidation)
15. Direktur Utama PT PHE Donggala 15. President Director of PT PHE Donggala
(dalam proses likuidasi) (in the process of liquidation)
16. Direktur PT PHE Gebang N Sumatera 16. Director of PT PHE Gebang N Sumatera
17. Direktur PHE Ambalat Ltd. 17. Director of PHE Ambalat Ltd.
18. Direktur PHE Bukat Ltd. 18. Director of PHE Bukat Ltd.
19. Direktur Eksplorasi PT PHE Lepas Pantai Bunyu 19. Exploration Director PT PHE Lepas Pantai Bunyu
20. Direktur PHE Nunukan Company 20. Director PHE Nunukan Company
21. Direktur Eksplorasi PT PHE Abar 21. Exploration Director PT PHE Abar
22. Direktur Eksplorasi PT PHE Anggursi 22. Exploration Director PT PHE Anggursi
23. Direktur Eksplorasi PT PHE Kampar 23. Exploration Director PT PHE Kampar
24. Direktur Eksplorasi PT PHE Metan Tanjung II 24. Exploration Director PT PHE Metan Tanjung II
25. Direktur Eksplorasi PT PHE Metana Suban I 25. Exploration Director PT PHE Metana Suban I
26. Direktur Eksplorasi PT PHE Metana Suban II 26. Exploration Director PT PHE Metana Suban II
27. Direktur Eksplorasi PT PHE Metana Sumatera 1 27. Exploration Director PT PHE Metana Sumatera 1
32. Direktur Eksplorasi PT PHE MNK Sumatera 32. Exploration Director PT PHE MNK Sumatera Utara
Utara 33. Exploration Director PT PHE NSB
33. Direktur Eksplorasi PT PHE NSB 34. Exploration Director PT PHE NSO
34. Direktur Eksplorasi PT PHE NSO 35. Exploration Director PT PHE
35. Direktur Eksplorasi PT PHE Offshore North West Java
Offshore North West Java 36. Exploration Director PT PHE Randugunting
36. Direktur Eksplorasi PT PHE Randugunting 37. Exploration Director PT PHE Siak
37. Direktur Eksplorasi PT PHE Siak 38. Exploration Director PT PHE W Madura Offshore
38. Direktur Eksplorasi PT PHE W Madura Offshore

Profil Perusahaan
Company Profile
Rangkap Jabatan Anggota Direksi | Concurrent Positions of Members of the Board of Commissioners

Position at PHE
Ekariza Direktur 1. Direktur Utama PT PHE Coastal Plains 1. President Director of PT PHE Coastal Plains
Operasional Pekanbaru Pekanbaru
& Produksi 2. Direktur Utama PT PHE Corridor 2. President Director of PT PHE Corridor
Operations and 3. Direktur Utama PT PHE Gebang N Sumatera 3. President Director of PT PHE Gebang N Sumatera
Production Director 4. Direktur Utama PT PHE Jabung 4. President Director of PT PHE Jabung
5. Direktur Utama PT PHE Jambi Merang 5. President Director of PT PHE Jambi Merang
6. Direktur Utama PT PHE Kakap 6. President Director of PT PHE Kakap
7. Direktur Utama PT PHE Makassar Strait 7. President Director of PT PHE Makassar Strait
8. Direktur Utama PT PHE OSES 8. President Director of PT PHE OSES
9. Direktur Utama PT PHE Ogan Komering 9. President Director of PT PHE Ogan Komering
10. Direktur Utama PT PHE Raja Tempirai 10. President Director of PT PHE Raja Tempirai
11. Direktur Utama PT PHE Salawati 11. President Director of PT PHE Salawati
12. Direktur Utama PT PHE Salawati Basin 12. President Director of PT PHE Salawati Basin
13. Direktur Utama PT PHE South Jambi B 13. President Director of PT PHE South Jambi B
14. Direktur Utama PT PHE Tengah K 14. President Director of PT PHE Tengah K
15. Direktur Utama PT PHE Tomori Sulawesi 15. President Director of PT PHE Tomori Sulawesi
16. Direktur Utama PT PHE Tuban 16. President Director of PT PHE Tuban
17. Direktur Utama PT PHE Tuban East Java 17. President Director of PT PHE Tuban East Java
18. Direktur PHE Bukat Ltd 18. Director of PHE Bukat Ltd
19. Direktur PHE Oil & Gas 19. Director of PHE Oil & Gas
20. Direktur Natuna 2 BV 20. Director of Natuna 2 BV
21. Direktur PT PHE Simenggaris 21. Director of PT PHE Simenggaris
22. Direktur PT PHE MNK Sakakemang 22. Director of PT PHE MNK Sakakemang
23. Direktur Operasi dan Produksi 23. Operation & Production Director PT PHE Lepas
PT PHE Lepas Pantai Bunyu Pantai Bunyu
24. Direktur Operasi dan Produksi PT PHE Abar 24. Operation & Production Director PT PHE Abar
25. Direktur Operasi dan Produksi 25. Operation & Production Director
PT PHE Anggursi PT PHE Anggursi
PT PHE Kampar PT PHE Kampar
PT PHE Metan Tanjung II PT PHE Metan Tanjung II
PT PHE Metana Suban I PT PHE Metana Suban I
PT PHE Metana Suban II PT PHE Metana Suban II
PT PHE Metana Sumatera 1 PT PHE Metana Sumatera 1
PT PHE MNK Sumatera Utara PT PHE MNK Sumatera Utara
36. Direktur Operasi dan Produksi PT PHE NSB 36. Operation & Production Director PT PHE NSB
37. Direktur Operasi dan Produksi PT PHE NSO 37. Operation & Production Director PT PHE NSO
PT PHE Offshore North West Java PT PHE Offshore North West Java
PT PHE Randugunting PT PHE Randugunting
40. Direktur Operasi dan Produksi PT PHE Siak 40. Operation & Production Director PT PHE Siak
PT PHE W Madura Offshore PT PHE W Madura Offshore
42. Direktur PHE Nunukan Company 42. Director PHE Nunukan Company

Profil Perusahaan
Company Profile

Postition at PHE
Huddie Direktur Keuangan & 1. Direktur PHE Ambalat Ltd. 1. Director of PHE Ambalat Ltd.
Dewanto Layanan Bisnis 2. Direktur PHE Bukat Ltd. 2. Director of PHE Bukat Ltd.
Finance & Business 3. Direktur PHE ONWJ LLC 3. Director of PHE ONWJ LLC
Support Director 4. Direktur PHE Nunukan Company 4. Director of PHE Nunukan Company
5. Direktur Keuangan & Layanan Bisnis 5. Finance & Business Support Director
PT PHE Abar PT PHE Abar
PT PHE Anggursi PT PHE Anggursi
PT PHE Kampar PT PHE Kampar
16. 1Direktur Keuangan & Layanan Bisnis 16. Finance & Business Support Director
PT PHE NSB PT PHE NSB
PT PHE NSO PT PHE NSO
PT PHE Offshore North West Java PT PHE Offshore North West Java
PT PHE Randugunting PT PHE Randugunting
PT PHE Siak PT PHE Siak
PT PHE W Madura Offshore PT PHE W Madura Offshore
PT PHE Lepas Pantai Bunyu PT PHE Lepas Pantai Bunyu
24. Komisaris PT PHE Ambalat Timur 24. Commissioner of PT PHE Ambalat Timur
25. Komisaris PT PHE Arun 25. Commissioner of PT PHE Arun
26. Komisaris PT PHE Babar Selaru 26. Commissioner of PT PHE Babar Selaru
27. Komisaris PT PHE Coastal Plains Pekanbaru 27. Commissioner of PT PHE Coastal Plains Pekanbaru
28. Komisaris PT PHE Corridor 28. Commissioner of PT PHE Corridor
29. Komisaris PT PHE Donggala (Dalam Likuidasi) 29. Commissioner of PT PHE Donggala (In Liquidation)
30. Komisaris PT PHE East Sepinggan 30. Commissioner of PT PHE East Sepinggan
31. Komisaris PT PHE Gebang N Sumatera 31. Commissioner of PT PHE Gebang N Sumatera
32. Komisaris PT PHE Jabung 32. Commissioner of PT PHE Jabung
33. Komisaris PT PHE Jambi Merang 33. Commissioner of PT PHE Jambi Merang
34. Komisaris PT PHE Kakap 34. Commissioner of PT PHE Kakap
35. Komisaris PT PHE Karama (Dalam Likuidasi) 35. Commissioner of PT PHE Karama (In Liquidation)
36. Komisaris PT PHE Makassar Strait 36. Commissioner of PT PHE Makassar Strait
37. Komisaris PT PHE Metan Tanjung IV 37. Commissioner of PT PHE Metan Tanjung IV
38. Komisaris PT PHE Metana Kalimantan A 38. Commissioner of PT PHE Metana Kalimantan A
39. Komisaris PT PHE Metana Kalimantan B 39. Commissioner of PT PHE Metana Kalimantan B
40. Komisaris PT PHE Metana Sumatera 2 40. Commissioner of PT PHE Metana Sumatera 2
41. Komisaris PT PHE Metana Sumatera 5 41. Commissioner of PT PHE Metana Sumatera 5
42. Komisaris PT PHE MNK Sakakemang 42. Commissioner of PT PHE MNK Sakakemang
43. Komisaris PT PHE Metana 43. Commissioner of PT PHE Metana
Sumatera Tanjung Enim Sumatera Tanjung Enim
44. Komisaris PT PHE Ogan Komering 44. Commissioner of PT PHE Ogan Komering
45. Komisaris PT PHE OSES 45. Commissioner of PT PHE OSES

Profil Perusahaan
Company Profile

Postition at PHE
46. Komisaris PT PHE Raja Tempirai 46. Commissioner of PT PHE Raja Tempirai
47. Komisaris PT PHE Rokan 47. Commissioner of PT PHE Rokan
48. Komisaris PT PHE Salawati 48. Commissioner of PT PHE Salawati
49. Komisaris PT PHE Salawati Basin 49. Commissioner of PT PHE Salawati Basin
50. Komisaris PT PHE Semai II 50. Commissioner of PT PHE Semai II
51. Komisaris PT PHE Simenggaris 51. Commissioner of PT PHE Simenggaris
52. Komisaris PT PHE South Jambi B 52. Commissioner of PT PHE South Jambi B
53. Komisaris PT PHE Tengah K 53. Commissioner of PT PHE Tengah K
54. Komisaris PT PHE Tomori Sulawesi 54. Commissioner of PT PHE Tomori Sulawesi
55. Komisaris PT PHE Tuban 55. Commissioner of PT PHE Tuban
56. Komisaris PT PHE Tuban East Java 56. Commissioner of PT PHE Tuban East Java
57. Komisaris PT PHE West Glagah Kambuna 57. Commissioner of PT PHE West Glagah Kambuna
Afif Saifudin Direktur 1. Direktur Utama PT PHE Simenggaris 1. President Director of PT PHE Simenggaris
Pengembangan 2. Direktur Pengembangan PT PHE Abar 2. Development Director PT PHE Abar
Development 3. Direktur Pengembangan PT PHE Anggursi 3. Development Director PT PHE Anggursi
Director 4. Direktur Pengembangan PT PHE Kampar 4. Development Director PT PHE Kampar
5. Direktur Pengembangan 5. Development Director
14. Direktur Pengembangan PT PHE NSB 14. Development Director PT PHE NSB
15. Direktur Pengembangan PT PHE NSO 15. Development Director PT PHE NSO
16. Direktur Pengembangan PT PHE ONWJ 16. Development Director PT PHE ONWJ
17. Direktur Pengembangan PT PHE Randugunting 17. Development Director PT PHE Randugunting
18. Direktur Pengembangan PT PHE Siak 18. Development Director PT PHE Siak
19. Direktur Pengembangan PT PHE W Madura 19. Development Director PT PHE WMO
Offshore 20. Development Director
20. Direktur PHE Nunukan Company PT PHE Nunukan Company
PT PHE Lepas Pantai Bunyu PT PHE Lepas Pantai Bunyu
22. Direktur PT PHE Ambalat Timur 22. Director of PT PHE Ambalat Timur
23. Direktur PT PHE Arun 23. Director of PT PHE Arun
24. Direktur PT PHE Babar Selaru 24. Director of PT PHE Babar Selaru
25. Direktur PT PHE Coastal Plains Pekanbaru 25. Director of PT PHE Coastal Plains Pekanbaru
26. Direktur PT PHE Corridor 26. Director of PT PHE Corridor
27. Direktur PT PHE Donggala (Dalam Likuidasi) 27. Director of PT PHE Donggala (In Liquidation)
28. Direktur PT PHE East Sepinggan 28. Director of PT PHE East Sepinggan
29. Direktur PT PHE Jabung 29. Director of PT PHE Jabung
30. Direktur PT PHE Jambi Merang 30. Director of PT PHE Jambi Merang
31. Direktur PT PHE Kakap 31. Director of PT PHE Kakap
32. Direktur PT PHE Karama (Dalam Likuidasi) 32. Director of PT PHE Karama (In Liquidation)
33. Direktur PT PHE Makassar Strait 33. Director of PT PHE Makassar Strait
34. Direktur PT PHE Metan Tanjung IV 34. Director of PT PHE Metan Tanjung IV
35. Direktur PT PHE Metana Kalimantan A 35. Director of PT PHE Metana Kalimantan A
36. Direktur PT PHE Metana Kalimantan B 36. Director of PT PHE Metana Kalimantan B
37. Direktur PT PHE Metana Sumatera 2 37. Director of PT PHE Metana Sumatera 2
38. Direktur PT PHE Metana Sumatera 5 38. Director of PT PHE Metana Sumatera 5
39. Direktur PT PHE Metana Sumatera Tanjung Enim 39. Director of PT PHE Metana Sumatera Tanjung Enim

Profil Perusahaan
Company Profile

Position at PHE
Afif Saifudin Direktur 40. Direktur PT PHE OSES 40. Director of PT PHE OSES
Pengembangan 41. Direktur PT PHE Ogan Komering 41. Director of PT PHE Ogan Komering
Development 42. Direktur PT PHE Raja Tempirai 42. Director of PT PHE Raja Tempirai
Director 43. Direktur PT PHE Rokan 43. Director of PT PHE Rokan
44. Direktur PT PHE Salawati 44. Director of PT PHE Salawati
45. Direktur PT PHE Salawati Basin 45. Director of PT PHE Salawati Basin
46. Direktur PT PHE Semai II 46. Director of PT PHE Semai II
47. Direktur PT PHE South Jambi B 47. Director of PT PHE South Jambi B
48. Direktur PT PHE Tengah K 48. Director of PT PHE Tengah K
49. Direktur PT PHE Tomori Sulawesi 49. Director of PT PHE Tomori Sulawesi
50. Direktur PT PHE Tuban 50. Director of PT PHE Tuban
51. Direktur PT PHE Tuban East Java 51. Director of PT PHE Tuban East Java
52. Direktur PT PHE West Glagah Kambuna 52. Director of PT PHE West Glagah Kambuna
53. Direktur PHE Ambalat Ltd 53. Director of PHE Ambalat Ltd
54. Direktur PHE Oil & Gas 54. Director of PHE Oil & Gas
Pendidikan dan Pelatihan Anggota Education and Training for

Direksi [102-27][IR1] the Board of Directors [102-27][IR1]
PHE menyertakan anggota Direksi dalam berbagai kegiatan PHE included members of the Board of Directors in various
pendidikan dan pelatihan, guna meningkatkan modal education and training activities, in order to increase the
intelektual Perusahaan. Company's intellectual capital.
Pendidikan dan Pelatihan Anggota Direksi Tahun 2018

Education and Training for Members of the Board of Directors in 2018
Nama Kegiatan Waktu Pelaksanaan Anggota Direksi Peserta

Name of activity Execution time Member of the Participant Board of Directors
Business Leader Upskilling For Great Performance - 10 - 11 Januari 2018

Afif Saifudin, Ekariza
Jakarta 10 - 11 January 2018
Business Leader Upskilling For Great Performance - 12 - 13 Maret 2018
Huddie Dewanto
Jakarta 12 - 13 March 2018
25 - 26 Oktober 2018
Directorship Program Batch I Tahun 2018 - Jakarta Afif Saifudin
25 - 26 October 2018
07 - 01 November 2018
Directorship Program - Jakarta Ekariza
07 - 01 November 2018
Workshop Business Leader Empowerment for Great 10 - 11 Januari 2018
Ekariza
Perfomance - Jakarta 10 - 11 January 2018
24 - 26 Januari 2018
Business Acceleration Program - Jakarta Ekariza
24 - 26 January 2018
Indonesia Petroleum Association (IPA) Convention & 02 - 04 Mei 2018

Huddie Dewanto, Abdul Mutalib
Exhibition 02 - 04 May 2018

Profil Perusahaan
Company Profile
Hubungan Afiliasi Anggota Direksi Affiliate Relations Board of Directors
Seluruh anggota Direksi tidak memiliki hubungan afiliasi baik All members of the Board of Directors do not have an affiliate
secara keuangan maupun kekeluargaan di antara mereka, relationship either financially or familially between them, and
serta dengan Direksi dan dengan Pemegang Saham Utama with the Board of Directors and with the Major Shareholders
maupun Pemegang Saham Pengendali. and the Controlling Shareholders.
Tabel Hubungan Afiliasi Direksi, Dewan Komisaris

dan Pemegang Saham Pengendali per Tanggal 31 Desember 2018
Table of Affiliation of Directors, Board of Commissioners and Controlling Shareholders as of
December 31, 2018
Hubungan Keluarga dengan | Family Relationship with
Dewan Komisaris Direksi Pemegang

Nama Anggota Direksi Board of Board of Directors Saham Pengendali
Name of Member of the Board of Commissioners Controlling
Directors Shareholders
Ya Tidak Ya Tidak Ya Tidak

Yes No Yes No Yes No
Meidawati √ √ √
Abdul Mutalib √ √ √
Ekariza √ √ √
Huddie Dewanto √ √ √
Afif Saifudin √ √ √

Profil Perusahaan
Company Profile
Profil Vice President, General Manager

dan Direktur Perusahaan Asosiasi
Profile of Vice President, General Manager and Director
of Association Companies
Iceu Pendidikan | Education Masa Kerja | Tenure

Cahyani • S1 Teknik Geologi Universitas 26 Tahun | 26 years
Padjajaran, tahun 1990
Jabatan | Position • S2 Manajemen Industri Teknik
Vice President Planning, Mesin Universitas Indonesia,
Performance & Risk Management tahun 1995
Tanggal Lahir | Date of Birth • Bachelor of Science in Geology from
19-Apr-66 Padjadjaran University, 1990
• Master in Mechanical Engineering
Usia | Ages - Industrial Management from
52 Tahun | 52 years old Indonesia University, 1995
Ifki Tina
Sukarya Amalia
Jabatan | Position Jabatan | Position
Vice President Relations Vice President Legal
Tanggal Lahir | Date of Birth Tanggal Lahir | Date of Birth
9-Jun-66 29-Apr-66
Usia | Usia Usia | Usia
53 Tahun | 53 years old 53 Tahun | 53 years old
Pendidikan | Education Pendidikan | Education
S1-Perikanan, Institut Pertanian S2-Ekonomi - Magister Manajemen,
Bogor, Bogor Universitas Gadjah Mada, Yogyakarta
Bachelor in Fisheries and Marine, Bogor Master in Management, Gadjah Mada
Agricultural University, Bogor University, Yogyakarta
Masa Kerja | Tenure Masa Kerja | Tenure

26 Tahun | 26 years 27 Tahun | 27 years
Eko Agus Slamet

Sardjono Susilo Jabatan | Position
Jabatan | Position Vice President Project Strategic
Vice President Commercial Development Management
15-Aug-65 2-May-65
Usia | Ages Usia | Ages
S2-Geologi, Universitas Gadjah S1-Teknik Elektro, Universitas
Mada, Yogyakarta Indonesia, Jakarta
Master in Geology, Gadjah Mada Bachelor in Electrical Engineering,
University, Yogyakarta Indonesia University, Jakarta

Profil Perusahaan
Company Profile
Profil Vice President, General Manager dan Direktur Perusahaan Asosiasi

Profile of Vice President, General Manager and Director of Association Companies
Tatang Yoke
Suryana Syamsidar
Vice President Finance & Treasury Vice President Controller
25-Jan-64 17-Jun-64
S2-Ekonomi - Magister Manajemen, S1-Ekonomi Akuntansi, Universitas
Universitas Padjadjaran, Bandung Sriwijaya, Palembang
Master in Management, Padjadjaran Bachelor in Accounting, Sriwijaya
University, Bandung University, Palembang
Bambang Jabatan | Position Iman

Rudi P. Vice President ICT & Data Bastari Jabatan | Position
Management Vice President Supply Chain
Tanggal Lahir | Date of Birth Management
12-Dec-64 Tanggal Lahir | Date of Birth
Usia | Ages 29-Jun-63
54 Tahun | 54 years old Usia | Ages
Pendidikan | Education 56 Tahun | 56 years old
S2-Ekonomi - Magister Manajemen, Pendidikan | Education
Institut Teknologi Sepuluh S2-Ekonomi - Magister Manajemen,
Nopember, Surabaya Universitas Brawijaya, Malang
Master in Management, Sepuluh Nopember Master in Management, Brawijaya
Institute of Technology, Surabaya University, Malang
Muhammad Ari
Denis Jabatan | Position Samodra
Vice President Human Resources Jabatan | Position
& General Affairs Vice President Exploration
Tanggal Lahir | Date of Birth Subsurface, Planning & Evaluation
31-Aug-64 Tanggal Lahir | Date of Birth
Usia | Ages 3-Nov-64
S1-Hukum, Universitas Andalas, Pendidikan | Education
Padang S3-Geofisika Terapan, ITB
Bachelor in Law, Andalas University, Doctoral of Applied Geophysics, ITB
Padang
Masa Kerja | Tenure
Masa Kerja | Tenure
29 Tahun | 29 years
27 Tahun | 27 years

Profil Perusahaan
Company Profile

Rahmat Artono
Wijaya Jabatan | Position Jabatan | Position
Vice President Subsurface Vice President Operations &
Development Production
16-Apr-64 23-Mar-65
S1-Teknik Tambang Minyak, S1-Teknik Tambang Minyak, Institut
Universitas Trisakti, Jakarta Teknologi Bandung, Bandung
Bachelor of Science in Petroleum Bachelor of Science in Petroleum Mining,
Mining, ITB, Bandung ITB, Bandung
Untung Anton
B.Santoso Jabatan | Position Trienda
Vice President Production Asset Jabatan | Position
Management Chief Internal Audit
1-Sep-63 21-Jan-68
S2-Teknik Geologi, Universitas S2-Magister Manajemen
Trisakti, Jakarta Universitas Widyatama, Bandung
Master in Geology Engineering, Master in Managment, Widyatama
Trisakti University, Jakarta University of Bandung
Rio Budi
Dasmanto Tamtomo
Vice President Quality, Health, VP Operation Exploration & Asset
Safety, Security & Environment Management Operator/Non Operator.
28-Dec-67 15-Aug-65
S1-Teknik Sipil, Institut Teknologi S1 Geologi Umum UPN Veteran
Bandung, Bandung Yogyakarta
Bachelor of Science in Civil Bachelor of Science in General Geology from
Engineering, University of ITB, Bandung UPN Veteran Yogyakarta

Profil Perusahaan
Company Profile

Achmad Eko Rudi

Jabatan | Position
Zailani Jabatan | Position Tantoro
General Manager PHE Nunukan General Manager PHE Abar
Company Anggursi
03-Mar-63 21-Nov-65
S1-Teknik Perminyakan, S1-Teknik Geologi Minyak,
Universitas Trisakti, Jakarta Yogyakarta
Bachelor of Science in General Bachelor of Science in Petroleum
Geology from UPN Veteran Yogyakarta Geology, Yogyakarta
Akhmad Alfi Rusin Jabatan | Position

Miftah Jabatan | Position General Manager PHE OSES
General Manager Tanggal Lahir | Date of Birth
PHE NSO & NSB 01-Oct-65
Tanggal Lahir | Date of Birth Usia | Ages
13-Jun-66 53 Tahun | 53 years old
Usia | Ages Pendidikan | Education
52 Tahun | 52 years old • S1-Teknik Tambang Minyak,
Pendidikan | Education Bandung
S1-Teknik Geologi, Institut • S2-Ekonomi - Magister
Teknologi Bandung, Bandung Manajemen, Palembang
Bachelor of Science in Geology, • Bachelor in Petroleum Mining, Bandung
University of ITB, Bandung • Master in Management, Palembang
Amrullah Kuncoro
Muiz Kukuh
General Manager PHE OK General Manager PHE WMO
31-May-63 22-Jan-63
S1-Teknik Pertambangan, S1-Teknik Geologi Umum,
Universitas Sriwijaya, Palembang Bandung
Bachelor in Mining Engineering, Sriwijaya Bachelor of Science in General
University, Palembang Geology, Bandung

Profil Perusahaan
Company Profile

Zul Akhyar.M Indra

Shahab
GM JOB Golden Spike GM JOB Jambi Merang
20-Jul-63 08-Oct-63
S1-Teknik Pertambangan, S1-Teknik Geologi Minyak,
Universitas Sriwijaya, Palembang Universitas Padjadjaran, Bandung
Bachelor in Mining Engineering, Sriwijaya Bachelor of Science in Petroleum Geology,
University, Palembang Padjadjaran University, Bandung
Sugeng Siswantoro
Haryanto Jabatan | Position M. Prasodjo
GM JOB Simenggaris Jabatan | Position
Tanggal Lahir | Date of Birth General Manager PHE ONWJ
15-Jan-64 Tanggal Lahir | Date of Birth
Usia | Ages 10-Apr-63
S1-Teknik Geologi Umum, UPN Pendidikan | Education
Veteran Yogyakarta, Yogyakarta S1-Teknik Kimia, Universitas
Bachelor of Science in General Gadjah Mada, Yogyakarta
Geology from UPN Veteran Yogyakarta Bachelor in Chemical Engineering from
in Yogyakarta Gadjah Mada University, Yogyakarta
Achmad Tri Achmad Zaidy

Budi Prabowo Jabatan | Position Jabatan | Position
GM JOB Salawati (PPS) GM JOB Tomori
18-Dec-64 28-Feb-64
S1-Teknik Perminyakan, Institut S1-Teknik Pertambangan,
Teknologi Bandung, Bandung Universitas Sriwijaya, Palembang
Bachelor in Mining Engineering, Bachelor in Mining Engineering,
University of ITB, Bandung Palembang

Profil Perusahaan
Company Profile

H.N. Rizaldi
Winant
Jabatan | Position Pendidikan | Education Masa Kerja | Tenure
General Manager PHE Siak & • S1-Teknik Tambang Minyak, 27 Tahun | 27 years
Kampar Universitas Trisakti, Jakarta
Tanggal Lahir | Date of Birth • S2-MBA, Institut Teknologi
18-Dec-64 Bandung, Bandung
Usia | Ages • Bachelor in Petroleum Mining,
54 Tahun | 54 years old Trisakti University, Jakarta
• Master in Business Administration,
University of ITB, Bandung
Darwin
Tangkalalo
Jabatan | Position Pendidikan | Education Masa Kerja | Tenure
General Manager PHE Tuban • S1-Teknik Geologi Umum, 27 Tahun | 27 years
EJ-Randugunting Universitas Hasanuddin,
Tanggal Lahir | Date of Birth Makassar
• S2-Matematika Terapan,
16-Aug-64
Universitas Indonesia, Jakarta
Usia | Ages
54 Tahun | 54 years old • Bachelor of Science in General
Geology, Hasanuddin University,
Makassar
• Master in Applied Mathematics,
Indonesia University, Jakarta

Profil Perusahaan
Company Profile

Profil Perusahaan
Company Profile
Jumlah Pekerja, Pekerja Lain

dan Data Pengembangan Kompetensi Pekerja
Number of Workers, Other Workers and Data on Employee
Competence Development
Sesuai kriteria GRI Standard yang digunakan dalam In accordance with the GRI Standard criteria used in writing
penulisan Laporan ini, maka uraian mengenai jumlah this Report, the description of the number of employees or
ka r yawa n at a u ya n g s e l a n j u t nya d i s e b u t p e ke r j a , hereinafter referred to as workers includes an explanation
menyertakan penjelasan mengenai pekerja lain yang bukan of other workers who are not PHE workers. Data on workers
pekerja PHE. Data mengenai pekerja diperoleh dari Fungsi is obtained from the Human Resources & General Affair
Human Resources & General Affair, dan hanya mencakup Function, and only covers the number of workers and other
jumlah pekerja serta pekerja lain di PHE maupun pekerja workers in PHE and PHE workers who are seconded to
PHE yang diperbantukan pada Anak Perusahaan. Data tidak subsidiaries. Data does not include the number of workers
termasuk jumlah pekerja maupun pekerja lain pada Entitas and other workers in subsidiaries and is compiled, and is
Anak dan dikompilasi, serta diasumsikan berdasarkan assumed to be based on the SSO organization. [102-8]
organisasi SSO. [102-8]
Jumlah pekerja PHE sampai dengan akhir periode pelaporan The number of PHE workers up to the end of the reporting
ada 2.314 orang, berkurang 675 orang atau 22,5% dibanding period was 2,314 people, a decrease of 675 people or 22.5%
pelaporan tahun 2017 sebanyak 2.989 orang. Meskipun compared to 2017 reporting of 2,989 people. Even though
pada tahun 2018 ada penambahan pekerja sebagai hasil alih in 2018 there were additional workers as a result of the
kelola 3 Wilayah Kerja (WK) atau blok minyak dan gas bumi management of 3 work areas (WK) or oil and gas blocks
(migas) yang ditugaskan Pemerintah kepada PT Pertamina (oil and gas) assigned by the Government to PT Pertamina
(Persero) setelah masa kontraknya dengan SKK Migas (Persero) after the contract period with SKK Migas was
selesai, namun pada pelaporan ini terlihat jumlah pekerja completed, the number of workers showed which decreases.
yang berkurang.
Hal ini dikarenakan adanya perbedaan asumsi yang This is due to differences in the assumptions used in
digunakan dalam pelaporan jumlah pekerja PHE tahun reporting the number of PHE workers in 2018, where the
2018, di mana jumlah pekerja yang di maksud adalah number of workers intended was all PHE workers who
semua pekerja PHE yang bertugas di PHE dan AP PHE were assigned to PHE and AP PHE and other workers from
serta pekerja lain dari PT Pertamina (Persero) dan AP PT PT Pertamina (Persero) and AP PT Pertamina (Persero)
Pertamina (Persero) yang diperbantukan di lingkungan PHE seconded to PHE and AP.
dan AP.
Pada tahun pelaporan, seluruh pekerja WK/blok migas In the reporting year, all terminated oil and gas WK /
terminasi yang telah dialih kelolakan diterima bekerja block workers who have been turned down in distrust
menjadi pekerja PHE , kecuali mereka yang memilih are accepted to work as PHE workers, except those who
mengundurkan diri dan/atau memasuki usia pensiun. choose to resign and / or enter retirement age.

Profil Perusahaan
Company Profile
Jumlah Pekerja PHE dan Pekerja Lain di PHE [102-8]

Number of PHE Workers and Other Workers at PHE [102-8]
2018 2017 2016

Uraian
Description Pria Wanita Pria Wanita Pria Wanita
Male Female Male Female Male Female
Pekerja PHE | PHE workers 1.784 372 1.446 308 403 98
Pekerja Lain | Other workers 136 22 1.064 171 30 21
1.920 394 2.510 479 433 119

Jumlah
Total
2.314 2.989 552
Jumlah Pekerja PHE Berdasar Kontrak Kerja [102-8]

Number of PHE Workers Based on Work Contracts [102-8]
2018 2017 2016

Uraian
Waktu Tidak Tertentu
1.372 289 1.363 307 396 91
Unspecified Time
Waktu Tertentu
412 83 83 1 14 0
Certain time
1.784 372 1.446 308 410 91
Jumlah
Total
2.156 1.754 501
Jumlah Pekerja Lain Di PHE Berdasar Kontrak Kerja [102-8]

Number of Other Workers in PHE Based on Work Contracts [102-8]
2018 2017 2016

Uraian
Waktu Tidak Tertentu
135 22 0 0 0 0
Unspecified Time
Waktu Tertentu
1 0 1.064 171 30 21
Certain time
136 22 1.064 171 30 21
Jumlah
Total
158 1.235 51

Profil Perusahaan
Company Profile
Jumlah Pekerja PHE Berdasar Jam Kerja [102-8]

Number of PHE Workers Based on Working Hours [102-8]
2018 2017 2016

Uraian
Penuh Waktu
1.784 372 1.446 308 403 98
Full-time
Paruh Waktu
0 0 0 0 0 0
Part-time
1.784 372 1.446 308 403 98

Jumlah
Total
2.156 1.754 501
Keterangan: Notes:
Pengertian penuh waktu adalah pekerja yang datang Full time understanding is the worker who comes minimum
minimal lima hari kerja per minggu atau 40 jam per minggu. of five working days per week or 40 hours per week.
Jumlah Pekerja Lain Di PHE Berdasar Jam Kerja [102-8]

Number of Other Workers at PHE Based on Working Hours [102-8]
2018 2017 2016

Uraian
Penuh Waktu
136 22 922 313 30 21
Full-time
Paruh Waktu
0 0 0 0 0 0
Part-time
136 22 922 313 30 21

Jumlah
Total
158 1.235 51
Keterangan: Notes:
Pengertian penuh waktu adalah pekerja yang datang Full time understanding is the worker who comes minimum
minimal lima hari kerja per minggu atau 40 jam per minggu. of five working days per week or 40 hours per week.

Profil Perusahaan
Company Profile
Jumlah Pekerja PHE untuk Masing-masing Level Organisasi [102-8]

Number of PHE Workers for Each Organization Level [102-8]
2018 2017 2016

Uraian
Direksi | Board of Directors 4 0 4 0 5 0
GM | General Manager 9 0 17 0 17 0
VP | Vice of President 13 3 15 2 6 3
Advisor | Advisor 17 2 24 1 0 0
Manager/Setara | Manager/Equivalent 120 22 88 17 30 6
Ass. Manager/Setara | Ass. Manager/Equivalent 159 33 157 42 0 0
Senior Staff | Senior Staff 155 17 547 96 0 0
Staff | Staff 1.050 276 603 150 345 89
1.527 353 1.455 308 403 98
Jumlah | Total
2.314 1.754 499
Jumlah Pekerja PHE Untuk Masing-masing Tingkat Pendidikan [102-8]

Number of PHE workers for each level of education [102-8]
2018 2017 2016

Uraian
Doktor (S3) | Doctorate Degree 1 0 1 0 2 0
Pascasarjana (S2) | Master Degree 295 59 243 49 93 12
Sarjana | Bachelor Degree 947 267 829 228 285 77
Diploma IV | Diploma IV 44 0 0 0 0 0
Diploma III | Associate Degree 239 35 196 25 18 1
Diploma I & II | Diploma I & II 17 3 0 0 0 0
SLTA | Senior High School 235 8 175 8 13 0
SLTP | Junior High School 4 0 0 0 0 0
SD | Elementary 2 0 0 0 0 0
1.784 372 1.443 308 411 90
Jumlah | Total
2.156 1.754 501
Jumlah Pekerja Lain di PHE Untuk Masing-masing Tingkat Pendidikan [102-8]

Number of other workers at PHE for each level of education [102-8]
2018 2017 2016

Uraian
Doktor (S3) | Doctorate Degree 0 0 0 0 0 0
Pascasarjana (S2) | Master Degree 41 8 24 11 2 0
Sarjana | Bachelor Degree 89 13 394 126 12 18
Diploma IV | Diploma IV 0 0 0 0 0 0
Diploma III | Associate Degree 2 1 150 27 8 8
Diploma I & II | Diploma I & II 2 0 0 0 0 0
SLTA | Senior High School 2 0 483 4 3 1
SLTP | Junior High School 0 0 10 0 0 0
SD | Elementary 0 0 0 0 0 0
136 22 1.061 168 25 27
Jumlah | Total
158 1.235 51

Profil Perusahaan
Company Profile
Jumlah Pekerja PHE Berdasar Kelompok Usia [102-8]

Number of PHE workers based on age groups [102-8]
2018 2017 2016

Uraian
<= 30 Tahun | <= 30 Years 179 34 158 39 38 27
31 – 40 Tahun | 31 – 40 Years 682 187 567 158 120 30
41 – 50 Tahun | 41 – 50 Years 477 93 413 78 124 18
>= 51 Tahun | >= 51 Years 446 58 308 33 129 15

1.784 372 1.446 308 411 90
Jumlah
Total 2.156 1.754 501
Jumlah Pekerja Lain Di PHE Berdasar Kelompok Usia [102-8]

The number of other workers in PHE is based on age groups [102-8]
2018 2017 2016

Uraian
<= 30 Tahun | <= 30 Years 26 2 182 86 7 16
31 – 40 Tahun | 31 – 40 Years 25 4 418 66 11 8
41 – 50 Tahun | 41 – 50 Years 22 7 309 12 6 1
>= 51 Tahun | >= 51 Years 63 9 158 4 2 0

136 22 1.067 168 26 25
Jumlah
Total 158 1.235 51
Jumlah Pekerja PHE dan Pekerja lain Untuk Masing-masing Anak Perusahaan [102-8]
Number of PHE workers and other workers based subsidiaries [102-8]
2018 2017 2016

Uraian
PHE ONWJ 471 45 475 53 0 0
PHE WMO 323 31 343 33 0 0
PHE Siak & Kampar 58 2 44 1 0 0
PHE Abar/Anggursi 15 0 12 0 0 0
PHE UH 7 0 11 0 0 0
PHE NSO NSB 110 4 108 2 0 0
PHE Nunukan Company 16 5 14 4 0 0
PHE Randugunting 7 1 9 3 0 0
PHE 78 17 63 13 409 98
PHE SSO 357 203 367 199 0 0
PHE Ogan Komering 51 1 - - - -
PHE OSES 406 83 - - - -
PHE Tuban East Java 21 2 - - - -
Jumlah 1.920 394 1.446 308 409 98

Total 2.314 1.754 501

Profil Perusahaan
Company Profile
Data Pengembangan Kompetensi Data on Employee Competence

Karyawan Pada Tahun Buku Development in the Book Year
Pengembangan kompetensi pekerja dilakukan melalui Employee competency development is carried out through
penyelenggaraan pelatihan yang dilaksanakan setiap tahun. the implementation of training held every year. PHE provides
PHE memberikan kesempatan setara kepada setiap pekerja equal opportunities for every employee to attend training,
untuk mengikuti pelatihan, dengan tetap memperhatikan while still taking into account the needs of the organization.
kebutuhan organisasi. Pelaksanaan pelatihan pekerja The implementation of worker training is the responsibility of
menjadi tanggung jawab Fungsi HR & GA PHE. the PHE HR & GA Function.
Pada kurun waktu periode pelaporan, Perus ahaan During the reporting period, the Company provided a fee
menyediakan biaya sebesar Rp25,59 miliar, untuk kegiatan of IDR25.59 billion, for the development of competency
pengembangan kompetensi pekerja PHE dan Anak activities of PHE workers and subsidiaries. This amount
Perusahaan. Jumlah tersebut bertambah Rp1,58 miliar increased by IDR1.58 billion or 7% compared to the cost
atau 7% dibanding biaya tahun 2017 sebesar Rp24,00 in 2017 of IDR24.00 billion. Although it is inseparable from
miliar. Meskipun tidak terlepas dari kebijakan efisiensi the efficiency policies implemented by the Company, the
yang diterapkan Perusahaan, namun adanya kenaikan increase was due to the holding of educational programs
tersebut disebabkan karena diselenggarakannya program aimed at selected workers for the position of Operators
pendidikan yang ditujukan bagi pekerja hasil seleksi and Technicians with the aim of accelerating the level of
untuk posisi Operator dan Teknisi dengan tujuan untuk competency equivalent to 2 (two) years of work experience.
mengakselerasi tingkat kompetensi yang setara dengan 2
(dua) tahun pengalaman kerja.
Untuk meningkatkan kompetensi pekerja , PHE To improve the competence of workers, PHE uses an internal
menggunakan pendekatan pelatihan internal dengan training approach by utilizing workers who already have
memanfaatkan pekerja yang telah memiliki keahlian tertentu certain skills as trainers. Until the end of the reporting period,
sebagai pelatih. Sampai dengan akhir periode pelaporan, PHE has 39 workers as providers of training materials,
PHE memiliki 39 pekerja sebagai pemberi materi pelatihan, according to their respective competencies.
sesuai dengan kompetensi masing-masing.
PHE tetap menyertakan para pekerja untuk mengikuti PHE continues to include workers to take part in certification
pelatihan yang bersifat sertifikasi/mandatory sebagai / mandatory training as part of regulations that become best
bagian dari regulasi yang menjadi best practice di bidang practices in the oil and gas industry. This was carried out as
industri minyak dan gas bumi. Hal ini dilaksanakan sebagai a form of support for efforts to achieve the PHE Vision to
bentuk dukungan pada upaya pencapaian Visi PHE untuk become a world-class oil and gas company.
menjadi perusahaan migas berstandar dunia.
Secara keseluruhan total jam pelatihan selama tahun buku Overall the total training hours during the 2018 financial year
2018 mencapai 99.998 jam pelatihan, naik 61.736 jam reached 99,998 hours of training, up 61,736 hours of training
pelatihan atau naik sebesar 161,3% dibanding tahun 2017 or an increase of 161.3% compared to 2017 with 38,262
sebanyak 38.262 jam pelatihan. Jumlah peserta pelatihan hours of training. The number of trainees was 3,118 workers,
ada 3.118 pekerja, naik dibanding tahun 2017 sebanyak 1.789 up compared to 2017 as many as 1,789 participants.
peserta.
Dengan demikian rata- rata jam pelatihan untuk setiap Thus the average training hours for each PHE worker in 2018
pekerja PHE pada tahun 2018 adalah 32 jam pelatihan/ are 32 hours of training / participants. This amount is more
peserta. Jumlah tersebut lebih banyak dibanding tahun 2017 than in 2017 as many as 21.38 hours of training / participants.
sebanyak 21,38 jam pelatihan/peserta. [404-1] [404-1]

Profil Perusahaan
Company Profile
Sampai dengan akhir periode pelaporan, ada beberapa Until the end of the reporting period, there were several
bentuk pelatihan yang diselenggarakan. Beragamnya bentuk forms of training held. The variety of forms of training
pelatihan dan pengembangan kompetensi pekerja di PHE and competency development of workers in PHE and
dan Anak Perusahaan dilakukan untuk menyeimbangkan subsidiaries is carried out to balance the needs of technical
kebutuhan pengembangan teknikal dan juga non teknikal. and non-technical development.
Total Jam Pelatihan Bagi Pekerja PHE dan Anak Perusahaan [404-1]
Total Training Hours for PHE Workers and Subsidiaries [404-1]
2018 2017 2016

Uraian
PHE 2.608 626 3.692 1.288 4.056 824
PHE Abar/Anggursi 488 0 200 0 0 0
PHE NSO NSB 32.912 96 832 152 0 0
PHE Nunukan Company 456 120 480 56 0 0
PHE ONWJ 22.608 1.408 6.264 704 0 0
PHE Siak & Kampar 1.864 16 1.272 36 0 0
PHE UH 248 0 728 0 0 0
PHE WMO 15.816 1.312 20.571 1.864 0 0
PHE SSO 9.120 5.268 - - - -
PHE Randugunting 952 104 - - - -
PHE Ogan Komering 208 0 - - - -
PHE OSES 3.280 328 - - - -
PHE Tuban East Java 160 0 - - - -
Jumlah 90.720 9.278 34.039 4.100 4.056 824

Total 99.998 38.139 4.880
Jenis Pelatihan dan Tujuan Pelatihan Karyawan PHE Tahun 2018

Types of Training and PHE Employee Training Objectives in 2018
Level Jabatan Jenis Pelatihan Tujuan Pelatihan Total Jam Pelatihan

Position Level Types of Training Training Objectives Total Training Hours
Staf dan Manajerial Technical Skills Meningkatkan kompetensi di bidang 59.810

Staff and Managerial keahlian/pekerja masing-masing pekerja
Improve competence in the field of expertise /
workers of each worker
Staf dan Manajerial Non Technical Skills/Soft Skills Meningkatkan penguasaan pemahaman 5.236
Staff and Managerial serta kreativitas pekerja
Increase authority understanding
and worker creativity

Profil Perusahaan
Company Profile
Perjanjian Kerja Bersama dan Collective Labor Agreement and

Peraturan Perusahaan [102-41] Company Regulations [102-41]
Hubungan industrial antara PHE dengan pekerja dibangun The industrial relations between PHE and employees is built
atas dasar saling percaya dan saling menghargai antara on mutual trust and respect between the Company and
Perusahaan dan Pekerja yang didasarkan atau berpedoman Workers based on or adheres to Law Number 13 of 2013 on
p a d a U n d a n g - U n d a n g N o. 1 3 Ta h u n 2 01 3 te nt a n g Manpower. The Company gives opportunities to each worker
Ketenagakerjaan. Perusahaan memberi kesempatan for freedom of speech and association. The Company
kepada setiap pekerja untuk dapat menyatakan pendapat also realizes the importance of Workers role in building
dan berserikat. Perusahaan juga menyadari pentingnya a harmonious industrial relations so that the Company
peran Pekerja dalam membangun hubungan industrial continues to enhance Workers engagement, mainly in
yang harmonis sehingga Perusahaan terus berusaha untuk employment relations, which is by establishing Bipartite
meningkatkan engagement Pekerja, utamanya dalam hal Cooperation Institution as a forum of communication,
hubungan ketenegakakerjaan adalah dengan membentuk comprising representatives of Workers and Company. One
Lembaga Kerja Sama Bipartit. Ini menjadi wadah atau of its functions is to discuss issues needed to increase
forum komunikasi yang terdiri atas unsur wakil Pekerja dan the Company performance as well as to increase Workers
wakil Perusahaan yang salah satu fungsinya adalah untuk involvement in producing recommendations as references
membahas hal-hal yang dibutuhkan dalam meningkatkan for the Company in making policies.
kinerja Perusahaan serta meningkatkan keterlibatan
Pekerja dalam menghasilkan rekomendasi sebagai acuan
Perusahaan untuk membuat kebijakan.
Pekerja PHE juga telah membentuk lembaga serikat atau PHE Workers also have established a Union, Employee
Serikat Pekerja, yakni Organisasi Karyawan Pertamina Hari Organization for Future Pertamina (OK PHE) which was first
Esok (OK PHE) yang pertama kali dibentuk dan dicatatkan established and registered to Employment Institution in 2011.
ke Instansi Ketenagakerjaan pada tahun 2011.
O K P H E b e r t i n d a k m ewa k i l i p e ke r j a d a l a m s et i a p OK PHE acts as a representative to employess in each

perundingan dengan manajemen, terkait ketenagakerjaan negotiation with the management, related to employment
termasuk membuat Perjanjian Kerja Bersama (PKB). Tahun including Collective Labor Agreement (CLA). 2018 was a
2018 mencatat babak baru bagi proses pengelolaan new chapter for HC management process and employment
SDM dan hubungan ketenagakerjaan di PHE. Manajemen relations at PHE. The Management and OK PHE reached an
dan OK PHE telah bersepakat dan menandatangani agreement and signed a PHE CLA, effective 1 January 2019
PKB PHE yang berlaku terhitung mulai tangal 1 Januari until 31 December 2020 (2019 – 2020 period) in order to
2019 sampai 31 Desember 2020 (periode 2019 – 2020) replace the prevailing Company Regulations. Series of CLA
yang menggantikan Peraturan Perusahaan yang selama preparation was initiated on 8 October 2018 (Kick Off) until
ini diberlakukan. Rangkaian penyusunan PKB dimulai Final negotiation of PHE CLA 2019 0 2020 which was held in
pada tanggal 8 Oktober 2018 (Kick Off), sampai dengan Bukittinggi, West Sumatera on 12 – 14 November 2018. [102-41]
perundingan final penyusunan PKB PHE 2019-2020 yang
berlangsung di Bukittinggi, Sumatera Barat pada tanggal 12
– 14 November 2018. [102-41]
Dalam perundingan PKB tersebut, tim PHE diwakili oleh 9 In the CLA discussion, PHE team was represented by 9
orang pekerja sebagai tim perunding Perusahaan dengan workers as a negotiating team of the Company and the
ketua tim perunding wakil Perusahaan adalah VP HR&GA. head negotiating team of the Company representative was
Dari perwakilan tim pekerja juga diwakili oleh 9 orang Pekerja VP HR&GA. Nine Workers also represented the employees’
dan didampingi oleh Ketua Organisasi Karyawan (OK PHE). team and they were accompanied by Head of Employee
Organization (OK PHE).

Profil Perusahaan
Company Profile
Keberadaan PKB menjadi strategis, karena PHE memiliki The existence of CLA became strategic as PHE has 14
14 Anak Perusahaan (PHE sebagai operator) dengan Subsidiaries (PHE as operator) with each uniqueness
keunikan dan perbedaan tata kelola bisnis masing-masing. and difference of business governance. PHE CLA then
Selanjutnya PKB PHE menjadi rujukan bersama dalam served as a collective reference in managing employment
mengelola hubungan ketenagakerjaan di Perusahaan. relations at the Company. The CLA preparation also one
Penyusunan PKB juga menjadi bentuk dukungan PHE of PHE’s support to OK PHE as the Company’s union and
terhadap keberadaan OK PHE sebagai serikat pekerja PHE its subsidiaries. In 2018, there were no issues, including
dan Anak Perusahaan. Selama tahun 2018, dipastikan tidak attempts to obstruct the workers’ freedome of speech and
ada hal-hal yang termasuk upaya untuk menghalang-halangi association. [407-1]
kebebasan berpendapat dan berserikat para pekerja. [407-1]
Sampai dengan tahun 2018 jumlah anggota OK PHE As of 2018, total members of OK PHE reachjed 1,273
mencapai 1.273 orang atau 51,92% dari total pekerja PHE. people or 51.92% of the total PHE workers. Aside from OK
Selain anggota OK PHE, PKB juga melindungi seluruh PHE members, the CLA also protects all PHE workers and
pekerja PHE dan Anak Perusahaan yang bukan merupakan Subsidiaries who are not members of OK PHE.
anggota OK PHE.
Informasi Komposisi Pemegang Saham

Information on Shareholder Composition
PT Pertamina Hulu Energi (PHE) berbentuk Perseroan PT Pertamina Hulu Energi (PHE) is a Limited Liability
Terbatas. Tidak ada perubahan struktur dan komposisi C o m p a ny. T h e re wa s n o c h a n g e i n st r u c t u re a n d
pemegang saham selama kurun waktu periode pelaporan. composition of shareholders during the reporting period.
Laporan ini tidak menyertakan informasi mengenai rincian This report does not include information about the details of
nama pemegang saham yang meliputi 20 pemegang the names of shareholders which include 20 of the largest
saham terbesar dan persentase kepemilikannya, rincian shareholders and percentage of ownership, details of
pemegang saham dan persentase kepemilikannya meliputi shareholders and percentage of ownership including the
nama pemegang saham yang memiliki 5% atau lebih saham names of shareholders who own 5% or more shares and
dan kelompok pemegang saham masyarakat dengan groups of community shareholders with less than 5% and
kepemilikan saham masing-masing kurang dari 5% dan names of Directors and Commissioners as well as direct
nama Direktur dan Komisaris serta persentase kepemilikan and indirect share ownership.
sahamnya secara langsung dan tidak langsung.
Tabel Pemegang Saham dan Komposisi Kepemilikan Saham [102-5]

Table of Shareholders and Share Ownership Composition [102-5]
Pemegang Saham Jumlah Nilai Per Lembar Persentase Jumlah Modal

Shareholders Lembar Saham Saham (Rp) Kepemilikan Disetor(Rp)
Number of Value Per Share Percentage of Amount of Paid-in
Shares Stock (Rp) Ownership Capital (Rp)
PT Pertamina (Persero) 197.440.000 2.500 98,72% 493.600.000.000
PT Pertamina Pedeve Indonesia 2.560.000 2.500 1,28% 6.400.000.000
Jumlah | Total 200.000.000 5.000 100% 500.000.000.000
Tabel Klasifikasi Pemegang Saham | Table of Shareholders Classification

Pemegang Saham | Shareholders Klarisikasi | Classification
PT Pertamina (Persero) Institusi Lokal (Badan Usaha Milik Negara)
PT Pertamina Pedeve Indonesia Institusi Lokal, Anak Usaha PT Pertamina (Persero)

Profil Perusahaan
Company Profile
Pemegang Saham Utama dan Pengendali

Majority Shareholders and Controlling Shareholders
Pemegang saham pengendali PT Pertamina Hulu Energi The controlling shareholder of PT Pertamina Hulu Energi
(PHE) adalah PT Pertamina (Persero) yang merupakan (PHE) is PT Pertamina (Persero) which is a state-owned
badan usaha milik negara (BUMN) dan seluruh sahamnya enterprise (BUMN) and all of its shares are owned by the
dimiliki Pemerintah Indonesia. Government of Indonesia.
Struktur Pemegang Saham

Utama dan Pengendali
Perseroan
The Company's Majority and
Controlling Shareholder
Structure
100% Pemerintah (Kementerian BUMN)
Government (Ministry of SOE)
PT Pertamina
98,72% (Persero)
1,28% PT Pertamina
Pedeve Indonesia

Profil Perusahaan
Company Profile
Daftar Entitas Anak dan/atau Entitas Asosiasi

List of Subsidiary and/or Affiliate Associates
Anak Perusahaan Subsidiary Company
Deskripsi Penjelasan
No Description Explanation
Nama
1 PT Pertamina Hulu Energi Tomori Sulawesi
Name
PT Pertamina Hulu Energi: 99%

Persentase Kepemilikan Saham
Ownership Percentage PT Pertamina Geothermal Energy: 1%
Bidang Usaha Menjalankan usaha hulu migas di Wilayah Kerja Running the upstream oil and gas business in the
Line of Business (Blok) Senoro Toli working area (Block) Senoro Toili
Total Aset
US$1.195.582.339
Total Assets
Status Operasional
Beroperasi, Produksi Operating, Production.
Operational Status
Kantor Pusat | Head Office

PT Pertamina Hulu Energi Tower Lantai 25, Jl. TB Simatupang Kav.99 Jakarta Selatan 12520
Phone: 021 2954 7000, Fax: 021 2952 7086
Alamat Kantor Operasi | Operational Office

Address Joint Operating Body Pertamina Medco E&P Tomori Sulawesi
Menara Bidakara Lt.18
Jl. Gatot Subroto Kav. 71-73 Jakarta 12870
Phone: 021 8379 3101, 021 8379 3102, 021 8379 3345
Fax: 021 8379 3101
Nama
2 PT Pertamina Hulu Energi Simenggaris
Name
Persentase Kepemilikan Saham PT Pertamina Hulu Energi: 99%
Line of Business (Blok) Simenggaris working area (Block) Simenggaris
Total Aset
US$35.706.441
Total Assets
Status Operasional
Beroperasi, Pengembangan Operating, Development.
Operational Status

Phone: 021 2954 7000, Fax: 021 2952 7086
Alamat
Address
Kantor Operasi | Operational Office
Joint Operating Body Pertamina Medco E&P Sumenggaris Gedung The Energy Lt.26 SCBD Lot A 11A
Jl. Jend. Sudirman Kav.52-53 Jakarta12190 Phone: 021 2995 4000, 021 2995 4506
Fax: 021 2995 4983, 021 2996 5030

Profil Perusahaan
Company Profile
Nama
3 PT Pertamina Hulu Energi Coastal Plains Pekanbaru
Name

Line of Business (Blok) CPP working area (Block) CPP
Total Aset
US$982.992.762
Total Assets
Status Operasional
Beroperasi, Produksi. Operating, Production.
Operational Status

Phone: 021 2954 7000, Fax: 021 2952 7086
Alamat Kantor Operasi | Operational Office

Address BOB Bumi Siak Pusako
Menara Bank Danamon Lt. 20,
Jl.Prof.Dr.Satrio Kav.EIV/6 Mega Kuningan, Jakarta 12950, Telp: 021 5799 1552
Faks: 021 5799 1553
www.bobcpp.co.id
Nama
4 PT Pertamina Hulu Energi Salawati
Name

Line of Business (Blok) Salawati working area (Block) Salawati
Total Aset
US$398.218.508
Total Assets
Status Operasional
Operational Status

Phone: 021 2954 7000, Fax: 021 2952 7086
Alamat
Address
Joint Operating Body Pertamina Petrochina Salawati Menara Kuningan Lt.17
Jl. HR Rasuna Said Blok X-7, Kav.5 Phone: 021 525 5491, Fax: 021 525 4915
Nama
5 PT Pertamina Hulu Energi Jambi Merang
Name

Ownership Percentage
PT Pertamina Geothermal Energy: 1%
Line of Business (Blok) Jambi Merang working area (Block) Jambi Merang
Total Aset
US$1.441.134.633
Total Assets
Status Operasional
Operational Status

Phone: 021 2954 7000, Fax: 021 2952 7086
Alamat
Address Kantor Operasi | Operational Office
Joint Operating Body Pertamina Talisman Jambi Merang PT Pertamina Hulu Energi Tower Lt.15, JL TB
Simatupang Kav.99
Jakarta Selatan 12520
Phone: 021 2954 7000

Profil Perusahaan
Company Profile
Nama
6 PT Pertamina Hulu Energi Raja Tempirai
Name

Line of Business (Blok) Raja working area (Block) Raja Tempirai
Total Aset
US$118.821.982
Total Assets
Status Operasional
Operational Status

Phone: 021 2954 7000, Fax: 021 2952 7086
Alamat
Joint Operating Body Pertamina Golden Spike Indonesia, Ltd. Menara Rajawali Lt.20, Jl.Mega Kuningan
Lot.5.1 Kawasan Mega Kuningan, Jakarta 12950,
Telp: 021 5761333
Faks: 021 5761737
Nama
7 PT Pertamina Hulu Energi Ogan Komering
Name
Line of Business (Blok) Ogan Komering working area (Block) Ogan Komering
Total Aset
US$460.261.824
Total Assets
Status Operasional
Operational Status

Phone: 021 2954 7000, Fax: 021 2952 7086
Alamat
Address
Phone: 021 2954 7000, Fax: 021 2952 7086
Nama
8 PT Pertamina Hulu Energi Tuban East Java
Name

Line of Business (Blok) Tuban working area (Block)Tuban East Java
Total Aset
US$1.122.105.069
Total Assets
Status Operasional
Operational Status

Phone: 021 2954 7000, Fax: 021 2952 7086
Alamat
Address
Phone: 021 2954 7000, Fax: 021 2952 7086

Profil Perusahaan
Company Profile
Nama
9 PT Pertamina Hulu Energi OSES
Name
PT Pertamina Hulu Energi: 99,99%
Ownership Percentage PT Pertamina Hulu Energi Arun: 0,01%
Line of Business (Blok) South East Sumatera working area (Block) South East Sumatera
Total Aset
US$801.411.119
Total Assets
Status Operasional
Operational Status

Phone: 021 2954 7000, Fax: 021 2952 7086
Alamat
Address
Phone: 021 2954 7000, Fax: 021 2952 7086
Nama
10 PT Pertamina Hulu Energi Metana Sumatera 1
Name
Persentase Kepemilikan Saham PT Pertamina Hulu Energi: 99,9%

Line of Business (Blok) Muara Enim I working area (Block) Muara Enim I
Total Aset
US$448.391
Total Assets
Status Operasional
Beroperasi, Eksplorasi. Operating, Exploration.
Operational Status

Phone: 021 2954 7000, Fax: 021 2952 7086
Alamat
Address
Phone: 021 2954 7000, Fax: 021 2952 7086
Nama
11 PT Pertamina Hulu Energi Metan Tanjung II
Name

PT Pertamina Hulu Energi Arun: 0,1%
Line of Business (Blok) Tanjung II working area (Block) Tanjung II
Total Aset
US$1.504.152
Total Assets
Status Operasional
Operational Status

Phone: 021 2954 7000, Fax: 021 2952 7086
Alamat
Address
Phone: 021 2954 7000, Fax: 021 2952 7086

Profil Perusahaan
Company Profile
Nama
12 PT Pertamina Hulu Energi Metana Suban I
Name

Line of Business (Blok) Suban I working area (Block) Suban I
Total Aset
US$737.086
Total Assets
Status Operasional
Operational Status

Phone: 021 2954 7000, Fax: 021 2952 7086
Alamat
Address
Phone: 021 2954 7000, Fax: 021 2952 7086
Nama
13 PT Pertamina Hulu Energi Metana Suban II
Name

Line of Business (Blok) Suban II working area (Block) Suban II
Total Aset
US$1.077.131
Total Assets
Status Operasional
Operational Status

Phone: 021 2954 7000, Fax: 021 2952 7086
Alamat
Address
Phone: 021 2954 7000, Fax: 021 2952 7086
Nama
Name

Line of Business (Blok) Air Benakat 1 working area (Block) Air Benakat 1
Total Aset
US$1.850.748
Total Assets
Status Operasional
Operational Status

Phone: 021 2954 7000, Fax: 021 2952 7086
Alamat
Address
Phone: 021 2954 7000, Fax: 021 2952 7086

Profil Perusahaan
Company Profile
Nama
Name

Ownership Percentage PT Pertamina Hulu Energi Arun: 1%
Line of Business (Blok) Muara Enim III working area (Block) Muara Enim III
Total Aset
US$585.868
Total Assets
Status Operasional
Operational Status

Phone: 021 2954 7000, Fax: 021 2952 7086
Alamat
Address
Phone: 021 2954 7000, Fax: 021 2952 7086
Nama
Name

Total Aset
US$1.712.440
Total Assets
Status Operasional
Operational Status

Phone: 021 2954 7000, Fax: 021 2952 7086
Alamat
Address
Phone: 021 2954 7000, Fax: 021 2952 7086
Nama
Name

Total Aset
US$1.388.647
Total Assets
Status Operasional
Operational Status

Phone: 021 2954 7000, Fax: 021 2952 7086
Alamat
Address
Phone: 021 2954 7000, Fax: 021 2952 7086

Profil Perusahaan
Company Profile
Nama
18 PT Pertamina Hulu Energi MNK Sumatera Utara
Name

Line of Business (Blok) MNK Sumbagut working area (Block) MNK Sumbagut
Total Aset
US$5.819.332
Total Assets
Status Operasional
Operational Status

Phone: 021 2954 7000, Fax: 021 2952 7086
Alamat
Address
Phone: 021 2954 7000, Fax: 021 2952 7086
Nama
19 PT Pertamina Hulu Energi W Madura Offshore
Name
Line of Business (Blok) WMO working area (Block) WMO
Total Aset
US$4.993.893.838
Total Assets
Status Operasional
Operational Status

Phone: 021 2954 7000, Fax: 021 2952 7086
Alamat
Address
Pertamina Hulu Energi West Madura Offshore PT Pertamina Hulu Energi Tower Lt.17, Jl. TB Simatupang
Kav.99 Jakarta Selatan 12520
Phone: 021 2954 7598, Faz: 021 2935 2277
Nama
20 PT Pertamina Hulu Energi Offshore North West Java
Name

PT Pertamina Hulu Energi Arun: 1%
Line of Business (Blok) Offshore North West Java working area (Block) Offshore North West Java
Total Aset
US$5.607.423.642
Total Assets
Status Operasional
Operational Status

Phone: 021 2954 7000, Fax: 021 2952 7086
Alamat
Address
Phone: 021 2954 7000, Fax: 021 2952 7086

Profil Perusahaan
Company Profile
Nama
21 PT Pertamina Hulu Energi NSO
Name

Line of Business (Blok) NSO working area (Block) NSO
Total Aset
Tidak diketahui Unknown
Total Assets
Status Operasional
Operational Status

Phone: 021 2954 7000, Fax: 021 2952 7086
Alamat
Pertamina Hulu Energi NSO & NSB
PT Pertamina Hulu Energi Tower, Lt. 23 Jl. TB Simatupang Kav. 99 Jakarta 12520, Telp: 021 2954 7000
Fax: 021 2935 2277
Nama
22 PT Pertamina Hulu Energi NSB
Name

Line of Business (Blok) B working area (Block) B
Total Aset
Tidak diketahui Unknown
Total Assets
Status Operasional
Operational Status

Phone: 021 2954 7000, Fax: 021 2952 7086
Alamat
Address
Phone: 021 2954 7000, Fax: 021 2952 7086
Nama
23 PT Pertamina Hulu Energi Siak
Name

Line of Business (Blok) Siak working area (Block) Siak
Total Aset
US$89.762.052
Total Assets
Status Operasional
Operational Status

Phone: 021 2954 7000, Fax: 021 2952 7086
Alamat
Address
Phone: 021 2954 7000, Fax: 021 2952 7086

Profil Perusahaan
Company Profile
Nama
24 PT Pertamina Hulu Energi Kampar
Name

Line of Business (Blok) Kampar working area (Block) Kampar
Total Aset
US$47.482.773
Total Assets
Status Operasional
Operational Status

Phone: 021 2954 7000, Fax: 021 2952 7086
Alamat
Address
Phone: 021 2954 7000, Fax: 021 2952 7086
Nama
25 PT Pertamina Hulu Energi Abar
Name
Bidang Usaha Menjalankan usaha hulu migas di Wilayah Kerja Running the upstream oil and gas business in
Line of Business (Blok) Abar theworking area (Block) Abar
Total Aset
US$16.867.936
Total Assets
Status Operasional
Operational Status

Phone: 021 2954 7000, Fax: 021 2952 7086
Alamat
Address
Phone: 021 2954 7000, Fax: 021 2952 7086
Nama
26 PT Pertamina Hulu Energi Anggursi
Name

Line of Business (Blok) Anggursi working area (Block) Anggursi
Total Aset
US$2.155.210
Total Assets
Status Operasional
Operational Status

Phone: 021 2954 7000, Fax: 021 2952 7086
Alamat
Address
Phone: 021 2954 7000, Fax: 021 2952 7086

Profil Perusahaan
Company Profile
Nama
27 Pertamina Hulu Energi Nunukan Company
Name

Line of Business (Blok) Nunukan working area (Block) Nunukan
Total Aset
US$181.977.207
Total Assets
Status Operasional
Operational Status

Pertamina Hulu Energi Nunukan Company
Antam Office Park Tower B, Level 17-18
Jl. Letjend TB Simatupang No. 1 Jakarta Selatan- 12530 Telp. 021-29712200
Alamat Fax: 021-29634977
Address

Phone: 021 2954 7000, Fax: 021 2952 7086
Nama
28 PT Pertamina Hulu Energi Randugunting
Name

Line of Business (Blok) Randugunting working area (Block) Randugunting
Total Aset
US$4.731.191
Total Assets
Status Operasional
Operational Status

Phone: 021 2954 7000, Fax: 021 2952 7086
Alamat
Address
Phone: 021 2954 7000, Fax: 021 2952 7086
Nama
29 PT Pertamina Hulu Energi Ambalat Timur
Name

Bidang Usaha Menjalankan usaha hulu migas di Wilayah Kerja Running the oil and gas upstream business in the
Line of Business (Blok) East Ambalat work area (Block) East Ambalat
Total Aset
US$9.226
Total Assets
Status Operasional
Operational Status

Phone: 021 2954 7000, Fax: 021 2952 7086
Alamat
Address
Phone: 021 2954 7000, Fax: 021 2952 7086

Profil Perusahaan
Company Profile
Nama
Name
Line of Business (Blok) Muara Enim working area (Block) Muara Enim
Total Aset
US$20.200
Total Assets
Status Operasional
Operational Status

Phone: 021 2954 7000, Fax: 021 2952 7086
Alamat
Address
Phone: 021 2954 7000, Fax: 021 2952 7086
Nama
Name

Line of Business (Blok) Muara Enim II working area (Block) Muara Enim II
Total Aset
US$19.316
Total Assets
Status Operasional
Beroperasi, Eksplorasi Operating, Exploration.
Operational Status

Phone: 021 2954 7000, Fax: 021 2952 7086
Alamat
Address
Phone: 021 2954 7000, Fax: 021 2952 7086
Nama
32 PT Pertamina Hulu Energi Metana Kalimantan A
Name

Line of Business (Blok) Sangatta I working area (Block) Sangatta I
Total Aset
US$1.355.567
Total Assets
Status Operasional
Operational Status

Phone: 021 2954 7000, Fax: 021 2952 7086
Alamat
Address
Phone: 021 2954 7000, Fax: 021 2952 7086

Profil Perusahaan
Company Profile
Nama
33 PT Pertamina Hulu Energi Metana Kalimantan B
Name

Line of Business (Blok) Sangatta II working area (Block) Sangatta II
Total Aset
US$454.186
Total Assets
Status Operasional
Operational Status

Phone: 021 2954 7000, Fax: 021 2952 7086
Alamat
Address
Phone: 021 2954 7000, Fax: 021 2952 7086
Nama
34 PT Pertamina Hulu Energi Metana Sumatera Tanjung Enim
Name

Line of Business (Blok) Tanjung Enim working area (Block)Tanjung Enim
Total Aset
US$195.267
Total Assets
Status Operasional
Operational Status

Phone: 021 2954 7000, Fax: 021 2952 7086
Alamat
Address
Phone: 021 2954 7000, Fax: 021 2952 7086
Nama
35 PT Pertamina Hulu Energi Kakap
Name

Line of Business (Blok) Kakap working area (Block) Kakap
Total Aset
US$202.776.334
Total Assets
Status Operasional
Operational Status

Phone: 021 2954 7000, Fax: 021 2952 7086
Alamat
Address
Phone: 021 2954 7000, Fax: 021 2952 7086

Profil Perusahaan
Company Profile
Nama
36 PT Pertamina Hulu Energi Corridor
Name
Line of Business (Blok) Corridor working area (Block) Corridor
Total Aset
US$1.952.743.643
Total Assets
Status Operasional
Operational Status

Phone: 021 2954 7000, Fax: 021 2952 7086
Alamat
Address
Phone: 021 2954 7000, Fax: 021 2952 7086
Nama
37 PT Pertamina Hulu Energi Jabung
Name

Line of Business (Blok) Jabung working area (Block) Jabung
Total Aset
US$1.286.510.669
Total Assets
Status Operasional
Operational Status

Phone: 021 2954 7000, Fax: 021 2952 7086
Alamat
Address
Phone: 021 2954 7000, Fax: 021 2952 7086
Nama
38 PT Pertamina Hulu Energi Makassar Strait
Name

Line of Business (Blok) Makassar Strait working area (Block) Makasar Strait
Total Aset
US$143.442.106
Total Assets
Status Operasional
Operational Status

Phone: 021 2954 7000, Fax: 021 2952 7086
Alamat
Address
Phone: 021 2954 7000, Fax: 021 2952 7086

Profil Perusahaan
Company Profile
Nama
39 PT Pertamina Hulu Energi South Jambi B
Name

Line of Business (Blok) South Jambi B working area (Block) South Jambi B
Total Aset
US$24.429.527
Total Assets
Status Operasional
Operational Status

Phone: 021 2954 7000, Fax: 021 2952 7086
Alamat
Address
Phone: 021 2954 7000, Fax: 021 2952 7086
Nama
40 PT Pertamina Hulu Energi Salawati Basin
Name

Line of Business (Blok) Kepala Burung working area (Block) Salawati Basin
Total Aset
US$91.028.119
Total Assets
Status Operasional
Operational Status

Phone: 021 2954 7000, Fax: 021 2952 7086
Alamat
Address
Phone: 021 2954 7000, Fax: 021 2952 708
Nama
41 PT Pertamina Hulu Energi West Glagah Kambuna
Name

Line of Business (Blok) West Glagah Kambuna working area (Block) West Glagah Kambuna
Total Aset
US$28.139
Total Assets
Status Operasional
Operational Status

Phone: 021 2954 7000, Fax: 021 2952 7086
Alamat
Address
Phone: 021 2954 7000, Fax: 021 2952 7086

Profil Perusahaan
Company Profile
Nama
42 PT Pertamina Hulu Energi Semai II
Name

Ownership Percentage PT Pertamina Hulu Energi Arun : 1%
Line of Business (Blok) Semai II working area (Block) Semai II
Total Aset
US$55.874
Total Assets
Status Operasional
Operational Status

Phone: 021 2954 7000, Fax: 021 2952 7086
Alamat
Address
Phone: 021 2954 7000, Fax: 021 2952 7086
Nama
43 Pertamina Hulu Energi Ambalat Ltd.
Name

Line of Business (Blok) Ambalat. working area (Block) Ambalat
Total Aset
US$25.099
Total Assets
Status Operasional
Operational Status

Estera Services (Bermuda) Limited
Alamat
Address
Phone: 021 2954 7000, Fax: 021 2952 7086
Nama
44 Pertamina Hulu Energi Bukat Ltd.
Name
Line of Business (Blok) Bukat. working area (Block) Bukat
Total Aset
-
Total Assets
Status Operasional
Operational Status

Estera Services (Bermuda) Limited
Alamat
Address
Phone: 021 2954 7000, Fax: 021 2952 7086

Profil Perusahaan
Company Profile
Nama
45 PT Pertamina Hulu Energi Babar Selaru
Name

Line of Business (Blok) Babar Selaru working area (Block) Babar Selaru
Total Aset
US$82.300
Total Assets
Status Operasional
Operational Status

Phone: 021 2954 7000, Fax: 021 2952 7086
Alamat
Address
Phone: 021 2954 7000, Fax: 021 2952 7086
Nama
46 Pertamina Hulu Energi Oil & Gas
Name
Pemegang saham Natuna 2 BV yang menjalankan

Bidang Usaha Running the upstream oil and gas business in the
usaha hulu migas di wilayah kerja (Blok) Natuna
Line of Business working area (Block) Natuna 2 BV
Sea A
Total Aset
US$279.889.002
Total Assets
Status Operasional
Operational Status

Corporate Agent Maples & Calder PO BOX 309
Ugland House, Grand Cayman KY1-1104, Cayman Island
Alamat
Address
Phone: 021 2954 7000, Fax: 021 2952 7086
Nama
47 PT Pertamina Hulu Energi East Sepinggan
Name

Line of Business (Blok) East Sepinggan working area (Block) East Sepinggan
Total Aset
US$14.466.768
Total Assets
Status Operasional
Operational Status

Phone: 021 2954 7000, Fax: 021 2952 7086
Alamat
Address
Phone: 021 2954 7000, Fax: 021 2952 7086

Profil Perusahaan
Company Profile
Nama
48 PT Pertamina Hulu Energi MNK Sakakemang
Name

Line of Business (Blok) Sakakemang working area (Block) Sakakemang
Total Aset
US$592.830
Total Assets
Status Operasional
Operational Status

Phone: 021 2954 7000, Fax: 021 2952 7086
Alamat
Address
Phone: 021 2954 7000, Fax: 021 2952 7086
Nama
49 PT Pertamina Hulu Energi Gebang N Sumatera
Name

Bidang Usaha
Non Aktif Non-Active
Line of Business
Total Aset
US$85.600
Total Assets
Status Operasional
Non Aktif Non-Active
Operational Status

Phone: 021 2954 7000, Fax: 021 2952 7086
Alamat
Address
Joint Operating Body Pertamina EMP Gebang Ltd. Bakri Tower Lt.27, Komplek Rasuna Epicentrum JI.HR.
rasuna Said – Jakarta, Telp: 021 29941530, Fax: 021 29941534
PT Pertamina Hulu Energi.pertamina.com
Nama
50 PT Pertamina Hulu Energi Donggala (Dalam Likuidasi)
Name

Bidang Usaha
-
Line of Business
Total Aset
(US$171.385)
Total Assets
Status Operasional
(Proses Likuidasi) Non Aktif (Liquidation Process) Non-Active
Operational Status

Phone: 021 2954 7000, Fax: 021 2952 7086
Alamat
Address
-

Profil Perusahaan
Company Profile
51 Nama
PT Pertamina Hulu Energi Karama (Dalam Likuidasi)
Name

Line of Business (Blok) Karama working area (Block) Karama
Total Aset
US$2.237
Total Assets
Status Operasional
(Proses Likuidasi) Non Aktif (Liquidation Process) Non-Active
Operational Status

Alamat Phone: 021 2954 7000, Fax: 021 2952 7086
Address
-
Nama
52 Pertamina Hulu Energi ONWJ LLC
Name

Bidang Usaha
-
Line of Business
Total Aset
US$220.634.836
Total Assets
Status Operasional
Non-Aktif Non-Active
Operational Status

Corporate Agent: 1209 Orange street Wilmington Delaware USA 19801
Alamat
Address
Kantor Operasi:
Phone: 021 2954 7000, Fax: 021 2952 7086
Nama
53 PT Pertamina Hulu Energi Metan Tanjung IV
Name

Bidang Usaha
Line of Business
Total Aset
US$99.417
Total Assets
Status Operasional
-
Operational Status

Phone: 021 2954 7000, Fax: 021 2952 7086
Alamat
Address
Phone: 021 2954 7000, Fax: 021 2952 7086

Profil Perusahaan
Company Profile
Nama
54 PT Pertamina Hulu Energi Tuban
Name

Line of Business (Blok) Tuban working area (Block) Tuban
Total Aset
US$231.327.720
Total Assets
Status Operasional
Operational Status

Phone: 021 2954 7000, Fax: 021 2952 7086
Alamat
Address
PHE Tower Lantai 25, Jl. TB Simatupang Kav.99 Jakarta Selatan 12520
Phone: 021 2954 7000, Fax: 021 2952 7086
Nama
55 PT Pertamina Lepas Pantai Bunyu
Name
Bidang Usaha
Line of Business
Total Aset
US$11.075
Total Assets
Status Operasional
-
Operational Status

PT Pertamina Hulu Energi Tower Lantai 25, Jl. TB Simatupang Kav.99
Jakarta Selatan 12520
Alamat
Address
Phone: 021 2954 7000, Fax: 021 2952 7086
Nama
56 PT Pertamina Hulu Energi Tengah K
Name

Line of Business (Blok) Tengah working area (Block) Central
Total Aset
US$512.123.548
Total Assets
Status Operasional
Operational Status

Phone: 021 2954 7000, Fax: 021 2952 7086
Alamat
Address
Phone: 021 2954 7000, Fax: 021 2952 7086

Profil Perusahaan
Company Profile
Nama
57 PT Pertamina Hulu Energi Arun
Name

Ownership Percentage PT Pertamina Pedeve Indonesia: 0,003%
Bidang Usaha Kepemilikan saham atas PT Arun NGL dan Anak Share ownership on PT Arun NGL and PHE
Line of Business Perusahaan PHE Subsidiaries
Total Aset
US$67.870
Total Assets
Status Operasional
-
Operational Status

Phone: 021 2954 7000, Fax: 021 2952 7086
Alamat
Address
Phone: 021 2954 7000, Fax: 021 2952 7086
Nama
58 PT Pertamina Hulu Energi Rokan
Name
Bidang Usaha
-
Line of Business
Total Aset
US$67.870
Total Assets
Status Operasional
-
Operational Status

Phone: 021 2954 7000, Fax: 021 2952 7086
Alamat
Phone: 021 2954 7000, Fax: 021 2952 7086
Perusahaan Patungan Joint Venture
Nama
1 PT Donggi Senoro LNG
Name

29%
Bidang Usaha
Downstream Downstream
Line of Business
Total Aset
-
Total Assets
Status Operasional
Aktif Active
Operational Status

Sentral Selayan II Lt.13
Jalan Asia Afrika No.8 Senayan, Jakarta 10270 Phone: 021 5795 4140
Alamat Fax: 021 5795 4141
Address

Uso Village, Batui Banggai, 94762 Sulawesi Tengah

Profil Perusahaan
Company Profile
Nama PCPP Operating Company SDN.BHD
2
Name Mengelola Blok SK305 Serawak, Malaysia

30%
Bidang Usaha
Oil and gas
Line of Business
Total Aset
-
Total Assets
Status Operasional
-
Operational Status

Suita A.16-1 Level 16 Hampshire Place Ofice 157 Hampshire 1
Alamat Jalan Mayang Sari 50450 Kuala Lumpur
Address
Suite 12.03 Lantai 13 Menara Tan&Tan 207 Jalan Tun Razak 50400 Kuala Lumpur
Nama
3 PT Pertagas Niaga
Name

1%
Bidang Usaha
Downstream
Line of Business
Total Aset
-
Total Assets
Status Operasional
Aktif Active
Operational Status

Gedung Oil Center
Alamat JL MH Thamrin Kav.55 Jakarta Pusat 10350 Phone: 021 3190 6825
Address Fax: 21 390 3630

-
Nama
4 PT Pertamina Hulu Energi Mahakam
Name

0,07%
Bidang Usaha
Upstream
Line of Business
Total Aset
-
Total Assets
Status Operasional
Aktif Active
Operational Status

Jalan Yos Sudarso No.1, Karang Jati, Mekar Sari, Balikpapan Tengah, Mekar Sari, Balikpapan Tengah, Kota
Alamat Balikpapan, Kalimantan Timur 76111
Address

-

Profil Perusahaan
Company Profile
5 Nama
PT Patra Drilling Contractor
Name

0,04%
Bidang Usaha
Drilling & Services
Line of Business
Total Aset
-
Total Assets
Status Operasional
Aktif Active
Operational Status

Graha PDSI
Jalan Matraman Raya No.87 Jakarta Timur 13140 Phone: 021 2995 5399 – 400
Alamat Fax: 021 2956 3148
Address

-
Nama
6 PT Pertamina Geothermal Energy Lawu
Name

1%
Bidang Usaha
Geothermal
Line of Business
Total Aset
-
Total Assets
Status Operasional
Aktif Active
Operational Status

Menara Cakrawala Lantai 11
Jalan MH Thamrin No.9 Jakarta Pusat 10340
Alamat
Address
-

Profil Perusahaan
Company Profile
Perusahaan Afiliasi Perusahaan Afiliasi
1 Nama
PT Arun NGL
Name

Kepemilikan saham oleh PT Pertamina Hulu Energi Arun: 45%
Bidang Usaha
Minyak dan Gas Oil and Gas
Line of Business
Total Aset
-
Total Assets
Status Operasional
Beroperasi Operating
Operational Status

Wisma Nusantara, Jl. M.H. Thamrin No.59, RT.9/RW.5, Menteng, Kota Jakarta Pusat, Daerah Khusus
Alamat Ibukota Jakarta 10350
Address

-
Nama
2 Natuna 2 BV
Name
Persentase Kepemilikan Saham Kepemilikan saham oleh Pertamina Hulu Energi Oil & Gas: 50%
Bidang Usaha
Minyak dan Gas Oil and Gas
Line of Business
Total Aset
-
Total Assets
Status Operasional
Beroperasi Operating
Operational Status

Strawinskylaan 3127 8th Floor,
1077 ZX Amsterdam, Netherlands
Alamat
Address
-
Kantor Cabang atau Kantor Perwakilan Branch Office or Representative Office
PHE tidak memiliki kantor cabang atau kantor perwakilan. PHE has no have branch office or representative office.
Dengan demikian Laporan ini tidak menyertakan informasi Hence, this Report does not include any information
terkait nama dan alamat kantor cabang/perwakilan. concerning name and address of branch/representative
office.

Profil Perusahaan
Company Profile
Struktur Grup Perusahaan

Corporate Group Structure
Daftar Anak Perusahaan, Perusahaan Patungan
& Perusahaan Afiliasi PHE Tahun 2018
List of Subsidiaries, Joint Venture Companies &
PHE Affiliate Company in 2018
PT Pertamina Hulu Energi
AP Conventional AP Conventional
AP (Unconventional)
(Operator) (Non Operator)
1. PT PHE Ogan Komering 1. PT PHE Kakap Operator

2. PT PHE Tuban East Java 2. PT PHE Corridor
1. PT PHE Metan Tanjung II
3. PT PHE OSES 3. PT PHE Jabung
2. PT PHE Metana Suban I
4. PT PHE WMO 4. PT PHE Makassar Strait
3. PT PHE Metana Suban II
5. PT PHE ONWJ 5. PT PHE South Jambi B
4. PT PHE Metana Sumatera 1
6. PT PHE NSO 6. PT PHE Salawati Basin
7. PT PHE NSB 7. PT PHE WGK
8. PT PHE Siak 8. PT PHE Semai II
9. PT PHE Kampar 9. PHE Ambalat Ltd.
10. PT PHE Abar 10. PHE Bukat Ltd.
9. PT PHE MNK Sumatera Utara
11. PT PHE Anggursi 11. PT PHE Babar Selaru
12. PHE Nunukan Company 12. PHE Oil & Gas
Non Operator
13. PT PHE Randugunting 13. PT PHE East Sepinggan
14. PT PHE Ambalat Timur 14. PT PHE Arun (Portofolio) 10. PT PHE Metana Kalimantan A
15. PT PHE Tomori Sulawesi 11. PT PHE Metana Kalimantan B
16. PT PHE Simenggaris 12. PT PHE Metana Sumatera 2
17. PT PHE CPP 13. PT PHE Metana Sumatera 5
18. PT PHE Salawati 14. PT PHE Metana Sumatera
19. PT PHE Jambi Merang Tanjung Enim
20. PT PHE Raja Tempirai 15. PT PHE MNK Sakakemang

Profil Perusahaan
Company Profile
58 Anak Perusahaan (AP)

Subsidiary (AP)
53 AP Berbadan Hukum Indonesia (PT)

Indonesian Legal Entity Subsidiary (PT)
5 AP Berbadan Hukum Luar Negeri
Overseas Legal Entity Subsidiary
Perusahaan Patungan
6 Joint Venture Company
2 Perusahaan Afiliasi
Affiliate Company
AP (Non Aktif) Perusahaan Patungan
1. PT PHE Gebang N Sumatera 1. PT Donggi Senoro LNG

2. PT PHE Donggala (Dalam 2. PCPP Operating Company SDN.
Likuidasi) BHD
3. PT PHE Karama (Dalam 3. PT Pertagas Niaga
Likuidasi) 4. PT Pertamina Hulu Mahakam
4. PHE ONWJ LLC 5. PT Patra Drilling Contractor
5. PT PHE Tuban 6. PT PGE Lawu
6. PT PHE Rokan
7. PT PHE Lepas Pantai Bunyu
8. PT PHE Tengah K
9. PT PHE Metan Tanjung IV
Perusahaan Afiliasi
1. PT Arun NGL (Dalam Likuidasi)

2. Natuna 2 BV

Profil Perusahaan
Company Profile
Kronologi Pencatatan Saham (Termasuk Private

Placement) dan/atau Pencatatan Saham Dari Awal
Penerbitan Sampai dengan Akhir Tahun Buku
Chronology of Share Issuance (including Private
Placement) and/or Share Listing at the Beginning of
Issuance until the End of Fiscal Year
Selama kurun waktu periode pelaporan PT Pertamina During the reporting period, PT Pertamina Hulu Energi (PHE)
Hulu Energi (PHE) tidak pernah mencatatkan maupun did not have chronology of share listing. Hence, this Report
mendaftarkan saham pada bursa efek manapun. Dengan does not include information concerning chronology of
demikian Laporan ini tidak menyertakan informasi terkait share issuance (including private placement) and/or share
kronologi pencatatan saham, tahun penerbitan saham, listing at the beginning of issuance until the end of fiscal year,
jumlah saham, nilai nominal dan harga penawaran dari awal year of share issuance, number of shares, par value of share,
pencatatan hingga akhir tahun buku, serta nama bursa efek stock price of each corporate action, the total shares listed
di mana saham dicatatkan maupun didaftarkan. after each corporate action and name of stock exchange
where the company shares are listed and registered.
Kronologi Penerbitan dan/atau Pencatatan Efek

Lainnya Dari Awal Penerbitan Sampai Dengan
Akhir Tahun Buku
Chronology of Other Securities Listing and/or Issuance at the
Beginning of Issuance until the End of Fiscal Year
Selama kurun waktu periode pelaporan, PT Pertamina Hulu During the reporting period, PT Pertamina Hulu Energi
Energi (PHE) tidak mencatatkan obligasi maupun instrumen (PHE) did not have chronology of other securities listing
keuangan lain yang diperdagangkan pada bursa efek. and issuance. Hence, this Report does not provide any
Dengan demikian Laporan ini tidak menyajikan informasi information concerning other securities listing chronology,
terkait kronologi pencatatan efek lainnya, meliputi nama including other securities listing, year of issuance other
efek, tahun penerbitan, tanggal jatuh tempo, nilai penawaran securities, interest rate/reward of other securities, and
dan peringkat efek. validity period of other securities, value of other securities,
name of stock exchange where the other securities are
listed, and securities rating.

Profil Perusahaan
Company Profile
Nama dan Alamat Lembaga dan/atau Profesi

Penunjang Pasar Modal dan Kegiatan Usaha
Name and Address of Capital Market Institutions and/or
Supporting Professions
PT Pertamina Hulu Energi (PHE) adalah Perseroan Terbatas PT Pertamina Hulu Energi (PHE) is a Limited Liability
yang tidak mencatatkan saham maupun menerbitkan efek Company that does not register shares or issue other
lainnya pada bursa efek manapun, baik di dalam maupun securities on any stock exchange, both at home and abroad.
di luar negeri. Dengan demikian Perusahaan tidak memiliki Thus the Company does not have the name and address of
nama dan alamat BAE/pihak yang mengadministrasikan the Registrar/party administering company shares and the
saham perusahaan dan nama dan alamat perusahaan name and address of the securities rating company.
pemeringkat efek.
Namun demikian PHE memiliki kerja sama dengan lembaga However, PHE has cooperation with professional institutions
profesi yang menunjang kegiatan usaha Perusahaan. that support the Company's business activities. Until the
Sampai dengan akhir periode pelaporan ada beberapa end of the reporting period there are several professional
lembaga profesi dimaksud. institutions in question.
Kelembagaan Nama Lembaga Jasa Diberikan

Institutional institution name Services Provided
Marianne Vincentia Hamdani, SH Pembuatan akta pendirian perseroan

Notaris Jl. Boulevard Raya Blok K4 No.3 Kelapa Gading Permai Jakarta terbatas termasuk pengurusan SK Dephum &
Notary Public Utara 14240 HAM RI dan BNRI
Jl. Boulevard Raya Blok K4 No.3 Kelapa Gading Permai Jakarta • Pembuatan Akta Risalah Acara Rapat
Utara 14240 (PKR) tentang perubahan Anggaran Dasar,
termasuk pengurusan SK Menhum & HAM
Lenny Janis Ishak, SH RI dan BNRI
Jl. Hanglekir IX No. 1 • Pembuatan Akta Berita Acara RUPS
Kebayoran Baru Jakarta Selatan 12120 Tahunan
Jl. Hanglekir IX No. 1 • Pembuatan Akta Risalah Rapat
Kebayoran Baru Jakarta Selatan 12120 • Akta Jual Beli/Hibah Saham
• Pengecekan Nama Perseroan yang akan
Yulkhaizar Panuh, SH didirikan
Jl. AIPDA KS Tubun No. 130 B Slipi • Legalisasi
Jakarta Barat 11410
Jl. AIPDA KS Tubun No. 130 B Slipi Making a deed of establishment of a limited
Jakarta Barat 11410 company including the management of the
Decree of the Ministry of Education and
Human Rights and the BNRI
• Making a Deed of Meeting Event Minutes
(PKR) concerning amendments to the
Articles of Association, including the
management of Decree of the Decree &
Human Rights Republic of Indonesia and
BNRI
• Making the Annual GMS Minutes of Deed
• Making the Minutes of Meeting Minutes
• Deed of Sale / Grant of Shares
• Checking the name of the company to be
established
• Legalization

Profil Perusahaan
Company Profile

Kantor Tanudiredja, • Atestasi

Wibisana & Rekan (Member of Price Waterhouse Coopers) • Advisory
Akuntan Publik Plaza 89, Jl. HR Rasuna Said Kav X-7 No.6 Jakarta 12940
T: +62 21 5212901, F: +62 21 52905555 • Attestation
Public Accounting Firm • Advisory
www.pwc.com/id
Tanudiredja, Wibisana & Rekan (Member of Price Waterhouse
Coopers)
Plaza 89, Jl. HR Rasuna Said Kav X-7 No.6 Jakarta 12940
T: +62 21 5212901, F: +62 21 52905555
www.pwc.com/id
Purwantono, Sungkono, dan Surja (Member of Ernst & Young)

Indonesia Stock Exchange Building, Tower 2, 7th Floor, Jl. Jend.
Sudirman Kav. 52-53, DKI Jakarta 12190, Indonesia
T: +62 21 52895000
www.ey.com
Purwantono, Sungkono, dan Surja (Member of Ernst & Young)
Indonesia Stock Exchange Building, Tower 2, 7th Floor, Jl. Jend.
Sudirman Kav. 52-53, DKI Jakarta 12190, Indonesia
T: +62 21 52895000
www.ey.com
Infinitum Law Office Pendampingan saksi

Konsultan Hukum Blok B 11-12ab • Legal Opinion
Law Consultant Jln. Dharmawangsa III, Kebayoran Baru • Penanganan Perkara
Blok B 11-12ab
Jln. Dharmawangsa III, Kebayoran Baru Witness assistance
• Legal Opinion
• Case handling
Kudri & Djamaris Attorney – Counsel At Law
Mayapada Tower I 5th Floor
Jln Jend. Sudirman Kav. 28 Jakarta Selatan
Mayapada Tower I 5th Floor
Jln Jend. Sudirman Kav. 28 Jakarta Selatan
Roosdiono & Partners

The Energy Lt 32 SCBD Lot 11A
Jln Jend Sudirman Kav. 52-53 Jakarta
The Energy Lt 32 SCBD Lot 11A
Jln Jend Sudirman Kav. 52-53 Jakarta
Herbert Smith Freehills

101 Collins Street Melbourne Vic 3000, Melbourne
Badan Pengawas Keuangan dan Assessment Penerapan Tata Kelola

Akuntan Negara Pembangunan Bidang Akuntan Negara Perusahaan yang Baik (GCG) PT PHE Tahun
State Accountants Jalan Pramuka Nomor 33 Jakarta 13120 2017.
Phone: 021 858 4867, • Review atas pelaksanaan salah satu
Fax: 021 85906404 Perjanjian Jual Beli Gas antara AP PHE
dengan customer.
Financial and Development Supervisory
Agency for State Accountants Assessment of the Implementation of PT PHE's
Jalan Pramuka Nomor 33 Jakarta 13120 Good Corporate Governance (GCG) in 2017.
Phone: 021 858 4867, • Review of the implementation of one of the
Fax: 021 85906404 Gas Sale and Purchase Agreements between
AP PHE and the customer.

Profil Perusahaan
Company Profile

Agen Korporasi Maples and Calder • Administrasi Korporasi

PO Box 309 Ugland House Grand Cayman
Corporate Agent KY1-1104 Cayman Islands • Corporate Administration
T: +1 345 949 8066
Fax: +1 345 949 8080
www.maplesandcalder.com
Estera Services (Bermuda)

Canon’s Court, 22 Victoria Street
PO Box HM 1179, Hamilton HM EX Bermuda
T: +1 441 295 1443;
Fax: +1 441 292 8666
applebyglobal.com
CT Corporation
The Corporation Trust Company
1209 Orange Street Wilmington, DE 19801
Vistra Netherlands
Atrium Building, 8th Floor
Strawinskylaan 3127
1077 ZX Amsterdam
T: +31 88 560 9262
Keanggotaan Asosiasi [102-13] Association Membership [102-13]
Perusahaan menjadi anggota dari beberapa asosiasi di The company is a member of several associations in
Indonesia, yang berkaitan dengan kegiatan dan bidang Indonesia, which are related to the activities and business
usaha yang dijalankan. Kontribusi yang diberikan PHE sectors that are carried out. Contributions given by PHE are
sebatas iuran keanggotaan. limited to membership fees.
Nama Asosiasi Status dan Posisi Keanggotaan Lingkup

Name of Association Status and Position of Membership Scope
Indonesia Petroleum Association
Anggota Nasional
Indonesia Gas Society Member National
Asosiasi Pengusaha Indonesia

Profil Perusahaan
Company Profile
Penghargaan dan Sertifikasi

Awards and Certifications
S e p a n j a n g t a h u n 2 01 8 P T Pe r t a m i n a H u l u E n e rg i Throughout 2018 PT Pertamina Hulu Energi (PHE) received
(PHE) mendapatkan penghargaan dari beberapa pihak. awards from several parties. Awards are given as a form
Penghargaan diberikan sebagai bentuk apresiasi atas of appreciation for achievement and performance of the
pencapaian dan kinerja Perusahaan. Company.
Penghargaan 2018 | Awards In 2018
Nama Penghargaan Penerima Lembaga Pemberi

Name of Awards Beneficiary Authorized Agency
The Best Data Management, The Best IT Data

Governance & The Best IT Data Infrastructure PHE ABDI (Association of Big Data Indonesia)
dari ABDI
1st Place Award pada kategori Oil and Gas

Environmental Research System Institute
Customer Experience Competition 2018 pada XD World PHE
(ERSI) Indonesia
kompetisi penggunaan teknologi GIS
Best of The Best Upstream Improvement &

PHE Direktorat Hulu PT Pertamina (Persero)
Innovation Awards (UIIA) 2018
Best FT-Prove Upstream Improvement &

Best Innovation II Upstream Improvement &

Most Value Creation III Upstream Improvement &

Best Functional Team Improvement Upstream

Improvement & Innovation Awards (UIIA) 2018
7 Gugus Platinum & 10 Gugus Gold Upstream

Improvement & Innovation Awards (UIIA) 2018
Quality System & Knowledge

Best of The Best Annual Pertamina Quality
PHE Management (QSKM) PT Pertamina
Awards (APQA) 2018
(Persero)
Gold Medal & Special Awards dari Negara PC-Prove KISS dari JOB Pertamina Seoul International Invention Fair (SIIF),
Polandia Talisman Jambi Merang Korea Selatan 2018
FT-Prove Durian Nambo dari JOB Pertamina

Medco E&P Tomori Sulawesi
PC-Prove JOKER dari PHE Unconventional Forum CIP International Convention

“Gold Illumination” Awards Hydrocarbon on Quality Control Circles (ICQCC),
Singapore 2018
FT-Prove Supersonik dari PHE ONWJ

Profil Perusahaan
Company Profile

Forum CIP International Convention

“Gold Illumination” Awards I-Prove BAREZ dari PHE ONWJ on Quality Control Circles (ICQCC),
Singapore 2018
Forum Asia Pacific Quality Organization

FT-Prove Durian Nambo dari JOB Pertamina
“3 Star” and Best of The Best (APQO) International Conference, Abu
Medco E&P Tomori Sulawesi
Dhabi 2018
PC-Prove KISS dari JOB Pertamina

Talisman Jambi Merang
FT-Prove Supersonik dari PHE ONWJ
FT-Prove U-CLAMP dari PHE ONWJ

Forum Asia Pacific Quality Organization
"3 Star" Awards (APQO) International Conference, Abu
FT-Prove Bumi Siak dari BOB Bumi Siak Dhabi 2018
Pusako
PC-Prove HERO dari PHE WMO
I-Prove JUNIZ dari PHE ONWJ
Seoul International Invention Fair di Seoul,

Gold Prize SIIF & Special Award PHE
Korea Selatan
PHE ONWJ Penghargaan PROPER oleh Kementerian

PROPER “EMAS” Lingkungan Hidup dan Kehutanan
Gold Rating of PROPER PROPER rating by Ministry of Environment
JOB Pertamina Talisman Jambi Merang and Forestry
PHE WMO
Penghargaan PROPER oleh Kementerian
PROPER “HIJAU” BOB PT BSP - Pertamina Hulu Lingkungan Hidup dan Kehutanan
Green Rating of PROPER PROPER rating by Ministry of Environment
and Forestry
JOB Pertamina Medco E&P Tomori Sulawesi
Penghargaan Keselamatan Migas oleh

Kementerian Energi Sumber Daya Mineral
Patra Nirbhaya Karya Utama Adinugraha I JOB Pertamina Medco E&P Tomori Sulawesi
Oil and Gas Safety Award by Ministry of
Energy and Mineral Resources

Patra Nirbhaya Karya Utama Adinugraha II BOB PT BSP - Pertamina Hulu
JOB Pertamina E&P Simenggaris

Patra Nirbhaya Karya Utama JOB Pertamina Talisman Jambi Merang Oil and Gas Safety Award by Ministry of
JOB Pertamina Petrochina East Java

Profil Perusahaan
Company Profile

PHE WMO Penghargaan Keselamatan Migas oleh

Patra Nirbhaya Karya Utama
PHE ONWJ Energy and Mineral Resources

Patra Nirbhaya Karya Pratama JOB Pertamina Golden Spike Indonesia Ltd

Penghargaan Efisiensi Energi Nasional Subroto Kementerian Energi Sumber Daya Mineral
PHE ONWJ
Award Oil and Gas Safety Award by Ministry of
• P H E O N W J ( K a t e g o r i B i d a n g
Keterlantaran)
• JOB Pertamina Talisman Jambi Merang
(Kategori Bidang Keterasingan dan Kementerian Sosial
Padmamitra Award
Keterpencilan) Ministry of Social Services
• JOB Pertamina Medco E& P Tomori
Sulawesi (Kategori Bidang Korban Tindak
Kekerasan, Eksploitasi dan Diskriminasi)
· Zero Accident Award Kementerian Ketenagakerjaan

PHE
· SMK3 | HSEMS Ministry of Manpower and Transmigration
Exceptional Endeavour in Implementing Psc

PHE ONWJ SKK Migas
Gross Split and Initiatives in Financial Compliance
G&G Team of The Largest Gas Discovery in 2017 PHE Nunukan Company SKK Migas
Global CSR Award 2018 PHE The Pinnacle Group International
Penghargaan “Best of the Best”, Best Enterprise

Risk Management, Best Community Involvement
& Development (CID), Best Annual Report, Most PHE Annual Pertamina Subsidiary Award 2018
Comperehensive in People Development, 2nd
Runner up Best Share Holder Aspiration Achiever
Indonesian Sustainable Development

Platinum in Goals SDGS 8 JOB Pertamina Medco E& P Tomori Sulawesi
Awards (ISDA) 2018
Indonesian Sustainable Development

Gold in Goals SDGs 6 JOB Pertamina Talisman Jambi Merang
Awards (ISDA) 2018
1st Winner in Asia's Best Enviromental Reporting PHE WMO Asia Sustainability Report Award (ASRA)
In House Magazine Award Energia PHE Serikat Perusahaan Pers (SPS)
Local Hero Pertamina Award 2018 Juara II

JOB Pertamina Talisman Jambi Merang Pertamina Awards 2018
Kategori Pertamina Cerdas
Top 5 Risk Innovation pada ASEAN Risk Awards Enterprise Risk Management Academy
PHE
2018 (ERMA)

Profil Perusahaan
Company Profile
Sertifikasi [102-12] Certifications [102-12]
PHE dan Anak Perusahaan terus berupaya meningkatkan PHE and its subsidiaries continue to work to improve
standar operasional dan praktik-praktik pertambangan, operational standards and mining practices, by meeting
dengan memenuhi standar maupun inisiatif eksternal yang national and international standards and initiatives. This is
bersifat nasional maupun internasional. Hal ini dilakukan done to support the achievement of the vision to become a
guna mendukung pencapaian visi untuk menjadi perusahaan world-class oil and gas company.
migas kelas dunia.
Penerima Sertifikasi Nama Sertifikat Tahun Lembaga Penerbit Masa

Certification Recipient Certificate Name Perolehan Sertifikasi Berlaku
Year of Certification Issuing Validity
Acquisition Agency period
Technical Document Management

ISO 9001:2008 2016 TUV NORD INDONESIA 2019
PHE ONWJ
PHE ONWJ
P ro j e c t Q u a l i t y M a n a g e m e n t
Services, Certifications and
Permits (QA-QC Dept. Project)
PHE ONWJ
Provision of Fabrication, Installation ISO 9001:2008 2016 TUV NORD INDONESIA 2018
& Maintenance Services (Dept. E&I)
Produksi Gas dan Kondensat/

Jakarta Office & Field JOB ISO 9001:2008 2015 TUV NORD INDONESIA 2019
Pertamina Talisman Jambi Merang
D r i l l i n g a c t i v i t i e s , P ro d u c t i o n
of Crude Oil and Natural Gas
covering PHE WMO Field, PPP and
Marine Terminal, Gresik Onshore ISO 9001:2008 2017 SGS 2020
Receiving Facilities, Lamongan
Shorebase and Jakarta Office PHE
WMO
Extraction of Crude Petroleum and

Natural Gas covering PHE WMO
area, Poleng Field, Gresik Onshore
ISO 14001:2004 2017 SGS 2020
Receiving Facility, Lamongan
WMO

Profil Perusahaan
Company Profile

1. East Operation Area of Offshore

Oil & Gas Production and
Processing Facilities and Floating
Storage Oil
2. West Operation Area of Offshore
Oil and Gas Production and
Processing Facilities, Onshore
Base and Onshore Receiving
Facilities
3. Warehouse and Supply Base in
Support of Offshore Oil and Gas
ISO 14001:2004 2016 DNV-GL 2018
Operations in PT PHE ONWJ.
4. P rov i s i o n of I nt e r n a l O ff i c e
Managemet Services and The
Provision of Land Transportation
Services for Employees.
5. Well Service Activities Which
Comprise of Well Intervention,
Well Integrity and Hydraulic
Workover Operation.
PHE ONWJ
JOB Pertamina Talisman Ogan

ISO 14001:2004 2017 BUREAU VERITAS 2020
Komering
Production of Crude Oil & Gas JOB

Pertamina Petrochina East Java
Senoro Field
JOB Pertamina Medco E&P Tomori ISO 14001:2004 2017 DNV-GL 2019
Sulawesi
Production of Crude Oil & Gas JOB

OHSAS 18001:2007 2016 TUV NORD INDONESIA 2019
Pertamina Petrochina East Java
JOB Pertamina Talisman Ogan

OHSAS 18001:2007 2017 BUREAU VERITAS 2020
Komering
Produksi Gas dan Kondensat/

Jakarta Office & Field JOB OHSAS 18001:2007 2012 TUV NORD INDONESIA 2018
Pertamina Talisman Jambi Merang

Profil Perusahaan
Company Profile

D r i l l i n g a c t i v i t i e s , P ro d u c t i o n
of Crude Oil and Natural Gas
covering PHE WMO Field, PPP and
Marine Terminal, Gresik Onshore OHSAS 18001:2007 2013 SGS 2019
Receiving Facilities, Lamongan
WMO
1. East Operation Area of Offshore

Oil & Gas Production and
Processing Facilities and Floating
Storage Oil
2. West Operation Area of Offshore
Oil and Gas Production and
Processing Facilities, Onshore
Base and Onshore Receiving
Facilities
3. Warehouse and Supply Base in
Support of Offshore Oil and Gas
OHSAS 18001:2007 2016 DNV-GL 2019
Operations in PT PHE ONWJ.
4. P rov i s i o n of I nt e r n a l O ff i c e
Managemet Services and The
Provision of Land Transportation
Services for Employees.
5. Well Service Activities Which
Comprise of Well Intervention,
Well Integrity and Hydraulic
Workover Operation.
PHE ONWJ
Mike-Mike F/S & FSO Arco

ISO 50001:2011 2018 NQA 2019
Ardjuna PHE ONWJ
ORF Muara Karang PHE ONWJ ISO 50001:2011 2018 NQA 2019
ORF Tanjung Priok & ORF

ISO 50001:2011 2018 NQA 2019
CilamayaPHE ONWJ
Laboratorium Penguji JOB KOMITE AKREDITASI

ISO 17025:2008 2016 2019
Pertamina Talisman Jambi Merang NASIONAL (KAN)

Profil Perusahaan
Company Profile
Pencegahan dan Pengelolaan Dampak [102-11]
Impact Prevention and Management [102-11]
PT Pertamina Hulu Energi (PHE) berkomitmen mencegah PT Pertamina Hulu Energi (PHE) is committed to preventing
dan mengelola dampak kegiatan operasional terhadap and managing the impact of operational activities on the
lingkungan, dengan strategi menerapkan Kebijakan Quality, environment, with a strategy to implement the Quality,
Health, Safety, Security and Environment (QHSSE). Secara Health, Safety, Security and Environment (QHSSE) Policy.
berkala, PHE maupun Anak Perusahaan menerbitkan Periodically, PHE and its subsidiaries publish reports relating
pelaporan yang berkaitan dengan pengelolaan lingkungan. to environmental management. Reports are submitted to the
Laporan disampaikan kepada pihak-pihak berwenang dalam authorities in supervising environmental management.
pengawasan pengelolaan lingkungan.
Dalam hal pencegahan dan pengelolaan dampak terhadap In terms of prevention and management of impacts on the
masyarakat , mekanisme yang dimiliki PHE meliputi community, the mechanism possessed by PHE includes
pemenuhan tanggung jawab sosial perusahaan (CSR). the fulfillment of corporate social responsibility (CSR).
Pemenuhan CSR mengacu pada ketentuan internal, yakni: Fulfillment of CSR refers to internal regulations, namely:
• Ke b i j a ka n te r t u l i s d a n fo r m a l C o r p o rate S o c i a l • Written policy and formal Corporate Social Responsibility

Responsibility (CSR)/Tanggung Jawab Sosial Lingkungan (CSR)/Social Responsibility (TJSL) signed by PHE
(TJSL) yang ditandatangani Direktur Utama PHE. President Director.
• Kebijakan Operasional CSR/TJSL sebagai pedoman • CSR/TJSL Operational Policy as a guideline in the
dalam implementasi Kebijakan CSR/TJSL PT PHE. implementation of PT PHE's CSR/TJSL Policy.
• Sistem Manajemen Terpadu Community Involvement and • Integrated Management System for Community
Development (CID)–CSR untuk menjalankan CID-CSR Involvement and Development (CID) - CSR to run CID-
dengan tata kelola yang baik. CSR with good governance.
• Pedoman Pengelolaan Tanggung Jawab Sosial dan • G u i d e l i n e s fo r t h e M a n a g e m e n t o f S o c i a l a n d
Lingkungan/Corporate Social Responsibility (CSR) E nv i ro n m e nt a l R e s p o n s i b i l i t y/C o r p o rat e S o c i a l
PT Pertamina Hulu Energi . Responsibility (CSR) of PT Pertamina Hulu Energi.
• Rencana Strategis CID-CSR 2016-2020. • 2016-2020 CID-CSR Strategic Plan.
Pemenuhan CSR diselaraskan dengan Visi Misi CSR PHE: Compliance with CSR is aligned with CSR PHE's Vision
Mission:
• Visi • Vision
Menjadi pengelola CID-CSR terpandang dan profesional Become a respected and professional CID-CSR in
di sektor usaha hulu minyak dan gas bumi Indonesia. Indonesia's upstream oil and gas business sector.
• Misi • Mission
Mengembangkan sistem tata kelola CID-CSR yang Develop an accountable CID-CSR governance system at
akuntabel di PHE Group. PHE Group.
1. Membangun model CID-CSR yang sesuai dengan 1. Building a CID-CSR model that is in accordance with
karakteristik kegiatan dan usaha hulu minyak dan gas the characteristics of upstream oil and gas activities
bumi. and businesses.
2. Meningkatkan kemampuan organisasi dan pengelola 2. Improving the organizational capacity and manager of
CID-CSR PHE Group. the PHE Group CID-CSR.
3. Meningkatkan sinergi dengan para pemangku 3. I n c re a s i n g s y n e rg y w i t h st a ke h o l d e r s i n t h e
kepentingan dalam pengelolaan dan pelaksanaan management and implementation of CID-CSR at both
CID-CSR baik tingkat pusat maupun daerah. the central and regional levels.

Profil Perusahaan
Company Profile

Profil Perusahaan
Company Profile
Informasi Pada Website Perusahaan

Information on Company Website
PT Pertamina Hulu Energi (PHE) telah memiliki situs (website) PT Pertamina Hulu Energi (PHE) already has a website
yang dikelola Perusahaan, yaitu www.phe.pertamina.com. (website) managed by the Company, namely www.phe.
Situs menyediakan informasi tentang berbagai hal yang pertamina.com. The site provides information about various
terkait Perusahaan dan dapat diakses langsung pemangku matters related to the Company and can be accessed
kepentingan. directly by stakeholders.
Meski bukan merupakan perusahaan terbuka, namun PHE Although it is not a public company, PHE has aligned the
telah menyelaraskan informasi dalam situs web perusahaan information on the company's website with the provisions in
dengan ketentuan dalam Peraturan Otoritas Jasa Keuangan the Financial Services Authority Regulation No. 8 / POJK.4
No. 8/POJK.4/2015 tertanggal 25 Juni 2015 Tentang Situs / 2015 dated June 25, 2015 concerning the Issuer or Public
Web Emiten Atau Perusahaan Publik. Sesuai ketentuan Company Website. In accordance with these provisions, the
tersebut, informasi dalam website Perusahaan telah information on the Company's website includes:
mencakup:
1. Informasi Umum Emiten atau Perusahaan Publik; 1. General Information of Issuers or Public Companies;
2. Informasi bagi Pemodal atau Investor; 2. Information for Investors or Investors;
3. Informasi Tata Kelola Perusahaan; dan 3. Information on Corporate Governance; and
4. Informasi Tanggung Jawab Sosial Perusahaan. 4. Information on Corporate Social Responsibility.
Peta Situs | Sitemap www.phe.pertamina.com
Siapa Kami | About Us

Visi, Misi dan Nilai-nilai Kami | Our Vision, Mission and Values
Strategi Perusahaan | Company Strategy
Kegiatan Kami Upstream (Eksplorasi, Pengembangan, Operasi dan Produksi.

Profil Perusahaan Our activities Upstream (Exploration, Development, Operation and Production.
Company profile
Pimpinan Kami Dewan Komisaris | Board of Commissioners
Our leaders Direksi | Board of Directors
Grup Perusahaan Kami | Our Company Group
Proyek-proyek besar Kami | Our big projects
Produksi Minyak | Oil Production
Produksi Gas | Gas Production
Bisnis Kami Daftar Pembeli | List of Buyers
Our business
Penyuplai Kami E-Procurement
Our suppliers Buletin SCM | SCM Bulletin
Portofolio PHE | PHE Portfolio
Relasi Investor Pola Bisnis PHE | PHE Business Pattern
Investor Relations
Laporan Tahunan Terintegrasi | Integrated Annual Report
Teknologi dan Inovasi Teknologi Hulu Migas | Upstream Oil and Gas Technology
Technology and Innovation CIP Program dan Paten | CIP Program and Patent

Profil Perusahaan
Company Profile
Peta Situs | Sitemap www.phe.pertamina.com
Hak Asasi Manusia | Human rights
Hubungan Industrial | Industrial relations

Perlindungan Lingkungan | Environmental Protection
Tata Kelola Perusahaan
yang Baik Perlindungan Kesetaraan Perlakuan | Equality of Treatment
Good Corporate
Governance Protection Isu Pelanggan | Customer Issues
Pelibatan dan Pengembangan Masyarakat
Community Engagement and Development
Tanggung Jawab Kebijakan dan Program CID | CID Policies and Programs
Sosial Perusahaan
Corporate social responsibility Program Antikorupsi PHE Pertamina Clean
PHE Anti-Corruption
Program
Sistem Whistle Blowing | Whistle Blowing System
Pesan Direktur | Message from the Director
Kebijakan QHSSE | QHSSE Policy
QHSSE Kegiatan QHSSE | QHSSE Activities
Laporan | Report
Tips
Berita PHE | PHE News
Seputar Energi | About Energy
Berita Media Digital | Digital Media
News
Pidato dan Artikel | Speeches and Articles
Perpustakaan Ibnu Sutowo | Ibnu Sutowo's Library
Pekerja Kami | Our workers
Benefit and Rewards
Karir Program Pra-Kerja | Pre-Job Program
Career
Karir di PHE | Career at PHE
Recruitment
Tabel Kesesuaian Informasi Website Perusahaan

Table of Adjustment of the Company Website Information
Tabel Kesesuaian Informasi Website Perusahaan dengan POJK No. 8/POJK.4/2015

Table of Adjustment of the Company Website Information with POJK No. 8/POJK.4/2015
Informasi yang Diminta Kesesuaian dan Navigasi Pencarian

Requested Information Adjustment and Search Navigation
Ada Available
Informasi pemegang saham sampai dengan akhir individu Navigasi: Profil Perusahaan  Menu: Company Profile 
Information on shareholders up to the latest individual ownership Siapa Kami  Struktur Grup About Us  Company Group
Perusahaan Structure
Ada Available
Kode Etik
Code of Conduct Navigasi: Profil Perusahaan  Menu: Company Profile 
Siapa Kami  GCG About Us  GCG

Profil Perusahaan
Company Profile
Tabel Kesesuaian Informasi Website Perusahaan dengan POJK No. 8/POJK.4/2015

Table of Adjustment of the Company Website Information with POJK No. 8/POJK.4/2015
Informasi yang Diminta Kesesuaian dan Navigasi Pencarian

Requested Information Adjustment and Search Navigation
Informasi Rapat Umum Pemegang Saham paling kurang meliputi Ada Available
bahan mata acara yang dibahas, ringkasan risalah RUPS dan
informasi tanggal RUPS, tanggal ringkasan risalah RUPS diumumkan. Navigasi: Relasi Investor 
Menu: Investor Relations 
Information on General Meeting of Shareholders (GMS) at the least Laporan Tahunan Terintegrasi
Integrated Annual Report
includes agenda in GMS, summary of GMS minutes, and important dates, (Materi RUPS menjadi
(GMS materials are part of
namely GMS announcement date, GMS notification date, GMS date, and bagian dari Laporan Tahunan
Integrated Annual Report)
date of the GMS minutes of meeting announced. Terintegrasi)
Ada Available
Navigasi: Relasi Investor 

Laporan Keuangan Tahunan terpisah (5 tahun terakhir) Menu: Investor Relations 
Laporan Tahunan Terintegrasi
Separated Yearly Financial Statement (the last 5 years) Integrated Annual Report
(Materi Laporan Keuangan
(GMS materials are part of
Tahunan menjadi bagian dari
Integrated Annual Report)
Laporan Tahunan Terintegrasi)
Ada Available
Profil Dewan Komisaris dan Direksi
Profile of Board of Commissioners and Board of Directors Navigasi: Profil Perusahaan  Menu: Company Profile  Our
Pimpinan Kami. Leaders
Ada Available
Piagam Dewan Komisaris, Komite-komite dan Unit Audit Internal
Charters of Board of Commissioners, Board of Directors, Committees, Navigasi: Profil Perusahaan  Menu: Company Profile 
and Internal Audit Unit. Siapa Kami  GCG About Us - GCG
Pendidikan dan/atau Pelatihan Dewan Komisaris,

Direksi, Komite-Komite, Sekretaris Perusahaan
dan Unit Audit Internal
Education and/or Training for the Board of Commissioners, Board
of Directors, Committees, Corporate Secretary and Internal Audit
Unit
PT Pertamina Hulu Energi (PHE) menyertakan pejabat PT Pertamina Hulu Energi (PHE) includes company officials
perusahaan pada masing-masing organisasi dalam struktur in each organization in the corporate governance structure,
tata kelola perusahaan, pada kegiatan pelatihan. Tujuannya in training activities. The aim is to improve the competency
untuk meningkatkan kompetensi setiap pejabat perusahaan. of each company official. Other explanations about the
Penjelasan lain tentang pelatihan yang diikuti dan pejabat training that was followed and company officials who were
perusahaan yang menjadi peserta pelatihan, disampaikan participants in the training were presented in the description
pada uraian masing-masing organisasi. of each organization

Profil Perusahaan
Company Profile
Organisasi Perusahaan Jenis Pelatihan

Company Organization Types of Training
Dewan Komisaris
• World Gas Conference 2018 • World Gas Conference 2018
• Business Leader Upskilling For Great • Business Leader Upskilling For Great
Performance - Jakarta Performance - Jakarta
• Directorship Program • Directorship Program
Direksi • Workshop Business Leader Empowerment • Workshop Business Leader Empowerment
Board of Directors for Great Perfomance - Jakarta for Great Perfomance - Jakarta
• Business Acceleration Program – Jakarta • Business Acceleration Program – Jakarta
• Indonesia Petroleum Association (IPA) • Indonesia Petroleum Association (IPA)
Convention & Exhibition – Jakarta Convention & Exhibition-Jakarta
Sekretaris Perusahaan • Forum Leader in Action-Jakarta • Leader in Action Forum-Jakarta

Corporate Secretary • Executive Leadership Upskilling-Jakarta • Executive Leadership Upskilling-Jakarta
Komite Audit
• Advance Leadership Program Modul 10 • Advance Leadership Program Modul 10
Audit Committee
• Risk Governance Master Class • Risk Governance Master Class

Komite MRSDM
• Risk Beyond International Conference • Risk Beyond International Conference
MRSDM Committee
• Advanca Leadership Program Modul 10 • Advanca Leadership Program Modul 10
• Seminar Nasional Internal Audit 2018 • Seminar Nasional Internal Audit 2018
– The Auditor of The Future: Trusted & – The Auditor of The Future: Trusted &
Influencing Advis or, Penyelenggara : Influencing Advis or, Penyelenggara :
Yayasan Pendidikan Internal Audit (YPIA). Yayasan Pendidikan Internal Audit (YPIA).
• Wo r k s h o p P e n g a w a s a n K e g i a t a n • Wo r k s h o p P e n g a w a s a n K e g i a t a n
Eksplorasi dan Manajemen Proyek (Aspek Eksplorasi dan Manajemen Proyek (Aspek
Kinerja & Kepatuhan), Penyelenggara: Kinerja & Kepatuhan), Penyelenggara:
Forum Auditor Migas Indonesia (FAMI) Forum Auditor Migas Indonesia (FAMI)
• Workshop Recognition Prior Learning for • Workshop Recognition Prior Learning for
Register Negara Akuntan, Penyelenggara: Register Negara Akuntan, Penyelenggara:
Institute Akuntan Publik Indonesia (IAPI) Institute Akuntan Publik Indonesia (IAPI)
Audit Internal • Forum Auditor Migas Indonesia (FAMI) • Forum Auditor Migas Indonesia (FAMI)
Summit 2018: Thrive for Innovation with Summit 2018: Thrive for Innovation with
Integrity Integrity
• Workshop PSAK Terkini Sesuai dengan • Workshop PSAK Terkini Sesuai dengan
Ko nve rg e n s i I F R S & G ro s s S p l i t , Ko nve rg e n s i I F R S & G ro s s S p l i t ,
Penyelenggara: Ikatan Akuntan Indonesia Penyelenggara: Ikatan Akuntan Indonesia
(IAI) (IAI)
• R i s k B e y o n d 2 0 1 8 I n t e r n a t i o n a l • R i s k B e y o n d 2 0 1 8 I n t e r n a t i o n a l
Conference on ERM – Integrated GRC Conference on ERM – Integrated GRC
In A New Digital World, Penyelengara: In A New Digital World, Penyelengara:
Enterprise Risk Management Association Enterprise Risk Management Association
(ERMA) (ERMA)

Analisis dan
Pembahasan
Manajemen Atas
Kinerja Perusahaan
Management Analysis and
Discussion Over Company
Performance
PT Pertamina Hulu Energi (PHE) berhasil
mempertahankan kinerja positif selama tahun
2018 meski dihadapkan pada berbagai kendala
maupun tantangan. Capaian tersebut tidak
terlepas dari upaya Perusahaan meningkatkan
produktivitas, efisiensi dan inovasi berkelanjutan
dalam menjalankan operasi.
PT Pertamina Hulu Energi (PHE) managed to maintain positive
performance throughout 2018 despite encountering various
obstacles and challenges. The achievements were a result of
the Company’s endeavors in increasing sustainable productivity,
efficiency, and innovation in performing operation.
Analisa dan Pembahasan Manajemen
Atas Kinerja Perusahaan
Management Analysis and Discussion Over Company Performance
Tinjauan Umum
General Review
Tinjauan Ekonomi Nasional

National Economic Review
Pemulihan ekonomi global yang terus berlanjut hingga The continuing global economic recovery up to 2018
tahun 2018, memberikan kontribusi terhadap perekonomian contributed to the national economy. Indonesia economy,
nasional. Perekonomian Indonesia menurut Badan Pusat according to Statistics Indonesia, grew by 5.15% which
Statistik tercatat tumbuh 5,15%, lebih rendah dibanding was lower than the 5.40% basic assumption of national
asumsi dasar ekonomi makro nasional tahun 2018 sebesar macroeconomy for 2018, but better than 5.06% in 2017.
5,40%, namun lebih baik daripada pertumbuhan tahun 2017
sebesar 5,06%.

Pe r t u m b u h a n e ko n o m i n a s i o n a l t a k t e r l e p a s d a r i The national economic growth followed the growth in several

pertumbuhan pada beberapa lapangan usaha, termasuk business fields, including information and communication
i n fo r m a s i d a n ko m u n i k a s i ya n g d i t a n d a i d e n g a n which was signified with the advancement in digitalization
berkembangnya era digitalisasi sebagai bagian dari era as part of industry 4.0 revolution. Similarly, with mining
revolusi industri 4.0. Demikian pula dengan lapangan and quarrying business fields, including oil and gas mining
usaha pertambangan dan penggalian, termasuk sektor sector, even though not as much as other business fields.
pertambangan minyak dan gas bumi (migas), meski tidak The oil and gas sector still had the capability in attracting
sebesar lapangan usaha yang lain. Sektor migas masih investors to manage Indonesia’s oil and gas blocks.
mampu menarik investor untuk mengelola blok-blok migas
di Indonesia.
Namun demikian, bertumbuhnya ekonomi Indonesia However, the growing economy in Indonesia still faced
tetap dihadapkan pada risiko eksternal dan internal. Bank with external and internal risks. Bank Indonesia stated that
Indonesia menyebut, Indonesia masih dihadapkan pada Indonesia still confronted with short- and medium-term
tantangan-tantangan jangka pendek dan jangka menengah challenges, to which the country needed to be vigilant.
yang perlu diwaspadai. Tantangan jangka pendek yang The short-term challenges originated from external
bersumber dari eksternal yaitu normalisasi moneter factors, such as monetary normalization in developed
negara maju, ketegangan geopolitik, dan proteksionisme. countries, geopolitic tension, and protectionism. The short-
Tantangan jangka pendek dari internal seperti arus modal term challenges from internal factors were in the form
asing yang berkurang, konsolidasi ekonomi domestik yang of diminishing foreign capital flow, continuing domestic
masih berlanjut, dan ruang fiskal yang terbatas. Sementara economy consolidation, and limited fiscal space. Meanwhile,
tantangan jangka menengah yang bersumber dari eksternal the medium-term challenge triggered by external factors
yaitu kecenderungan penurunan produktivitas akibat was the downward trend in productivity due to the
peningkatan populasi penduduk usia tua di negara maju, increasing old-age population in developed countries; and
dan tantangan jangka menengah yang bersumber dari that that derived from internal factors includes structural
internal meliputi permasalahan struktural seperti upaya issues, such as efforts to increase competitiveness.
meningkatkan daya saing.
Sejumlah kebijakan memang telah dijalankan Pemerintah Several policies have been enforced by the Government
untuk menghadapi tantangan-tantangan tersebut. Kondisi in facing these challenges. This condition made Bank
ini menjadikan Bank Indonesia sebagai otoritas moneter Indonesia, as the highest monetary authority in Indonesia,
tertinggi di Indonesia, optimis dan memproyeksikan optimistic and projected national economic growth by 2019
pertumbuhan ekonomi nasional pada tahun 2019 berkisar in the range of 5.2% - 5.6%.
5,2% - 5,6%.
Tingkat Pertumbuhan Ekonomi Indonesia | Indonesia Economic Growth Level
Tahun | Year Tingkat Pertumbuhan | Level of Growth

2018 5,15%
2017 5,06%
2016 5,02%
2015 4,88%
Sumber: Badan Pusat Statistik | Source: Statistics Indonesia

Tinjauan Industri Hulu Migas Nasional

National Oil and Gas Industry Review
Terjaganya harga minyak dunia meski sempat mengalami Despite experiencing fluctuations, the preserved world
fluktuasi, menjadi faktor yang mendorong tumbuhnya oil price became a factor in boosting investment growth in
investasi di sektor hulu migas nasional. Publikasi Satuan national upstream oil and gas sector. A publication issued by
Kerja Khusus Pelaksana Kegiatan Usaha Hulu Minyak dan the Special Task Force for Upstream Oil and Gas Business
Gas Bumi (SKK Migas), menjelaskan investasi hulu migas Activities (SKK Migas) described the increasing upstream oil
sampai akhir tahun 2018 meningkat dibandingkan 2017. and gas investments up to the end of 2018 compared to 2017.
Berdasarkan rencana program dan anggaran (WP&B), Based on work plan and budget (WP&B), by the end of
hingga akhir 2018 realisasi investasi hulu migas nasional 2018 the realization of national upstream oil and gas
mencapai US$11,2 miliar dengan harga minyak mentah investments reached US$11.2 billion with US$69.8 per barrel
Indonesia (Indonesian Crude Price/ICP) US$69,8 per barel. for Indonesia’s crude oil (Indonesian Crude Price/ICP).
Jumlah tersebut meningkat dari realisasi investasi 2017 This amount increased from US$10.2 billion investments
sebesar US$10,2 miliar, karena beberapa proyek sudah realization in 2017 because several projects have started
mulai membangun fasilitas produksi. building production facilities.
Pemerintah terus mendorong pelaksanaan investasi The Government continues to encourage investments in
eksplorasi berkelanjutan, dengan menetapkan Komitmen sustainable exploration by stipulating Firm Commitment
Kerja Pasti (KKP) yakni dana yang dikeluarkan perusahaan (KKP), funds disbursed by cooperation contract contractors
Kontraktor Kontrak Kerja Sama (KKKS) sebagai investasi (KKKS) companies as five-year investment to increase new
selama lima tahun untuk meningkatkan produksi dan wells production and exploration. The cumulative value of
eksplorasi sumur-sumur baru. Nilai kumulatif KKP yang KKP stipulated from 2019 to 2026 was US$1.3 billion.
ditetapkan dari tahun 2019 hingga 2026 sebesar US$1,3
miliar.
Pada sisi lain, untuk mengurangi beban Anggaran On the other hand, to reduce the State Budget (APBN)
Pendapatan dan Belanja Negara (APBN), SKK Migas terus burden, SKK Migas continued suppressing cost recovery. In
menekan angka biaya operasi yang harus dikembalikan exchange, SKK Migas implemented gross split scheme on
negara (cost recovery). Sebagai gantinya, SKK Migas KKKS companies with a mutually agreed production sharing
menerapkan skema bagi hasil kotor (gross split) kepada ratio. Since being implemented at the beginning of 2017,
perusahaan KKKS dengan rasio bagi hasil yang disepakati the gross split scheme was positively accepted by KKKS
bersama. Sejak diterapkan pada awal tahun 2017, skema companies.
gross split disambut positif perusahaan KKKS.
Namun demikian kinerja sektor hulu migas selama tahun Nevertheless, the upstream oil and gas sector performance
2018 masih belum memenuhi target produksi siap jual in 2018 has yet met oil and gas lifting production target
(lifting) migas yang ditetapkan Pemerintah. Sampai dengan stipulated by the Government. By the end of 2018, the
akhir tahun 2018, realisasi lifting minyak mentah nasional national crude oil lifting realization reached 776,000 barrels
mencapai 776.000 barel per hari (BOPD) atau 97% dari per day (BOPD) or 97% of 800,000 BOPD in APBN 2018
target dalam APBN 2018 sebesar 800.000 BOPD. Untuk target. As for gas, its lifting realization reached 1,136 million
gas bumi, realisasi lifting sebesar 1.136 juta setara barel barrels of oil equivalent per day (BOEPD) or approximately
minyak per hari (BOEPD) atau sekitar 94,6% dari target 94.6% of the targeted 1,200 million BOEPD.
sebesar 1.200 juta BOEPD.

Ada banyak penyebab mengapa hal tersebut terjadi. Salah Many factors involved in the occurence. One of which
satunya kondisi lapangan migas mengalami penurunan was the naturally decreasing production in oil and gas
produksi secara alamiah, mengingat kebanyakan sumur field, considering the majority of production wells have
produksi telah memasuki usia matang. Penyebab lain adalah entered maturity period. Other factors were new wells
kinerja sumur baru belum sesuai ekspektasi, decline rate performance have yet up to par, existing well’s decling rate
dari sumur eksisting yang semakin besar, serta beberapa was increasingly larger, as well as several development
program pengembangan yang realisasinya baru terlaksana programs which realizations have only been achieved in
tahun 2019. 2019.
Secara umum kinerja investasi dan produksi migas nasional In general, the performance of national oil and gas
dihadapkan pada kondisi kurang menguntungkan, namun investment and production confronted with slightly
realisasi penerimaan negara dari sektor migas tahun 2018 unfortunate condition, but the state revenue realization from
memperlihatkan kinerja positif. Direktorat Jenderal Minyak oil and gas sector demonstrated positive performance in
dan Gas Bumi (Ditjen Migas) Kementerian Energi dan 2018. The Directorate General of Oil and Gas (Ditjen Migas)
Sumber Daya Mineral (ESDM) menyebutkan penerimaan of Ministry of Energy and Mineral Resources (ESDM) stated
negara dari sektor migas sepanjang 2018 mencapai Rp228 the state revenue from oil and gas sector in 2018 reached
triliun. Pencapaian tersebut mencapai 182% dari target Rp228 trillion. The achievement attained 182% of the APBN
APBN 2018, terbagi dalam Penerimaan Negara Bukan Pajak 2018 target, which divided into Rp163.4 trillion or 72% Non-
(PNBP) sebesar Rp163,4 triliun atau 72% dan dari Pajak Tax State Revenue (PNBP), and Rp163.4 trillion or 28%
Penghasilan (PPh) Migas senilai Rp163,4 triliun atau 28%. Income Tax from Oil and Gas (PPh).
Dalam beberapa tahun mendatang sektor hulu migas In the following years, the national upstream oil and gas
nasional diproyeksikan akan tetap tumbuh dan berkontribusi sector is projected will continue growing and contribute to
pada penerimaan negara. Pemerintah menetapkan target state revenue. The Government stipulated 2 million BOEPD
lifting migas 2019 sebesar 2 juta BOEPD, dengan rincian for 2019 oil and gas lifting target, with details of 750 BOPD
target lifting minyak mentah 750 BOPD dan target lifting gas crude oil lifting target and 1,250 BOEPD gas lifting target. On
bumi 1.250 BOEPD. Adapun SKK Migas menetapkan target the other hand, SKK Migas specified 2,025 million BOEPD
lifting migas untuk tahun 2019 sebesar 2.025 juta BOEPD, for oil lifting target in 2019, consisting of 775 BOPD oil lifting
terdiri atas target lifting minyak 775 BOPD dan target lifting target and 1,250 million BOEPD gas lifting target. SKK Migas
gas bumi 1.250 juta BOEPD. SKK Migas juga menargetkan also targeted 17.5 billion US$ revenue from upstream oil and
penerimaan dari sektor hulu migas pada tahun 2019 sebesar gas sector or equivalent to Rp215 trillion, similar to the 2017
US$17,5 miliar atau setara Rp215 triliun, sama seperti revenue realization.
realisasi penerimaan tahun 2017.
Target dan Realisasi Lifting Migas (APBN) | Oil and Gas Lifting Target and Realization
Target 2018 Realisasi 2018 Target 2019 ∆%

Uraian Satuan 2018 Target 2018 Realization 2019 Target
Description Unit
1 2 3 2:1
Minyak | Oil BOPD 800.000 776.000 750.000 97%
Gas Bumi | Gas BOEPD 1.200.000 1.136.000 1.250.000 94,67%
Jumlah | Total BOEPD 2.000.000 1.912.000 2.000.000 95,6%
Keterangan: Sumber SKK Migas | Note: SKK Migas Source

Tinjauan Posisi PHE

dalam Industri Hulu Migas Nasional
PHE Position Review in the National Upstream Oil
and Gas Industry
PHE merupakan Anak Perusahaan PT Pertamina (Persero) PHE is a subsidiary of PT Pertamina (Persero), operating in
yang bergerak dalam sektor hulu migas, terutama pada upstream oil and gas sector mainly in offshore exploration
kegiatan eksplorasi dan produksi lepas pantai (offshore). and production activities. Along with other subsidiaries
Bersama Anak Perusahaan lain di sektor hulu migas, PT in upstream oil and gas sector, PT Pertamina (Persero)
Pertamina (Persero) berkontribusi dalam lifting migas contributes to national oil and gas lifting. Overall, the total
nasional. Secara keseluruhan total lifting migas PT oil and gas lifting of PT Pertamina (Persero) in 2018 reached
Pertamina (Persero) pada tahun 2018 mencapai 757.194 757,194 BOEPD or 39.60% of the national oil and gas lifting,
BOEPD atau 39,60% dari total lifting migas nasional sebesar amounting to 1,912,000 BOEPD.
1.912.000 BOEPD.
Jumlah tersebut terbagi dalam angka lifting minyak mentah The figure is divided to 354,000 BOPD crude oil lifting of PT
PT Pertamina (Persero) sebanyak 354.000 BOPD atau Pertamina (Persero) or 45.62% of the 2018 total national
45,62% dari total lifting minyak mentah nasional tahun 2018 crude oil lifting, amounting to 776,000 BOPD; whilst, PT
yang mencapai 776.000 BOPD. Sementara angka lifting gas Pertamina (Persero) gas lifting reached 403,194 BOEPD or
bumi PT Pertamina (Persero) mencapai 403.194 BOEPD 35.50% of the 2018 total national gas lifting, amounting to
atau 35,50% dari total lifting gas bumi nasional pada tahun 1,136,000 BOPD.
2018 sebanyak 1.136.000 BOPD.
PHE berkontribusi terhadap sebagian besar lifting migas PHE contributes to most of PT Pertamina (Persero) and
PT Pertamina (Persero) dan nasional. Total lifting minyak national oil and gas lifting. Total crude oil lifting of PHE in
mentah PHE tahun 2018 mencapai 69.364 BOPD atau 2018 achieved 69,364 BOPD or 19.59% of PT Pertamina
19,59% dari total lifting minyak mentah PT Pertamina (Persero) total crude oil lifting and 8.94% of total national
(Persero) dan 8,94% dari total lifting minyak mentah nasional. oil lifting. Total gas lifting of PHE in 2018 achieved 98,209
Total lifting gas bumi PHE pada tahun 2018 mencapai 98.209 BOEPD or 24.35% of PT Pertamina (Persero) total gas lifting
BOEPD atau 24,35% dari total lifting gas bumi PT Pertamina and 8.65% of total national gas lifting.
(Persero) dan 8,65% dari total lifting gas bumi nasional.
Kontribusi Lifting Migas PT Pertamina (Persero) Terhadap Total Lifting Migas Nasional Tahun 2018
PT Pertamina (Persero) Oil and Gas Lifting Contribution To Total National Oil and Gas Lifting in 2018
Produk Satuan Lifting Lifting

∆%
Product Unit PT Pertamina (Persero) Nasional
Minyak | Oil BOPD 354.000 776.000 45,6
Gas Bumi | Gas BOEPD 403.194 1.136.000 35,5
Jumlah | Total BOEPD 757.194 1.912.000 39,6

Kontribusi Lifting Migas PHE Terhadap Total Lifting Migas PT Pertamina (Persero) Tahun 2018
PHE Oil and Gas Lifting Contribution To PT Pertamina (Persero) Total Oil and Gas Lifting in 2018
Produk Satuan Lifting

Lifting PHE ∆%
Product Unit PT Pertamina (Persero)
Minyak | Oil BOPD 69.364 354.000 19,59
Gas Bumi | Gas BOEPD 98.209 403.194 24,35
Jumlah | Total BOEPD 167.573 757.194 22,13
Kontribusi Lifting Migas PHE Terhadap Total Lifting Migas Nasional Tahun 2018
PHE Oil and Gas Lifting Contribution To Total National Oil and Gas Lifting in 2018
Produk Satuan Lifting PHE Lifting Nasional ∆%
Product Unit
Minyak | Oil BOPD 69.364 776.000 8,94
Gas Bumi | Gas BOEPD 98.209 1.136.000 8,65
Jumlah | Total BOEPD 167.573 1.912.000 8,76
Kontribusi Lifting Migas PHE dan Anak Perusahaan PT Pertamina (Persero) Lain
Terhadap Total Lifting Migas PT Pertamina (Persero) Tahun 2018
Oil and Gas Lifting Contribution of PHE and PT Pertamina (Persero) Other Subsidiaries
To PT Pertamina (Persero) Total Oil and Gas Lifting in 2018
Produk Satuan PHE Anak Perusahaan Lain | Other Subsidiaries

Product Unit Volume % Volume %
Minyak | Oil BOPD 69.364 19,59 284.636 80,40
Gas Bumi | Gas BOEPD 98.209 24,35 304.985 75,64
Jumlah | Total BOEPD 167.573 22,13 589.621 77,87
Dengan kinerja yang terjaga selama tahun 2018, PHE With performance maintained throughout 2018, PHE
memiliki posisi strategis dalam rantai pasok energi nasional gained strategic position in national energy supply chain,
terutama terkait lifting migas. Kinerja PHE didukung mainly related to oil and gas lifting. PHE performance
keberadaan 58 Anak Perusahaan, 6 Perusahaan Patungan was supported by 58 subsidiaries, 6 joint ventures, and 2
dan 2 Perusahaan Afiliasi, yang mengelola 51 WK migas di affiliations which managed 51 oil and gas WK in the country
dalam dan di luar negeri. and overseas.
PHE terus berupaya meningkatkan produksi migas untuk PHE strives to boost oil and gas production for maximizing
memaksimalkan kontribusi lifting migas nasional. Tahun national oil and gas lifting contribution. For 2019, PHE
2019 PHE bersama PT Pertamina (Persero) menyiapkan accompanied with PT Pertamina (Persero) prepared
investasi sebesar US$429 juta guna merealisasikan target US$429 million worth investment to help realizing the
produksi minyak mentah sebesar 79.471 BOPD dan produksi targeted 79,471 BOPD crude oil production and 138,770
gas sebanyak 138.770 BOEPD. BOEPD gas production.
Selain itu secara berkala PHE melakukan evaluasi pada Moreover, PHE regularly performs evaluation on each
setiap Anak Perusahaan untuk memastikan terjaganya subsidiary to ensure the realization of oil and gas production
realisasi produksi migas sesuai target dalam Rencana maintained as per target stated in the Company’s Work
Kerja dan Anggaran Perusahaan (RKAP). Evaluasi meliputi Plan and Budget (RKAP). The evaluation includes various
berbagai aspek yang mendukung operasional, seperti aspects that support operational, such as compliance to
kepatuhan terhadap praktik-praktik ketenagakerjaan dan employment practices and environmental management.
pengelolaan lingkungan. [414-1] [414-1]

Tinjauan Operasi Per Segmen Usaha

Operational Per Business Segment Review
Dasar Penetapan Stipulation Basis for Operating
Segmen Usaha Segment
Kegiatan usaha PHE adalah pengelolaan sektor hulu migas, PHE business activities focus on upstream oil and gas sector
sesuai Anggaran Dasar Perusahaan No.39 tanggal 21 April management, in accordance with the Company’s Articles
2016. Adapun segmen kegiatan usaha yang dijalankan of Association Number 39 of 21 April 2016. The segment
selama kurun waktu periode pelaporan meliputi eksplorasi, of business activities operated throughout the reporting
pengembangan, produksi, serta jasa konsultasi bisnis dan period include exploration, development, production, as well
manajemen portofolio. as business consulting service and portfolio management.
Selama tahun 2018, PHE mampu memperlihatkan kinerja In 2018, PHE was able to demonstrate a maintained
operasi yang terjaga, meski dihadapkan pada sejumlah operation performance despite having faced with several
kendala dan tantangan. Terjaganya tingkat produksi disertai obstacles and challenges. The preserved production level
efisiensi dan inovasi berkelanjutan, sehingga mampu coupled with sustainable efficiency and innovation led to
meningkatkan perolehan Pendapatan Usaha dan Laba an increase in Revenues and Operating Income proceeds
Usaha dibanding periode sebelumnya. compared to the previous period.
Pada kurun waktu perode pelaporan, PHE menerima During the reporting period, PHE received three oil and gas
alih kelola empat wilayah kerja (WK) migas yang telah working areas (WK) management transfer which contracts
selesai kontraknya (terminasi), berdasar penunjukan PT have completed (termination), based on appointment by PT
Pertamina (Persero) yang mendapat penugasan dari SKK Pertamina (Persero), which was assigned by SKK Migas.
Migas. Penerapan PHE One System dan Shared Service The implementation of PHE One System and Shared Service
Organization (SSO), memudahkan pelaksanaan alih kelola Organization (SSO) facilitated the management transfer, so
sehingga kegiatan operasi dan produksi tidak terganggu. that operation and production activities were effortless.
Tinjauan Operasi Segmen Usaha Eksplorasi

Exploration Business Segment Operation Review
Kegiatan operasi pada segmen usaha eksplorasi, meliputi Operation activities in exploration business segment
upaya untuk mencari dan meningkatkan sumber daya include efforts in exploring and increasing new oil and gas
migas baru. Ketersediaan sumber daya akan menjamin resources. Resources availability will secure the Company’s
keberlanjutan Perusahaan serta pasokan energi nasional. sustainability as well as national energy supply. In 2018
Tahun 2018 PHE menyediakan anggaran sebesar US$86 juta PHE provided US$86 million worth budget to finance
untuk membiayai kegiatan eksplorasi. Sumber dana berasal the exploration activities. The fund course originated
dari PT Pertamina (Persero) selaku induk perusahaan dan from PT Pertamina (Persero) as the parent company and
Pemegang Saham. Shareholder.

Kegiatan eksplorasi dilaksanakan melalui Anak Perusahaan, T h e ex p l o rat i o n a c t i v i t i e s a re c o n d u c te d t h ro u g h

mencakup studi G dan G, survei seismik dan pengeboran subsidiaries, covering G and G study, seismic survey,
eksplorasi. Secara umum kinerja eksplorasi PHE pada tahun and exploration drilling. In general, PHE exploration
2018 mencapai rasio sukses 100% dan berhasil menambah performance in 2018 reached 100% success ratio and
volume cadangan pasti sumberdaya (2C) sebesar 212,88 managed to increase proven reserves resources (2C) by
MMBOE. 212.88 MMBOE.
Meski demikian, kinerja eksplorasi sepanjang tahun 2018 Nevertheless, exploration performance in 2018 still required
tetap memerlukan peningkatan, guna memaksimalkan an increase in order to maximize additional reserves and
penemuan dan penambahan cadangan. Kondisi ini tidak the findings. Such condition occurred because through
terlepas dari perhitungan prospektif resources (sumber prospective resources calculation, the prospective
daya) diketahui total prospective resources di seluruh resources of PHE WK was 7.87 billion barrel of oil equivalent
WK PHE yang mencapai 7,87 miliar barel setara minyak (BBOE), while all exploration activities in 2018 leading to
(BBOE), sementara seluruh kegiatan eksplorasi pada Drill Ready Prospects (PSB) could only realize 0.36 BBOE
tahun 2018 yang berujung pada Penemuan Siap Bor (PSB) additional potential reserves resources.
hanya mampu merealisasikan potensi tambahan cadangan
sumberdaya sebesar 0,36 BBOE.
Realisasi dan Target Pemboran Exploration Drilling Realization and

Eksplorasi Target
Realisasi pemboran sumur eksplorasi pada tahun 2018 Realization of exploration well drilling in 2018 achieved five
mencapai lima sumur atau 71% dari target RKAP revisi wells of 71% of the seven wells target in Revised RKAP. The
sebanyak tujuh sumur. Realisasi pemboran sumur eksplorasi realization of exploration wells drilling includes:
meliputi:
1. Sumur N-7 di Blok West Madura Offshore (PHE WMO). 1. N-7 Well at West Madura Offshore Block (PHE WMO).
2. Sumur KKX-1 di Blok Offshore North West Java (PHE 2. KKX-1 Well at Offshore North West Java Block (PHE
ONWJ). ONWJ).
3. Sumur SES-1 di JOB Pertamina Medco Simenggaris. 3. SES-1 at JOB Pertamina Medco Simenggaris.
4. Sumur Kumis-2 di Blok Siak (PHE Siak). 4. Kumis-2 Well at Siak Block (PHE Siak).
5. Sumur Merakes East-1 di Blok East Sepinggan. 5. Merakes East-1 Well at East Sepinggan Block.
Sementara dua sumur lain dijadwalkan ulang pemboran There are two other wells rescheduled for drilling in 2019,
pada tahun 2019 yakni NSO-R2/XLLL di Blok North Sumatra namely NSO-R2/XLLL at North Sumatera Offshore (NSO)
Offshore (NSO) dan Sumur Parang-3 di Blok Nunukan. and Parang-3 Well at Nunukan Block.
Tak terpenuhinya target pemboran sumur eksplorasi The unmet target in exploration well drilling was more
lebih disebabkan karena kesulitan mendapatkan unit rig. because of difficulty in acquiring rig unit. The improving
Kecenderungan membaiknya harga minyak pada semester trend of oil price in the second quarter of 2018 disturbed oil
kedua tahun 2018, menggairahkan kegiatan investasi and gas investment activities, causing difficulties for PHE
migas sehingga PHE kesulitan mendapatkan rig karena ina acquiring rig due to rising demand toward rig and drilling
bertambahnya permintaan rig dan jasa pengeboran. service.

Realisasi dan Target Temuan Sumber Resources Findings Realization and

Daya [OG1] Target [OG1]
Realisasi tambahan pasti sumberdaya (2C) yang sudah Realization of additional proven resources (2C) which have
tervalidasi pada tahun 2018 mencapai 212,88 MMBOE, been validated in 2018 reached 212.88 MMBOE, or 110% of
atau 110% dari target RKAP Revisi sebesar 192,20 MMBOE. the 192.20 MMBOE target in Revised RKAP. The number
Jumlah tersebut berasal dari: derived from:
• Struktur yang belum dikembangkan (undevelop structure) • Undeveloped structure of 124.74 MMBOE
124,74 MMBOE.
• Pemboran eksplorasi 2016-2017 sebanyak 53,71 MMBOE. • 2016-2017 exploration drilling of 53.71 MMBOE.
• Akuisisi/penambahan participating interest sebesar 12,67 • Participating interest acquisition/addition of 12.67 MMBOE.
MMBOE.
• Pemboran eksplorasi 2018 sebanyak 2,51 MMBOE. Jumlah • 2018 exploration drilling of 2.51 MMBOE. The number was
tersebut kurang dari 1% dibanding total realisasi 2C. less than 1% compared to total 2C realization.
• Tail Production PHE-30 (WMO) sebesar 1,45 MBOE. • PHE-30 Tail Production (WMO) of 1.45 MMBOE.
• TRR (Technically Recoverable Resources) Struktur Ambar • TRR (Technically Recoverable Resources) Ambar & Janti
& Janti sebesar 17,8 MMBOE. Structure of 17.8 MMBOE.
Kinerja Kegiatan Operasi Pada Segmen Usaha Eksplorasi Tahun 2018 [OG1]
Operation Activities Performance in Exploration Business Segment in 2018 [OG1]
Uraian Satuan 2018 Realisasi ∆%

Description Unit 2017 Realisasi 2018
Target Realisasi ∆% 2017 Terhadap Realisasi
RKAP Revisi Realization Realization 2017
Revised RKAP ∆% 2018 Realization to
Target 2017 Realization
SURVEI SEISMIK | SEISMIC SURVEY
2D Km 1.600 1.400 87 3.950 35,4
3D Km2 200 421 210,5 320 131,6
PEMBORAN | DRILLING
Eksplorasi Sumur
7 5 71 8 62,5
Exploration Well
TEMUAN SUMBERDAYA (2C) | RESOURCES FINDINGS (2C)
Minyak | Oil MMBO 97 123,6 109 264,8 40,03
Gas | Gas BSCF 551 517,5 93 1.463 35,25
Total Migas
MMBOE 192 212,9 101 517 37,67
Total Oil and Gas

Struktur Organisasi Kegiatan Organizational Structure of

Eksplorasi Exploration Activities
Kegiatan eksplorasi menjadi tanggung jawab Direktorat Exploration activities became the responsibility of
Eksplorasi, yang dipimpin Direktur Eksplorasi dan dibantu Exploration Directorate, which is spearheaded by
oleh VP Exploration Subsurface Planning & Evaluation dan Exploration Director and assisted by VP Exploration
VP Exploration Operation & Aset Management. Selain itu Subsurface Planning & Evaluation as well as VP Exploration
juga ada beberapa GM yang di bawah koordinasi Direktorat Operation & Asset Management. In addition to that, there
Eksplorasi. are several GMs under the coordination of Exploration
Directorate.
Struktur Organisasi
Direktorat Eksplorasi
Organizational Structure of
Exploration Directorate
EXPLORATION DIRECTOR
Abdul Mutalib
EXECUTIVE SECRETARY
VP EXPLORATION
SUBSURFACE, PLANNING
& EVALUATION
GENERAL MANAGER
PHE ABAR ANGGURSI
VP EXPLORATION
GENERAL MANAGER
OPERATION & ASSET
PHE METAN TANJUNG II (UH)
MANAGEMENT

Tinjauan Operasi Segmen Usaha Pengembangan

Development Business Segment Operation Review
Pengembangan blok migas dilakukan PHE dalam upaya Implementation of oil and gas block development by PHE
m e n i n g kat ka n p ro d u ks i m a u p u n c a d a n g a n m i g a s , reflects the company’s endeavors to heighten oil and gas
serta pengelolaan proyek yang sudah ada. Kegiatan production and reserves, as well as the existing project
p e n g e m b a n g a n b l o k m i g a s d i l a ks a n a k a n d e n g a n management. Oil and gas block development activities are
mengutamakan kualitas produksi, keselamatan kerja dan carried out by prioritizing production quality, work safety,
lingkungan. and environment.
Pemboran Sumur Pengembangan Development Well Drilling
Realisasi pemboran sumur pengembangan pada kurun Realization of development well drilling during the reporting
waktu periode pelaporan mencapai 17 unit, atau 81% dari period achieved 17 unit, or 81% of the targeted 21 wells in
target RKAP Revisi sebanyak 21 sumur. Jumlah tersebut the Revised RKAP. The number consists of 10 non-operator
terdiri dari 10 sumur non-operator dan 7 sumur operator, wells and 7 operator wells, with realization as follows:
dengan realisasi meliputi:
1. PHE ONWJ sebanyak 7 sumur. 1. 7 wells of PHE ONWJ.
2. PHE Corridor sebanyak 2 sumur. 2. 2 wells of PHE Corridor.
3. PHE Jabung sebanyak 8 sumur. 3. 8 wells of PHE Jabung.
Faktor yang memengaruhi realisasi pemboran sumur Factor affecting the realization of development well drilling
pengembangan adalah penambahan durasi pemboran dua was duration addition to two ONWJ wells drilling related
sumur ONWJ, terkait persoalan mekanikal. Selain itu ada to mechanical issue. Additionally, there is advanced work
pekerjaan lanjutan beberapa sumur Jabung pada tahun on several Jabung wells in 2019 as drilling well completion
2019 sebagai strategi penyelesaian sumur pemboran. strategy.
Kerja Ulang Pindah Lapisan Workover
Realisasi Kerja Ulang Pindah Lapisan (KUPL) atau workover Realization of workover during the reporting period reached
selama kurun waktu periode pelaporan mencapai 20 sumur, 20 wells, or 59% of the targeted 34 wells in Revised RKAP.
atau 59% dari target RKAP Revisi sebanyak 34 sumur. The realization comprises 14 KUPL non-operator wells and
Realisasi tersebut terdiri atas 14 sumur KUPL non-operator 6 KUPL operator wells, including:
dan 6 sumur KUPL operator, meliputi:
• PHE ONWJ sebanyak 4 sumur. • 4 wells of PHE ONWJ.
• PHE OSES sebanyak 2 sumur. • 2 wells of PHW OSES.
• PHE Jabung sebanyak 6 sumur. • 6 wells of PHE Jabung.
• PHE Kakap sebanyak 3 sumur. • 3 wells of PHE Kakap.
• PHE Salawati Basin sebanyak 5 sumur. • 5 wells of PHE Salawati Basin.
Realisasi KUPL di bawah target RKAP terutama disebabkan The KUPL realization was below the RKAP target mainly due
adanya pembatalan pekerjaan di PHE Kampar dan Makassar to work cancellation at PHE Kampar and Makassar Strait.
Strait. Faktor lain adalah pekerjaan lanjutan 2 sumur PHE Another factor was advanced work on 2 PHE Jabung wells
Jabung pada tahun 2019. in 2019.

Tambahan Cadangan Siap Produksi Additional Production Proved Reserves

(P1) (P1)
Kegiatan operasi pada segmen usaha pengembangan Operation activities in development business segment in
selama tahun 2018 telah dapat menambah cadangan siap 2018 have added production proved reserves (P1) of 119.16
produksi (P1) sebesar 119,16 MMBOE. Jumlah tersebut MMBOE. The number achieved 167% of the Revised RKAP
mencapai 167% dari target RKAP Revisi sebanyak 71,42 target of 71.42 MMBOE, with details as follows: [OG1]
MMBOE, dengan rincian: [OG1]
1. Tail production WK terminasi 110,96 MMBOE. 1. Tail production of terminated WK of 110.96 MMBOE.
2. POD sebanyak 0,67 MMBOE yang berasal dari POD 2. 0.67 MMBOE POD, originating from POD Panen Jabung.
Panen Jabung.
3. Lainnya sebanyak 7,53 MMBOE, terdiri dari update 3. Others amounting to 7.53 MMBOE, consisting of Salawati
reserve Salawati, WMO, Kampar, Natuna-A, Jambi update reserve, WMO, Kampar, Natuna-A, Jambi Merang,
Merang dan tambahan GSA di Tomori. and additional GSA in Tomori.
Pencapaian penambahan sumberdaya P1 yang melampaui The achievement of additional resources of P1 which was
target terutama disebabkan hasil validasi tail production beyond target was mainly because of higher tail production
PHE OSES yang lebih tinggi dari target RKAP. Faktor lain validation result in PHE OSES than the RKAP target.
adalah penambahan cadangan update reserve beberapa Another factor lay in update reserve addition in several PHE
Anak Perusahaan PHE. subsidiaries.
Tabel Kinerja Segmen Operasi Pengembangan PHE

(Tambahan Cadangan) [OG1]
PHE Development Operation Segment Performance (Additional Reserves) [OG1]
Uraian Satuan 2018 Realisasi ∆%

Description Unit 2017 Realisasi 2018
Target Realisasi ∆% 2017 Terhadap Realisasi
RKAP Revisi Realization Realization 2017
Revised RKAP ∆% 2018 Realization to
TAMBAHAN CADANGAN (P1) | ADDITIONAL RESERVED (P1)
Minyak | Oil MMBO 35,23 60,26 171 118,29 50,94%
Gas | Gas BSCF 209,68 341,23 162,7 335,32 101,76%
Total Migas
MMBOE 71,42 119,16 167 176,17 67,65%
Total Oil and Gas

Struktur Organisasi Kegiatan Fungsi Organizational Structure of

Pengembangan Development Function Activities
Kegiatan operasi segmen usaha pengembangan menjadi Operation activities of development business segment
tanggung jawab Direktorat Pengembangan, yang dipimpin became the responsibility of Development Director, which is
Direktur Pengembangan dan dibantu oleh VP Subsurface led by Development Director and assisted by VP Subsurface
Development dan VP Project Development Management. Development and VP Project Development Management.
Selain itu beberapa GM juga berada di bawah koordinasi Moreover, several GMs are also under the coordination of
Direktorat Pengembangan. Development Director.
Struktur Organisasi
Direktorat Pengembangan DEVELOPMENT DIRECTOR
Organizational Structure of
Development Directorate
EXECUTIVE SECRETARY
VP SUBSURFACE GENERAL MANAGER PHE

DEVELOPMENT NUNUKAN COMPANY
VP PROJECT DEVELOPMENT GENERAL MANAGER PHE

MANAGEMENT RANDUGUNTING
Project Strategic Development Strategic Development Project

Management Management
Pengelolaan proyek pengembangan strategis dilakukan Project strategic development management is conducted
dengan pendekatan target On Time, On Budget, On Scope using target on time, on budget, on scope (OTOBOS)
(OTOBOS) dan dijalankan oleh Fungsi Project Strategic approach and performed by Project Strategic Development
Development Management (PSDM). Fungsi PSDM dipimpin Management (PSDM) Function. The PSDM Function is led
VP PSDM dan terdiri dari tiga sub fungsi yakni Project by VP PSDM, consisting of three subfunctions, which are
Strategic Plan; Project Compliance & Performance; dan Project Strategic Plan; Project Compliance & Performancec;
Project Surface Facilities. and Project Surface Facilities.

PSDM memiliki 10 Program Utama pelaksanaan tugas dan PSDM has 10 Key Program containing its duties and
tanggung jawabnya. Pengelolaan proyek pengembangan responsibilities. The project strategic development
strategis meliputi empat koridor di wilayah kerja PHE yakni management covers four corridors in PHE working areas,
Koridor Sumatra, Koridor Jawa, Koridor Kaltara serta namely Sumatra Corridor, Java Corridor, Kaltara Corridor,
Koridor Sulawesi dan Papua, dengan masing-masing as well as Sulawesi and Papua Corridors, with each priority
sasaran prioritas. target.

Tabel 10 Program Utama Inisiatif Fungsi PSDM | 10 Key Program Initiatives of PSDM Function
Launching & Implementation IDCC (PUDW 100% how to Launching & Implementing IDCC (PUDW 100% on how to
1
deliver the project right). deliver the project right).
Eksekusi
Execution
Implementasi project portfolio management (how to deliver Implementing project portfolio management (how to
2
the right project). deliver the right project).
Membangun project portfolio management (concept, tool Building project portfolio management (concept, tool &
3
& procedure). procedure).
Membangun data bank untuk asset integrity facilities & Establishing bank data for asset integrity facilities & PHE
Perencanaan 4
PHE Management System. management system.
Planning
Along with related functions preparing business process
Bersama fungsi terkait menyusun proses bisnis (Charter
(Upstream Charter & PHE internal STK), regulating the
5 Hulu & STK internal PHE) yang mengatur hubungan
relationship between PSDM PHE with functions of the
antara PSDM PHE dengan fungsi-fungsi Dit. Hulu.
Upstream Directorate.
Standardisasi project procedures, document, design
Produk 6 & technology untuk digunakan sebagai acuan Anak
Standardizing project procedures, document, design &
Product technology used as a reference by Subsidiaries.
Perusahaan
Pengisian posisi vacant di PSDM melalui mekanisme Filling vacant position at PSDM through talent
7
talent management. management mechanism.
Orang 8
Aligment project management organization antara PHE Aligning project management organization between PHE
People dan AP. and Subsidiaries.
Bersama HR menyusun program peningkatan Together with HC preparing competence development

9
kompetensi (hard & soft) SDM Fungsi PSDM. program (hard & soft) for HC in PSDM Function.
Investigating investment STK revision (TKO check list)

Proses 10
Pengusutan revisi STK investasi (check list TKO) kepada
on Corporate CSG Function via D&T Function of the
Process Fungsi CSG Korporate via Fungsi D&T Dit. Hulu.
Upstream Directorate.
Realisasi dan Pencapaian PSDM 2018

PSDM 2018 Realization and Achievements
Project Strategic Planning
PLN Gas Receiving & Metering Station Senoro PLN Gas Receiving & Metering at Senoro Station
Senoro Phase-2 Senoro Phase-2
Proyek Pengembangan POD KLD (PHE ONWJ) POD KLD Development Project (PHE ONWJ)
Proyek Pengembangan FOXTROT (PHE ONWJ) FOXTROT Development Project (PHE ONWJ)
Pre-FS dan
FS Project Development Proyek Pengembangan BN4 BN4 Development Project
Pre-FS and FS Project
Proyek Pengembangan PHE ONWJ PHE ONWJ Development Project
Development
Pengembangan Lapangan Randugunting Randugunting Field Development
PHE-30 Power Generation & Produced Water Power Generation & Produced Water Handling Facility
Handling Facility at PHE-30
PHE-23 Water Injection Handling Facility Water Injection Handling at PHE-23

Portofolio Portfolio
Aplikasi web based Portofolio Management Web-based Portfolio Management Application
Standardisasi CAPEX Standardized CAPEX

Data base untuk onshore dan offshore. Database for onshore and offshore
Pembangunan Sistem
dan Prosedur
Engineering Modelling Engineering Modelling
System and Procedure
Draft TKO Engineering Modeling dan standar Drafted Engineering Modelling TKO and breakdown
Establishment
breakdown struktur biaya investasi. standards for investment cost structure
Project Budget Management Project Budget Management

Draft TKO Penyusunan dan Pengusulan Feasibility Drafted Preparation and Proposal TKO for
Studi Pengembangan. Development Feasibility Study
Review teknis optimisasi fasilitas produksi CPP Technical review on the optimization of CPP Matindok
Matindok. production facilities
Review teknis fasilitas produksi lapangan Sabar, NEB Technical review on Sabar, NEB, and UTAF fields
dan UTAF. production facilities
Review teknis fasilitas produksi rencana

Asistensi PAM Technical review on Bison, Iguana, and Gajah Putri
pengembangan lapangan Bison, Iguana dan Gajah
Assisting PAM fields development planning production facilities
Putri.
Review teknis fasilitas produksi Anoa Compression Technical review on Anoa Compression Optimization
Optimization. production facilities.
Review teknis fasilitas produksi Pengembangan Hub Technical review on Gendalo Hub Development
Gendalo. production facilities.
Review teknis fasilitas Gas Metering di Grissik. Technical review on Gas Metering facilities in Grissik.
Asistensi Komersial Review teknis fasilitas produksi untuk integrasi Technical review on production facilities for integrating
Assisting Commercial lapangan Badik West Badik dan blok South Badik West Badik and South Sembakunf block fields,
Sembakung, prospek lapangan Parang, South Parang field prospect, South Sembakung, Pidawan,
Sembakung, Pidawan, Sesayap, Bajul Besar. Sesayap, Bajul Besar.
PP WK Salawati ditujukan untuk alih kelola setelah Salawati WK PP was aimed for management transfer
masa kontrak berakhir di 22 April 2020 dengan lingkup after the contract term ends on 22 April 2020 related
evaluasi usulan fasilitas produksi dan estimasi biaya to evaluation on production facilities and class 5 cost
kelas 5. estimation.
PP WK Ogan Komering ditujukan untuk alih kelola Ogan Komering WK PP was aimed for management
Asistensi PPRM setelah masa kontrak berakhir di 20 Mei 2018 dengan transfer after the contract term ends on 20 May 2018
Assisting PPRM lingkup evaluasi usulan fasilitas produksi dan estimasi related to production facilities proposal and class 5
biaya kelas 5. cost estimation.
PP WK Tuban ditujukan untuk alih kelola setelah Tuban WK PP was aimed for management transfer
masa kontrak berakhir di 20 Mei 2018 dengan lingkup after the contract term ends on 20 May 2018, related to
evaluasi usulan fasilitas produksi dan estimasi biaya evaluation on production facilities proposal and class 5
kelas 5. cost estimation.

PP WK Raja Tempirai ditujukan untuk rencana Raja Tempirai WK PP was aimed for oil plant
pengembangan fasilitas produksi oil plant dan estimasi production facilities development planning and class 5
biaya kelas 5. cost estimation.
PP WK OSES ditujukan untuk alih kelola setelah OSES WK PP was aimed for management transfer
masa kontrak berakhir di 20 Mei 2018 dengan lingkup after the contract term ends on 20 May 2018, related to
Position Paper Senoro-Toili Senoro-Toili Position Paper

PP WK Senoro-Toili ditujukan untuk alih kelola setelah Senoro-Toili WK PP was aimed for management
masa kontrak berakhir di Desember 2027 dengan transfer after the contract term ends in December
lingkup evaluasi usulan fasilitas produksi dan estimasi 2027, related to evaluation on production facilities
biaya kelas 5. proposal and class 5 cost estimation.
Position Paper (PP) Jabung Jabung Position Paper (PP)

PP WK Jabung ditujukan untuk alih kelola setelah Jabung WK PP was aimed for management transfer
masa kontrak berakhir di tahun 2023 dengan lingkup after the contract term ends in 2023, related to
melakukan evaluasi usulan fasilitas produksi dan evaluation on production facilities proposal and class 5
estimasi biaya kelas 5. cost estimation.
Asistensi PPRM Position Paper Corridor Corridor Position Paper

Assisting PPRM PP WK Corridor ditujukan untuk alih kelola setelah Corridor WK PP was aimed for management transfer
masa kontrak berakhir di tahun 2023 dengan lingkup after the contract term ends in 2023, related to
Position Paper (PP) Jabung Jabung Position Paper

PP WK Jabung ditujukan untuk alih kelola setelah Jabung WK PP was aimed for management transfer
masa kontrak berakhir di tahun 2023 dengan ingkup after the contract term ends in 2023, related to
melakukan evaluasi usulan fasilitas produksi dan evaluation on production facilities proposal and class 5
estimasi biaya kelas 5. cost estimation.
Position Paper Jambi Merang Jambi Merang Position Paper

PP WK Jambi Merang ditujukan untuk alih kelola Jambi Merang WK PP was aimed for management
setelah masa kontrak berakhir di Februari 2019 dengan transfer after the contract term ends in February 2019,
lingkup evaluasi usulan fasilitas produksi dan estimasi related to evaluation on production facilities proposal
biaya kelas 5. and class 5 cost estimation.
Position Paper NSB NSB Position Paper

PP WK NSB ditujukan untuk alih kelola setelah masa NSB WK PP was aimed for management transfer after
kontrak berakhir di 3 Oktober 2018 dengan lingkup the contract term ends on 3 October 2018, related to
PP WK Ogan Komering ditujukan untuk alih kelola Ogan Komering WK PP was aimed for management
setelah masa kontrak berakhir di 20 Mei 2018 dengan transfer after the contract term ends on 20 May 2018,
lingkup evaluasi usulan fasilitas produksi dan estimasi related to evaluation on production facilities and class
biaya kelas 5. 5 cost estimation.
Asistensi PPRM - Divestasi
Assissting PPRM – Divestment
Tuban WK PP was aimed for management transfer
PP WK Tuban ditujukan untuk alih kelola setelah masa
after the contract term ends on 20 May 2018, related
kontrak berakhir di 20 Mei 2018 dan lingkup evaluasi
to evaluation on production facilities and class 5 cost
usulan fasilitas produksi dan estimasi biaya kelas 5.
estimation.

Proyek Surface Facility | Project Surface Facility
SP Field Development. SP Field Development.

Handover fasilitas sudah dilakukan dari fungsi Development ke Facilities handover has been performed from Development
Fungsi Operations & Production di bulan Oktober 2018. Secara Function to Operations & Production Function in October 2018.
keseluruhan project SP Field Development dapat diselesaikan Overall, the SP Field Development project could be completed with
dengan OTOBOSSOR. OTOBOSSOR.
YY Field Development, sampai dengan akhir TW IV 2018, pekerjaan YY Field Development, up to the end of 2018 Quarter IV, in overall
secara keseluruhan telah mencapai 25,04% dibandingkan dengan had reached 25.04% progress compared to the planned 20.59%
rencana 20,59% (ahead 4,45%). Pekerjaan tersebut terdiri atas: (4.45% ahead). The work consists of: 100% Engineering, 64%
Engineering 100%, Material Procurement 64% dan Fabrikasi 63,8%. Material Procurement, and 63.8% Fabrication. The project start-up
Proyek direncanakan start up pada bulan September 2019. is planned in September 2019.
Penyelesaian PHE 12 (WMO). PHE 12 Completion (WMO)

Perkiraan total biaya akhir proyek sebesar US$12,8 Juta. Proyek ini Estimation of total final project cost was US$12.8 million. This
dijadwalkan untuk start up pada akhir tahun 2019. project was scheduled for a start-up by the end of 2019.
POFD E-Main (Infill Well Facility), sampai dengan akhir TW IV 2018, POFD E-Main (Infill Well Facility), up to the end of 2018 Quarter IV,
telah diselesaikan pekerjaan fasilitas di EB-11 dan EJ-11. had completed facilities work at EB-11 and EJ-11.
POFD Lima (Infill Well Facility), sampai dengan akhir TW IV 2018, POFD Five (Infill Well Facility), up to the end of 2018 Quarter IV, had
telah diselesaikan pekerjaan fasilitas Infill di LLB-9ST. completed Infill facilities work at LLB-9ST.
POFD KL (Infill Well Facility), sampai dengan akhir TW IV 2018, POFD KL (Infill Well Facility), up to the end of Quarter IV, had
pekerjaan modifikasi fasilitas produksi pada sumur KLB-18 & KLB-21 completed the modification work on production facilities at KLB-18
sudah diselesaikan. & KLB-21 wells.
POD BN4 (Infill Well Facility) managed to complete the rest of the
POD BN4 (Infill Well Facility), sisa pekerjaan yaitu pemasangan last
work, last spool installation at BNA-12, at the beginning of January
spool di BNA-12 yang diselesaikan pada awal Januari 2019.
2019.
• Dukungan teknis dalam rangka PIS dan AFE Close Out Project • Technical support in PIS and AFE Close out project of South
South Sembakung. Sembakung
• Dukungan teknis terkait BMG Abandonment Program • Technical support related to BMG Abandonment Program
• Dukungan teknis terkait investasi pada proyek Merakes • Technical support related to investment in Merakes Development
Development. project.
• Dukungan teknis dan non-teknis terkait pengusulan RKAP PHE • Technical and non-technical supports related to PHE Development
Development serta melakukan controlling, monitoring dan reporting RKAP as well as controlling, monitoring, and reporting toward ABI
terhadap performance RKAP ABI BD tahun berjalan. BD RKAP performance for the year.
• Review dan update pada standar dan prosedur (TKO/TKI) yang ada • Reviewed and updated standards and procedures (TKO/TKI)
pada lingkungan PSDM. prevaiing in PSDM.

Subsurface Development Subsurface Development
Fungsi Subsurface Development memegang peran penting Subsurface Development Function holds an important role
di PHE, di antaranya mengembangkan temuan eksplorasi at PHE, among which to develop exploration findings in the
berupa Sumber daya Kontijensi (Contingent Resources) form of Contingen Resources that has been included with
yang sudah termasuk Penentuan Status Eksplorasi (PSE). Exploration Status Determination (PSE). Afterward, the
Selanjutnya sumber daya yang ada dapat diproduksikan dan existing resources could be produced and demonetized to
dimonetisasi menjadi Cadangan (Reserves). Reserves.
Strategi yang dilakukan sampai dengan akhir tahun 2018: Strategies conducted up to the end of 2018 are as follows:
• Memiliki skala prioritas yaitu memprioritaskan pemboran • Having priority scale, meaning to prioritize drilling and
dan workover yang menghasilkan produksi minyak dan gas workover that produce fast oil and gas production;
yang cepat;
• M e m p r i o r i t a s k a n s u m u r - s u m u r y a n g m u d a h • Prioritizing wells with uncomplicated work (sidetrack)
pengerjaannya (sidetrack) daripada mencari sumur-sumur compared to exploring for new new development wells;
pengembangan baru;
• Meningkatkan recovery area pengurasan pada area • Increasing draining recovery area in areas with larger
dengan sisa cadangan yang masih besar; remaining reserves;
• Mempercepat project development dari temuan yang • Accelerating project development from findings which
sudah penentuan status eksplorasi (PSE). already had exploration status determination (PSE) .
Capaian selama kurun waktu periode pelaporan: Achievements gained in the reporting period:
1. Pemboran (operator) pada 7 sumur dan workover 6 1. Drilling (operator) on 7 wells and 6 workover wells, as well
sumur, serta pemboran (non operator) pada 10 sumur dan as drilling (non-operator) on 10 wells and 14 workover
workover 14 sumur. wells.
2. Tambahan cadangan P1 sebesar 119,16 MMBOE dengan 2. Additional reserves P1 at 119.16 MMBOE with 158.48%
reserve replacement ratio 158,48%. reserve replacement ratio.
3. Menyelesaikan proyek SPA sebesar 30 MMSCFD. 3. Completed SPA project, reaching 30 MMSCFD.
4. Menyeles aikan studi subsurface untuk renc ana 4. Concluded a subsurface study for 95 MMSCFD south
pengembangan lapangan South Senoro 95 MMSCFD senoro field development plan for 20 years (reserve and
selama 20 tahun (secara reserve dan rate). rate).
5. Menindaklanjuti 8 struktur yang telah dilakukan PSE 5. Followed up 9 structures conducted by PSE Handover:
Handover:
• 1 struktur dalam proses persetujuan POD (RGT). • 1 structure in process of POD approval (RGT).
• 7 struktur masih dalam tahap evaluasi teknis subsurface. • 7 structures are still in subsurface technical evaluation
stage.
Memasuki tahun 2019, Fungsi Subsurface Development Entering 2019, the Subsurface Development Function
dihadapkan pada s ejumlah tantangan untuk dapat encountered a number of challenges in order to optimize
mengoptimalkan peluang penemuan cadangan besar: significant reserve findings opportunities:
• Beberapa kandidat sumur dalam RKAP 2018 (Zulu • Several well candidates in the 2018 RKAP (Zulu and
dan F-Main) tidak bisa dikerjakan karena belum ada F-Main) could not be worked on as there has yet final
persetujuan Final Investment Decision (FID); investment decision (FID) approval;
• Beberapa RK Workover tidak bisa dikerjakan karena tidak • Several RK Workover could not be worked on due to rig
tersedia rig pada waktu yang ditargetkan (PHE Kampar); unavailability in the targeted time (PHE Kampar);
• Adanya mechanical problem pada sumur-sumur pemboran • Mechanical problem in drilling wells causing the unmet
sehingga tidak dapat sesuai target. target.

Tinjauan Operasi Segmen Usaha Produksi

Production Business Segment Operation Review

Secara umum, selama tahun 2018 PHE mampu In general, throughout 2018 PHE was able to optimize
mengoptimalkan kinerja produksi guna memenuhi target production performance for meeting the targets specified
yang ditetapkan RKAP. Masuknya beberapa WK migas by RKAP. The admittance of several terminated oil and gas
terminasi turut meningkatkan produksi migas PHE, sehingga WK increased PHE oil and gas production, making it possible
dapat berkontribusi maksimal pada pemenuhan target lifting to contribute to the maximum in fulfilling PT Pertamina
migas PT Pertamina (Persero). (Persero) oil and gas lifting target.

Tingkat produksi migas tertinggi pada tahun 2018 tercapai The highest oil and gas production level in 2018 was achieved
pada bulan Desember dengan volume produksi minyak in December with 2,577 MBO in crude oil production volume
mentah sebesar 2.577 MBO dan gas bumi mencapai 25.856 and 25,856 MMSCF gas. This achievement was mainly
MMSCF. Pencapaian ini disebabkan terutama produksi yang caused by production exceeding the target from PHE
melebihi target dari AP PHE yaitu PHE CPP , PHE Jambi Subsidiaries, which are BOB CPP, PHE Jambi Merang, PHE
Merang, PHE OK, PHE Siak, JOB Tomori, PHE NSO, PHE OK, PHE Siak, JOB Tomori, PHE NSO, PHE Salawati, PHE
Salawati, PHE Corridor, PHE Jabung dan PHE Salawati Corridor, PHE Jabung, and PHE Salawati Basin. Additionally,
Basin. Selain itu juga karena Participating Interest (PI) PHE Participating Interest (PI) of PHE OSES became 100% since
OSES menjadi 100% sejak 6 September 2018. 6 September 2018.
Sementara produksi migas terendah pada tahun 2018 ada On the other hand, the lowest oil and gas production in
di bulan Januari dengan volume produksi minyak mentah 2018 occurred in January with crude oil production volume
sebanyak 1.987 MBO dan produksi gas bumi sebesar 21.956 reached 1,987 MBO and gas production at 21,956 MMSCF.
MMSCF. Faktor yang menjadi penyebab terutama karena The main factor was some PHE Subsidiaries, PHE ONWJ,
tidak tercapainya target produksi dari AP PHE yaitu PHE PHE WMO, PHE Jambi Merang, and PHE Siak failed to
ONWJ, PHE WMO, PHE Jambi Merang, dan PHE Siak. achieve production target.
Realisasi Produksi Migas Tahun 2018

Oil and Gas Production Realization in 2018
Produksi Minyak Mentah (MBOPD) Produksi Gas Bumi (MMSCFD)

Crude Oil Production (MBOPD) Gas Production (MMSCFD)
Bulan
Month
Target Realisasi % Target Realisasi %
Realization Realization
Januari | January 64,08 61,64 96% 744,5 708,3 95%
Februari | February 64,38 62,38 97% 748,9 761,2 102%
Maret | March 65,24 63,04 97% 767,8 777,1 101%
April | April 63,16 61,96 98% 679,7 733,6 108%
Mei | MAy 64,32 63,24 98% 759,6 784,0 103%
Juni | June 64,82 62,78 97% 761,6 778,7 102%
Juli | July 64,08 61,43 96% 759,6 786,7 104%
Agustus | August 62,30 60,16 97% 742,5 815,6 110%

Produksi Minyak Mentah (MBOPD) Produksi Gas Bumi (MMSCFD)

Crude Oil Production (MBOPD) Gas Production (MMSCFD)
Bulan
Month
Target Realisasi % Target Realisasi %
Realization Realization
September | September 82,53 80,11 97% 824,6 865,0 105%
Oktober | October 85,38 84,02 98% 787,4 873,9 111%
November | November 81,21 83,46 103% 841,1 824,9 98%
Desember | December 83,12 83,50 100% 834,1 814,1 98%
Rata-rata | Average 70,41 69,00 98% 771,1 793,8 103%
Total Realisasi Produksi Migas Total Oil and Gas Production Realization
Realisasi produksi migas pada tahun 2018 mencapai 206 Realization of oil and gas production in 2018 reached
MBOEPD, atau 101% dari target RKAP Revisi sebanyak 206 MBOEPD, or 101% of the targeted 203.50 MBOEPD
203,50 MBOEPD. Pencapaian tersebut terdiri dari 137,01 in Revised RKAP. The achievement consists of 137.01
MBOEPD produksi gas dan 79,47 MBOEPD produksi MBOEPD gas production and 79.47 MBOEPD crude oil
minyak mentah. production.
• Total produksi minyak mentah pada tahun 2018 mencapai • Total crude oil production in 2018 reached 69.00 MBOPD
69,00 MBOPD atau 98% dari target RKAP Revisi sebanyak or 98% of the Revised RKAP target, which was 70.41
70,41 MBOPD. MBOPD.
• Total produksi gas pada tahun 2018 sebanyak 794 • Total gas production in 2018 reached 794 MMSCFD or
MMSCFD atau 103% dari target RKAP Revisi yang 103% of the targeted 771 MMSCFD in Revised RKAP.
mencapai 771 MMSCFD.
Pencapaian produksi minyak mentah yang belum dapat Achievements in crude oil production which have yet to fulfil
memenuhi target, terutama disebabkan: the target were primarily caused by:
• Adanya gap run rate produksi PHE ONWJ dan PHE Kampar. • Gap run rate in PHE ONWJ and PHE Kampar production.
• Tertundanya eksekusi pemboran development terkait FID • Delay in development drilling execution related to FID at
di PHE ONWJ. PHE ONWJ.
• Permasalahan sumuran di PHE WMO, PHE Kampar dan • Complications at PHE WMO, PHE Kampar, and PHE TEJ
PHE TEJ. wells.
• Faktor lain adalah unplanned shutdown terkait kebocoran • Other factors, namely an unplanned shutdown related to
pipa di PHE ONWJ dan kabel bawah laut di PHE OSES. pipe leakage at PHE ONWJ and submarine cable at PHE
OSES.
• Naiknya perolehan kondensat karena peningkatan • Increasing condensate amount due to the rise in gas
serapan gas pada PHE Jambi Merang dan PHE Tomori absorption at PHE Jambi Merang and PHE Tomori
Sulawesi. Sulawesi.
Pencapaian produksi gas bumi yang melebihi target The achievements in gas production which exceeded the
dikarenakan adanya peningkatan produksi terkait gas target was because of production increase related to gas
balance di PHE NSO-NSB. Selain itu juga ada pengambilan balance at PHE NSO-NSB. There were also taking make up
make up gas PLN di PHE Jambi Merang, serta kenaikan gas PLN at PHE Jambi Merang, as well as gas production
produksi gas bumi di beberapa Anak Perusahaan. increase in several subsidiaries.

Seluruh produksi migas PHE dilaporkan kepada Direktorat All PHE oil and gas production is reported to the Upstream
Hulu PT Pertamina (Persero), sesuai skema bagi hasil Directorate of PT Pertamina (Pesero), as per production
kemitraan, baik Indonesia Participating/Pertamina s h a r i n g s c h e m e fo r p a r t n e r s h i p, e i t h e r I n d o n e s i a
Participating Interest (IP/PPI), Joint Operating Body Participating/Pertamina Participating Interest (IP/PPI), Joint
Production Share Contract (JOB PSC) maupun Badan Operating Body Production Share Contract (JOB PSC), and
Operasi Bersama (BOB). Selanjutnya bagian produksi migas Joint Operating Body (BOB). Afterward, the reported section
yang telah dilaporkan kepada Direktorat Hulu PT Pertamina on oil and gas production became a part of PT Pertamina
(Persero) menjadi bagian dari realisasi lifting migas PT (Persero) oil and gas lifting realization.
Pertamina (Persero).
Tabel Produksi Migas PHE 2018 dan Perbandingan dengan Tahun 2017
Oil and Gas Production in 2018 and Comparison to 2017
Uraian Satuan 2018 Realisasi ∆ Realisasi

Description Unit 2017 2018 Terhadap
2017 Realisasi 2017
Target RKAP Realisasi ∆% Realization ∆ 2018
RKAP Target Realization Realization to
2017 Realization
PRODUKSI TOTAL | TOTAL PRODUCTION
Minyak Mentah | Crude Oil

Operator Domestik
19.365,1 18.679,0 96,99 21.337,5 87,5%
Domestic Operator
Non-operator Domestik
6.333,6 6.504,5 102 3.956,2 164%
Domestic Non-Operator
Luar Negeri MBO
- - - - -
Overseas
Akuisisi | Acquisition - - - 4.735,76 -
Total | Total 25.668,7 25.183,5 98 30.029,46 84%
Gas Bumi | Gas

Operator Domestik
200,78 208,20 104 189 110%
Domestic Operator
80,65 81,53 101 74,99 109%
BSCF
Luar Negeri | Overseas - - - - -
Akuisisi | Acquisition - - - 18,32 -
Total | Total 281,44 289,73 103 264,08 110%

Operator Domestik
53,06 51,18 96 58,46 86%
Domestic Operator
17,35 17,82 103 10,84 164%
MBOPD
Total | Total 70,41 69,00 98 82,3 84%


2017 Realisasi 2017
Target RKAP Realisasi ∆% Realization ∆ 2018
RKAP Target Realization Realization to
2017 Realization

Gas Bumi | Gas
Operator Domestik
550,10 570,40 104 518 110%
Domestic Operator
220,97 223,38 101 205,4 108%
MMSCFD
Total | Total 771,07 793,78 103 773,9 103%
Total Realisasi Lifting Migas Total Oil and Gas Lifting Realization
Realisasi total lifting migas pada tahun 2018 mencapai Realization of total oil and gas lifting in 2018 reached 167.57
167,57 MBOEPD, atau 98% dari target RKAP sebesar 169,74 MBOEPD, or 98% of the targeted 169.74 MBOEPD in RKAP.
MBOEPD. Jumlah tersebut terdiri dari lifting minyak mentah This number consists of 69.36 MBOPD crude oil lifting and
sebesar 69,36 MBOPD dan lifting gas bumi 98,21 MBOEPD. 98.21 MBOEPD gas lifting.
Pencapaian total lifting minyak mentah pada tahun 2018 The achievement of 69.36 MBOPD in total crude oil lifting
sebesar 69,36 MBOPD mencapai 102% dari target RKAP reached 102% of the targeted 68.09 MBOPD in RKAP.
sebanyak 68,08 MBOPD. Sementara realisasi total lifting Meanwhile, realization of total gas lifting in 2018 reached
gas bumi tahun 2018 mencapai 569 MMSCFD, atau 97% 569 MMSCFD, or 97% of the targeted 589 MMSCFD in
dari target RKAP Revisi sebesar 589 MMSCFD. Revised RKAP.
Realisasi lifting minyak mentah di atas target terutama The realization of crude oil lifting was beyond target mainly
disebabkan: because of:
• Adanya upaya optimalisasi lifting dan minimalisasi • Efforts in optimizing lifting and minimizing deadstock in
deadstock sejalan dengan program SKK Migas. accordance with SKK Migas program.
• Adanya penambahan stock available to lift dari CPI atas • Stock available to lift addition from CPI on back allocation
perhitungan back allocation di Blok CPP sebesar 80 MBO calculation at CPP Block reached 80 MBO and Siak Block
dan Blok Siak sebanyak 59 MBO. reached 59 MBO.
Faktor yang memengaruhi pencapaian realisasi gas sales Below are factors that impacted the achievement in gas
pada kurun waktu periode pelaporan, antara lain: sales realization in the reporting period:
• Terhentinya penyaluran gas dari PHE OSES ke PLTGU • Gas distribution stopping from PHE OSES to PLTGU
Cilegon sejak Juli 2018 karena adanya kebocoran pipa Cilegon since July 2018 due to Pabelokan – GMS
gas bawah laut Pabelokan – GMS, dan baru kembali online submarine gas pipeline leakage, and has only come back
sejak 01 Januari 2019. online on 01 January 2019.
• Gap run rate di PHE ONWJ. • Gap run rate at PHE ONWJ.
• Pengembalian gas balance di PHE NSO-NSB yang tidak • Returning gas balance at PHE NSO-NSB which was not
terhitung sebagai gas sales. counted as gas sales.

Migas PHE 2018 dan Perbandingan dengan Tahun 2017

PHE Oil and Gas 2018 and Comparison to 2017

Target RKAP Realisasi ∆% 2017 Realisasi 2017
RKAP Target Realization Realization ∆ 2018
Realization to
2017 Realization
TOTAL LIFTING | LIFTING TOTAL

Operator Domestik
23.651 23.823 101 21.361 2.462
Domestic Operator
1.199 1.494 125 3.855 -2.361
MBO
Akuisisi | Acquisition - - - - -
Total | Total 24.850,53 25.317,79 102 25.215,48 102,31
Gas Bumi | Gas

Operator Domestik
164,91 153,98 93 147,25 6,73
Domestic Operator
50,18 53,88 107 57,51 -3,63
BSCF
Total | Total 215,09 207,86 97 204,76 3,10
LIFTING PER HARI | LIFTING PER DAY

Operator Domestik
66,08 65,27 99 52,84 12,429
Domestic Operator
3,29 4,09 125 9,69 -5,595
MBO
Total | Total 68,08 69,36 102 62,53 6,83
Gas Bumi | Gas

Operator Domestik
451,82 421,87 93 429,12 -7,25
Domestic Operator
137,48 147,64 107 162,22 -14,58
MMSCFD
Total | Total 589,3 569,51 97 591,34 -21,83
Catatan: Note:
Angka lifting minyak yang dimaksud adalah gross lifting dari produksi PHE, The intended oil lifting number refers to gross lifting from PHE production, not
belum dibagi antara actual lifting PHE dan lifting minyak bagian Pemerintah. yet divided between PHE actual lifting and Government portion oil lifting.

Produksi Migas Berdasarkan Oil and Gas Production Based On Oil and
Blok Migas Gas Block
Produksi migas PHE pada tahun 2018 tidak dapat dipisah- PHE oil and gas production in 2018 could not be separated
pisahkan dari sumber dan proses pengelolaannya. Uraian from sources and its management process. Description in
pada bagian ini menyertakan tinjauan segmen operasi this part includes operating segment review on production
produksi berdasarkan blok migas: based on oil and gas block:
1. Blok migas dengan status sebagai Joint Operator 1. Oil and gas block with status as Joint Operator.
2. Blok migas dengan status sebagai Operator 2. Oil and gas block with status as Operator.
3. Blok migas dengan status Non Operator. 3. Oil and gas block with status as Non-Operator.
Tabel Kinerja Segmen Operasi Produksi Blok Migas Joint Operator

Operating Segment Performance on Joing Operator Oil and Gas Block Production
Blok Migas Joint Operator 2018 Realisasi ∆ Realisasi

Joint Operator Oil and Gas Block 2017 2018 Terhadap
Target Realisasi ∆% 2017 Realisasi 2017
RKAP Realization Realization ∆%
RKAP 2018 Realization to
JOB Pertamina-Talisman (Ogan Komering) Ltd.
Produksi Minyak Mentah Crude Oil Production

1,33 1,54 116 0,96 160%
(MBOPD) (MBOPD)
Produksi Gas Bumi Gas Production

4,96 5,80 117 3,00 168%
(MMSCFD) (MMSCFD)
JOB Pertamina-GSIL Raja Tempiral

0,25 0,28 112 0,29 97%
(MBOPD) (MBOPD)

0,18 0,18 100 0,20 100%
(MMSCFD) (MMSCFD)
JOB Pertamina-Talisman Jambi Merang

Produksi Minyak Crude Oil and
Mentah dan Kondensat Condensate Production 1,76 2,18 123 1,84 118%
(MBOPD) (MBOPD)

35,50 43,42 122 35,80 121%
(MMSCFD) (MMSCFD)
JOB Pertamina-Petrochina East Java

1,17 1,39 118 2,28 61%
(MBOPD) (MBOPD)

1,70 3,09 182 3,00 92%
(MMSCFD) (MMSCFD)


BOB Bumi Siak Pusako-Pertamina Hulu (PHE Rokan CPP)

5,09 5,43 107 5,81 93%
(MBOPD) (MBOPD)

0 0 0 0 0
(MMSCFD) (MMSCFD)
JOB Pertamina-Medco E&P Tomori Sulawesi

3,61 3,84 106 3,74 103%
(MBOPD) (MBOPD)

147,32 154,16 105 147,70 104%
(MMSCFD) (MMSCFD)
JOB Pertamina-Petrochina Salawati

0,67 0,81 121 1,12 72%
(MBOPD) (MBOPD)

1,64 1,88 114 2,00 83%
(MMSCFD) (MMSCFD)

Tabel Kinerja Segmen Operasi Produksi Blok Migas Operator

Operating Segment Performance on Operator Oil and Gas Block Production
Blok Migas Joint Operator 2018 Realisasi ∆ Realisasi 2018

Joint Operator Oil and Gas Block 2017 Terhadap Realisasi
Target Realisasi ∆% 2017 2017
PHE ONWJ
Produksi Minyak Crude Oil Production

29,24 26,42 90 31,56 84%
Mentah (MBOPD) (MBOPD)

144,77 99,72 69 120 83%
(MMSCFD) (MMSCFD)
PHE WMO

4,77 4,57 96 5,92 77%

103,07 106,25 103 92,7 115%
(MMSCFD) (MMSCFD)
Blok Siak

1,81 1,82 101 1,99 91%

0 0 0 0 0
(MMSCFD) (MMSCFD)
Blok Kampar

1,47 1,05 71 1,29 81%

0 0 0 0 0
(MMSCFD) (MMSCFD)
Blok NSB

1,86 1,76 95 2,05 86%

54,26 65,67 121 65,60 100%
(MMSCFD) (MMSCFD)
Blok NSO

0,06 0,10 173 0,06 163%

56,65 90,20 159 46,80 193%
(MMSCFD) (MMSCFD)

Tabel Kinerja Segmen Operasi Produksi Blok Migas Non-Operator

Tabel Kinerja Segmen Operasi Produksi Blok Migas Non-Operator

Blok Kakap | Kakap Block

0,24 0,23 96 0,26 89%
3,64 4,30 118 4,00 107%
(MMSCFD) (MMSCFD)
Blok Corridor | Corridor Block

0,56 0,70 125 0,72 97%
94,00 102,05 109 97,00 106%
(MMSCFD) (MMSCFD)
Blok Jabung | Jabung Block

1,84 2,14 116 1,94 110%
35,47 39,70 112 36,00 109%
(MMSCFD) (MMSCFD)
Blok South Jambi | South Jambi Block
Produksi Minyak Crude Oil Production Tidak berproduksi

0 0 0 0
Mentah (MBOPD) (MBOPD) Tidak berproduksi
Produksi Gas Bumi Gas Production Tidak berproduksi

0 0 0 0
(MMSCFD) (MMSCFD) Tidak berproduksi
Blok OSES | OSES Block

13.983 13.858 99 6,49 213%
53,79 41,67 77 28,9 144%
(MMSCFD) (MMSCFD)
Blok Salawati Basin | Salawati Basin Block

0,40 0,46 115 0,42 109%
1,96 2,11 108 2,0 107%
(MMSCFD) (MMSCFD)
Blok Tengah Kalimantan | Central Kalimantan Block

0,10 0,13 134 0,22 59%
4,11 5,98 145 9,8 61%
(MMSCFD) (MMSCFD)
Blok Makassar Strait | Makassar Strait Block

0,13 0,16 126 0,19 83%
0,32 0,21 65 0,40 49%
(MMSCFD) (MMSCFD)
Blok Natuna A | Natuna A Block

0,10 0,14 131 0,13 104%
27,66 27,35 99 27,30 100%
(MMSCFD) (MMSCFD)

Direktorat Produksi & Operasi Production & Operation Directorate
Tujuan kegiatan operasi segmen usaha Operasi & Produksi The Operation & Production business segment aims to
adalah mempertahankan dan meningkatkan produksi migas, maintain and increase oil and gas production, existing
efisiensi pengelolaan produksi eksisting (maintain base production management (maintain base production), and
production) dan efisiensi biaya pengangkatan migas dengan cost efficiency in oil and gas lifting with oil and gas production
parameter utama kinerja produksi migas, biaya produksi, performance, production cost, and the remaining oil and gas P1
sisa cadangan P1 migas. Kegiatan operasi dan produksi reserves as main parameters. PHE’s oil and gas operation and
migas PHE menjadi bagian dari tugas dan tanggung jawab production activities are included in duties and responsibilities
Direktorat Operasi & Produksi, yang dipimpin Direktur of Operation & Production Directorate, which led by Operation
Operasi & Produksi dan dibantu VP Production Asset & Production Director and assisted by VP Production Asset
Management serta VP Operation & Production. Management as well as VP Operation & Production.
Fungsi Production Asset Management memiliki tugas dan Production Asset Management Function has duties and
tanggung jawab: mengelola aset/Anak Perusahaan (AP) responsibilities as follows: to maintain assets/subsidiaries
PHE Non-Operator yang berada dalam fase produksi dan (AP) of Non-Operator PHE which are in production phase
mengevaluasi permintaan dana dari mitra berbasis pada and evaluate fund demands from partnership-based
kemitraan (partnerships) dalam rangka memaksimalkan business partners in order to maximize asset value and
nilai aset dan menuju kinerja unggul (operational excellence) toward continuous operational excellence.
berkesinambungan.
Fungsi Operation & Production memiliki tugas dan tanggung O p e rat i o n & P ro d u c t i o n Fu n c t i o n h a s d u t i e s a n d
jawab: melakukan perencanaan produksi terintegrasi pada responsibilities as follows: planning integrated production on
AP produksi baik dalam RKAP maupun RJPP, monitoring AP production in RKAP and RJPP, monitoring AP Production
terhadap AP Produksi untuk pencapaian target RKAP & RJPP, to achieve the targets in RKAP & RJPP, providing assistance
memberikan asistensi terhadap AP PHE untuk melakukan to AP PHE and other Pertamina Subsidiaries, such as
sinergi operasi bersama, baik antar AP PHE maupun dengan Pertamina EP & PDSI, giving control for operation and
Anak Perusahaan Pertamina yang lain seperti Pertamina drilling activities in all AP PHE, and performing development
EP & PDSI, memberikan kontrol untuk kegiatan operasi to Operation & Production Function workers continuously
pada kegiatan pemboran di semua AP PHE dan melakukan through Talent Manatement Meeting (TMM), cooperating
pembinaan pekerja Fungsi Operasi & Produksi secara with HR & GA PHE Team.
berkesinambungan melalui Talent Management Meeting
(TMM), bekerja sama dengan Fungsi HR & GA PHE.
Meskipun organisasi PHE berbasis fungsional, namun dalam Despite its functional based organization, in managing
mengelola aset dan memaksimalkan nilai aset harus dilihat assets and maximizing its value PHE comprehensively
dan dievaluasi secara komprehensif dan lintas fungsi. Untuk observes and evaluates based on cross-function. Therefore,
itu diperlukan koordinasi yang kuat, dalam hal ini fungsi solid coordination is necessary, especially Production
Production Assets Management (PAM) bertindak sebagai Assets Management (PAM) function as coordinator (Assets
koordinator (assets holder) pada aset Non-Operator yang Holder) in Non-Operator assets, which are in production
berada dalam fase produksi. phase.
Struktur Organisasi Direktorat Operasi Organizational Structure of Operation

& Produksi & Production Directorate
Kegiatan operasi dan produksi menjadi tanggung jawab The operation and production activities are under the
Direktorat Operasi dan Produksi, dibantu oleh VP Production responsibility of Operation and Production Directorate,
Asset Management dan VP Operation & Production serta assisted by VP Production Asset Management and VP
GM Production Asset. Operation and Production, as well as GM Production Asset.

Struktur Organisasi Direktorat Operasi & Produksi

Organizational Structure of Operation & Production Directorate
OPERATION & PRODUCTION

DIRECTOR
EXECUTIVE SECRETARY
VP PRODUCTION ASSET GENERAL MANAGER GENERAL MANAGER

MANAGEMENT PHE WMO PHE SIAK & KAMPAR
VP OPERATION & GENERAL MANAGER PHE GENERAL MANAGER

PRODUCTION ONWJ PHE NSO & PHE NSB
Proses bisnis utama operasi & produksi, terdiri dari: Main business process of the operation & production are as
follows:
• Pengelolaan setiap kegiatan perawatan, perbaikan • Managing maintenance activities, facilities improvement
dan modifikasi fasilitas, optimasi produksi, operasional and modification, production optimization, development
pengembangan (infill development drilling dan wellworks), operational (infill development drilling and wellworks),
kegiatan shutdown terencana, minimalisir shutdown tidak planned shutdown activities; minimizing unplanned
terencana dan penentuan profil produksi melalui Quarterly shutdown, as well as determining production profile
Production Improvement Forum (QPIF) dan proses tracking through Quarterly Production Improvement Forum (QPIF)
setiap mingguan. and weekly tracking process.
• Pengelolaan kompetensi pekerja operasi & produksi • Managing operation & production workers’ competence
guna memastikan kompetensi teknis setiap pekerja in order to ensure technical competence of each worker
melalui serangkaian proses penentuan job profile, through series of job profile, training program, competence
program pelatihan, pengembangan kompetensi, penilaian development, competence assessment, and feedback
kompetensi dan evaluasi umpan balik. evaluation.
• Penerapan Enterprise Asset Management System (EAMS) • Implementing Enterprise Asset Management System
untuk mengatur kegiatan preventive dan corrective actions (EAMS) to organize preventive and corrective actions in
dalam merawat peralatan di lapangan. maintaining equipment in the field.
• Sistem Sinergi Optimalisasi Produksi (SSOP) dan • Synergy System of Production Optimization (SSOP) and
Maximize Oil Recovery Effort (MORE). Maximize Oil Recovery Effort (MORE).
• Penyelenggaraan Rapat TCM-OCM dan special workshop • Organizing TCM-OCM Meeting and special workshop
dengan partner. with partner.
Fungsi Operasi dan Produksi sebagai holding berkontribusi The Operation and Production Function as a holding
dalam: contributes in:
• Melakukan perencanaan produksi terintegrasi pada AP • Planning integrated production on AP production in RKAP
produksi baik dalam RKAP maupun RJPP. and RJPP.
• Melakukan pengelolaan asset management pada AP IP/ • Managing asset on AP IP/IPP for generating high profit to
PPI agar dapat memberikan profit yang tinggi kepada PHE. PHE.

• Monitoring terhadap AP Produksi untuk pencapaian target • Monitoring AP Production to achieve RKAP & RJPP target.
RKAP & RJPP.
• Memberikan asistensi terhadap AP PHE untuk melakukan • Providing assistance to AP PHE for a synergy in collective
sinergi operasi bersama, baik antar AP PHE maupun operation, among AP PHE and other PT Pertamina
dengan Anak Perusahaan PT Pertamina (Persero) yang (Persero) Subsidiaries, such as Pertamina EP & PDSI.
lain seperti Pertamina EP & PDSI.
a. Penggunaan rig bersama PHE WMO & PEP Poleng. a. Collectively using Rig with PHE WMO & PEP Poleng.
b. Penggunaan rig service bersama PHE Kampar & PEP b. Collectively using Rig service with PHE Kampar & PEP
Lirik. Lirik.
c. Operasi produksi bersama PHE WMO & PEP Poleng, c. Production operation with PHE WMO & PEP Oleng,
PHE Kampar & PEP Lirik. PHE Kampar & PEP Lirik.
• Pengelolaan aset bersama melalui Material Transfer • Managing collective Asset through Material Transfer
Agreement (MTA) & farm in contract untuk optimasi Agreement (MTA) & farm in contract for productio
produksi (MTA JOB PTOK & JOB PGSIL, MTA BOB PT optimization (MTA JOB PTOK & JOB PGSIL, MTA BOB &
BSP - Pertamina Hulu & PHE Kampar). PHE Kampar).
• Pemanfaatan alokasi gas bersama untuk pemenuhan buyer • Utilizing collective gas allocation for fulfilling gas buyer
gas (PHE Tomori dan PEP Matindok untuk pemenuhan (PHE Tomori and PEP Matindok to meet DSLNG needs).
kebutuhan DSLNG).
• Memberikan kontrol untuk kegiatan operasi pada • Providing control for operation activities on drilling activities
kegiatan pemboran pada AP Eksplorasi untuk menunjang in AP Exploration to uphold 2C target achievement and
pencapaian target 2C dan Operasi Pemboran sumur Development well Drilling Operation in AP Exploitation.
Pengembangan pada AP Eksploitasi.
• Melakukan pembinaan pekerja fungsi Operasi & Produksi • Performing development on Operation & Production
secara berkesinambungan melalui Talent Management function workers continuously through Talent Management
Meeting (TMM), bekerja sama dengan Fungsi HR & GA Meeting (TMM), collaborating with PHE HC & GA Team.
PHE.

Tinjauan Operasi Segmen Usaha

Konsultasi Bisnis dan Manajemen Portofolio
Operation Review On Business Consulting and Portfolio
Management Business Segment
PHE mengelola dan mengembangkan portofolio atas PHE manages and develops portfolio on all subsidiaries,
seluruh Anak Perusahaan, perusahaan patungan dan joint ventures, and affiliations operating in upstream
perusahaan afiliasi yang bergerak di dalam usaha hulu and downstream business activities, both in the country
dan kegiatan usaha hilir, baik di dalam maupun luar negeri. and overseas. Up to the end of 2018, PHE managed 58
Sampai dengan akhir tahun 2018, PHE mengelola 58 Anak subsidiaries with various business criteria, namely various
Perusahaan dengan berbagai kriteria bisnis, yaitu various partnerships, PSC timing, and PSC terms and resources.
partnership, PSC timing, PSC terms dan resources.
Banyaknya jumlah Anak Perusahaan dan berbagai With the large number of subsidiaries and various business
kriteria bisnis pada masing-masing Anak Perusahaan, criteria in each subsidiary, PHE needs an integrated
membutuhkan bentuk portofolio PHE yang terintegrasi. portfolio. This is a result ofmchange in approach following
Hal ini tidak terlepas dari perubahan pendekatan menyusul the world oil price volatility. Previously, with a relatively
volatilitas harga minyak dunia. Bila sebelumnya saat harga high oil price the approach was to boost production by
minyak relatif tinggi maka pendekatan yang dilakukan disregarding production cost (production at any cost). The
adalah menggenjot produksi dengan mengabaikan biaya downward trend in oil price movements in the last several
produksi (production at any cost). Pergerakan harga minyak years caused PHE to optimize production based on ‘value
yang cenderung menurun dalam beberapa tahun terakhir, creation’ by upholding the economy of each asset and asset
menjadikan PHE melakukan upaya optimalisasi produksi, diversification, focusing on revenue as well as profit.
mengacu pada “value creation” dengan mempertahankan
keekonomian setiap aset dan diversifikasi aset, yang fokus
pada pendapatan serta profit.
Untuk mendukung pendekatan tersebut, strategi yang In order to support the approach, below are strategies
dilakukan PHE adalah: conducted by PHE:
1. Strategi & Optimalisasi Kinerja Perusahaan (AP & PHE). 1. Company Performance Strategies & Optimization (AP & PHE).
2. Planning terintegrasi antara Portofolio, Aspirasi 2. Integrated planning in Portfolio, Company Aspiration,
Perusahaan, RJPP dan RKAP. RJPP, and RKAP.
3. Identifikasi masing-masing aset AP berdasarkan 3. Identification of each AP asset based on a new paradigm,
paradigma baru “Portofolio PHE”. ‘PHE Portfolio’.
Pengelolaan portofolio bertujuan memaksimalkan value Portfolio management aims to maximize value of each asset,
setiap aset, menentukan keseimbangan setiap proyek, determine balance in each project, ensure the conformity
memastikan pengelolaan portofolio setiap aset selaras of portfolio management to main corporate strategies, and
dengan strategi utama korporasi dan memastikan terjadinya guarantee an optimization even with limited resources.
optimalisasi proyek sekalipun dengan sumber daya terbatas. Portfolio management in each PHE asset is considered
Manajemen portofolio untuk setiap aset di PHE merupakan important in decision making to reserve continuity in the
kegiatan penting dalam proses pengambilan keputusan future, including maintained and developed assets, assets
untuk menjaga kesinambungan pada masa mendatang, requiring additional participating interest (PI), and assets
meliputi aset yang harus dipertahankan dan dikembangkan, requiring divestment.
aset yang perlu penambahan Participating Interest (PI) nya,
dan aset yang perlu didivestasi.

Untuk penentuan strategi portofolio, maka dilakukan To determine portfolio strategis, series of process are
serangkaian proses, yaitu perencanaan keekonomian dan conducted, such as economy and integration planning,
integrasi, manajemen ekonomi aset, dan risk profile setiap asset economy managrent, and risk profile on each asset.
aset. Setelah dilakukan evaluasi menyeluruh atas seluruh After performing a thorough evaluation on all PHE assets,
aset PHE, maka dapat ditentukan kategori aset ke dalam asset categories could be determined into three scenarios,
tiga skenario, yaitu: low case, mid case dan high case. Setiap which are: low case, mid case, and high case. Each scenario
skenario memiliki dampak yang berbeda, yaitu: low impact, has different impact, namely: low impact, mid impact, and
mid impact dan high impact. high impact.
Dengan mengimplementasikan model portofolio ini, By implementing this portfolio model, the Company is
Perusahaan diharapkan dapat memetakan setiap aset, expected to map each asset, including determining future
berikut penentuan strategi yang akan diterapkan, yaitu strategies, such as growth strategy, sustain strategy, and
growth strategy, sustain strategy, terminate strategy dan additional participating interest in existing asset or new
perlu penambahan participating interest di aset eksisting prospective assets acquisition.
atau akuisisi aset-aset baru yang prospektif.
Sesuai dengan proses bisnisnya, portofolio PHE meliputi In accordance with its business process, PHE portfolio
lima bidang usaha industri hulu migas, yakni: covers five lines of business in upstream oil and gas industry:
1. Menjalankan usaha pertambangan minyak dan gas bumi; 1. Performing oil and gas mining business;
2. Menjalankan usaha di bidang energi baik yang terkait 2. Operating business in energy sector, direct and indirect
langsung maupun tidak langsung dengan minyak dan gas to oil and gas;
bumi;
3. M e l a ku ka n p e nye r t a a n s a h a m d a n ke p e m i l i ka n 3. Carrying out investment in shares and participating
participating interest di dalam dan di luar negeri; interest ownership in the country and overseas;
4. M e n y e l e n g g a r a k a n k e g i a t a n j a s a k o n s u l t a s i 4. Organizing business development consulting service and
pengembangan bisnis dan manajemen portofolio; portfolio management;
5. Menyelenggarakan kegiatan usaha penunjang lain yang 5. Carrying out other supporting business activities which
secara langsung maupun tidak langsung menunjang directly and indirectly enhance the business activities.
kegiatan usaha tersebut.
Sampai dengan akhir tahun 2018, kegiatan utama untuk By the end of 2018, main activities performed to support
mendukung lima bidang usaha yang menjadi portofolio the five lines of business of PHE business portfolio are as
bisnis PHE meliputi: follows:
• Kegiatan Eksplorasi untuk mendapatkan cadangan baru; • Exploration Activities for obtaining new reserves;
• K e g i a t a n P e n g e m b a n g a n u n t u k m e n u n j a n g • Development Activities for supporting production
kesinambungan produksi; continuity;
• Kegiatan Ekploitasi, terbagi menjadi segmen minyak • Exploitation Activities were divided to crude oil and gas
mentah dan segmen gas bumi; segments;
• Kegiatan Operasi dan Produksi untuk mengelola dan • Operation and Production Activities for managing and
mengembangkan operasi dan portofolio dalam bentuk developing operation and portfolio in the form of JOB-PSC,
kerja sama JOB-PSC, BOB dan PI/PPI; BOB, and PI/PPI;
• Kegiatan Komersial untuk proses Perjanjian Jual Beli dan • Commercial Activities for Purchase Agreement and lifting
lifting dalam mendistribusikan produk ke pelanggan. process to distribute products to the customers.

Tantangan Operasi dan Challenges In AP Operation and

Produksi AP Production
Dalam mengelola portofolio bisnis, manajemen PHE In managing business portfolio, the management of PHE
mengidentifikasi beberapa hal yang menjadi tantangan identified several issues that became the operation
utama operasi produksi adalah: production main challenges:
Organic Growth Organic Growth

• P e l a k s a n a a n k e g i a t a n e k s p l o r a s i , p e m b o r a n • Exploration activities, development drilling, workover and
pengembangan, kerja ulang dan perawatan sumur dalam well maintenance in balancing natural production decrease
mengimbangi penurunan produksi alami dari lapangan from existing fields and and increasing production.
eksisting dan juga untuk peningkatan produksi.
• Pengembangan lapangan baru dengan pemilihan • New field development by selecting reliable contractors
kontraktor dan teknologi yang handal untuk peningkatan and technology for production increase as per planned
produksi sesuai dengan jadwal yang direncanakan. schedule.
• Kegiatan operasional produksi dalam menunjang • Operational activities in production to support operation
keselamatan operasi, kehandalan fasilitas, kualitas safety, facility reliability, production quality, as well as
produk serta pengelolaan optimasi kegiatan kehilangan optimization management of planned shutdown and
produksi terencana (planned shutdown) dan tak terencana unplanned shutdown.
(unplanned shutdown).
Non Organic Growth Non Organic Growth

• Kinerja aset yang dibeli sebagian sahamnya oleh PT • Assets performance which shares were partially bought
Pertamina (Persero) Direktorat Pengelolaan Investasi dan by PT Pertamina (Persero), Investment Management
Manajemen Risiko (PIMR) yang kemudian dikelola oleh and Risk Management Directorate (PIMR) which then
PHE. managed by PHE.
Tantangan Utama Operasional Operational Main Challenges

• Rasio keberhasilan kegiatan eksplorasi, pemboran • Success ratio on exploration activities, development
pengembangan, kerja ulang dan perawatan sumur. drilling, workover, and well maintenance.
• Pengembangan fasilitas produksi dari sisi teknologi dan • Production facilities development based on higher quality
biaya yang semakin tinggi. of technology and cost.
• Keamanan dan keselamatan operasi atas pekerja, • Operation safety on workers, environment, and facilties.
lingkungan dan fasilitas.
• Kehandalan dan integritas peralatan dan fasilitas. • Reliability and integrity of equipment and facilities.
• Persetujuan dan dukungan atas kegiatan kerja dari • Approval and support for work activitives from Pertamina
PT Pertamina (Persero), mitra dan SKK Migas serta (Persero), business partners, and SKK Migas, as well as
persetujuan perijinan terkait. related permits approval.
• Kondisi lingkungan dan sosial masyarakat. • Environment condition and social community.
Tantangan Utama Pengembangan/Inovasi System Development/Innovation Main

Sistem Challenges
• Dukungan dari pekerja untuk melakukan pengembangan/ • Support from workers in performing development/
inovasi/perubahan sistem yang sudah biasa dilakukan. innovation/changes of system was considered common.
• Dukungan dari mitra untuk melakukan pengembangan/ • S u p p o r t f ro m b u s i n e s s p a r t n e r s i n p e r fo r m i n g
inovasi, termasuk perbedaan strategi bisnis dan/atau nilai development/innovation, including differences of business
keekonomian dari kegiatan tersebut. strategies and/or economy value from the activities.
• Ketersediaan teknologi tepat guna yang mendukung • Availability of appropriate technology that supported
pengembangan/inovasi sistem yang layak secara economically feasible system development/innovation
keekonomian.

Kontribusi Operasi Produksi PHE Operation Production Contribution of

Sebagai Holding PHE as a Holding
Pengelolaan portofolio menempatkan PHE sebagai holding Portfolio management made PHE as a holding and helps
dan memberikan kontribusi pada PT Pertamina (Persero) contribution to PT Pertamina (Persero) through oil and gas
melalui produksi migas yang menjadi bagian dari PHE. Selain production which became a part of PHE. Additionally, the
itu Perusahaan juga berkontribusi secara tidak langsung Company also contributes indirectly to several events that
pada beberapa hal yang menunjang kegiatan operasi support oil and gas operation and production activities:
maupun produksi migas:
• Perencanaan produksi terintegrasi pada Anak Perusahaan • Integrated production planning on Subsidiaries’ production,
produksi baik dalam RKAP maupun RJPP. both in RKAP and RJPP.
• Pengelolaan aset management pada Anak Perusahaan IP/ • Managing assets on Subsidiaries’ IP/PPI in order to gain
PPI agar dapat memberikan profit yang tinggi kepada PHE. higher profit to PHE.
• Monitoring terhadap AP Produksi untuk pencapaian target • Monitoring Subsidiaries’ Production to achieve the targets
RKAP & RJPP. in RKAP and RJPP.
• Memberikan asistensi terhadap Anak Perusahaan PHE untuk • Providing assistance to PHE Subsidiaries to establish
melakukan sinergi operasi bersama, baik antar Anak Perusahaan shared operation synergy, either among PHE Subsidiaries
PHE maupun dengan Anak Perusahaan PT Pertamina (Persero) and other PT Pertamina (Persero) subsidiaries, such as PT
yang lain seperti PT Pertamina EP & PT PDSI. Pertamina EP, and PT PDSI.
a. Penggunaan rig bersama PHE WMO & PEP Poleng a. Utilizing Rig together with PHE WMO and PEP Poleng
b. Penggunaan rig service bersama PHE Kampar & PEP b. Utilizing Rig service together with PHE Kampar and PEP
Lirik Lirik
c. Operasi produksi bersama PHE WMO & PEP Poleng, c. Performing operation production together with PHE
PHE Kampar & PEP Lirik. WMO and PEP Poleng, PHE Kampar and PEP Lirik

• Pengelolaan Aset bersama melalui material transfer • Managing assets through material transfer asset (MTA)
agreement (MTA) & farm in contract untuk optimasi & farm in contract for production optimization. (MTA JOB
produksi. (MTA JOB PTOK & JOB PGSIL, MTA BOB PT PTOK & JOB PGSIL, MTA BOB PT BSP - Pertamina Hulu
BSP - Pertamina Hulu & PHE Kampar). & PHE Kampar).
• Pemanfaatan alokasi gas bersama untuk pemenuhan • Utilizing shared gas allocation to meet the needs of gas
pembeli gas (PHE Tomori dan PEP Matindok untuk buyer. (PHE Tomori and PEP Matindok to fulfill DSLNG
pemenuhan kebutuhan DSLNG). needs).
• Memberikan kontrol untuk kegiatan operasi pada • Providing control for operation activities in drilling
kegiatan pemboran pada AP eksplorasi untuk menunjang activities on Subsidiaries’ exploration to support 2C target
pencapaian target 2C dan operasi pemboran sumur achievement and Drilling Operation of development well
pengembangan pada AP Eksploitasi. in Subsidiaries’ Exploitation.
• Melakukan pembinaan pekerja Fungsi Operasi & Produksi • Performing development for Operation & Production
secara berkesinambungan melalui Talent Management function workers continuously through Talent Management
Meeting (TMM), bekerja sama dengan Fungsi HR & GA Meeting (TMM), cooperating with HR & GA PHE.
PHE.
Organisasi SSO dan Pencapaian SSO Organization and Achievements

2018 in 2018
Salah satu langkah strategis PHE untuk mengoptimalkan One of the strategic steps of PHE in optimizing operation
kegiatan operasi pada segmen usaha konsultasi bisnis dan activities in business consulting and portfolio management
manajemen portofolio, adalah dengan membentuk Shared business segment is by establishing Shared Service
Service Organization (SSO). Pengembangan SSO dimulai Organization (SSO). The development of SSO was started
tahun 2015 dengan terbitnya Surat Perintah No.Prin-020/ in 2015 upon the issuance of Instruction Letter Number Prin-
PHE000/2015-S0 tentang Tim Penyusunan SSO. 020/PHE000/2015-S0 on SSO Preparation Team.
Fokus implementasi SSO adalah fungsi kewenangan The focus of SSO implementation is to operate as an
(enabler) di setiap Anak Perusahaan. Sebelum SSO, fungsi enabler function at each subsidiary. Prior to SSO, the
kewenangan memiliki kebijakan dan sistem masing-masing enabler function had its own policies and systems, which
sehingga ada potensi redundancy, penggunaan SDM led to potential redundancy, inefficient HC, high cost, lack of
cenderung kurang efisien, pengeluaran biaya yang besar, bargaining position, and tiered bureaucracy. Through SSO
kurangnya posisi tawar serta birokrasi berjenjang. Melalui implementation, PHE could organize the enabler function
penerapan SSO maka PHE melakukan penataan pada which includes:
fungsi kewenangan yang meliputi:
1. Standardisasi proses bisnis, organisasi, pedoman/SOP/ 1. Standardizing business process, organization, guidelines/
sistem, pengelolaan SDM, dan fasilitas kerja. SOP/system, HC management, and work facilities.
2. Percepatan proses kerja melalui integrasi data dan 2. Accelerating work process through an integration of data,
anggaran dan pengelolaan Fungsi. budget, and Function management.
3. Efisiensi proses kerja melalui integrasi proses pengadaan, 3. Performing work process efficiency through an
alignment kegiatan, dan optimalisasi penggunaan SDM. integration of procurement process, activities alignment,
HC optimization.
Pembentukan SSO direalisasikan tahun 2017 setelah The establishment of SSO was realized in 2017 after
mendapatkan persetujuan SKK Migas melalui Surat acquiring an approval from SKK Migas through Decree
Keputusan No.SRT-0587/SKKMI1000/2017/S8. Secara Number SRT-0587/SKKM1000/2017/S8. PHE implements
bertahap dan berkelanjutan, PHE menerapkan SSO secara the SSO thoroughly, gradually, and sustainably for
penuh untuk fungsi kewenangan yang terintegrasi dan integrated authority functions, including all Subsidiaries.
meliputi seluruh AP.

Pendapatan dan Profitabilitas Usaha

Revenue and Operating Profitability
Secara umum PHE mampu menjaga pendapatan usaha In general, PHE was able to maintain revenue and profitability
dan profitabilitas selama tahun 2018. Strategi efisiensi dan throughout 2018. Efficiency strategies and sustainable
inovasi berkelanjutan, mampu menekan biaya produksi innovation suppressed production cost despite the
meski Perusahaan dihadapkan pada dinamika harga minyak dynamics in fluctuative world oil price faced by the Company.
dunia yang mengalami fluktuasi.
Pencapaian Pendapatan Usaha pada tahun 2018 mencapai The achievement in Revenue in 2018 reached US$2,528.09
US$2.528,09 juta, atau tumbuh 14,80% dibanding target million, or grew by 14.8% compared to the targeted
RKAP Revisi US$2.202,53 juta. Sementara perolehan Laba US$2,202.53 million in the Revised RKAP. Meanwhile, the
Bersih tahun 2018 sebesar US$476,73 juta atau tumbuh Net Profit in 2018 amounted to US$476.73 million or grew
46,06% dibanding target RKAP 2018 yang mencapai by 46.06% compared to the targeted US$326.40 million in
US$326,40 juta. 2018 RKAP.
Realisasi Pendapatan Usaha di atas target terutama The above target realization in revenue was mainly caused
disebabkan karena realisasi entitlement minyak mentah dan by higher crude oil and gas entitlement realization than the
gas bumi yang lebih tinggi dari target, serta realisasi rata- target, as well as average gas price which was realized at
rata harga gas bumi sebesar US$6,45 per MMBTU yang US$6.45 MMBTU, higher than the average assumption price
lebih tinggi dari asumsi harga rata-rata RKAP Revisi sebesar of US$6.00 MMBTU in the Revised RKAP. Meanwhile, the
US$6,00 per MMBTU. Sedang realisasi Laba Bersih di atas exceeding Net Profit realization was due to higher realization
target terutama karena lebih tingginya realisasi pendapatan in revenue and lower operating expenses realization.
dan lebih rendahnya realisasi beban usaha.
Selanjutnya dalam pengungkapan informasi pendapatan Futher in information disclosure of revenue and profitability
usaha dan profitabilitas dalam Laporan ini, diuraikan in this Report, it is described based on the existing oil and
berdasarkan pengelompokan blok migas yang berlangsung gas block groupings at PHE, namely:
di PHE, yakni:
1. Blok migas dengan status sebagai Joint Operator. 1. Oil and gas block with Joint Operator status.
2. Blok migas dengan status sebagai Operator. 2. Oil and gas block with Operator status.
3. Blok migas dengan status Non-Operator. 3. Oil and gas block with Non-Operator status.
Pendapatan dan Profitabilitas Blok Revenue and Profitability of Joint

Migas Joint Operator Operator Oil and Gas Block
• Total realisasi Pendapatan dari blok migas joint operator • Total realization of Revenue from joint operator oil and
pada tahun 2018 mencapai US$587,51 juta, naik US$168,99 gas block in 2018 reached US$587.51 million, increased
juta atau 40,38% dibanding tahun 2017 sebesar US$418,52 by US$168.99 million or 40.38% compared to US$418.52
juta. million in 2017.
• Realisasi Beban selama tahun 2018 mencapai US$201,19 • Expenses realization in 2018 reached US$201.19 million,
juta, berkurang US$31,21 juta atau 13,43% dibanding tahun decreased by US$31.21 million or 13.43% compared to
2017 sebesar US$232,40 juta. US$232.40 million in 2017.
• Realisasi Pendapatan/Beban lainnya pada tahun 2018 • Other Revenues/Expenses realization in 2018 was
sebesar US$24,70 juta, naik US$43,06 juta atau 234,51% US$24.70 million, increased by US$43.06 million or
dibanding tahun 2017 yang merugi US$18,38 juta. 234.51% compared to US$18.38 million loss in 2017.

Realisasi perolehan Laba segmen dari blok migas joint Realization of segment’s Profit provided from the joint
operator selama kurun waktu periode pelaporan sebesar operator oil and gas block throughout the reporting period
US$258,88 juta, bertambah US$178,07 juta atau 220,36% amounted to US$258.88 million, growing by US$178.07
dibanding tahun 2017 yang mencapai US$80,79 juta. million or 220.36% compared to US$80.79 million in 2017.
Perolehan Laba dari blok migas joint operator pada tahun The Profit from joint operator oil and gas block in 2018
2018 berkontribusi 54,60% dari total perolehan Laba seluruh contributed 54.60% of the total Profit accumulated from all
segmen blok migas pada kurun waktu periode pelaporan. oil and gas block segments within the reporting period. The
Besaran kontribusi tersebut lebih tinggi dibanding tahun said amount was higher than 2017, which reached 26.20%
2017 yang mencapai 26,20% terhadap perolehan Laba to the total profit of all oil and gas block segments.
seluruh segmen blok migas.
Tabel Pendapatan dan Profitabilitas Blok Migas Joint Operator

Revenue and Profitability of Joint Operator Oil and Gas Block
Uraian 2018 2017 2016 ∆%

(Dalam US$Ribu)
Description (In Thousand US$) 1 2 3 1:2 2:3
Pendapatan | Revenue 587,51 418,52 383,16 40,38 9,23
Pendapatan
Crude Oil Revenue 177,67 175,53 158,19 1,22 10,96
Minyak Mentah
Pendapatan
Gas Revenue 379,43 216,46 197,39 75,29 9,66
Gas Bumi
DMO Free-
DMO Free-Crude Oil 30,41 26,53 27,57 14,61 -3,78
Crude Oil
Beban | Expense -201,19 -232,4 -210,68 -13,43 10,31
Pendapatan/ Revenues/
24,70 -18,36 2,08 -234,51 962,38
Beban Lainnya Expenses
Beban Pajak
Income Tax Expense -152,13 -86,95 -45,59 74,97 90,74
Penghasilan
Laba | Profit 258,88 80,81 128,98 220,36 -37,36

Pendapatan Dan Profitabilitas Blok Revenue and Profitability of Operator

Migas Operator Oil and Gas Block
• Total realisasi perolehan Pendapatan blok migas • Total Revenue realization of operator oil and gas block in
operator selama kurun waktu periode pelaporan sebesar the reporting period amounted to US$1,547.80 million,
US$1.547,80 juta, naik US$416,01 juta atau 36,76% increased by US$416.01 million or 36.76% compared to
dibanding tahun 2017 yang mencapai US$1.131,79 juta. US$1,131.79 million in 2017.
• Realisasi Beban pada tahun 2018 menjadi US$949,70 juta, • Expenses realization in 2018 became US$949.70 million,
naik US$130,67 juta atau 15,95% dibanding tahun 2017 increased by US$130.67 million or 15.95% compared to
sebesar US$819,03 juta. US$819.03 million in 2017.
• Realisasi Pendapatan/Beban Lainnya pada tahun 2018 • Other Revenues/Expenses realization in 2018 amounted
sebesar US$272,33 juta, naik US$438,60 juta atau to US$272.33 million, increased by US$438.60 million or
263,79% dibanding tahun 2017 yang mencapai US$166,27 263.79% compared to US$166.27 million in 2017.
juta.
Realisasi perolehan Laba segmen dari blok migas operator The realization of Profit from operator oil and gas block
pada kurun waktu periode pelaporan sebesar US$105,16 throughout the reporting period amounted to US$105.16
juta, berkurang US$80,43 juta atau 43,34% dibanding tahun million, decreasing by US$80.43 million or 43.34% compared
2017 sebesar US$185,59 juta. Perolehan Laba blok migas to US$185.59 million in 2017. The Profit from operator oil and
operator pada kurun waktu periode pelaporan berkontribusi gas block contributed 22.18% of the total profit of all oil and
22,18% dari total perolehan laba seluruh segmen blok gas block in 2018. This achievement was lower than the total
migas pada tahun 2018. Pencapaian tersebut lebih rendah revenue of PHE in 2017 from operator oil and gas block.
dibanding nilai persentase kontribusi blok migas operator
pada total pendapatan PHE tahun 2017 yang mencapai
60,18%.
Tabel Pendapatan dan Profitabilitas Blok Migas Operator

Revenue and Profitability of Operator Oil and Gas Block
Uraian 2018 2017 2016 ∆%

(Dalam US$Ribu)
Pendapatan | Revenue 1.547,80 1.131,79 793,81 -50,00 42,58
Pendapatan
Gas Revenue 928,28 573,91 272,83 36,76 110,36
Minyak Mentah
Pendapatan
Gas Bumi
DMO Free-
Crude Oil
Beban | Expenses (949,70) (819,03) -603,61 37,49 35,69
Pendapatan/ Other Revenues/

-272,33 166,27 -48,52 -215,95 242,68
Beban Pajak
Income Tax Expense -220,61 39,10 -11,21 -263,79 248,86
Penghasilan
Laba | Profit 105,16 185,59 152,89 -664,23 21,39

Pendapatan Dan Profitalibilitas Blok Revenue and Profitability of Non-

Migas Non-Operator Operator Oil and Gas Block
• Total realisasi perolehan Pendapatan dari blok migas non- • Total realization of Revenue from non-operator oil and gas
operator selama kurun waktu periode pelaporan mencapai block throughout the reporting period reached US$392.78
US$392,78 juta, turun US$56 juta atau 12,48% dibanding million, decreasing by US$56 million or 12.48% compared
tahun 2017 sebesar US$448,78 juta. to US$448.78 million in 2017.
• Realisasi Beban pada tahun 2018 mencapai US$209,06 • The realization of Expenses in 2018 reached US$209.06
juta, turun US$34,34 juta atau 14,11% dibanding tahun 2017 million, decreasing by US$34.34 million or 14.11%
sebesar US$243,40 juta. compared to US$243.40 million in 2017.
• Realisasi Pendapatan/Beban Lainnya pada tahun 2018 • The realization of Other Revenues/Expenses in 2018
naik US$185,66 juta atau 207,12% menjadi US$96,02 juta, increased by US$185.66 million or 207.12% to US$96.02
dibanding tahun 2017 sebesar US$89,64 juta. million compared to US$89.64 million in 2017.
Realisasi perolehan Laba (Rugi) segmen dari blok migas The realization of Profit (Loss) from non-operator oil and gas
non-operator pada kurun waktu periode pelaporan sebesar block in the reporting periof amounted to US$110.08 million,
US$110,08 juta, bertambah US$68,09 juta atau 162,17% increasing by US$68.09 million or 162.17% compared to
dibanding tahun 2017 sebesar US$41,99 juta. Kontribusi US$41.99 million in 2017. The Profit from the non-operator oil
perolehan Laba dari blok migas non-operator pada tahun and gas block in 2018 contributed 23.22% of the total Profit
2018 berkontribusi 23,22% dari total perolehan Laba from all oil and gas blocks in the same year. The achievement
seluruh blok migas pada tahun 2018. Pencapaian tersebut increased compared to the 13,62% contribution in 2017.
mengalami peningkatan dibanding kontribusi tahun 2017
sebanyak 13,62%.
Tabel Pendapatan dan Profitabilitas Blok Migas Non-Operator

Tabel Pendapatan dan Profitabilitas Blok Migas Non-Operator
Uraian 2018 2017 2016 ∆%

(Dalam US$Ribu)
Pendapatan | Revenue 392,78 448,78 355,94 -12,48 26,08
Pendapatan
Gas Revenue 52,32 114,34 101,59 -54,24 12,55
Minyak Mentah
Pendapatan
Gas Bumi
DMO Free-
Crude Oil
Beban | Expenses -209,06 -243,4 -299,43 -14,11 -18,71
Pendapatan/ Other Revenues/

96,02 -89,64 -80,61 -207,12 1
Beban Pajak
Income Tax Expense -169,67 -73,72 -33,34 130,15 121,08
Penghasilan
Laba | Profit 110,08 41,99 -7,45 162,17 -173,09

Uraian Biaya Produksi dan Biaya Description of Production Cost and

Operasi Operating Cost
Realisasi biaya produksi pada tahun 2018 mencapai The realization of production cost in 2018 reached US$9.77
US$9,77 per barel setara minyak (BOE) atau lebih rendah per barrel of oil equivalent (BOE) or 20% lower than the
20% dari target RKAP Revisi sebesar US$12,23 per barel. targeted US$12,23 per barrel in the Revised RKAP. On the
Adapun biaya operasi mencapai US$12,23 per BOE atau other hand, the operating cost reached US$12.23 per BOE
lebih rendah 12% dari target RKAP Revisi sebesar US$13,90 or 12% lower than the targeted US$13.90 per BOE in the
per BOE. Revised RKAP.
Realisasi biaya produksi dan biaya operasi per BOE lebih The realization of production cost and operating cost per
rendah dari target, terutama disebabkan lebih rendahnya BOE was lower than the target mainly because of the lower
realisasi biaya, yang meliputi: cost realization, which include:
• Biaya eksplorasi • Exploration Cost
Kegiatan seismik 2D PHE Siak dilanjutkan pada tahun 2019 2D seismic activity of PHE Siak was continued in 2019
karena adanya penambahan lingkup kerja, serta realisasi due to additional scope of work, lower cost realization in
biaya kegiatan seismik 3D PHE Nunukan sebesar US$11,48 3D seismic activity at PHE Nunukan to US$11.48 million
juta (346,5 km2) atau lebih rendah dari target US$12,48 juta from the targeted US$12.48 million, amd lower contract
(350 km2), dan nilai kontrak yang lebih rendah. value.
• Biaya produksi. • Production cost.
• Biaya general & administration. • General and administration expenses.
Adanya alokasi biaya SSO dari PHE Holding. There was allocation of SSO cost from PHE Holding

Struktur Organisasi Direktorat Finance Organizational Structure of Finance &

& Business Support Business Suppport
Kinerja profitabilitas dan pendapatan usaha PHE menjadi Performance in profitability and revenue of PHE is part
bagian dari tugas dan tanggung jawab Direktorat Finance of the duties and responsibilities of Finance & Business
& Business Support. Direktorat dipimpin Direktur Keuangan Support Directorate. The Directorate is headed by Finance
& Pendukung Bisnis dan dibantu lima pejabat perusahaan & Business Support Director and assisted by five company
setingkat Vice President. officials at the level of Vice President.
Struktur Organisasi Direktorat Finance Organizational Structure of Finance &

& Business Support Business Support Directorate
FINANCE & BUSINESS

SUPPORT DIRECTOR
EXECUTIVE SECRETARY
VP ICT & DATA

VP FINANCE & TREASURY
MANAGEMENT
VP SUPPLY CHAIN
VP CONTROLLER
MANAGEMENT
VP HUMAN RESOURCES &

GENERAL AFFAIRS

Uraian Atas Kinerja

Keuangan Perusahaan
Description on Company Financial Performance
Uraian mengenai kinerja keuangan PT Pertamina Hulu Description on the financial performance of PT Pertamina
Energi (PHE) dalam Laporan ini disusun berdasarkan Hulu Energi (PHE) on this Report was prepared based on
Laporan Keuangan yang disajikan sesuai Pernyataan the Financial Statements presented in accordance with
Standar Akuntansi Keuangan (PSAK) yang berlaku umum the Statement of Financial Accounting Standards (SFAS)
di Indonesia. Laporan Keuangan meliputi dua tahun buku which commonly accepted in Indonesia. The Financial
terakhir, yakni tahun buku yang berakhir pada 31 Desember Statements covered the last two fiscal years, which are
2018 dan tahun buku yang berakhir pada 31 Desember fiscal year ended on 31 December 2018 and fiscal year
2017 sebagai pembanding. Bahasan kinerja keuangan ended on 31 December 2017 as a comparison. Discussion
disampaikan dengan memperhatikan penjelasan pada on the financial performance is presented by considering
catatan Laporan Keuangan, sebagai bagian yang tidak the elucidation in notes to the Financial Statements, as an
terpisahkan dari Laporan Tahunan ini. integral part of this Annual Report.
Laporan keuangan yang berakhir pada 31 Desember 2018 The Financial Statements ended on 31 December 2018 was
telah diaudit oleh Kantor Akuntan Publik (KAP) Purwantono, audited by the Public Accounting Firm (KAP) Purwantono,
Sungkoro & Surja Opini atas Laporan Keuangan menyatakan Sungkoro & Surja. Opinion on the Financial Statements
Wajar Tanpa Pengecualian, posisi keuangan PT Pertamina stated Unqualified Opinion, financial position of PT
Hulu Energi pada tanggal 31 Desember 2018, serta kinerja Pertamina Hulu Energi on 31 December 2018, as well as
keuangan dan arus kasnya untuk tahun yang berakhir its financial performance and cash flow for the year ended
pada tanggal tersebut, sesuai dengan Standar Akuntansi on that date were aligned with the Statement of Financial
Keuangan di Indonesia. Accounting Standards in Indonesia.
Analisis Kinerja Keuangan Analysis of Consolidated Financial

Konsolidasian Performance
Pencapaian kinerja keuangan PHE selama kurun waktu The achievement of financial performance at PHE
periode pelaporan menunjukkan kondisi relatif baik throughout the reporting period shows relatively good
dibanding tahun 2017, meski dihadapkan pada beberapa condition compared to 2017 despite encountering less
keadaan kurang menguntungkan dan beberapa instrumen advantageous circumstances and decreasing performance
keuangan memperlihatkan kinerja menurun. Secara umum in seberal financial instruments. In general, the financial
kinerja keuangan selama tahun 2018 dipengaruhi beberapa performance in 2018 was influenced by these factors:
faktor:
1. Kemampuan mempertahankan tingkat produksi dan lifting 1. Capability in preserving level of production and oil and gas
migas. lifting.
2. Pergerakan tingkat harga minyak dunia yang berpengaruh 2. World oil price movement affecting Indonesia Crude Price
pada tingkat harga Indonesia Crude Price (ICP), dengan (ICP) with the highest price reached US$77.56 per barrel
tingkat harga tertinggi mencapai US$77,56 per barel dan and the lowest price at US$54.81 per barrel.
terendah US$54,81 per barel.

3. Pemberlakuan ketentuan skema produksi gross split, 3. Enforcement of gross split production scheme in some
pada sebagian Wilayah Kerja (WK) atau blok migas. Total working area (WK) or oil and gas blocks. In total there
ada 5 (lima) WK telah menerapkan skema gross split dari were 5 (five) WK that have implemented the gross split
total 51 WK yang dikelola. scheme of the total 51 WK managed.
4. Efisiensi dan inovasi berkelanjutan untuk menekan biaya 4. Efficiency and sustainable innovation to suppress
produksi. production cost.
Laporan Laba Rugi Komprehensif Konsolidasian

Consolidated Statement of Comprehensive Profit or Loss
Pada tahun buku 2018, PHE membukukan kinerja laba rugi In fiscal year 2018, PHE recorded the financial profit or loss
keuangan dengan mencatatkan perolehan Pendapatan performance with proceeds from Revenue at US$2,528.09
Usaha sebesar US$2.528,09 miliar. Jumlah tersebut lebih billion. The number was US$529 million or 26.46% higher
besar US$529 juta juta atau 26,46% dibanding tahun buku than the fiscal year 2017 which reached US$1,999.08 million.
2017 yang mencapai US$1.999,08 juta.
Perusahaan mencatatkan perolehan Laba Tahun Berjalan The Company recorded Profit for the Year After Tax in fiscal
Setelah Pajak pada tahun buku 2018 sebesar US$476,73 year 2018 at US$476.73 million. The number increased by
juta. Jumlah tersebut naik US$225,85 juta atau 90,02% US$225.85 million or 90.02% compared to US$250.88
dibanding tahun 2017 sebanyak US$250,88 juta. million in 2017.
Pendapatan Usaha Revenue
Realisasi perolehan Pendapatan Usaha PHE pada kurun The Revenue realization of PHE in the reporting period
waktu periode pelaporan tercatat US$2.528,09 juta, was recorded at US$2,528.09 million, increasing by
bertambah US$529 juta atau 26,46% dibanding periode US$529 million or 26.46% compared to the previous
sebelumnya sebesar US$1.999,08 juta. Pencapaian tersebut period, amounting US$1,999.08 million. The achievement
dipengaruhi oleh peningkatan harga rata-rata minyak dan was influenced by the surge in average oil and gas price,
gas serta peningkatan persentase kepemilikan Participating as well as the percentage increase in Participating Interest
Interest di Blok OSES, Tuban dan Ogan Komering. ownership at OSES, Tuban, and Ogan Komering Blocks.
Perolehan terbesar Pendapatan Usaha PHE pada tahun The largest proceeds of PHE’s Revenue on 2018 derived
2018 berasal dari komersialisasi produk gas sebanyak from the commercialization of gas products at 52.12% of
52,12% dari total pendapatan Perusahaan. Kontribusi total revenue of the Company. The largest contribution
terbesar perolehan Pendapatan Usaha pada tahun 2018 of Revenue in 2018 was provided from ONWJ Block
berasal dari pengelola Blok ONWJ yang mencapai 27,48% management which reached 27.48% of total Revenue of
dari total perolehan Pendapatan Usaha PHE. PHE.

Tabel Komposisi Perolehan Pendapatan Usaha Tahun 2018 Berdasar Produk

Composition of Revenue Proceeds in 2018 Based on Product
Jenis Produk Satuan Pendapatan Produk Total Pendapatan PHE

%
Types of Product Unit Product Revenue Total Revenue of PHE
Minyak Mentah Crude Oil 1.210,35 47,88
Gas Bumi Gas Juta US$ 1.317,74 52,12

Million US$ 2.528,09
Lainnya Others - -
Jumlah Total 2.528,09 100,00
Tabel Komposisi Perolehan Pendapatan Usaha Tahun 2018 Berdasar Blok Migas
Table of Composition of 2018 Business Income Acquisition Based on Oil and Gas Blocks
Pendapatan
Jenis Produk Satuan Blok Migas Total Pendapatan PHE
%
Types of Product Unit Revenue of Oil and Gas Total Revenue of PHE
Block
Operator Operator 587,51 23,23
Joint Operator Joint Operator Juta US$ 1.547,80 61,23

Million US$ 2.528,09
Non Operator Non Operator 392,78 15,54
Jumlah Total 2.528,09 100,00
Beban Usaha Operating Expenses
Realisasi jumlah Beban Usaha pada kurun waktu periode The realization of Operating Expenses in the reporting
pelaporan mencapai US$1.357,34 juta. Jumlah tersebut period reached US$1,357.34 million. The number decreased
berkurang US$36,70 juta atau 2,63% dibanding tahun 2017 by US$36.70 million or 2.63% compared to US$1,394.03
sebanyak US$1.394,03 juta. Komponen Beban Usaha yang million in 2017. The declining components of Operating
berkurang selama tahun 2018 adalah: Expense in 2018 are as follows:
• Biaya Umum dan Administrasi sebesar US$67,12 juta • General and Administration Expenses at US$67.12 million
• Biaya Depresiasi dan Amortisasi sebesar US$123 juta • Depreciation and Amortization Expenses at US$123
million
Laba (Rugi) Usaha Profit (Loss)
Pada tahun buku 2018 PHE mencatatkan perolehan Laba In fiscal year 2018, PHE recorded the proceeds of Profit
Usaha sebesar US$1.170,76 juta. Pencapaian tersebut amounted to US$1,170.76 million. The achievement was
lebih besar US$565,71 juta atau 93,50% dibanding tahun US$565.71 million or 93.50% higher than US$605.05
2017 sebanyak US$605,05 juta. Perolehan Laba Usaha million in 2017. The Profit proceeds in fiscal year 2018 was
pada tahun buku 2018 dipengaruhi oleh tercapainya prompted by the achieved target in production and lifting, as
realisasi target produksi dan lifting, serta penguatan harga well as the robust world oil price that helped increasing the
minyak dunia yang turut meningkatkan harga jual berdasar retail price based on Indonesia Crude Price (ICP).
Indonesia Crude Price (ICP).

Laba Tahun Berjalan Profit For The Year
Realisasi perolehan Laba Tahun Berjalan PHE pada tahun The realization of Profit for the Year proceeds of PHE in
buku 2018 mencapai US$476,73 juta. Perolehan tersebut fiscal year 2018 reached US$476.73 million. The proceeds
naik US$225,85 juta atau 90,03% dibanding tahun buku increased by US$225.85 million or 90.03% compared to
2017 sebanyak US$250,88 juta. US$250.88 millon in fiscal year 2017.
Ikhtisar Laporan Laba (Rugi) Komprehensif (Dalam Juta US$)

Comprehensive Profit (Loss) Statement Highlight (In Million US$)
∆
Pencapaian
Uraian
2018 2017 %
Description
Nominal % Achievement
Pendapatan Usaha Revenue 2.528,09 1.999,08 529,01 26,46 126,46
Biaya Produksi Production Cost 845,64 703,81 141,83 20,15 120,15
Biaya Eksplorasi Exploration Cost 55,79 44,20 11,59 26,22 126,22
Biaya Umum dan General and

43,17 110,29 -67,12 -60,86 39,14
Administrasi Administration Expenses
Biaya Depresiasi dan Depreciation and

412,73 535,73 -123,00 -22,96 77,04
Amortisasi Amortization Expenses
Jumlah Beban Usaha Total Operating Expenses 1.357,33 1.394,03 -36,70 -2,63 97,37
Laba Usaha Profit 1.170,76 605,05 565,71 93,50 193,50
Pendapatan/(Beban) Other Revenues/

151,62 259,64 -108,02 -41,60 58,40
Lainnya – Bersih (Expenses) – Net
Laba Sebelum Pajak Profit Before Tax 1.019,14 345,41 673,73 195,05 295,05
Beban Pajak Tax Expense 542,41 94,53 447,88 473,80 573,80
Laba Setelah Pajak Profit After Tax 476,73 250,88 225,85 90,02 190,02
Penghasilan
Comprehensive Income
Komprehensif Periode 10,61 5,23 5,38 102,87 202,87
for the Year
Berjalan

Ikhtisar Laporan Laba (Rugi) Komprehensif (Dalam Juta US$)

Comprehensive Profit (Loss) Statement Highlight (In Million US$)
∆
Pencapaian
Uraian
2018 2017 %
Description Nominal
% Achievement
Nominal
Comprehensive
Laba Komprehensif 466,12 245,65 220,47 89,75 189,75
Income
Laba yang Diatribusikan

Income Attributable to
Ke Entitas Induk/ 474,13 248,89 225,24 90,50 190,50
Majority Interest
Pengelola
Laba yang Diatribusikan

Income Attributable to
Ke Entitas Non- 2,60 1,99 0,61 30,65 130,65
Minority Interest
Pengendali
Laba Komprehensif
Comprehensive Income
yang Diatribusikan
Attributable to Majority 463,52 243,66 219,86 90,23 190,23
ke Entitas Induk/
Interest
Pengendali
Laba Komprehensif Comprehensive Income

yang Diatribusikan Ke Attributable to Minority 2,60 1,99 0,61 30,65 130,65
Entitas Non-Pengendali Interest
Jumlah Lebar Saham

Number of Shares (unit) 200.000.000 200.000.000 0,00 0,00 100,00
(satuan)
Laba (Rugi) per

Profit (Loss) per
Saham (Dalam 2,38 1,25 1,13 90,40 190,40
Share (In US$)
US$)
Laporan Posisi Keuangan Konsolidasian

Consolidated Statement of Financial Position
Berdasar pada laporan posisi keuangan konsolidasian, Referring to the consolidated statement of financial
kinerja keuangan Perusahaan memperlihatkan pencapaian position, financial performance of the Company shows
yang lebih baik dibanding periode sebelumnya. Kondisi ini better achievement compared to the previous period. This
menandakan keberhasilan PHE dalam mengelola modal condition signifies success by PHE in managing investment
investasi demi mendukung kesinambungan operasi dan capital to support operation and business continuity.
bisnis.

Tabel Laporan Posisi Keuangan Konsolidasian PHE (Dalam Ribu US$)

Consolidated Statement of Financial Position of PHE (In Thousand US$)
Perubahan
Changes Pencapaian
Uraian
2018 2017 %
Description
Nominal Achievement
%
Nominal
ASET ASSETS
Aset Lancar Current Assets 889,77 841,53 48,24 5,73 105,73
Aset Tidak Lancar Non-Current Assets 3.641,90 3.939,26 -297,36 -7,55 92,45
Jumlah Aset Total Assets 4.531,67 4.780,79 -249,12 -5,21 94,79
LIABILITAS LIABILITIES
Liabilitas Jangka Pendek Current Liabilities 778,97 1.477,67 -698,70 -47,28 52,72
Liabilitas Jangka Panjang Non-Current Liabilities 1.294,05 1.234,77 59,27 4,80 104,80
Jumlah Liabilitas Total Liabilities 2.073,01 2.712,44 -639,43 -23,57 76,43
EKUITAS EQUITY
Modal Saham Share Capital 53,58 53,58 0 0 100
Tambahan Modal Disetor Additional Paid-In Capital -18,18 -18,18 0 0 100
Selisih Kurs karena Differences Arising from

Penjabaran Laporan Translation of Foreign
0 16,56 -16,56 -100 0
Keuangan Konsolidasian Currency Consolidated
dalam Mata Uang Asing Financial Statements
Pengukuran Kembali Atas Remeasurement of Net

2,96 -2,99 5,95 -199 -99,00
Liabilitas Imbalan Pasti Neto Defined Benefit Liabilities
Cadangan Penyesuaian Reserve for Fair Value

0 0 0 0 0
Nilai Wajar - Setelah Pajak Adjustment - Net of Tax
Saldo Laba Retained Earnings
Ditentukan Penggunaannya Appropriated 1.311,04 1.365,71 -54,67 -4,00 96,00
Belum Ditentukan
Unappropriated 1.088,15 614,03 474,12 77,21 177,21
Penggunaannya
Jumlah Ekuitas yang

Total Equity Attributable to
Didistribusikan Kepada 2.437,55 2.048,71 388,84 18,98 118,98
the Owners of the Parent
Pemilik Entitas Induk
Kepentingan Non-
Non-Controlling Interest 21,11 19,64 1,47 7,48 107,48
Pengendali
Jumlah Ekuitas Total Equity 2.458,66 2.068,35 390,31 18,87 118,87
Jumlah Liabilitas dan

Total Liabilities and Equity 4.531,67 4.780,79 -249,12 -5,21 94,79
Ekuitas

Aset Assets
Nilai Aset PHE per 31 Desember 2018 tercatat US$4.531,67 Assets value of PHE as of 31 December 2018 was recorded
juta. Jumlah tersebut mencapai 5,21% dari nilai Aset tahun at US$4,531.67 million. The number reached 5.21% of the
2017 yang mencapai US$4.780,79 juta. Hal ini dipengaruhi 2017 Assets value, which reached US$4,780.79 million. This
oleh penurunan nilai aset tidak lancar pada tahun buku 2018. was prompted by the declining value of non-current assets
in fiscal year 2018.
Tabel Nilai Aset PHE (Dalam Ribu US$) | Assets Value of PHE (In Thousand US$)
Perubahan
Uraian Changes Pencapaian
2018 2017
Description Achievement
Nominal %
Aset Lancar Current Assets 889,77 841,53 48,24 5,73 105,73
Aset Tidak Lancar Non-Current Assets 3.641,90 3.939,26 -297,36 -7,55 92,45
Jumlah Aset Total Assets 4.531,67 4.780,79 -249,12 -5,21 94,79
Aset Lancar Current Assets
Nilai Aset Lancar per 31 Desember 2018 sebesar US$889,77 Current Assets value as of 31 December 2018 amounted
juta, naik US$48,24 juta atau 5,73% dibanding tahun 2017 to US$889.77 million, increasing by US$48.24 million or
yang mencapai US$841,53 juta. Kenaikan nilai Aset Lancar 5.73% compared to US$841.53 million in 2017. The increase
dikarenakan kenaikan saldo kas dan setara kas, serta piutang in Current Assets value was caused by growth in cash and
usaha kepada entitas yang berelasi dengan pemerintah dan cash equivalents balance, as well as trade receivables
kepada Anak Perusahaan Pertamina (Persero). to entities related to government and to Subsidiaires of
Kas dan Setara Kas Cash and Cash Equivalents
Nilai Kas dan Setara Kas per 31 Desember 2018 mengalami Cash and Cash Equivalents value as of 31 December 2018
kenaikan sebesar US$109,75 juta atau 102,09% dibanding experienced US$109.75 million or 102.09% increase
tahun 2017 sebesar US$107,50 juta. Hal ini dipengaruhi oleh compared to US$107.50 million in 2017. This was influenced
arus kas masuk dari aktivitas operasi lebih besar dari arus by larger cash inflow from operation activities than cash
kas keluar aktivitas investasi dan pendanaan. Aktivitas arus outflow from investing and financing activities. The
kas signifikan berasal dari transaksi penerimaan kas dari significant cash flow activity derived from cash receipts
pelanggan. from customers.
Piutang Usaha Trade Receivables
Nilai Piutang Usaha per 31 Desember 2018 mengalami Trade Receivables value as of 31 December 2018 decreased
penurunan sebesar US$6,99 juta atau 3,92% menjadi by US$6.99 million or 3.92% to US$ 171.30 million compared
US$171,30 juta, dibanding tahun 2017 yang mencapai to US$178.29 million in 2017. This was mainly influenced by
US$178,29 juta. Hal yang memengaruhi terutama karena the declining Trade Receivables balance to third party at
penurunan saldo Piutang Usaha kepada pihak ketiga US$14.25 million, and the increasing Trade Receivables
sebesar US$14,25 juta, namun terdapat kenaikan saldo balance to related parties at US$7.25 million.
Piutang Usaha kepada pihak berelasi sebesar US$7,25 juta.

Piutang Lain-lain Other Receivables
Nilai Piutang Lain-lain per 31 Desember 2018 mencapai Other Receivables value as of 31 December 2018 reached
US$232,18 juta, turun US$10,09 juta atau 4,16% dibanding US$232.18 million, decreasing by US$10.09 million or 4.16%
tahun 2017 sebanyak US$242,27 juta. Hal ini dikarenakan compared to US$242.27 million in 2017. This was due to
penurunan saldo Piutang Lain-lain pihak ketiga sebesar a downturn in Other Receivables balance to third party,
US$8,43 juta dan penurunan saldo Piutang Lain-lain amounting to US$8.43 million and a decrease in Other
kepada entitas asosiasi dan Anak Perusahaan PT Pertamina Receivables balance to associates and Subsidiaries of PT
(Persero) sebesar US$1,66 juta. Pertamina (Persero), amounting to US$1.66 million.
Persediaan Inventory
Nilai Persediaan per 31 Desember 2018 mengalami Inventory value as of 31 December 2018 decreased by
penurunan US$6,74 juta atau 6,31% menjadi US$100,12 US$6.74 million or 6.31% to US$100.12 million compared to
juta dibanding tahun 2017 sebesar US$106,86 juta. US$106.86 million in 2017. This was due to inventory write-
Penyebabnya adalah penghapusan nilai persediaan di blok- off at terminated blocks.
blok terminasi.
Tabel Aset Lancar (Dalam Ribu US$)

Current Assets (In Thousand US$)
Perubahan
Changes Pencapaian
Uraian
2018 2017 %
Description
Nominal Achievement
%
Nominal
Cash and Cash

Kas dan Setara Kas 217,25 107,50 109,75 102,09 202,09
Equivalents
Dana yang Dibatasi

Restricted Funds –
Penggunaannya – Bagian 15,30 21,31 -6,01 -28,20 71,80
Current Portion
Lancar
Piutang Usaha Trade Receivables 171,30 178,29 -6,99 -3,92 96,08
Piutang Kepada Due from the

Pemerntah – Bagian Government – Current 41,14 72,34 -31,20 -43,13 56,87
Lancar Portion
Piutang Lain-lain Other Receivables 232,18 242,27 -10,09 -4,16 95,84
Persediaan Inventory 100,12 106,86 -6,74 -6,31 93,69
Pajak Dibayar Dimuka – Prepaid Taxes – Current

17,78 18,56 -0,78 -4,20 95,80
Bagian Lancar Portion
Biaya Dibayar Dimuka – Prepaid Expenses –

94,70 94,40 0,30 0,32 100,32
Bagian Lancar Current Portion
Total Aktiva Lancar Total Current Assets 889,77 841,53 48,24 5,73 105,73

Aset Tidak Lancar Non-Current Assets
Nilai Aset Tidak Lancar per 31 Desember 2018 mencapai Non-Current Assets value as of 31 December 2018 reached
US$3.641,90 juta, menurun US$297,36 juta atau 7,55% US$3,641.90 million, decreasing by US$297.36 million or
d i b a n d i n g t a h u n 2 01 7 s e b e s a r U S $ 3 .9 3 9, 2 6 j u t a . 7.55% compared to US$3,939.26 million in 2017. This was
Penyebabnya adalah penurunan aset tetap akibat pengakuan caused by a decline in fixed assets prompted by recognition
kerugian penurunan nilai yang diakui Perusahaan di tahun 2018. of impairment loss acknowledged by the Company in 2018.
Kas yang Dibatasi Penggunaannya Restricted Cash
Nilai Kas yang Dibatasi Penggunaannya per 31 Desember Restricted Cash value as of 31 December 2018 amounted
2018 sebesar US$34,22 juta. Jumlah tersebut berkurang to US$34.22 million. The number decreased by US$0.03
US$0,03 juta atau 0,12% dibanding tahun 2017 sebesar million or 0.12% compared to US$34.25 million in 2017. This
US$34,25 juta. Hal ini dipengaruhi oleh penambahan was influenced by additional financing to Abandonment Site
pembiayaan dana Abandonment Site Restoration (ASR), Restoration (ASR), performance bond issuance, and non-
penerbitan performance bond dan terdapat penerimaan gas distributed gas receipts
yang belum didistribusikan.
Aset Pajak Tangguhan Deferred Tax Assets
Aset Pajak Tangguhan per 31 Desember 2018 mencapai Deferred Tax Assets as of 31 December 2018 reached
nilai US$47,07 juta, lebih kecil US$87,70 juta atau 65,07% US$47.07 million value, fewer than US$87.70 million or
dibanding tahun 2017 yang mencapai US$134,77 juta. 65.70% compared to US$134.77 million in 2017. This was due
Penyebabnya adalah penurunan nilai aset tetap komersial to a fewer impairment value of commercial current assets
yang lebih kecil dibandingkan dengan nilai aset tetap fiskal. compared than fiscal current assets value
Investasi Jangka Panjang Long-Term Investment
Nilai Investasi Jangka Panjang per 31 Desember 2018 Long-Term Investment value of as of 31 December 2018
mencapai US$279,30 juta. Jumlah tersebut bertambah reached US$279.30 million. The number increased by
US$38,78 juta atau 16,12% dibanding tahun 2017 sebesar US$38.78 million or 16.12% compared to US$240.52 million
US$240,52 juta. Realisasi ini dipengaruhi oleh penambahan in 2017. This realization was influenced by an additional
porsi laba dari DSLNG (entitas asosiasi). portion of profit from DSLNG (associates).
Aset Tetap Current Assets
Nilai Aset Tetap per 31 Desember 2018 adalah US$3.131,38 Current Assets value as of 31 December 2018 was
juta, turun US$275,66 juta atau 8,09% dibanding tahun 2017 US$3,131.28 million, decreasing by US$275.66 million or
sebesar US$3.407,04 juta. Hal ini disebabkan oleh kerugian 8.09% compared to US$3,407.04 million in 2017. This was
penurunan nilai (impairment) yang diakui Perusahaan dan prompted by impairment loss recognition acknowledged
efek share down 10% BUMD di PHE ONWJ. by the Company and 10% share-down effect of Regional
Owned Enterprise (BUMD) at PHE ONWJ.

Goodwill Goodwill
Nilai Goodwill per 31 Desember 2018 mencapai US$53,75 Goodwill value as of 31 December 2018 reached US$53.75
juta, sama dengan tahun 2017. Kondisi ini dikarenakan tidak million, similar to 2017. This condition was caused by no
ada rugi penurunan yang diakui Perusahaan pada tahun impairment loss acknowledged by the Company in 2018.
2018.
Aset Lain-lain Other Assets
Nilai Aset Lain-lain per 31 Desember 2018 sebesar US$96,18 Other Assets value as of 31 December 2018 amounted
juta. Jumlah tersebut naik US$27,26 juta atau 39,55% to US$96.18 million. The number increased by US$27.26
dibanding tahun 2017 sebesar US$68,92 juta. Kondisi million or 39.55% compared to US$68.92 million. The
tersebut dipengaruhi terutama oleh kenaikan piutang condition was mainly influenced by an increase in other
lainnya bagian tidak lancar akibat dihapuskannya provisi receivables non-current portion due to tax receivables
piutang pajak pada PHE Oil and Gas sebesar US$29,95 juta. write-off in PHE Oil and Gas amounting to US$29.95 million
Tabel Aset Lancar (Dalam Ribu US$) | Total Non-Current Assets (In Thousand US$)
Perubahan
Changes
Uraian Pencapaian
2018 2017
Description Achievement
Nominal
%
Nominal
Kas yang Dibatasi

Restricted Cash – Non-
Penggunaannya – Bagian 34,22 34,25 -0,04 -0,12 99,88
Current Portion
Tidak Lancar
Aset Pajak Tangguhan – Deferred Tax Assets –

47,07 134,77 -87,70 -65,07 34,93
Bersih Net
Investasi Jangka Panjang Long-Term Investment 279,30 240,52 38,78 16,12 116,12
Aset Tetap Bersih Net Current Assets 3.131,38 3.407,04 -275,66 -8,09 91,91
Goodwill Bersih Net Goodwill 53,75 53,75 0,00 0,00 100,00
Aset Lain-lain Bersih Other Assets – Net 96,18 68,92 27,26 39,55 139,55
Total Aktiva Tidak Lancar Total Non-Current Assets 3.641,90 3.939,26 -297,36 -7,55 92,45
Liabilitas Liabilities
Jumlah Liabilitas PHE per 31 Desember 2018 tercatat Total Liabilities of PHE as of 31 December 2018 was recorded
sebesar US$2.073,01 juta. Nilai tersebut lebih kecil at US$2,703.01 million. This value was US$639.43 million or
US$639,43 juta atau 23,57 % dibanding tahun 2017 23,57% lower than US$2,712.44 million in 2017. The decline
sebesar US$2.712,44 juta. Penurunan tersebut disebabkan was mainly caused by current liabilities and non-current
terutama oleh pembayaran liabilitas jangka pendek dan liabilities payment to PT Pertamina (Persero).
jangka panjang ke PT Pertamina (Persero).

Tabel Nilai Liabilitas PHE (Dalam Ribu US$)

Liabilities Value of PHE (In Thousand US$)
Perubahan
Changes Pencapaian
Uraian
2018 2017 Achievement
Description
Nominal %
%
Nominal
Liabilitas Jangka Pendek Current Liabilities 778,96 1.477,67 -698,84 -47,29 52,71
Liabilitas Jangka Panjang Non-Current Liabilities 1.294,04 1.234,77 59,41 4,81 104,81
Jumlah Liabilitas Total Liabilities 2.073,01 2.712,44 -639,43 -23,57 76,43
Liabilitas Jangka Pendek Current Liabilities
Nilai Liabilitas Jangka Pendek pada kurun waktu periode Current Liabilities value in the reporting period amounted
pelaporan sebesar US$778,96 juta, turun US$698,84 to US$778.96 million, decreasing by US$698.84 million or
juta atau 47,29% dibanding tahun 2017 yang mencapai 47.29% compared to US$1,477.67 million in 2017. The main
US$1.477,67 juta. Penyebabnya terutama karena penurunan cause was mainly due to a decline in trade payables to PT
utang usaha ke PT Pertamina (Persero) terkait cash call/ Pertamina (Persero) related to cash call/dropping for the
dropping di tahun berjalan. year.
Utang Usaha Trade Payables
Nilai Utang Usaha per 31 Desember 2018 sebesar US$211,37 Trade Payables value as of 31 December 2018 amounted to
juta, turun US$442,15 juta atau 67,66% dibanding tahun 2017 US$211.37 million, decreasing by US$442.15 million or 67.66%
yang mencapai US$653,52 juta. Realisasi ini menunjukan compared to US$653.52 million in 2017. This realization
penurunan utang pihak berelasi terutama utang usaha ke shows a decline in related parties debts, mainly in trade
PT Pertamina (Persero) terkait penambahan cash call di payables to PT Pertamina (Persero) related to additional
tahun berjalan, di-offset dengan kenaikan utang pihak ketiga cash call for the year, which was offset by an increase in third
terkait utang overlift migas. party debts related to oil and gas overlift debts.
Utang Pemerintah Due to the Government
Nilai Utang Pemerintah per 31 Desember 2018 adalah Due to the Government value as of 31 December 2018 was
tahun 2017 sebesar US$59,68 juta. Hal ini memperlihatkan compared to US$59.68 million in 2017. This shows a decline
penurunan liabilitas overlifting dan Penerimaan Negara in overlifting liability and Non-Tax State Revenue (PNBP),
Bukan Pajak (PNBP) yang merupakan liabilitas Entitas Anak constituting the liabilities of Subsidiaries to SKK Migas.
kepada SKK Migas.
Utang Pajak Lainnya Other Taxes Payable
Nilai Utang Pajak Lainnya per 31 Desember 2018 sebesar Other Taxes Payable as of 31 December 2018 amounted to
tahun 2017 yang mencapai US$16,59 juta. Realisasi ini compared to US$16.59 million in 2017. This realization
menunjukkan penurunan signifikan pada utang pajak PPN depicts a significant downturn in VAT tax payables in
di Entitas Anak sebesar US$6,00 juta dibandingkan dengan subsidiaries, amounting to US$6.00 million compared to
tahun lalu. the previous year.

Utang Pajak Penghasilan dan Dividen Corporate and Dividend Taxes Payable
Nilai Utang Pajak Penghasilan dan Dividen per 31 Desember Corporate and Dividend Taxes Payable value as of 31
2018 sebesar US$81,08 juta, naik US$24,35 juta atau December 2018 amounted to US$81.08 million, increasing
42,92% dibanding tahun 2017 yang mencapai US$56,73 juta. by US$24.35 million or 42.92% compared to US$56.73
Realisasi ini menunjukkan terdapat peningkatan Utang Pajak million in 2017. This realization shows an increase in
Penghasilan dan Dividen yang di-offset dengan penurunan Corporate and Dividend Taxes Payable which was offset by
PPH 25 yang di-sehingga nilai utang pajak menjadi lebih a decrease in Withholding Tax (PPH) 25 resulting in larger
besar. taxes payable value.
Utang Lain-lain Other Payables
Nilai Utang Lain-lain per 31 Desember 2018 adalah Other Payables value as of 31 December 2018 was
US$136,07 juta , turun US$169,55 juta atau 55,48% US$136.07 million, decreasing by US$169.55 million or
dibanding tahun 2017 sebesar US$305,62 juta. Hal ini 55.48% compared to US$305.62 million in 2017. This
disebabkan settlement right & obligation atas kenaikan was caused by a settlement right and obligation over the
participating interest PHE ONWJ. participating interest increase at PHE ONWJ.
Beban yang Masih Harus Dibayar Accrued Expenses
Besaran nilai Beban yang Masih Harus Dibayar per 31 The amount of Accrued Expenses value as of 31 December
Desember 2018 adalah US$296,16 juta, naik US$24,05 2018 was US$296.16 million, increasing by US$24.05
juta atau 8,84% dibanding tahun 2017 sebesar US$272,11 million or 8.84% compared to US$272.11 million in 2017. This
juta. Realisasi ini terutama karena kenaikan biaya kontrak realization was mainly due to an increase in contract cost
sebesar US$184,19 juta. amounting to US$184.19 million.
Pendapatan yang Ditangguhkan Deferred Revenue
Nilai Pendapatan yang Ditangguhkan per 31 Desember 2018 Deferred Revenue value as of 31 December 2018 reached
mencapai US$4,56 juta, turun US$16,64 juta atau sebesar US$4.56 million, decreasing by US$16.64 million or 78.48%
78,48% dibanding tahun 2017 sebesar US$21,19 juta. Hal ini compared to US$21.19 million in 2017. This was mainly due
terutama disebabkan karena adanya penurunan take or pay to a decrease in take or pay gas at Jambi Merang Block,
gas pada Blok Jambi Merang sebesar US$13,53 juta. amounting to US$13.53 million.
Pinjaman Jangka Pendek-Pihak Berelasi Short-Term Loans – Related Parties
Tidak terdapat Nilai Pinjaman Jangka Pendek-Pihak Berelasi There were no any Short-Term Loans – Related Parties
pada akhir tahun 2018. Nilai tersebut turun US$92,93 value by the end of 2018. The value decreased by US$92.93
juta. Hal ini menunjukkan bahwa Perusahaan mengalami million. This shows the Company experienced an increase
peningkatan dalam membiayai kegiatan operasionalnya, in financing its operational activities, using internal source
dengan menggunakan pendanaan secara internal. of financing.

Tabel Total Liabilitas Jangka Pendek (Dalam Ribu US$)

Total Current Liabilities (In Thousand US$)
Perubahan
Changes Pencapaian
Uraian
Description
Nominal %
%
Nominal
Utang Usaha Trade Payables 211,37 653,52 -442,15 -67,66 32,34
Utang Pemerintah Due to the Government 37,88 59,68 -21,80 -36,53 63,47
Utang Pajak Lainnya Other Taxes Payable 11,85 16,59 -4,74 -28,57 71,43
Utang Pajak Penghasilan Corporate and Dividend

81,08 56,73 24,35 42,92 142,92
dan Dividen Taxes Payable
Utang Lain-lain Other Payables 136,07 305,62 -169,55 -55,48 44,52
Beban yang Masih Harus

Accrued Expenses 296,16 272,11 24,05 8,84 108,84
Dibayar
Pendapatan yang
Deferred Revenue 4,56 21,19 -16,63 -78,48 21,52
Ditangguhkan
Pinjaman Jangka Pendek – Short-Term Loans -

0 92,23 -92,23 -100,00 0
Pihak Berelasi Related Parties
Jumlah Liabilitas Jangka

Total Current Liabilities 778,97 1.477,67 -698,70 -47,28 52,72
Pendek
Liabilitas Jangka Panjang Non-Current Liabilities
Nilai Liabilitas Jangka Panjang per 31 Desember 2018 Non-Current Liabilities value as of 31 December 2018
memperlihatkan kenaikan US$59,41 juta atau 4,81% menjadi exhibits US$59.41 million or 4.81% increase compared to
US$1.294,17 juta, dibanding tahun 2017 sebesar 1.234,77 US$1,234.76 million in 2017. This was mainly caused by an
juta. Penyebabnya adalah terutama dari peningkatan nilai increase in deferred tax liability value and total provision for
liabilitas pajak tangguhan dan jumlah provisi untuk biaya environmental restoration and reclamation cost.
restorasi dan reklamasi lingkungan hidup.
Liabilitas Pajak Tangguhan Deferred Tax Liabilities
Nilai Liabilitas Pajak Tangguhan per 31 Desember 2018 Deferred Tax Liabilities value as of 31 December 2018
mencapai US$465,21 juta, naik US$154,36 juta atau 49,66% reached US$465.21 million, increasing by US$154.36
dibanding tahun 2017 sebesar US$310,85 juta. Hal ini million or 49.66% compared to US$310.85 million in 2017.
memperlihatkan kenaikan yang ada disebabkan oleh nilai The increase occurred due to larger oil and gas asset value
aset minyak dan gas bumi yang dibukukan oleh Perusahaan recorded by the Company than fiscal aspect.
masih lebih besar nilainya dibandingkan dengan sisi fiskal.

Pinjaman Jangka Panjang-Pihak Long-Term Loans – Related Parties

Berelasi
Tidak terdapat Nilai Pinjaman Jangka Panjang–Pihak There were no Long-Term Loans – Related Parties value
Berelasi per 31 Desember 2018, dibanding tahun 2017 as of 31 December 2018 compared to US$172.50 million
sebesar US$172,50 juta. Pencapaian tersebut menunjukkan in 2017. The achievement shows the company’s increasing
bahwa kemampuan perusahaan dalam mendanai kebutuhan capability in financing investment needs.
investasi mengalami peningkatan.
Penyisihan untuk Biaya Restorasi dan Provision for Environmental

Reklamasi Lingkungan Hidup Restoration and Reclamation Cost
Nilai Penyisihan untuk Biaya Restorasi dan Reklamasi Provision for Environmental Restoration and Reclamation
Lingkungan Hidup per 31 Desember 2018 yang disiapkan Cost value as of 31 December 2018 which was prepared
PHE mencapai US$779,15 juta. Hal ini terutama diakibatkan by PHE reached US$779.15 million. This was mainly due
oleh gross up Penyisihan untuk Biaya Restorasi dan to the gross up of Provision for Environmental Restoration
Reklamasi Lingkungan Hidup akibat kenaikan participating and Reclamation Cost as a result of PHE OSES participating
interest PHE OSES dari 20,55% menjadi 100% di tahun 2018. interest increase from 20.55% to 100% in 2018.
Taksiran Kewajiban Imbalan Kerja Estimated Employee Benefits

Karyawan Obligation
Nilai Taksiran Kewajiban Imbalan Kerja Karyawan 31 Estimated Employee Benefits Obligation value as of 31
Desember 2018 sebesar US$49,68 juta, turun sebesar December 2018 amounted to US$49.68 million, decreasing
US$4,82 juta atau 8,84% dibanding tahun 2017 sebesar by US$4.82 million or 8.84% compared to US$54.50 million
US$54,50 juta. Penyebabnya terutama karena sudah in 2017. This was mainly caused by the realized PSL payment
direalisasikannya pembayaran PSL di PHE OSES pasca at PHE OSES post PSC contract termination in 2018.
terminasi kontrak PSC di 2018.
Tabel Total Liabilitas Jangka Panjang (Dalam Ribu US$)

Total Non-Current Liabilities (In Thousand US$)
Perubahan
Changes Pencapaian
Uraian
Description
Nominal %
%
Nominal
Liabilitas Pajak Tangguhan Deferred Tax Liabilities 465,21 310,85 154,36 49,66 149,70
Pinjaman Jangka Pendek – Short-Term Loans –

0,00 172,50 -172,50 -100,00 0,00
Pihak Berelasi Related Parties
Penyisihan Untuk Biaya Provision for

Restorasi dan Reklamasi Environmental Restoration 779,15 696,92 82,23 11,80 111,80
Lingkungan Hidup and Reclamation Cost
Taksiran Kewajiban Estimated Employee

49,68 54,50 -4,82 -8,84 91,16
Imbalan Kerja Karyawan Benefits Obligation
Jumlah Liabilitas Jangka Total Non-Current

1.294,17 1.234,77 59,41 4,81 104,81
Panjang Liabilities

Ekuitas Equity
Realisasi nilai Ekuitas per 31 Desember 2018 mengalami The realization of Equity value as of 31 December 2018
kenaikan 18,87% dibanding realisasi per 31 Desember 2017. increased by 18.87% compared to the realization per 31
Kondisi ini terutama dipengaruhi performa perusahaan yang December 2017. This condition was mainly influenced by the
baik dimana perusahaan dapat kembali membukukan laba di company’s good performance wherein it could recorded its
tahun berjalan sebesar US$476,73 juta. profit for the year at US$476.73 million.
Modal Saham Share Capital
S a m p a i d e n g a n 3 1 D e s e m b e r 2 01 7, M o d a l S a h a m Up to 31 December 2017, Share Capital of the Company

Perusahaan sebesar US$53,58 juta. Kondisi ini menunjukkan amounted to US$53.58 million. This condition exhibits no
tidak ada perubahan. Secara posisi, Modal Saham sebesar changes occurred. In terms of position, the Share Capital
2,18% terhadap jumlah Ekuitas Perusahaan. resulted 2.18% to the Company’s total Equity.
Tambahan Modal Disetor Additional Paid-In Capital
Sampai dengan akhir tahun 2018 jumlah modal disetor By the end of 2018, total paid-in capital reached US$18.8
mencapai US$18,18 juta, atau 35,08% dari Modal Dasar million or 35.08% of the Authorized Capital amounting
US$53,58 juta. Dengan demikian telah memenuhi ketentuan to US$53.58 million. As such, it has fulfilled the provision
mengenai jumlah modal ditempatkan seperti diatur dalam on total paid-in capital as regulated in the Limited Liability
UU PT. Companies Law.
Selisih Kurs Exchange Difference
Nilai selisih kurs per 31 Desember 2018 mencapai US$0 juta, Exchange difference value as of 31 December 2018
turun US$16,56 juta atau 0% dibanding tahun 2017 sebesar reached US$0 million, decreasing by US$16.56 million
US$16,56 juta. Jumlah tersebut memperlihatkan penurunan or 0% compared to US$16.56 million in 2017. The number
US$16,56 juta atau 100% dibanding posisi pada tahun exhibits US$16.56 million or 100% decrease compared to
sebelumnya. the previous position.
Nilai Saldo Laba per 31 Desember 2018 adalah US$2.399,20 Retained Earnings value as of 31 December 2018 was
juta, naik US$399,46 juta atau 19,98% dibanding tahun US$2,399.20 million, increasing by US$399.46 million or
2017 sebesar US$1.999,74 juta. Secara posisi, Saldo Laba 19.98% compared to US$1,999.74 million in 2017. In terms
sebesar 97,58% terhadap Ekuitas Perusahaan. of position, the Retained Earnings was 97.58% to the
Company’s Equity.

Tabel Total Ekuitas (Dalam Ribu US$)

Total Equity (In Thousand US$)
Perubahan
Changes Pencapaian
Uraian
Description
Nominal %
%
Nominal
Modal Saham Share Capital 53,58 53,58 0,00 -0,01 99,99
Tambahan Modal Disetor Additional Paid-In Capital -18,18 -18,18 0,00 -0,01 99,99
Selisih Kurs karena Differences Arising from

Penjabaran Laporan Translatin of Foreign
0,00 16,56 -16,56 -100,00 0,00
Keuangan Konsolidasian Currency Consolidated
Dalam Mata Uang Asing Financial Statements
Pengukuran Kembali Atas

Remeasurement of Net
Liablitas Imbalan Pasti – 2,96 -2,99 5,95 -198,83 -98,83
Defined Benefit Liabilities
Neto
Cadangan Penyesuaian Reserve for Fair Value

0,00 0,00 0,00 0,00 0,00
Nilai Wajar – Setelah Pajak Adjustment – Net of Tax
Ditentukan
Appropriated 1.311,05 1.385,71 -74,66 -5,39 94,61
Penggunaannya
Belum Ditentukan
Unappropriated 1.088,15 614,03 474,12 77,21 177,21
Penggunaannya
Jumlah Ekuitas yang

Total Equity Attributable to
Didistribusikan Kepada 2.437,55 2.048,71 388,84 18,98 118,98
the Owners of the Parent
Pemilik Entitas Induk
Kepentingan Non-
Non-Controlling Interest 21,10 19,64 1,46 7,44 107,44
Pengendali
Jumlah Ekuitas Totsl Equity 2.458,66 2.068,35 390,31 18,87 118,87

Laporan Arus Kas Konsolidasian

Consolidated Statement Of Cash Flows
Nilai Kas dan Setara Kas per 31 Desember 2018 tercatat The Cash and Cash Equivalents value as of 31 December
sebesar US$217,25 juta, lebih besar US$109,75 juta atau 2018 was recorded at US$217.25 million, greater by
102,09% dibanding tahun 2017 yang mencapai US$107,50 US$109.75 million or 102.09% compared to US$107.50
juta. Kondisi tersebut utamanya dipengaruhi dipengaruhi million in 2017. Such condition was mainly influenced by
terutama oleh arus kas masuk dari aktivitas operasi lebih larger cash inflow from operation activities than cash outflow
besar dari pada arus kas keluar aktivitas investasi dan from investing and financing activities. The significant cash
pendanaan. Aktivitas arus kas signifikan berasal dari flow activities derived from principal loan payment to PT
transaksi pembayaran pokok pinjaman ke PT Pertamina Pertamina (Persero).
(Persero).
Tabel Arus Kas (Dalam Ribu US$)

Total Cash Flow (In Thousand US$)
Perubahan
Changes Pencapaian
Uraian
Description
Nominal %
%
Nominal
Kas Neto yang Diperoleh Net Cash Generated from

880,43 595,71 284,72 47,79 67,66
Dari Aktivitas Operasi Operating Activities
Kas Neto yang Digunakan Net Cash Used in Investing

490,81 466,50 24,31 5,21 95,05
Untuk Aktivitas Investasi Activities
Kas Neto (yang Digunakan)/

Net Cash Generated from
yang Diperoleh Dari Aktivitas -278,21 -440,88 162,67 -36,90 158,47
Financing Activities
Pendanaan
(Penurunan)/Kenaikan Neto Net (Decrease)/Increase in

111,41 -11,67 123,08 -1.054,70 -10,47
Kas dan Setara Kas Cash and Cash Equivalents
Effect of Exchange Rate

Efek Perubahan Nilai Kurs -1,67 -0,51 -1,16 226,86 30,59
Changes
Saldo Kas dan Setara Kas Cash and Cash Equivalents at

107,50 119,66 -12,16 -10,16 111,31
Pada Awal Tahun the Beginning of the Year
Saldo Kas dan Setara Kas Cash and Cash Equivalents at

217,25 107,50 109,75 102,09 49,48
Pada Akhir Tahun the end of the year

Arus Kas Dari Aktivitas Operasi Cash Flow From Operating Activities
Pada tahun 2018 PHE mencatatkan nilai Arus Kas dari In 2018, PHE recorded Cash Flow from Operating
Aktivitas Operasi sebesar US$880,43 juta. Nilai tersebut Activities value at US$880.43 million. Th value increased
naik US$284,72 juta atau 47,79% dibanding tahun 2017 by US$284.72 million or 47.79% compared to US$595.71
sebesar US$595,71 juta. Hal ini terutama disebabkan oleh million in 2017. This was mainly due to an increase in cash
kenaikan penerimaan kas dari pelanggan, sejalan dengan receipts from customers which were in line with an increase
kenaikan pendapatan. in revenue.
Tabel Arus Kas Dari Aktivitas Operasi (Dalam Ribu US$)

Cash Flow from Operating Activities (In Thousand US$)
Perubahan
Changes Pencapaian
Uraian
Description Nominal
% %
Nominal
Penerimaan Kas Dari Cash Receipts from

1.344,74 1.066,43 278,31 26,10 126,10
Pelanggan Customers
Pembayaran Kas Kepada

Cash Paid to Suppliers -554,49 -633,78 79,30 -12,51 87,49
Pemasok
Penyediaan Dana Dari Cash Provided by

595,50 719,20 -123,70 -17,20 82,80
Pertamina Pertamina
Pembayaran Kas Untuk

Cash Paid for Income
Pajak Penghasilan dan -396,95 -440,57 43,62 -9,90 90,10
Taxes and Other Taxes
Pajak Lainnya
Penerimaan Kas Dari Cash Receipts from the

102,22 63,22 39,00 61,69 161,69
Pemerintah Government
Pembayaran Kas Untuk Cash Paid to Other

-79,99 -59,99 -20,00 33,34 133,34
Aktivitas Operasi Lainnya Operating Activities
Pembayaran Kas Ke Cash Paid to the

-127,44 -116,25 -11,19 9,63 109,63
Pembayaran Manfaat Cash Paid for Retirement

-3,17 -2,54 -0,63 24,76 124,76
Pensiun Benefits
Kas Neto yang Diperoleh Net Cash Generated fro

880,43 595,72 284,71 47,79 147,79
Dari Aktivitas Operasi Operating Activities

Arus Kas Untuk Aktivitas Investasi Cash Flow For Investing Activities
Nilai Arus Kas Dari Aktivitas Investasi pada tahun 2018 Cash Flow for Investing Activities in 2018 was recorded at
tercatat sebesar US$490,81 juta. Jumlah tersebut naik US$490.81 million. The number increased by US$324.31
US$324,31 juta atau 194,78% dibanding tahun 2017 million or 194.78% compared to US$166.50 million in
sebesar US$166,50 juta. Faktor yang memengaruhi hal 2017. The affecting factors were mainly due to the realized
ini adalah terutama karena terdapat realisasi pembayaran payment of unrecovered cost at ONWJ, OSES, Ogan
pengembalian biaya investasi (unrecovered cost) Blok Komering Blocks to business partners regarding termination.
ONWJ, OSES, Ogan Komering kepada partner terkait
terminasi.
Tabel Arus Kas Dari Aktivitas Investasi (Dalam Ribu US$)

Cash Flow from Investing Activities (In Thousand US$)
Perubahan
Changes Pencapaian
Uraian
Description
Nominal %
%
Nominal
Pembelian Aset Minyak Purchase of Oil and Gas

-490,88 -166,57 -324,31 194,70 294,70
Mentah dan Gas Bumi Assets
Pinjaman Ke PT Donggi Loans to PT Donggi

Senoro LNG Senoro LNG
- - - 0 0
Penambahan Invetasi Additional Investment

Di Entitas Anak dan in Subsidiaries and 0,08 0,07 0,01 10,00 110,00
Perusahaan Asosiasi Associates
Penerimaan Dividen Dividend Received - - - 0 0
Kas Neto yang Digunakan Net Cash Used in

-490,81 -166,50 -324,31 194,78 294,78
Untuk Aktivitas Investasi Investing Activities
Arus Kas Dari Aktivitas Pendanaan Cash Flow From Financing Activities
Nilai Arus Kas Dari Aktivitas Pendanaan dengan Arus Cash Flow from Financing Activities with Expenditure
Pengeluaran pada tahun 2018 tercatat sebesar US$278,21 Flow in 2018 was recorded at US$278.21 million. The value
juta. Nilai tersebut turun US$162,67 juta atau 36,90% increaed by US$162.67 million or 36.90% compared to
dibanding tahun 2017 sebesar US$440,88 juta. Hal ini US$440.88 million in 2017. This was mainly influenced by
terutama dipengaruhi oleh pembayaran utang jangka long-term payable payment to PT Pertamina (Persero) over
panjang ke PT Pertamina (Persero) atas utang dropping. dropping debts.

Tabel Arus Kas Dari Aktivitas Pendanaan (Dalam Ribu US$)

Cash Flow from Financing Activities (In Thousand US$)
Perubahan
Changes Pencapaian
Uraian
Description
Nominal %
%
Nominal
Pembayaran Pinjaman Loans Repayment to

-210,00 -425,46 215,46 -50,64 49,36
Kepada Pertamina Pertamina
Pembayaran Dividen Payment of Dividen -75,39 -14,33 -61,06 426,09 526,09
Penambahan Dana yang Addition to Restricted

-0,50 -14,84 14,34 -96,63 3,37
Dibatasi Penggunaannya Funds
Pembayaran Pinjaman
Loan Repayment Receipt 7,68 13,75 -6,07 -44,14 55,86
Jangka panjang
Pinjaman Dari Pertamina Loans from Pertamina - - - 0 0
Kas Neto (yang

Net Cash (Used in)/
Digunakan)/ yang
Generated from -278,21 -440,88 162,67 -36,90 63,10
Diperoleh Dari Aktivitas
Financing Activities
Pendanaan

Laporan Rasio Keuangan Konsolidasian

Consolidated Statements of Financial Ratio
Tabel Rasio PHE

PHE Ratio
Perubahan
Changes Pencapaian
Uraian
Description
Nilai %
%
Value
Rasio Profitabilitas (%) | Profitability Ratio (%)
Imbalan Balik Atas Aset Return on Assets 23,89 26,83 -2,94 -10,95 89,05
Imbal Balik Atas Modal Return on Equity 36,73 29,23 7,50 25,65 125,65
Margin Laba Usaha Operating Profit Margin 46,31 30,27 16,04 52,99 152,99
Margin Laba Bersih Net Profit Margin 18,75 24,42 -5,67 -23,20 76,80
Rasio Likuiditas (%) | Liquidity Ratio (%)
Rasio Kas Cash Ratio 27,89 7,28 20,61 283,10 383,10
Rasio Lancar Current Ratio 114,22 56,95 57,27 100,57 200,57
Rasio Solvabilitas (%) | Solvability Ratio (%)
Rasio Modal Terhadap Equity to Total Asset

30,67 43,26 -12,59 -29,10 70,90
Total Aset Ratio
Time Interest Earned

Time Interest Earned Ratio 511,91 29,46 482,45 1.637,65 1.737,65
Ratio
Rasio Perputaran (Hari) | Turnover Ratio (Day)
Collection Period Collection Period 30,67 45,76 -15,09 -32,97 67,03
Perputaran Total Aset Total Assets Turnover 70,68 51,70 18,98 36,70 136,70

Kemampuan Membayar Utang

Capability to Pay Debt
Kemampuan PT Pertamina Hulu Energi (PHE) membayar PT Pertamina Hulu Energi (PHE) short- and long-term
hutang baik jangka pendek maupun jangka panjang, dapat capability to pay debt can be viewed through liquidity
dilihat melalui nilai rasio likuiditas dan rasio solvabilitas. and solvency ratios. The liquidity ratio value illustrates
Nilai rasio likuiditas menunjukkan kemampuan Perusahaan the Company’s capability in meeting short-term liabilities
dalam memenuhi liabilitas jangka pendek, yang diukur through c ash and current ratios. The c ash ratio is
melalui rasio kas dan rasio lancar. Rasio kas dihitung dengan calculated by comparing cash owned with total short-term
cara membandingkan kas yang dimiliki dengan jumlah liabilities. The current ratio is calculated by comparing total
liabilitas jangka pendek. Rasio lancar dihitung dengan cara current assets with total short-term liabilities.
membandingkan jumlah aset lancar dengan jumlah liabilitas
jangka pendek.
Rasio Likuiditas Liquidity Ratio
Nilai Rasio Likuiditas pada tahun 2018 memperlihatkan The Liquidity Ratio value in 2018 exhibits an increase
kenaikan dibanding tahun 2017. Hal ini terlihat dari nilai compared to 2017. This is evident in 27.89% Cash Ratio
Rasio Kas pada tahun 2018 sebesar 27,89% dan nilai Rasio and 114.22% Current Ratio in 2018, whereas the 2017
Lancar sebanyak 114,22%, sementara nilai Rasio Kas tahun Cash and Current Ratios amounted to 7.28% and 56.95%
2017 adalah 7,28% dan nilai Rasio Lancar sebesar 56,95%. respectively. Based on these values, the Company’s
Berdasarkan nilai tersebut dapat diketahui kemampuan performance in paying its debts in the reporting period
Perusahaan dalam membayar utang dalam kurun waktu was relatively good.
periode pelaporan relatif baik.
Tabel Rasio Likuiditas PHE (%)

PHE Liquidity Ratio (%)
Perubahan
Changes Pencapaian
Uraian
Description
Nilai %
%
Value
Rasio Kas Cash Ratio 27,89 7,28 20,61 283,10 383,10
Rasio Lancar Current Ratio 114,22 56,95 57,27 100,57 200,57

Rasio Solvabilitas Solvency Ratio
Rasio Solvabilitas menunjukkan kemampuan Perusahaan The Solvency Ratio shows the Company’s capability in
dalam membayar kewajiban-kewajibannya, dan diukur paying its obligations which can be measured through:
melalui:
• Rasio liabilitas terhadap ekuitas yang dihitung dengan cara • Liability ratio to equity which is calculated by comparing
membandingkan jumlah liabilitas dengan jumlah ekuitas. total liabilities with total equity.
• Rasio liabilitas terhadap aset yang dihitung dengan cara • Liability ratio to assets is calculated by comparing total
membandingkan jumlah liabilitas dengan jumlah aset. liabilities with total assets.
Nilai Solvabilitas Perusahaan pada tahun 2018 menunjukkan The Company’s Solvency value in 2018 decreased which
menunjukkan adanya penurunan, dan dipengaruhi oleh was influenced by a decrease in liabilities and an increase
adanya penurunan liabilitas, di sisi lain terdapat peningkatan in equity. In general, the Company’s capability in paying its
ekuitas. Secara umum kemampuan Perusahaan dalam obligations was relatively good.
membayar kewajiban-kewajibannya masih relatif baik.
Tabel Rasio Solvabilitas PHE (%) | PHE Solvability Ratio (%)
Perubahan
Changes Pencapaian
Uraian
Description
Nilai %
%
Value
Rasio Liabilitas
Liability Ratio to Equity 84,31 131,14 -46,83 -35,71 64,29
Terhadap Ekuitas
Rasio Liabilitas
Liability Ratio to Assets 45,74 56,74 -11,00 -19,38 80,62
Terhadap Aset
Tingkat Kolektibilitas Piutang

Receivables Collectibility
Kolektibilitas Piutang PHE pada tahun 2018 tercatat Receivables Collectibility of PHE in 2018 was recorded at
30,67 hari, bertambah singkat dibanding tahun 2017 yang 30.67 days which slightly increased/decreased compared
mencapai 45,76 hari. to 45.76 days in 2017.
Tabel Kolektibilitas Piutang PHE (Hari) | PHE Receivables Collectibility (Day)
Perubahan
Changes Pencapaian
Uraian
Description
Nilai %
%
Value
Collection Period Collection Period 30,67 45,76 -15,09 -32,97 149,19
Perputaran Total Aset Total Assets Turnover 70,68 52,70 17,98 34,11 74,57

Struktur Modal dan Kebijakan

Manajemen Atas Struktur Modal
Capital Structure and Management Policies on
Capital Structure
Pada tahun 2018 komposisi struktur modal PHE terdiri atas In 2018, composition of PHE’s capital structure consisted
45,74% berasal dari Liabilitas dan 54,26% berupa Ekuitas. of 45.74% Liabilities and 54.26% Equity. This composition
Komposisi tersebut mengalami perubahan dibanding underwent changes compared to the 2017 capital structure,
struktur modal tahun 2017 yang terdiri atas 56,47% consisting of 56.47% Liabilities and 43.26% Equity. This was
berasal dari Liabilitas dan 43,26% berupa Ekuitas. Hal ini caused by principal loans payment to Pertamina (Persero)
disebabkan pembayaran pokok pinjaman ke Pertamina was balanced with PHE’s exceeding profit performance.
(Persero) diimbangi dengan performance laba PHE yang
melebihi target.
Tabel Struktur Modal PHE (Dalam Juta US$)

PHE Capital Structure (In Million US$)
Perubahan
2018 2017
Uraian Perubahan
Description
Nominal Kontribusi Nominal Kontribusi Nominal
%
Nominal Contribution (%) Nominal Contribution (%) Nominal
LIABILITAS | LIABILITIES
Liabilitas Liabilities 2.073,01 45,74 2.712,44 56,74 -639,43 -235,74
Jangka
Short Term 778,84 17,19 1.477,68 54,48 -698,84 -472,93
Pendek
Jangka
Long Term 1.294,17 28,56 1.234,76 45,52 59,41 48,12
Panjang
EKUITAS | EQUITY
Ekuitas Equity 2.458,66 54,26 2.068,55 43,26 390,11 188,59
Total
Total Capital
Modal yang 4.531,67 100,00 4.780,79 100,00 -249,12 -52,11
Invested
Diinvestasikan
Kebijakan Manajemen Atas Management Policies on Capital

Struktur Modal Structure
PHE menerapkan kebijakan struktur modal dengan PHE implements capital structure policies by strengthening
memperkuat Ekuitas Perusahaan. Perubahan struktur its Equity. Changes in capital structure are performed in
modal dilakukan guna mendukung pengembangan usaha. order to support business development. There is no basis
Tidak ada dasar pemilihan kebijakan manajemen atas in selecting capital structure management policies. Up to
struktur modal. Hingga 31 Desember 2018 perbandingan 31 December 2018, the comparison between Liabilities and
antara Liabilitas dan Ekuitas adalah 1:1,19 dari sebelumnya Equity was 1:1.19 from previously 1:0.76.
1:0,76.

Ikatan Material Untuk Investasi Barang

Modal (Bukan Ikatan Pendanaan) Pada
Tahun Buku
Material Commitment For Capital Goods Investment
(Not Financing Commitment) In Fiscal Year
Selama kurun waktu periode pelaporan, PHE tidak Throughout the reporting period, PHE did not perform any
melakukan ikatan material atas investasi barang modal. material commitment over capital goods investment. As
Dengan demikian, Laporan ini tidak memberikan informasi such, this Report does not present information related
terkait nama pihak yang melakukan ikatan, tujuan dari ikatan to names of related party, purpose of the commitment,
tersebut, sumber dana yang diharapkan untuk memenuhi expected resources to fulfill the commitments, denominated
ikatan-ikatan tersebut, mata uang yang menjadi denominasi currency, as well as measures planned by the company to
& langkah-langkah yang direncanakan perusahaan untuk protect the related foreign currency position against risks.
melindungi risiko dari posisi mata uang asing yang terkait.

Investasi Barang Modal

yang Direalisasikan
Capital Goods Investment Realized
Selama tahun 2018, Perusahaan tidak memiliki kegiatan In 2018, the Company did not have capital goods investment
investasi barang modal. Oleh karena itu, tidak terdapat activities. Hence, there is no information on:
informasi mengenai:
• Jenis investasi barang modal • Types of capital goods investment
• Tujuan investasi barang modal • Objectives of capital goods investment
• Nilai investasi barang modal yang dikeluarkan pada tahun • Capital goods investment disbursed value in the last fiscal
buku terakhir year
Perjanjian Pasokan Gas Gas Supply Agreement
Pada tanggal 31 Desember 2017, Entitas Anak memiliki On 31 December 2017, the Subsidiaries had significant gas
kontrak-kontrak perjanjian jual beli gas yang signifikan sales agreement with several customers, with gas volume
kepada beberapa pelanggan, dengan volume gas masing- of each contract in the range of 0.8 TBTU to 1,418 TBTU.
masing kontrak sebesar antara 0,8 TBTU hingga 1.418 TBTU. These contracts will end between 2019 and 2031.
Kontrak-kontrak tersebut akan berakhir antara tahun 2019
sampai tahun 2031.
Komitmen Eksplorasi Exploration Commitment
Sampai dengan akhir tahun 2018, kegiatan operasi yang By the end of 2018, operation activities performed by the
dilakukan Anak Perusahaan masih dalam tahapan eksplorasi. subsidiaries were still in exploration stage. The exploration
Komitmen eksplorasi (komitmen pasti dan komitmen kerja. commitment (firm commitment and work commitment).
Berikut adalah komitmen eksplorasi dengan nilai Gross PSC Below is the exploration commitment with values of PSC
dan KBH Gross Split. Gross and Gross Split KBH.

No Nama Entitas Anak dan Wilayah Kerja Komitmen

Names of Subsidiary and Working Area Program
Kerja dan
Pengeluaran
(US$)
Commitment of
Work Program and
Expenditure (US$)
1 PT Pertamina Hulu Energi ONWJ – Blok ONWJ | ONWJ Block 82.300.000
2 PT Pertamina Hulu Energi NSO – Blok NSO | NSO Block 43.000.000
3 PT Pertamina Hulu Energi Ogan Komering –Blok Ogan Komering | Ogan Komering Block 60.600.000
4 PT Pertamina Hulu Energi Tuban East Java – Blok Tuban | Tuban Block 114.070.000
5 PT Pertamina Hulu Energi OSES – Blok OSES | OSES Block 231.000.000
6 PT Pertamina Hulu Energi Raja Tempirai – Blok Pendopo | Pendopo Block 15.550.000
7 PT Pertamina Hulu Energi Jambi Merang – Blok Jambi Merang | Jambi Merang Block 239.300.000
8 PT Pertamina Hulu Energi Salawati Basin – Blok Kepala Burung | Kepala Burung Block 61.222.000
9 PT Pertamina Hulu Energi Salawati – Blok Salawati | Salawati Block 36.250.000
10 PT Pertamina Hulu Energi East Sepinggan – Blok East Sepinggan | East Sepinggan Block 80.610.000
11 PT Pertamina Hulu Energi Metana Kalimantan B - Blok Sangatta II | Sangatta II Block 20.128.179
12 PT Pertamina Hulu Energi Metana Sumatera Tanjung Enim - Blok Tanjung Enim | Tanjung Enim Block 14.483.863
13 PT Pertamina Hulu Energi Metana Sumatera 2 - Blok Muara Enim | Muara Enim Block 11.750.000
14 PT Pertamina Hulu Energi Metana Sumatera 5 - Blok Muara Enim II | Muara Enim II Block 23.850.000
15 PT Pertamina Hulu Energi West Glagah Kambuna - Blok West Glagah Kambuna | West Glagah Kambuna Block 55.000.000
16 PT Pertamina Hulu Energi Semai - Blok Semai II | Semai II Block 214.000.000
17 PT Pertamina Hulu Energi Randugunting - Blok Randugunting | Randugunting Block 14.100.000
18 Pertamina Hulu Energi Ambalat Ltd. - Blok Ambalat | Ambalat Block 16.500.000
19 Pertamina Hulu Energi Bukat Ltd. - Blok Bukat | Bukat Block 48.000.000
20 PT Pertamina Hulu Energi MNK Sumatera Utara - Blok MNK Sumatera Utara | MNK Sumatera Utara Block 84.800.000
21 PT Pertamina Hulu Energi Babar Selaru - Blok Babar Selaru | Babar Selaru Block 173.000.000
22 PT Pertamina Hulu Energi Abar - Blok Abar | Abar Block 23.800.000
23 PT Pertamina Hulu Energi Anggursi - Blok Anggursi | Anggursi Block 15.800.000
24 PT Pertamina Hulu Energi MNK Sakakemang - Blok MNK Sakakemang | MNK Sakakemang Block 35.850.000
25 PT Pertamina Hulu Energi Ambalat Timur - Blok East Ambalat | East Ambalat Block 225.000.000

Audit Pemerintah Government Audit
Secara berkala Pemerintah melalui SKK Migas melakukan The Governmet through SKK Migas performs regular testing
pengujian terkait kebijakan akuntansi dan informasi related to accounting policies and financial information
keuangan dari operator Kontraktor Bagi Hasil (KBH). of PSC contractor (KBH) operator. The testing is aimed
Pengujian untuk memastikan kesesuaian dengan ketentuan to ensure the conformity with PSC provisions and other
KBH dan ketentuan lainnya yang ditetapkan oleh SKK Migas. provisions established by SKK Migas.
Pelaksanaan pengujian sejalan dengan ketentuan hukum The testing implementation is in accordance with legal
yang ditetapkan Pemerintah, yakni: provisions stipulated by the Government, which are:
1. Pe ra t u ra n P re s i d e n N o.9 t a h u n 2 01 3 Te n t a n g 1. P re s i d e n t i a l R e g u l a t i o n N u m b e r 9 o f 2 01 3 o n
Penyelenggaraan Pengelolaan Kegiatan Usaha Hulu Implementation of Upstream Oil and Gas Activities
Minyak dan Gas Bumi; Management;
2. Peraturan Presiden No.95 tahun 2012 Tentang Pengalihan 2. Presidential Regulation Number 95 of 2012 on Transfer of
Pelaksanaan Tugas dan Fungsi Kegiatan Usaha Hulu Duties and Functions of Upstream Oil and Gas Activities;
Minyak dan Gas Bumi;
3. Keputusan Menteri Energi dan Sumber Daya Mineral 3. Minister of Energy and Mineral Resources of the Republic
Republik Indonesia No. 3135 tahun 2012 Tentang of Indonesia Decree Number 3135 of 2012 on Transfer of
Pengalihan Tugas, Fungsi dan Organisasi dalam Duties, Functions, and Organization in Upstream Oil and
Pelaksanaan Kegiatan Usaha Hulu Minyak dan Gas Bumi. Gas Activities.
Segala klaim yang timbul dari pelaksanaan pengujian (audit) All claims arising from an audit by SKK Migas and the
oleh SKK Migas dan Pemerintah akan disetujui oleh operator Government will be approved by the PSC operator and
KBH dan dicatat dalam pembukuan secara akuntansi dari recorded in the PSC accounting records or further
KBH atau didiskusikan lebih lanjut dengan SKK Migas dan/ discussed by SKK Migas and/or the Government.
atau Pemerintah.

Informasi dan Fakta Material yang Terjadi

Setelah Tanggal Laporan Akuntan
Information and Material Facts Occurred After The
Accountant Report Date
Informasi material yang terjadi setelah tanggal laporan Any material information occurred after the date of
akuntan dan berpengaruh terhadap kinerja maupun risiko accountant report and has influence to the performance and
usaha PHE di masa mendatang: business risks of PHE in the future is as follows:
1. Pada 18 Februari 2019 PHE menandatangani Kontrak 1. On 18 February 2018, PHE signed a Production Sharing
Kerjasama Bagi Hasil (KBH) dengan SKK Migas atas Contract (PSC) with SKK Migas over Maratua Oil and
Wilayah Kerja (WK) Migas Maratua yang berlokasi di Gas Working Area (WK) which located in Berau Regency,
Kabupaten Berau, Provinsi Kalimantan Timur. Skema East Kalimantan Province. The management scheme was
pengelolaan sama dengan wilayah kerja lain yakni Sistem similar to other working areas, namely Gross Split System
Gross Split, dengan total investasi sebesar US$7,75 juta with 7.75 million US dollar total investment covering Firm
yang meliputi Komitmen Kerja Pasti dan Signature Bonus. Commitment and Signature Bonus.
2. Pada 09 Februari 2019, PHE resmi alih kelola 100% Wilayah 2. On 09 February 2019, PHE fully (100%) transferred the
Kerja Jambi Merang dari Joint Operating Body Pertamina management of Jambi Merang Working Area from Joint
- Talisman Jambi Merang (JOB PTJM). Selanjutnya PHE Operating Body Pertamina – Talisman Jambi Merang
berencana akan meningkatkan produksi gas kurang (JOB PTJM). Afterward PHE planned to increase gas
lebih 80 - 100 juta standar kaki kubik per hari (MMSCFD) production approximately 80 – 100 million standard cubic
dari kapasitas produksi 120 MMSCFD. Sementara untuk feet per day (MMSCFD) from 120 MMSCFD production
produksi minyak akan ditingkatkan menjadi 4.000 barel capacity. Meanwhile, oil production will be increased to
per hari (BPH) dari produksi rata-rata sebesar 2.529 BPH. 4,000 barrels per day (BPH) from average production of
2,529 BPH.
3. Pada 06 Februari 2019 PHE ONWJ menandatangani 3. On 06 February 2019, PHE ONWJ signed Transfer and
Perjanjian Pengalihan dan Pengelolaan 10% Participating Management Agreement of 10% Participating Interest
Interest (PI) pada Blok ONWJ dengan PT Migas Hulu (PI) of ONWJ Block with PT Migas Hulu Jabar ONWJ (MUJ
Jabar ONWJ (MUJ ONWJ). Penandatanganan addendum ONWJ). The addendum signing was expected to give a
diharapkan menjadi awal baik untuk memajukan industri good start in advancing oil and gas industry in West Java
migas di Jawa Barat dan DKI Jakarta serta dapat and DKI Jakarta, as well as to expedite operation activities
memperlancar kegiatan operasi di Blok ONWJ. in ONWJ Block.

Informasi Perbandingan Antara Target

Pada Awal Tahun Buku Dengan Hasil
yang Dicapai (Realisasi)
Information of Comparison Between Target at The
Beginning of Fiscal Year With The Realization
Rencana Kerja dan Anggaran Perusahaan (RKAP) untuk The Company’s Work Plan and Budget (RKAP) for fiscal
tahun buku 2018 ditetapkan pada 29 Mei 2018 berdasarkan year 2018 was stipulated on 29 May 2018 based on SVP
Fax SVP Controller No.294/H10000/2018-S0 tanggal 2 Controller Fax Number 294/H10000/2018-S0 of 2 October
Oktober 2018 tentang Persetujuan RKAP Revisi Tahun 2018 2018 on Approval of the 2018 Revised RKAP of PT Pertamina
PT Pertamina (Persero) dan Fax SVP Corporate Business (Persero) and SVP Corporate Business Optimization Fax of
Optimization tanggal 05 Oktober 2018 tentang Permintaan 5 October 2018 on Request for GMS Approval on the 2018
Persetujuan RUPS RKAP 2018 (Revisi), PHE melakukan RKAP (Revision), and PHE revised the RKAP for fiscal year
revisi atas RKAP untuk tahun buku 2018 melalui Surat No. 2018 through Letter Number 052/PHE000/2019-S0 on
052/PHE000/2019-S0 perihal Permohonan Keputusan Request for GMS Resolution on the 2018 Revised RKAP of
Pemegang Saham tentang RKAP Tahun 2018 Revisi PT PT PHE. Stated in the Revised RKAP, the Company revised
PHE. Dalam RKAP Revisi, Perusahaan melakukan revisi atas the targets for fiscal year 2018.
target-target untuk tahun buku 2018.
Perbandingan Antara Target Pada Comparison Between Target at The

Awal Tahun Buku Dengan Hasil yang Beginning of Fiscal Year With Revenue
Dicapai Pendapatan Usaha Realization
D a l a m R K A P 2 01 8 , P H E m e n a rg e t k a n p e ro l e h a n In the 2018 RKAP, PHE targeted US$1,977.96 million for

Pendapatan Usaha pada tahun buku 2018 sebesar Revenue proceeds in fiscal year 2018, decreasing by
US$1.977,96 juta, berkurang US$21,12 juta atau 1,06% US$21.12 million or 1.06% of the total Revenue realization in
dari realisasi perolehan Pendapatan Usaha tahun buku fiscal year 2017, amounting to US$1,999 million. PHE revised
2017 sebesar US$1.999 juta. PHE melakukan revisi target the Revenue target in fiscal year 2018 to US$2,202.53
perolehan Pendapatan Usaha tahun buku 2018 menjadi million, increasing by US$224.56 million or 11,53% compared
US$2.202,53 juta, meningkat US$224,56 juta atau 11,35% to the previous target.
dibanding target semula.

Realisasi perolehan Pendapatan Usaha pada akhir tahun The realization of Revenue by the end of fiscal year 2018
buku 2018 mencapai US$2.528,09 miliar. Jumlah tersebut reached US$2,528.09 billion. The number was US$325.56
lebih besar US$325,56 juta atau 14,78% dibanding million or 14.78% larger compared to the targeted
target RKAP Revisi sebesar US$2.202,53 juta. Realisasi US$2,202.53 million in the Revised RKAP. The realization
Pendapatan Usaha di atas target disebabkan realisasi exceeding the target was caused by higher oil and gas
entitlement minyak mentah dan gas bumi yang lebih tinggi entitlement realization than the target. The realization of
dari target. Realisasi rata-rata harga gas bumi US$6,45 per average gas price was at US$6.45 per MMBTU, higher than
MMBTU, lebih tinggi dari asumsi harga rata-rata RKAP Revisi the assumption price in the Revised RKAP, at US$6.00 per
US$6,00 per MMBTU. MMBTU.
Perbandingan Antara Target Pada Awal Comparison Between Target at

Tahun Buku Dengan Hasil yang Dicapai The Beginning of Fiscal Year With
Beban Usaha Operating Expenses Realization
Dalam RKAP 2018 awal PHE merencanakan Beban Usaha In the initial 2018 RKAP, PHE planned US$1,515.75 million
tahun buku 2018 sebesar US$1.515,75 juta, naik US$121,95 for Operating Expenses in fiscal year 2018, increasing by
juta atau 8,75% dari realisasi Beban Usaha tahun buku 2017 US$121.95 million or 8.75% of the Operating Expenses
US$1.394 juta. PHE melakukan revisi rencana Beban Usaha realization in fiscal year 2017, amounting to US$1,394 million.
tahun buku 2018 menjadi US$1.357,34 juta. PHE revised the Operating Expenses plan in fiscal year 2018
to US$1,357.34 million.
Realisasi Beban Usaha tahun buku 2018 US$1.357,34 juta, The Operating Expenses realization in fiscal year 2018
lebih kecil US$195,48 juta atau 12,59% dari rencana dalam was US$1,357.34 million, which was US$195.48 million
RKAP Revisi. Faktor yang memengaruhi adalah tetap or 12.59% smaller than the plan in the Revised RKAP. The
diterapkannya efisiensi, adanya pembatalan kegiatan pada affecting factors are the implemented efficiency, activities
beberapa Anak Perusahaan dan carry over ke RKAP 2019. cancellation in several subsidiaries, and carry over to the
2019 RKAP.
Perbandingan Antara Target Pada Awal Comparison Between Target at

Tahun Buku Dengan Hasil Yang Dicapai The Beginning of Fiscal Year With
Laba Usaha Operating Income Realization
Target Perolehan Laba Bersih tahun buku 2018 dalam The Proceeds Target for Operating Income for fiscal year
RKAP 2018 mencapai US$211,62 juta. Target tersebut turun 2018 in the 2018 RKAP reached US$211.62 million. The
US$39,26 juta atau 15,65% dibanding realisasi tahun 2017 target decreased by US$39.26 million or 15.65% compared
sebesar US$651 juta. to US$651 million in the 2017 realization.
Target tersebut direvisi sehingga target perolehan Laba The above target was revised so that Net Profit proceeds
Bersih tahun buku 2018 menjadi US$326,40 juta. Realisasi target for fiscal year 2018 became US$326.40 million. The
perolehan Laba Bersih pada tahun buku 2018 sebesar realization of Net Profit in fiscal year 2018 amounted to
US$476,73 juta, lebih besar US$150,32 juta atau 46,05% US$476.73 million, US$150.32 million or 46.05% larger than
dari target sesuai RKAP Revisi. Realisasi perolehan Laba the target stated in the Revised RKAP. The realization of
Bersih di atas target terutama karena lebih tingginya realisasi Net Profit proceeds passed beyond the target because of
pendapatan dan lebih rendahnya realisasi Beban Usaha. higher revenue realization and lower Operating Expenses
realization.

Perbandingan Antara Target Pada Comparison Between Target at The

Awal Tahun Buku Dengan Hasil yang Beginning of Fiscal Year With EBITDA
Dicapai EBITDA Realization
Dalam RKAP 2018 awal, target pencapaian EBITDA tahun In the initial 2018 RKAP, EBITDA achievement target for fiscal
buku 2018 sebesar US$910,04 juta. Jumlah tersebut lebih year 2018 was targeted at US$910.04 million. The number was
kecil US$190,95 juta dan mencapai 17,34% dari realisasi US$190.95 million smaller and reached 17.34% of the EBITDA
besaran EBITDA tahun buku 2017 sebesar US$1.100,99 juta. realization in fiscal year 2017, amounting to US$1,100.99 million.
Target EBITDA untuk tahun buku 2018 direvisi dalam RKAP EBITDA target for fiscal year 2018 was revised in the
Revisi menjadi US$1.138,94 juta, lebih besar US$228,90 juta Revised RKAP to US$1,138.94 million, US$228.90 million
atau 25,15% dibanding target awal. Realisasi EBITDA tahun or 25.15% higher than the initial target. The EBITDA
buku 2018 adalah US$1.637,65 juta, lebih besar US$498,70 realization for fiscal year 2018 was US$1,637.65 million,
juta dan mencapai 43,79% dari target EBITDA dalam RKAP US$498.70 million higher and reached 43.79% of the target
Revisi. Faktor yang memengaruhi adalah jumlah oil lifting in the Revised RKAP. The affecting factor is total oil lifting
pada tahun 2018 yang melebihi target RKAP 2018 Revisi in 2018 exceeded the 2018 Revised RKAP target which
sehingga pendapatan usaha melebihi target. Pencapaian led to revenue exceeding the target. ABO achievement
ABO hanya 94% karena tetap diterapkannya efisiensi, only reached 94% which was caused by the implemented
adanya pembatalan beberapa Anak Perusahaan dan carry efficiency, cancellation in several subsidiaries, and carry
over ke RKAP 2019. over to the 2019 RKAP.
Tabel Perbandingan Target dan Realisasi 2018 dan Perbandingan Realisasi 2017
Comparison of the 2018 Target and Realization and Comparision of the 2017 Realization
Uraian 2018 Realisasi ∆%

Description 2017 Realisasi
2017 2018 Terhadap
Proyeksi Proyeksi Realisasi ∆% Realisasi Realization
Realization
Realisasi 2017
RKAP RKAP Terhadap
∆% 2018
RKAP Revisi RKAP Revisi Realization to 2017
Projection Revised ∆% Realization Realization
RKAP to the Revised
Projection RKAP
Pendapatan
Usaha 1.977,96 2.202,53 2.528,09 147,81 1.999,00 26,47
Revenue
Beban Usaha
Operating 1.515,75 1.552,81 1.357,34 -125,89 1.394,00 -2,63
Expenses
Laba Bersih
211,62 326,40 476,73 460,54 251,00 89,93
Net Profit
EBITDA
910,04 1.138,94 1.637,65 437,86 1.172,00 39,73
EBITDA
Keterangan: Dalam Juta US$ | Note: In Million US$

Tabel Posisi Keuangan: Target dan Realisasi 2018 dan Perbandingan Realisasi 2017
Financial Position:Target and Realization of 2018 and Comparison of the 2017 Realization
Uraian 2018 Realisasi ∆%

Description 2017 Realisasi
2017 2018 Terhadap
Proyeksi Proyeksi Realisasi ∆% Realisasi Realization
Realization
Realisasi 2017
RKAP RKAP Terhadap
∆% 2018
RKAP Revisi RKAP Revisi Realization to 2017
Projection Revised ∆% Realization Realization
RKAP to the Revised
Projection RKAP
AKTIVA | ASSETS
Aktiva Lancar
904,84 1.155,81 889,77 -23,02 843,00 5,55
Current Assets
Aktiva Tidak
Lancar
4.577,78 4.351,39 3.641,90 -16,30 3.939,00 -7,54
Non-Current
Assets
Total Aktiva
5.482,62 5.507,19 4.531,67 -17,71 4.761,00 -4,82
Total Assets
Liabilitas Lancar
938,60 1.422,07 778,84 -45,23 1.476,00 -47,23
Current Liabilities
Liabilitas Tidak
Lancar
2.380,80 1.861,57 1.294,17 -30,48 1.234,77 4,81
Non-Current
Liabilities
Total Liabilitas
3.319,39 3.283,64 2.073,01 -36,87 2.712,00 -23,56
Total Liabilities
EKUITAS | EQUITY
Ekuitas
2.163,23 2.223,55 2.458,66 10,57 2.068,00 18,89
Equity
Total Liabilitas
dan Ekuitas
5.482,62 5.507,19 4.531,67 -17,71 4.781,00 -5,22
Total Liabilities
and Equity
Perbandingan Antara Target Pada Awal Comparison Between Target at The

Tahun Buku Dengan Hasil Yang Dicapai Beginning of Fiscal Year With Other
Lainnya Realizations
Kinerja Eksplorasi Exploration Performance

• PHE menargetkan pemboran eksplorasi pada tahun buku • PHE targeted exploration drilling in the original fiscal
original 2018 sebanyak 10 sumur yang direvisi menjadi 7 year 2018 at 10 wells which was revised to 7 wells. The
sumur. Realisasi pemboran eksplorasi pada akhir tahun realization of exploration drilling by the end of fiscal year
buku mencapai 5 sumur atau 71% dari target RKAP 2018 achieved 5 wells or 71% of the target in the Revised RKAP.
Revisi.

• PHE menargetkan tambahan cadangan pasti (2C) • PHE targeted 192.20 MMBOE additional contingent
pada tahun buku 2018 sebanyak 192,20 MMBOE, yang resources (2C) for fiscal year 2018 which was maintained
dipertahankan dalam RKAP Revisi. Realisasi pada akhir in the Revised RKAP. The realization in the end of fiscal
tahun buku mencapai 212,88 MMBOE atau 110% dari year reached 212.88 MMBOE or 110% of the target in
target RKAP 2018 Revisi. Revised RKAP of 2018.
• PHE menargetkan survei seismik 2D pada tahun buku • PHE targeted 1,600 km 2D seismic survey for fiscal year
2018 seluas 1.600 km, yang dipertahankan dalam RKAP 2018 which was maintained in the Revised RKAP. The
Revisi. Realisasi pada akhir tahun buku mencapai 1.400 realization by the end of fiscal year reached 1,400 km or
km atau 88% dari target RKAP 2018 Revisi. 88% of the target in Revised RKAP of 2018.
• PHE menargetkan survei seismik 3D pada tahun buku • PHE targeted 200 km2 3D seismic survey for fiscal year
2018 seluas 200 km 2 yang dipertahankan dalam RKAP 2018 which was maintained in the Revised RKAP. The
Revisi. Realisasi pada akhir tahun buku mencapai 421 km2 realization by the end of fiscal year reached 421 km 2 or
atau 210,5% dari target RKAP 2018 Revisi. 210.5% of the target in Revised RKAP of 2018.
Kinerja Pengembangan Development Performance

• Target pemboran pengembangan pada tahun buku 2018 • The development drilling target for fiscal year 2018 was
adalah 21 sumur, yang dipertahankan dalam RKAP Revisi. 21 wells which was maintained in the Revised RKAP. The
Realisasi pada akhir tahun buku 2018 adalah 17 sumur realization by the end of fiscal year 2018 reached 17
pengembangan atau 81% dari target RKAP 2018 Revisi. development wells or 81% of the target in Revised RKAP
of 2018.
• Target pekerjaan Kerja Ulang Pindah Lapisan (KUPL) atau • The workover (KUPL) target for fiscal year 2018 was 34
workover pada tahun buku 2018 adalah 34 sumur, yang wells which was maintained in the Revised RKAP. The
dipertahankan dalam RKAP Revisi. Realisasi pada akhir realization by the end of fiscal year 2018 was 20 wells or
tahun buku 2018 adalah 20 sumur atau 59% dari target 59% of the target in Revised RKAP of 2018.
RKAP 2018 Revisi.
• Target tambahan cadangan siap produksi (P1) pada tahun • The additional proved reserves (P1) for fiscal year 2018
buku 2018 adalah 71,42 MMBOE, yang dipertahankan was 71.42 MMBOE which was maintained in the Revised
dalam RKAP Revisi. Realisasi pada akhir tahun buku 2018 RKAP. The realization by the end of fiscal year 2018 was
adalah 119,16 MMBOE atau 167% dari target RKAP 2018 119.16 MMBOE or 167% of the target in Revised RKAP of
Revisi. 2018.
Kinerja Operasi dan Produksi Operation and Production Performance

• Target total produksi migas pada tahun buku 2018 dalam • The target of total oil and gas production for fiscal
RKAP adalah 203,50 MBOEPD yang dipertahankan year 2018 in RKAP was 203.50 MBOEPD which was
dalam RKAP Revisi. Realisasi pada akhir tahun buku 2018 maintained in the Revised RKAP. The realization in the end
adalah 206 MBOEPD atau 101% dari target RKAP 2018 of fiscal year 2018 was 206 MBOEPD or 101% of the target
Revisi. in Revised RKAP of 2018.
• Target total produksi minyak mentah pada tahun 2018 • The target of total crude oil production in the 2018 RKAP
dalam RKAP adalah 70,41 MBOPD yang dipertahankan was 70.41 MBOPD which was maintained in the Revised
dalam RKAP Revisi. Realisasi pada akhir tahun buku 2018 RKAP. The realization in the end of fiscal year 2018 was
adalah 69 MBOPD atau 98% dari target RKAP 2018 Revisi. 69 MBOPD or 98% of the target in Revised RKAP of 2018.
• Target total produksi gas bumi pada tahun buku 2018 • The target of total gas production for fiscal year 2018 in
dalam RKAP adalah 771 MMSCFD yang kemudian RKAP was 771 MMSCFD which then maintained in the
dipertahankan dalam RKAP Revisi. Realisasi pada akhir Revised RKAP. The realization in the end of fiscal year was
tahun buku adalah 794 MMSCFD atau 103% dari target 794 MMSCFD or 103% of the target in Revised RKAP of
RKAP 2018 Revisi. 2018.

• Target total lifting migas pada tahun buku 2018 dalam • The target of total oil and gas lifting for fiscal year 2018
RKAP adalah 169,80 MBOEPD, yang dipertahankan dalam in RKAP was 169.80 MBOEPD which was maintained in
RKAP Revisi. Realisasi pada akhir tahun buku 2018 adalah the Revised RKAP. The realization in the end of fiscal year
167,66 MBOEPD atau 99% dari target RKAP 2018 Revisi. 2018 was 167.66 MBOEPD or 99% of the target in Revised
RKAP of 2018.
• Total lifting minyak mentah pada tahun buku 2018 dalam • Total crude oil lifting for fiscal year 2018 in RKAP was
RKAP adalah 68,08 MBOPD, yang dipertahankan dalam 68.08 MBOPD which was maintained in the Revised RKAP.
RKAP Revisi. Realisasi pada akhir tahun buku 2018 adalah The realization in the end of fiscal year 2018 was 69.36
69,36 MBOPD atau 102% dari target RKAP 2018 Revisi. MBOPD or 102% of the target in Revised RKAP of 2018.
• Total lifting gas bumi pada tahun buku 2018 dalam RKAP • Total gas lifting for fiscal year 2018 in RKAP was 589
adalah 589 MMSCFD, yang dipertahankan dalam RKAP MMSCFD which was maintained in the Revised RKAP. The
Revisi. Realisasi pada akhir tahun buku 2018 adalah 570 realization in the end of fiscal year 2017 was 570 MMSCD
MMSCD atau 97% dari target RKAP 2018 Revisi. or 97% of the target in Revised RKAP of 2018.
Perbandingan Target RKAP 2018 dan Realisasi 2018

Comparison of the 2018 RKAP Target and 2018 Realization
Kinerja Satuan RKAP RKAP 2018 Realisasi ∆%

Performance Unit Revisi Realization
2018 Revised
RKAP
1 2 3 3:2
Eksplorasi | Exploration
Pemboran Eksplorasi Exploration Drilling Sumur | Well 10 7 5 71
Penambahan Cadangan
Additional Resources (2C) MMBOE 192,02 192,02 212,88 111
(2C)
Survei Seismik 2D 2D Seismic Survey Km 1.600 1.600 1.400 88

Survei Seismik 3D 3D Seismic Survey Km2 200 200 421 211
Pengembangan | Development
Pemboran
Development Drilling Sumur | Well 21 21 17 81
Pengembangan
Workover (KUPL) Workover (KUPL) Sumur | Well 34 34 20 59
Tambahan Cadangan P1 Additional P1 Reserves MMBOE 71,42 71,42 119,16 167
Operasi dan Produksi | Operation and Production

Total Produksi Migas Total Oil and Gas Production MBOEPD 203,50 203,50 206 107
Total Produksi Minyak

Total Crude Oil Production MBOPD 70,41 70,41 69 113
Mentah
Total Produksi Gas Bumi Total Gas Production MMSCFD 771 771 794 103
Lifting Migas | Oil and Gas Lifting

Total Lifting Migas Total Oil and Gas Lifting MBOEPD 169,80 169,80 167,66 99
Total Lifting Minyak

Total Crude Oil Lifting MBOPD 68,08 68,08 69,36 102
Mentah
Total Lifting Gas Bumi Total Gas Lifting MMSCFD 589 589 570 97

Target atau Proyeksi yang Ingin Dicapai

Untuk Satu Tahun Mendatang
Target or Projection to Be Achieved For The
Coming Year
PHE telah menetapkan target-target yang menjadi sasaran PHE has determined targets to be used as performance
kinerja selama tahun 2019, yang disusun dalam RKAP 2019 goals in 2019, prepared in the RKAP 2019 and authorized
dan disahkan berdasarkan Risalah Rapat Direksi No RRD- based on the Board of Directors Minutes of Meeting
007/PHE000/2019-S0 RKAP dengan mempertimbangkan Number RRD-007/PHE000/2019-S0 RKAP by taking into
berbagai faktor internal dan eksternal yang diperkirakan account various internal and external factors that could
dapat memengaruhi kinerja keuangan dan operasional di affect financial and operational performance in 2019.
tahun 2019.
Proyeksi perolehan Pendapatan Usaha untuk tahun buku Revenue for fiscal year 2019 in accordance with the 2019
2019 sesuai RKAP 2019 adalah US$2.628,04 juta. Jumlah RKAP was projected at US$2,628.04 million. The number
tersebut bertambah US$99,95 juta dan mencapai 39,54% increased by US$99.95 million and achieved 39.54% of the
dari realisasi perolehan Pendapatan Usaha tahun buku 2018 realization of Revenue for fiscal year 2018, amounting to
sebesar US$2.528,09 miliar. US$2,528.09 billion.
Proyeksi Beban Usaha untuk tahun buku 2019 sesuai RKAP Operating Expenses for fiscal year 2019 in accordance
2019 adalah US$1.659,92 juta. Nilai tersebut bertambah with the 2019 RKAP was projected at US$1,659.92 million.
US$302,58 juta dan mencapai 222,92% dari realisasi The value increased by US$302.58 million and achieved
Beban Usaha tahun buku 2018 sebesar US$1.357,34 juta. 222.92% of the Operating Expenses realization for fiscal
year 2018, amounting to US$1,357.34 million.
PHE menargetkan perolehan Laba Usaha pada tahun buku PHE targeted Operating Income for fiscal year 2019 at
2019 sebesar US$591,55 juta. Jumlah tersebut bertambah US$591.55 million. The number increased by US$114.82
US$114,82 juta dan mencapai 240,86% dari realisasi million and achieved 240.86% of the Operating Income
perolehan Laba Usaha tahun buku 2018 sebesar US$476,73 realization for fiscal year 2018, amounting to US$476.73
juta. million.
Untuk pencapaian EBITDA, PHE menargetkan perolehan In terms of EBITDA achievement, PHE targeted the
tahun buku 2019 sesuai RKAP 2019 sebesar US$1.395,05 proceeds in accordance with the 2019 RKAP which was
juta. Proyeksi tersebut lebih kecil US$242,59 juta dan US$1,395.05 million. The projection was US$242.59 million
mencapai 148,13% dari realisasi EBITDA tahun buku 2018 smaller and achieved 148.13% of the EBITDA realization for
sebanyak US$1.637,65 juta. fiscal year 2018, amounting to US$1,637.65 million.

Tabel Perbandingan Target RKAP 2019 dan Perbandingan Realisasi 2018

Comparison of the 2019 RKAP Target and Comparison of the 2018 Realization
Uraian Proyeksi Realisasi 2018 ∆% RKAP 2019

Description RKAP 2019 2018 Realization Terhadap
2019 RKAP Realisasi 2018
Projection ∆% 2019 RKAP to 2018
Realization
Pendapatan Usaha Revenue 2.628,04 2.528,09 3,95
Beban Usaha Operating Expenses 1.659,92 1.357,34 22,29
Laba Bersih Net Profit 591,55 476,73 24,08
EBITDA EBITDA 1.395,05 1.637,65 14,81
Tabel Posisi Keuangan: Target dan Realisasi 2019 dan Perbandingan Realisasi 2018
Financial Position: The 2019 Target and Realization and Comparison of the 2018 Realization
Uraian Proyeksi Realisasi 2018 ∆% RKAP 2019

Description RKAP 2019 2018 Realization Terhadap
2019 RKAP Realisasi 2018
Projection ∆% 2019 RKAP to 2018
Realization
AKTIVA | ASSETS
Aktiva Lancar Current Assets 1.155,15 889,77 29,83
Aktiva Tidak Lancar Non-Current Assets 4.101,05 3.641,90 12,61
Total Aktiva Total Assets 5.256,19 4.531,67 15,99

Liabilitas Lancar Current Liabilities 930,15 778,84 19,43
Liabilitas Tidak Lancar Non-Current Liabilities 1.402,07 1.294,17 8,34
Total Liabilitas Total Liabilities 2.332,23 2.073,01 12,50

EKUITAS | EQUITY
Ekuitas Equity 2.923,97 2.458,66 18,93
Total Liabilitas dan

Total Liabilities and Equity 5.256,19 4.531,67 15,99
Ekuitas
Target-Target Lain dalam RKAP 2019 Other Targets in The 2019 RKAP
Sesuai RKAP 2019, PHE telah menetapkan target kegiatan As per the 2019 RKAP, PHE has determined exploration
eksplorasi untuk tahun buku 2019: activities target for fiscal year 2019:
• Jumlah pemboran eksplorasi s ebanyak 13 sumur, • Total exploration drilling amounted to 13 wells, increased
bertambah 8 sumur dibanding realisasi tahun buku 2018 by 8 wells compared to 5 wells in the realization of fiscal
sebanyak 5 sumur. year 2018.

• Penambahan cadangan pasti (2C) sebanyak 195,09 • Definite reserve addition (2C) of 195.09 MMBOE, reduced
MMBOE, berkurang dari realisasi tahun 2018 sebesar from the realization in 2018 of 212.88 MMBOE.
212,88 MMBOE.
• Survei seismik 2D seluas 3.819 kilometer (km), bertambah • 2D seismic survey of 3,819 kilometer (km) which increased
dibanding realisasi tahun buku 2018 seluas 1.400 km. compared to the realization of fiscal year 2018 reaching
1,400 km.
• Survei seismik 3D seluas 190 km2, berkurang dibanding • 3D seismic survey of 190 km2, decreasing compared to the
realisasi tahun buku 2018 seluas 421 km2. realization of fiscal year 2018 reaching 421 km2.
S e s u a i R K A P 2 01 9 P H E te l a h m e n et a p ka n t a rg et In accordance with the 2019 RKAP, PHE has determined

pengembangan untuk tahun buku 2019: development target for fiscal year 2019:
• Pemboran sumur pengembangan sebanyak 45 sumur, • 45 development wells drilling, increasing by 28 wells or
bertambah 28 sumur atau 260% dibanding realisasi tahun 260% compared to 17 wells in the realization of 2018.
2018 sebanyak 17 sumur.
• Pekerjaan Kerja Ulang Pindah Lapisan (KUPL) atau • 47 workover wells, increasing by 27 wells or 235%
workover sebanyak 47 sumur, bertambah 27 sumur atau compared to 20 wells in the realization in 2018.
235% dibanding realisasi tahun 2018 sebanyak 20 sumur.
• Tambahan cadangan siap produksi (P1) sebanyak 75,43 • 75.42 MMBOE additional proved reserves (P1), decreasing
MMBOE, berkurang 43,73 MMBOE atau 63% dibanding by 43.73 MMBOE or 63% compared to 119.16 MMBOE in
realisasi tahun 2018 sebanyak 119,16 MMBOE. the realization of 2018.
Sesuai RKAP 2019 PHE telah menetapkan target produksi As per the 2019 RKAP, PHE has determined crude oil and
minyak mentah dan gas bumi untuk tahun buku 2019: gas production target for fiscal year 2019:
• Total produksi migas s ebanyak 218,26 MBOEPD, • Total oil and gas production amounted to 218.26 MBOEPD,
bertambah 12,26 MBOEPD dibanding realisasi tahun 2018 increasing by 12.26 MBOEPD compared to 206 MBOEPD
sebanyak 206 MBOEPD. in the realization of 2018.
• Total produksi minyak mentah sebanyak 79,47 MBOPD, • Total crude oil production amounted to 79.47 MBOPD,
10,47 MBOEPD bertambah dibanding realisasi tahun 2018 increasing by 10.47 MBOEPD compared to 69 MBOPD in
sebanyak 69 MBOPD. the realization of 2018.
• Total produksi gas bumi sebesar 804 MMSCD, bertambah • Total gas production amounted to 804 MMSCD, increasing
10 MMSCFD dibanding realisasi tahun 2018 yang by 10 MMSCFD compared to 794 MMSCFD in the
mencapai 794 MMSCFD. realization of 2018.
Sesuai RKAP 2019 PHE telah menetapkan target lifting In accordance with the 2019 RKAP, PHE has determined
minyak mentah dan gas bumi untuk tahun buku 2019: crude oil and gas lifting target for fiscal year 2019:
• Total lifting migas sebesar 175,67 MBOEPD, bertambah • Total oil and gas lifting amounted to 175.67 MBOEPD,
8,01 MBOEPD atau 105% dibanding realisasi tahun buku increasing by 8.01 MBOEPD or 105% compared to 167.66
2018 sebanyak 167,66 MBOEPD. MBOEPD in the realization of fiscal year 2018.
• Total lifting minyak sebesar 76,97 MBOPD, bertambah • Total oil lifting amounted to 76.97 MBOPD, increasing by
10,61 MBOPD atau 115% dibanding realisasi tahun buku 10.61 MBOPD or 115% compared to 69.36 MBOPD in the
2018 sebanyak 69,36 MBOPD. realization of fiscal year 2018.
• Total lifting gas bumi menjadi 572 MMSCFD, bertambah 2 • Total gas lifting became 572 MMSCFD, increasing by
MMSCFD atau 100% dibanding realisasi tahun buku 2018 2 MMSCFD or 100% compared to 570 MMSCD in the
sebanyak 570 MMSCD. realization of fiscal year 2018.

Target RKAP 2019 dan Perbandingan Realisasi 2018

2019 RKAP Target and Comparison of the 2018 Realization
Uraian Satuan RKAP Realisasi ∆%

Description Unit 2019 2018
2019 2018
RKAP Realization
Eksplorasi | Exploration
Pemboran Eksplorasi Exploration Drilling Sumur 13 5 260
Penambahan Cadangan (2C) Additional Resources (2C) MMBOE 195,09 212,88 92
Survei Seismik 2D 2D Seismic Survey Km 3.819 1.400 273
Survei Seismik 3D 3D Seismic Survey Km2 190 421 45
Pengembangan | Development
Pemboran Pengembangan Development Drilling Sumur 45 17 265
Workover (KUPL) Workover (KUPL) Sumur 47 20 235
Tambahan Cadangan P1 Additional P1 Reserves MMBOE 75,43 119,16 63
Produksi Migas | Oil and Gas Production
Total Produksi Migas Total Oil and Gas Production MBOEPD 218,26 206 106
Total Produksi Minyak Mentah Total Crude Oil Production MBOPD 79,47 69 115
Total Produksi Gas Bumi Total Gas Production MMSCFD 804 794 101
Lifting Migas | Oil and Gas Lifting
Total Lifting Migas Total Oil and Gas Lifting MBOEPD 175,67 167,66 105
Total Lifting Minyak Mentah Total Crude Oil Lifting MBOPD 76,97 69,36 115
Total Lifting Gas Bumi Total Gas Lifting MMSCFD 572 570 100

Uraian Tentang Prospek Usaha

Description on Business Prospect
Bisnis inti PHE adalah sektor hulu migas dengan kegiatan PHE’s core business concentrates in upstream oil and
akhir adalah komersial minyak mentah dan gas bumi gas sector with commercial crude oil and gas (oil and gas)
(migas). Untuk menunjang bisnis inti, PHE memiliki as the final activity. In order to support the core business,
sejumlah fungsi pendukung: Fungsi Project Planning Risk PHE established a number of supporting functions: Project
Management (PPRM), Finance, Legal, SCM, QHSSE, Planning Risk Management (PPRM), Finance, Legal, SCM,
Information Communication Technology (ICT), Commercial, QHSSE, Information Communication Technology (ICT),
Human Resources & General Affair yang menjadi fungsi Commercial, Human Resources & General Affair Functions
kewenangan (enabler) Perusahaan dalam proses eksplorasi, which became an enabler function of the Company in
pengembangan, produksi, dan komersialisasi migas. oil and gas exploration, development, production, and
commercialization processes.
Bersama dengan Anak Perusahaan, PHE berupaya Together with the subsidiaries, PHE strives to increase
meningkatkan produksi migas. Potensi yang dimiliki oil and gas production. The potential owned is deemed
terbilang besar karena sekitar 59% dari total aset PHE masih substantial as approximately 59% of total assets of PHE is
dalam tahap non-produksi (eksplorasi dan pengembangan), still in non-production stage (exploration and development)
sehingga menjamin keberlangsungan bisnis Perusahaan that it could guarantee the Company’s business continuity
dan kepastian pasokan migas bagi dukungan ketahanan and oil and gas supply certainty for national energy security
energi nasional. support.
Sebagai sumber energi, migas s angat dibutuhkan As energy source, oil and gas is highly needed to support
untuk mendukung berbagai kegiatan ekonomi. Upaya various economic activities. Endeavors in new and
pengembangan energi baru dan terbarukan (EBT) masih renewable energy (EBT) development still requires time
membutuhkan waktu sehingga migas menjadi solusi untuk which made oil and gas a solution for mid and long term.
jangka menengah dan panjang. Dalam beberapa tahun In years ahead, demand for crude oil, mainly for domestic
mendatang, permintaan terhadap minyak mentah terutama needs will rise. Similarly, gas demand will continue to grow.
untuk kebutuhan dalam negeri akan tinggi. Demikian pula Agency for the Assessment and Application of Technology
permintaan gas bumi juga akan terus tumbuh. Badan (BPPT) recorded Indonesia’s energy demand will grow at
Pengkajian dan Penerapan Teknologi (BPPT) mencatat average 4.3% per year. This demand is expected to rise up
permintaan energi di Indonesia akan bertumbuh rata-rata to 3.2 million BOE by 2035, including energy derived from
4,3% per tahun. Permintaan energi diperkirakan bertambah oil and gas.
hingga 3,2 juta BOE pada tahun 2035, termasuk energi yang
bersumber dari migas.

T i n g g i nya ke b u t u h a n m i g a s m e n j a d i p e l u a n g b a g i High demand in oil and gas is seen as an opportunity for

Pe r u s a h a a n u nt u k m e n g e m b a n g ka n d a n m e n j a g a the Company to cultivate and maintain business continuity.
kesinambungan usaha. Namun demikian ada banyak hal However, there are many issues that could affect the
yang turut memengaruhi kinerja PHE dalam beberapa performance of PHE in the forthcoming years. In commercial
tahun mendatang. Untuk harga komersial minyak mentah aspect, crude oil is consistently influenced by world oil price
tak terlepas dari pengaruh harga minyak dunia yang berada which is out of the Company’s reach, world oil price as a
di luar kendali Perusahaan. Harga minyak dunia dijadikan benchmark for Indonesia’s crude oil price (Indonesia crude
sebagai patokan harga minyak mentah Indonesia (Indonesia price or ICP) in Oil/Condensate Sales Agreement (PJBM/K)
Crude Price atau ICP) dalam Perjanjian Jual Beli Minyak/ between PHE and buyers.
Kondensat (PJBM/K) antara PHE dengan pembeli.
Sementara untuk harga komersial gas, relatif dapat As for gas commercial price, it could be relatively controlled
dikendalikan PHE melalui Perjanjian Jual Beli Gas (PJBG) by PHE through Gas Sales Agreement (PJBG) which agreed
yang disepakati dengan pembeli. Pergerakan tingkat harga upon with buyers. Moreover, change in gas price level is
gas bumi juga tidak terlalu banyak dipengaruhi harga gas not impacted too much by the gas price in world market.
di pasar dunia. Namun demikian PHE tidak dapat sepihak Nevertheless, PHE cannot solely stipulate commercial gas
menetapkan harga komersial gas bumi, karena ketentuan price as provisions on commercial gas has been regulated
tentang komersial gas bumi telah diatur dalam beberapa in several laws and regulations.
peraturan perundang-undangan.
Potensi komersial gas di Indonesia terbilang besar, karena The commercial gas potential in Indonesia is quite large,
dibutuhkan untuk berbagai sektor. Selain menjadi sumber because it is needed for various sectors. In addition to being
energi untuk pembangkit listrik, gas bumi juga dimanfaatkan an energy source for electricity generation, natural gas is
untuk keperluan lifting/produksi minyak, bahan baku pupuk also used for oil lifting / production, fertilizer & petrochemical
& petrokimia, bahan bakar industri manufaktur, konsumsi raw materials, manufacturing fuel, household consumption
rumah tangga serta bahan bakar transportasi. and transportation fuels.
Tantangan Challenges
Tantangan utama dalam menjaga kesinambungan usaha The main challenge in preserving the business continuity
adalah ketersediaan cadangan migas. Dengan 51 WK migas is oil and gas reserves availability. With 51 oil and gas WK
di dalam dan luar negeri, PHE memiliki potensi kandungan in the country and overseas, PHE has 7.87 BBOE potential
hidrokarbon mencapai 7,87 BBOE. Namun realisasi kegiatan hydrocarbon content. However, the realization of exploration
eksplorasi pada tahun 2018 hingga tahapan prospek siap activities in 2018 up to drill ready prospects (PSB) only
bor (PSB) hanya 0,36 BBOE atau 6% dari potensi yang ada. achieved 0.36 BBOE or 6% of the current potential. Total
Total temuan sumber daya (2C) hingga akhir tahun 2018 resources findings (2C) up to the end of 2018 reached
mencapai 195,08 juta barel setara minyak (MMBOE) atau 195.08 million barrels of oil equivalent (MMBOE) or 101.5%
101,50% dari target RKAP 2018 sebesar 192,20 MMBOE. of 192.20 MMBOE in the 2018 RKAP target. Meanwhile,
Sementara tambahan cadangan P1 atau cadangan siap additional P1 reserves or proved reserves in 2018 amounted
produksi tahun 2018 sebesar 119,16 MMBOE atau 167% dari to 119.16 MMBOE or 167% of the 2018 RKAP target.
target RKAP 2018.


Langkah PHE meningkatkan cadangan migas adalah The measure taken by PHE in increasing the oil and gas
d e n g a n m e m p e rc e p a t re a l i s a s i e ks p l o ra s i u n t u k reserves is by accelerating the exploration realization to
mendapatkan cadangan pasti, sebagai pengganti produksi acquire proved reserves to substitute production of each
setiap barel setara minyak. PHE menyiapkan delapan barrel of oil equivalent. PHE prepared eight steps to address
langkah untuk menjawab tantangan eksplorasi, guna the challenges in exploration in order to secure the oil and
memastikan ketersediaan cadangan migas. Khusus tahun gas reserves. Specifically in 2019, PHE provided US$86.1
2019 PHE menyediakan biaya investasi US$86,1 juta untuk million worth investment cost for exploration.
eksplorasi.
Tantangan lain adalah menjaga tingkat produksi, mengingat Another challenge lies in maintaining production level
sumur-sumur eksisting yang telah matang sehingga considering the existing wells have matured and faced
dihadapkan penurunan alamiah. Selain itu, banyak fasilitas with natural degradation. In addition to that, many
atas permukaan (surface) maupun bawah permukaan surface and subsurface facilities which have been long
(subsurface) yang telah lama digunakan terutama pada WK used, mainly at management transfer WK that it affects
alih kelola, sehingga memengaruhi kinerja operasi. Upaya operational performance. An effort demonstrated by PHE
yang dilakukan PHE untuk mengoptimalkan tingkat produksi to optimize the production level is well maintenance work,
adalah melakukan pekerjaan pemeliharaan sumur, meliputi including workover, well services, as well as enhanced oil
workover atau kerja ulang pindah lapisan (KUPL), perawatan recovery (EOR). The Company also performed reliability
sumur (well services), serta Enhanced Oil Recovery (EOR). enhancement on production facilities by accelerating the
Perusahaan juga melakukan peningkatan keandalan procurement process on equipment.
fasilitas produksi dengan mempercepat proses pengadaan
peralatan.
PHE juga dihadapkan pada luasnya dan banyaknya WK Furthermore, PHE was faced with area and numbers of oil
migas yang dikelola, termasuk 3 WK yang dialih kelola and gas WK managed,including 3 WK which management
kepada PHE pada tahun 2018 (Tuban, OK dan OSES) dan was transferred to PHE in 2018 (Tuban, OK and OSES) and 1
1 kontrak baru pada WK terminasi (NSO). Tantangan lain new contract on a terminated WK (NSO). Another challenge
terkait pengelolaan WK adalah penerapan dua skema related to WK management was the implementation of two
kontrak pembagian hasil, yakni berbasis gross split dan production sharing contract scheme, namely gross split and
cost recovery. Menyikapi tantangan tersebut, PHE terus cost recovery. Having to address these challenges, PHE
menyempurnakan penerapan PHE One System dan Shared continued to improve PHE One System and Shared Service
Service Organization (SSO). PHE juga mendorong efisiensi Organization (SSO) implementation. PHE also encouraged
operasional dan inovasi berkelanjutan untuk menekan operational efficiency and sustainable innovation to lower
biaya produksi, sehingga tetap bisa mendatangkan peluang production cost in order to continuously draw in profitable
keuntungan. opportunities.
Strategi Keberlanjutan Bisnis Business Sustainability Strategy
PHE menerapkan tiga strategi utama untuk memastikan PHE applies three main strategies to ensure business
keberlanjutan bisnis di masa mendatang, sekaligus sustainability in the future, while creating excellence and
menciptakan keunggulan guna menghadapi persaingan ready to face global competition. The three main strategies
global. Tiga strategi utama dijabarkan dalam tiga are outlined in three strategic steps so that business
langkah strategis sehingga kesinambungan bisnis akan continuity will increase added value for Shareholders and
meningkatkan nilai tambah bagi Pemegang Saham dan other stakeholders.
pemangku kepentingan lain.

Strategi Utama | Main Strategies
Fokus Operasi Domestik Secara Selektif Membangun Kemampuan Spesifik Internal Aliansi Strategis
Selectively Focus on Domestic Operation Establish Internal Specific Capability Strategic Alliances
Strategi Korporasi Corporate Strategy
Pertumbuhan yang fokus pada bisnis migas di dalam Growth focusing on oil and gas business in the country and
negeri dan selektif di luar negeri. selectively overseas.
Strategi Bisnis Business Strategies
Meningkatkan keuntungan Perusahaan melalui: Increasing the Company’s profit through:

• Penambahan produksi melalui optimalisasi aset • Production increase by optimizing the existing assets,
eksisting, pengembangan lapangan, kegiatan EOR, dan performing field development, carrying out EOR and
kegiatan eksplorasi; exploration activities.
• Optimalisasi biaya dengan melakukan evaluasi struktur • Cost optimization by evaluating cost structure of each
biaya setiap aset dan mengurangi biaya produksi; asset and reducing production cost.
• Pertumbuhan cadangan melalui kegiatan eksplorasi; • Reserves growth by performing exploration activities.
• Menerapkan HSSE Excellence. • HSSE Excellence.
12 Langkah Strategis | 12 Strategic Steps
Efisiensi di segala lini Menaikkan produksi Pengawasan project
1 Efficiency in all business

lines 2 minyak dan gas bumi
Increase oil and gas 3 Supervising project
production
Peningkatan lifting Monetisasi gas Percepatan PIS
4 Increasing lifting
5 Gas monetization
6 (Place Into Service)
PIS (Place Into Service)
acceleration
Zero Preventive action untuk CIP (Improvement
7 Impairment
8 kasus hukum
Preventive action for 9 Program)
legal case
Optimalisasi dan Percepatan Penentuan Pengembangan
10 percepatan realisasi
ABI (Anggaran Biaya 11 Status Eksplorasi (PSE)
Acceleration on 12 Sumber
Daya Manusia
Investasi) Exploration Human Resources
Optimization and Status Determination Development
acceleration of ABI (PSE)
realization (Investment
Cost Budget)

Uraian Tentang Aspek Pemasaran

Description on Marketing Aspect
Sampai akhir periode pelaporan produk yang dihasilkan dan Up to the end of reporting period, products generated and
dikomersilkan PHE adalah minyak mentah dan gas bumi. Di commercialized by PHE were oil and gas. In the future, PHE is
masa datang PHE diharapkan dapat juga menghasilkan expected to generate new products from coal-bed methane
produk baru dari gas coal bed methane dan shale gas. gas and shale gas. As other products from businesses in
Seperti produk lainnya dari usaha di industri hulu migas, upstream oil and gas industry, PHE has relatively low risks
PHE memiliki risiko relatif rendah dalam potensi melanggar in potentially violating Law of the Republic of Indonesia
Undang-Undang Republik Indonesia Nomor 5 Tahun 1999 Number 5 of 1999 on Prohibition of Monopolistic Practice
Tentang Larangan Praktek Monopoli dan Persaingan Usaha and Unfair Business Competition because the products of
Tidak Sehat, karena produk minyak mentah dan gas bumi oil and gas has already had captive market.
telah memiliki captive market.
PHE berkomitmen memberikan layanan terbaik kepada PHE is committed to provide the best services to the
pelanggan dan menjamin ketersediaan/pasokan minyak customers and guarantee oil and gas availability/supply. A
mentah dan gas bumi. Strategi bisnis yang dilakukan adalah business strategy is conducted by increasing production
dengan meningkatkan produksi dan sampai dengan akhir up to the end of 2018, and below are the the endeavors that
tahun 2018 upaya yang telah dilaksanakan meliputi: were implemented:
1. Percepatan siklus blok dari fase eksplorasi ke fase 1. Block cycle acceleration from exploration to development
pengembangan, serta dari fase pengembangan menjadi phase, as well as from development to production phase.
fase produksi.
2. P ro g ra m d a n st rate g i a ku i s i s i b l o k (e ks p l o ra s i , 2. Block acquisition programs and strategies (exploration,
pengembangan, produksi) untuk menjaga kesinambungan development, production) to maintain PHE’s total
produksi total PHE. production continuity.
3. Peningkatan aplikasi teknologi EOR pada lapisan 3. EOR technology application enhancement on secondary
sekunder dan tersier (secondary dan tertiary recovery) and tertiary recovery from a brown field.
dari lapangan tua (brown field).
PHE juga menyusun skala prioritas dalam pengembangan PHE also establishes a priority scale in developing new
investasi baru dan meninjau ulang perpanjangan kontrak investments and reviews the extension of block contracts
blok-blok yang akan habis dan kurang produktif. Sebagai which will expire and unproductive. As a holding, PHE also
holding, PHE juga melakukan penguatan pengelolaan strengthens the portfolio management for each subsidiary
portofolio untuk setiap Anak Perusahaan serta menerapkan as well as maximizes the good corporate governance (GCG)
tata kelola perusahaan yang baik (GCG) dengan maksimal. implementation.
Investasi selama kurun waktu periode pelaporan masih Investments throughout the reporting period is still
didominasi kegiatan produksi, disusul pengembangan d o m i n a t e d b y p ro d u c t i o n a c t i v i t i e s , fo l l o w e d b y
dan investasi pada kegiatan eksplorasi. Hal ini selaras development and investments in exploration activities. This
dengan strategi bisnis PHE untuk menjaga kinerja operasi- is in line with PHE business strategies to maintain operation-
produksi dari lapangan eksisting, implementasi Subsurface production performance from the existing fields, thoroughly
Field Depletion Plan secara menyeluruh (Geophysics, implement subsurface Field Depletion Plan (Geophysics,
Reservoir and Production/GGRP) untuk percepatan POD Reservoir and Production/GGRP) for POD acceleration
dan penerapan Pertamina Upstream Development Way and Pertamina Upstream Development Way (PUDW)
(PUDW) untuk kegiatan pengembangan serta percepatan for development activities, as well as exploration status
penentuan status eksplorasi. determination acceleration.

Strategi Pemasaran Marketing Strategies
Strategi korporasi PHE adalah pertumbuhan yang fokus The corporate strategy upheld by PHE is growth focusing
pada bisnis migas di dalam negeri dan selektif di luar negeri. on oil and gas business in the country and selectively
Sesuai Rencana Jangka Panjang Perusahaan (RJPP) 2018- overseas. As per the 2018-2022 Company Long-Term Plan
2022, komersial migas tidak lagi menetapkan pertumbuhan (RJPP), commercial oil and gas does not determine effective
bisnis yang efektif di luar negeri. PHE memprioritaskan business growth in overseas. PHE prioritizes the fulfillment
pemenuhan kebutuhan energi nasional. of national energy supply.
Minyak Mentah Crude Oil
PHE memprioritaskan komersial atas produksi sendiri PHE prioritizes commercial over its own oil production and
minyak mentah maupun bagian PHE, untuk memenuhi PHE portion to meet the needs of PT Pertamina (Persero)
kebutuhan kilang PT Pertamina (Persero). Apabila terdapat refineries. If there is unprocessed oil at PT Pertamina
minyak mentah yang tidak dapat diolah pada kilang PT (Persero) refineries, it will be marketed to buyers outside PT
Pertamina (Persero), maka akan dipasarkan kepada pembeli Pertamina (Persero).
selain PT Pertamina (Persero).
Gas Bumi Gas
PHE memprioritaskan komersial gas untuk memenuhi PHE prioritizes commercial gas to meet gas needs in
kebutuhan gas di area sekitar WK masing-masing Anak areas surrounding each subsidiary’s WK by referring to
Perusahaan, dengan mengacu pada Peraturan Pemerintah Governmental Regulation related to gas allocation. In
terkait alokasi gas. Sesuai Permen ESDM No.06 Tahun accordance with Minister of ESDM Regulation Number 6 of
2016 Tentang Ketentuan Dan Tata Cara Penetapan Alokasi 2016 on Regulation and Procedures for the Determination of
Dan Pemanfaatan Serta Harga Gas Bumi, pemanfaatan gas Gas Allocation and Utilization as well as Natural Gas Price,
bumi untuk kebutuhan dalam negeri, dilaksanakan dengan gas utilization for domestic needs is carried out based on
prioritas: priorities as follows:
1. Mendukung program Pemerintah untuk penyediaan gas 1. Supporting Governmental program for gas provision
bumi bagi transportasi, rumah tangga, dan pelanggan necessary for transportation, household, and small
kecil. customers;
2. Peningkatan produksi minyak dan gas bumi nasional. 2. Increasing national oil and gas production.
3. Industri pupuk. 3. Fertilizer industry.
4. Industri berbasis gas bumi. 4. Gas-based industry.
5. Penyediaan tenaga listrik. 5. Power provision
6. Industri yang menggunakan gas bumi sebagai bahan 6. Gas-fueled industry.
bakar.
Produk Dihasilkan dan Distribusinya Products Generated and Its Distribution
Selain minyak mentah dan gas bumi, PHE secara terbatas A side from crude oil and gas, PHE limitedly through
melalui Anak Perusahaan di sektor hilir juga memproduksi subsidiaries in downstream sector also produces and
dan memasarkan produk liquified petroleum gas (LPG) markets liquified petroleum gas (LPG) liquified natural gas
maupun gas alam (liquified natural gas atau LNG). Namun (LNG) products. However, in information disclosure in this
pengungkapan informasi dalam Laporan ini hanya terkait Report it only states those that related to crude oil and gas
dengan produk minyak mentah dan gas bumi. products.

Tabel Produk PHE dan Distribusinya

PHE Products and its Distribution
Produk Mekanisme Penyampaian Pelanggan

Product Distributin Mechanism Customer
Produk Utama | Main Products
Minyak Crude Oil • Pipa distribusi • Distribution • Kilang Pertamina • Pertamina Refinery
Mentah • Truk tangki pipes • Ekspor • Export
• Kapal tangker • Tank trucks
• Tanker ship
Gas Bumi Gas Pipa distribusi Distribution pipes • PT PLN (Persero)

• PT Gas Negara (Persero) Tbk
• Pabrik Pupuk dan Petrokimia
• Kilang Pertamina
• Industri lainnya
Produk Lain | Other Products
LPG LPG Kapal Ship PT Pertamina (Persero)
Gas Bumi Gas Kapal Ship • PT Pertamina (Persero)

• Korea Gas Corporation (Kogas)
• Chubu Electric Power Co.Inc
• Kyushu Electric Power Co.Inc
Pangsa Pasar [102-6] Market Share [102-6]
Produksi migas PHE secara langsung menjadi bagian dari Oil and gas products of PHE are directly part of PT Pertamina
produksi migas PT Pertamina (Persero) dan juga produksi (Persero) oil and gas production, as well as national oil and
migas nasional. Sampai dengan akhir tahun 2018 PHE gas production. Up to the end of 2018, PHE through its
melalui Anak Perusahaan mengelola beberapa blok migas subsidiaries managed several oil and gas blocks which are
yang termasuk dalam 10 besar Kontraktor Kontrak Kerja included in top 10 cooperation contract contractors (KKKS)
Sama (KKKS) produksi migas nasional: of national oil and gas production:
• Minyak Mentah, meliputi Blok Offshore North West Java • Crude Oil, including Offshore North West Java Block
(ONWJ) yang dikelola PT PHE ONWJ dan Blok Southeast (ONWJ), managed by PT PHE ONWJ and Southeast
Sumatra (SES) yang dikelola PT PHE OSES. Blok SES Sumatra (SES) Block, managed by PT PHE OSES. SES
merupakan blok terminasi dan dialih kelola PHE pada Block was a terminated block and transferred and
tahun 2018. managed by PHE in 2018.
• Gas Bumi, meliputi Blok Tomori yang dikelola JOB • Gas, including Tomori Block managed by JOB Pertamina
Pertamina Medco E&P Tomori Sulawesi. Medco E&P Tomori Sulawesi.

Tabel 10 KKKS Produksi Migas Terbesar Nasional Tahun 2018

10 Largest National KKKS of Oil and Gas Production of 2018
Produksi Minyak Mentah | Crude Oil Production Produksi Gas Bumi | Gas Production
Produksi (BOPD) Produksi (BOPD)

KKKS KKKS
Production (BOPD) Production (BOPD)
Chevron Pacific Indonesia 209.478 BP Berau Ltd (Tangguh) 192 Ribu
Mobil Cepu Ltd 208.732 Pertamina Hulu Mahakam 149 Ribu
Pertamina EP 79.380 ConocoPhilips (Grissik) 150 Ribu
Pertamina Hulu Mahakam 42.331 Pertamina EP 145 Ribu
Pertamina Hulu Energi OSES 30.657 Eni Muara Bakau 119 Ribu
Pertamina Hulu Energi ONWJ 29.439 JOB Pertamina-Medco Tomori Sulawesi 52 Ribu
Medco E&P Natuna 16.943 Premier Oil Indonesia 40 Ribu
Petronas Carigali (Ketapang) Ltd 15.029 Kangean Energi Indonesia 30 Ribu
PetroChina International Jabung Ltd 14.804 Medco E&P Natuna 29 Ribu
PT Pertamina Hulu Kalimantan Timur 13.539 Petrochina International Jabung 32 Ribu
Keterangan: Sumber Publikasi SKK Migas | Note: SKK Migas Publication
Perusahaan telah melakukan pemetaan dan pengukuran The Compaby has performed market share mapping and
pangsa pasar atas produk migas. Pengukuran pangsa pasar measurement over oil and gas products. The market share
dilakukan berdasarkan penghitungan jumlah lifting minyak measurement was conducted based on a calculation of total
mentah maupun gas bumi PHE, terhadap jumlah lifting crude oil and gas lifting of PHE to total national crude oil and
minyak mentah maupun gas bumi nasional. gas lifting.
Total lifting minyak mentah PHE tahun 2018 mencapai Total crude oil lifting of PHE in 2018 reached 69.364 MBO, or
69.364 BOPD, atau 8,94% dari total lifting minyak mentah 8.94% of total national crude oil of 2018, amounting to 776
nasional 2018 sebesar 776.000 BOPD, dan lebih tinggi MBO which was higher than the 2017 percentage reaching
dibanding persentase tahun 2017 yang mencapai 8,59% 8.59% of total national crude oil lifting. Meanwhile total gas
dari total lifting minyak mentah nasional. Adapun total lifting lifting of PHE in 2018 amounted to 98.209 BOEPD, or 8.65%
gas bumi PHE pada tahun 2018 sebesar 98.209 BOEPD, of total national gas lifting which reached 1,136,000 BOEPD
atau 8,65 % dari total lifting gas bumi nasional 2018 yang and lower compared to the 2017 percentage which achieved
mencapai 1.136.000 BOEPD dan lebih rendah dibanding 8.78% of total national gas lifting.
persentase tahun 2017 sebesar 8,78% dari total lifting gas
bumi nasional.

Tabel Pangsa Pasar Lifting

Minyak Mentah PHE Terhadap Total Lifting Minyak Mentah Nasional
Market Share of PHE Crude Oil Lifting to Total National Crude Oil Lifting
2018 2017
Uraian
Description Total Lifting Nasional Total Lifting Nasional
Volume % Volume %
Total National Lifting Total National Lifting
Lifting PHE 25.318 8,93 25.215 8,59
Lifting
257.923 283.240 91,06 268.171,50 293.387,00 91,41
Non-PHE
Total 283.240 100 293.387,00 100
Keterangan: Satuan Dalam MBO | Note: Unit in MBO
Tabel Pangsa Pasar Lifting Gas Bumi PHE Terhadap Total Lifting Gas Bumi Nasional
Market Share of PHE Gas Lifting to Total National Gas Lifting
2018 2017
Uraian
Uraian Total Lifting Nasional Total Lifting Nasional
Volume % Volume %
Total National Lifting Total National Lifting
Lifting PHE 208 8,65 205 8,78
Lifting
2.194,44 2.402,31 91,34 2.126,10 2.330,90 91,22
Non-PHE
Total 2.402,31 100 2.330,90 100
Keterangan: Satuan Dalam BSCF | Note: Unit in BCSF

Kebijakan Dividen dan

Pembayaran Dividen
Dividend Policy and Dividend Payment
Kebijakan Pembagian Dividen Dividend Distribution Policy
Penentuan pembagian dividen diatur berdasarkan Pedoman The determination of dividend distribution is regulated based
PT Pertamina (Persero) No.A-001/H00200/2011-S0 on PT Pertamina (Persero) Guidelines Number A-001/
tentang Pengelolaan Anak Perusahaan dan Perusahaan H00200/2011-S0 on Management of Subsidiaries and Joint
Patungan Pertamina, dan diputuskan berdasarkan Rapat Ventures of Pertamina, and established based on General
Umum Pemegang Saham (RUPS). Keputusan pembagian Meeting of Shareholders (GMS) Resolution. Decision on
dividen Perusahaan mempertimbangkan beberapa hal dividend distribution of the Company considers several
di antaranya laba bersih yang didapat pada tahun fiskal, issues, among which are net profit provided from fiscal year,
kewajiban Perusahaan untuk mengalokasikan dana the Company’s obligations in allocating reserve funds as
cadangan sesuai dengan aturan yang berlaku dan kondisi per the prevailing regulations, and the Company’s financial
keuangan Perusahaan. Pertimbangan lain adalah tingkat condition. Another consideration is future growth level and
pertumbuhan ke depan dan rencana ekspansi. expansion plan.
Total Dividen Yang Dibagikan Total Dividend Distributed
Berdasarkan hasil RUPS Tahunan tanggal 22 Maret 2018 Based on Annual GMS results of 22 March 2018 in Jakarta,
di Jakarta, terkait perolehan Laba Usaha Bersih tahun buku concerning Net Operating Income of fiscal year 2017
2017 telah ditetapkan mengenai pembagian dividen kepada dividend distribution to Shareholders has been stipulated.
Pemegang Saham. Total nilai dividen yang harus dibayarkan Total value of dividend to be paid to the Company amounted
Perusahaan adalah sebesar US$74.665.625 dengan to US$74,665,625 with payment terms as follows:
ketentuan pembayaran sebagai berikut:
• D i b a y a r k a n m e l a l u i c a s h s e t t l e m e n t s e b e s a r • Paid through cash settlement at US$74,665,625.
US$74.665.625.
• Tidak ada dividen yang dibayarkan melalui mekanisme • No dividend paid through offsetting mechanism with PT
offsetting dengan piutang pihak berelasi PT Pertamina Pertamina (Persero) related parties receivables.
(Persero).
Sesuai hasil RUPS Tahunan tanggal 01 Maret 2017 di Jakarta, Based on Annual GMS results of 1 March 2017 in Jakarta,
terkait dengan perolehan Laba Usaha Bersih tahun buku regarding to Net Operating Income of fiscal year 2016,
2016, telah ditetapkan mengenai pembagian dividen kepada dividend distribution to Shareholders has been stipulated.
Pemegang Saham. Total nilai dividen yang harus dibayarkan Total value of dividend to be paid to the Company amounted
Perusahaan sebesar US$114.156.115 dengan ketentuan to US$114,156,115 with payment terms as follows:
pembayaran sebagai berikut:
1. D i b a y a r k a n m e l a l u i c a s h s e t t l e m e n t s e b e s a r 1. Paid through cash settlement at US$14,242,019.
US$14.242.019.
2. Dibayarkan melalui mekanisme offsetting dengan 2. Paid through offsetting mechanism with PT Pertamina
piutang pihak berelasi PT Pertamina (Persero) sebesar (Persero) related parties receivables at US$99,914,097..
US$99.914.097.

Berdasarkan hasil RUPS Tahunan tanggal 14 April 2016 di Referring to Annual GMS results of 14 April 2016 in Jakarta,
Jakarta, terkait perolehan Laba Usaha Bersih tahun buku regarding to Net Operating Income of fiscal year 2015 there
2015, telah ditetapkan tidak ada pembagian dividen atas was no dividend distribution on the Company’s net profit
laba bersih Perusahaan dengan catatan utang dividen tahun with the outstanding of fiscal year 2014 to PT Pertamina
buku 2014 kepada PT Pertamina (Persero) harus dibayarkan (Persero) to be settled in full in 2016.
seluruhnya pada tahun 2016.
Sedangkan untuk tahun buku 2014, RUPS tanggal 3 In terms of fiscal year 2014, GMS of 3 November 2015
November 2015 menetapkan pembagian dividen sebesar stipulated the dividend distribution at US$380,802,530.
US$380.802.530. Semua utang dividen kepada Pertamina All dividends due to Pertamina has been paid through
telah diselesaikan melalui cash settlement sebesar cash settlement amounted to US$195,608,035 and by
US$195.608.035 dan offsetting dengan piutang pihak offsetting with Pertamina’s related parties receivables at
berelasi Pertamina sebesar US$185.194.495 pada tahun US$185,194,495 in 2016.
2016.
Tabel Pembagian Dividen Kepada Pemegang Saham

Dividend Distribution to Shareholders
Tahun Buku Total Dividen Jumlah Payout Tanggal Tanggal

Fiscal Year Dibagikan Dividen Kas Ratio Pengumuman Pembayaran
(US$) Per Saham Payout Penetapan RUPS Dividen Kas
Total Dividend Total Cash Ratio Announcement Payment Date of
Distributed Dividend per (%) Date of GMS Cash Dividend Payout
(US$) Share Stipulation
2018 - - - - -
22 Maret 2018 07 September 2018

2017 74.665.625 1,39 29,76
22 March 2018 07 September 2018
01 Maret 2017 21 Juli 2017

2016 114.156.115 2,13 59,76 01 March 2017 21 July 2017
14 April 2016
2015 - - - -
14 April 2016
11 Maret 2015 03 November 2015

2014 380.802.530 1,90 53,22 11 March 2015 03 November 2015

Realisasi Penggunaan Dana Hasil

Penawaran Umum
Realization of Public Offering Funds Use
Hingga akhir periode pelaporan, PT Pertamina Hulu Energi Up to the end of reporting period, PT Pertamina Hulu Energi
(PHE) belum pernah melakukan penawaran umum saham (PHE) has never performed public offering shares through
ke publik melalui bursa efek. Dengan demikian, Laporan ini stock exchange. As such, this Report does not include any
tidak menyertakan informasi terkait total perolehan dana, information on total proceeds, fund use plan, fund use details,
rencana penggunaan dana, rincian penggunaan dana, saldo fund balance, and approval date of GMS/GMB concerning
dana, dan tanggal persetujuan RUPS/RUPO atas perubahan changes in fund use.
penggunaan dana.
Informasi Material Mengenai

Investasi, Ekspansi, Divestasi, Akuisisi,
Restrukturisasi Utang, Transaksi
Afiliasi dan Transaksi Mengandung
Benturan Kepentingan
Material Information on Investment, Expansion,
Divestitures, Acquisition, Debt Restructuring,
Affiliated Party Transaction, and Transactions With
Conflict of Interest
Investasi Investment
Selama kurun waktu periode pelaporan, PHE melakukan Throughout the reporting period, PHE performed inorganic
i nve st a s i a n o rg a n i k ya n g d i m a ks u d ka n d a l a m h a l investment in the form of Signature Bonus and Performance
pembayaran Signature Bonus dan Performance Bond untuk Bond payment for Working Area from Acquisition in which
Wilayah Kerja hasil Akuisisi dimana hal tersebut dilakukan was conducted by PT Pertamina (Persero) and to be handed
oleh PT Pertamina (Persero) dan diserahkan ke PT PHE over to PT PHE for management. Moreover, the investments
untuk pengelolaan. Selain itu, investasi yang dilakukan oleh carried out by PHE were organic investment aimed to
PHE merupakan investasi organik yang ditujukan untuk optimize the existing working area.
mengoptimalkan wilayah kerja eksisting.

Ekspansi Expansion
Selama kurun waktu periode pelaporan, PHE tidak Throughout the reporting period, PHE did not perform any
melakukan ekspansi yang dimaksudkan untuk memperluas expansion in the spirit of expanding working area, mainly
wilayah kerja , terutama di luar negeri. Perusahaan in overseas. The Company concentrated the activities to
memusatkan kegiatan untuk mengoptimalkan wilayah kerja optimize the existing working area.
eksisting.
Divestasi Divestment
Pengalihan 10% PI yang dilaksanakan berdasarkan The 10% PI transfer conducted was based on Minister of
Peraturan Menteri ESDM No.37 Tahun 2016 Tentang ESDM Regulation Number 37 of 2016 on Provisions for the
Ketentuan Penawaran Participating Interest 10% Pada Offer of 10% Participating Interest in Oil and Gas Working
Wilayah Kerja Minyak dan Gas Bumi telah dilaksanakan Areas, and the process was carried out in the reporting
prosesnya pada kurun waktu periode pelaporan untuk period for several Working Areas under the management of
beberapa Wilayah Kerja dibawah pengelolaan PHE sebagai PHE, which are as follows:
berikut :
• PHE melalui PT PHE ONWJ selama kurun waktu periode • PHE through PT PHE ONWJ in the reporting period was
pelaporan masih dalam proses untuk finalisasi Addendum still in the process of finalizing Addendum of Agreement
Perjanjian Pengalihan dan Pengelolaan 10% Participating of Transfer and Management of 10% Participating Interest
Interest (PI) pada Wilayah Kerja (WK) ONWJ dengan MUJ (PI) in ONWJ Working Area (WK) with MUJ ONWJ. The
ONWJ. Penandatanganan Perjanjian dan Pengelolaan signing of the agreement was conducted on 19 December
Pengalihan 10% Participating Interest (PI) pada WK ONWJ 2017.
dengan MUJ ONWJ telah dilaksanakan pada 19 Desember
2017.
• PHE melalui PT PHE Siak menandatangani Perjanjian • PHE through PT PHE Siak signed the Agreement of
dan Pengelolaan Pengalihan 10% Participating Interest 10% Participating Interest (PI) Transfer Management to
(PI) pada WK Siak dengan PT Riau Petroleum Siak pada Siak WK with PT Riau Petroleum Siak on 7 August 2018.
7 Agustus 2018. Sampai dengan kurun waktu periode Throughout the reporting period, this divestment is still in
pelaporan, divestasi ini masih dalam proses finalisasi. finalizing process.
Akuisisi Acquisition
Selama tahun 2018 PHE menerima penetapan dari In 2018, PHE received a stipulation from the Government
Pemerintah untuk pengelolaan lanjut WK blok migas yang to further manage oil and gas block WK which Cooperation
telah habis masa Kontrak Kerja Sama dengan Pemerintah. Contract with the Government has ended. PHE was
PHE telah ditunjuk sebagai pengelola WK berdasarkan appointed as WK manager based on assignment by PT
penugasan PT Pertamina (Persero) atas arahan dari SKK Pertamina (Persero) on the direction of SKK Migas for
Migas untuk beberapa Blok sebagai berikut : several Block as follows:
1. Blok Tuban resmi dikelola 100% pada tanggal 10 Mei 1. BlockTuban Komering was officially managed 100% on 10
2018 oleh PHE melalui Anak Perusahaan: PT PHE Tuban May 2018 by PHE through the subsidiary: PT PHE Tuban
East Java (PHE TEJ), berdasarkan Kepmen ESDM No East Java (PHE TEJ), based on Minister of ESDM Decree
1793/K/12/MEM/2018 tanggal 13 April 2018. Number 1793/K/12/MEM/2018 of 13 April 2018.
2. Blok Ogan Komering resmi dikelola 100% pada tanggal 2. Block Ogan Komering was officially managed 100% on 10
10 Mei 2018 oleh PHE melalui Anak Perusahaan: PT PHE May 2018 by PHE through the subsidiary: PT PHE Ogan
Ogan Komering (PHE OK), berdasarkan Kepmen ESDM Komering (PHE OKE), based on Minister of ESDM Decree
No 1793/K/12/MEM/2018 tanggal 13 April 2018. Number 1793/K/12/MEM/2018 of 13 April 2018.

3. Blok Southeast Sumatra resmi dikelola 100% pada tanggal 3. Block Southeast Sumatra was officially managed 100%
6 September 2018 oleh PHE melalui Anak Perusahaan: on 6 September 2018 by PHE through the subsidiary: PT
PT PHE Offshore Southeast Sumatra (PHE OSES), PHE Offshore Southeast Sumatra (PHE OSES) based on
berdasarkan Kepmen ESDM No 1793/K/12/MEM/2018 Minister of ESDM Decree Number 1793/K/12/MEM/2018
tanggal 13 April 2018. of 13 April 2018.
4. Blok North Sumatra Offshore resmi dikelola 100% 4. Block North Sumatra Offshore was officially managed
pada tanggal 17 Oktober 2018 oleh PHE melalui Anak 100% on 17 October 2018 by PHE through the subsidiary:
Perusahaan: PT PHE North Sumatera Sumatra (PHE PT PHE North Sumatera Sumatra (PHE NSO) based on
NSO), berdasarkan Kepmen ESDM No 1793/K/12/ Minister of ESDM Decree Number 1793/K/12/MEM/2018
MEM/2018 tanggal 13 April 2018. of 13 April 2018.
Restrukturisasi Utang/Modal Debt/Capital Restructuring
Pada tahun 2018, PHE tidak melakukan kebijakan terkait In 2018, PHE did not implement policies related to debt/
restrukturisasi Utang/Modal. capital restructuring.
Informasi Transaksi Material

Mengandung Benturan Kepentingan dan/
atau Pihak Afiliasi
Information Of Material Transactions With Conflict
of Interest and/or With Its Affiliated Parties
Selama kurun waktu periode pelaporan, PT Pertamina Hulu In the reporting period, PT Pertamina Hulu Energi (PHE)
Energi (PHE) melakukan transaksi dengan pihak-pihak performed transactions with related parties, PT Pertamina
berelasi yakni PT Pertamina (Persero) dan Entitas Anaknya (Persero) and its subsidiaries, as well as controlling
maupun entitas pengendali dan entitas yang berelasi entity and government-related parties. The transactions
dengan pemerintahan. Transaksi meliputi pembiayaan, include financing, fuel purchase, allocation of employee
pembelian bahan bakar, pembebanan imbalan kerja benefits’ past-service costs, interest and insurance
karyawan perbantuan, pembebanan biaya bunga dan biaya expenses, dividend, and other goods/services transactions.
asuransi, dividen, dan transaksi penyerahan barang/jasa Additionally, there were other transactions with associations
lainnya. Selain itu, terdapat pula transaksi lain dengan pihak and affiliated parties.
asosiasi maupun afiliasi.
Transaksi material dilakukan untuk pemenuhan peraturan Material transactions were conducted to fulfill the
dan ketentuan terkait Pengungkapan Pihak-pihak Berelasi regulations and provisions related to Related Parties
yang diatur pada PSAK 7. Alasan dilakukannya transaksi Disclosure which are regulated in SFAS 7. The underlying
dengan pihak afiliasi dan pihak-pihak lain yang berelasi, di reasons to the realization of transactions with affiliated
antarannya: parties and other related parties are as follows:
• PHE merupakan bagian dari industri energi terintegrasi • PHE is part of a bigger and integrated energy industry
yang lebih besar di bawah Perusahaan Induk PT Pertamina under the parent company, PT Pertamina (Persero).
(Persero).
• Transaksi dengan pihak berelasi terjadi karena sifat • Transactions with related parties occur due to the nature of
transaksi terkait operasional perusahaan. transactions related to the company operational.

Tabel Nama Pihak yang Bertransaksi dan Sifat Hubungan Afiliasi

Name of Parties Performing Transactions and Nature of the Affilial Relationship
Hubungan | Relationship Pihak Berelasi | Related Parties

Pemegang Saham PT Pertamina (Persero)
Shareholder
PT Pertamina Dana Ventura
Perusahaan Asosiasi PT Donggi Senoro LNG

Associates
Natuna 2 B.V.
PT Pertamina Drilling Contractor
PT Pertamina Hulu Indonesia
PT Pertamina Hulu Mahakam
PT PGE Lawu
Entitas Sepengendali PT Pertamina EP

Entities Under Common Control
PT Pertamina Gas
PT Pertagas Niaga
PT Pertamina Drilling Services Indonesia
PT Pelita Air Service
PT Pertamina Tongkang/PT Pertamina Trans Kontinental
PT Pertamina Retail
PT Pertamina Bina Medika
PT Tugu Pratama Indonesia
PT Mitra Tours and Travel
PT Pertamina EP Cepu
PT Patra Jasa
PT Patra Niaga
PT Pertamina Training and Consulting
PT Pertamina Geothermal Energy
PT Nusantara Regas
PT Elnusa
PT Pertamina International Shipping
Entitas yang Berelasi dengan Pemerintah PT Perusahaan Listrik Negara (Persero)

Entities Related to the Government
PT Perusahaan Gas Negara (Persero)
PT Pupuk Indonesia (Persero)
PT Petrokimia Gresik
PT Gresik Migas
Perusahaan Daerah Pertambangan dan Energi
PT Bank Mandiri (Persero) Tbk.
PT Bank Negara Indonesia (Persero) Tbk.
PT Bank Rakyat Indonesia (Persero) Tbk.
PT Bank Tabungan Negara (Persero) Tbk.

PT Migas Hulu Jabar ONWJ

Tabel Realisasi Transaksi Pada Periode Dengan Pihak Berelasi Tahun 2017 dan 2018
Realization of Transactions with Related Parties in the Period of 2017 and 2018
Transaksi (US$) | Transaction (US$)

No Nama | Name Hubungan | Relationship
2018 2017
Piutang Usaha | Trade Receivables
1 DSLNG Perusahaan asosiasi Associates 28,83 14,79

Berelasi dengan Related with the
2 PLN 19,36 40,20
PT Pupuk Indonesia Berelasi dengan Related with the

3 14,96 14,82
(Persero) Pemerintah Government
Entities under
4 PGN Entitas sepengendali common control 10,50 6,10
Entities under
5 PEP Entitas sepengendali common control 9,28 0,57
Entities under
6 Pertagas Entitas sepengendali common control 2,74 1,84

7 Gresik Migas 0,93 1,77
8 Lainnya 1,00 0,26
Piutang Lain-lain – Pihak Berelasi | Other Receivables – Related Parties
1 DSLNG Perusahaan asosiasi Associates 115,50 109,46
2 Natuna 2 BV Perusahaan asosiasi Associates 13,21 7,46

Entities under
Entities under
Entities under
5 Nusantara Regas Entitas sepengendali common control 0,43 -
6 SKK Migas 0,02 0,06
Utang Usaha – Pihak Berelasi | Trade Payables – Related Parties

PT Pertamina
1 Pemegang saham Shareholder 75,06 557,98
(Persero) - neto
2 PT MUJ ONWJ 16,30 -
Entities under
Entities under
4 Elnusa Entitas sepengendali common control 3,78 2,26
Entities under
Entities under
6 PDSI Entitas sepengendali common control 1,84 0,39
Entities under
7 PIS Entitas sepengendali common control 1,20 6,56
Entities under
8 PGE Entitas sepengendali common control 0,97 0,87
Entities under
9 PAS Entitas sepengendali common control 0,75 0,56
Entities under
10 TPI Entitas sepengendali common control 0,63 0,15
Entities under
11 PTK Entitas sepengendali common control 0,25 0,17
12 Lain-lain 1,21 0,26

Transaksi (US$) | Transaction (US$)

No Nama | Name Hubungan | Relationship
2018 2017
Utang Lain-lain – Pihak Berelasi | Other Payables – Related Parties

Entities under
Entities under
2 Pertamina Lubricants Entitas sepengendali common control 0,05 -
Entities under
3 PDSI Entitas sepengendali common control 0,02 0,10
Entities under
4 Elnusa Entitas sepengendali common control 0,00 0,09
Entities under
5 Pertagas Entitas sepengendali common control - 0,48
6 Lain-lain - 0,09
Pinjaman – Pihak Berelasi | Loan – Related Parties
PT Pertamina
1 Pemegang saham Shareholder - 264,74
(Persero)
Pendapatan Usaha – Pihak Berelasi | Operating Revenue – Related Parties

PT Pertamina
1 Pemegang saham Shareholder 1.103,75 831,07
(Persero)
2 PLN 308,44 294,31
3 DSLNG Perusahaan asosiasi Perusahaan asosiasi 275,52 141,25

PT Pupuk Indonesia Berelasi dengan Related with the
4 186,61 152,64
(Persero) Pemerintah Government
Entities under
5 PGN Entitas sepengendali common control 114,37 121,93
Entities under
6 PT Pertagas Entitas sepengendali common control 43,48 33,38

7 PT Gresik Migas 9,26 9,50

8 PDPDE 8,63 6,84
9 Lain-lain - 9,69
Pendapatan Bunga – Pihak Berelasi | Interest Income – Related Parties
PT Bank Rakyat
1 Indonesia (Persero) 0,92 0,54
Tbk
PT Bank Tabungan Berelasi dengan Related with the

2 0,71 0,29
Negara (Persero) Tbk Pemerintah Government
PT Bank Negara
3 Indonesia (Persero) 0,20 0,12
Tbk
PT Bank Mandiri Berelasi dengan Related with the

4 0,18 0,10
(Persero) Tbk Pemerintah Government


Penjelasan Mengenai Kewajaran Explanation on The Fairness of The

Transaksi Transactions
Secara berkala PHE melakukan audit atas transaksi yang PHE periodically performs audit on transactions in the
berlangsung pada kurun waktu periode pelaporan. PHE reporting period. PHE ensures the transactions occurred
memastikan transaksi-transaksi yang terjadi bersifat wajar are fair and conducted through transparent mechanism. The
dan dilaksanakan melalui mekanisme yang transparan. current transactions attach importance to the compliance
Transaksi yang berlangsung mengedepankan pemenuhan to laws and regulations. Up to the end of reporting period,
peraturan perundang-undangan. Sampai dengan akhir the Company has never received sanctions related to
periode pelaporan, Perusahaan tidak pernah mendapatkan unfairness allegations over the transactions occurred, as
sanksi terkait dugaan ketidakwajaran atas transaksi yang well as allegations on conflict of interest.
terjadi maupun dugaan adanya benturan kepentingan.
PHE memiliki kebijakan mekanisme review atas transaksi PHE has review mechanism policy over the ongoing
yang berlangsung. Mekanisme review antara lain meliputi: transactions. The review mechanism are as follows: [102-5]
[102-5]
• Penjualan minyak mentah ke pihak berelasi ditetapkan • Crude oil sales to related parties is determined based on
berdasarkan Indonesian Crude Price (ICP) bulanan yang monthly Indonesian Crude Price (ICP) which is determined
ditetapkan Direktorat Jenderal Migas Kementerian ESDM. by the Directorate General Oil and Gas of Ministry of ESDM.
• Penjualan gas ke pihak berelasi ditetapkan berdasarkan • Gas sales to related parties is determined based on
kontrak-kontrak penjualan gas yang disetujui oleh SKK contracts of gas sales which were approved by SKK Migas.
Migas.
• Jasa transportasi gas berdasarkan tarif yang ditetapkan • Tariff-based transportation service is determined by the
oleh Badan Pengatur Hilir Minyak dan Gas Bumi (BPH Regulatory Agency for Downstream Oil and Gas (BPH
Migas). Migas).
• Beban usaha dari pihak berelasi lainnya berdasarkan • Operating expenses from other related parties is based on
harga yang disepakati kedua belah pihak. prices agreed upon by both parties.

Program Kepemilikan Saham Oleh

Karyawan dan/atau Manajemen
yang Dilaksanakan Oleh Perusahaan
(ESOP/MSOP)
Employee/Management Stock Option Plan (ESOP/
MSOP) Conducted by The Company
Sampai dengan akhir tahun 2018, PHE belum memiliki By the end of 2018, PHE has yet to have employee/
kebijakan atau program kepemilikan saham oleh karyawan management stock option plan (ESOP/MSOP) policy or
maupun manajemen (ESOP/MSOP). Dengan demikian, program. As such, this Report does not present information
Laporan ini tidak menyertakan informasi mengenai jumlah on total shares of ESOP/MSOP and its realizations, duration,
saham ESOP/MSOP dan realisasinya, jangka waktu, requirements for entitled employees and/or management,
persyaratan karyawan dan/atau manajemen yang berhak, as wmell as exercise price of the offered shares in the
serta harga exercise dari saham yang ditawarkan dalam program.
program tersebut.
Kepemilikan Saham Dewan Komisaris The Board of Commissioners and Board

dan Direksi of Directors’ Shares Ownership
Kepemilikan saham PHE dikuasai oleh PT Pertamina Shares ownership of PHE is dominated by PT Pertamina
(Persero) dan PT Pertamina Dana Ventura. Tidak ada Dewan (Persero) and PT Pertamina Dana Ventura. There is no
Komisaris dan Direksi maupun anggota keluarga yang member of the Board of Commissioners and Board of
memiliki saham PHE. Directors as well as family members who owns PHE shares.
Pernyataan tersebut diungkapkan walau PHE bukan The statement is disclosed even though PHE is not
merupakan perusahaan terbuka, sebagai pelaksanaan publicly listed as an implementation of the high-standard
prinsip transparansi dengan standar yang tinggi, sesuai t ra n s p a re n c y p r i n c i p l e, a s p e r P OJ K N u m b e r 1 1 /
dengan POJK No.11/POJK.04/2017 tentang Laporan POJK.04/2017 on the Report of Ownership or Every Change
Ke p e m i l i k a n a t a u S e t i a p Pe r u b a h a n Ke p e m i l i k a n of Ownership in Publicly-Listed Company.
Perusahaan Terbuka.

Perubahan Peraturan Perundang-

Undangan yang Berpengaruh Signifikan
Terhadap Perusahaan
Changes of Laws and Regulations
That Significantly Impact The Company
No Perubahan Peraturan Pengaruh Bagi Perusahaan

Perundang-undangan Impact to the Company
2018
Changes to the Laws and
Regulations 2018
1 Peraturan Menteri Energi dan Kegiatan Pasca Operasi pada Kegiatan The Post-Operation Activities in Upstream
Sumber Daya Mineral Republik Usaha Hulu (Kegiatan Pasca Operasi) atau Activities (Post-Operation Activities) or
Indonesia Nomor 15 Tahun 2018 Abandonment & Site Restoration berdasarkan Abandonment & Site Restoration based on
Tentang Kegiatan Pasca Operasi Permen 15/2018 adalah rangkaian kegiatan Permen 15/2018 are a series of activities
Pada Kegiatan Usaha Hulu Minyak pembongkaran peralatan, instalasi, dan/atau related to dismantling equipment, installation,
dan Gas Bumi (Permen 15/2018). fasilitas penunjang termasuk penutupan and/or supporting facilities, including
sumur secara permanen, pemulihan lokasi, dan permanently well abandonment, site
Minister of Energy and Mineral penanganan pelepasan atau penghapusan restoration, and handling of equipment
Resources of the Republic of peralatan, instalasi, dan/ atau fasilitas dalam discharge and/or write-off, installation, and/or
Indonesia Regulation Number 15 Kegiatan Usaha Hulu yang dilaksanakan facilities in the Upstream Business Activities
of 2018 on the Post-Operation sebelum atau pada saat berakhirnya kontrak performed prior to or post cooperation
Activities in Upstream Oil and kerja sama. contract.
Gas Business Activities (Permen
15/208).
Sesuai dengan Permen ESDM 15/2018 As per Permen ESDM 15/2018, it also regulates
mengatur juga adanya ketentuan bagi the provisions for Cooperation Contract
Kontraktor Kontrak Kerja Sama untuk Contractors in reserving and/or depositing
mencadangkan dan/atau menyetorkan Dana Funds for Post-Operation Activities into a
Kegiatan Pasca Operasi ke dalam rekening shared account between SKK Migas and the
bersama antara SKK Migas dan Kontraktor. Contractor.
Dalam hal Kontrak Kerja Sama-nya In the event the Cooperation Contract uses
menggunakan mekanisme cost recovery maka cost recovery mechanism, the backup
pencadangan Dana Kegiatan Pasca Operasi Funds for Post-Operation Activities is
tersebut diperhitungkan sebagai biaya operasi calculated as refundable operating cost,
yang dapat dikembalikan, namun apabila but if the Cooperation Contract uses gross
Kontrak Kerja Sama-nya menggunakan split mechanism the backup Funds for Post-
mekanisme gross split maka pencadangan Operation Activities will be borne by the
Dana Kegiatan Pasca Operasi akan menjadi Contractor and calculated as a subtraction to
beban Kontraktor dan diperhitungkan sebagai the Contractor’s income in income tax.
unsur penguran penghasilan Kontraktor
dalam perhitungan pajak penghasilan
Dalam hal total realisasi Biaya Kegiatan Pasca In the event the total realization of Post-
Operasi lebih kecil atau lebih besar dari Operation Activities Cost is smaller or larger
jumlah Dana Kegiatan Pasca Operasi yang than the total reserved Post-Operation
sudah dicadangkan, maka selisihnya menjadi Activities Fund, the difference will serve as a
pengurang atau penambah biaya operasi dari deduction or addition to the operating cost
masing-masing wilayah kerja atau lapangan of each relevant working area or field, after
yang bersangkutan, setelah mendapat acquiring approval from Head of SKK Migas
persetujuan Kepala SKK Migas

No Perubahan Peraturan Pengaruh Bagi Perusahaan

Perundang-undangan Impact to the Company
2018
Changes to the Laws and
Regulations 2018
Dalam hal Kontrak Kerja Sama berakhir dan In the event the Cooperation Contract is
Menteri menetapkan pihak lain sebagai ended and the Minister determines another
Kontraktor baru sebagai pengelola Wilayah party as a Working Area manager, the New
Kerja, kewajiban untuk melakukan Kegiatan Contractor has the obligation to perform
Pasca Operasi dan pencadangan Dana Post-Operation Activities and Post-Operation
Kegiatan Pasca Operasi dilaksanakan oleh Activities Funds reserves.
Kontraktor baru.
2 Peraturan Menteri Energi dan Menteri ESDM dapat menetapkan Minister of ESDM could determine oil and
Sumber Daya Mineral Republik pengelolaan wilayah kerja minyak dan gas gas working area management with expired
Indonesia Nomor 23 Tahun 2018 bumi yang berakhir kontrak kerja samanya cooperation contract to be managed by a
tentang Pengelolaan Wilayah dalam bentuk pengelolaan oleh Kontraktor Contractor or PT Pertamina (Persero) or
Kerja Minyak dan Gas Bumi yang atau PT Pertamina (Persero) atau pengelolaan jointly managed between the Contractor and
Akan Berakhir Kontrak Kerja secara bersama antara Kontraktor dan PT PT Pertamina (Persero).
Samanya (Permen 23/2018). Pertamina (Persero).
Minister of Energy and Mineral

Resources of the Republic of Pada tahun 2018 Perusahaan, melalui Anak In 2018, the Company through its subsidiaries
Indonesia Regulation Number 23 Perusahaannya, memperoleh persetujuan acquired an approval to manage Terminated
of 2018 on the Management of untuk melakukan pengelolaan atas Wilayah Working Areas, among which are:
Oil and Gas Working Areas which Kerja Terminasi, diantaranya:
Cooperation Contracts are about
to Expire (Permen 23/2018). 1. Blok Jambi Merang 1. Jambi Merang Block
(PT Pertamina Hulu Energi Jambi Merang) (PT Pertamina Hulu Energi Jambi Merang)
2. Blok Kepala Burung 2. Kepala Burung Block
(PT Pertamina Hulu Energi Salawati Basin (PT Pertamina Hulu Energi Salawati Basin
bersama dengan Petrogas (Basin) Ltd) together with Petrogas (Basin) Ltd
3. Blok North Sumatera Offshore (PT 3. North Sumatera Offshore Block (PT
Pertamina Hulu Energi NSO) Pertamina Hulu Energi NSO)
4. Blok Ogan Komering (PT Pertamina Hulu 4. Ogan Komering Block (PT Pertamina Hulu
Energi Ogan Komering) Energi Ogan Komering)
5. Blok Southeast Sumatra 5. Southeast Sumatra Block
(PT Pertamina Hulu Energi OSES) (PT Pertamina Hulu Energi OSES)
6. Blok Raja/Pendopo 6. Raja/Pendopo Block
(PT Pertamina Hulu Energi Raja Tempirai) (PT Pertamina Hulu Energi Raja Tempirai)
7. Blok Salawati (PT Pertamina Hulu Energi 7. Salawati Block (PT Pertamina Hulu Energi
Salawati bersama dengan Petrogas Salawati together with Petrogas (Island)
(Island) Ltd) Ltd)
8. Blok Tuban (PT Pertamina Hulu Energi 8. Tuban Block (PT Pertamina Hulu Energi
Tuban East Java) Tuban East Java)
Adapun untuk Blok Tuban, North Sumatera Block of Tuban, North Sumatera Offshore,
Offshore, Ogan Komering dan Southeast Ogan Komering, and Southeast Sumatra were
Sumatra dikelola dengan mekanisme gross managed with gross split mechanism.
split.

Selain peraturan yang tersebut diatas, sebagai bentuk I n a d d i t i o n t o t h e re g u l a t i o n s m e n t i o n e d a b o v e ,

kepatuhan atas regulasi yang telah terbit sebelum tahun a s a fo r m of c o m p l i a n c e w i t h re g u l at i o n s i s s u e d
2018, Perusahaan telah melaksanakan hal-hal sebagai before 2018, the Company has implemented
berikut: compliance for the regulation that previously issued
b e f o re 2 0 1 8 . T h e c o m p l i a n c e s w e re a s f o l l o w s :
• Penawaran dan pengalihan PI 10% kepada BUMD di • Offering and transfer of 10% Participating Interest to
Wilayah Kerja Siak sebagai pelaksanaan ketentuan dalam BUMD in the Siak Work Area as the compliance of
Peraturan Menteri Energi dan Sumber Daya Mineral provisions in the Minister of Energy and Mineral Resources
Republik Indonesia Nomor 37 Tahun 2016 Tentang of the Republic of Indonesia No. 37 of 2016 concerning
Ketentuan Penawaran Participating Interest 10% (Sepuluh 10% (Ten Percent) Participating Interest in the Oil and
Persen) Pada Wilayah Kerja Minyak dan Gas Bumi Gas Working Areas ( "Government Regulation 37/2016")
(“Permen 37/2016”).
• Turut menandatangani perubahan skema kontrak bagi • Signed the amendment to the profit sharing contract
hasil dari semula cost recovery menjadi gross split di scheme from the cost recovery to gross split in the East
Wilayah Kerja East Sepinggan sebagai pelaksanaan Sepinggan Work Area as a compliance of the provisions
atas ketentuan Peraturan Menteri Energi Sumber Daya of the Minister of Energy and Mineral Resources No. 08 of
Mineral Republik Indonesia Nomor 08 Tahun 2017 2017 concerning Gross Split Production Sharing Contracts
Tentang Kontrak Bagi Hasil Gross Split dan Perubahannya and Amendments ("Government Regulation 8/2017")
(“Permen 8/2017”).
Sebagai tambahan, terbitnya Permen 37/2016 dapat In addition, the issuance of Government Regulation 37/2016
b e r p e n g a r u h s e c a ra s i g n i f i ka n te r h a d a p f i n a n s i a l can have a significant effect on the Company's finance
Perusahaan dikarenakan belum diperolehnya kepastian because the effective date of the 10% Participating Interest
dan kejelasan pengaturan terkait tanggal efektif berlaku Transfer Agreement to BUMD and costs that are borne
Perjanjian Pengalihan PI 10% kepada BUMD dan biaya- by the Company when receiving a new Working Area/
biaya yang menjadi beban Perusahaan pada saat menerima termination were remain uncertain and unclarified. This
Wilayah Kerja baru/terminasi (seperti: signature bonus dan included the signature bonus and performance bond.
performance bond).

Uraian Mengenai Perubahan Kebijakan

Akuntansi yang Diterapkan Perusahaan
Pada Tahun Buku
Description on Accounting Policies Changes
Applied by the Company within the Fiscal Year
Pada tahun 2018, tidak terdapat perubahan kebijakan In 2018, there were no changes in accounting policies during
akuntansi yang dilaksanakan dalam rangka pembuatan the preparation of financial statement, therefore there are no
laporan keuangan sehingga tidak ada alasan perubahan reasons for changes in accounting policies and its effects
kebijakan akuntansi dan dampaknya secara kuantitatif quantitatively to the financial statement.
terhadap laporan keuangan.
FINANCE & BUSINESS SUPPORT DIRECTOR
VICE PRESIDENT CONTROLLER
SYSTEM & OPERATION

BUDGETING ASSET MATERIAL REPORTING
PROCEDURE ACCOUNTING
MANAGER MANAGER MANAGER
MANAGER MANAGER
Fungsi Controller | Controller Function

Pemilihan dan penentuan metode akuntansi menjadi salah satu tugas serta tanggung jawab
Fungsi Controller, dengan mempertimbangkan metode yang paling mampu mewujudkan
tujuan Perusahaan. Fungsi Controller PHE dipimpin oleh VP Controller yang saat Laporan ini
diterbitkan dijabat oleh Ibu Yoke Syamsidar dan bertanggung jawab kepada Direktur Keuangan
dan Layanan Bisnis.
Selection and determination of accounting method became one of the duties and responsibilities of Controller
Function by considering the most able method to embody the company objectives. Controller Function of PHE
is headed by VP Controller which at the time this Report was being prepared was occupied by Yoke Syamsidar,
and responsible to Finance & Business Support Director.

Informasi Kelangsungan Usaha

Business Continuity Information
Bisnis inti PHE adalah produksi dan komersial migas. PHE’s core business is oil and gas production and
Sebagian besar WK migas yang dikelola Perusahaan berada commercial. The majority of oil and gas WK managed by
di lepas pantai (offshore) dengan kondisi fasilitas produksi the Company is located offshore with surface production
di atas permukaan (surface) relatif telah lama dioperasikan. facilities which have been relatively long operated. This
Kondisi ini menjadikan kegiatan produksi migas berpotensi condition causes the oil and gas production activities to
dihadapkan pada gangguan dan berujung pada penghentian potentially encounter disruptions and lead to unplanned
produksi yang tidak direncanakan (unplaned shutdown). shutdown. In general, there are several factors that cause
Secara umum ada beberapa faktor penyebab unplaned unplanned shutdown.
shutdown.
• Faktor eksternal • External Factor

Utamanya adalah cuaca ekstrem yang terjadi di wilayah Mainly it is due to an extreme weather that occurs in the
perairan tempat anjungan berada . Faktor cuac a waters where the platform is located. The weather factor
sepenuhnya berada di luar kendali PHE dan diantisipasi is fully out of PHE control and anticipated by building solid
dengan pembangunan struktur anjungan yang kokoh. platform structure.
• Faktor internal • Internal Factor

U t a m a nya b e r ka i t a n d e n g a n ke a n d a l a n fa s i l i t a s For the most part, it is related to the reliability of surface
permukaan. Sebagai antisipasi PHE menerapkan facilities. As an anticipation, PHE performs routine
prosedur pemeriksaan dan pemeliharaan rutin. Selain examination and maintenance procedure. Moreover, the
itu Perusahaan mempercepat proses dan prosedur Company accelerates the process and procedure of
pengadaan peralatan pengganti kerusakan sehingga equipment procurement as replacement for damage in
dapat mencegah terjadinya unplaned shutdown, dan bila order to prevent unplanned shutdown, and if it occurs it is
sampai terjadi maka diharapkan tidak berlangsung lama. expected not to last long.
Kelangsungan produksi dan komersial migas juga tidak The continuity of oil and gas production and commercial
bisa dilepaskan dari ketersediaan cadangan. PHE terus also cannot be separated from reserves availability. PHE
berupaya menjaga ketersediaan cadangan migas, dengan continues to maintain oil and gas reserves availability by
meningkatkan kegiatan eksplorasi dan pengembangan. increasing exploration and development activities. This
Tujuannya agar cadangan hidrokarbon yang ada di WK is aimed to immediately have the hydrocarbon reserves
dapat segera direalisasikan menjadi cadangan terbukti (2C) currently contained in WK to be realized as contingent
dan siap produksi (P1). resources (2C) and proved reserves (P1).
Kelangsungan usaha PHE juga tak terlepas dari faktor harga The business continuity of PHE is also influenced by world
minyak dunia dan nilai tukar mata uang. Berbeda dengan oil price and exchange rate. Different with other KKKS
perusahaan KKKS lain yang dapat menyesuaikan tingkat companies which have the ability to adjust production level
produksi saat harga minyak dunia turun atau nilai tukar mata upon the declining price of world oil or weakening exchange
uang rupiah melemah, PHE tetap dituntut mengoptimalkan rate, PHE is still demanded to optimize the production as it
produksi karena menjadi bagian dari rantai pasok migas is a part of PT Pertamina (Persero) oil and gas supply chain
PT Pertamina (Persero) untuk ketahanan energi nasional. for national energy security. In order to minimize impact to
Untuk meminimalkan pengaruh terhadap kinerja PHE dan PHE performance and ensure the continuity of business
memastikan kegiatan usaha tetap berlangsung, Perusahaan activities, the Company make efforts and uphold sustainable
melakukan upaya dan inovasi berkelanjutan guna operasi innovation for effective and efficient operation.
yang efektif serta efisien.

Pengendalian Situasi Darurat dan Emergency and Crisis Situation

Krisis Control
Faktor lain yang dapat mengganggu kelangsungan usaha Another factor that could disrupt business continuity is
adalah kondisi darurat yang memengaruhi kegiatan emergency condition that affects oil and gas operational
operasional dan produksi migas. Secara umum pengendalian and production activities. In general, emergency control
keadaan darurat yang mungkin terjadi di setiap kegiatan that could possibly happen in each operation activity at
operasi di PHE dan Anak Perusahaan, dilakukan melalui PHE and the subsidiaries is conducted through a dedicated
organisasi Emergency Response and Crisis Management organization called Emergency Response and Crisis
(ERCM). Management (ERCM).
PHE mendorong pembentukan organisasi ERCM dibentuk PHE encourages the establishment of ERCM in various
di berbagai tingkatan respon yang akan saling bersinergi response level which which will create a mutual synergy in
dalam rangka penanganan kondisi darurat tereskalasi dan addressing escalated emergency condition and crisis at
krisis di PHE maupun Anak Perusahaan: PHE and the subsidiaries:
• Site Emergency Response Team (ERT) pada fasilitas • Site Emergency Response Team (ERT) at field facilities.
Lapangan.
• Incident Management Team di kantor Anak Perusahaan. • Incident Management Team at the subsidiaries’ office.
• Business Support Team di Kantor Pusat PHE. • Business Support Team at PHE Head Office.
Pembentukan ERCM merupakan tindak lanjut dari The establishment of ERCM is a follow-up from President
S u rat Ke p u t u s a n P re s i d e n D i re kt u r P H E N o.0 9 0/ Director of PHE Decree Number 090/PHE000/2017-S0
P H E 0 0 0/2 01 7- S 0 te nt a n g O rg a n i s a s i M a n a j e m e n on the Organization of Emergency and Crisis Management
Kedaruratan dan Krisis – Pertamina Hulu Energi. Dalam SK – Pertamina Hulu Energi. In the decree it is stated the
ditekankan pentingnya tiered response organizations yang importance of tiered response organizations which create a
berjenjang dan bersinergi pada lingkup dan kewenangan synergy in the scope and authorities (systemized), starting
(bersistem), mulai dari kegiatan operasional Anak from operational activities of subsidiaries up to PHE
Perusahaan hingga kebijakan strategis PHE sebagai fungsi strategic policies which functions as a holding in order to
holding, sehingga penanganan dapat dilakukan dengan have a fast and effective management.
cepat dan efektif.
Keberadaan organisasi ERCM berada di bawah kendali The organization of ERCM is under the control of Quality,
Fungsi Quality, Health, Safety, Security and Environment Health, Safety, Security and Environment (QHSSE) Function.
(QHSSE). Struktur organisasi dan sistem kerja ERCM Organizational structure and work system of ERCM refer to
merujuk pada beberapa ketentuan terkait. Di antaranya several related provisions, including PTK 005 Rev.2 on the
PTK 005 Rev.2 Tentang Kondisi Kedaruratan dan Krisis, Emergency and Crisis Condition, ICS (Incident Command
Persyaratan terbaru ICS (Incident Command System) dan System) Latest Requirements, and NIMS (National Incident
NIMS (National Incident Management System). Management System).
Sebagai persiapan pembentukan organisasi ERCM, pada In preparing the establishment of ERCM, in the reporting
kurun waktu periode pelaporan Perusahaan melakukan period the Company performed various workshops, followed
berbagai kegiatan lokakarya, yang diikuti oleh peserta by related participants and functions, including the Board of
dari fungsi terkait, termasuk Direksi, jajaran manajemen, Directors, management level, subsidiaries’ representatives,
perwakilan Anak Perusahaan, serta perwakilan Business as well as Business Support Team (BST) representatives to
Support Team (BST) anggota PHE. PHE members.

Selain menyelenggarakan lokakarya, PHE juga menyusun A side from organizing workshops, PHE also prepared
dan membagikan buku Sistem Penanganan Kedaruratan and distributed a book named Emergency Response and
dan Pengelolaan Krisis di Pertamina Hulu Energi. Buku Crisis Management System at Pertamina Hulu Energi. The
tersebut menjadi acuan pembangunan organisasi ERCM di book became a reference to ERCM establishment in the
lingkungan Anak Perusahaan. environment of subsidiaries.
Secara garis besar, pengendalian dan penanganan situasi Overall, the emergency control and management at PHE
darurat di lingkungan PHE dan Anak Perusahaan, meliputi: and the subsidiaries includes:
• Penanganan insiden secara bersistem (ICS: Incident • Systemic incident management (ICS: Incident Comman
Command System) atas kondisi darurat dan krisis System) for emergency and crisis situation is implemented
diterapkan di PHE dan seluruh Anak Perusahaan. at PHE and all of the subsidiaries.
• Kesiapsiagaan dalam menghadapi kondisi darurat dan • Preparedness in responding emergency and crisis
krisis dilakukan dengan prioritas yang menyangkut situation is carried out by prioritizing the impact on people,
dampak kemanusiaan (people), lingkungan (environment), environment, assets and disruption on business reputation
aset dan gangguan reputasi bisnis (reputation). (reputation).
• Peran aktif para leader (GM-General Manager) sebagai • Active role by the leaders (GM-General Manager) as BST
BST representatif di Anak Perusahaan dalam penanganan representatives at subsidiaries in responding to initial
awal kedaruratan sangat diperlukan agar insiden emergency is vital so incidents will not escalate to crisis.
tidak sampai tereskalasi menjadi krisis.

Laporan
Tata Kelola
Perusahaan
Corporate
Governance Report
Pengembangan dan penerapan Good
Corporate Governance (GCG) merupakan wujud
komitmen PT Pertamina Hulu Energi (PHE),
untuk mendukung keberhasilan usaha dan
akuntabilitasnya guna meningkatkan kinerja,
nilai dan penciptaan citra Perusahaan yang baik.
The development and implementation of Good Corporate
Governance (GCG) is an embodiment of PT Pertamina Hulu
Energi (PHE) commitment to support success in business and
its accountability in increasing performance, values, and good
image of the Company.
Laporan Tata Kelola Perusahaan
Corporate Governance Report
PHE One System Closing

Menuju Sinergi Tata Kelola Bersama
PHE One System Closing
Toward a Synergy of Shared Governance
Memasuki tahun 2018, PHE sukses melaksanakan Go Entering 2018, PHE successfully performed Harmonization
Live Harmonisasi dan standardisasi PHE One System yang Go Live and PHE One System standardization which is in
berlaku di PHE dan seluruh Anak Perusahaannya. PHE One effect at PHE and all of its subsidiaries. PHE One System
System dijalankan dengan tujuan menjadi basis penerapan is operated with the aim of becoming the basis for Shared
Shared Service Organization (SSO) menggunakan sistem Service Organization (SSO) using standard ERP system,
ERP yang standar, sehingga mengurangi waktu proses so that it reduces time spent in transactions, facilitates
transaksi, memudahkan reporting, konsolidasi data, serta reporting, data consolidation, as well as increases cost
meningkatkan efisiensi biaya. efficiency.
SSO yang menggabungkan seluruh bisnis proses di Anak Merging all business processes at PHE subsidiaries, SSO is
Perusahaan PHE diterapkan melalui penggunaan aplikasi implemented through the use of standard PHE One System
tersandar dalam PHE One System, yang dikembangkan application which was jointly developed with CICT of PT
bersama CICT PT Pertamina (Persero). Pertamina (Persero).
PHE One System menjadi pedoman bagi seluruh Anak PHE One System serves as a guideline for all subsidiaries,
Perusahaan untuk mengarah pada koridor yang sama, directing them toward one corridor in order to achieve
sehingga tujuan utama perusahaan bisa direngkuh company key objectives together. The PHE One System
bersama-s ama . Program PHE One System s angat program helps the Company as with one system it will ease
membantu Perusahaan, karena dengan sistem yang sama monitoring and supervising. Additionally, information on
akan memudahkan pemantauan dan pengawasan. Di sisi the field and quick decision making also constitute as main
lain, informasi kondisi lapangan dan pengambilan keputusan key in operation and production activities along with good
yang cepat juga merupakan kunci utama dalam kegiatan corporate governance (GCG) implementation.
operasi dan produksi tanpa mengabaikan pelaksanaan tata
kelola perusahaan yang baik (GCG).
PHE One System menerapkan tujuh poin penting sebagai PHE One System implements seven significant points as
bentuk standardisasi perusahaan, yaitu Standardisasi a form of company standardization, which are PHE Group
P ro s e s B i s n i s P H E G r u p, S t a n d a rd i s a s i R e l e a s e Business Process, Release Strategy Authorization, Module
Strategy Authorization, Standardisasi Implementasi & Submodule Implementation, Cost Object Use, Naming
Modul & Sub Modul, Standardisasi Penggunaan Cost Convention, User ID Allocation, and SAP System Report
Object, Standardisasi Naming Convention, Standardisasi Standardizations.
Alokasi User ID, dan Standardisasi Laporan Sistem SAP.
Sampai dengan akhir periode pelaporan sudah terdapat Up to the end of reporting period, there have been 15
15 Anak Perusahaan yang menerapkan PHE One System, subsidiaries which implemented PHE One System, including
termasuk PT PHE OSES yang merupakan Wilayah Kerja PT PHE OSES, a terminated oil and gas Working Area (WK)
(WK) migas terminasi yang dialih kelola kepada PHE pada which management was transferred to PHE on 6 September
6 September 2018. 2018.

Selain di internal PHE, penerapan PHE One System juga In addition to internal PHE, the application of PHE One
terintegrasi dengan PT Pertamina (Persero), sehingga System also integrated with PT Pertamina (Persero) and
Perseroan lebih mudah mengakses data yang dibutuhkan. enabled the company to have a better access of required
Selain standardisasi sistem, PHE One System juga dapat data and a standardized system. PHE One System can also
mengadopsi program-program unggulan dari masing- adopt excellence programs from each Pertamina subsidiary,
masing Anak Perusahaan, sehingga menyempurnakan to improve PHE One System program and facilitate
program PHE One System dan memudahkan konsolidasi consolidation reports needed by PT Pertamina (Persero).
laporan yang dibutuhkan PT Pertamina (Persero).
Dasar Hukum, Prinsip-Prinsip

dan Tujuan Penerapan GCG
Legal Basis, Principles,
and Objectives of GCG Implementation
Dasar Hukum Penerapan GCG Legal Basis of GCG Implementation
PHE menerapkan praktik-praktik tata kelola perusahaan PHE implements good corporate governance (GCG)
yang baik (GCG) dengan mengedepankan prinsip practices by upholding compliance principles toward the
kepatuhan terhadap ketentuan hukum dan peraturan prevailing legal provisions, as well as laws and regulations.
perundang-undangan yang berlaku. Penerapan GCG di The GCG implementation in Indonesia is regulated in several
Indonesia diatur dalam beberapa perangkat hukum dan set of laws and regulations.
perundang-undangan.
Undang-Undang (UU) Law (UU)

UU No.5 Tahun 1999 Tentang Larangan Praktik Monopoli dan Persaingan Law Number 5 of 1999 on the Prohibition of Monopolistic Pratices and
Usaha Tidak Sehat Unfair Business Competition
UU No.28 Tahun 1999 Tentang Penyelenggaraan Negara yang Bersih dan Law Number 28 of 1999 on State Administrators Clean and Free of
Bebas dari KKN Corruption, Collusion, and Nepotism
UU No.20 Tahun 2001 Tentang Perubahan UU No.31 Tahun 1999 Tentang Law Number 20 of 2001 on the Amendment of Law Number 31 of 1999 on
Pemberantasan Tipikor Eradication of the Crime of Corruption
UU No.22 Tahun 2001 Tentang Minyak dan Gas Bumi Law Number 22 of 2001 on Oil and Gas
UU No.19 Tahun 2003 Tentang Badan Usaha Milik Negara Law Number 19 of 2003 on State Owned Enterprises
UU No.40 Tahun 2007 Tentang Perseroan Terbatas Law Number 40 of 2007 on Limited Liability Companies
UU No.14 Tahun 2008 Tentang Keterbukaan Informasi Publik Law Number 14 of 2008 on Public Information Disclosure
UU No.24 Tahun 2009 Tentang Bendera, Bahasa, dan Lambang Negara, Law Number 24 of 2009 on the National Flag, Language, Emblem, and
serta Lagu Kebangsaan Anthem
UU No.7 Tahun 2011 Tentang Mata Uang RI Law Number 7 of 2011 on the Currency

Peraturan Pemerintah (PP) Government Regulation (PP)

PP No. 35 Tahun 2004 yang telah diubah dengan No.55 Tahun 2009 PP Number 35 of 2004, as amended by Law Number 55 of 2009 on Upstream
Tentang kegiatan usaha hulu Minyak dan Gas bumi Oil and Gas Business Activities
PP No.45 Tahun 2005 Tentang Pendirian, Pengawasan dan Pembubaran PP Number 45 of 2005 on the Establishment, Supervision, and Liquidation of
BUMN SOEs
PP No.146 Tahun 2015 Tentang Pembangunan dan Pengembangan Kilang PP Number 146 of 2015 on the Construction and Development of Domestic
Minyak Dalam Negeri Refineries
Peraturan Menteri Negara Badan Usaha Milik Negara (Permeneg BUMN)

State Minister of State Owned Enterprises Regulation
Permeneg BUMN No.PER-02/MBU/2010 Tentang Tata Cara Permeneg BUMN Number PER-02/MBU/2010 on the Procedures of
Penghapusbukuan dan Pemindahtanganan Aset BUMN Write-Off and Transfer of SOE’s Assets
Permeneg BUMN No.PER-01/MBU/2011 Tentang Penerapan Tata Kelola

Permeneg BUMN Number PER-01/MBU/2011 on the Implementation of
Perusahaan Yang Baik (Good Corporate Governance) Pada BUMN
Good Corporate Governnance in SOEs, as amended by State Minister of
yang telah diubah dengan Peraturan Menteri Negara BUMN No.PER-09/
SOEs Regulation Number PER-09/MBU/2014
MBU/2014
Permeneg BUMN No.PER-09/MBU/2011 Tentang Pendayagunaan Aktiva Permeneg BUMN Number PER-09/MBU/2011 on the Utilization of SOEs’
Tetap BUMN Fixed Assets
Permeneg BUMN No.PER-12/MBU/2014 Tentang Organ Pendukung Permeneg BUMN Number PER-12/MBU/2014 on the Supporting Organs
Dewan Komisaris/Dewan Pengawas BUMN of Board of Commissioners/SOEs’ Supervisory Board
Permeneg BUMN No.PER-01/MBU/2014 Tentang Persyaratan dan Tata Procedures of Appointment and Dismissal Members of the SOEs’ Board
Cara Pengangkatan dan Pemberhentian Anggota Direksi BUMN yang telah of Directors, as amended by State Minister of SOEs Regulation Number
diubah dengan Peraturan Menteri Negara BUMN No.PER-06/MBU/2014 PER-06/MBU/2014
Permeneeg BUMN No.PER-03/MBU/2014 Tentang Pedoman Permeneg BUMN Number PER-03/MBU/2014 on the Guidelines
Pengangkatan Anggota Direksi dan Anggota Dewan Komisaris Anak of Appointment of Members of Board of Directors and Board of
Perusahaan BUMN Commissioners of the SOEs’ Subsidiaries
Permen BUMN No.PER-09/MBU/07/2015 Tentang Program Kemitraan Permeneg BUMN Number PER-09/MBU/07/2015 on SOEs’ Partnership
dan Program Bina Lingkungan Badan Usaha Milik Negara and Community Development Programs
Keputusan Menteri Negara (Kepmeneg) BUMN

State Minister of SOEs’ (Kepmeneg) Decree
Keputusan Menteri BUMN No.Kep-100/MBU/2002 Tentang Penilaian Minister of SOEs’ Decree Number Kep-100/MBU/2002 on the Evaluation
Tingkat Kesehatan BUMN of SOEs’ Health
Keputusan Menteri BUMN No.Kep-101/MBU/2002 Tentang Penyusunan Minister of SOEs Decree Number Kep-101/MBU/2002 on the Preparation
Rencana Kerja dan Anggaran Perusahaan (RKAP) of Company Work Plan and Budget (RKAP)
Keputusan Menteri BUMN No.Kep-102/MBU/2002 Tentang Penyusunan Minister of SOEs’ Decree Number Kep-102/MBU/2002 on the Preparation
Rencana Jangka Panjang Perusahaan (RJPP) of Company Long-Term Plan (RJPP)
Ketentuan Lain Other Provisions
Pedoman Umum GCG yang diterbitkan oleh Komite Nasional Kebijakan GCG General Guidelines issued by National Commitee on Governance
Governance Tahun 2006 Policies of 2006
Surat Edaran Menteri Negara BUMN No.S-375/MBU.Wk/2011 Tentang State Minister of SOEs’ Circular Letter Number S-375/MBU/Wk/2011
Kebijakan Menteri Negara BUMN Dalam Pengurusan dan Pengawasan on State Minister of SOEs’ Policies Regarding SOEs’ Organization and
BUMN Supervision

Ketentuan Lain Other Rules
Peraturan Menteri Energi dan Sumber Daya Mineral (Permen ESDM) Minister of Energy and Mineral Resources Regulation (Permen ESDM)
• No.38 Tahun 2015 Tentang Percepatan Pengusahaan Minyak dan Gas • Number 38 of 2015 on the Acceleration of Non-Conventional Oil and
Bumi Non Konvensional Gas Business
• No.39 Tahun 2015 Tentang Perubahan Kedua Atas Peraturan Menteri • Number 39 of 2015 on the Second Amendment of Minister of ESDM
ESDM No.39 Tahun 2014 tentang Perhitungan Harga Jual Eceran Regulation Number 39 of 2014 on the Calculation of Retail Selling Prices
Bahan Bakar Minyak of Oil-based Fuels
• No.29 Tahun 2015 Tentang Penyediaan dan Pemanfaatan Bahan • Number 29 of 2015 on the Provision and Utilization of Biofuel of
Bakar Nabati Jenis Biodiesel dalam Kerangka Pembiayaan oleh Badan Biodiesel Type in the Context of Financing by the Oil Palm Plantation
Pengelolaan Dana Perkebunan Kelapa Sawit Fund Management Agency
• No.37 Tahun 2015 Tentang Ketentuan dan Tata Cara Penetapan Alokasi • Number 37 of 2015 on the Stipulation and Procedures of Determining
dan Pemanfaatan Serta Harga Gas Bumi Gas Allocation, Utilization, and Selling Prices
• No.23 Tahun 2015 Tentang Pendelegasian Wewenang Pemberian • Number 23 of 2015 on the Delegation of Authority to Issue Oil and Gas
Perizinan Bidang Minyak dan Gas Bumi dalam Rangka Pelaksanaan Licenses to the Head of Capital Investment Coordinating Board under a
Pelayanan Terpadu Satu Pintu Kepada Kepala Badan Koordinasi One-Stop, Integrated Services Framework
Penanaman Modal
• No.15 Tahun 2015 Tentang Pengelolaan Wilayah Kerja Minyak dan Gas • Number 15 of 2015 on the Management of Oil and Gas Working Areas
Bumi yang akan Berakhir Kontrak Kerjasamanya during the Final Contract Cooperation Period
Peraturan Presiden No.38 Tahun 2015 Tentang Kerjasama Pemerintah Presidential Regulation Number 38 of 2015 on the Cooperation Between
Dengan Badan Usaha dalam Penyediaan Infrastruktur the Government and Business Entities in Infrastructure Provision
Peraturan Bank Indonesia No.17/3/PBI/2015 Tahun 2015 Tentang

Bank Indonesia Regulation Number 17/3/PBI/2015 of 2015 on the
Kewajiban Penggunaan Rupiah di Wilayah Negara Kesatuan Republik
Mandatory Use of the Rupiah in Indonesia
Indonesia
Surat Edaran Bank Indonesia No.17/11/DKSP Tentang Kewajiban Bank Indonesia Circular Letter Number 17/11/DKSP on the Mandatory Use
Penggunaan Rupiah di Wilayah Negara Kesatuan Republik Indonesia of the Rupiah in Indonesia
Siaran Pers Bank Indonesia No.17/52/DKom Tentang Kewajiban Bank Indonesia Press Releae Number 17/52/DKom on the Mandatory Use
Penggunaan Rupiah di Wilayah NKRI of the Rupiah in Indonesia
Permendag No.03/M-Dag/Per/1/2015 Tentang Ketentuan Ekspor dan MInister of Trade Regulation Number 03/M-Dag/Per/1/2015 on the
Impor Minyak Bumi, Gas Bumi dan Bahan bakar Lain Stipulations of Export and Import of Oil, Gas, and Other Fuels
Minister of Agrarian Affairs and Spatial Planning/Head of National Land

Permen ATR/Ka BPN No.4 Tahun 2015 Tentang Program Nasional Agraria
Agency Regulation Number 4 of 2015 on Agrarian National Program
(Prona)
(Prona)
Permendag No.26/M-DAG/PER/3/2015 Tentang Ketentuan Khusus Minister of Trade Regulation Number 26/M-DAG/PER/3/2015 on the
Pelaksanaan Penggunaan Letter Of Credit untuk Ekspor Barang Tertentu Special Provisions of Letter of Credit Use for Specific Export of Goods
Anggaran Dasar PT Pertamina Hulu Energi dan perubahaannya Articles of Association of PT Pertamina Hulu Energi and its Amendments
Pedoman Tata Kelola Perusahaan (Code of Corporate Governance) PT

Code of Corporate Governance of PT Pertamina (Persero)
Pertamina (Persero)

Prinsip Prinsip GCG | GCG Principles
Keterbukaan dalam proses pengambilan keputusan

Transparency in the process of decision making and
serta pengungkapan informasi materil dan relevan
disclosure of the Company's material and relevant
mengenai Perusahaan. Transparansi juga mencakup
Transparansi information. Transparency also includes the disclosure of
pemberian informasi yang dibutuhkan publik berkaitan
Transparency information required by public regarding the Company's
dengan produk dan aktivitas operasional Perusahaan,
products and operational activities that may potentially
yang secara potensial dapat mempengaruhi perilaku
affect the behavior of the stakeholders.
pemangku kepentingan.
Kejelasan fungsi, pelaksanaan dan pertanggungjawaban The clarity of function, implementation and accountability
organisasi yang memungkinkan pengelolaan Perusahaan of the organization that enables the Company's
Akuntabilitas terlaksana secara efektif. Akuntabilitas berkaitan management is implemented effectively. The
Accountability dengan pelaksanaan tugas dan wewenang yang dimiliki accountability relates to the duties and authorities of a
seseorang atau satuan kerja dalam melaksanakan person or working unit in carrying out responsibilities
tanggung jawab yang dibebankan Perusahaan. assigned by the Company.
Kesesuaian dalam pengelolaan Perusahaan terhadap The Company's management complies with the
peraturan perundangan yang berlaku dan prinsip-prinsip prevailing laws and regulations as well as sound business
Pertanggungjawaban korporasi yang sehat. Perusahaan akan memastikan principles. The Company shall assure its management,
Responsibility pengelolaan meliputi kepatuhan terhadap peraturan including compliance with the prevailing laws and
perundang-undangan, serta ketentuan yang berlaku regulations, as well as other provisions, to become a
sebagai cerminan tanggung jawab korporasi yang baik. reflection of good corporate responsibility.
Pengelolaan Perusahaan secara profesional tanpa The Company is professionally managed, without any
benturan kepentingan dan pengaruh atau tekanan dari conflict of interest, influence or pressure from any parties
pihak manapun yang tidak sesuai dengan peraturan that are not in compliance with the prevailing laws and
Independen
perundangan yang berlaku dan prinsip-prinsip korporasi regulations and sound corporate business practices. The
Independency
yang sehat. Kemandirian merupakan keharusan agar independency is a must for the Company's organs to
organ Perusahaan dapat bertugas dengan baik, serta perform their duties properly and to make good decisions
mampu membuat keputusan yang baik bagi Perusahaan. for the Company.
Perlakuan yang sama dalam memenuhi hak-hak Equal treatment to fulfill the rights of all stakeholders in
pemangku kepentingan berdasarkan ketentuan dan accordance with the prevailing laws and regulations. The
Keadilan dan peraturan perundangan yang berlaku. Perusahaan Company assures the protection of shareholders' rights
Kewajaran menjamin perlindungan hak-hak para pemegang including the rights of minority shareholders and other
Fairness saham, termasuk hak-hak pemegang saham minoritas stakeholders who will always receive equal treatment
dan pemangku kepentingan, sehingga mendapatkan without any discrimination in accordance with the
perlakukan setara tanpa adanya diskriminasi. prevailing laws and regulations.
Tujuan Penerapan GCG Objectives of GCG Implementation
• Meningkatkan kinerja dan akuntabilitas Perusahaan, • Improve the performance and accountability of the
dalam rangka mewujudkan nilai tambah jangka panjang Company, in order to realize long-term value for the
bagi para pemangku kepentingan dengan tetap stakeholders while taking into account the interests of
memperhatikan kepentingan pemangku kepentingan. stakeholders.
• Terciptanya pengambilan keputusan oleh seluruh organ • The decision-making by all organs of the Company
Perusahaan yang didasarkan pada nilai moral yang is based on high moral values and compliance with
tinggi dan kepatuhan terhadap peraturan perundang- applicable laws and regulations.
undangan yang berlaku.
• Terlaksananya tanggung jawab sosial Perusahaan • Implementation of the Company's social responsibility to
terhadap pemangku kepentingan. the stakeholders.
• Meningkatkan iklim investasi nasional yang kondusif, • Improving the conducive climate of national investment,
khususnya di bidang migas dan energi lainnya. particularly in oil & gas and other energy sectors.

Peta Jalan dan Pengembangan Penerapan GCG

GCG Implementation Roadmap and Development
2008-2016 2017-2018
Implementasi Tata Kelola Corporate governance Optimalisasi Implementasi Tata Optimizing the Good Corporate
Perusahaan implementation Kelola Perusahaan Governance Implementation
Indikator Kinerja Utama Key Performance Indicators: Indikator Kinerja Utama Key Performance Indicators:
• Pemberlakuan Pedoman GCG & • Enforcement of PHE Guidelines on • Implementasi seluruh aplikasi • Implementation of the converting
COC PHE GCG & COC (Code of Conduct) GCG manual menjadi eGCG GCG manual application into
• Internalisasi dan • Internalization and signing of (electronic GCG) melalui eGCG
penandatanganan Pakta Integrity Pact and Code of Compliance Online System
Integritas dan Etika Kerja Bisnis. Business Ethics (COMPOLS) dan Aplikasi
• Terbentuknya sistem • Establishment of internal control Gratifikasi Online (GAOL) yang
pengendalian intern yang system, based on information bisa diakses melalui telepon
berbasis teknologi informasi dan technology and risk management selular.
manajemen risiko • Empowerment and optimization • Menyusun kebijakan dan • To prepare GCG policies and
• Pemberdayaan dan optimalisasi of the GCG Ethic Committee and penyempurnaan Pedoman GCG improvement including:
Komite Etika GCG dan PHE Ethics Supervisor yang meliputi: ›› Committee Charter
Pengawas Etika PHE • Updating guidelines on GCG and ›› Pedoman Code of ›› Policies on Risk Management
• Pemuktahiran Pedoman GCG COC. Corporate Governance ›› Policies on Information
dan COC (COCG) Technology
›› Pedoman Code of Conduct
(COC)
›› Pedoman Conflict Of
Interest (COI)
›› Board Manual
• Memonitor, mengevaluasi, dan • To monitor, evaluate and
menyempurnakan struktur improve structure on PHE Ethics
Komite Etika GCG dan Committee and Ethics Supervisor
Pengawas Etika sesuai dengan in line with Company development.
kondisi Perusahaan
Pengembangan Penerapan GCG GCG Implementation Development
Selama kurun waktu periode pelaporan, PHE telah Throughout the reporting period, PHE has carried out
melakukan beberapa pengembangan untuk mendukung several developments to support the GCG implementation:
penerapan GCG:
• Perubahan Pedoman GCG dan COC Tahun 2008 yang • Amendment of GCG and COC Guidelines of 2008,
telah disetujui oleh Keputusan Pemegang Saham secara approved by PHE Circular Shareholders Decision of
Sirkuler PHE tanggal 22 April 2008 telah dimutahirkan 22 April 2008, was updated into Code of Corporate
menjadi Pedoman Tata Kelola Perusahaan/Code of Governance Guidelines (COCG Guidelines) Number
Corporate Governance (Pedoman COCG) No.A-002/ A-002/PHE040/2018 - S9 and Code of Conduct
PHE040/2018-S9 dan Pedoman Code of Conduct Guidelines (COC) Number A-003/PHE040/2018-S9
(COC) No.A-003/PHE040/2018-S9 yang disahkan oleh which were approved by the GMS on 20 December 2018.
RUPS tanggal 20 Desember 2018.
• Penyusunan Pedoman Conflict of Interest (COI) No.A- • Preparation of Conflict of Interest Guidelines (COI)
004/ PHE040/2018-S9 tanggal 31 Oktober 2018. Number A-004/PHE040/2018-S9 of 31 October 2018.
• Penyusunan Board Manual No.A-005/ PHE040/2018-S9 • P re p a ra t i o n o f B o a rd M a n u a l N u m b e r A- 0 0 5 /
tanggal 31 Oktober 2018. PHE040/2018-S9 of 31 October 2018.

Sepanjang tahun 2018, PHE juga melakukan beberapa In 2018, PHE also performed several activities related to the
kegiatan terkait pelaksanaan GCG, di antaranya: GCG implementation, among which are:
• Pe n g i s i a n d a n p e r h i t u n g a n i m p l e m e nt a s i G C G • GCG compliance implementation completion and
compliance yang selama ini dilakukan secara manual, calculation which have been performed manually, in 2018
pada tahun 2018 sudah dilakukan melalui sistem eGCG it was conducted through eCGC system (electronic GCG)
(electronic GCG) melalui Compliance Online System by accessing Compliance Online System (COMPOLS)
(COMPOLS) dan Aplikasi Gratifikasi Online (GAOL) yang and Online Gratification Application (GAOL) from mobile
bisa diakses melalui telepon selular. Perubahan sistem ini phones. This change of system provided convenience
memberikan kemudahan dan efisiensi waktu bagi seluruh and time efficiency for all employees in the process
pekerja dalam pengisian dan Fungsi Relations melalui of completion, as well as for the Compliance Function
Subfungsi Compliance yang melakukan monitoring dan which is tasked with monitoring and calculating GCG
perhitungan implementasi GCG terutama setelah SSO. implementation, mainly after SSO.
• Dengan adanya penerapan SSO, PHE melakukan • H av i n g i m p l e m e nte d S S O, P H E p e r fo r m s G C G
s osialisasi GCG kepada s eluruh pekerja melalui socialization to all employees through on-boarding and
on-boarding dan kunjungan ke AP. Selama tahun 2018 visits to subsidiaries. In 2018, there were 21 socializations
telah dilakukan 21 kali sosialisasi baik on-boarding organized, either during on-boarding or visits to PHE
maupun kunjungan ke AP PHE. subsidiaries.
Aturan dan Kebijakan Tata Kelola GCG Regulations and Policies
Penerapan GCG di lingkungan PHE diwujudkan, antara Penerapan GCG di lingkungan PHE diwujudkan, antara
lain dengan pemberlakuan peraturan-peraturan di internal lain dengan pemberlakuan peraturan-peraturan di internal
Perusahaan. PHE telah memiliki Anggaran Dasar yang Perusahaan. PHE telah memiliki Anggaran Dasar yang
menjadi aturan utama Perusahaan. Secara berjenjang menjadi aturan utama Perusahaan. Secara berjenjang
terdapat aturan-aturan lain, misalnya Keputusan RUPS, terdapat aturan-aturan lain, misalnya Keputusan RUPS,
Keputusan Dewan Komisaris, Keputusan Direksi. Keputusan Dewan Komisaris, Keputusan Direksi.
Hirarki Peraturan
di PHE
Regulation
Hierarchy at PHE

PHE juga memiliki kebijakan untuk mendukung penerapan PHE also has policies to underoin the GCG implementation.
GCG. Kebijakan utama di PHE yang berkaitan dengan Main policies applied at PHE which related to the GCG
penerapan GCG dan menjadi dasar bagi kebijakan- implementation and became the basis for other policies are
kebijakan lain, yaitu Code of Conduct, Conflict of Interest, Code of Conduct, Conflict of Interest, Whistleblower, Online
Whistleblower, Gratifikasi Online dan Code of Corporate Gratification, and Code of Corporate Government (CoCG).
Government (COCG). Pada jenjang yang lebih rendah In the lower stage there are guidelines, pact/charter, as well
terdapat pedoman, pakta/piagam serta standar prosedur as standard procedure, and work instruction.
dan instruksi kerja.
Hirarki Kebijakan Tata Kelola PHE

GCG Policies Hierarchy of PHE

Struktur Tata Kelola PHE PHE Governance Structure
PHE merupakan badan usaha yang dibentuk berdasarkan PHE constitutes a business entity which was founded based
hukum yang berlaku di Indonesia, yakni Undang-Undang on the prevailing law in Indonesia, Law Number 40 of 2007
(UU) No. 40 tahun 2007 tentang Perseroan Terbatas. on the Limited Liability Companies. Pursuant to the provision,
Sesuai ketentuan tersebut, struktur tata kelola Perusahaan governance structure of the Company consists of General
terdiri atas Rapat Umum Pemegang Saham (RUPS), Dewan Meeting of Shareholders (GMS), Board of Commissioners,
Komisaris dan Direksi sebagai organ Perusahaan. [102-18] and Board of Directors as organs of the Company. [102-18]
Dewan Komisaris berwenang melakukan pengawasan atas The Board of Commissioners is authorized to perform
jalannya Perusahaan dan memberikan rekomendasi bagi supervision on the Company ’s operation and give
Direksi terkait pengelolaan Perusahaan. Dewan Komisaris recommendation to the Board of Directors regarding
dibantu Komite Audit, serta Komite Manajemen Risiko dan Company management. The Board of Commissioners is
Sumber Daya Manusia (MRSDM). [102-22] assisted by Audit Committee, as well as Risk Management
and Human Capital Committee (MRSDM). [102-22]
Direksi melakukan fungsi pengurus an Perus ahaan The Board of Directors carries out the Company ’s
serta mengambil kebijakan-kebijakan manajemen dan management function as well as assumes management and
operasional. Direksi mewakili Perusahaan dalam melakukan operational policies. The Board represents the Company in
kerjasama serta menyelesaikan hambatan-hambatan establishing cooperation and resolving strategic obstacles
strategis yang mengganggu pencapaian visi dan misi that may hinder the achievement of the Company’s vision
Perusahaan. and mission.
Struktur Tata Kelola PHE

PHE Governance Structure

Ruang Lingkup Kebijakan dan Scope of Policies and GCG

Sosialisasi Penerapan GCG Implementation Socialization
Ruang lingkup penerapan GCG meliputi seluruh kegiatan The scope of GCG implementation covers all business
bisnis dan mengatur segala aspek hubungan pihak-pihak di activities and arranges all aspects of internal and external
internal maupun eksternal PHE. Praktik-praktik terbaik GCG relationships of PHE. GCG best practices also controls:
juga mengatur:
• Hubungan antara Perusahaan dengan pemegang saham; • Relationship between the Company and shareholders;
• Fungsi serta peran Dewan Komisaris dan Direksi; • Functions and roles of the Board of Commissioners and
Board of Directors;
• Hubungan antara Perusahaan dengan pemangku • Relationship between the Company and stakeholders
kepentingan;
• Kebijakan pengawasan dan pengendalian internal, • Policies of internal control and supervision, risk
manajemen risiko, pengelolaan strategi perusahaan dan management, corporate strategy management, and
berbagai bentuk kebijakan lain PHE. various other policies of PHE.
S e c a ra b e r ke s i n a m b u n g a n P H E t e r u s m e l a ku ka n PHE continuously carries out socializations on GCG

sosialisasi terkait penerapan GCG. Dalam kurun waktu implementation. In the reporting period, the Company
periode pelaporan, Perusahaan melakukan sosialisasi GCG conducted a socialization on GCG to all stakeholders,
yang ditujukan kepada segenap pemangku kepentingan, di among which are:
antaranya:
• Dewan Komisaris • Board of Commissioners
• Direksi • Board of Directors
• Seluruh pekerja PHE dan AP PHE • All employees of PHE and PHE Subsidiaries
• Mitra Kerja, Vendor, dan Kontraktor • Business partners, Vendors, and Contractors

Rapat Umum Pemegang Saham

General Meeting of Shareholders
RUPS adalah organ perusahaan dengan kekuasaan tertinggi GMS is an organ of the company with the highest power in
dalam struktur tata kelola perusahaan. RUPS berwenang the governance structure. GMS has the authority to make all
mengambil seluruh keputusan untuk menyetujui Laporan decisions in approving Annual Report, evaluating Company
Tahunan, mengevaluasi kinerja Perusahaan, mengangkat performance, appointing and dismissing members of the
dan memberhentikan anggota Dewan Komisaris atau Board of Commissioners or Directors. Moreover, it serves
Direksi. RUPS juga menjadi menjadi forum bagi para as a forum for Stakeholders in making important decision
Pemegang Saham untuk mengambil keputusan penting related to PHE and Subsidiaries business interest. As the
yang berkaitan dengan kepentingan usaha PHE dan Anak highest power in PHE and Subsidiaries business, GMS
Perusahaan. Sebagai pemegang kekuasaan tertinggi usaha holds valid and binding legal force in making decisions. [102-23]
PHE dan Anak Perusahaan, RUPS memiliki kekuatan hukum
yang sah dan mengikat dalam mengambil keputusan. [102-23]
RUPS terdiri atas: GMS consists of:

• RUPS Tahunan untuk mengesahkan Rencana Kerja • Annual GMS, holding the function of legalizing Company
dan Anggaran Perusahaan (RKAP), diselenggarakan Work Plan and Budget (RKAP), no later than 30 days after
selambat-lambatnya 30 hari setelah periode akuntansi the commencement of new accounting period.
yang baru dimulai. • Annual GMS, holding the function of ratifying Annual
• RUPS Tahunan untuk mengesahkan Laporan Tahunan Report and Annual Calculation, no later than six months
dan Perhitungan Tahunan diselenggarakan selambat- after the end of fiscal year.
lambatnya dalam enam bulan setelah tahun buku berakhir. • Extraordinate GMS which could be held at any time as per
• RUPS Luar Biasa yang dapat diselenggarakan sewaktu- request of the Shareholders or Board of Commissioners
waktu atas permintaan Pemegang Saham atau Dewan in accordance with the prevailing provisions
Komisaris sesuai ketentuan yang berlaku.
Wewenang RUPS GMS authorities

• Menyetujui atau menolak Rencana Jangka Panjang • Approving or rejecting Company Long-Term Plan (RJPP)
Perusahaan (RJPP) dan RKAP, and RKAP,
• Menetapkan perhitungan alokasi laba Perusahaan untuk: • Stipulating calculation of the Company’s profit allocation
for :
›› Laba yang ditahan dan cadangan, ›› Retained earnings and reserves,
›› Dividen kepada Pemegang Saham, ›› Dividend to Shareholders,
›› Tantiem Direksi dan Dewan Komisaris, serta Bonus ›› Board of Directors and Board of Commissioners’
Pekerja, Tantiem, as well as Emloyee Bonus
• Mengangkat dan menghentikan Direksi dan Dewan • Appointing and dismissing the Board of Directors and
Komisaris, Board of Commissioners,
• Menetapkan target kinerja masing-masing Direksi dan • Determining performance target of each Board of
Dewan Komisaris, Directors and Board of Commissioners,
• Melakukan penilaian kinerja secara kolektif maupun • Conducting performance assessment collectively
masing-masing Direksi dan Dewan Komisaris, and respectively on Board of Directors and Board of
Commissioners,
• Menegapkan auditor eksternal untuk melakukan audit • Determining external auditor for financial audit on
keuangan atas Laporan Keuangan, Financial Statements,
• Menetapkan remunerasi Dewan Komisaris dan Direksi, • Stipulating remuneration for the Board of Commissioners
and Board of Directors,
• Mendelegasikan kepada Dewan Komisaris tentang • Delegating distribution of duties and authorities
pembagian tugas dan wewenang anggota Direksi. of members of the Board of Directors to Board of
Commissioners.

Pemegang Saham Shareholders
Pemegang saham adalah individu atau badan hukum yang Shareholders are an individual or a legal entity that is legally
secara sah memiliki saham Perusahaan. Pemegang saham owns shares of the Company. The majority and controlling
utama dan pengendali PHE adalah PT Pertamina (Persero), shareholder of PHE is PT Pertamina (Persero), a state
badan usaha milik negara (BUMN) yang sahamnya 100% owned enterprise (SOE) which shares are 100% owned by
dimiliki Pemerintah Republik Indonesia melalui Kementerian Government of the Republic of Indonesia through Ministry of
BUMN. Berikut Informasi mengenai pemegang saham utama SOEs. Below is information on the majority and controlling
dan pengendali, baik langsung maupun tidak langsung: shareholders, either direct or indirect:
Pemegang Saham PHE

PHE Shareholders
PT Pertamina Pedeve Indonesia
Subsidiaries of PHE Subsidiaries of PHE
Hak dan Tanggung Jawab Rights and Responsibilities

Pemegang Saham of Shareholders
Sesuai Anggaran Dasar PHE, pemegang saham memiliki hak In accordance with PHE’s Articles of Ass ociation,
dan tanggung jawab atas Perusahaan. Pemenuhan hak dan shareholders have the rights and responsibilities on the
tanggung jawab pemegang saham dijamin oleh perundang- Company. The fulfillment of rights and responsibilities
undangan yang berlaku, dengan tetap mempertimbangkan of the shareholders is guaranteed by the prevailing laws
keberlanjutan bisnis PHE. and regulations while taking into account PHE’s business
sustainability.
Hak Pemegang Saham Shareholders' Rights

• Menghadiri dan memberikan suara dalam R UPS • Attending and voting in GMS provided that one share
dengan ketentuan satu saham memberi hak kepada allows the right for one vote to the holder.
pemegangnya untuk mengeluarkan satu suara.
• Memperoleh informasi material mengenai Perusahaan • Obtaining material information on the Company promptly,
secara tepat waktu, terukur dan teratur. measurably, and orderly.
• Menerima pembagian keuntungan dari perusahaan yang • Accepting profit sharing from the company intended for
diperuntukkan bagi pemegang saham dalam bentuk the shareholders in the form of dividend and remaining
dividen dan sisa kekayaan hasil likuidasi sebanding assets from liquidation equivalent to the total owned
dengan jumlah saham yang dimilikinya. shares.
• Hak untuk Memesan Efek Terlebih Dahulu (HMETD) • Rights issue (HMETD) issued by the Company.
yang dikeluarkan oleh Perusahaan.
• Hak-hak lainnya yang diatur dalam Anggaran Dasar dan • Other rights stated in the Articles of Association and the
peraturan perundang-undangan yang berlaku. prevailing laws and regulations.

Tanggung Jawab Pemegang Saham Shareholders’ Responsibilities

• Pemegang saham melaksanakan GCG sesuai dengan • Performing GCG in accordance with its authorities and
wewenang dan tanggung jawabnya. responsibilities.
• Setiap pemegang saham harus tunduk pada Anggaran • Subjecting to the Articles of Association and all decisions
Dasar dan semua keputusan yang diambil dengan sah legally established in the GMS, as well as the prevailing
dalam RUPS, serta peraturan perundang-undangan yang laws and regulations.
berlaku.
• Pemegang saham mayoritas mempunyai tanggung jawab • Majority shareholders hold a similar responsibility, which
serupa, yakni dilarang menyalahgunakan hak mereka is prohibited to abuse their rights in accordance with the
menurut peraturan perundang-undangan yang berlaku. prevailing laws and regulations.
• Pemegang saham tidak diperkenankan mencampuri • Not allowed to interfere with the Company’s operational
kegiatan operasional Perus ahaan yang menjadi activities which are the responsibilities of the Board of
tanggung jawab Direksi sesuai dengan Anggaran Dasar Directors as per the Articles of Association and prevailing
Perusahaan dan peraturan perundang-undangan yang laws and regulations.
berlaku.
• Pemegang saham memiliki tanggung jawab untuk • Having the responsibility to encourage the
mendorong pelaksanaan prinsip GCG dalam proses implementation of GCG principles in the management of
pengelolaan Perusahaan. Company.
Penyelenggaraan RUPS GMS Implementation
Persiapan RUPS Preparing GMS

Pemanggilan untuk RUPS Tahunan disampaikan kepada Notice for Annual GMS is conveyed to the Shareholders
Pemegang Saham paling lambat 14 hari sebelum acara at the latest 14 days prior to the date of GMS. Mails or the
RUPS dilaksanakan. Surat atau media pemanggilan harus media used for notice should be included with the following
mencakup informasi: agenda RUPS; materi, usulan dan information: GMS Agenda; Material, proposal, and other
penjelasan lain berkaitan dengan agenda RUPS; hari, elucidation in regards to the GMS agenda; day, date, and
tanggal dan jam pelaksanaan; serta tempat pelaksanaan. time of GMS; as well as the venue.
Tempat pelaksanaan RUPS adalah tempat kedudukan The venue of GMS is the domicile of the Company or
Perusahaan atau tempat-tempat Perusahaan melakukan locations in which the Company performs its business
kegiatan usahanya dan harus terletak di wilayah NKRI. activities, and it should be located within the Republic
Pemanggilan RUPS tidak diperlukan jika semua Pemegang of Indonesia. The GMS notice is unnecessary if all
Saham menyetujui agenda rapat dan keputusan disetujui Shareholders approve the meeting agenda and that it is
dengan suara bulat. made unanimously.
Pelaksanaan Rapat Organizing GMS

RUPS dapat dilangsungkan apabila kuorum kehadiran telah GMS may be held if the attendance quorum has been fufilled
terpenuhi sebagaimana disyaratkan dalam peraturan yang as conditioned in the prevailing regulations. GMS is chaired
berlaku. RUPS dipimpin oleh Komisaris Utama, dan dapat by the President Commissioner, and could be replaced by
digantikan oleh salah seorang anggota Dewan Komisaris one of the Board of Commissioners’ members who attends
yang hadir dan ditunjuk untuk itu oleh rapat. Apabila semua and is appointed for the related position by the GMS. If all
anggota Dewan Komisaris tidak hadir atau berhalangan, members of the Board of Commissioners are not present
RUPS dipimpin oleh Direktur Utama. or unable to attend, the GMS is chaired by the President
Director.
RUPS diawali dengan pembacaan Tata Tertib RUPS dan The GMS is started with GMS Code of Conduct reading
membahas masalah-masalah yang telah ditetapkan dalam and discussion of issues determined in the GMS agenda.
agenda RUPS. Agenda tambahan RUPS dapat dibahas jika Additional GMS agenda could be discussed if it is approved
memang disetujui oleh seluruh Pemengang Saham. by all Shareholders

Dalam kurun waktu periode laporan, PHE In the reporting period, PHE held an Annual GMS for fiscal
menyelenggarakan RUPS Tahunan untuk tahun buku 2017 year 2017 on 22 March 2018, located at Gedung PHE
pada tanggal 22 Maret 2018, bertempat di Lantai 2 Gedung Tower, 2nd Floor, Jakarta. The process of Annual GMS was
PHE Tower, Jakarta. Proses penyelenggaraan RUPS based on Financial Services Authority Regulation Number
Tahunan dilaksanakan berdasarkan Peraturan Otoritas 32/POJK.04/2014 on the Planning and Implementatio
Jasa Keuangan No. 32/POJK.04/2014 tentang Rencana of General Meeting of Shareholders of Publicly-Listed
dan Penyelenggaraan Rapat Umum Pemegang Saham Companies, with an adjustment to PHE condition and refers
Perusahaan Terbuka, dengan penyesuaian kondisi PHE dan to the Company’s Articles of Association.
mengacu pada Anggaran Dasar Perusahaan.
Penyelenggaraan RUPST 2018

Penyelenggaraan RUPST 2018
Tanggal | Date Tahapan | Stage
Pengumuman dan pemberitahuan RUPS kepada Announcement and notice of GMS to the Shareholders
Pemegang Saham disampaikan melalui Surat. conveyed through mails.
19 Maret 2018 Pemanggilan RUPS kepada Pemegang Saham. GMS notice to the Shareholders. GMS notice states the date,
19 March 2018 Panggilan RUPS mencantumkan tanggal, waktu, tempat, time, venue, meeting agenda, as well as the GMS material.
dan mata acara rapat disertai pemberitahuan mengenai
bahan RUPS.
22 Maret 2018 Pelaksanaan RUPS Bertempat di Gedung PHE Tower Lt. The GMS was located at Gedung PHE Tower, Multipurpose
22 March 2018 Serbaguna, Jakarta. Fl., Jakarta.
Ketentuan Kuorum dan Quorum Provisions

Pengambilan Keputusan and Decision Making
Ketentuan kuorum terkait kehadiran dalam RUPS Tahunan Provisions of quorum related to attendance in Annual GMS
diatur dalam Anggaran Dasar Perusahaan Pasal 10. RUPS is regulated in the Company’s Articles of Assocation Article
Tahunan dinyatakan kuorum apabila kehadiran sebagaimana 10. The Annual GMS is declared a quorum if the attendance
disyaratkan dalam Undang-Undang Perseroan Terbatas as conditioned in the Limited Liability Companies Law is
telah terpenuhi. fulfilled.
Pengambilan keputusan dalam RUPS dilaksanakan Decision making in GMS is conducted based on negotiation
berdasarkan musyawarah untuk mufakat, sesuai peraturan for consensus, as per the prevailing regulations through a
yang berlaku melalui prosedur yang transparan dan adil. transparent and fair procedure. In the event decisions based
Dalam hal keputusan berdasarkan musyawarah untuk on negotiation for consensus fails, decisions are made
mufakat tidak tercapai, keputusan diambil berdasarkan based on majority votes, provided that the agreed votes are
suara terbanyak yang berlaku dengan mensyaratkan jumlah larger.
suara setuju yang lebih besar.
Pemegang Saham dapat juga mengambil keputusan Shareholders may also make legitimate decisions without
yang sah tanpa mengadakan RUPS secara fisik, dengan holding a GMS physically, on the condition all Shareholders
ketentuan semua Pemegang Saham telah diberitahu have been notified in written and approve the proposal
secara tertulis dan semua Pemegang Saham memberikan presented.
persetujuan mengenai usul yang diajukan.

Hasil RUPS didokumentasikan oleh Sekretaris Perusahaan, GMS results are documented by Corporate Secretary,
d an N otari s me m b u at R i s a l a h R U P S d a l a m s et i a p and Notary prepares GMS Minutes Meeting in every GMS.
penyelenggaraan RUPS. Penandatanganan Risalah RUPS The signing of GMS Minutes Meeting is unnecessary if the
tidak diperlukan apabila risalah tersebut dibuat dengan minutes meeting is developed altogether with the Notary
Berita Acara Notaris. Risalah RUPS harus didokumentasikan Minutes Meeting. The GMS Minutes Meeting should be
dan disimpan oleh Sekretaris Perusahaan. documented and stored by the Corporate Secretary.

Pelaksanaan dan Putusan RUPS

Tahun Buku 2017
Implementation and GMS Resolutions In Fiscal Year 2017
PHE menyelenggarakan kegiatan RUPS Tahun Buku 2017 PHE held GMS of Fiscal Year 2017 on 22 March 2018 at PHE
pada 22 Maret 2018 di PHE Tower. Rapat dihadiri perwakilan Tower. The meeting was attended by representatives of the
Pemegang Saham, jajaran Dewan Komisaris, Direksi, serta Shareholders, Board of Commissioners, Board of Directors,
manajemen PHE. as well as PHE’s management
Dewan Komisaris diwakili oleh Yudi Wahyudi, bertindak The Board of Commissioners was represented by Yudi
sebagai Pimpinan Rapat. Dari seluruh paparan yang Wahyudi, serving as Chairman of the Meeting. Of all the
disampaikan Dewan Komisaris dan Direksi, pimpinan explanations reported by the Board of Commissioners and
RUPS menetapkan bahwa capaian PHE di tahun buku yang Board of Directors, the chairman of GMS stipulated that
terangkum dalam RUPS ini adalah wajar tanpa pengecualian. achievements of PHE in the fiscal year summarized in this
GMS stated Unqualified Opinion.
Selain itu, turut hadir pihak yang menunjang kegiatan Also attended the meeting was a party who supported the
Perusahaan, yaitu Marianne Vincentia Hamdani, SH sebagai Company’s activities, namely Marianne Vincentia Hamdani,
Notaris. SH as a Notary.

Kehadiran Dewan Komisaris Dalam RUPS Tahun 2018

Board of Commissioners Attendance in the GMS of 2018
Nama Posisi Kehadiran Pada RUPS

Name Position GMS Attendance
Komisaris Hadir
Yudi Wahyudi
Commissioner Present
Komisaris Independen Hadir

Mohamad Oemar
Independent Commissioner Present
Komisaris Hadir
Mochamad Teguh Pamuji
Komisaris Hadir
Prahoro Nurtjahyo
Kehadiran Direksi Dalam RUPS Tahun 2018

Board of Directors Attendance in the GMS of 2018
Nama Posisi Kehadiran Pada RUPS

Name Position GMS Attendance
Direktur Utama Hadir

R. Gunung Sardjono Hadi
President Director Present
Direktur Eksplorasi Hadir

Abdul Mutalib
Exploration Director Present
Direktur Pengembangan Hadir

Afif Saifudin
Development Director Present
Direktur Operasi dan Produksi Hadir

Ekariza
Operation and Production Director Present
Direktur Keuangan & Layanan Bisnis Hadir

Huddie Dewanto
Finance & Business Support Director Present
Hasil Putusan RUPS Tahunan Tahun 2018

GMS Annual Resolutions Of 2018
Mata Acara 1 Agenda 1
Penyampaian Laporan Tahunan Tahun Buku 2017 Submission of Annual Report of Fiscal Year 2017
Keputusan Mata Acara 1: Resolution of Agenda 1:

Pemegang Saham mayoritas, menyampaikan dapat menerima pemaparan The majority shareholders stated it received explanations of the Board of
Laporan Kinerja Direksi dan Pengawasan yang telah dilakukan oleh Dewan Directors’ Performance Report and Supervision which were carried out by the
Komisaris Perseroan dan memberikan Apresiasi atas Kinerja Direksi serta Board of Commissioners of the Company, and conferred an Appreciation for the
Pengawasan yang dilakukan Dewan Komisaris, dan memberikan arahan Board of Directors’ Performance as well as the Supervision conducted by the
agar selanjutnya dapat lebih meningkatkan kegiatan operasional perseroan Board of Commissioners, provided directions to further increase the company’s
agar tercapai hasil yang lebih baik. operational activities for better results.

Persetujuan Laporan Tahunan termasuk Pengesahan Laporan Keuangan
Approval of Annual Report, including Ratification of Financial Statements of the
Perusahaan Disertai Pemberian Pelunasan dan Pembebasan Tanggung
Company along with Granting the Full Discharge and Release (volledig acquit et
Jawab Sepenuhnya (volledig acquit et de charge) kepada Direksi dan Dewan
de charge) to the Board of Directors and Board of Commissioners
Komisaris

Keputusan Mata Acara 2:

Menyetujui Laporan Tahunan Perseroan untuk Tahun Buku 2017 serta
Resolution of Agenda 2:
mengesahkan Laporan Keuangan Perseroan untuk tahun buku yang
Approved the Company’s Annual Report for Fiscal Year 2017, as well as
berakhir pada tanggal 31 Desember 2017 beserta penjelasannya yang
ratifying Financial Statements of the Company for fiscal year ended on
telah diaudit Kantor Akuntan Publik (KAP) Purwantono, Sungkoro dan
31 December 2017, including its elucidation which was audited by Public
Surja, sebagaimana termuat dalam Laporan Nomor RPC- 5658/PSS/2018
Accounting Firm (KAP) Purwantono, Sungkoro, and Surja, as stated
tanggal 12 Februari 2018 dengan pendapat "wajar dalam semua hal yang
in Report Number RPC-5658/PSS/2018 of 12 February 2018 with an
material"; Memberikan pelunasan dan pembebasan sepenuhnya dari
opinion of “fair in all material aspects”; Granted the full discharge and
tanggung jawab (volledig acquit et-de charge) kepada Direksi atas tindakan
releaze (volledig acquit et de charge) to the Board of Directors on the
pengurusan dan kepada Dewan Komisaris atas tindakan pengawasan yang
management actions and to the Board of Commissioners on the supervisory
mereka lakukan dalam Tahun Buku yang berakhir tanggal 31 Desember
actions they performed in the Fiscal Year ended on 31 December 2017, provided
2017 sepanjang:
that:
• Tindakan tersebut tercermin dalam Laporan Tahunan Perseroan
• The action was reflected in the Annual Report of the Company (including
(termasuk Laporan Keuangan) Tahun Buku yang berakhir tanggal 31
Financial Statements) of Fiscal Year ended on 31 December 2017
Desember 2017
• The action was not a Criminal action and/or that of against the law.
• Tindakan tersebut bukan merupakan tindak Pidana dan/atau perbuatan
melawan hukum.

Penetapan Penggunaan Laba Tahun Buku 2017 “Mengusulkan untuk tidak Stipulation of Profit Use of Fiscal Year 2017 “Proposed not to distribute dividend
membagikan dividen atas Tahun Buku 2017” on Fiscal Year 2017”

Penetapan penggunaan Laba Tahun Berjalan Perseroan Tahun Buku yang
The stipulation of use of the Company’s Profit For The Year of Fiscal Year ended
berakhir tanggal 31 Desember 2017 sebesar US$248.885.418 sebagai
on 31 December 2017 amounting to US$248,885,418 is as follows
berikut:
• US$74,665,625 or 30% of the Profit Attributable to Owners of the Parent of
• Sebesar US$74.665.625 atau 30% dari Laba Yang Distribusikan kepada
fiscal year ended on 31 December 2017 as Dividend to Shareholders, paid in
Entitas Induk tahun buku yang berakhir tanggal 31 Desember 2017
Cash.
sebagai Dividen ke Pemegang Saham, dibayarkan secara Kas.
• The amount of dividend which became the right of Shareholders must be
• Besarnya dividen yang menjadi hak Pemegang Saham wajib disetorkan
deposited to the Shareholders at the latest 30 days after it was stipulated by
kepada Pemegang Saham selambat-lambatnya 30 hari setelah
the GMS or on another date set by the GMS.
ditetapkan oleh RUPS atau pada tanggal lain yang ditetapkan oleh RUPS.

Penunjukan Kantor Akuntan Publik (KAP) untuk Tahun Buku 2018 Appointment of Public Accounting Firm (KAP) for Fiscal Year 2018

Memberikan kuasa dan melimpahkan kewenangan kepada Dewan
Authorized and delegated power to the Board of Commissioners of the Company
Komisaris perseroan untuk menetapkan Kantor Akuntan Publik (KAP)
to appoint a Public Accounting Firm (KAP) to audit the Company’s Financial
dalam melakukan pemeriksaan atas Laporan Keuangan Persero Tahun
Statements of Fiscal Year ended 31 December 2018 along with its service
Buku yang berakhir 31 Desember 2018 berikut besaran nilai jasanya, sesuai
value, in accordance with the prevailing laws and regulations, provided that the
ketentuan dan peraturan yang berlaku, dengan ketentuan bahwa KAP yang
KAP appointed by the Company was the same firm appointed by PT Pertamina
ditunjuk Perseroan sarna dengan KAP yang ditunjuk oleh PT Pertamina
(Persero).
(Persero).

Penetapan Penghargaan Atas Kinerja (Tantiem) kepada Direksi dan Dewan Stipulation of Performance Bonus (Tantiem) to the Board of Directors and Board
Komisaris Perseroan Tahun Buku 2017 of Commissioners of the Company of Fiscal Year 2017

Penetapan Penghargaan atas Kinerja (Tantiem) Direksi dan Dewan Stipulation of the Performance Bonus (Tantiem) for the Board of Directors and
Komisaris Tahun Buku 2017 akan ditentukan kemudian dan akan Board of Commissioners of Fiscal Year 2017 to be determined and conducted in
dilaksanakan dalam RUPS terpisah secara sirkuler. a separate circular GMS

Remuneration for the Board of Directors and Board of Commissioners of Fiscal
Remunerasi Direksi dan Dewan Komisaris Tahun Buku 2018
Year 2018

Penetapan Remunerasi Direksi dan Dewan Komisaris Tahun Buku 2018 Stipulation of the Remuneration for the Board of Directors and Board of
akan ditentukan kemudian dan akan dilaksanakan dalam RUPS terpisah Commissioners of Fiscal Year 2018 to be determined and conducted later in a
secara sirkuler. separate circular GMS

RUPS Luar Biasa Extraordinary GMS

Perusahaan juga dapat menyelenggarakan RUPS Luar The Company may also hold Extraordinary GMS at any time,
Biasa sewaktu-waktu, berdasarkan kebutuhan, untuk on an as-needed basis, to discuss and decide on meeting
membicarakan dan memutuskan mata acara rapat kecuali agenda, except meeting agenda of the Annual Report and
mata acara rapat Laporan Tahunan dan Penggunaan Laba, Profit Use, by considering the laws and regulations, as well
dengan memperhatikan peraturan perundang-undangan as the Company’s Articles of Association. In 2018, PHE did
serta Anggaran Dasar Perusahaan. Pada tahun 2018, PHE not perform Extraordinary GMS.
tidak menyelenggarakan RUPS Luar Biasa.
RUPS Sirkular Circular GMS

Selain RUPS Tahunan dan RUPS Luar Biasa, terdapat juga Aside from Annual GMS and Extraordinary GMS, GMS can
tata cara pelaksanaan RUPS yang dilaksanakan secara be held on paper (circular decision) under the conditions as
on paper (keputusan sirkuler), dengan ketentuan sebagai follows:
berikut:
• D i re ks i m e ny i a p ka n m at e r i at a s ke g i at a n ya n g • The Board of Directors prepares material on activities
memerlukan tanggapan tertulis dari Komisaris dan requiring a written respons e from the B oard of
persetujuan RUPS. Commissioners and GMS approval.
• Direksi mengirim draft/usulan materi kepada Dewan • The Board of Directors sends material drafts/proposals
Komisaris dan RUPS. to the Board of Commissioners and GMS.
• Dewan Komisaris melakukan kajian atas materi yang • The Board of Commissioners performs review on
disampaikan Direksi dan apabila dianggap perlu, dapat material sent to the Board of Directors, and if deemed
meminta penjelasan tambahan kepada Direksi. necessary may request additional explanation to the
Board of Directors.
• Apabila ada , Direksi memberi materi penjelasan • If any, the Board of Directors provides additional
tambahan yang diminta Dewan Komisaris. explanation on the material requested by the Board of
Commissioners.
• Dewan Komisaris membuat tanggapan tertulis atas • The Board of Commissioners develops written responses
materi usulan Direksi untuk disampaikan kepada RUPS. on the material proposed by the Board of Directors to be
submitted to GMS.
• RUPS memberikan putusan terhadap usulan materi yang • GMS delivers decision to the material proposed by
diajukan Direksi setelah mempertimbangkan tanggapan the Board of Directors after considering the written
tertulis dari Dewan Komisaris. response from the Board of Commissioners.
Pelaksanaan RUPS Sirkuler 2018

Pelaksanaan RUPS Sirkuler 2018
Uraian RUPS Sirkuler | Description of Circuclar GMS Frekuensi

Frequency
RUPS Sirkuler PHE PHE Circular GMS 25 kali 25 times
RUPS secara sirkuler Anak Perusahaan PHE sebagai

Circular GMS of PHE subsidiaries as Shareholder 187 kali 187 times
Pemegang Saham
RUPS secara sirkuler PHE sebagai Perusahaan Patungan Circular GMS of PHE as Joint Venture 17 kali 17 times

Dewan Komisaris
Dalam struktur kelola PHE, Dewan Komisaris adalah organ In PHE’s governance structure, the Board of Commissioners
perusahaan yang bertugas melakukan pengawasan secara is an organ of the company that is tasked with general and/
umum dan/atau khusus sesuai Anggaran Dasar Perusahaan or specific supervision, in accordance with the Company’s
serta memberikan nasihat kepada Direksi. Dewan Komisaris Articles of Association, and recommendation provision to
juga bertugas untuk memastikan bahwa penerapan the Board of Directors. The Board of Commissioners also
GCG telah dilaksanakan secara berkelanjutan. Dewan has the duty of ensuring GCG implementation is carried out
Komisaris mempertanggungjawabkan kinerjanya kepada sustainably. The Board of Commissioners is responsible
pemegang saham melalui RUPS. Dalam menjalankan tugas for its performance to the shareholders through GMS.
dan tanggung jawabnya, Dewan Komisaris dibantu organ In executing its duties and responsibilities, the Board
pendukung, yakni Komite Audit; Komite Manajemen Risiko of Commissioners is assisted by supporting organs, i.e.
dan Sumber Daya Manusia (MRSDM), serta Sekretariat Audit Committee; Risk Management and Human Capital
Dewan Komisaris. Committee (MRSDM), as well as Secretariat of the Board of
Commissioners.
Dasar, Kriteria dan Proses Basis, Criteria, and Process of

Pengangkatan Anggota Dewan Appointment of the Board of
Komisaris [102-24] Commissioners’ Members [102-24]
Pengangkatan dan Pemberhentian Appointment and Dismissal of the

Dewan Komisaris Board of Commissioners
Pengangkatan Dewan Komisaris PHE didasarkan pada: The appointment of the Board of Commissioners of PHE is
based on:
• Undang-Undang No.40 Tahun 2007 Tentang Perseroan • Law Number 40 of 2007 on the Limited Liability
Terbatas. Companies.
• Anggaran Dasar Perusahaan. • Articles of Association of the Company
Pengangkatan dan pemberhentian Anggota Dewan The appointment and dimissal of Members of the Board of
Komisaris dilakukan dengan ketentuan: Commissioners are carried out under these conditions:
• Anggota Dewan Komisaris diangkat dan diberhentikan • Members of the Board of Commissioners are appointed
oleh RUPS. and dismissed by GMS.
• Pemilihan calon anggota Dewan Komisaris dilakukan • Selection of candidates for the Board of Commissioners
melalui proses seleksi dan nominasi yang transparan is conducted through a transparent selection and
dengan mempertimbangkan keahlian, integritas, nomination process by considering expertise, integrity,
kejujuran, kepemimpinan, pengalaman, perilaku dan honesty, leadership, experience, behavior and dedication,
dedikasi serta kecukupan waktunya demi kemajuan as well as time sufficiency for the betterment of the
Perusahaan. Company.
• Masa jabatan anggota Dewan Komisaris ditetapkan tiga • Term of office of members of the Board of Commissioners
tahun dan sesudahnya dapat diangkat kembali untuk is established at three years and reappointment is
satu kali masa jabatan. possible afterward for one term of office.
• Pe m b e r h e nt i a n s ewa kt u -wa kt u a n g g ot a D ewa n • Dismissal of the Board of Commissioners’ members
Komisaris sebelum berakhirnya masa jabatan harus before the end of term of office should be conducted
dilakukan oleh RUPS dengan menyebutkan alasannya by GMS by stating the reasons beforehand, providing
dengan terlebih dahulu memberikan kesempatan kepada opportunity for the concerned members of the Board
anggota Dewan Komisaris tersebut untuk membela diri of Commissioners to defend themselves as per the
sesuai ketentuan yang berlaku. prevailing provisions.

Kualifikasi Anggota Dewan Komisaris Qualificationof Members of the Board

of Commissioners
Anggota Dewan Komisaris harus memenuhi kualifikasi Members of the Board of Commissioners must meet the
sebagai berikut: qualifications as follows:
• Memiliki integritas, dedikasi, itikad baik dan rasa • Having integrity, dedication, goodwill, and responsibility.
tanggung jawab.
• Memahami mas alah-mas alah dalam manajemen • Understanding issues in the Company’s management.
Perusahaan.
• Memiliki keahlian dan pengetahuan yang memadai di • Having adequate expertise and knowledge in the
bidang usaha Perusahaan. Company’s line of business.
• D a p a t m e n y e d i a k a n w a k t u y a n g c u k u p u n t u k • Able to provide ample time to perform its duties as well
m e l a ks a n a ka n t u g a s nya s e r t a p e r sya rat a n l a i n as other requirements based on the laws and regulations.
berdasarkan peraturan perundang-undangan.
• Cakap melakukan perbuatan hukum dan dalam waktu • Capable of performing legal actions and within five years
lima tahun sebelum pengangkatannya: prior to the appointment:
›› Tidak pernah dinyatakan pailit. ›› Never been declared bankruptcy.
›› Tidak pernah menjadi anggota Direksi atau Dewan ›› Never became a member of the Board of Directors or
Komisaris yang dinyatakan bersalah menyebabkan Board of Commissioners who was guilty for causing
suatu Perusahaan pailit. the Company in bankruptcy.
›› Tidak pernah dihukum karena melakukan tindak ›› Never been punished for commiting a crime that is
pidana yang merugikan keuangan negara dan/atau damaging the state finance and/or related to financial
yang berkaitan dengan sektor keuangan. sector.
• Tidak memiliki benturan kepentingan dalam menjalankan • Not having conflict of interest in performing its duties.
tugasnya.
Komposisi Dewan Komisaris Composition of the Board of

Commissioners
Keanggotaan dan komposisi Dewan Komisaris adalah Membership and composition of the Board of
sebagai berikut: Commissioners are as follows:
• Dewan Komisaris terdiri dari satu orang anggota atau • The Board of Commissioners consists of one member
lebih. Apabila terdapat lebih dari satu orang anggota, ormore. If there is more than one member, one of them is
maka seorang di antaranya diangkat sebagai Komisaris appointed as President Commissioner.
Utama.
• Dewan Komisaris terdiri atas lebih dari satu orang • The Board of Commissioners consisting of more than one
anggota merupakan majelis dan s etiap anggota member is an assembly and each member of the Board of
Dewan Komisaris tidak dapat bertindak sendiri-sendiri, Commissioners is not allowed to act respectively unless
melainkan berdasarkan Keputusan Dewan Komisaris. based on the Board of Commissioners’ Decision.
• S e ku ra n g - ku ra n g nya 2 0 % d a r i a n g g ot a D ewa n • At least 20% of members of the Board of Commissioners
Komisaris harus berasal dari kalangan luar Perusahaan should be originated from outsiide the Company and
dan merupakan Komisaris Independen. serve as Independent Commissioner.
Pada kurun waktu periode pelaporan, telah terjadi In the reporting period, there were changes in membership
perubahan keanggotaan Dewan Komisaris. Uraian tentang of the Board of Commissioners. Description on the changes
perubahan keanggotaan Dewan Komisaris disampaikan in membership of the Board of Commissioners is presented
terpisah pada uraian tentang Profil PHE pada halaman separately in the description on PHE Profile on page 104 in
104 Laporan ini. Hingga 31 Desember 2018 komposisi this Report. As of 31 December 2018, the composition of
keanggotaan Dewan Komisaris PHE terdiri dari lima orang, membership of PHE’s Board of Commissioners consisted of
dengan seorang di antaranya menjabat sebagai Komisaris five people, one of whom served as President Commissioner
Utama dan seorang lagi adalah Komisaris Independen. and another one as Independent Commissioner.

Komposisi Dewan Komisaris Per 31 Desember 2018 dan Dasar Pengangkatan

Composition of the Board of Commissioners per 31 December 2018 and Basis of
Appointment
Diangkat Berakhir Dasar dan Tanggal

No Nama Jabatan
Name Position
Date of End of Term of Pengangkatan
Appointment Office Basis and Date of Appointment
Komisaris Utama
12 Maret 2015 11 Maret 2018 Keputusan RUPS tanggal 12 Maret 2015
1. Syamsu Alam President
12 March 2015 11 March 2018 GMS Resolution of 12 March 2015
Commissioner
Komisaris Utama Keputusan RUPS tanggal 31 Agustus 2018

31 Agustus 2018
2. Nicke Widyawati President - GMS Resolution of 31 August 2018
31 August 2018
Commissioner
Keputusan RUPS tanggal 01 Juli 2015

Komisaris 01 Juni 2012 30 Juni 2018
3. Yudi Wahyudi GMS Resolution of 01 July 2015
Commissioner 01 June 2012 30 June 2018
31 Agustus 2018
Komisaris Keputusan RUPS tanggal 31 Agustus 2018
4. R. Panji Sumirat 31 August 2018 -
Commissioner GMS Resolution of 31 August 2018
Keputusan RUPS tanggal 04 Maret 2016

Komisaris 04 Maret 2016 26 April 2018
5. M. Teguh Pamudji GMS Resolution of 04 March 2016
Commissioner 04 March 2016 26 April 2018
Komisaris 26 April 2018 06 Agustus 2018 Keputusan RUPS tanggal 04 Maret 2016
6. Ego Syahrial
Commissioner 26 April 2018 06 August 2018 GMS Resolution of 04 March 2016
Komisaris 06 Agustus 2018 Keputusan RUPS tanggal 26 April 2018

7. Djoko Siswanto -
Commissioner 06 August 2018 GMS Resolution of 26 April 2018
Prahoro Yulijanto Komisaris 03 Januari 2017 Keputusan RUPS tanggal 26 April 2018
8. -
Nurtjahyo Commissioner 03 January 2017 GMS Resolution of 26 April 2018
Komisaris
Independen 07 Mei 2013 Keputusan RUPS tanggal 03 Januari 2017
9. Mohamad Oemar -
Independent 07 May 2013 GMS Resolution of 03 January 2017
Commissioner
Periode Jabatan Term of Office of the Board of

Anggota Dewan Komisaris Commissioners’ Members
Periode jabatan anggota Dewan Komisaris diatur dalam Term of office of the Board of Commissioners’ members
Anggaran Dasar PHE Pasal 15 ayat 8, yang menyatakan is regulated in the Articles of Association of PHE Article
bahwa masa jabatan Anggota Dewan Komisaris ditetapkan 15 verse 8, stating that the term of office of the Board of
3 (tiga) tahun dan dapat diangkat kembali untuk 1 (satu) kali Commissioners’ Members is established at 3 (three) years
masa jabatan. Jabatan Anggota Dewan Komisaris berakhir and may be eligble for reappointment for 1 (one) term of
apabila: office. The term of office of the Board of Commissioners
ends if:
• Masa jabatannya berakhir. • The term of office expires.
• Mengundurkan diri. • The member resigns.
• Tidak lagi memenuhi persyaratan perundangan yang • No longer meets the prevailing requirements and laws.
berlaku.
›› Diberhentikan berdasarkan Keputusan RUPS. ›› Dismissed based on GMS Resolution.
›› Meninggal dunia dalam masa jabatannya. ›› Passed away during the term of office.

Tugas, Wewenang dan Kewajiban Dewan Komisaris

Duties, Authorities, and Obligations of the Board of Commissioners
Tugas Dewan Komisaris Duties of the Board of Commissioners
• Mengawasi dan memberikan nasihat kepada Direksi • Supervising and giving advice to the Board of Directors in
d a l a m m e n j a l a n k a n p e n g u r u s a n a t a u ke g i a t a n performing the management or activities of the Company.
Perusahaan.
• Memberikan arahan dan melaksanakan pengawasan • Providing directions and performing supervision toward
terhadap Direksi atas implementasi rencana dan the Board of Directors on the implementation of the
kebijakan Perusahaan. Company’s plans and policies.
• Memberikan persetujuan RJPP dan RKAP yang diajukan • Approving RJPP and RKAP proposed by the Board of
direksi. Directors.
• Mengawasi pelaksanaan RJPP serta RKAP. • Supervising the implementation of RJPP and RKAP.
• Memantau dan mengevaluasi kinerja Direksi. • Monitoring and evaluating the Board of Directors’
performance.
• Mengkaji pembangunan dan pemanfaatan teknologi • Reviewing information technology development and
informasi. utilization.
• Mengawasi pelaksanaan Manajemen Risiko. • Supervising the implementation of Risk Management.
• Mengawasi efektivitas penerapan GCG. • Overseeing the effectivity of GCG implementation.
• Memantau kepatuhan Perusahaan terhadap peraturan • Monitoring the Company’s compliance toward the
perundang-undangan yang berlaku. prevailing laws and regulations.
• Mengusulkan tantiem/insentif kinerja sesuai ketentuan • Proposing performance tantiem/incentive in accordance
yang berlaku. with the prevailing provisions.
• Mengawasi kebijakan Direksi tentang pengelolaan Anak • Overseeing the Board of Directors’ policies on the
Perusahaan. management of Subsidiaries.
• Melakukan tindakan terhadap potensi benturan • Performing actions against the potential of conflict of
kepentingan yang menyangkut dirinya. interest involving himself/herself.
• Menyelenggarakan rapat Dewan Komisaris yang efektif • Organizing meeting of the Board of Commissioners in
dan menghadiri rapat Dewan Komisaris sesuai dengan an effective manner and attending the meeting of the
ketentuan perundang-undangan yang berlaku. Board of Commissioners as per the prevailing laws and
regulations.
Wewenang Authorities of the

• Melihat buku-buku, surat-surat serta dokumen lainnya, • Viewing books, correspondences as well as other
memeriksa kas untuk keperluan verifikasi dan lain-lain documents, examining cash for verification purpose and
surat berharga dan memeriksa kekayaan Perusahaan. others, securities, and the Company’s assets.
• Meminta penjelasan dari Direksi dan/atau pejabat • Soliciting explanations from the Board of Directors and/
lainnya mengenai segala persoalan yang menyangkut or other officials on all issues related to the Company’s
pengelolaan Perusahaan. management.
• Mengetahui segala kebijakan dan tindakan yang telah • Recognizing all policies and actions that have been and
dan akan dijalankan Direksi. will be performed by the Board of Directors.
• Meminta Direksi dan/atau pejabat lain di bawah Direksi • Requesting the Board of Directors and/or other officials
dengan sepengetahuan Direksi untuk menghadiri Rapat under the Board of Directors with the knowledge of the
Dewan Komisaris. Board of Directors to attend Meeting of the Board of
Commissioners.

• Mengangkat Sekretaris Dewan Komisaris, jika dianggap • Appointing Secretary of the Board of Commissioners, if
perlu. deemed necessary.
• Memberhentikan sementara anggota Direksi sesuai • Dismissing members of the B oard of Directors
ketentuan yang berlaku. temporarily as per the prevailing provisions.
• Membentuk komite-komite lain selain Komite Audit, • Establishing other committees besides Audit Committee,
jika dianggap perlu dengan memperhatikan ketentuan if deemed necessary by considering the Government
Pemerintah. regulations.
• Mengurangi tenaga ahli untuk hal tertentu dan dalam • Reducing experts for certain purposes and within
jangka waktu tertentu atas beban Perusahaan, jika specific period of time at the expense of the Company, if
dianggap perlu. deemed necessary.
• Melakukan tindakan pengurusan Perusahaan dalam • Performing actions for the Company’s management in
keadaan tertentu untuk jangka waktu sesuai ketentuan specific circumstances for a period of time in accordance
Anggaran Dasar. with the Articles of Association.
• Menghadiri rapat Direksi dan memberikan pandangan- • Attending meeting of the Board of Directors and giving
pandangan terhadap hal-hal yang dibicarakan. point of views to the discussed topics.
• Melaksanakan kewenangan pengawasan lainnya • Performing other supervisory authorities as long as it is
sepanjang tidak bertentangan dengan peraturan not conflicted with the laws and regulations, Articles of
perundang-undangan, Anggaran Dasar dan/atau Association, and/or GMS Resolution.
Keputusan RUPS.
Kewajiban Obligations of the Board of

Dewan Komisaris Commissioners
• Memberikan pendapat dan saran secara tertulis kepada • Giving opinions and advice in written to GMS on RJPP
RUPS mengenai RJPP dan RKAP yang diusulkan Direksi, and RKAP proposed by the Board of Directors,
• M e n g i ku t i p e r ke m b a n g a n ke g i at a n Pe r u s a h a a n , • Following the developments of the Company’s activities,
memberikan pendapat dan s aran kepada R UPS giving opinions and advice to GMS on each issue
mengenai setiap masalah yang dianggap penting bagi considered important for the Company’s management,
kepengurusan Perusahaan,
• Melaporkan dengan segera kepada RUPS apabila terjadi • Reporting to GMS immediately if there is an indication of
gejala menurunnya kinerja Perusahaan, decline in the Company’s performance,
• Meneliti dan menelaah laporan berkala dan laporan • Researching and examining periodical report and annual
tahunan yang disiapkan Direksi serta menandatangani report prepared by the Board of Directors as well as
laporan tahunan, signing annual reports,
• Membentuk Komite Audit, • Establishing Audit Committee,
• Melaksanakan kewajiban lainnya dalam rangka tugas • Performing other obligations in the context of supervisory
pengawasan dan pemberian nasihat sepanjang tidak duties and giving advice, provided that it is not conflicted
bertentangan dengan peraturan perundang-undangan, with the laws and regulations, Articles of Association,
Anggaran Dasar dan keputusan RUPS, and GMS Resolution,
• Mematuhi ketentuan lain yang berlaku di induk • Complying other prevailing provisions at the Company’s
Perusahaan dan dinyatakan berlaku bagi Perusahaan parent and stated as valid for the Company and/or other
dan/atau ketentuan-ketentuan lain yang ditetapkan dan provisions established and approved by GMS.
disetujui RUPS.
Dalam melaksanakan tugas dan tanggung jawabnya, In performing its duties and responsibilities, members of
anggota Dewan Komisaris telah membagi tugas masing- the Board of Commissioners have distributed the duties
masing. Pembagian dilakukan berdasarkan latar belakang respectively. The distribution is based on backgrounds
profesi, pengetahuan, pengalaman dan kapasitas anggota of profession, knowledge, experience, and capacity of
Dewan Komisaris. members of the Board of Commissioners.

Tabel Pembagian Tugas Anggota Dewan Komisaris

Duties Division of Members of the Board of Commissioners
Jabatan Position Tugas dan Tanggung Jawab Duties and Responsibilities
Nicke Widyawati • Memantau dan mengawasi Rencana Kerja dan • Monitoring and supervising the established and
Anggaran Perusahaan (RKAP) dan Rencana approved Company Work Plan and Budget (RKAP)
Komisaris Utama Jangka Panjang Perusahaan (RJPP) yang telah and Company Long-Term Plan (RJPP),
President Commissioner ditetapkan atau disetujui, • Directing, providing considerations, and supervising
• Mengarahkan, memberi pertimbangan dan PHE grand strategy as the Board of Commissioners’
mengawasi grand strategy PHE sebagai decision,
keputusan Dewan Komisaris, • Directing, providing considerations, and supervising
• Mengarahkan, memberi pertimbangan, dan the Company’s organizational structure,
mengawasi susunan organisasi Perseroan, • Becoming chairman of meeting in GMS and
• Menjadi pimpinan rapat dalam RUPS dan rapat meeting of the Board of Commissioners,
Dewan Komisaris, • Coordinating activities conducted by 4 (four)
• Mengkoordinasikan kegiatan yang dilakukan other commissioners to achieve an agreement in
oleh 4 (empat) anggota komisaris lainnya, untuk stipulating policies of the Board of Commissioners.
mencapai kesepakatan dalam menetapkan
kebijakan Dewan Komisaris.
R. Panji Sumirat • Memantau dan mengawasi Rencana Kerja dan • Monitoring and supervising the established and
Komisaris Jangka Panjang Perusahaan (RJPP) yang telah and Company Long-Term Plan (RJPP),
Commissioner ditetapkan atau disetujui, • Directing, providing considerations, and
• Mengarahkan, memberikan pertimbangan, dan supervising the preparation of annual reports, as
mengawasi penyusunan laporan tahunan, serta well as monitoring and supervising the preparation
memantau dan mengawasi proses penyiapan of financial information which will be published,
informasi keuangan yang akan dipublikasikan, • Directing, providing considerations, and supervising
• Mengarahkan, memberikan pertimbangan, dan bookkeeping and administration system of the
mengawasi sistem pembukuan dan administrasi Company in accordance with the common
Perseroan sesuai kelaziman yang berlaku bagi practices for a Company,
suatu Perseroan, • Performing duties as Head of MRSDM Committee
• Menjalankan tugas sebagai Ketua Komite and assisting Head of Audit Committee in
MRSDM dan membantu Ketua Komite performing its duties in the context of monitoring
Audit dalam melaksanakan tugasnya, dalam its investment and risk management, as well as the
rangka memantau pengelolaan investasi dan dynamic of organizational changes at the company.
risikonya, serta dinamika perubahan organisasi
perusahaan.
Mohamad Oemar • Memantau dan mengawasi Rencana Kerja dan • Monitoring and supervising the established and
Komisaris Independen Jangka Panjang Perusahaan (RJPP) yang telah and Company Long-Term Plan (RJPP),
Independent Commissioner ditetapkan atau disetujui, • Directing, providing considerations, and
• Mengarahkan, memberikan pertimbangan dan supervising the preparation of annual reports, as
mengawasi sistem akuntansi sesuai dengan well as monitoring and supervising the preparation
Standar Akuntansi Keuangan dan berdasarkan of financial information which will be published,
prinsip-prinsip pengendalian internal, • Directing, providing considerations, and supervising
terutama fungsi pengurusan, dan pencatatan, bookkeeping and administration system of the
penyimpanan dan pengawasan, Company in accordance with the common
• Menjalankan tugas sebagai Ketua Komite practices for a Company,
Audit dan mengkoordinasikan semua kegiatan • Performing duties as Head of MRSDM Committee
anggota Komite Audit, and assisting Head of Audit Committee in
• Membantu dalam rangka koordinasi dengan performing its duties in the context of monitoring
instansi terkait dan pihak terkait lainnya apabila its investment and risk management, as well as the
terjadi kendala dalam kegiatan investasi dan dynamic of organizational changes at the company.
operasi Perusahaan

Jabatan Position Tugas dan Tanggung Jawab Duties and Responsibilities
Prahoro Nurtjahjo • Memantau dan mengawasi Rencana Kerja dan • Monitoring and supervising the established and
Commissioner ditetapkan atau disetujui, • Monitoring and supervising PROPER achievement
• Memantau dan mengawasi pencapaian in each respective working area,
peringkat PROPER masing-masing wilayah • Assisting Head of Audit Committee and MRSDM
kerja, Committee, especially in examining oil and gas PSC
• Membantu Ketua Komite Audit dan Komite and investment in overseas,
MRSDM, terutama dalam penelaahan kontrak • Assisting in coordination with relevant agencies and
bagi hasil migas dan investasi di luar negeri, other related parties if there are any obstacles in the
• Membantu dalam rangka koordinasi dengan Company's investment and operation activities.
instansi terkait apabila terjadi kendala dalam
kegiatan investasi dan operasi Perusahaan.
Djoko Siswanto • Memantau dan mengawasi Rencana Kerja dan • Monitoring and supervising the established and
Commissioner ditetapkan atau disetujui, • Monitoring the effectivity of GCG practices
• Memantau efektifitas praktik GCG dan and Corporate Social Responsibility (CSR)
pelaksanaan Corporate Social Responsibility implemented by the Company,
(CSR) yang diterapkan Perusahaan, • Assisting Head of Audit Committee and MRSDM
• Membantu Ketua Komite Audit dan Komite Committee, especially in examining the Company’s
MRSDM, terutama dalam penelaahan atas compliance in performing its activities as per the
ketaatan Perusahaan dalam menjalankan prevailing laws and regulations,
kegiatannya sesuai dengan peraturan • Assisting in coordination with relevant agencies and
perundang-undagan yang berlaku, other related parties if there are any obstacles in the
• Membantu dalam rangka koordinasi dengan Company's investment and operation activities.
instansi terkait apabila terjadi kendala dalam
kegiatan investasi dan operasi Perusahaan.
Pelaksanaan Tugas dan Tanggung Implementation of Duties and

Jawab Dewan Komisaris Responsibilities of the Board of
Tahun 2018 Commissioners of 2018
Selama tahun 2018, Dewan Komisaris telah menjalankan In 2018, the Board of Commissioners has performed its
tugas dan tanggung jawabnya dalam mengawasi Direksi duties and responsibilities in supervising the Board of
mengurus Perusahaan, meliputi antara lain: Directors managing the Company, including:
• Menyelenggarakan rapat Dewan Komisaris secara • Organizing meeting of the Board of Commissioners
berkala, periodically,
• Mengikuti RUPS Tahunan, • Attending Annual GMS,
• Melakukan pengawasan, evaluasi dan memberikan • Pe r fo r m i n g s u p e r v i s i o n , eva l u at i o n , a n d g i v i n g
rekomendasi atas: recommendations for:
›› Kebijakan dan Pelaksanaan Manajemen Risiko dan ›› Policies and Implementation of Risk Management
Analisis Risiko atas Rancangan RKAP, and Risk Analysis for RKAP Draft,
›› Kebijakan dan Pelaksanaan RKAP 2018, rolling RJPP ›› Policies and Implementation of RKAP 2018, RJPP
dan Pengelolaan AP PHE, rolling and Management of PHE Subsidiaries,
›› Kepatuhan Direksi terhadap Perundang-undangan ›› The B oard of Directors’s Compliance toward
dan Pelaksanaan GCG Perusahaan, Regulations and Implementation of GCG of the
Company,
›› Evaluasi Kewenangan Dewan Komisaris/Dewan ›› Evaluation on the Authorities of the Board of
Pengawas/RUPS/Pemilik Modal dalam aktivitas Commissioners/Supervisory Board/GMS/Capital
pengelolaan Perusahaan. Owner in the Company’s management activities.

• Monitoring, pengawasan dan evaluasi atas: • Monitoring, supervision, and evaluation on:
›› Pelaksanaan Audit Eksternal dan Internal, Penunjukan ›› The implementation of External and Internal Audit,
calon KAP dan pembahasan Usulan Owner Estimate Appointment of KAP candidate and discussion of
KAP, KAP Owner Estimate Proposal,
›› Pelaksanaan Sistem Pengendalian Intern dan ›› The implementation of Internal Control System and
pelaksanaannya, its implementation,
›› Kebijakan dan Pelaksanaan Sistem TI, Pengelolaan ›› The Policies and Implementation of IT System, HC
SDM, Sistem Pengadaan Barang dan Jasa dan Management, Goods and Services Procurement
Kebijakan Mutu dan Pelaks anaan Pelayanan System, as well as Quality and Services Policy of the
Perusahaan, Company,
›› Kebijakan akuntansi dan penyusunan laporan ›› The Accounting policies and financial statements
Keuangan. preparation.
• Membuat laporan secara berkala dan laporan tahunan • Developing reports periodically and annual report on the
tentang tugas pengawasan Dewan Komisaris terhadap supervisory duties of the Board of Commissioners to the
Perseroan, yang meliputi: Company, including as follows:
›› Pelaksanaan RKAP 2018 yang terdiri dari kegiatan ›› The implementation of 2018 RKAP, consisting of
investasi, operasional dan keuangan, termasuk investment, operational, and financial activities,
penyusunan laporan keuangan Perseroan, including the Company ’s financial statements
preparation,
›› Pelaksanaan tata kelola perseroan yang baik, ›› The implementation of good corporate governance,
›› Pencapaian kinerja Direksi yang telah ditetapkan ›› Performance achievements of the Board of Directors
dalam RKAP 2018. which have been stipulated in the 2018 RKAP.
• Pelaksanakan kunjungan kerja ke Anak Perusahaan PHE. • The implementation of work visits to PHE Subsidiaries
• Mengikuti program pelatihan, seminar, konferensi, • Participating in training programs, seminars, conferences,
lokakarya, dan kegiatan lainnya guna meningkatkan workshops, and other activities in order to expand
wawasan dan kompetensi. insights and competences.
Rekomendasi/Persetujuan Dewan Komisaris Tahun 2018

Recommendations/Approvals of the Board of Commissioners of 2018
No Tanggal Nomor Surat Rekomendasi

Date Letter Number Recommendation
Surat Keputusan Dewan Komisaris
15 Jan 2018 001/ Board of Commissioners Decision Letter on the
1. atas Pelaksana Tugas Harian Direktur
15 Jan 2018 DKPHE/2018-S0 Acting Development Director
Pengembangan.
Persetujuan Pengalihan 10% Participating Approval of 10% Participating Interest (PI) Transfer
31 Jan 2018 002/
2. Interest ("PI") di Wilayah Kerja Offshore North at Offshore North West Java Working Area (“WK
31 Jan 2018 DKPHE/2018-S0
West Java ("WK ONWJ"). ONWJ”).
Rekomendasi Rencana Kerja dan Anggaran
06 Feb 2018 006/ Recommendation of Company Work Plan and
3. Perusahaan (RKAP) PT Pertamina Hulu Energi
6 Feb 2018 DKPHE/2018-S0 Budget (RKAP) of PT Pertamina Hulu Energi of 2018.
Tahun 2018.
Rekomendasi Revisi Rencana Kerja dan Recommendation of the Revised Company Work
15 Feb 2018 008/
4. Anggaran Perusahaan (RKAP) PT Pertamina Plan and Budget (RKAP) of PT Pertamina Hulu
15 Feb 2018 DKPHE/2018-S0.
Hulu Energi Tahun 2017. Energi of 2017.
Rekomendasi Penghargaan atas Kinerja Recommendation of Performance Bonus

12 Mar 2018 010/ (Tantiem) Tahun buku 2017 dan usulan (Tantiem) of Fiscal Year 2017 and proposal of 2018
5.
12 Mar 2018 DKPHE/2018-S0. Remunerasi Tahun 2018 kepada Direksi dan Remuneration to the Board of Directors and Board
Dewan Komisaris PHE. of Commissioners of PHE.
12 Mar 2018 011/ Telaahan atas Laporan Tahunan PT Pertamina Analysis on the Annual Report of PT Pertamina Hulu
6.
12 Mar 2018 DKPHE/2018-S0. Hulu Energi Tahun Buku 2017 Energi of Fiscal Year 2017
Rekomendasi atas Persetujuan Perubahan Recommendation on the Approval of Changes in

14 Mar 2018 012/
7 Direksi dan Dewan Komisaris Anak Perusahaan the Board of Directors and Board of Commissioners
14 Mar 2018 DKPHE/2018-S0.
PT Pertamina Hulu Energi. of PT Pertamina Hulu Energi’s Subsidiaries.

No Tanggal Nomor Surat Rekomendasi

Date Letter Number Recommendation
19 Mei 2018 024/ Rekomendasi Divestasi 13 Wilayah Kerja Gas Recommendation of 13 Coal-Bed Methane Working
8.
19 May 2018 DKPHE/2018-S0. Metana Batubara (WK GMB). Area (WK GMB) Divestment.
28 Mei 2018 028/ Keputusan Dewan Komisaris atas Penunjukan Board of Commissioners Decision on the
9.
28 May 2018 DKPHE/2018-S0. Pelaksanaan Tugas Harian Direktur Utama. Appointment of Acting President Director.
25 Juni 2018 032/ Rekomendasi Persetujuan Pendanaan Anak Recommendation on the Approval of Financing of
10.
25 June 2018 DKPHE/2018-S0. Perusahaan PT Pertamina Hulu Energi. PT Pertamina Hulu Energi’s Subsidiaries.
25 Juni 2018 033/ Rekomendasi atas Key Performance Indicator Recommendation on Key Performance Indicator
11.
25 June 2018 DKPHE/2018-S0. (KPI) PT Pertamina Hulu Energi 2018 (KPI) of PT Pertamina Hulu Energi 2018
28 Juni 2018 036/ Keputusan Dewan Komisaris atas Penunjukan Board of Commissioners Decision on the
12.
28 June 2018 DKPHE/2018-S0. Pelaksanaan Tugas Harian Direktur Utama. Appointment of Acting President Director.
Rekomendasi Persetujuan Pengalihan 10% Recommendation on the Approval of 10%

27 Agust 2018 044/
13. Participating Interest ("PI") di Wilayah Kerja Siak Participating Interest (PI) at Siak Working Area (“WK
27 August 2018 DKPHE/2018-S0.
("WK Siak"). Siak”).
27 Des 2018 056/ Rekomendasi atas RKAP Tahun 2018 Revisi PT Recommendation on the 2018 Revised RKAP of
14.
27 Dec 2018 DKPHE/2018-S0. PHE. PT PHE.
27 Des 2018 057/ Rekomendasi Pengelola kembali Wilayah Kerja Recommendation of New Manager for Kepala
15.
27 Dec 2018 DKPHE/2018-S0. Kepala Burung Burung Working Area
27 Des 2018 058/ Rekomendasi Pengelola kembali Wilayah Kerja Recommendation of New Manager for Kepala
16.
27 Dec 2018 DKPHE/2018-S0. Kepala Burung Burung Working Area
Disclosure on Board Charter

Pengungkapan Mengenai Board (Guidelines and Work Procedure of the
Charter (Pedoman dan Tata Tertib Kerja Board of Commissioners
Dewan Komisaris)
The Board of Commissioners has a Board Charter, Guidelines
Dewan Komisaris telah memiliki Board Charter, yaitu and Work Procedure of the Board of Commissioners and
Pedoman dan Tata Tertib Kerja Dewan Komisaris dan Committees under the Board of Commissioners. The
Komite-komite yang berada di bawah Dewan Komisaris. guidelines have been updated and established through
Pedoman tersebut telah diperbaharui dan ditetapkan Board of Commissioners Decision Letter Number 087/
melalui Surat Keputusan Dewan Komisaris No.087/ DKPHE/2015-S0 of 30 December 2015. [102-16]
DKPHE/2015-S0 tanggal 30 Desember 2015. [102-16]
The Board of Commissioners periodically review and
Secara berkala Dewan Komisaris melakukan peninjauan dan evaluation on the prevailing Board Manual. This is to ensure
evaluasi atas Board Charter yang berlaku. Hal ini dilakukan the Charter is in line with GCG best practices, changes of
untuk memastikan Piagam tersebut sesuai dengan praktik- the prevailing regulations, and the Company needs.
praktik terbaik GCG, perubahan peraturan yang berlaku dan
kebutuhan Perusahaan.
Board Charter Dewan Komisaris

The Board of Commissioners’ Board of Charter
Bab | Chapter Uraian | Description

• Latar Belakang • Background
Pendahuluan
• Visi & Misi • Vision & Mission
Introduction
• Maksud & Tujuan • Objectives
• Organisasi meliputi; Dasar Hukum, Pembentukan • Organization includes Legal Basis, Establishment of
Organ Dewan Komisaris, Struktur Keanggotaan, the Organ Board of Commissioners, Membership
Organisasi dan Organ Pendukung
Persyaratan Keanggotaan, Masa Kerja, Structure, Membership Requirements, term of office,
Organization and Supporting Organs
Honorarium/Remunerasi Honorarium/Remuneration
• Organ Pendukung • upporting Organs

Bab | Chapter Uraian | Description

• Tugas meliputi: Lingkup Pekerjaan, Pembagian • Duties include Scope of Work, Duties Distribution,
Tugas, Pelaksanaan Tugas Khusus Implementation of Special Duties
Tugas,Tanggung Jawab, Kewenangan
• Tanggung Jawab • Responsibilities
dan Mekanisme Kerja
• Kewenangan • Authorities
Duties, Responsibilities, Authorities, and
• Mekanisme Kerja meliputi: Hubungan Kerja • Work Mechanism includes Work Relationship with the
Work Mechanism
dengan Direksi, Kerahasiaan, Etika Berusaha dan Board of Directors, Confidentiality, Business Ethics,
Anti Korupsi dan Evaluasi Kinerja Anti Corruption, and Performance Evaluation
• Rapat • Meeting
Rapat, Pelaporan, dan Anggaran
• Pelaporan • Reporting
Meeting, Reporting, and Budget
• Anggaran • Budget
• Efektif berlaku sejak tanggal ditetapkan
• Effective since the date of establishment
• Secara berkala Charter akan dievaluasi untuk
• Charter to be evaluated periodically for improvement
Penutup penyempurnaan
• Evaluation on the performance of the Board of
Closing • Evaluasi terhadap kinerja Dewan Komisaris,
Commissioners, either individually or collectively, is
baik secara individual maupun secara kolektif,
carried out annually and results to be informed to
dilakukan setiap tahun dan hasilnya diinformasikan
GMS
kepada RUPS
Kebijakan dan Pelaksanaan Policies and Implementation on

Tentang Frekuensi Rapat Dewan Meeting Frequency of the Board of
Komisaris Commissioners
Segala keputusan Dewan Komisaris diambil dalam Rapat All decisions of the Board of Commissioners are made in
Dewan Komisaris. Keputusan-keputusan yang mengikat the Meeting of Board of Commissioners. Binding decisions
dapat juga diambil tanpa diadakan Rapat, sepanjang may also be made without holding a Meeting, provided
keputusan disetujui secara tertulis dan ditandatangani oleh that the decisions are approved in written and signed by all
semua anggota Dewan Komisaris. members of the Board of Commissioners.
Dewan Komisaris mengadakan rapat paling sedikit setiap The Board of Commissioners holds a meeting at least
bulan sekali berdasarkan rencana rapat (calendar of once a month based on calendar of events of the Board of
events) Dewan Komisaris, atau apabila dipandang perlu Commissioners, or if it is deemed necessary by President
oleh Komisaris Utama atas usul paling sedikit 1/3 dari jumlah Commissioner based on the proposal of at least 1/3
anggota Dewan Komisaris. Panggilan Rapat disampaikan members of the Board of Commissioners. Meeting Notice
secara tertulis oleh Komisaris Utama atau oleh anggota is conveyed in written by President Commissioner or
Dewan Perusahaan yang ditunjuk Komisaris Utama. member of Supervisory Board, appointed by the President
Penyelenggaraan rapat menjadi bagian dari pelaksanaan Commissioner. The implementation of meeting became
program kerja Dewan Komisaris dan dilaksanakan untuk a part of the Board of Commissioners’ work plan and it
membahas berbagai macam agenda terkait pengawasan is conducted to discuss various agenda related to the
kinerja Direksi dalam mengoperasikan PHE, pengelolaan supervision on the Board of Directors’ performance in
blok migas, dan pencapaian RKAP 2018. operating PHE, oil and gas block management, and the 2018
Keputus an dalam Rapat Dewan Komis aris diambil RKAP achievements.
berdasarkan musyawarah untuk mufakat. Dalam hal Decisions in the Meeting of Board of Commissioners are
mufakat tidak tercapai, keputusan diambil berdasarkan made based on negotiation for consensur. If this fails, the
suara terbanyak. Suara blanko (abstain) dan/atau suara decisions are made based on the majority votes. Abstain
yang tidak sah dianggap tidak ada, serta tidak dihitung vote and/or illegitimate vote are considered not exist and
dalam menentukan keputusan. Dewan Komisaris juga dapat uncountable in reaching a decision. Furthermore, the
mengambil keputusan yang mengikat tanpa mengadakan Commissioners may make binding decisions without
Rapat Dewan Komisaris, sepanjang keputusan itu disetujui holding the Meeting of Board of Commissioners, provided
secara tertulis dan ditandatangani oleh semua anggota that the decision is approved in written and signed by all
Dewan Komisaris. members of the Board of Commissioners.

Risalah Rapat Dewan Komisaris harus dibuat untuk Minutes of Meeting of the Board of Commissioners should
setiap Rapat dan ditandatangani seluruh anggota Dewan be developed for each Meeting and signed by all attended
Komisaris yang hadir. Risalah Rapat berisi hal-hal yang members of the Board of Commissioners. The Minutes of
dibicarakan, termasuk pendapat berbeda (dissenting Meeting contains issues discussed, including dissenting
opinion) anggota Dewan Komisaris (jika ada) dan hal-hal opinion among members of the Board of Commissioners
yang diputuskan, serta diberikan kepada setiap anggota (if any) as well as issues that have been decided and to be
Dewan Komisaris. delivered to each member of the Board of Commissioners.
Pelaksanaan Rapat dan Implementation of Meeting and

Kehadiran Anggota Dewan Komisaris Attendance of Members of the Board of
Commissioners
S e l a m a t a h u n 2 01 8 D ewa n Ko m i s a r i s te l a h In 2018, the Board of Commissioners has held eight

menyelenggarakan delapan kali rapat Dewan Komisaris meetings of the Board of Commissioners with average
dengan tingkat rata-rata kehadiran mencapai sekitar 75%. of attendance approximately 75%. As such, decisions
Dengan demikian putusan maupun rekomendasi yang and recommendations made in the meeting have met the
diambil dalam rapat telah memenuhi ketentuan maupun prevailing provisions and regulations in decision making.
aturan yang berlaku dalam pengambilan keputusan.
Tabel Frekuensi Rapat Dewan Komisaris Tahun 2018 dan

Tingkat Kehadiran Anggota Dewan Komisaris
Table of Frequency of Board of Commissioners Meetings in 2018 and
Attendance Level of Board of Commissioners Members
Feb Mei Mei Jun Ags Sep Nov Des Jumlah

Feb May May Jun Aug Sep Nov Dec Total
No Nama/Jabatan
Name/Position
01 03 25 29 09 07 01 13 Kehadiran*) %
Attendance*)
Syamsu Alam,
1. Komisaris Utama 1/1 100
Yudi Wahyudi
2. Komisaris 4/4 100
Commissioner
M. Teguh Pamudji
Commissioner
Ego Syahrial
4. Komisaris 0/5 -
Komisaris
Nicke Wiydawati
5. Komisaris Utama 2/3 67
Djoko Siswanto
6. Komisaris 3/4 75
Commissioner
R. Panji Sumirat
Commissioner
Prahoro Y. Nurtjahyo
8. Komisaris 6/8 75
Commissioner
Mohamad Oemar
9. Komisaris Independen 4/8 50
Keterangan: Note:
* Jumlah Kehadiran/Jumlah Rapat pada periode jabatan. *Total Attendance/Total Meetings during term of office
-- Periode Jabatan --Term of Office

Tabel Agenda Rapat Dewan Komisaris Tahun 2018

Table of Agenda of Board of Commissioners Meeting 2018
No Tanggal Agenda Rapat Kehadiran

Date Meeting Agenda Attendance
Komisaris Utama, Syamsu Alam;

1. 01 Feb President Commissioner, Syamsu Alam;
Komisaris, Yudi Wahyudi;
2018 Commissioner, Yudi Wahyudi;
• Rencana Rapat BOC-BOD Selanjutnya; Komisaris, Prahoro Y. Nurtjahyo;
Feb 01, Commissioner, Prahoro Y. Nurtjahyo;
• Laporan Kegiatan Dekom & Komite Anggota Komite MRSDM, Muhammad
2018 MRSDM Committee Member,
Dekom. S. Fauzani;
Muhammad S. Fauzani;
• The next BOC-BOD Meeting Plan; Anggota Komite Audit, Arief Wibowo;
Audit Committee Member, Arief Wibowo;
• BOC's Activity Report & BOC Committees Anggota Komite MRSDM, Ninik Retno
MRSDM Committee Member, Ninik Retno
Wijayanti;
Wijayanti;BOC Secretary, Asep Permana.
Sek Dekom, Asep Permana.
• Rencana Kegiatan Dewan Komisaris; Komisaris, Yudi Wahyudi; Commissioner, Yudi Wahyudi;
2. 03 Mei
• Rencana Rapat BOC-BOD Selanjutnya. Komisaris Independen, Mohamad Independent Commissioner, Mohamad
2018
• Laporan Kegiatan Dekom & Komite Oemar; Oemar;
May 3,
Dekom. Anggota Komite Audit, Roehjadi; Audit Committee Member, Roehjadi;
2018
• Activity Plan of the Board of Anggota Komite Audit, Arief Wibowo; Audit Committee Member, Arief Wibowo;
Commissioners; Anggota Komite MRSDM, Ninik Retno MRSDM Committee Member, Ninik Retno
• The next BOC-BOD Meeting Plan; Wijayanti; Wijayanti;
• BOC's Activity Report & BOC Committees. Sek Dekom, Dewi Farahastuti. BOC Secretary, Dewi Farahastuti.
3. 25 Mei Komisaris, Yudi Wahyudi; Commissioner, Yudi Wahyudi;

• Rencana Kegiatan Dewan Komisaris;
2018 Komisaris, Prahoro Y. Nurtjahyo; Commissioner, Prahoro Y. Nurtjahyo;
• Rencana Rapat BOC-BOD Selanjutnya.
May 25,
Anggota Komite Audit, Roehjadi; Audit Committee Member, Roehjadi;
• Activity Plan of the Board of
2018
Anggota Komite Audit, Arief Wibowo; Audit Committee Member, Arief Wibowo;
Commissioners;
Anggota Komite MRSDM, Ninik Retno MRSDM Committee Member, Ninik Retno
• The next BOC-BOD Meeting Plan.
Wijayanti; Wijayanti;
Sek Dekom, Dewi Farahastuti. BOC Secretary, Dewi Farahastuti.
4. 29 Juni • Rencana Kegiatan Dewan Komisaris; Komisaris, Yudi Wahyudi; Commissioner, Yudi Wahyudi;
2018 • Rencana Rapat BOC-BOD Selanjutnya. Komisaris, Prahoro Y. Nurtjahyo; Commissioner, Prahoro Y. Nurtjahyo;
June 29, • Activity Plan of the Board of Anggota Komite Audit, Roehjadi; Audit Committee Member, Roehjadi;
2018 Commissioners; Anggota Komite Audit, Arief Wibowo; Audit Committee Member, Arief Wibowo;
• The next BOC-BOD Meeting Plan. Sek Dekom, Dewi Farahastuti. BOC Secretary, Dewi Farahastuti.
5. 09 Agust • Rencana Kegiatan Dewan Komisaris;

2018 • Rencana Rapat BOC-BOD Selanjutnya;
August 9, • Laporan Kegiatan Dekom & Komite Komisaris Independen, Mohamad Independent Commissioner, Mohamad
2018 Dekom. Oemar; Oemar;
• Activity Plan of the Board of Komisaris, Prahoro Y. Nurtjahyo; Commissioner, Prahoro Y. Nurtjahyo;
Commissioners; Komisaris, Djoko Siswanto. Commissioner, Djoko Siswanto.
• The next BOC-BOD Meeting Plan;
• BOC's Activity Report & BOC Committees.
President Commissioner, Nicke

6. 07 Sept • Rencana Kegiatan Dewan Komisaris; Komisaris Utama, Nicke Widyawati;
Widyawati;
2018 • Rencana Rapat BOC-BOD Selanjutnya; Komisaris, R. Panji Sumirat;
Commissioner, R. Panji Sumirat;
Sept 7, 2018 • Activity Plan of the Board of Komisaris, Djoko Siswanto;
Commissioner, Djoko Siswanto;
Commissioners; Komisaris, Prahoro Y. Nurtjahyo;
Commissioner, Prahoro Y. Nurtjahyo;
• The next BOC-BOD Meeting Plan. Anggota Komite Audit, Roehjadi.
Audit Committee Member, Roehjadi.
President Commissioner, Nicke
7. 01 Nov • Rencana Kegiatan Dewan Komisaris; Komisaris Utama, Nicke Widyawati;
Widyawati;
2018 • Rencana Rapat BOC-BOD Selanjutnya; Komisaris, R. Panji Sumirat;
Commissioner, R. Panji Sumirat;
Nov 1, • Activity Plan of the Board of Anggota Komite Audit, Roehjadi;
Audit Committee Member, Roehjadi;
2018 Commissioners; Anggota Komite Audit, Arief Wibowo;
Audit Committee Member, Arief Wibowo;
• The next BOC-BOD Meeting Plan. Anggota Komite MRSDM, Ari Marsudi.
MRSDM Committee Member, Ari Marsudi.
• Rencana Kegiatan Dewan Komisaris;

8. 13 Des Komisaris, Prahoro Y. Nurtjahyo; Commissioner, Prahoro Y. Nurtjahyo;
• Rencana Rapat BOC-BOD Selanjutnya;
2018 Komisaris, R. Panji Sumirat; Commissioner, R. Panji Sumirat;
• Laporan Kegiatan Dekom & Komite
Dec 13, Komisaris, Djoko Siswanto; Commissioner, Djoko Siswanto;
Dekom.
2018 Anggota Komite Audit, Roehjadi; Audit Committee Member, Roehjadi;
• Activity Plan of the Board of
Anggota Komite MRSDM, Ari Marsudi; MRSDM Committee Member, Ari Marsudi;
Commissioners;
Anggota Komite MRSDM, Ninik R. MRSDM Committee Member, Ninik R.
• The next BOC-BOD Meeting Plan;
Wijayanti Wijayanti.
• BOC's Activity Report & BOC Committees.

Rapat Gabungan Dewan Komisaris Board of Commissioners and Board of

Dengan Direksi Directors Joint Meeting
Dewan Komisaris juga dapat menyelenggarakan Rapat The Board of Commissioners can also hold Board of
Dewan Komisaris dengan mengundang Direksi atau Commissioners Meetings by inviting Directors or Joint
Rapat Gabungan. Selama tahun 2018, Dewan Komisaris Meetings. During 2018, the Board of Commissioners and
dan Direksi telah mengadakan delapan kali rapat Rapat Directors held eight Joint Meeting meetings.
Gabungan.
Tabel Tingkat Kehadiran Dewan Komisaris dalam Rapat Gabungan Dewan

Komisaris dan Direksi Tahun 2018
Table of the Attendance Rate of Board of Commissioners at the Joint Meetings of the Board
of Commissioners and Directors in 2018
Feb Mei Mei Jun Ags Sep Nov Des Jumlah

Feb May May Jun Aug Sep Nov Dec Total
No Nama/Jabatan
Name/Position
01 03 25 29 09 07 01 13 Kehadiran*) %
Attendance*)
Syamsu Alam,
1 Komisaris Utama 1/1 100
Yudi Wahyudi
2 Komisaris 4/4 100
Commissioner
M. Teguh Pamudji
3 Komisaris 1/1 100
Commissioner
Ego Syahrial
4 Komisaris 0/5 -
Komisaris
Nicke Wiydawati
5 Komisaris Utama 2/3 67
Djoko Siswanto
6 Komisaris 3/4 75
Commissioner
R. Panji Sumirat
7 Komisaris 3/3 100
Commissioner
Prahoro Y. Nurtjahyo
8 Komisaris 6/8 75
Commissioner
Mohamad Oemar
9 Komisaris Independen 4/8 50
Keterangan: Note:
* Jumlah Kehadiran/Jumlah Rapat pada periode jabatan. *Number of Attendance/Number of Meetings held
during the term of office

Tabel Agenda Rapat Dewan Komisaris yang Mengundang Direksi Tahun 2018
Meeting Agenda of the Board of Commissioners Inviting the Board of Directors in 2018
No Tanggal Rapat Agenda Rapat Kehadiran

Date of Meeting Meeting Agenda Attendance
• Komisaris Utama: Syamsu Alam

1 01 Feb 2018 Evaluasi Kinerja Perusahaan s/d Desember 2017;
• Komisaris: Yudi Wahyudi
1 February 2018 Update Rolling RJPP 2018-2022;
• Komisaris: Prahoro Y. Nurtjahyo
Strategi Implementasi RKAP 2018;
• Komisaris: M. Teguh Pamudji;
Status Investasi PHE dan Permasalahannya;
Update Portofolio Bisnis PHE. • President Commissioner: Syamsu Alam
• Commissioner: Yudi Wahyudi
Performance Evaluation of the Company up to December • Commissioner: Prahoro Y. Nurtjahyo
2017; Update Rolling of RJPP of 2018-2022; Implementation • Commissioner: M. Teguh Pamudji;
Strategies of the 2018 RKAP; PHE Investment Status and its
Issues; Update of PHE Business Portfolio. • Direktur Utama: R. Gunung Sardjono Hadi
• Direktur Operasi dan Produksi: Beni J. Ibradi
• Direkstur Eksplorasi: Rudy Ryacudu;
• Direktur Pengembangan: Rudy Ryacudu
• Direktur Keuangan & Bisnis: Support, Ari Budiarko.
• President Director: R. Gunung Sardjono Hadi
• Operation and Production Director: Beni J. Ibradi
• Exploration Director: Rudy Ryacudu;
• Development Director: Rudy Ryacudu
• Finance and Business Support Director: Support, Ari
Budiarko
2 03 Mei 2018 Tindak Lanjut Rapat BOC-BOD Sebelumnya; • Komisaris: Yudi Wahyudi;
3 May 2018 Evaluasi Kinerja Perusahaan s/d bulan Maret 2018. • Komisaris: M. Teguh Pamudji
• Komisaris Independen: Mohamad Oemar
Follow Up of the Previous BOC-BOD Meeting; Performance • Commissioner: Yudi Wahyudi;
Evaluation of the Company up to March 2018. • Commissioner: M. Teguh Pamudji
• Independent Commissioner: Mohamad Oemar
• Direktur Utama: R. Gunung Sardjono Hadi

• Direktur Eskplorasi: Abdul Mutalib
• Direktur Operasi dan Produksi: Ekariza
• Direktur Pengembangan: Afif Saifudin;
• Direktur Keuangan & Layanan Bisnis: Huddie Dewanto.
• President Commissioner: R. Gunung Sardjono Hadi
• Exploration Director: Abdul Mutalib
• OPeration and Production Director: Ekariza
• Development Director: Afif Saifudin;
• Finance & Business Support Director: Huddie Dewanto.
• Komisaris: Yudi Wahyudi

3 Mei 2018 Tindak Lanjut Rapat BOC-BOD Sebelumnya;
• Komisaris: Prahoro Yulijanto Nurtjahyo
May 2018 Evaluasi Kinerja Perusahaan s/d bulan April 2018.
• Komisaris Independen: Mohamad Oemar
Follow Up of the Previous BOD-BOD Meeting; Performance • Commissioner: Yudi Wahyudi
Evaluation of the Company up to April 2018. • Commissioner: Prahoro Yulijanto Nurtjahyo
• Direktur Utama: R. Gunung Sardjono Hadi

• Direktur Pengembangan: Afif Saifudin
• President Director: R. Gunung Sardjono Hadi
• Operation and Production Director: Ekariza
• Development Director: Afif Saifudin


4 29 Juni 2018 Tindak lanjut BOC BOD sebelumnya; • Komisaris: Yudi Wahyudi
29 June 2018 Evaluasi Kinerja Perusahaan s/d bulan Mei 2017. • Komisaris: Prahoro Y. Nurtjahyo
• Commissioner: Yudi Wahyudi
Follow Up of the Previous BOC BOD meeting; Performance • Commissioner: Prahoro Y. Nurtjahyo
Evaluation of the Company up to May 2018.
• PTH. Direktur Utama: Huddie Dewanto
• Temporary President Director: Huddie Dewanto
5 09 Agust 2018 Perkenalan Komisaris Baru PT Pertamina Hulu Energi; • Komisaris Independen: Mohamad Oemar.
9 August 2018 Tindak lanjut Rapat BOC – BOD Sebelumnya; • Komisaris: Prahoro Y. Nurtjahyo
Evaluasi Kinerja Perusahaan s/d bulan Juni 2018; • Komisaris: Djoko Siswanto
Progress Tindak Lanjut Temuan Audit s/d Triwulan II. • Independent Commissioner: Mohamad Oemar.
• Commissioner: Prahoro Y. Nurtjahyo
Introduction of New Commissioner of PT Pertamina Hulu • Commissioner: Djoko Siswanto
Energi; Follow Up of the Previous BOC-BOD Meeting;
Performance Evaluation of the Company up to June 2018;
Follow Up Progress of Audit Findings up to Q2 • PTH. Direktur Utama: Huddie Dewanto
6 07 Sept 2018 Tindak Lanjut Rapat BOC-BOD Sebelumnya; • Komisaris Utama: Nicke Widyawati
7 September 2018 Evaluasi Kinerja Perusahaan s/d bulan Juli 2018. • Komisaris: R. Panji Sumirat
• Komisaris: Djoko Siswanto
Follow Up of the Previous BOC-BOD Meeting; Performance • Komisaris: Prahoro Y. Nurtjahyo
Evaluation of the Company up to July 2018. • Komisaris Independen: Mohamad Oemar
• President Director: Nicke Widyawati
• Commissioner: R. Panji Sumirat
• Commissioner: Djoko Siswanto
• Commissioner: Prahoro Y. Nurtjahyo
• PTH. Direktur Utama: Huddie Dewanto

• Direktur Eksplorasi, Abdul Mutalib
• Direktur Pengembangan, Afif Saifudin
• Direktur Keuangan & Layanan Bisnis, Huddie Dewanto
• Exploration Director, Abdul Mutalib
• Development Director, Afif Saifudin
• Finance & Business Support Director: Support, Huddie
Dewanto


• Komisaris Utama: Nicke Widyawati

7 01 Nov 2018 Tindak Lanjut Rapat BOC-BOD Sebelumnya;
• Komisaris: R. Panji Sumirat;
1 November 2018 Evaluasi Kinerja Perusahaan s/d bulan September 2018.
• President Director: Nicke Widyawati
Follow Up of the Previous BOC-BOD Meeting; Performance • Commissioner: R. Panji Sumirat;
Evaluation of the Company up to September 2018.
• PTH. Direktur Utama: Huddie Dewanto;
• Direktur Eksplorasi: Abdul Mutalib
• Direktur Operasi dan Produksi: Ekariza;
• Direktur Keuangan & Layanan Bisnis: Huddie Dewanto
• Temporary President Director: Huddie Dewanto;
• Development Director: Afifx Saifudin
• Operation and Production Director: Ekariza;
• Finance & Business Support Director: Huddie Dewanto
• Komisaris: Prahoro Y. Nurtjahyo

8 13 Des 2018 Evaluasi Kinerja Perusahaan s/d • Komisaris: R. Panji Sumirat
13 December 2018 bulan Oktober 2018 • Komisaris, Djoko Siswanto:
Performance Evaluation of the Company • Commissioner: Prahoro Y. Nurtjahyo
up to October 2018 • Commissioner: R. Panji Sumirat
• Commissioner, Djoko Siswanto:
• PJ. Direktur Utama: Meidawati

• Direktur Eksplorasi: Abdul Mutalib
• Direktur Operasi dan Produksi: Ekariza;
• Temporary President Director: Meidawati
• Operation and Production Director: Ekariza;
Penilaian Kinerja Dewan Komisaris Performance Evaluation on the Board

[102-28] of Commissioners [102-28]
Penilaian kinerja Dewan Komisaris dilaksanakan setiap Performance evaluation on the Board of Commissioners
tahun dan menjadi bagian dari evaluasi dalam kerangka is realized annually and became a part of an evaluation in
Kinerja Excellent Quality Management Assessment Pertamina’s Excellent Quality Management Assessment
Pertamina. Penilaian menggunakan indikator atau parameter Performance. The evaluation employs indic ator or
yang tertuang dalam Keputusan Sekretaris Kementerian parameter which stated in Secretary of Ministry of State
Badan Usaha Milik Negara No.SK-16/S.Mbu/2012 tanggal Owned Enterprise Decree Number SK-16/S.MBU/2012 of
6 Juni 2012. 6 June 2012.
Pelaksanaan penilaian dilakukan dengan menggunakan The evaluation is conducted by using self-assessment
sistem penilaian mandiri (self-assessment), peer evaluation system, peer evaluation or other systems, in accordance
atau sistem lain, sesuai dengan keputusan dalam rapat with the decisions in meeting of the Board of Commissioners.
Dewan Komisaris. Penilaian kinerja Dewan Komisaris The performance evaluation on the Board of Commissioners
dilakukan berkala setiap tiga bulan dan pada akhir tahun. is conducted periodically every three month and at the
Kinerja Dewan Komisaris juga dievaluasi setiap bulan oleh end of year. The Board of Commisioners’ performance is
Pemegang Saham dalam RUPS. Penilaian mengacu pada also evaluated every month by the Shareholders in GMS.
pelaksanaan tugas, wewenang, kewajiban dan tanggung The evaluation refers to the implementation of duties,
jawab Dewan Komisaris. Dari penilaian yang dilakukan pada authority, obligations, and responsibilities of the Board of
tahun 2018, diperoleh hasil rata-rata penilaian mencapai Commissioners. Of the evaluation performed in 2018, the
93,71%. Hasil tersebut menandakan Dewan Komisaris telah average achievement reached 93.71%. This result shows the
melaksanakan fungsi pengawasan dengan baik. Board of Commissioners has implemented its supervisory
function well.

Total Hasil Penilaian Kinerja Dewan Komisaris Berdasarkan SK Sekretaris Kementerian

Badan Usaha Milik Negara Nomor.SK-16/S.MBU/2012 Tahun 2018
Total Results of Performance Assessment of the Board of Commissioners Based on the Provisions in the
Decree of the Secretary of the Ministry of State-Owned Enterprises No.KS-16/S.MBU/2012 Year 2018
Tingkat
No Parameter Penilaian Pemenuhan (%)
Assessment Parameter Compliance Rate
(%)
Dewan Komisaris/Dewan Pengawas melakukan The Board of Commissioners/Supervisory Board performed

pembagian tugas, wewenang dan tanggung jawab distribution of duties, authority, and responsibilities in a
1 secara jelas serta menetapkan faktor-faktor yang straightforward manner, as well as determined the required 96
dibutuhkan untuk mendukung pelaksanaan tugas Dewan factors to support the implementation of duties of the Board
Komisaris/Dewan Pengawasan. of Commissioners/Supervisory Board.
Dewan Komisaris/Dewan Pengawas memberikan The Board of Commissioners/Supervisory Board gave

2 persetujuan atas rancangan RJPP dan RKAP yang approval on the draft of RJPP and RKAP submitted by the 88
disampaikan oleh Direksi. Board of Directors.
Dewan Komisaris/Dewan Pengawas memberikan The Board of Commissioners/Supervisory Board provided

3 arahan terhadap Direksi atas implementasi rencana dan directions to the Board of Directors over the implementation 95
kebijakan perusahaan. of company’s plans and policies.
Dewan Komisaris/Dewan Pengawas melaksanakan The Board of Commissioners/Supervisory Board

4 pengawasan terhadap Direksi atas implementasi performed supervision on the Board of Directors over the 93
rencana dan kebijakan perusahaan. implementation of company’s plans and policies.

5 pengawasan terhadap pelaksanaan kebijakan supervision on the implementation of management policies 97
pengelolaan Anak Perusahaan/perusahaan patungan. conducted by subsidiaries/joint ventures.
The Board of Commissioners/Supervisory Board actively

Dewan Komisaris/Dewan Pengawas berperan dalam
played a role in nominating members of the Board of
pencalonan anggota Direksi, menilai kinerja Direksi
Directors, evaluating the performance of Board of Directors
6 (individu dan kolegial) dan mengusulkan tantiem/ 94
(individual and collegial), and proposing performance
insentif kinerja sesuai ketentuan yang berlaku dan
incentive in accordance with the prevailing provisions, as well
mempertimbangkan kinerja Direksi.
as considering the performance of Board of Directors.

7 tindakan terhadap potensi benturan kepentingan yang measures toward the potential of conflict of interest that 100
menyangkut dirinya. implicates him or her.
Dewan Komisaris/Dewan Pengawas memantau dan The Board of Commissioners/Supervisory Board monitored
8 memastikan bahwa praktik Tata Kelola Perusahaan yang and ensured the Good Corporate Governance (GCG) 88
Baik telah diterapkan secara efektif dan berkelanjutan. practices were implemented effectively and sustainably.
Dewan Komisaris/Dewan Pengawas menyelenggarakan The Board of Commissioners/Supervisory Board held

rapat Dewan Komisaris/Dewan Pengawas yang efektif effective meeting of the Board of Commissioners/
9 dan menghadiri Rapat Dewan Komisaris/Dewan Supervisory Board, and attended the Meeting of the Board of 90
Pengawas sesuai dengan ketentuan perundang- Commissioners/Supervisory Board in accordance with the
undangan. provisions and regulations.
Dewan Komisaris/Dewan Pengawas memiliki Sekretaris The Board of Commissioners/Supervisory Board had
Dewan Komisaris/Dewan Pengawas untuk mendukung Secretary of the Board of Commissioners/Supervisory
10 98
tugas kesekretariatan Dewan Komisaris/Dewan Board to support the secretariat duties of the Board of
Pengawas. Commissioners/Supervisory Board.
The Board of Commissioners/Supervisory Board had

Dewan Komisaris/Dewan Pengawas memiliki Komite
11 effective Committees of the Board of Commissioners/ 92
Dewan Komisaris/Dewan Pengawas yang efektif.
Supervisory Board.
Rata-rata | Average 93.71

Penilaian Kinerja Komite di Bawah Performance Evaluation on Commitees

Dewan Komisaris dan Dasar Penilaian Under the Board of Commissioners and
Basis of Assessment
Dalam menjalankan tugas dan tanggung jawab, Dewan In performing its duties and responsibilities, the Board of
Komisaris dibantu oleh: Commissioners is assisted by:
• Komite Audit • Audit Committee
• Komite Manajemen Risiko dan Sumber Daya Manusia • Risk Management and Human Resources Committee
(MRSDM) (MRSDM)
Dewan Komisaris memberikan penilaian kinerja terhadap The Board of Commissioners carries out performance
m a s i n g - m a s i n g Ko m i t e d e n g a n p e n d e kat a n p a d a evaluation toward each Committee through an approach
pemenuhan parameter penilaian yang disusun berdasar of fulfilling assessment parameter prepared based on key
target indikator kinerja utama (KPI). Dari hasil penilaian performance indicator (KPI). Of the assessment results
selama tahun 2018 diperoleh hasil Komite Audit maupun in 2018, below are the results on the Audit Committee and
Komite MRSDM, sebagai berikut: MRSDM Committee:
Tabel Hasil Penilaian Kinerja Komite Audit Tahun 2018

Performance Evaluation Results of the Audit Committee of 2018
Bobot
No Parameter Penilaian Pencapaian
Assessment Parameter Penilaian Achievement
Rating Weight
1 Melakukan pengawasan, monitoring dan Performed supervision, monitoring, and

evaluasi atas kinerja perusahaan dan evaluation on the performance and compliance
70% 70%
kepatuhan perusahaan atas peraturan of company toward laws and regulations as well
perundang-undangan dan GCG. as GCG.
2 Membuat laporan secara berkala dan Developed reports periodically and annual
laporan tahunan tentang pelaksanaan tugas report on the implementation of duties of Audit 15% 15%
Komite Audit. Committee.
3 Melaksanakan kunjungan kerja ke Anak

Executed work visits to Subsidiaries. 7,5% 7,5%
Perusahaan PHE.
4 Mengikuti program pelatihan, seminar,

Participared in training programs, seminars,
konferensi, lokakarya dan kegiatan
conferences, workshops, and other activities for 7,5% 3,75%
lainnya guna meningkatkan wawasan dan insight and competency development.
kompetensi.
Total 100% 96.25%
Tabel Hasil Penilaian Kinerja Komite MRSDM Tahun 2018

Performance Evaluation Results of MRSDM Committee in 2018
Bobot
Rating Weight
1 Melakukan monitoring dan evaluasi atas Performed monitoring and evaluation on the
kinerja perusahaan dan pelaksanaan performance of company and implementation 70% 70%
manajemen risiko serta pengelolaan SDM. of risk management, as well as HR management.
2 Membuat laporan secara berkala dan Developed periodical reports and annual
15% 15%
laporan tahunan tentang pelaksanaan tugas reports on the implementation of duties

Bobot
Rating Weight
Mengikuti program pelatihan, seminar,
3 Participated in training programs, seminars,
conferences, workshops, and other activities 7,5% 7,5%
lainnya guna meningkatkan wawasan dan for insight and competency development
kompetensi
4 Mengikuti program pelatihan, seminar,

Participated in training programs, seminars,
conferences, workshops, and other activities 7,5% 3,75%
lainnya guna meningkatkan wawasan dan for insight and competency development
kompetensi.
Total 100% 96.25
Komite Nominasi dan/atau Remunerasi Nomination and/or Remuneration

Committee
Ke t e n t u a n m e n g e n a i Ko m i t e N o m i n a s i d a n /a t a u Provisions on Nomination and/or Remuneration Committee
Remunerasi diatur dalam Pedoman Tata Kelola Perusahaan, are regulated in Corporate Governance Guidelines, as
sesuai SK No: A-002/PHE040/2018-2018. Namun sampai stated in Decree Number A-002/PHE040/2018-2018.
31 Desember 2018, PHE belum membentuk dan belum However, as of 31 December 2018 PHE has yet established
memiliki Komite Nominasi dan Remunerasi. and organized Nomination and Remuneration Committee.
Sebagai anak usaha PT Pertamina (Persero), Fungsi Komite As a subsidiary of PT Pertamina (Persero), the Nomination
Nominasi dan Remunerasi Perusahaan dilaksanakan and Remuneration Committee function of the Company is
oleh Komite Nominasi dan Remunerasi PT Pertamina carried out by Nomination and Remuneration Commitee of
(Persero). Dengan demikian prosedur terkait nominasi PT Pertamina (Persero). As such, procedures on nomination
maupun remunerasi Dewan Komisaris, Direksi dan pejabat and remuneration of the Board of Commissioners, Board of
perusahaan di lingkungan PHE, menjadi kewenangan PT Directors, and company officials placed at PHE are under
Pertamina (Persero) sebagai Pemegang Saham. Dalam the authority of PT Pertamina (Persero) as the Shareholder.
proses penetapannya, Pemegang Saham memperhatikan In deliberating the stipulation, the Shareholders considers
pertimbangan Komite Nominasi dan Remunerasi PT the reasonings of Nomination and Remuneration Committee
Pertamina (Persero) dan Fungsi Pengelolaan Sumber Daya and human resources (HR) management function of PT
Manusia (SDM) PT Pertamina (Persero). Pertamina (Persero).
Pada laporan ini tidak terdapat informasi yang berkaitan This report does not include information on Nomination and
dengan Komite Nominasi dan Remunerasi, termasuk Remuneration Committee, such as names, positions, and
nama, jabatan, dan riwayat hidup singkat anggota Komite; brief curriculum vitaé of Committee members; Committee’s
independensi Komite; uraian tugas dan tanggung jawab independency; description of duties and responsibilities as
serta pelaksanaan kegiatan Komite; frekuensi pertemuan well as implementation of activities of Committee; meeting
dan tingkat kehadiran Komite; pernyataan adanya pedoman frequency and attendance level of Committee; statement
Komite; pendidikan dan/atau pelatihan untuk Komite; serta of Committee’ guidelines; education and/or training for
kebijakan mengenai suksesi Direksi. Commitee; as well as policies on the succession of Board
of Directors.
Komisaris Independen Independent Commissioner
Perihal Komisaris Independen diatur dalam Pedoman Tata Regarding Independent Commissioner, it is regulated in
Kelola Perusahaan (GCG) yang baik PHE yang mengatur Corporate Governance Guidelines of PHE (GCG), stating
bahwa sekurang-kurangnya 20% dari anggota Dewan at least 20% of members of the Board of Commissioners
Komisaris adalah Komisaris Independen. Adapun ketentuan constitute as Independent Commissioner. Below are the
tentang Komisaris Independen adalah: provisions on Independent Commissioner:

• Komisaris Independen berasal dari kalangan di luar • Independent Commissioner originates from circles
Perusahaan yang bebas dari pengaruh anggota Dewan outside the Company, free from the influence of members
Komisaris dan anggota Direksi lainnya, serta Pemegang of the Board of Commissioners and other members of the
Saham pengendali. Board of Directors, as well as Controlling Shareholders.
• Komisaris Independen adalah anggota Dewan Komisaris • Independent Commissioner is a member of the Boad
yang tidak terafiliasi dengan Direksi, anggota Dewan of Commissioners with no affiliation to the Board of
Komisaris lainnya dan Pemegang Saham pengendali, Directors, other members of the Board of Commissioners
serta bebas dari hubungan bisnis atau hubungan lainnya and Controlling Shareholders, as well as free from
yang dapat mempengaruhi kemampuannya untuk business relationship or other relationships which may
bertindak independen atau bertindak semata-mata demi influence its capability in acting independently or acting
kepentingan Perusahaan. solely in the interest of the Company.
Selama kurun waktu periode pelaporan, Perusahaan In the reporting period, the Company had one
memiliki satu orang Komisaris Independen. Dengan Independent Commissioner. Thus, the number reached
demikian jumlah tersebut mencapai 20% dari total anggota 20% of total members of the Board of Commisssioners,
Dewan Komisaris yang berjumlah lima orang, sehingga telah amounting to five people, showing that it has fulfilled the
memenuhi ketentuan yang mengatur tentang keberadaan provision which regulates the existence of Independent
Komisaris Independen. Komisaris Independen menjaga Commissioner. Independent Commissioner maintains the
independensi fungsi pengawasan Dewan Komisaris dan independency of supervisory function upheld by the Board
menjamin terlaksananya mekanisme check and balance. of Commissioners and guarantees check and balance
Tugas utama Komisaris Independen adalah melakukan mechanism is implemented. The main duties of Independent
pengawasan serta menjaga terpenuhinya hak serta Commissioner are to perform supervision and maintain the
kewajiban Pemegang Saham minoritas. fulfillment of rights as well as obligations of the minority
Shareholders.
Kriteria Penentuan Criteria of Appointment of

Komisaris Independen harus memenuhi kriteria, sebagai Independent Commissioner should meet the following
berikut: criteria:
• Tidak terafiliasi dengan pemegang saham utama, • Not affiliated with the controlling shareholder, members
anggota Direksi dan/atau anggota Dewan Komisaris of the Board of Directors and/or other members of the
lainnya, Board of Commissioners;
• Tidak menjabat sebagai Direktur di Perusahaan yang • Not holding the position of Director at Companies
terafiliasi dengan PT Pertamina Hulu Energi, affiliated with PT Pertamina Hulu Energi,
• Tidak memiliki hubungan keuangan, kepengurusan, • Not having financial, managerial, and/or familial
dan/atau hubungan keluarga dengan anggota Dewan relationships with other members of the Board of
Komisaris lainnya, anggota Direksi dan/atau pemegang, Commissioners, members of the Board of Directors
saham pengendali atau hubungan dengan perusahaan, and/or controlling shareholder, or relationship with the
company,
• Tidak memiliki hubungan kontraktual dengan Perusahaan • Not having contractual relationship with the Company as
sebagai mantan anggota Direksi dan anggota Dewan a former member of the Board of Directors and Board of
Komisaris serta Pekerja Perusahaan dalam kurun waktu Commissiners as well as Employee of the Company in
3 (tiga) tahun terakhir, the last 3 (three) years,
• Tidak bekerja di Perusahaan atau afiliasinya dalam kurun • Not working at the Company or its affiliations in the last
waktu 3 (tiga) tahun terakhir, 3 (three) years,
• Tidak mempunyai ketertarikan finansial, baik langsung • Not having financial interest, either direct or indirect with
maupun tidak langsung dengan Perusahaan atau the Company or other companies providing goods and
perusahaan lain yang menyediakan barang dan jasa services to the Company and its affiliations.
kepada Perusahaan dan afiliasinya.

Pernyataan Independensi Statement of Independence of

Komisaris Independen PHE per 31 Desember 2018 dijabat Independent Commissioner of PHE as of 31 December
Bapak Mohamad Oemar dan telah telah menandatangani 2018 was served by Mohamad Oemar and has signed a
Pernyataan Indepedensi sebagai Komisaris Independen. Statement of Indedepence as Independent Commissioner.
Pernyataan Independensi Komisaris Independen

Statement of Independence of the Independent Commissioner
Anggota Dewan Komisaris tidak boleh merangkap jabatan lain yang dapat menimbulkan benturan
kepentingan secara langsung atau tidak langsung dengan perusahaan,
kecuali dengan persetujuan RUPS.
Members of the Board of Commissioners may not concurrently hold another position which may
cause direct or indirect conflict of interest with the Company, except with GMS approval.
Antara para anggota Dewan Komisaris dan antara anggota Dewan Komisaris dengan anggota
Direksi tidak boleh ada hubungan keluarga sedarah sampai dengan derajat kedua, baik menurut
garis lurus maupun garis ke samping ataupun hubungan semenda (menantu atau ipar).
Among members of the Board of Commissioners and among members of the Board of Commissioners
and members of the Board of Directors there may not be blood familial relations to the second degree,
whether vertically or horizontally or by marriage (in-laws).
Anggota Dewan Komisaris harus mengungkapkan seluruh benturan kepentingan yang sedang
dihadapi maupun yang berpotensi menjadi benturan kepentingan atau segala sesuatu yang dapat
menghambat anggota Dewan Komisaris untuk bertindak independen.
Members of the Board of Commissioners must disclose all currently faced conflicts of interest or
potential conflicts of interest or anything that may prevent members of the Board of Commissioners
to act independently.
Pengungkapan benturan kepentingan seperti dimaksud di atas dilakukan secara periodik dalam
laporan tahunan dan dalam pernyataan mengenai benturan kepentingan
(conflict of interest declaration) sesuai dengan format yang ditetapkan oleh Perusahaan; dan
Disclosure of conflicts of interest as referred to above is performed periodically in the Annual Report
and in the Conflict of Interest Declaration in accordance with the format established by the Company;
and
Dewan Komisaris dalam melaksanakan tugasnya secara independen

tidak dipengaruhi atau dihambat oleh seluruh pihak.
The Board of Commissioners in performing its duties independently is
not influenced or hindered by any and all parties.

Uraian Mengenai Direksi

Description on Board of Directors
Direksi merupakan organ perusahaan dalam struktur tata Board of Directors constitutes an organ of the company in
kelola PHE yang bertugas dan bertanggung jawab secara the corporate governance of PHE which holds duties and
kolegial mengelola Perusahaan dan mewakili Perusahaan is collegially responsible in managing the Company and
baik di dalam maupun di luar pengadilan. Masing-masing represents the Company inside and outside of the court.
anggota Direksi dapat mengambil keputusan sesuai Each member of the Board of Directors has the capability
pembagian tugas dan wewenangnya, namun pelaksanaan to make decision in accordance with the distribution of its
tugas oleh masing-masing anggota Direksi tetap menjadi duties and authority, by the implementation of duties of
tanggung jawab bersama. Kedudukan masing-masing each member of the Board of Directors remains a collective
anggota Direksi termasuk Direktur Utama adalah setara. responsibility. The position of each member of the Board of
Tugas Direktur Utama mengkoordinasikan kegiatan Direksi. Directors including President Director is equal. The duties
of President Director is to coordinate the activities of Board
of Directors.
Dasar, Kriteria dan Proses Basis, Criteria, and Process of

Pengangkatan Anggota Direksi [102-24] Appointment of Members of the Board
of Directors [102-24]
Pengangkatan Direksi PHE berpedoman pada: Appointment of the Board of Directors of PHE is based on:
• Undang-Undang No.40 Tahun 2007 tentang Perseroan • Law Number 40 of 2007 on the Limited Liability
Terbatas; Companies;
• Peraturan Menteri BUMN No. PER-03/MBU/2012 • Minister of SOE Regulation Number PER-03/MBU/2012
tentang Pedoman Pengangkatan Anggota Direksi dan on the Appointment Guidelines of Members of the Board
Anggota Dewan Komisaris Anak Perusahaan BUMN; of Directors and Board of Commissioners of SOE’s
Subsidiaries;
• Pedoman Pengelolaan Anak Perusahaan dan • Guidelines for the Management of PT Pertamina
Perusahaan Patungan PT Pertamina (Persero) Nomor (Persero) Subsidiaries and Joint Ventures Number
A-001/H00200/2011-S0 Revisi 1; A-001/H00200/2011-S0 Revision 1;
• Anggaran Dasar Perusahaan. • Articles of Association of the Company.
Sesuai Anggaran Dasar PHE, pengangkatan anggota According to the Articles of Association of PHE, the
Direksi dilaksanakan dengan mengikuti ketentuan sebagai appointment of members of Board of Directors is conducted
berikut: by following these provisions:
• Struktur dan jumlah keanggotaan Direksi disesuaikan • Structure and number of membership of the Board of
dengan kebutuhan Perusahaan. Dalam hal Direksi Directors are aligned with the Company needs. In the
terdiri lebih dari satu orang anggota Direksi, seorang di event the Board of Directors consists of more than one
antaranya menjadi Direktur Utama. Director, one of them acts as President Director.
• Komposisi dan jumlah anggota Direksi ditetapkan oleh • Composition and number of members of the Board of
RUPS dengan memperhatikan visi, misi dan rencana Directors are determined by GMS by considering vision,
st rate g i s Pe r u s a h a a n , s e h i n g g a m e m u n g k i n ka n mission, and strategic plans of the Company, enabling
pengambilan keputusan yang efektif, tepat dan cepat, effective, accurate, and quick decision making as well as
serta dapat bertindak secara independen. to act indepedently.
• Anggota Direksi dipilih dan diangkat oleh R UPS • Members of the Board of Directors are selected and
berdasarkan pertimbangan dan persyaratan yang telah appointed by GMS based on the consideration and
ditetapkan Anggaran Dasar Perusahaan. requirements stipulated in the Company’s Articles of
Association.

Persyaratan untuk dipilih dan diangkat sebagai anggota Requirements to be selected and appointed as members of
Direksi, sesuai Anggaran Dasar Perusahaan adalah: the Board of Directors which in accordance with the Articles
of Association of the Company are as follows:
• Orang perseorangan yang cakap melakukan perbuatan • A competent individual who has the ability to perform
hukum, legal action,
• Pengangkatan anggota Direksi dilakukan berdasarkan • Appointment of members of the Board of Directors
pertimbangan keahlian, integritas, kepemimpinan, jujur, is based on a consideration of expertise, integrity,
perilaku baik dan berdedikasi tinggi untuk memajukan leadership, honesty, good behavior, and high dedication
dan mengembangkan Perusahaan, serta persyaratan to advance and develop the Company as well as other
lainnya berdasarkan peraturan perundangan, requirements based on the laws and regulations,
• Antara para anggota Direksi dan antara anggota Direksi • Among members of Directors as well as relationship
dengan Dewan Komisaris dilarang memiliki hubungan among members of Director and Board of Commissioners,
keluarga sedarah sampai dengan derajat ketiga, baik there may not be blood familial relations to the third
menurut garis lurus maupun garis ke samping, atau degree, whether vertically or horizontally, or related by
hubungan semenda (menantu atau ipar), marriage (in-laws),
• Anggota Direksi diangkat dan diberhentikan oleh RUPS, • Board of Directors are appointed and dismissed by the
GMS,
• Anggota Direksi diangkat dari calon-calon yang diusulkan • Board of Directors are appointed from the candidates
oleh pemegang saham dan pencalonan tersebut proposed by the shareholders and the nomination is
mengikat bagi RUPS. binding for the GMS.
Independensi Direksi The Board of Directors’ Independence
Setiap anggota Direksi wajib berpegang teguh pada Each member of the Board of Directors must uphold
prinsip independensi dalam mengambil keputusan dan the independence principle in making decisions and
memimpin jalannya Perusahaan dengan mengutamakan leading the Company by prioritizing the interest of PHE. In
kepentingan PHE. Untuk memastikan independensi Direksi order to ensure the independence of Board of Directors
dapat diterapkan dengan baik, Perusahaan memiliki Dewan could be well implemented, the Company has the Board
Komisaris sebagai organ perusahaan yang melakukan of Commissioners as an organ of the company which
pengawasan dan memberikan nasihat/rekomendasi kepada supervises and provides advice/recommendations to the
Direksi. Board of Directors.
Komposisi Direksi Dan Periode Jabatan Composition of the Board of Directors

and Term of Office
Selama periode pelaporan terjadi perubahan komposisi dan Throughout the reporting period, there were changes in the
keanggotaan Direksi: composition and membership of the Board of Directors:
• R. Gunung Sadjono Hadi digantikan oleh Meidawati • R. Gunung Sadjono was replaced by Meidawati as
sebagai Direktur Utama President Director
• Rudy Ryacudu digantikan oleh Abdul Mutalib sebagai • Rudy Ryacudu was replaced by Abdul Mutalib as
Direktur Eksplorasi Exploration Director
• Beni Jafillius Ibradi digantikan oleh Ekariza sebagai • Beni Jafillius Ibradi was replaced by Ekariza as Operation
Direktur Operasi dan Produksi and Production Director
• Afif Saifudin menjabat sebagai Direktur Pengembangan • Afif Saifudin served as Development Director after the
setelah posisi tersebut vacant position became vacant
• Ari Budiarko digantikan oleh Huddie Dewanto sebagai • Arif Budiarko was replaced by Huddie Dewanto as
Direktur Keuangan & Layanan Bisnis Finance and Business Support Director
Sampai dengan akhir periode pelaporan, komposisi Direksi By the end of reporting period, the composition of Board of
terdiri dari lima orang Direktur. Seorang di antaranya Directors consisted of five Directors. One of them served as
menjabat sebagai Direktur Utama. President Director.

Komposisi Direksi Per 31 Desember 2018 dan Dasar Pengangkatan

Composition of the Board of Directors Per 31 December 2018 and Basis for Appointment
No Nama Jabatan Dasar Pengangkatan Alasan Pemberhentian

Name Position Basis for Appointment Reasons for Dismissal
1 R. Gunung Sardjono Hadi Direktur Utama Keputusan RUPS tanggal Masa Jabatan Berakhir Keputusan RUPS
President Director 01 Juni 2015 tanggal 1 Juni 2018
GMS Resoluton of Term of Office Ended based on GMS Resolution
01 June 2015 of 1 June 2018
Keputusan RUPS tanggal

2 Meidawati Direktur Utama
10 Desember 2018
President Director -
GMS Resolution of
10 December 2018
Keputusan RUPS tanggal Memasuki masa Purna Karya Keputusan

3 Rudy Ryacudu Direktur Eksplorasi
29 November 2016 RUPS tanggal 05 Februari 2018
GMS Resolution of Entering Retirement Period based on GMS
29 November 2016 Resoluton of 05 February 2018
4 Abdul Mutalib Direktur Eksplorasi Keputusan RUPS tanggal

Exploration Director 05 Februari 2018
-
GMS Resoluton of
05 February 2018
5 Afif Saifudin Direktur Pengembangan Keputusan RUPS tanggal

Development Director 05 Februari 2018
-
GMS Resolution of
05 February 2018

6 Beni Jafillius Ibradi Direktur Operasi & Produksi
23 April 2015 RUPS tanggal 05 Februari 2018
Operations & Production
Director
23 April 2015 Resoluton of 05 February 2018
Keputusan RUPS tanggal

7 Ekariza Direktur Operasi & Produksi
05 Februari 2018
Operations & Production -
GMS Resolution of
Director
05 February 2018

8 Ari Budiarko Direktur Keuangan &
23 September 2015 RUPS tanggal 5 Februari 2018
Business Support
Finance & Business Support
23 September 2015 Resoluton of 5 February 2018
Direktur Keuangan & Keputusan RUPS tanggal

9 Huddie Dewanto Layanan Bisnis 05 Februari 2018
-
Finance & GMS Resolution of
Business Support Director 05 February 2018
Ketentuan mengenai periode jabatan anggota Direksi diatur Provisions on the term of office of members of the Board
dalam Anggaran Dasar PHE Pasal 11 ayat 7 yang menyatakan of Directors are regulated in the Articles of Association of
bahwa masa jabatan anggota Direksi ditetapkan 3 (tiga) PHE Article 11 verse 7, stating that the term of office of the
tahun dan dapat diangkat kembali untuk 1 (satu) kali masa Board of Directors is stipulated for 3 (three) years and may
jabatan. Jabatan anggota Direksi berakhir apabila: be reappointed for 1 (one) period of term of office. Positions
of members of the Board of Directors end if:
• Meninggal dunia, • Passed away during term of office;

• Masa jabatan berakhir, • The term of office reaches its termination date;
• Kehilangan kewarganegaraan Indonesia, • Losing the Indonesian citizenship;
• Mengundurkan diri, • Resigning;
• Diberhentikan berdasarkan keputusan RUPS • Dismissed based on GMS resolution with the following
dengan alasan: causes:

›› Tidak dapat melaksanakan tugasnya dengan baik, ›› Unable to perform its duties well,
›› Tidak lagi memenuhi atau melanggar persyaratan ›› N o l o n g e r c a p a b l e t o f u l f i l l o r v i o l at e s t h e
dan/atau peraturan perundang-undangan yang requirements and/or prevailing laws and regulations,
berlaku,
›› Terlibat dalam tindakan yang merugikan Perusahaan ›› Involves in actions that may harm the Company and/
dan/atau Negara, or Country,
›› Dinyatakan bersalah dengan putusan pengadilan ›› Sentenced guilty in a court decision with permanent
yang mempunyai kekuatan hukum yang tetap, legal force,
›› Memiliki hubungan keluarga sampai derajat ketiga, ›› Having familial relationship up to the third degree,
baik menurut garis lurus maupun garis ke samping either vertically or horizontally, including in-law
termasuk hubungan semenda (menantu atau ipar) relationships with members of the B oard of
dengan anggota Dewan Komisaris atau Direksi Commissioners or Board of Directors of the Company,
Perusahaan,
›› Alasan lain yang ditetapkan oleh RUPS. ›› Other reasons stipulated by GMS.
Ruang Lingkup Pekerjaan dan Tanggung Jawab Direksi

Scope of Work and Responsibilities of the Board of Directors
Tugas dan Kewenangan Masing-Masing Duties and Authorities of Each Member

Anggota Direksi of the Board of Directors
Menjalankan segala tindakan yang berkaitan dengan To perform all measures related to the management of the
pengurusan Perusahaan untuk kepentingan Perusahaan Company for the interest of the Company and in accordance
dan sesuai dengan maksud dan tujuan Perusahaan, with the Company’s objectives, Representing the Company
mewakili Perusahaan baik di dalam maupun di luar in and outside of the Court on all issues and events with
Pengadilan tentang segala hal dan segala kejadian dengan boundaries as regulated in the laws and regulations, Articles
pembatasan-pembatasan sebagaimana diatur dalam of Association, and/or GMS resolutions.
peraturan perundang-undangan, Anggaran Dasar, dan/atau
keputusan RUPS.
Tugas dan Wewenang Collegial Duties and Authorities of

Kolegial Direksi the Board of Directors
• Menetapkan visi, misi, dan strategi Perusahaan, • Stipulating vision, mission, and strategies of the Company,
• Menetapkan kebijakan Perusahaan yang berlaku secara • Stipulating policies of the Company that prevail based on
korporat termasuk Anak Perusahaan, the corporate, including Subsidiaries,
• Mengajukan usulan pengelolaan Perusahaan yang • P ro p o s i n g re c o m m e n d a t i o n s o n t h e C o m p a n y
memerlukan persetujuan Dewan Komisaris dan/atau management which requires an approval and/or a
memerlukan tanggapan tertulis Dewan Komisaris dan written response from the Board of Commissioner, and
persetujuan Rapat Umum Pemegang Saham (RUPS), an approval from the General Meeting of Shareholders
serta melaksanakannya sesuai ketentuan yang diatur (GMS), as well as implementing it in accordance with the
dalam Anggaran Dasar, persetujuan Dewan Komisaris, provisions stated in the Articles of Association, Board of
serta keputusan RUPS, Commissioners’ approval, and GMS resolution,
• Mengupayakan tercapainya sasaran indikator aspek • Striving for the achievements of indicator target in
keuangan, aspek operasional dan aspek administrasi financial, operational and administrative aspects which
yang digunakan s ebagai dasar penilaian tingkat are used as basis of evaluation toward the Company’s
kesehatan Perusahaan sesuai dengan kinerja yang telah sound level in accordance with the performance
ditetapkan dalam RUPS Persetujuan Rencana Kerja dan stipulated in Approval of GMS of Company Work Plan
Anggaran Perusahaan (RKAP), and Budget (RKAP),

• Menetapkan usulan dan perubahan rencana jangka • Stipulating recommendations and amendments of the
panjang Perusahaan dan rencana kerja dan anggaran Company long-term plan and Company work plan and
Perusahaan sesuai ketentuan yang berlaku, budget as per the prevailing provisions,
• Menetapkan sasaran kinerja serta evaluasi kinerja • S t i p u l at i n g p e r fo r m a n c e o b j e c t i ve s a s we l l a s
Perusahaan dan Anak Perusahaan termasuk kebijakan performance evaluation on the Companies and
dividen Anak Perusahaan sesuai ketentuan yang berlaku, Subsidiaries, including dividend policy of the Subsidiaries
in accordance with the prevailing provisions,
• Mengupayakan tercapainya sasaran kinerja yang • Striving for the achievements of performance objectives
digunakan sebagai dasar penilaian tingkat kesehatan used as basis of evaluation to the Company’s sound
Perusahaan sesuai dengan kesepakatan kinerja yang level in accordance with the performance establishment
telah ditetapkan dalam RUPS Persetujuan RKAP, stipulated in GMS Approval on RKAP,
• Menetapkan persetujuan proyek investasi non rutin yang • Stipulating approval for non-routine investment projects
melebihi kewenangan Anggota Direksi/Direktur dan that exceed the authority of members of the Board of
memantau pelaksanaannya, Directors/Director and monitoring its implementations,
• Menetapkan persetujuan proyek investasi sesuai • S t i p u l at i n g a p p rova l fo r i nve st m e nt p ro j e c t s i n
kewenangan Direksi setelah mendapat persetujuan accordance with the authority of Board of Directors after
dalam RKAP, memantau dan melakukan koreksi terhadap obtaining approval in RKAP, monitoring, and performing
pelaksanaannya sesuai dengan aturan yang berlaku, correction to its implementation as per the prevailing
regulations,
• Menetapkan kegiatan kerjasama atau kontrak dengan • Determining cooperation activities or contracts with
nilai kontrak atau penggunaan/perolehan aset yang contract value or assets utilization/proceeds exceed the
melebihi kewenangan anggota Direksi/Direktur, seperti authority of members of the Board of Directors/Director,
yang diatur dalam kebijakan otorisasi keuangan, as regulated in financial authority policy,
• Menetapkan struktur organisasi dan penetapan pejabat • Establishing organizational structure and appointing
Perusahaan sampai jenjang tertentu yang diatur melalui the Company officials up to a certain level as regulated
ketetapan Direksi, through the stipulation of Board of Directors,
• Melakukan segala tindakan dan perbuatan mengenai • Performing all actions and measures on the Company’s
pengurusan maupun pemilikan kekayaan Perusahaan, management and assets ownership that bind the
mengikat Perusahaan dengan pihak lain dan/atau pihak Company with other parties and/or other parties with
lain dengan Perusahaan, serta mewakili Perusahaan the Company, as well as representing the Company in
di dalam maupun di luar Pengadilan tentang segala and out of the Court concerning all issues and events
h a l d a n s e g a l a ke j a d i a n , d e n g a n p e m b a t a s a n - with boundaries as regulated in the laws and regulations,
pembatasan sebagaimana diatur dalam peraturan Articles of Association, and/or GMS resolution,
perundangundangan, Anggaran Das ar dan/atau
keputusan RUPS,
• Setiap Anggota Direksi bertanggung jawab penuh • Each member of the B oard of Directors is fully
secara pribadi apabila yang bersangkutan bersalah responsible in person if the concerned is found guilt
atau lalai menjalankan tugasnya untuk kepentingan dan or negligent about performing his or her duties for the
usaha Perusahaan, kecuali apabila anggota Direksi yang interest and business of the Company, except if the
bersangkutan dapat membuktikan bahwa: concerned member of the Board of Directors is able to
prove that:
›› Kerugian tersebut bukan karena kesalahan atau ›› The loss is not due to his or her error or negligence,
kelalaiannya,
›› Telah melakukan pengurusan dengan itikad baik dan ›› The concerned member has performed with good
kehati-hatian untuk kepentingan dan sesuai dengan intention and prudence for the interest of and in
maksud dan tujuan Perusahaan, accordance with objectives of the Company,

›› Tidak mempunyai benturan kepentingan baik ›› The concerned member does not have conflict of
langsung maupun tidak langsung atas tindakan interest either direct and indirect over the managerial
pengurusan yang mengakibatkan kerugian, actions resulting the loss,
›› Te l a h m e n g a m b i l t i n d a ka n u nt u k m e n c e g a h ›› The concerned member has taken actions to prevent
berlanjutnya kerugian tersebut. the loss to continue.
• Tugas dan wewenang lainnya sebagaimana diatur dalam • Other duties and authority as regulated in the prevailing
peraturan yang berlaku. regulations.
Dalam Anggaran Dasar PHE Pasal 12, diatur tugas dan Article 12 of the Articles of Association states the collegial
wewenang Direksi secara kolegial yang belum atau belum duties and authority of the Board of Directors have yet
cukup diatur dalam Anggaran Dasar Perusahaan, serta to be or have yet sufficiently regulated in the Articles of
pembagian tugas dan wewenang setiap anggota Direksi Association of the Company, as well as the distribution
sesuai kedudukannya dalam susunan Direksi. of duties and authority of each member of the Board of
Directors in accordance with its position in the structure of
Board of Directors.
Tabel Pembagian Tugas Anggota Direksi

Duties and Authority of the Board of Directors
Jabatan Tugas dan Tanggung Jawab

Position Duties and Responsibilties
Sebagai Chief Executive Officer, memberikan arahan As Chief Executive Officer, giving directions and
Direktur Utama dan mengendalikan kebijakan visi, misi dan strategi controlling the Company's vision, mission, and strategic
President Director Perusahaan; policies;
Memimpin Direksi dalam menyiapkan laporan tahunan Leading the Board of Directors in preparing
manajemen (Laporan Tahunan dan Laporan Keuangan management annual reports (Annual Report and
Perusahaan) sebagai bahan pertanggungjawaban the Company's Financial Report) as materials of
kepada RUPS Perusahaan; accountability to the Company's GMS;
Menetapkan strategi operasi dan pengembangan Determining operational and business development
usaha untuk memastikan tercapainya target operasi dan strategies to ensure the achievement of operational and
finansial seluruh portofolio investasi PHE di dalam dan financial targets of the entire PHE investment portfolio
luar negeri; domestically and overseas;
Mengendalikan kinerja keuangan dan anggaran Controlling financial performance and Company's
Perusahaan, serta memberikan arahan pelaksanaan budget, and giving directions in the implementation of
pengawasan internal agar dapat berjalan sesuai rencana, internal supervision to run in accordance with plans,
prosedur dan peraturan yang berlaku; procedures, and prevailing regulations;
Memberikan arahan dalam penyusunan RJPP dan RKAP Giving directions in the composition of RJPP and RKAP
agar dalam pelaksanaannya menghasilkan rencana for the implementation to produce accurate plans can
yang tepat dan dapat dilaksanakan dengan baik; be performed well;
Mengendalikan dan memberikan arahan dalam Controlling and directing RJPP and RKAP
pelaksanaan RJPP dan RKAP agar dapat berjalan implementation to run effectively and efficiently;
secara efektif dan efisien;
Memberikan arahan dalam pelaksanaan revisi rencana Giving directions in the implementation of revisions of
kerja dan anggaran Perusahaan apabila ada perubahan the Company's Work Plan and Budget to always adjust
kebijaksanaan atau regulasi agar selalu dapat in the event of changes in policies or regulations;
disesuaikan;
Memimpin para anggota Direksi dalam melaksanakan Leading members of the Board of Directors in
keputusan Direksi; implementing decisions of the Board of Directors;


Menyelenggarakan dan memimpin Rapat Direksi secara Organizing or leading periodic Meetings of the Board
Direktur Utama periodik sesuai ketetapan Direksi atau rapat-rapat lain of Directors in accordance with decisions of the Board
President Director apabila dipandang perlu sesuai usulan Direksi; of Directors or other meetings if considered necessary
according to proposals of the Board of Directors;
Atas nama Direksi, mengesahkan semua Surat On behalf of the Board of Directors, ratifying all Decision
Keputusan Direksi/ Direktur Utama sesuai dengan jenis Letter of the Board of Directors/President Director in
keputusan yang diatur dalam AD/ART atau ketetapan accordance with the type of decision regulated in the
lainnya; AD/ART or other regulations;
Atas nama Direksi, menunjuk pekerja atau pihak On behalf of the Board of Directors, appointing
lain untuk mewakili Perusahaan di dalam dan di luar employees or other parties to represent the Company in
Pengadilan; and out of a court of law;
Memimpin dan mendorong terlaksananya pembentukan Leading and encouraging the cultivation of Company
budaya Perusahaan, peningkatan citra, dan tata kelola culture, image improvement, and Good Corporate
Perusahaan yang baik (Good Corporate Governance); Governance;
Memberikan informasi kepada pemangku kepentingan Giving information to stakeholders regarding decisions
terhadap keputusan Direksi yang memberi dampak of the Board of Directors with significant impact on
besar kepada publik baik yang berkaitan dengan the public whether related to business decisions, legal
keputusan bisnis, aspek legal, ataupun isu-isu tentang aspecs, or issues about the Company developing in the
Perusahaan yang berkembang di masyarakat; public;
Meningkatkan kemampuan dan motivasi pekerja, Increasing employee capabilities and motivation,
membina kerjasama dan hubungan baik dengan cultivating cooperation and good relations with the
pemerintah dan masyarakat serta mengawasi Government and the public as well as monitoring the
pelaksanaan Good Corporate Governance, Code implementation of Good Corporate Governance, Code
of Conduct, Corporate Social Responsibililty, dan of Conduct, Corporate Social Responsibility, and
menetapkan organisasi dan kelengkapannya untuk dan establishing the organization and its instruments for and
atas nama Direksi; on behalf of the Board of Directors;
Memastikan bahwa setiap laporan yang wajib Ensuring that each obligatory report to be presented to
disampaikan kepada pemegang saham dan pemangku shareholders and stakeholders has been fulfilled;
kepentingan telah dipenuhi;
Memimpin dan mengarahkan pengelolaan portofolio Leading and directing portfolio management in the
berupa penyertaan saham pada Perusahaan Patungan form of shares participation in Joint Ventures not in the
yang tidak bergerak di bidang kegiatan usaha eksplorasi, business of exploration, natural oil and gas development
pengembangan dan produksi minyak dan gas bumi and production, and/or Joint Ventures not in the natural
dan/atau Perusahaan Patungan yang tidak bergerak di oil and gas downstream business activities;
bidang kegiatan usaha hilir minyak dan gas bumi;
Memimpin dan mengarahkan pengelolaan HSSE dan Leading and directing HSSE management and Quality
Manajemen Mutu sesuai kebijakan korporat; Management in accordance with corporate policies;
Memimpin dan mengkoordinasikan pengelolaan Leading and coordinating risk management

manajemen risiko di seluruh Perusahaan; dan implementation all through the Company; and
Memimpin dan mengkoordinasikan fungsi-fungsi Leading and coordinating the functions of Corporate
Corporate Secretary, Internal Audit, Legal, Planning, Secretary, Internal Audit, Legal, Planning, Project & Risk
Project & Risk Management (PPRM), QHSSE dan Management (PPRM), QHSSE, and Technical Support
Technical Support dalam mencapai sasaran kinerja in achieving the established Company performance
Perusahaan yang telah ditetapkan. targets.
Memimpin dan mengendalikan kegiatan pengembangan Leading and controlling development activities
Direktur Pengembangan (termasuk pengembangan terkait proyek-proyek khusus (including development related to special projects
Development Director yang berada di luar kegiatan usaha hulu minyak dan outside of the upstream oil and gas business
gas yang dikelola Perusahaan berdasarkan arahan/ activities managed by the Company based on the
penugasan oleh Perusahaan) yang dilaksanakan oleh direction/assignation of the Company) performed
seluruh Anak Perusahaan, serta bertanggungjawab by all Subsidiaries, as well as fully responsible for the
secara keseluruhan atas kinerja operasional dan kinerja operational performance and financial performance
finansial kegiatan pengembangan dimaksud agar dapat of the aforementioned development activities to run
terlaksana secara efektif dan efisien; effectively and efficiently;
Memimpin dan mengawasi pelaksanaan kebijakan dan Leading and monitoring the implementation of policies
keputusan Direksi dalam kegiatan pengembangan and decisions of the Board of Directors in development
dengan mempertimbangkan aspek risikonya; activities while considering the risk aspects;


Mengelola dan mengoptimalkan upaya-upaya Managing and optimizing development efforts in

Direktur Pengembangan pengembangan sesuai strategi yang ditetapkan oleh accordance with strategies established by the Board of
Development Director Direksi; Directors;
Memberikan keputusan di lingkungan Direktorat Giving decisions in the Development Directorate

Pengembangan sesuai lingkup kewenangan Direktur; environment in accordance with the authority scope of
the Director;
Mengarahkan dan melaksanakan kebijakan- Directing and implementing HSSE policies and Quality
kebijakan HSSE dan Manajemen Mutu di Direktorat Management in the Development Directorate in
Pengembangan sesuai kebijakan Korporat; accordance with Corporate policies;
Menetapkan anggaran operasi dan investasi kegiatan Establishing an operational and investment budget of
pengembangan sesuai persetujuan Direksi; development activities in accordance with the approval
of the Board of Directors;
pengembangan sesuai persetujuan Direksi; development activities in accordance with the approval
of the Board of Directors;
Mengkoordinir dan mengawasi semua kegiatan Coordinating and monitoring all development activities
pengembangan di Anak Perusahaan; in Subsidiaries;
Menentukan kebijakan/strategi pengembangan di Anak Determining development policies/strategies in relevant

Perusahaan terkait; Subsidiaries;
Mengarahkan dan mengawasi kegiatan pengembangan Directing and monitoring the entire development
aset Perusahaan secara keseluruhan untuk memastikan activities of Company assets to ensure handover
kesiapan serah terima untuk meneruskan proses readiness to continue the production process; and
produksi; dan
Memimpin dan mengkoordinasikan Fungsi Development Leading and coordinating the Development Project &
Project & Performance dan para General Manager Asset Performance function and Development Asset General
Pengembangan (Anak Perusahaan). Managers (Subsidiaries).
Memimpin dan mengendalikan kegiatan eksplorasi Leading and controlling exploration activities performed
Direktur Eksplorasi yang dilaksanakan oleh seluruh Anak Perusahaan, serta by all Subsidiaries, as well as fully responsible for the
Exploration Director bertanggung jawab secara keseluruhan atas kinerja operational performance and financial performance of
operasional dan kinerja finansial kegiatan eksplorasi aforementioned exploration activities to be performed
dimaksud agar dapat terlaksana secara efektif dan effectively and efficiently;
efisien;
keputusan Direksi dalam kegiatan eksplorasi dengan and decisions of the Board of Directors in exploration
mempertimbangkan aspek risikonya; activities while considering the risk aspects;
Mengelola dan mengoptimalkan upaya-upaya Managing and optimizing exploration efforts in

eksplorasi sesuai strategi yang ditetapkan oleh Direksi; accordance with strategies established by the Board of
Directors;
Memberikan keputusan di lingkungan Direktorat Giving decisions in the Exploration Directorate

Ekplorasi sesuai lingkup kewenangan Direktur; environment in accordance with the authority scope of
the Director;
Mengarahkan dan melaksanakan kebijakan-kebijakan Directing and implementing HSSE policies and
HSSE dan Manajemen Mutu di Direktorat Eksplorasi Quality Management in the Exploration Directorate in
sesuai kebijakan Korporat; accordance with Corporate policies;
eksplorasi sesuai persetujuan Direksi; exploration activities in accordance with the approval of
the Board of Directors;
Mengkoordinir dan mengawasi semua kegiatan Coordinating and monitoring all exploration activities in
eksplorasi di Anak Perusahaan; Subsidiaries;
Menentukan kebijakan/strategi eksplorasi di Anak Determining exploration policies/strategies in relevant

Perusahaan terkait; dan Subsidiaries; and
Memimpin dan mengkoordinasikan fungsi-fungsi Leading and coordinating the Exploration East Area &
Exploration East Area & Non Conventional Hydrocarbon, Non-Conventional Hydrocarbon, Exploration West Area
Exploration West Area & Overseas, Exploration & Overseas, Exploration Performance functions and
Performance dan para General Manager Asset Exploration Asset General Managers (Subsidiaries).
Exploration (Anak Perusahaan).


Memimpin dan mengendalikan kegiatan operasi dan Leading and controlling operations and production
Direktur Operasi produksi (termasuk operasi dan produksi terkait proyek- activities (including operations and production related
& Produksi proyek khusus yang berada di luar kegiatan usaha hulu to special projects outside of the upstream oil and gas
Operations & minyak dan gas yang dikelola Perusahaan berdasarkan business activities managed by the Company based on
Production Director arahan/penugasan oleh Perusahaan) yang dilaksanakan the direction/assignation of the Company) performed
oleh seluruh Anak Perusahaan, serta bertanggung jawab by all Subsidiaries, as well as fully responsible for the
secara keseluruhan atas kinerja operasional dan kinerja operational performance and financial performance of
finansial kegiatan operasi dan produksi dimaksud, agar the aforementioned operations and production activities
dapat terlaksana secara efektif dan efisien; to run effectively and efficiently;
keputusan Direksi dalam kegiatan operasi dan produksi and decisions of the Board of Directors in operations
dengan mempertimbangkan aspek risikonya; and production activities while considering the risk
aspects;
Mengelola dan mengoptimalkan upaya-upaya operasi Managing and optimizing operations and production
dan produksi sesuai strategi yang ditetapkan oleh efforts in accordance with strategies established by the
Direksi; Board of Directors;
Memberikan keputusan di lingkungan Direktorat Operasi Giving decisions in the Operations and Production
dan Produksi sesuai lingkup kewenangan Direktur; Directorate environment in accordance with the
authority scope of the Director;
Mengarahkan dan melaksanakan kebijakan-kebijakan Directing and implementing HSSE policies and Quality
HSSE dan Manajemen Mutu di Direktorat Operasi dan Management in the Operations and Production
Produksi sesuai kebijakan Korporat; Directorate in accordance with Corporate policies;
operasi dan produksi sesuai persetujuan Direksi; operations and production activities in accordance with
the approval of the Board of Directors;
Mengkoordinir dan mengawasi semua kegiatan operasi Coordinating and monitoring all operations and
dan produksi di Anak Perusahaan; production activities in Subsidiaries;
Menentukan kebijakan/strategi operasi dan produksi di Determining operations and production policies/
Anak Perusahaan terkait; dan strategies in relevant Subsidiaries; and
Memimpin dan mengkoordinasikan fungsi-fungsi Leading and coordinating Operations & Production,
Operations & Production, Operations & Production Operations & Production Performance functions, and
Performance, dan para General Manager Asset Production Asset General Managers (Subsidiaries).
Produksi (Anak Perusahaan).
Memimpin dan mengendalikan pengembangan Leading and controlling policies development, corporate
Direktur Keuangan & kebijakan, pengelolaan dan pelaporan keuangan financial management and reporting (including
Layanan Bisnis secara korporat (termasuk Anak Perusahaan) untuk Subsidiaries) to improve performance and the
Finance & meningkatkan kinerja dan peringkat keuangan Company's financial rating;
Business Support Director Perusahaan;
Bertanggungjawab dalam pengelolaan keuangan di Responsible for financial management in the Company,
Perusahaan meliputi wilayah rencana kerja, belanja including areas of work plan, capital expenditure, profit
modal, marjin keuntungan serta mitigasi risiko finansial; margin, as well as financial risk mitigation;
Bertanggungjawab atas kebijakan-kebijakan keuangan Responsible for financial policies in accordance

sesuai keputusan Direksi, serta efektifvitas dan efisiensi with decisions of the Board of Directors, as well as
fungsi-fungsi di lingkungan Direktorat Keuangan dan effectiveness and efficiency of functions in the Finance
Layanan Bisnis, serta pencapaian sasaran kinerja and Business Support Directorate, along with the
operasional Direktorat Keuangan dan Layanan Bisnis; achievement of the operational performance targets of
the Finance and Business Support Directorate;
Mengkoordinasikan penyusunan Anggaran Perusahaan Coordinating the composition of the Company Budget
sebagai bagian dari Rencana Kerja dan Anggaran as part of the Company's Work Plan and Budget to be
Perusahaan untuk ditetapkan dan disetujui bersama established and collectively approved by the Board
oleh Direksi, serta pengendalian secara akutansi atas of Directors, as well as accounting control of revenue
biaya-biaya pendapatan dan keuntungan serta tingkat and profit costs as well as the investment level of the
investasi Perusahaan; Company;


Mengkonsolidasi, mengendalikan dan mengawasi Consolidating, controlling, and monitoring the

Direktur Keuangan & penyusunan dan pelaksanaan arus kas Perusahaan composition and implementation of the Company's
Layanan Bisnis berdasarkan Rencana Kerja dan Anggaran Perusahaan cashflow based on The Company's Work Plan and
Finance & dalam rangka peningkatan efisiensi; Budget in order to improve efficiency;
Business Support Director
Mengarahkan dan mengendalikan pengelolaan Directing and controlling the Company's financial
keuangan Perusahaan, meliputi pendanaan, anggaran, management, including financing, budget, treasury,
perbendaharaan, akutansi, pajak, asuransi, serta accounting, tax, insurance, as well as managing risk
mengelola manajemen risiko lingkup Direktorat management in the Finance and Business Support
Keuangan dan Layanan Bisnis; Directorate;
Menyampaikan arahan strategi jangka pendek dan Giving directions for short-term and long-term strategies
jangka panjang untuk tiap fungsi di tiap Direktorat to each function in each Directorate to ensure effective
untuk memastikan integrasi yang efektif dalam rencana integration in the Company's strategic plans into the
strategis Perusahaan ke dalam rencana finansial, serta financial plans, as well as short-term and long-term
layanan gabungan jangka pendek dan jangka panjang; integrated services;
Memastikan bahwa seluruh sumber daya, sistem dan Ensuring that all resources, systems, and procedures
prosedur telah efektif untuk memastikan informasi are effective in presenting crucial financial and
keuangan dan operasional yang penting kepada Direksi, operational information to the Board of Directors, as well
serta mengembangkan rekomendasi yang nyata baik as developing tangible;
dalam aspek strategis maupun operasi;
Mengevaluasi kinerja Perusahaan baik terhadap Evaluating Company performance whether

anggaran maupun rencana kerja jangka panjang, against the budget or long-term work plans, giving
memberikan rekomendasi untuk meningkatkan kinerja recommendations for the improvement of financial
finansial dan peluang bisnis; performance and business opportunities;
Mengawasi perencanaan keuangan, termasuk target Monitoring financial planning, including financial targets
keuangan dan manajemen biaya sejalan dengan and cost management along with strategic plans,
rencana strategis, meliputi negosiasi, serta program including negotiations, as well as external financing
pendanaan dari luar sesuai dibutuhkan; programs as needed;
Terlibat atau bekerjasama dengan unit keuangan, Involved in or cooperating with the finance and audit
audit serta tim investasi terkait setiap isu, tren serta units as well as the investment team regarding every
perubahan bentuk operasi dan realisasi operasi yang issue, trend, and changes in the form of operations and
berdampak pada sistem finansial Perusahaan; operational realization with an impact on the Company's
financial system;
Bertindak sebagai penghubung antara layanan yang Acting as liaison between services given by the Business
diberikan oleh fungsi-fungsi Layanan Bisnis (penunjang) Support function to each member of the Board of
kepada masing-masing anggota Direksi lainnya yang Directors responsible for assets to bring about new
bertanggung jawab atas aset untuk menghadirkan services that require allocation as well as skills or human
layanan baru yang membutuhkan alokasi, serta capital and new technology;
kemampuan atau sumberdaya manusia dan teknologi
baru;
Memimpin pengembangan kebijakan SDM, meliputi Leading Human Capital policies development, including
kegiatan pengembangan organisasi, pengembangan organization development activities, human capital
sumber daya manusia, hubungan industrial, kompensasi development, industry relations, compensations and
dan benefit, kesehatan, serta layanan SDM kepada benefits, health, as well as Human Capital services to
pekerja, termasuk Anak Perusahaan; employees, including Subsidiaries.
Memimpin dan mengendalikan kegiatan manpower Leading and controlling manpower planning activities
planning dan pengadaan sumber daya manusia sesuai and provisioning of human capital in accordance with
kebutuhan Perusahaan, termasuk Anak Perusahaan; Company needs, including Subsidiaries;
Memimpin dan mendorong terbentuknya budaya Leading and encouraging the cultivation of Company
Perusahaan sesuai strategi Perusahaan, termasuk culture in accordance with Company strategies,
budaya Perusahaan di Anak Perusahaan; including Company culture in Subsidiaries;


Memimpin pembinaan pekerja di seluruh Perusahaan Leading employee development all through the
Direktur Keuangan & (termasuk Anak Perusahaan) sesuai ketentuan yang Company (including Subsidiaries) in accordance with
Layanan Bisnis berlaku; prevailing regulations;
Finance &
Business Support Director Memimpin dan mengarahkan pengelolaan teknologi Leading and directing information technology
informasi dalam IT Enterprise Wide System guna management in IT Enterprise-Wide System to support
mendukung inovasi-inovasi bisnis; business innovations;
Memimpin dan mengarahkan pengelolaan pengadaan Leading and directing goods and services procurement
barang dan jasa sesuai kebijakan yang berlaku; management in accordance with prevailing policies;
Bertindak selaku Chief Compliance Officer Perusahaan Acting as the Company's Chief Compliance Officer in
sesuai dengan keputusan yang ditetapkan oleh Direksi; accordance with stipulations established by the Board
dan of Directors; and
Memimpin dan mengkoordinasikan fungsi-fungsi

Leading and coordinating the Finance & Treasury,
Finance & Treasury, Controller, Human Resources &
Controller, Human Resources & GA, Supply Chain
GA, Supply Chain Management, ICT dan Commercial
Management, ICT, and Commercial functions in
dalam mencapai sasaran kinerja Perusahaan yang telah
achieving established Company performance targets.
ditetapkan.

Pelaksanaan Tugas dan Tanggung Implementation of Duties And

Jawab Direksi Responsibilities of the Board of Directors
Selama tahun 2018, Direksi telah menjalankan tugas dan In 2018, the Board of Directors has performed its duties and
tanggung jawabnya dalam mengurus Perusahaan sesuai responsibilities in managing the Company in accordance
dengan indikator kinerja utama (KPI) yang telah ditetapkan. with the established key performance indicator (KPI).
No Indikator Kinerja Utama Bobot (%) Pencapaian (%)

Key Performance Indicator Weight (%) Performance (%)
I Group KPI | KPI Group
1 EBITDA Hulu | Upstream EBITDA 50 52,70
Biaya Operasi per Unit Produksi Migas Hulu (exclude depresiasi) | Operating Costs per
2
Upstream Oil and Gas Production Unit (exclude depreciation)
2.1 Upstream OPEX per Unit (USD/BOE) 40 33,45
2.2 Upstream OPEX per KWh Geothermal (USD/KWh) 10 24,00
II Finansial | Financial
1 EBITDA PHE | PHE EBITDA 50 60,00

PHE OPEX per Unit (USD/BOE) (exclude depresiasi) | PHE OPEX per Unit (USD/BOE)
2 40 44,26
(exclude depreciation)
3 HR Productivity PHE (EBITDA/FTE) 10 12,00
III Operational Excellence
1 Reserves Resources Addition

• Temuan Sumber Daya 2C | 2C Contingent Resources 10 10,50
• RRR Migas | Oil and Gas RRR 10 10,50
2 Produksi Migas | Oil and Gas Production
• Volume Produksi Minyak | Oil Production Volume 20 19,60
• Volume Produksi Gas | Gas Production Volume 20 20,59
3 Lifting Gas | Gas Lifting
• Lifting Minyak | Oil and Gas Lifting 10 10,40
• Lifting Gas | Gas Lifting 10 9,39
4 PROPER & ISRS 10 8,75
5 Enterprise Risk Management 10 10,42
IV Growth
1 Strategic Initiative 20 20,00

Pencapaian Investasi | Investment Achievement
2 • Anggaran Biaya Investasi | Investment Cost Budget 25 21,88
• Progres Fisik | Physical Progress 25 22,79
3 Implementasi Pertamina Upstream Way | Pertamina Upstream Way Implementation 10 10,00
4 Knowledge, Standardization & Innovation | Knowledge, Standardization & Innovation 10 10,50
5 Skor QMA | QMA Score 10 10,50
V HSSE & People Management
1 TRIR 30 31,50
2 Management Walk Through 20 21,00
3 GCG Implementation Compliance 20 20,51
4 HR Excellence-Learning & Development Days 30 31,50
Total 100 102,05

Pengungkapan Mengenai Board Charter Disclosure on Board Charter

(Pedoman dan Tata Tertib Kerja Direksi) (Board of Directors Working Guidelines)
Direksi bekerja berdasarkan Pedoman Board Manual The Board of Directors performs based on Manual Board
No.A-005/PHE040/2018-S9 Kerja Direksi PHE yang Number A-005/PHE040/2018-S9 containing working
ditandatangani dalam Pernyataan Komitmen Bersama guidelines of the Board of Directors of PHE which signed in
Direksi dengan Dewan Komisaris PT Pertamina Hulu Energi, Statement of Joint Commitment of the Board of Directors
tanggal 31 Oktober 2018. Board Manual merupakan salah with the Board of Commissioners of PT Pertamina Hulu
satu soft structure GCG yang merupakan penjabaran dari Energi of 31 October 2018. The Board Manual is one of GCG
Pedoman Tata Kelola Perusahaan yang mengacu pada soft structure, a translation of the Company’s Governance
Anggaran Dasar Perseroan. [102-16] Guidelines which refers to the Articles of Association of the
Company. [102-16]
Board Manual bertujuan untuk: The Board Manual aims to:

• Menjadi rujukan/pedoman tentang tugas pokok dan • Be a reference/guide on the main duties and functions of
fungsi kerja masing-masing organ, work of each organ,
• Meningkatkan kualitas dan efektivitas hubungan kerja • Increase the quality and effectivity of work relationship
antar organ, among organs,
• Menerapkan prinsip-prinsip GCG yakni transparansi, • Implement the GCG principles, namely transparency,
akuntabilitas, responsibilitas, independensi, dan accountabiity, responsibility, independence, and fairness.
kewajaran (fairness).
Ketentuan dan pengaturan berbagai hal terkait dengan Provisions and regulations on various aspects related to
tugas pokok dan fungsi Direksi, ditempatkan dalam Bab II the main duties and functions of the Board of Directors
Direksi. Secara garis besar Bab II Direksi memuat hal-hal are presented in Chapter II on the Board of Directors. The
sebagai berikut: outline of Chapter II on the Board of Directors states the
following:
Pedoman Kerja Direksi PHE Berdasarkan Pedoman Board Manual No.A-005PHE040/2018-S9

PHE Board of Directors’ Working Guidelines Based on the Board Manual Number A-005/PHE040/2018-S9
A Kebijakan Umum General Policies

Requirements, Composition, Membership and Term of Office of the
Persyaratan, Komposisi, Keanggotaan dan Masa Jabatan Direksi
Board of Directors
• Persyaratan Anggota Direksi • Requirements of Members of the Board of Directors
B
• Komposisi dan Keanggotaan Direksi • Composition and Membership of the Board of Directors
• Masa Jabatan Anggota Direksi • Term of Office of Members of the Board of Directors
Program Pengenalan dan Peningkatan Kapabilitas Orientation Program and Capability Development
C • Program Pengenalan • Orientation Program

• Program Peningkatan Kapabilitas • Capability Development Program
D Indepedensi (Kemandirian) Direksi Independence of the Board of Directors
Etika Jabatan Anggota Direksi Code of Ethics of Members of the Board of Directors
• Etika Berkaitan dengan Keteladanan • Code of Ethics with Good Example
• Etika Kepatuhan terhadap Peraturan Perundang-undangan • Code of Ethics to the Laws and Regulations
• Etika Berkaitan dengan Keterbukaan dan Kerahasiaan Informasi • Code of Ethics with Information Transparency and Confidentiality
E • Etika Berkaitan dengan Peluang Bisnis Perusahaan • Code of Ethics with the Company’s Business Opportunities
• Etika Berkaitan dengan Kepentingan Pribadi • Code of Ethics with Personal Interest
• Etika Berkaitan dengan Benturan Kepentingan • Code of Ethics with Conflict of Interest
• Etika Berusaha dan Anti Korupsi • Code of Ethics and Anti Corruption
• Etika Setelah Berakhirnya Masa Jabatan • Code of Ethics After the End of Term of Office

• Susunan, Tugas dan Wewenang Direksi • Structure, Duties, and Authority of the Board of Directors
• Susunan Direksi • Structure of the Board of Directors
• Tugas dan Wewenang Kolegial Direksi • Collegial Duties and Authority of the Board of Directors
• Tugas dan Wewenang Masing-masing Anggota Direksi • Duties and Authority of Each Member of the Board of Directors
• Tugas dan Kewenangan Direksi • Duties and Authority of the Board of Directors
›› Terkait dengan Rapat Umum Pemegang Saham ›› Related to General Meeting of Shareholders
›› Terkait dengan Strategi dan Rencana Kerja ›› Related to Strategies and Work Plan
›› Terkait dengan Manajemen Risiko ›› Related to Risk Management
›› Terkait dengan Teknologi Informasi ›› Related to Information Technology
›› Terkait dengan Sumber Daya Manusia ›› Related to Human Resources
›› Terkait dengan Etika Berusaha dan Antikorupsi ›› Related to Business Ethics and Anti Corruption
›› Terkait dengan Sistem Pengendalian Internal ›› Related to Internal Control System
F ›› Terkait dengan Keterbukaan dan Kerahasiaan Informasi ›› Related to Information Transparency and Confidentiality
›› Terkait dengan Penerapan GCG ›› Related to GCG implementation
›› Terkait Hubungan dengan Stakeholders ›› Related to Relationships with Stakeholders
›› Terkait Sistem Akuntansi dan Pembukuan ›› Related to Accounting System and Bookkeeping
›› Terkait dangan Tugas dan Kewajiban Lain ›› Related to Other Duties and Obligations
• Boundaries of Authority of the Board of Directors
• Batasan Kewenangan Direksi
›› Actions of the Board of Directors Requiring a Written Approval
›› Perbuatan Direksi yang Memerlukan Persetujuan Tertulis dari
from the Board of Commissioners
Dewan Komisaris
›› Actions that could be Performed by the Board of Directors
›› Perbuatan yang Dapat Dilakukan Direksi Setelah Mendapat
After Obtaining a Written Recommendation from the Board of
Rekomendasi Tertulis dari Dewan Komisaris dan Persetujuan
Commissioners and Approval from the GMS
dari RUPS
›› Actions of the Board of Directors that Must Obtain an Approval
›› Perbuatan Direksi yang Wajib Memperoleh Persetujuan RUPS
of GMS
Rapat Direksi Meeting of the Board ofors Directors
• Ketentuan Umum • General Provisions
• Prosedur Rapat • Meeting Procedures
G
• Mekanisme Kehadiran dan Keabsahan Rapat • Mechanism of Attendance and Legalization of Meeting
• Proses Pengembilan Keputusan • Decision-Making Process
• Risalah Rapat Direksi • Minutes of Meeting of the Board of Directors’ Meeting
Evaluasi Kinerja Direksi Performance Evaluation on the Board of Directors
H • Kebijakan Umum • General Policies
• Kriteria Evaluasi Kinerja Direksi • Criteria of Performance Evalution ofx the Board of Directors
Fungsi Pendukung Supporting Functions
I • Sekretaris Perusahaan • Corporate Secretary

• Internal Audit • Internal Audit
J Hubungan Perusahaan dengan Anak Perusahaan The Company’s Relationship with Subsidiaries
Kebijakan dan Pelaksanaan Rapat Direksi

Policies and Implementation of the Board of Directors’ Meeting
Kebijakan Rapat Dewan Direksi Policies of the Board of Directors’ Meeting
B e rd a s a r B o a rd M a n u a l d i a t u r ke t e n t u a n u m u m According to the Board Manual, the general provisions on

mengenai Rapat Direksi yang menyatakan Rapat Direksi the Meeting of Board of Directors state that the Meeting is
diselenggarakan secara berkala minimum satu kali dalam held periodically at minimum once a month. The Board of
satu bulan. Direksi dapat mengadakan rapat di luar jadwal Directors has the capability to hold a meeting outside the
yang telah ditetapkan apabila: set schedule if:
• Dipandang perlu oleh seorang atau lebih Anggota Direksi; • Deemed necessary by one or more Members of the
Board of Directors;
• Atas permintaan tertulis dari seorang atau lebih anggota • A written request is submitted by one or more members
Dewan Komisaris; of the Board of Commissioners
• Pemegang Saham yang memiliki jumlah saham terbesar • Shareholders with the majority shares state the issues
dengan menyebutkan hal-hal yang akan dibicarakan. required to be discussed.

Ketentuan lain terkait Rapat Direksi: Other provisions related to the Board of Directors’s Meeting:
• Pan g g i l an R apat d i l a ku ka n s e c a ra te r t u l i s oleh • Notice of Meeting is conducted in written by members of
anggota Direksi yang berhak mewakili Perusahaan dan the Board of Directors who are entitled to represent the
disampaikan dalam jangka waktu paling lambat tiga hari Company and submitted within a period of no more than
sebelum rapat diadakan dengan harus mencantumkan three days prior to the date of meeting and must state the
acara, tanggal, waktu, dan tempat rapat. agenda, date, time, and venue.
• Dalam mata acara lain-lain, Rapat tidak berhak mengambil • In other agendas, the Meeting is not entitled to make
keputusan kecuali semua anggota Direksi atau wakilnya decisions except all of the authorized members of the
yang sah hadir dan menyetujui penambahan mata acara Board of Directors or its representatives attend and
tersebut. agree the additional agenda.
• Rapat Direksi diadakan di tempat kedudukan Perusahaan • The Meeting of the Board of Directors is held in the
atau di tempat kegiatan usaha Perusahaan atau di tempat domicile of the Company or in areas in which the
lain di wilayah Republik Indonesia. Company performs its business activities or in other
areas within the Republic of Indonesia.
Pelaksanaan Rapat Implementation of The Meeting
• Semua Rapat dipimpin oleh Direktur Utama dan bila tidak • All Meetings are chaired by President Director and if
hadir atau berhalangan, Rapat dipimpin oleh Direktur President Director is unable to attend or absent, the
yang khusus ditunjuk untuk maksud itu oleh Direktur Meeting is chaired by a Director that is specifically
Utama. Dalam hal Direktur Utama tidak melakukan appointed for the purpose by President Director. In
penunjukkan, maka salah seorang Direktur yang tertua the event the President Director does not perform the
dalam jabatan sebagai anggota Direksi Perusahaan yang appointment, the member in the Board of Directors who
memimpin Rapat. is the oldest in terms of age chairs the Meeting.
• Direksi harus menetapkan tata tertib Rapat yang • The Board of Directors should stipulate the Meeting rules
dibacakan dalam setiap Rapat Direksi. which are read in every Meeting of the Board of Directors.
Mekanisme Kehadiran dan Keabsahan Mechanismof Attendance and Validity

Rapat of The Meeting
• Rapat Direksi adalah sah dan berhak mengambil • The meeting of Board of Directors is valid and entitled to
keputusan yang mengikat, apabila dihadiri oleh lebih dari make binding decisions if attended by more than ½ (one-
½ (satu per dua) jumlah anggota Direksi atau wakilnya half) of total valid members of the Board of Directors or
yang sah dengan memperhatikan ketentuan dalam its representatives by considering the provisions in the
Anggaran Dasar Perusahaan tentang Rapat Direksi. Articles of Association of the Company on the Meeting
of Board of Directors.
• Anggota Direksi yang tidak hadir atau berhalangan hadir • Members of the Board of Directors who are absent
hanya dapat diwakili oleh anggota Direksi lainnya, dengan or unable to attend could only represented by other
kuasa tertulis yang diberikan khusus untuk keperluan itu. members of the Board of Directors, with a written power
Seorang anggota Direksi hanya dapat mewakili seorang of attorney specially provided for the purpose. A member
anggota Direksi yang tidak hadir atau berhalangan hadir. of the Board of Directors could only be represent one
member of the Board of Directors who is absent or
unable to attend.
Proses Pengambilan Keputusan Rapat Decision Making Process of The

Meeting
• Pada prinsipnya, semua keputusan dalam Rapat Direksi • In principle, all decisions in Meeting of the Board of
diambil berdasarkan musyawarah untuk mufakat. Directors is taken based on negotiation for consensus.
• Dalam hal keputusan berdasarkan musyawarah untuk • In the event the decision based on negotiation for
mufakat tidak tercapai, keputusan diambil berdasarkan consensus fails, decision is made based on the majority
suara terbanyak. votes.

A p a b i l a j u m l a h s u a ra s e t u j u a t a u t i d a k s e t u j u If the total votes of agree and against are unequal, the

s a m a , m a ka P i m p i n a n R a p at ya n g m e n e nt u ka n Chairman of Meeting should determine the ruling by
dengan tetap memperhatikan ketentuan mengenai considering the provisions on the accountability as per
pertanggungjawaban sesuai ketentuan yang berlaku. the prevailing provisions.
• Setiap anggota Direksi berhak mengeluarkan satu suara • Each member of the Board of Directors has the right to
dan tambahan satu suara untuk anggota Direksi yang use one vote and additional one vote for the member of
diwaikili. the Board of Directors he or she represents.
• Suara abstain dan/atau suara yang tidak sah dianggap • Abstain vote and/or illegitimate vote is considered not
tidak ada, serta tidak dihitung dalam menentukan existed, and is not counted in determining the decision
keputusan yang diajukan dalam Rapat Direksi. proposed in Meeting of the Board of Directors.
• Keputusan hasil rapat yang diambil diterima sebagai • The decisions of the meeting that are made are accepted
keputusan bersama. as shared decision.
Risalah Rapat Minutes of Meeting
• Risalah Rapat Direksi dibuat oleh Sekretaris Perusahaan • Minutes of Meeting of the Board of Directors is prepared
untuk setiap Rapat dan ditandatangani oleh pimpinan by Corporate Secretary for each Meeting and signed by
Rapat dan seluruh anggota Direksi yang hadir. Chairman of Meeting and all members of the Board of
Directors.
• Risalah Rapat harus memuat semua materi yang • Minutes of Meeting should include all materials discussed,
dibicarakan, dinamika rapat termasuk pernyataan and dynamics of the meeting, including statement of
ketidaksetujuan/dissenting opinion anggota Direksi (jika dissenting opinion of members of the Board of Directors
ada) dan hal-hal yang diputuskan. (if any) and the decided matters.
Pelaksanaan Rapat dan Kehadiran Meeting Organization and Attendance

Anggota Direksi of the Board of Directors Members
Selama tahun 2018, Direksi telah menyelenggarakan rapat In 2018, the Board of Directors held the meeting 31 times
sebanyak 31 kali, sementara tingkat rata-rata kehadiran while the average level of attendance of members of the
anggota Direksi dalam setiap rapat mencapai 100%. Dengan Board of Directors in each meeting reached 100%. As
demikian setiap putusan maupun rekomendasi yang diambil such, each resolution and recommendation established
dalam rapat telah memenuhi ketentuan maupun aturan yang in the meeting has fulfilled the prevailing provisions and
berlaku dalam pengambilan keputusan. regulations in decision making.
Pelaksanaan Rapat Anggota Direksi Tahun 2018 dan Tingkat kehadiran Anggota Direksi
Implementation of Meeting of the Board of Commissioners of 2018 and Attendance Level of
Members of the Board of Directors
Mei Ags Okt Des
Jan Feb Mar Apr Jun Jul Sep Nov
May Aug Oct Dec
Peserta Rapat 3 3 4 2 2 5 2 2 4 1 1 2
Meeting Participant
kali kali kali kali kali kali kali kali kali kali kali kali
3 3 4 2 2 5 2 2 4 1 1 2
times times times times times times times times times times times times
R. Gunung Sardjono Hadi
v v v v v v v v v v v v
- Meidawati
Beni Jaffilius Ibradi-
Ekariza
Afif Saifudin v v v v v v v v v v v v
Rudy Ryacudu –
Abdul Mutalib
Ari Budiarko –
Huddie Dewanto

Tabel Frekuensi Rapat Direksi Tahun 2018 dan Tingkat Kehadiran Anggota Direksi
Total Frequency of Meeting of the Board of Directors of 2018 and Attendance Level of
Members of the Board of Directors
Nama Jabatan Jumlah Rapat Jumlah Persentase

Name Position Number of Kehadiran Kehadiran
Meetings Number of Percentage of
Attendance Attendance
R. Gunung Sardjono Hadi - Direktur Utama
31 31 100%
Meidawati President Director
Direktur Operasi dan Produksi
Beni Jaffilius Ibradi-Ekariza Director of Operations & 31 31 100%
Production
Afif Saifudin 31 31 100%
Director of Development
Rudy Ryacudu – Direktur Eksplorasi

31 31 100%
Abdul Mutalib Director of Exploration
Direktur Keuangan &

Ari Budiarko – Layanan Bisnis
31 31 100%
Huddie Dewanto Director of Financial &
Business Support
Rata- rata Kehadiran Anggota Direksi

100%
Average Attendance of Board of Directors Members
Tabel Agenda Rapat Direksi Tahun 2018

Table of Agenda of the Board of Directors Meetings 2018
Tanggal
No Agenda Rapat
Rapat Meeting Agenda
Date of Meeting
• Kick Off Meeting (arahan BOD) dalam rangka PHE • Kick-Off Meeting (BOD directions) in PHE
1 09-Jan-18 Management Workshop Management Workshop
• Agenda Lainnya yang Disepakati • Other agreed upon agendas
2 18-Jan-18 PHE Management Workshop PHE Management Workshop
• Man Power Planning (BOD terbatas)

• Man Power Planning (BOD terbatas)
• Out of Court Settlement MOPPL SK-305
3 23-Jan-18 • Out of Court Settlement MOPPL SK-305
• Dry run of Performance of December 2017 and Annual
• Dry run Kinerja Desember 2017 dan Kinerja Tahunan 2017
Performance of 2017
• BOC-BOD dry run
• Dry run BOC-BOD
• Performance Evaluation up to December 2017
• Evaluasi Kinerja sd Desember 2017
• Update Rolling of RJPP 2018-2022
• Update Rolling RJPP 2018-2022,
• Strategies of the Implementation of 2018 RKAP
• Strategi Implementasi RKAP 2018,
• PHE Investment Status and its issues
4 1-Feb-18 • Status Investasi PHE & permasalahannya,
• Business Portfolio Update
• Update Portofolio Bisnis,
• Explanation of OSES Block WK termination,
• Paparan WK Terminasi Blok OSES, Decomissioning SK-305,
Decommissioning SK-305
• IDCC dan
• IDCC and
• Scoring Self Assesment GG
• Self-Assessment Scoring of GG
Dry run of Annual GMS Presentation Material of Fiscal Year
5 15-Feb-18 Dry run Materi Presentasi RUPS Tahunan Tahun Buku 2017 2017
• Materi RUPS Tahunan Tahun Buku 2017 • Material of Annual GMS of Fiscal Year 2017
6 20-Feb-18 • Terminasi Blok Salawati & Kepala Burung • Salawati & Kepala Burung Termination Block
• Agenda lain yang Disepakati • Other agreed upon agendas
• Transfer of 10% PI Process to ROE in WK ONWJ

• Proses Pengalihan PI 10% kepada BUMD pada WK ONWJ
• Rig Management (Exploration, Development, and
7 06-Mar-18 • Rig Management (Eksplorasi, Development dan Operations)
Operations)
• Agenda lain yang Disepakati
• Other agreed upon agendas

• Update of PHE Annual GMS Preparation

• Update Persiapan RUPS Tahunan PHE
• RJPP of PHE of 2019-2026
• RJPP PHE 2019-2026
• Issues on PT Arun Taxation (in liquidation)
• Permasalahan Perpajakan PT Arun (Dalam Likuidasi)
8 20-Mar-18 • Performance Evaluation on the Company of January
• Evaluasi Kinerja Perusahaan Januari dan Februari 2018
and February 2018
• WK Terminasi Blok Salawati dan Kepala Burung
• Termination of WK of Salawati and Kepala Burung Block
• Update Alih Kelola Blok OSES
• Update of transfer management of OSES Block
• Pencapaian Target Produksi ONWJ • Achievements of ONWJ Production Target
• FPSO Salawati • FPSO Salawati
9 29-Mar-18 • Lanjutan Evaluasi Kinerja Perusahaan Januari dan Februari • Continuation of Performance Evaluation on the
2018 Company of January and February 2018
• Komitmen Peningkatan Laba PHE 2018 • Commitment of Profit Increase of PHE of 2018
• BOD Terbatas • Limited BOD
• Man Power Planning • Manpower Planning
10 29-Mar-18
• Kriteria Usulan PRL • PRL Recommendation Criteria
• SSO Fungsi Core • Cor Function of SSO
• Position Paper WK Tomori • WK Tomori Position Paper
11 05-Apr-18 • Update PHE-12 Blok WMO • Update of PHE-12 of WMO Block
• Evaluasi kinerja PHE bulan April 2018 • Performance evaluation on PHE of April 2018
• Performance Evaluation of February and March 2018
• Evaluasi Kinerja Februari dan Maret 2018
• Recommendation of Changes in the Articles of
• Usulan Perubahan Anggaran Dasar PHE
Association of PHE
12 26-Apr-18 • Pengalihan Saham Minoritas AP PHE dan Perusahaan
• Transfer of Minority Shares of PHE Subsidiaries and
Afiliasi
Affiliations
• Man Power Planning
• Manpower Planning
• Preparation of Transfer Management of WK Ogan
• Persiapan Proses Alih Kelola WK Ogan Komering, Tuban,
Komering, Tuban, OSES, and NSB related to License to
OSES dan NSB terkait Licence to Operate.
13 9-May-18 Operate.
• Pegalihan PI Blok Nunukan dan Ambalat
• Transfer of PI of Nunukan and Ambalat Blocks
• Agenda Lain yang disepakati
• Peningkatan Produk Migas PT PHE ONWJ • Increase of Oil and Gas Products of PT PHE ONWJ
• Dry run Materi BOC-BOD Evaluasi Kinerja PHE Bulan April • Dry run of Material on PHE BOC-BOD Performance
14 21-May-18
2018. Evaluation of April 2018
• Agenda Lain yang disepakati • Other agreed upon agendas
• WK Senoro Toili Position Paper
• Position Paper WK Senoro Toili • Implementation of 10% Divestment of ONWJ Block to
15 06-Jun-18 • Pelaksanaan Divestasi 10% Blok ONWJ ke BUMD ROW
• Tindak Lanjut Pembahasan Produksi Migas PT PHE ONWJ • Follow Up on the Discussion of Oil and Gas Production
of PT PHE ONWJ
16 25-Jun-18 Pending Matters dan Rencana Kerja Pending Matters and Work Plan
17 25-Jun-18 Update Proses Alih Kelola Wilayah Kerja OSES Update of Transfer Management of WK OSES
18 26-Jun-18 Pengalihan PI 10% BUMD di Wilayah Kerja ONWJ Transfer of 10% PI of ROE in WK ONWJ
Dry run Materi BO-BOD Evaluasi Kinerja PHE Bulan Mei
19 28-Jun-18 Dry run Materi BO-BOD Evaluasi Kinerja PHE Bulan Mei 2018 2018
• Transfer Management of OSES Block (Organization &
• Alih Kelola Blok OSES (Organisasi & Strategi HR) HR Strategies)
• Organisasi Tuban East Java-Randugunting. • Tuban East Java-Randugunting Organization.
20 06-Jul-18 • Pergerakan Pekerja di Eksplorasi terkait dengan GAP PRL • Employee Movement in Exploration related to GAP PRL
• Agenda Lain yang disepakati (Dry run Materi One on One & • Other agreed upon agendas (dry run of One on One &
Usulan RKAP Revisi 2018 dan RKAP 2019) Recommendation of the 2018 RKAP Revision and 2019
RKAP)
• Dry run of PHE Performance Material up to June 2018
• Dry Run Materi Kinerja PHE sd Bulan Juni 2018
• Implementation Report of 10% PI Transfer to ROE in
• Laporan Pelaksanaan Pengalian PI 10% kepada BUMD di
WK Siak
WK Siak
• Dividend distribution of Natuna 2 BV – Tax Saving
• Distribusi Deviden Natuna 2 BV - Inisiatif Penghematan
21 23-Jul-18 Initiative
Pajak
• Follow Up of the Previous BOD Meeting related to the
• Tindak Lanjut BOD Meeting sebelumnya terkait Update
Update Statud of SK-305 Block, PHE Australia and
Status Blok SK-305, PHE Australia dan Blok Marakesh
Marakesh Block
• Tindak Lanjut Challenge Session RKAP 2019
• Follow Up of Challenge Session of the 2019 RKAP
22 1-Aug-18 Pelaporan terkait Kasus MMB Reporting on MMB Case
• Pemaparan Hasil Audit Investigasi pada JOB Pertamina – • Explanation of Investigative Audit Results of JOB
• Petrochina Salawati yang dilaksanakan oleh Pertamina – Petrochina Salawati performed by limited
• BOD terbatas bersama SPI. BOD with SPI.
• Dry Run Materi Kinerja Bulan Juli 2018 untuk persiapan • Dry Run of Performance Material in July 2018 for BOC-
23 23-Aug-18
BOC-BOD Meeting BOD Meeting preparation
• Agenda lain yang disepakati • Other agreed upon agendas
›› Update Alih kelola PHE OSES ›› Update of PHE OSES Transfer Management
›› Update Pengalihan 10% PI BUMD di Blok ONWJ ›› Update of PI 10% Transfer of ROE in ONWJ Block

Tanggal
No Agenda Rapat
Rapat Meeting Agenda
Date of Meeting
• Pembahasan Diskresi Pekerja • Discussion of Employee Discretion
• PRL BS • PRL BS
24 07-Sep-18 • Pengakhiran Kontrak Temporary Production Facility (TPF) • Contract Termination of PHE WMO Temporary
PHE WMO Production Facility (TPF)
• Agenda lain yang disepakati • Other agreed upon agendas
• Position Paper Optimalisasi Portofolio WK Terminasi - Ogan • Portfolio Optimization Position Paper of Termination
Komering dan Tuban. WK – Ogan Komering and Tuban.
• Agenda lain yang disepakati. • Other agreed upon agendas.
25 14-Sep-18 ›› Akan dilaksanakan Video Conference Direktorat Hulu ›› Video Conference to be held by Upstream
Jam 09.00 WIB oleh SVP Upstream Strategic Planning Directorate at 09.00 WIB by SVP Upstream
& Performance Evaluation (SVP USPOE) PT Pertamina Strategic Planning & Performance
(Persero).
• Dry run Materi BOC-BOD evaluasi kinerja PHE bulan • Dry run of BOC-BOD Material of Performance
Agustus Evaluation on PHE of August
26 21-Sep-18 • 2018 Monitoring Risk Management • 2018 Monitoring Risk Management
• Position Paper Optimalisasi Portofolio WK Terminasi - Ogan • Portfolio Optimization Position Paper of Termination
Komering dan Tuban. WK – Ogan Komering and Tuban.
• Transfer Management Progress of WK NSO, NSB,
• Progres Alih Kelola Wilayah Kerja NSO, NSB, Jambi Merang,
Jambi Merang, Raja Tempirasi, and Salawati
Raja Tempirai dan Salawati
• Organizational Strategies of Transfer Management of
• Strategi Organisasi Alih Kelola Operations & Maintenance
Operations & Maintenance of Treating, Condy & SRU
27 28-Sep-18 unit Treating, Condy & SRU dari PAG ke PHE NSO & NSB
units from PAG to PHE NSO & NSB
• Perubahan Sebutan (Nomenklatur) Jabatan di Lingkungan
• Changes in Nomenclature at PHE and PHE
PHE & AP PHE
Subsidiaries
• Agenda lain yang disepakati
• Other agreed upon agendas.
• Tindak lanjut BOD Meeting sebelumnya: • Follow up of the previous BOD Meeting: Optimization
Progres optimalisasi wilayah kerja alih kelola Tuban dan progress in transfer management of WK Tuban and
Ogan Komering Ogan Komering
• Upaya peningkatan produksi PHE ONWJ • Efforts in increasing PHE ONWJ production
• Penyelesaian hak dan kewajiban dengan pihak ketiga blok • Copmpletion of rights and obligations with third party of
Raja Tempirai Raja Tempirai Block
28 22-Oct-18 • Dry run persiapan BOC-BOD meeting terkait: • BOC-BOD Meeting dry run related to:
›› Tindak lanjut atas arahan BOC-BOD meeting ›› Follow up on the directions given in the previous
sebelumnya BOC-BOD
›› Evaluasi kinerja bulan September 2018 ›› Performance Evaluation in September 2018
›› Monitoring risk management ›› Monitoring Risk Management
›› Perkenalan Komisaris baru ›› Introduction of New Commissioner
• Agenda lain yang disepakati. • Other agreed upon agendas.
• Transfer of 10% Participating Interest (PI) to ROE in PHE
• Pengalihan Participating Interest (PI) 10% ke BUMD di
WMO Working Area.
Wilayah Kerja PHE WMO.
• Proposal of AFE Closed Out over development well
• Pengajuan AFE Closed Out atas pemboran sumur
drilling of PHE KE-38-A 16 which had the potential of
pengembangan PHE KE-38-A 16 yang memiliki potensi
Non Cost Recovery at PHE WMO.
Non Cost Recovery di PHE WMO.
• Assets rental initiative and floating storage optimization
• Initiative sewa asset dan opsi optimalisasi floating storage
29 21-Nov-18 option at PHE ONWJ.
di PHE ONWJ.
• Performance Evaluation and Monitoring Risk
• Evaluasi Kinerja dan Monitoring Risk Management Bulan
Management in October 2018.
Oktober 2018.
• Other agreed upon agendas.
• Agenda lain yang disepakati.
›› PJBG of PHE Tomori Progress with Pupuk
›› Progres PJBG PHE Tomori dengan Pupuk Indonesia
Indonesia
›› Update Merakesh
›› Merakesh Update
• POD Integrasi dengan MMB di PHE WMO • Integration of POD with MMB at PHE WMO
• Kinerja Produksi PHE OSES • Production Performance of PHE OSES
30 12 Desember 2018
• Evaluasi Kinerja bulan Oktober 2018 • Performance Evaluation in October 2018
• Agenda Lain Yang Disepakati • Other agreed upon agendas
• Follow up of the previous Meeting of the Board of
• Tindak lanjut Rapat Direksi sebelumnya tentang POD
Directors on the POD Integration with MMB at PHE
Integrasi dengan MMB di PHE WMO
31 20 Desember 2018 WMO
• Evaluasi Kinerja bulan November 2018
• Performance Evaluation in November 2018
• Agenda Lain Yang Disepakati

Pada kurun waktu periode pelaporan, Direksi juga menghadiri During the reporting period, the Board of Directors also
rapat atas undangan Dewan Komisaris, atau disebut sebagai attended meetings invited by the Board of Commissioners,
Rapat Gabungan. Selama tahun 2018, Direksi menghadiri or known as Joint Meeting. In 2018, the Board of Directors
Rapat Gabungan sebanyak 9 kali. Uraian tentang tingkat attended the Joint Meeting 9 times. Description on the
kehadiran anggota Direksi dalam Rapat Gabungan dan attendance level of members of the Board of Directors in
agenda yang dibahas, diuraikan dalam pembahasan the Joint Meeting and the discussed agenda is presented in
mengenai Kebijakan dan Pelaksanaan Rapat Dewan the discussion on Policies and Implementation of Meeting
Komisaris pada halaman 320 laporan ini. of the Board of Commissioners on page 320 in this Report.
Keputusan RUPST 2018 Untuk Tahun AGMS Resolution of 2018 For Fiscal Year
Buku 2017 dan Pelaksanaannya 2017 and Its Implementation
Dalam Laporan ini disertakan pembahasan mengenai hasil In this Report it is included with discussion on GMS results
RUPS Tahun 2018 untuk tahun buku 2017, sesuai dengan of 2018 for Fiscal Year 2017, in accordance with the
ketentuan dalam Surat Edaran Otoritas Jasa Keuangan provisions in Financial Services Authority Circulation Letter
(SEOJK) No.30/SEOJK.04/2016 Tentang Bentuk dan Isi (SEOJK) Number 30/SEOJK.04/2016 on the Form and
Laporan Tahunan Emiten Atau Perusahaan Publik. RUPS Content of Annual Report of Issuers or Public Companies.
dimaksud diselenggarakan pada 22 Maret 2018, bertempat The concerned GMS was held on 22 March 2018, located
di Jakarta. in Jakarta.
Risalah RUPST tahun 2018 tertuang dalam Akta Berita Acara AGMS Minutes of Meeting of 2018 are stated in the Deed
Rapat Umum Pemegang Saham Tahunan PT Pertamina Hulu of Annual General Meeting of Shareholders of PT Pertaina
Energi No.74 tertanggal 22 Maret 2017 yang dibuat oleh Hulu Energi Number 74 of 22 March 2017 prepared by
Notaris Marianne Vincentia Hamdani, SH. Notary Marianne Vincentia Hamdani, SH.
Keputusan RUPST di 2018 Untuk Tahun Buku 2017 dan Pelaksanaannya

Decisions of the AGMS in 2018 for the 2017 Fiscal Year and Implementation
Keputusan Pelaksanaan
Resolution Implementation
Mata Acara 1: Agenda 1:

Pemegang Saham mayoritas, menyampaikan dapat

The majority shareholders stated it could accept the
menerima pemaparan Laporan Kinerja Direksi dan
exposure of Performance Report of the Board of Directors,
Pengawasan yang telah dilakukan oleh Dewan Komisaris
Supervision conducted by the Board of Commissioners of
Perseroan dan memberikan Apresiasi atas Kinerja Direksi 22 Maret 2018
the Company, grant Performance Reward for the Board of
serta Pengawasan yang dilakukan Dewan Komisaris, 22 March 2018
Directors as well as Supervision conducted by the Board of
dan memberikan arahan agar selanjutnya dapat lebih
Commissioners and provide directions to further increase the
meningkatkan kegiatan operasional Perseroan agar
Company’s operational activities for better results.
tercapai hasil yang lebih baik.

Persetujuan Laporan Tahunan termasuk pengesahan Approval of Annual Report including ratification of Financial
Laporan Keuangan Perusahaan disertai Pemberian Statements of the Company along with the Grant of Full
Pelunasan dan Pembebasan Tanggung Jawab Discharge and Release (volledig acquit et de charge) to the
Sepenuhnya (volledig acquit et de charge) kepada Direksi Board of Directors and Board of Commissioners.
dan Dewan Komisaris.

Pemegang saham dengan suara bulat memutuskan:
Menyetujui Laporan Tahunan Perseroan untuk Tahun
The Shareholders unanimoulsly decided the following:
Buku 2017 serta mengesahkan Laporan Keuangan
Approved the Company’s Annual Report for Fiscal Year
Perseroan untuk tahun buku yang berakhir pada tanggal
2017 as well as ratified the Company’s Financial Statements
31- 12-2017 beserta penjelasannya yang telah diaudit
for fiscal year ended on 31 December 2017 along with its
Kantor Akuntan Publik (KAP) Purwantono, Sungkoro
elucidations which had been audited by Public Accounting
dan Surja sebagaimana termuat dalam Laporan Nomor
Firm (KAP) Purwantono, Sungkoro, and Surja, as stated in 22 Maret 2018
RPC-5658/PSS/2018 tanggal 12-02-2018 dengan
Report Number RPC-5658/PSS/2018 of 12 February 2018 22 March 2018
pendapat "Wajar dalam semua hal yang material" ;
with “Fair in all material aspects”; Granted full discharge
Memberikan pelunasan dan pembebasan sepenuhnya
and release (volledig et acquit de charge) to the Board of
dari tanggungjawab (volledig acquit et de charge) kepada
Directors over the managerial affairs and to the Board of
Direksi atas tindakan pengurusan dan kepada Dewan
Commissioners over the supervisory action they performed
Komisaris atas tindakan pengawasan yang mereka
in Fiscal Year ended on 31 December 2017.
lakukan dalam Tahun Buku yang berakhir tangga 31
Desember 2017.
Penetapan Penggunaan Laba Tahun Buku 2017 Stipulation of Profit Utilization of Fiscal Year 2017
Para pemegang saham dengan suara bulat memutuskan

: Penetapan penggunaan Laba Tahun Berjalan Perseroan The Shareholders unanimously decided the following:
Tahun Buku yang berakhir tanggal 31 Desember 2017 Stipulation of Profit for the Year of the Company of Fiscal Year
sebesar US$248.885.418. sebagai berikut: 1. Sebesar ended on 31 December 2017 amounting to USD248,885,418
US$74.665.625. atau 30% dari Laba Yang Distribusikan is as follows: 1. USD74,665,625 or 30% of the Attributable
kepada Entitas Induk tahun buku yang berakhir tanggal Profit to the Owners of the Parent Entity of fiscal year ended 22 Maret 2018
31 Desember 2017 sebagai dividen ke Pemegang Saham, on 31 December 2017 as dividend to Shareholders was paid 22 March 2018
dibayarkan secara Cash. / 2. Besarnya dividen yang cash. 2. The amount of dividend which became the right of the
menjadi hak Pemegang Saharn wajib disetorkan kepada Shareholders must be paid in to the Shareholders not later
Pemegang Saham selambat-lambatnya 30 (tiga puluh) than 30 (thirty) days after being stipulated by GMS or on other
hari setelah ditetapkan oleh RUPS atau pada tanggal lain dates stipulated by yhe GMS.
yang ditetapkan oleh RUPS.
Penunjukan Kantor Akuntan Publik (KAP) untuk Tahun Appointment of Public Accounting Firm (KAP) for Fiscal Year
Buku 2017 2017
Memberikan kuasa dan melimpahkan kewenangan

Granted and delegeated authority to the Board of
kepada Dewan Komisaris perseroan untuk menetapkan
Commissioners of the Company to stipulate Public
Kantor Akuntan Publik (KAP) dalam melakukan
Accounting Firm (KAP) in performing audit over the Financial
pemeriksaan atas Laporan Keuangan Perusahaan tahun 22 Maret 2018
Statements of the Company of fiscal year ended on 31
buku yang berakhir 31 Desember 2017, berikut besaran 22 March 2018
December 2017, along with its service fee in accordance with
nilai jasanya, sesuai ketentuan yang berlaku, dengan
the provision that the KAP appointed by the Company is the
ketentuan bahwa KAP yang ditunjuk Perusahaan sama
same as the KAP appointed by PT Pertamina (Persero).
dengan KAP yang ditunjuk oleh PT Pertamina (Persero).
Mata Acara 5 : Agenda 5:

Penetapan Penghargaan atas Kinerja (Tantiem) kepada Stipulation of Performance Reward (Bonus) to the Board of
Direksi dan Dewan Komisaris Tahun Buku 2017 Directors and Board of Commissiners of Fiscal Year 2017
Para Pemegang Saham secara bulat memutuskan : The Shareholders unanimously decided the following:
Sudah ditindaklanjuti
Penetapan Penghargaan atas Kinerja (Tantiem) Direksi Stipulation of Performance Reward (Bonus) for the Board of
dengan RUPS Sirkuler
dan Dewan Komisaris Tahun Buku 2017 akan ditentukan Directors and Board of Commissioners of Fiscal Year 2017
Had been followed up by
kemudian dan akan dilaksanakan dalam RUPS terpisah to be determined later and conducted in a separate circular
secara sirkuler. Circular GMS
GMS.

Agenda 6:
Mata Acara 6 :
Proposal of Remuneration for the Board of Directors and
Usulan Remunerasi Direksi dan Honorarium Dewan
Honorarium for the Board of Commissioners of Fiscal Year
Komisaris Tahun Buku 2018
2018
Para pemegang saham secara bulat memutuskan : The Shareholders unanimously decided the following:
Penetapan Remunerasi Direksi dan Dewan Komisaris Stipulation of Remuneration for the Board of Directors 22 Maret 2018
Tahun Buku 2018 akan ditentukan kemudian dan akan and Board of Commissioners of Fiscal Year 2018 to be 22 March 2018
dilaksanakan dalam RUPS terpisah secara sirkuler. determined later and conducted in a separate circular GMS.
Keputusan RUPST 2017 Untuk Tahun AGMS Resolution 2017 for Fiscal Year
Buku 2016 dan Pelaksanaannya 2016 and Its Implementation
Dalam Laporan ini disertakan pembahasan mengenai hasil In this Report it is included discussion on GMS 2017 results
RUPS Tahun 2017 untuk tahun buku 2016, sesuai dengan for fiscal year 2016, in accordance with the provisions in
ketentuan dalam Surat Edaran Otoritas Jasa Keuangan Financial Services Authority Circulation Letter (SEOJK)
(SEOJK) No.30/SEOJK.04/2016 Tentang Bentuk dan Isi Number 30/SEOJK.04/2016 on the Form and Content
Laporan Tahunan Emiten Atau Perusahaan Publik. RUPS of Annual Report of Issuers or Public Companies. The
dimaksud diselenggarakan pada 01 Maret 2017, bertempat concerned GMS was held on 01 March 2017, located in
di Jakarta. Jakarta.
Risalah RUPST tahun 2017 tertuang dalam Akta Berita AGMS minutes of meeting of 2017 is stated in the Deed of
Ac ara Rapat Umum Pemegang Saham Tahunan PT Annual General Meeting of Shareholders of PT Pertamina
Pertamina Hulu Energi tertanggal 01 Maret 2017 yang dibuat Hulu Energi of 01 March 2017 prepared by Notary Marianne
oleh Notaris Marianne Vincentia Hamdani, SH. Vincentia Hamdani, SH.
Keputusan RUPST di 2017 Untuk Tahun Buku 2016 dan Pelaksanaannya

AGMS Resolution in 2017 for Fiscal Year 2016 and its Implementation

Agar selanjutnya dapat lebih meningkatkan In order to further heighten the efficiency of
efisiensi kegiatan operasional Perusahaan untuk operational activities of the Company for better
hasil yang lebih baik, seperti mencari solusi results, such as finding solutions for non-active
atas Anak Perusahaan yang non aktif untuk Sudah dilaksanakan
Subsidiaries in support of the company efficiency. In
mendukung efisiensi perusahaan. Dalam hal Had been implemented
performing the effiency activities, priority scale must
melakukan efisiensi, harus tetap memperhatikan remain be considered so that it would not disturb
skala prioritas agar tidak menganggu target operational target in 2017, and for GCG to be more
operasional di tahun 2017, juga agar GCG lebih increased.
ditingkatkan.

Persetujuan Laporan Tahunan termasuk Approval of Annual Report including the Ratification
Pengesahan Laporan Keuangan Perusahaan of Financial Statements of the Company along with
Disertai Pemberian Pelunasan dan Pembebasan the Grant for Full Dicharge and Release (volledig
Tanggung Jawab Sepenuhnya (volledig acquit et acquit et de charge) to the Board of Directors and
de charge) kepada Direksi dan Dewan Komisaris. Board of Commissioners.

Menyetujui laporan tahunan Perusahaan untuk
Approved the Company’s annual report for fiscal year
tahun buku 2016, serta mengesahkan laporan Sudah dilaksanakan
2016, as well as ratified the financial statements of the
keuangan perusahaan untuk tahun buku Had been implemented
company for fiscal year 2016 which had been audted
2016 yang telah diaudit oleh KAP Purwantono,
by KAP Purwantono, Sungkoro & Surya.
Sungkoro & Surya.
Agenda 3:
Mata Acara 3:
Establishment of the 2016 Fiscal Year Profit
Penetapan Penggunaan Laba Tahun Buku 2016
Utilization
Keputusan Mata Acara 3: Agenda Decision 3:
Penetapan pengunaan laba Perusahaan yang Establishment of the Company's profit utilization to
dapat didistribusikan kepada pemilik entitas be distributed to the owners of the parent entity of the
Sudah dilaksanakan
induk tahun buku 2016 sebesar US$188.862.641, fiscal year 2016 of US$188,862,641, as follows:
Had been implemented
sebagai berikut: sebesar US$114.156.115 sebagai US$114,156,115 as dividend to shareholders,
dividen ke pemegang saham dan sebesar US$74,706,526 as general reserves.
US$74.706.526 sebagai cadangan umum.
Penunjukan Kantor Akuntan Publik (KAP) untuk Appointment of Public Accountant Firm for 2017
Tahun Buku 2017 Fiscal Year
Memberikan kuasa dan melimpahkan Providing authorization and delegating authority
kewenangan kepada Dewan Komisaris to the Board of Commissioners of the Company to
Perusahaan untuk menetapkan Kantor Akuntan establish the Public Accounting Firm (KAP) in auditing
Publik (KAP) dalam melakukan pemeriksaan atas the Company's Financial Statements for the year Sudah dilaksanakan
laporan keuangan Perusahaan tahun buku 2017 2017 followed its service value ,in accordance with Had been implemented
berikut besaran nilai jasanya, sesuai ketentuan the provisions that KAP appointed by the Company
bahwa KAP yang ditunjuk Perusahaan sama is the same as the KAP appointed by PT Pertamina
dengan KAP yang ditunjuk oleh Pertamina (Persero).
(Persero).
Penetapan Penghargaan atas Kinerja (Tantiem) Establishment of the Reward for Performance
kepada Direksi dan Dewan Komisaris Tahun Buku (Tantiem) for the 2016 Fiscal Year Board of Directors
2016 and Board of Commissioners.

Penetapan penghargaan atas kinerja (tantiem) Establishment of the reward for performance
Sudah dilaksanakan
Direksi dan Dewan Komisaris Perusahaan akan (tantiem) for the Company's Board of Directors and
ditentukan kemudian dan akan dilaksanakan Board of Commissioners to be determined later in a
dalam RUPS terpisah secara sirkuler. circular separate GMS.
Agenda 6:
Mata Acara 6:
Proposal for the 2017 Fiscal Year Board of Directors'
Usulan Remunerasi Direksi dan Honorarium
Remuneration and the Board of Commissioners'
Dewan Komisaris Tahun Buku 2017
Honorarium
Keputusan Mata Acara 6: The Shareholders unanimously decided the

Penetapan remunerasi Direksi dan honorarium following: Stipulation of Remuneration for the Board
Sudah dilaksanakan
Dewan Komisaris Perusahaan akan ditentukan of Directors and Board of Commissioners of Fiscal
kemudian dan akan dilaksanakan dalam RUPS Year 2018 to be determined later and conducted in a
terpisah secara sirkuler. separate circular GMS.

Penilaian Kinerja Direksi [102-28] Performance Evaluation

on The Board of Directors [102-28]
Evaluasi kinerja Direksi diatur dalam Pedoman Board Manual Performance evaluation on the Board of Directors
No.A-005/PHE040/2018-S9. Dalam bahasan Evaluasi is regulated in the B oard Manual Number A-005/
Kinerja Direksi disebutkan Kebijakan umum evaluasi kinerja PHE040/2018-S9. In the discussion of Performance
Direksi adalah: Evaluation on the Board of Directors, general policies on
the performance evaluation on the Board of Directors are
as follows
• Kinerja Direksi dan masing-masing anggota Direksi • Performance of the Board of Directors and each member
akan dievaluasi oleh Dewan Komisaris dan disampaikan of the Board of Directors are to be evaluated by the
kepada Pemegang Saham dalam RUPS. Board of Commissioners and submitted to Shareholders
in GMS.
• Secara umum, kinerja Direksi ditentukan berdasarkan • In general, performance of the Board of Directors is
tugas kewajiban yang tercantum dalam peraturan determined based on the duties and obligations stated
perundang-undangan yang berlaku dan Anggaran Dasar in the prevailing laws and regulations and Articles of
Perusahaan maupun amanat Pemegang Saham. Kriteria Association of the Company as well as mandate of the
Evaluasi formal disampaikan secara terbuka kepada Shareholders. Criteria of formal Evaluation is conveyed
Anggota Direksi yang bersangkutan sejak tanggal openly to the Members of the Board of Directors
pengangkatannya. concerned since the date of appointment.
• Evaluasi terhadap kinerja Direksi secara keseluruhan dan • Evaluation on the performance of the Board of Directors
kinerja masing-masing anggota Direksi secara individu as a whole and performance of each member of the
akan merupakan bagian tak terpisahkan dalam skema Board of Directors as individual constitute an integral
kompensasi dan pemberian insentif bagi anggota Direksi. part in compensation and incentive distribution scheme
for members of the Board of Directors.
Board Manual juga mengatur Kriteria Evaluasi Kinerja Board Manual also regulates the Criteria of Performance
Direksi yang ditetapkan dalam RUPS berdasarkan Key Evaluation of the Board of Directors established in GMS
Performance Indicator (KPI). Di samping itu, kriteria kinerja based on key performance indicator (KPI). Additionally,
Direksi juga dapat dilakukan secara individu yang diajukan the criteria of performance of the Board of Directors
oleh Komite Nominasi dan Remunerasi, atau oleh Dewan could also be conducted individually which proposed by
Komisaris untuk ditetapkan dalam RUPS: Nomination and Remuneration Committee, or the Board of
Commissioners to be stipulated in GMS:
• Pe ny u s u n a n K P I p a d a awa l t a h u n d a n eva l u a s i • Development of KPI at the beginning of year and

pencapaiannya, evaluation on its achievements,
• Tingkat kehadirannya dalam Rapat Direksi maupun rapat • Its level of attendance in Meeting of the Board of
dengan Dewan Komisaris, Directors and meeting with the Board of Commissioners,
• Kontribusinya dalam aktivitas bisnis Perusahaan, • Its contribution in the Company’s business activities,
• Keterlibatannya dalam penugasan-penugasan tertentu, • Its involvement in certain assignments,
• Ketaatan terhadap peraturan perundang-undangan yang • Compliance to the prevailing laws and regulations, as
berlaku, serta kebijakan Perusahaan, well as policies of the Company,
• Pencapaian target Perusahaan yang tertuang dalam • Target achievements of the Company stated in the RKAP
RKAP dan kontrak manajemen. and management contract.

Penilaian dilaksanakan secara berkala setiap triwulan Assessment is carried out periodically every quarter and
dan pada akhir tahun dengan indikator atau parameter at the end of the year with indicators and parameters for
penilaian dan evaluasi. Hal ini tertuang dalam Keputusan evaluation and evaluation. This is stated in the Decree of
Sekretaris Kementerian Badan Usaha Milik Negara the Secretary of the Ministry of State Owned Enterprises
Nomor.SK-16/S.MBU/2012 tanggal 06 Juni 2012 tentang Number S.K-16/S.MBU/2012 dated June 6, 2012 concerning
Indikator/Parameter Penilaian dan Evaluasi atas Penerapan Indicators/Parameters of Assessment and Evaluation of
Tata Kelola Perusahaan yang Baik (Good Corporate the Implementation of Good Corporate Governance in
Governance) pada Badan Usaha Milik Negara. Penilaian State-Owned Enterprises . The assessment also uses the
juga menggunakan Indikator Kinerja Utama (KPI) yang Key Performance Indicators (KPI) that have been set and
telah ditetapkan dan menjadi target Direksi pada awal tahun. are targeted by the Directors at the beginning of the year.
Pencapaian KPI Direksi dilakukan melalui proses monitoring The Directors' KPI achievement is carried out through a
setiap triwulan dengan mekanisme Performance Dialogue monitoring process every quarter with the Performance
(PD) yang dilaksanakan secara berjenjang dari pekerja Dialogue (PD) mechanism which is carried out in stages
sampai dengan Direktur Utama. from workers to the President Director.
Performance Dialogue untuk Direktur Utama dilaksanakan Performance Dialogue for President Director is conducted
bersama perwakilan PT Pertamina (Persero) selaku hand in hand with PT Pertamina (Persero) representatives
p e m e g a n g s a h a m . H a s i l p e n i l a i a n k i n e r j a D i re ks i as shareholders. Results of the performance evaluation on
disampaikan kepada pemegang saham sebagai bahan the Board of Directors are conveyed to the shareholders
pertimbangan dalam pengambilan keputusan. Penilaian as consideration in decision making. The performance
kinerja Direksi ditentukan berdasarkan tugas, wewenang, evaluation on the Board of Directors is determined based on
kewajiban serta tanggung jawab yang dituangkan dalam the duties, authority, obligations as well as responsibilities
Anggaran Dasar Perusahaan dan Keputusan RUPS, serta described in the Articles of Association of Company
peraturan perundang-undangan yang berlaku. Penilaian and GMS Resolution along with the prevailing laws and
kinerja Dewan Komisaris dan Direksi juga terkait dengan regulations. Moreover, the performance evaluation on the
kinerja Perusahaan dalam aspek ekonomi, sosial dan Board of Commissioners and Board of Directors also relate
lingkungan. to the performance of the Company in aspects of economy,
social, and environment.
Dewan Komisaris mengusulkan kriteria evaluasi kinerja The Board of Commissioners recommends criteria of
Direksi untuk kemudian ditetapkan oleh RUPS sejak performance evaluation on the Board of Directors to
saat pengangkatannya dan dituangkan dalam kontrak be subsequently stipulated by GMS since the date of
pengangkatan (appoinment agreement/performance appointment and declared in appointment agreement/
contract). Hasil evaluasi kinerja masing-masing Direktur performance contract. Results of the performance
dijadikan Perusahaan sebagai dasar: evaluation of each Director are transformed by the Company
into the basis of:
• Pemberian remunerasi dan insentif, • Remuneration and incentive distribution,

• Sebagai bahan pertimbangan untuk memberhentikan • Consideration to dismiss the concerned Director in the
Direktur tersebut di tengah jabatan, middle of his or her term of office,
• Sarana penilaian efektivitas Direksi, • Evaluation means on the effectivity of the Board of
Directors,
• Dasar pemberian pembebasan dari tanggung jawab. • Granting full discharge of responsibility (acquit et de
charge).

Total Hasil Penilaian Kinerja Direksi Berdasarkan Ketentuan

Dalam Surat Keputusan Sekretaris Kementerian Badan Usaha
Milik Negara Nomor.SK-16/S.MBU/2012 Tahun 2018
Results of Evaluation on the Board of Directors Based
on the Provisions in Secretary of the Ministry of SOE Decree
Number SK-16/S.MBU/2012 of 2018
Tingkat
No Parameter Penilaian
Assessment Parameter Pemenuhan (%)
Compliance Rate (%)
Direksi melaksanakan program pelatihan/pembelajaran The Board of Directors performed training/learning

1 76
secara berkelanjutan programs sustainably
Direksi melakukan pembagian tugas/fungsi, wewenang The Board of Directors performed distribution of duties/
2 92
dan tanggung jawab secara jelas functions, authority and responsibilities with clarity
3 Direksi menyusun perencanaan Perusahaan The Board of Directors prepared the Company planning 87
Direksi berperan dalam pemenuhan target kinerja The Board of Directors actively played a role in fulfilling the
4 91
perusahaan company performance target
Direksi melaksanakan pengendalian operasional The Board of Directors carried out operational and financial
5 dan keuangan terhadap implementasi rencana dan control to the implementation of plans and policies of the 98
kebijakan Perusahaan Company
Direksi melaksanakan pengurusan perusahaan sesuai The Board of Directors carried out managerial affairs of
6 dengan peraturan perundang-undangan yang berlaku the company in accordance with the prevailing laws and 100
dan anggaran dasar regulations and articles of association
Direksi melakukan hubungan yang bernilai tambah bagi The Board of Directors built an added-value relationship for
7 91
perusahaan dan stakeholders the compay and stakeholders
Direksi memonitor dan mengelola potensi benturan The Board of Directors monitored and managed potential
8 kepentingan anggota Direksi dan manajemen di bawah conflict of interest of members of the Board of Directors and 100
Direksi management under the Board of Directors
Direksi memastikan Perusahaan melaksanakan The Board of Directors ensured the Company to perform
keterbukaan informasi dan komunikasi sesuai peraturan information and communciation transparency in
9 perundang-undangan yang berlaku dan penyampaian accordance with the prevailing laws and regulations, and 100
informasi kepada Dewan Komisaris/Dewan Pengawas information dissemination to the Board of Commissioners/
dan Pemegang Saham tepat waktu Supervisory Board and Shareholders in a timely manner
The Board of Directors held meeting of the Board

Direksi menyelenggarakan rapat Direksi dan
of Directors and attended Meeting of the Board of
10 menghadiri Rapat Dewan Komisaris/Dewan Pengawas 97
Commissioners/Supervisory Board in accordance with the
sesuai dengan ketentuan perundang-undangan
provisions of law
Direksi wajib menyelenggarakan pengawasan intern The Board of Directors must organize quality and effective
11 97
yang berkualitas dan efektif internal supervision
Direksi menyelenggarakan Fungsi Sekretaris The Board of Directors implemented quality and effective
12 95
Perusahaan yang berkualitas dan efektif corporate secretary function
Direksi menyelenggarakan RUPS Tahunan dan RUPS The Board of Directors held Annual GMS and other GMS in
13 96
lainnya sesuai peraturan perundang-undangan accordance with the laws and regulations.

Total Hasil Penilaian Direksi Berdasarkan Pencapaian KPI Tahun 2018

Total Results of Board of Directors' Assessment Based on Achievement of KPI Year 2018
Bobot Indikator Pencapaian

No Indikator Kinerja Utama (KPI) Indicator Weight Achievement
Key Performance Indicator (KPI)
% %
Direktur Utama | President Director
1 Group KPI | KPI Group 10 11,01

2 Aspek Financial | Financial Aspect 10 10,46
3 Aspek Operational Excellence | Operational Excellence Aspect 40 35,93
4 Aspek Growth | Growth Aspect 30 25,83
5 Aspek People Management | People Management Aspect 20 18,81
Total 100 102,05
Direktur Operasi dan Produksi | Operations & Production Director

Total 100 103,02
Direktur Pengembangan | Development Director

Total 100 102,42
Direktur Eksplorasi | Exploration Director

Total 100 100,28
Direktur Keuangan & Layanan Bisnis | Finance & Business Support Director

Total 100 104,24

Penilaian Atas Kinerja Komite-Komite Evaluation Over The Performance

Yang Berada di Bawah Direksi of Committee Under The Board of
Directors
Sampai dengan tahun 2018, Perusahaan belum memiliki As of 2018, the Company has yet to have committees
komite-komite yang berada di bawah Direksi yang under the Board of Directors to assist in the Company
membantu mengurus Perusahaan. Namun demikian management. However, according to Board Manual of
menurut Board Manual PHE, disebutkan bahwa Direksi PHE, it is stated that the Board of Directors has supporting
memiliki fungsi pendukung: functions:
• Sekretaris Perusahaan • Corporate Secretary

Sekretaris Perusahaan diangkat dan diberhentikan oleh Corporate Secretary is appointed and dismissed by
Direktur Utama dengan persetujuan Dewan Komisaris President Director with the approval of the Board of
dan menjalankan fungsi sebagai berikut: Commissioners and performs functions as follows:
›› Memastikan Perusahaan mematuhi peraturan ›› Assuring the Company complies with the regulation
tentang persyaratan keterbukaan sejalan dengan on transparency requirements which in line with the
penerapan prinsip-prinsip GCG, GCG principles,
›› Memberikan informasi yang dibutuhkan oleh Direksi ›› Providing information required by the Board of
dan Dewan Komisaris secara berkala dan/atau Directors and Board of Commissioners periodically
sewaktu-waktu apabila diminta, and/or at any time upon request,
›› Sebagai penghubung, ›› As a liaison,
›› Menata usahakan serta menyimpan dokumen ›› Administering as well as storing the Company
Perusahaan. documents.
• Fungsi Internal Audit • Internal Audit Function

›› Membantu Direksi dalam melaksanaan fungsi ›› Assisting the Board of Directors in implementing the
pengawasan Perusahaan, Company’s supervisory function,
›› Melakukan evaluasi atas efektifitas pelaksanaan ›› Performing evaluation over the effectivity of internal
pengendalian internal, manajemen risiko dan proses control, risk management, and corporate governance
tata kelola perusahaan (GCG), sesuai dengan process (GCG) implementation in accordance with
peraturan perundang-undangan dan kebijakan PHE. the laws and regulations as well as PHE policies.
›› Melakukan pemeriksaan dan penilaian atas efisiensi ›› Performing audit and evaluation over the efficiency
dan efektifitas di bidang keuangan, operasional, and effectivity in finance, operational, human
sumber daya manusia, teknologi informasi, dan resources, information technology, and other
kegiatan lainnya. activities.
Penilaian terhadap kinerja Sekretaris Perusahaan dan The evaluation to the performance of Corporate Secretary
Fungsi Internal Audit dilakukan melalui proses performance and Internal Audit Function is conducted through
dialogue oleh Direksi. Hasil penilaian kinerja Sekretaris performance dialogue process by the Board of Directors.
Perusahaan tahun 2018 tercermin dengan pencapaian KPI Results of the performance evaluation on Corporate
sebesar 105,74%, sementara hasil KPI Internal Audit, yaitu Secretary of 2018 are reflected with KPI achievements
sebesar 105,50%. of 105.74% while the Internal Audit KPI results reached
105.50%.

Penilaian Penerapan GCG untuk

Tahun Buku 2018
Assessment on GCG Implementation For Fiscal Year 2018
Secara berkala PHE melakukan penilaian (assessment) PHE periodically carries out an assessment as part of its
sebagai bentuk komitmen untuk meningkatkan penerapan commitment in increasing the implementation of GCG.
GCG. Assessment dilaksanakan setiap tahun sesuai arahan The assessment is conducted annually in accordance
Pemegang Saham dan Dewan Komisaris. Pada tahun 2018, with the direction from the Shareholders and Board
Penilaian GCG dilaksanakan dengan metode assessment of Commissioners. In 2018, the GCG Assessment was
mengacu pada Peraturan Menteri BUMN No.SK-16/S. conducted with assessment method, referring to Minister of
MBU/2012 tanggal 6 Juni 2012 tentang Indikator/Parameter SOE Regulation Number SK-16/S.MBU/2012 of 6 June 2012
Penilaian dan Evaluasi atas Penerapan Tata Kelola on the Assessment Indicator/Parameter and Evaluation
Perusahaan yang baik pada Badan Usaha Milik Negara oleh over the Implementation of Good Corporate Governance
Badan Pengawasan Keuangan dan Pembangunan (BPKP). on State Owned Enterprise by Finance and Development
Supervisory Agency (BPKP).
Metode dan prosedur tersebut digunakan mengingat PHE The method and procedure are used considering PHE is
adalah anak usaha PT Pertamina (Persero) yang merupakan a subsidiary of PT Pertamina (Persero) which constitutes
badan usaha milik negara (BUMN). Tujuan penilaian state owned enterprise (SOE). The assessment on GCG
penerapan GCG, yaitu: implementation aims to:
• Pengukuran kualitas penerapan GCG dalam rangka • Measure the quality of GCG implementation in scoring
pemberian skor atas penerapan GCG dan pemberian the GCG implementation and establishing a category of
kategori kualitas penerapan GCG; quality for the implementation;
• Identifikasi kekuatan dan kelemahan, serta penyusunan • Identify the strengths and weaknesses, as well as
rekomendasi perbaikan penerapan GCG dalam rangka preparation of improvement recommendation to the
mengurangi kesenjangan pada kriteria GCG; GCG implementation in order to minimize the gap in GCG
criteria;
• Pemantauan konsistensi penerapan GCG dalam rangka • Monitor the consistency of GCG implementation in the
penyempurnaan dan pengembangan kebijakan tata context of improvement and development of governance
kelola. policy.
Hasil Assessment Penerapan GCG Tahun 2019 Untuk Tahun Buku 2018
Results of Assessment on the GCG Implementation of 2019 for Fiscal Year 2018
Aspek Pengujian/Indikator/Parameter/Kriteria Pencapaian Achievement

No Bobot
yang digunakan dalam penilaian Weight Skor
Aspect of Assessment/ Indicator/Parameter/Criteria used in the assessment
Score
%
Komitmen Terhadap Penerapan Tata Commitment to the Sustainable
I Kelola Perusahaan yang Baik Secara Implementation of Good Corporate 7.00 6,62 95
Berkelanjutan Governance
Pemegang Saham dan RUPS/Pemilik

II Shareholders and GMS/Capital Owners 9.00 7,69 86
Modal
Board of Commissioners /Supervisory
III Dewan Komisaris/Dewan Pengawas Board
35.00 32,29 92
IV Direksi Board of Directors 35.00 31,97 91
Pengungkapan Informasi dan

V Information Disclosure and Transparency 9.00 8,13 90
Transparansi
VI Aspek Lainnya Other Aspect 5.00 0,62 12
Total 100 87,32 87

Tabel Pencapaian Assessment GCG Dari Tahun Ke Tahun

Table of GCG Assessment Achievement Year on Year
Tahun Pencapaian Achievement

Pelaksanaan Tahun Buku Metode dan Pelaksana Assessment
Date of Fiscal Year Method and the Party Conducting Assessment Skor Penjelasan
Implementation Score Explanation
Self Assesment Sangat Baik
2019 2018 87,32
BPKP Very Good
Self Assesment Sangat Baik

2018 2017 86,66
Fungsi Internal Audit Internal Audit Function Very Good
External Assessment Baik

2017 2016 83,44
BPKP Good
Self Assesment Baik

2016 2015 81,86
Fungsi Internal Audit Internal Audit Function Good
External Assessment Baik

2015 2014 80,94
BPKP Good
PHE terus berupaya meningkatan penerapan GCG. PHE continues to increase the GCG implementation.
Peningkatan perolehan nilai dalam proses penilaian Increase in score in the assessment process signifies
menandakan bahwa penerapan GCG di lingkungan PHE the GCG implementation in PHE has paved its way in the
telah berada pada jalur yang tepat. Selain itu, Perusahaan right path. Moreover, the Company continues to perform
juga terus melakukan perbaikan berdasarkan rekomendasi improvements based on the recommendations submitted
yang disampaikan dalam proses penilaian. Dalam proses in the assessment process. In the assessment process for
penilaian untuk tahun buku 2018, Perusahaan telah fiscal year 2018, the Company has received a number of
menerima sejumlah rekomendasi terkait upaya peningkatan recommendations related to the efforts of increasing the
penerapan GCG. GCG implementation.
No Rekomendasi Recommendation
Komitmen Terhadap Penerarapan Tata Kelola Perusahaan yang Baik Secara Berkelanjutan
Commitment to the Implementation of Sustainable Good Corporate Governance
Berdasar data monitoring kepatuhan penyampaian LHKPN According to the monitoring data, the compliance of LHKPN submission
1 pemenuhan mencapai 63,07%, yaitu dari yang wajib lapor 176 reached 63.07%, of which of the 176 mandatory personnel there were 111
personil yang telah menyampaikan laporan berjumlah 111 personil. personnel who submitted the report.
Belum ada penerapan penegakan sanksi bagi pejabat yang tidak Sanctions enforcement has yet to be implemented to officials who did not
2
menyampaikan LHKPN. submit the LHKPN
3 Belum dilakukan evaluasi atas pelaksanaan WBS. There has yet any evaluation on the WBS implementation
Pemegang Saham dan RUPS Shareholders and GMS
Hanya seorang dari 4 orang Direktur yang definitive 30 hari sejak Only one person out of 4 Directors who was definitively available 30 days
4
jabatan tersebut lowong. since appointment
Belum menetapkan pengaturan/mekanisme pengunduran diri Direksi Has yet to implement resignation rule/mechanism of the Director from the
5
dari jabatan rangkap yang menimbulkan benturan kepentingan. dual position that caused conflict of interest.
Evaluation process of candidates of members of the Board of Directors
Proses penilaian calon anggota Komisaris belum sesuai dengan
has yet aligned with the provisions in PPAP and Minister of SOE Regulation
ketentuan dalam PPAP dan Peraturan Menteri BUMN Nomor PER-
6 Number PER-03/MBU/2012 on the Guidelines of Appointment of
03/MBU/2012 tentang Pedoman Pengangkatan Anggota Direksi dan
Members of the Board of Directors and Board of Commissioners of the
Anggota Dewan Komisaris Anak Perusahaan BUMN.
SOE’s Subsidiaries.
2 dari 3 orang anggota Dekom yang diangkat dalam tahun 2018, 2 out of 3 members of the Board of Commissioners who were appointed
7 ditetapkan oleh RUPS lebih dari 30 (tiga puluh) hari sejak masa in 2018 were stipulated by GMS more than 30 (thirty) days since the term
jabatan tersebut berakhir. of ended.
Pemegang Saham/RUPS belum memberikan pengesahan/ Shareholders/GMS has not performed ratification/approval toward the
8
persetujuan terhadap rancangan RJPP 2017-2021. RJPP 2017 – 2021 draft.

Pengesahan/persetujuan RKAP 2018 oleh RUPS sirkuler terlambat, The ratification/approval of 2018 RKAP by circular GMS was delayed, 17
9
yaitu 17 Mei 2018 dan 28 Mei 2018. May 2018 and 28 May 2018.
Pemegang Saham telah menetapkan pedoman penilaian Direksi The shareholders have stipulated collegial assessment guidelines of the
10 secara kolegial, namun belum memuat penilaian kinerja Direksi secara Board of Directors, but have not included the performance evaluation on
individu. the Board of Directors individually.
Kontrak manajemen Direksi telah memuat target kinerja kolegial, Management contract of the Board of Directors has included collegial
11 sementara Target Kinerja Individu belum disahkan oleh Pemegang performance target, while the Invidual Performance Target has not ratified
Saham melainkan antara para Direktur dan Direktur Utama. by the Shareholders, instead by Directors and President Director.
GMS has performed a collegial evaluation over the performance
RUPS telah melakukan penilaian atas capaian kinerja Direksi secara
12 achievements of the Board of Directors, but has not performed an
kolegial, namum belum melakukan penilaian secara individu.
individual performance.
Pemegang Saham belum menetapkan pedoman penilaian kinerja Shareholders has yet stipulated performance evaluation guidelines of the
13 Dewan Komisaris. Pedoman penilaian sekurang-kurangnya memuat Board of Commissioner. The evaluation guidelines should at least include
indikator kinerja utama dan kriteria keberhasilan. key performance indicator and success criteria.
Dalam COCG, wewenang RUPS butir f menetapkan auditor eksternal
In COCG, the GMS authority point f stipulates an external auditor to
untuk melakukan audit keuangan atas laporan keuangan. Namun
14 perform financial audit to financial statements. However, the Shareholders
Pemegang Saham belum menetapkan pedoman penunjukan audit
have yet stipulated external audit appointment guidelines.
eksternal.
Pemegang Saham belum membuat rencana dan progres tindak lanjut Shareholders have not developed follow-up plans and progress to the
15
atas hasil assessment GCG yang lalu. previous GCG assessment results.
Dewan Komisaris | Board of Commissioners
Dalam tahun 2018, masih terdapat pengambilan keputusan/ In 2018, there were still 14 days left of decision making/approval to the
16
persetujuan terhadap usulan Direksi di atas 14 hari. proposal of the Board of Directors.
Tidak ada standar waktu dan mekanisme penyampaian informasi There was no time standard and incidental information dissemination
17
insidentil oleh Direksi kepada Dewan Komisaris. mechanism by the Board of Directors to Board of Commissioners.
Tidak ada simpulan Dewan Komisaris bahwa rancangan RKAP There was no conclusion from the Board of Commissioners that the RKAP
18
selaras dan/atau tidak selaras dengan RJPP. draft was/was not in line with RJPP.
Tidak ada dokumen yang menunjukkan bahwa Dewan Komisaris No documents show that the Board of Directors submitted directions
19 menyampaikan arahan tentang peningkatan efektifitas sistem on the increase of effectivity of internal control system to the Board of
pengendalian intern kepada Direksi. Directors.
Laporan tugas pengawasan yang dilaksanakan oleh Dewan Report of supervisory duty conducted by the Board of Commissioners,
Komisaris baik semesteran maupun tahunan belum memuat hasil either semesterly or annually has yet included with evaluation results/
20
evaluasi/pembahasan atas kepatuhan direksi terhadap peraturan discussion on the Board of Directors compliance to the laws and
perundang-undangan dan perjanjian dengan pihak ketiga. regulations, as well as agreement with third party.
Seharusnya Dewan Komisaris menyampaikan kepada RUPS alasan The Board of Commissioners ought to convey to the GMS on the
21 pencalonan eksternal auditor dan besarnya honorarium/imbal jasa reasonings of external auditor nomination, and amount of honorarium/
yang diusulkan untuk eksternal auditor tersebut. benefit proposed for the concerned external auditor.
There were no supporting documents showing that the Board of

Belum ada dokumen pendukung yang menunjukkan bahwa Dewan
Commissioners had evaluated the performance of Exernal Auditor
22 Komisaris mengevaluasi kinerja Auditor Eksternal sesuai dengan
in accordance with the prevailing provisions and public accountant
ketentuan dan standar profesi akuntan publik yang berlaku.
professional standards.
Belum ada dokumen bahwa Dewan Komisaris perusahaan No documents that state the Board of Commissioners of the Company
melakukan penilaian terhadap proses pengangkatan Direksi dan has performed an evaluation to the appointment process of the Board of
23
Dewan Komisaris Anak Perusahaan/perusahaan patungan, serta Directors and Board of Commissioners of subsidiaries/joint ventures, as
memberikan penetapan tertulis. well as given written stipulation.
Penetapan tertulis terhadap proses pengangkatan Direksi dan Written stipulation to the appointment process of the Board of Directors
Dewan Komisaris Anak Perusahaan/perusahaan patungan lebih dari and Board of Commissioners of subsidiaries/joint ventures was more
24
15 hari kalender terhitung sejak tanggal diterimanya calon Direksi dan tham 15 calendar days since the date of accepting candidates of Board of
Dewan Komisaris Anak Perusahaan/perusahaan patungan. Directors and Board of Commissioners of subsidiaries/joint ventures.
Tidak ada dokumen yang menunjukkan bahwa Dewan Komisaris No documents provided that show the Board of Commissioners has
melakukan telaah dan/atau penelitian/pemeriksaan terhadap calon- performed an analysis and/or research/examination to the candidates of
25
calon Direksi yang diusulkan Direksi, sebelum disampaikan kepada Board of Directors proposed by the Board of Directors prior to submitted
Pemegang Saham. to Shareholders.
Tidak ada penilaian evaluasi pencapaian kinerja masing-masing There was no evaluation assessment on the performance achievements of
26
anggota Dewan Komisaris. each member of the Board of Commissioners.
Penjelasan ketidakhadiran Dewan Komisaris dalam rapat belum Explanation of absence of the Board Commissioners in the meeting has
27
dimuat dalam Risalah Rapat. yet to be included in the Meeting’s Minutes of Meeting.

Direksi | Board of Directors
Anggaran untuk pelatihan/pengembangan bagi Direksi tidak dibuat Budget for training/development for the Board of Directors was not
28
khusus dalam RKAP. specifically made in RKAP.
Pengembangan/pelatihan yang dilakukan oleh Direksi belum dibuat Development/training performed by the Board of Directors has not been
29
laporan. summarized in a report.
Dalam Anggaran Dasar Perusahaan disebutkan bahwa pengambilan The Articles of Association of the Company state that the decision making
keputusan Direksi dilakukan sesegera mungkin. Namun Direksi belum by the Board of Directors should be conducted immediately. However, the
30
menetapkan standar waktu kesegeraan dalam proses pengambilan Board of Directors has yet stipulated urgency time standard in the decision
keputusan. making process.
Direksi juga belum menetapkan standar waktu kesegeraan dalam The Board of Directors has not stipulated urgency time standard in
31
mengkomunikasikan hasil keputusan kepada pihak terkait. communication the decision results to the related parties.
Dalam laporan pencapaian kinerja kepada Dewan Komisaris, Direksi In the performance achievement report to the Board of Commissioners,
32 belum menyampaikan tingkat pencapaian kinerja Direksi secara the Board of Directors has not conveyed the performance achievement
individual. level of the Board of Directors individually.
Dalam proses pengadaan PHE tidak sepenuhnya melaksanakan

In the procurement process, PHE did not fully implement the open HPS
33 sistem HPS yang terbuka dan belum sepenuhnya melaksanakan
system and has yet fully implemented it with e-proc.
dengan e-proc.
Program pengembangan sumber daya manusia belum sepenuhnya HR development program has yet fully conducted and toward the
34 terlaksana dan terhadap program diklat belum dilakukan evaluasi level education and training program, the evaluation level 3 has not been
3 (dampak hasil diklat). performed (impact of education and training results)
PHE belum menerapkan program job tender untuk jabatan 1 level di PHE has yet implemented job tender for the position one level of the Board
35
bawah Direksi. of Directors.
Kebijakan/pedoman akuntansi terakhir ditetapkan tahun 2012 belum Accounting policy/guidelines that was last stipulated in 2012 has
ada reviu/pemuktahiran dan hasil audit interim 30 September 2018 not received any reviews/updates and the interim audit results of 30
36
masih terdapat koreksi penyesuaian yang perlu dilakukan oleh September 2018 still had correction adjustments that must be conducted
manajemen. by the management.
Hasil survey kepuasaan pelanggan tahun 2018 baru mencapai 4,75 Customer satisfaction survey results of 2018 only achieved 4.75 of scale 6
37 dari skala 6, dengan nilai terendah adalah pemenuhan kesesuaian with the lowest score refers to the compliance of gas pressure adjustment
tekanan gas dengan nilai 3,7 dari skala 6. which was 3.7 of scale 6.
Perusahaan memiliki kebijakan mengenai survei kepuasaan karyawan The Company had a policy on employee satisfaction survey and
38
dan melaksanakan survei kepuasaan karyawan pada tahun 2018. conducted the employee satisfaction survey in 2018.
Masih terdapat keluhan stakeholder yang belum selesai ditindaklanjuti Complaints from the stakeholders which have not been resolved were
39 oleh Perusahaan (antara lain kasus klaim permintaan jalan di daerah followed up by the Company (among which is road request claim in
Kampar). Kampar).
Direksi dan Komisaris tidak terlibat banyak dalam pengisian jabatan The Board of Directors and Board of Commissioners were not involved too
40
satu level di bawah Direksi. much in completing a position one level unhder the Board of Directors.
Meeting agenda of the Board of Directors which in nature is general has

41 Agenda rapat Direksi bersifat general belum disusun secara spesifik.
not been arranged specifically.
Pengangkatan Kepala Internal Audit (CIA) dan VP Relations
Pengangkatan kepala Internal Audit (CIA) dan VP Relation (corporate
42 (Corporate Secretary) belum disertai persetujuan dari Dewan
secretary) belum disertai persetujuan dari Dewan Komisaris.
Komisaris.
The implementation of GMS on RKAP and RJPP have yet performed on
43 Pelaksanaan RUPS RKAP dan RJPP belum tepat waktu.
time.
Dalam RUPS Tahunan tidak diungkapkan metoda perhitungan dan The Annual GMS did not disclose the calculation method and amount of
44 besarnya remunerasi dan fasilitas yang diterima Direksi dan Dewan remuneration and facilities accepted by the Board of Directors and Board
Komisaris. of Commissioners.
Pengungkapan Informasi dan Transparansi | Information and Transparency Disclosure
PHE pernah mengikuti Annual Report Award pada tahun 2017,

PHE had participated in annual report award in 2017, but has yet to receive
45 namun belum mendapat penghargaan. Pada tahun 2018 tidak ada
any awards. In 2018, ARA was not held.
pelaksanaan ARA.

Uraian Mengenai Kebijakan Remunerasi

Bagi Dewan Komisaris dan Direksi
Description on Remuneration Policy for Board of
Commissioners and Directors
Kebijakan, Prosedur, Dasar Penetapan, Policies, Procedures, Basics of

Struktur dan Besaran Remunerasi Determination, Structure and
Dewan Komisaris Remuneration of the Board of
Commissioners
Kebijakan dan Dasar Penetapan Policies and Basis of Remuneration

Remunerasi Determination
Remunerasi Dewan Komisaris PHE ditentukan dengan Remuneration of the Board of Commissioners of PHE is
mengacu pada Keputusan Pemegang Saham Secara determined by referring to Circular Shareholders Decision
Sirkuler PT Pertamina Hulu Energi sesuai dengan Surat of PT Pertamina Hulu Energi in accordance with Letter
ketentuan pasal 10 ayat 5 dan 6 tentang penghasilan Direksi of provision article 10 verse 5 and 5 on the Income of the
dan Dewan Komisaris yang berlaku 01 Januari 2017 (Surat Board of Directors and Board of Commissioners effective
Keputusan Direksi PT Pertamina (Persero) No.Kpts-16/ 1 January 2017 (Board of Directors of PT Pertamina
C00000/2013-S0 tentang Pedoman Pengelolaan Anak (Persero) Decision Number Kpts-16/C00000/2013-S0
Perusahaan dan Perusahaan Patungan PT Pertamina on the Subsidiaries and Joint Ventures Management
(Persero), tertanggal 25 Februari 2013). Dalam proses of PT Pertamina (Persero) Guidelines of 25 February
penetapan remunerasi bagi Dewan Komisaris hanya 2013). In the process of remuneration stipulation for the
pemegang saham yang mendapat akses untuk turut Board of Commissioners only the shareholders who
menentukan besaran remunerasi yang harus dibayarkan gain the access to participate in determining the amount
PHE kepada anggota Dewan Komisaris dan Direksi. of remuneration that must be paid by PHE to members
[102-35] [102-37] of the Board of Commissioners and Board of Directors.
[102-35] [102-37]
Pengungkapan Prosedur Pengusulan Disclosure of Proposal Procedures

Sampai Dengan Penetapan Remunerasi up to the Ratification of the Board of
Dewan Komisaris [102-36] Commissioners' Remuneration [102-36]
• Direksi mengusulkan besaran remunerasi kepada • The B oard of Directors propos es the amount of
Dewan Komisaris untuk mendapatkan rekomendasi. remuneration to the Board of Commissioners to obtain
recommendation.
• Dewan Komisaris dapat membentuk Komite Remunerasi • The Board of Commisioners has the capability to establish
untuk melakukan kajian atas usulan tersebut. Remuneration Committee to review the proposal.
• Berdasarkan rekomendasi dari Dewan Komisaris, Direksi • Based on the recommendation from the Board of
meneruskan usulan remunerasi kepada RUPS untuk Commissioners, the Board of Directors carries on the
mendapatkan pengesahan. remuneration proposal to GMS for ratification.
• Sebagai bahan pertimbangan RUPS dalam membuat • As a consideration material for GMS in making decisions,
keputusan, usulan remunerasi dikaji terlebih dahulu oleh the remuneration proposal is initially reviewed by
Fungsi Subsidiary and Joint Venture Management dan Subsidiary and Joint Venture Management Function and
Fungsi SDM PT Pertamina (Persero). HR Function of PT Pertamina (Persero).
• RUPS menetapkan besaran remunerasi bagi Direksi dan • GMS stipulated the amount of remuneration for the Board
Dewan Komisaris. of Directors and Board of Commissioners.

Alur Penetapan Remunerasi Dewan Komisaris

Flow of the Board of Commissioners' Remuneration Determination
Struktur Remunerasi Yang Menunjukkan Komponen Remuneration Structure Showing Remuneration

Remunerasi dan Jumlah Nominal Per Komponen Components and Nominal Amount per component for
Untuk Setiap Anggota Dewan Komisaris Each Member of the Board of Commissioners
Struktur remunerasi bagi Dewan Komisaris, mengacu pada Structure of remuneration for the Board of Commissioners
Peraturan Menteri BUMN No.PER-04/MBU/2014 tentang refers to Minister of SOE Regulation Number PER-04/
Pedoman Penetapan Penghasilan Direksi, Dewan Komisaris MBU/2014 on the Guidelines of Stipulation of Income for
dan Dewan Pengawas Badan Usaha Milik Negara. Besaran the Board of Commissioners and Supervisory Board of
remunerasi anggota Dewan Komisaris terdiri atas gaji/ State Owned Enterprises. The amount of remuneration of
honorarium, tunjangan dan fasilitas yang bersifat tetap, members of the Board of Commissioners consists of salary/
dengan tetap mempertimbangkan faktor pendapatan, honorarium, allowance, and fixed facilities, by continuing to
aktiva, tingkat inflasi, serta peraturan perundang-undangan. consider factors of revenue, assets, inflation rate, as well
Remunerasi bagi Dewan Komisaris ditetapkan sebesar as laws and regulations. The remuneration for the Board
persentase tertentu dari nilai remunerasi Direksi dalam hal of Commissioners is stipulated up to a certain percentage
ini Direktur Utama. of the remuneration value of the Board of Directors, in this
case President Director.
PHE tidak menerapkan gaji yang berbasis ekuitas, tidak PHE does not implement equity-based salary, vested
ada saham tangguhan (saham vested), tidak ada bonus shares, contract bonus, or recruitment incentive payment,
kontrak atau pembayaran insentif perekrutan, dan tidak ada and pension allowance. The provided bonus is in the form of
tunjangan pensiun. Bonus diberikan dalam bentuk tantiem, bonus (tantiem), and severance pay, such as post-service
dan pesangon diberikan berupa asuransi purna jabatan insurance for the Board of Commissioners and Board of
Dewan Komisaris dan Direksi. Penetapan remunerasi bagi Directors. The stipulation of remuneration for the Board
Dewan Komisaris masih berbasis pada kinerja kolegial of Commissioners is still based on collegial performance
dan belum menerapkan kriteria kinerja berdasarkan tujuan and has yet to implement the performance criteria in
ekonomi, lingkungan, dan sosial. accordance with economy, environmental, and social goals.

Pengungkapan Bonus Kinerja, Bonus Non Kinerja, dan/ Disclosure Of Performance Bonus, Non-Performance
atau Opsi Saham Yang Diterima Setiap Anggota Dewan Bonus, and/Or Stock Option Accepted By Each Member
Komisaris Of The Board Of Commissioners
Perusahaan memberikan bonus dalam bentuk tantiem, dan The Company provides bonus in the form of tantiem, and
pesangon diberikan berupa asuransi purna jabatan Dewan severance pay which comes in the form of post-service
Komisaris, tidak ada opsi saham bagi anggota Dewan insurance for the Board of Commissioners, no stock option
Komisaris. for members of the Board of Commissioners.
Struktur dan Besaran (atau Persentase) Remunerasi Dewan Komisaris

Structure and Amount (or Percentage) of the Board of Commissioners' Remuneration
Komponen Remunerasi Uraian

Remuneration Components Description
Komisaris Utama : 40% dari gaji Direktur Utama President Commissioner: 40% of President Director
Honorarium
Honorarium Komisaris : 90% dari Honorarium Komisaris Utama Commissioner: 90% of President Commissioner
Tunjangan Hari Raya Religious Holiday Allowance

Tunjangan Tunjangan Transportasi Transport Allowance
Benefits
Asuransi Purna Jabatan Pension fund insurance
Fasilitas Kesehatan Health Facilities

Fasilitas
Facilities
Bantuan Hukum Legal Aid
Pajak Atas Honorarium dan Tunjangan

Ditanggung Perusahaan Paid by the Company
Tax on Honorarium and Allowance
President Commissioner: 45% of President

Tantiem Komisaris Utama : 45% dari Direktur Utama
Director
Annual Bonus
Komisaris : 90% dari Komisaris Utama Commissioner: 90% of President Commissioner
Keterangan: Jumlah nominal per komponen untuk setiap anggota Dewan Komisaris Note: Total nominal per component for each member of the Board of Commissioners is
tidak dapat disampaikan dalam laporan ini, karena bersifat rahasia mengingat PHE bukan not presented in this report as it is confidential considering PHE is not a public company.
merupakanperusahaan publik.
Laporan ini tidak menyertakan informasi mengenai ada/ This report excluded information on whether or not the
tidaknya kenaikan nilai remunerasi Dewan Komisaris pada Board of Commissioners' remuneration increased in 2018
tahun 2018 dibanding periode sebelumnya, dan persentase and the increase/decrease percentage compared to the
kenaikan/penurunan dibandingkan dengan persentase increase/decrease percentage in total employee benefit
kenaikan/penurunan total imbal jasa pekerjaan yang paid to all employees. [102-38] [102-39]
dibayarkan kepada seluruh pekerja. [102-38] [102-39]
Pengungkapan Prosedur Pengusulan Disclosure of Proposal Procedures up

Sampai dengan Penetapan Direksi to Ratification of Remuneration
Ketentuan tentang remunerasi bagi Direksi mengacu pada Provision on remuneration for the Board of Directors refers
Surat Keputusan Direksi PT Pertamina (Persero) No.Kpts-16/ to PT Pertamina (Persero) Board of Directors Decision
C00000/2013-S0 tentang Pedoman Pengelolaan Anak Number Kpts-16/C00000/2013-S0 on the Guidelines of
Perusahaan dan Perusahaan Patungan PT Pertamina PT Pertamina (Persero) Subsidiaries and Joint Ventures
(Persero), tertanggal 25 Februari 2013. Dalam proses Management dated 25 February 2013. In the process
penetapan remunerasi hanya pemegang saham sebagai of stipulating the remuneration, only shareholders
pemangku kepentingan yang mendapat akses untuk turut as stakeholders who has the access to participate in
menentukan besaran remunerasi yang harus dibayarkan determining the amount of remuneration that should be
PHE kepada anggota Dewan Komisaris dan Direksi. paid by PHE to members of the Board of Commissioners
[102-38] [102-39] and Board of Directors[102-38] [102-39]

Prosedur dan Alur Penetapan Procedure and Flow of Remuneration

Remunerasi Direksi [102-36] Stipulation of The Board of
Commissioners [102-36]
• Direksi mengusulkan besaran remunerasi kepada Dewan • The Board of Directors proposes the amount of
Komisaris untuk mendapatkan rekomendasi. remuneration to the Board of Commissioners to obtain
a recommendation.
• Dewan Komisaris dapat membentuk Komite Remunerasi • The Board of Commissioners may establish
untuk melakukan kajian atas usulan tersebut. Remuneration Committee to perform a review over the
proposal.
• Berdasarkan rekomendasi dari Dewan Komisaris, Direksi • Based on the recommendation from the Board of
meneruskan usulan remunerasi kepada RUPS untuk Commissioners, the Board of Directors carries on
mendapatkan pengesahan. the remuneration proposal to GMS in order to obtain
ratification.
• Sebagai bahan pertimbangan RUPS dalam membuat • As part of GMS consideration in making decisions, the
keputusan, usulan remunerasi dikaji terlebih dahulu oleh remuneration proposal is firstly reviewed by Subsidiary
Fungsi Subsidiary and Joint Venture Management dan and Joint Venture Management Function and HR
Fungsi SDM PT Pertamina (Persero). Function of PT Pertamina (Persero).
• RUPS menetapkan besaran remunerasi bagi Direksi dan • GMS stipulated the remuneration amount for the Board
Dewan Komisaris. of Directors and Board of Commissioners.
Alur Penetapan Remunerasi Direksi

Remuneration Stipulation Flow of the Board of Directors
Kebijakan dan Prosedur Remunerasi Policy and Procedure of Remuneration
Penetapan remunerasi bagi Direksi mengacu pada The stipulation of remuneration for the Board of Directors
Peraturan Menteri BUMN No.PER-04/MBU/2014 Tentang refers to Minister of SOE Regulatin Number PER-04/
Pedoman Penetapan Penghasilan Direksi, Dewan Komisaris MBU/2014 on the Guidelines of Stipulation of Income
dan Dewan Pengawas Badan Usaha Milik Negara. Besaran for the Board of Directors, Board of Commissioners, and
remunerasi Direksi terdiri atas gaji/honorarium, tunjangan Supervisory Baord of State Owned Enterprises. The
dan fasilitas yang bersifat tetap yang ditentukan dengan amount of remuneration for the Board of Directors consists
mempertimbangkan pendapatan, aktiva, kondisi dan of salary/honorarium, allowance and fixed facilities which
kemampuan keuangan, tingkat inflasi, serta peraturan are determined by considering the revenue, assets, financial
perundang-undangan. condition and capability, inflation rate, as well as laws and
regulations.

Pengungkapan Bonus Kinerja, Bonus Disclosure of Performance Bonuses,

Nonkinerja dan/atau Opsi Saham yang Non Performance Bonuses, and/
Diterima Setiap Anggota Direksi or Stock Options Received by Each
Member of the Board of Directors
Perusahaan memberikan bonus dalam bentuk tantiem The Company provides bonus in the form of tantiem
dan pesangon diberikan berupa asuransi purna jabatan and severance pay, such as post-service insurance for
bagi anggota Direksi. Tidak ada opsi saham bagi anggota members of the Board of Directors. There is no stock
Direksi. Pembayaran tantiem yang ditetapkan dengan option for members of the Board of Directors. Payment
mempertimbangkan faktor-faktor kinerja termasuk EBITDA of the stipulated tantiem is determined by considering
dan KPI, tingkat kesehatan, kondisi dan kemampuan performance factors, including EBITDA and KPI, soundness
keuangan, serta faktor lain yang relevan. level, financial condition and capability, as well as other
relevant factors.
PHE tidak menerapkan gaji yang berbasis ekuitas, tidak PHE does not implement equity-based salary, no vested
ada saham tangguhan (saham vested). Tidak ada bonus shares. There are no contract bonus or recruitment
kontrak atau pembayaran insentif perekrutan, dan tidak ada incentive payment, and pension allowance.
tunjangan pensiun.
Struktur Remunerasi yang menunjukkan Komponen Remunerasi

dan Jumlah Nominal per Komponen untuk Setiap Anggota Direksi
Structure of Remuneration illustrating the Remuneration Component and Total Nominal per
Component for Each Member of the Board of Directors
Komponen Component Uraian Description
Gaji Komisaris Utama President Commisioners

Salary Direktur: 24% dari Honorarium Komisaris Utama Director: 24% of President Commisioners Honorarium
Tunjangan Hari Raya Religious Holiday Allowance
Tunjangan Tunjangan Transportasi Transport Allowance

Allowance Tunjangan Purnajabatan Pension fund insurance
Tunjangan Perumahan Housing Allowance
Kendaraan Ringan Penumpang Light Passenger Vehicle
Kesehatan Health
Fasilitas
Facilities Bantuan Hukum Legal Assistance
Komunikasi Communication
Pajak Atas Honorarium dan Tunjangan

Ditanggung Perusahaan Paid by the Company
Tax over Honorarium and Allowance
Tantiem Direktur Utama : Ditetapkan RUPS President Director: Determined by GMS

Bonus Direksi : 90% dari Tantiem Direktur Utama Directors: 90% of Tantiem President Director
Keterangan: Jumlah nominal per komponen untuk setiap anggota Dewan Komisaris Note: Total nominal per component for each member of the Board of Commissioners
tidak dapat disampaikan dalam laporan ini, karena bersifat rahasia mengingat PHE bukan is not presented in this report due to its confidentiality considering PHE is not a public
merupakan perusahaan publik. company
Laporan ini tidak menyertakan informasi terkait ada/ This report does not include information on the occurence/
tidaknya kenaikan nilai remunerasi Direksi pada tahun 2018 non-occurence of increase value in remuneration of the
dan persentase kenaikan/penurunan dibandingkan dengan Board of Directors in 2018, and percentage of increase/
persentase kenaikan/penurunan total imbal jasa pekerjaan decrease compared to the percentage of increase/
yang dibayarkan kepada seluruh pekerja. [102-38][102-39] decrease in total employee benefit paid to all employees.
[102-38][102-39]

Komite Audit
Audit Committee
Pembentukan Komite Audit PHE didasarkan pada Surat The establishment of Audit Committee of PHE was based
Keputusan Dewan Komisaris RRDK-001/DKPHE/2010-S0 on Board of Commissioners Decision Number RRDK-001/
tanggal 09 Juli 2010. Komite Audit dibentuk untuk membantu DKPHE/2010-S0 dated 9 July 2010. The Audit Committee
Dewan Komis aris melaks anakan tugas dan fungsi was established to assist the Board of Commissioners in
pengawasan dan pemberian nasihat dalam pelaksanaan implementing the supervisory duty and function as well as
pengendalian internal dan audit Perusahaan. Komite Audit providing advice in performing internal control and audit of
bertanggung jawab kepada Dewan Komisaris. the Company. The Audit Committee is responsible to the
Board of Commissioners.
Keanggotaan Komite Audit Membership of Audit Committee
Komposisi keanggotaan Komite Audit per 31 Desember The composition of membership of Audit Committee as
2018 terdiri dari satu orang ketua yang merangkap anggota of 31 December 2018 consisted of one chairman who
dan dua orang anggota. Ketua Komite Audit dijabat salah concurrently served as a member and two other members.
satu anggota Dewan Komisaris, yakni Mohammad Oemar The Chairman of Audit Committee was occupied by one of
yang juga Komisaris Independen. Anggota Komite Audit the members of Board of Commissioners, Mohamad Oemar
lainnya berasal dari luar PHE dan perusahaan induk PT who also serves as Independent Commissioner. The other
Pertamina (Persero) untuk menjamin independensi. members of Audit Committee came from outside PHE and
the parent company, PT Pertamina (Persero) to guarantee
the independence.
Tabel Keanggotaan Komite Audit PHE

Membership of Audit Committee of PHE
No Nama Jabatan Periode Jabatan

Name Position Term of Office
1 Mohamad Oemar Ketua Chairman 3 Tahun | 3 years
2 Roehjadi Anggota Member 3 Tahun | 3 years
3 Arief Wibowo Anggota Member 3 Tahun | 3 years
Profil Ketua Komite Audit Profile of Chairman of Audit

Committee
Ketua Komite Audit dijabat oleh Mohammad Oemar, yang The Chairman of Audit Committee was served by Mohamad
merupakan Komisaris Independen PHE. Profil Ketua Komite Oemar, who was an Independent Commissioner of PHE.
Audit dapat disimak pada uraian tentang profil anggota Profile of the Chairman of Audit Committee can be viewed
Dewan Komisaris pada halaman 100 dalam Laporan ini. in the description on profile of members of the Board of
Commissioners on page 100 in this Report.

Profil Anggota Komite Audit

Profile of Members of The Audit Committee
Ketua Komite Audit

Chairman of Audit Committee
Mohamad Oemar
Mohamad Oemar lahir di Semarang pada 29 November 1961, umur 58 tahun, warga Negara Indonesia
yang saat ini berdomisili di Depok. Beliau meraih gelar Sarjana Hubungan Internasional, FISIPOL di
Universitas Gadjah Mada tahun 1986 dan memperoleh gelar Magister Centre d’Etudes des Relations
International et Strategie, Brussels, Belgia tahun 1993.
Beliau menjabat sebagai Ketua Komite Audit PT Pertamina Hulu Energi terhitung sejak tanggal 4 Maret
2016 untuk masa jabatan 1 periode (3 tahun) atau sampai dengan Dewan Komisaris memutuskan
lain. Hal ini sesuai dengan Keputusan Dewan Komisaris secara sirkuler tanggal 4 Maret 2018 tentang
Penetapan Ketua Komite Audit.
Beberapa karir dan penugasan di dalam dan luar negeri, di antaranya Direktorat Kerjasama Ekonomi
Multilateral, Ditjen HELN (2000-2003), Direktur Perdagangan dan Perindustrian ultilateral pada Ditjen
Multilateral (2004-2006), Sekretaris III Pensosbud, KBRI Brussels, Belgia (1990-1994), Sekretaris I
Ekonomi (WTO), PTRI Jenewa (1996-2000), Minister, Deputy Chief of Mission/DCM, KBRI Beijing
(2006-2009), Duta Besar LBBP RI untuk Italia merangkap Malta dan Siprus berkedudukan di
Roma, Wakil Tetap RI pada FAO, WFP dan IFAD, Wakil RI di UNIDROIT (2009-2011), Sekretaris Wakil
Presiden (2011-sekarang), serta anggota maupun Ketua Delegasi RI ke berbagai KTT dan Pertemuan/
perundingan bilateral, regional dan multilateral dalam Kerangka kerjasama bilateral, PBB, WTO,
Konferensi Asia-Afrika, APEC dan ASEAN (1998-2010).
Mohamad Oemar is an Indonesian citizen who was born in Semarang on 29 November 1961, aged 58
years olds and currently domiciled in Depok. He obtained his Bachelors’s Degree in Internal Relations,
FISIPOL from Gadjah Mada University in 1986, and Master’s Degree from Centre d’Etudes des
Relations International et Strategie, Brussels, Belgium in 1993.
He served as Chairman of Audit Committee of PT Pertamina Hulu Energi effective since 4 March 2016
for one period of term of office (3 years) or until the Board of Commissioners decides otherwise. This is
in line with Board of Commissioners Circular Decision of 4 March 2018 on the Stipulation of Chairman
of Audit Committee.
Several careers and assignments in the country and overseas, among which are Multilaterial Economic
Cooperation Directorate, Directorate General of HELN (2000-2003), Multilateral Trade and Industry
Director at Directorate General of Multilateral (2004-2006), Secretary III of Pensosbud at Embassy of
Republic of Indonesia in Brussels, Belgium (1990-1994), Secretay I of Economy (WTO), PTRI Geneva
(1996-2000), Minister, Deputy Chief of Mission/DCM at Embassy of the Republic of Indonesia in Beijing
(2006-2009), Ambassador of LBBP RI for Italy, Malta, and Cyprus based in Rome, RI Permanent
Representative to FAO, WFP, and IFAD, RI Representative at UNIDROIT (2009-2011), Vice President
Secretary (2011- now), as well as a member and Delegation Head of the Republic of Indonesia to
various high level conferences and bilateral, regional, and multilateral talks/meetings in the framework
of bilateral cooperation, UN, WTO, Asian- African Conference, APEC, and ASEAN (1998-2010).

Anggota Komite Audit

Member of Audit Committee
Arief Wibowo
Arief Wibowo lahir di Pamekasan pada 8 Februari 1972, umur 47 tahun, warga Negara Indonesia
yang saat ini berdomisili di Jakarta. Beliau memperoleh gelar Sarjana Jurusan Akuntasi di Universitas
Airlangga Surabaya pada tahun 1992 dan meraih gelar Magister Akuntansi di Universitas Indonesia di
Jakarta tahun 2013.
Beliau menjabat sebagai anggota Komite Audit PT Pertamina Hulu Energi terhitung sejak tanggal
30 September 2017 untuk masa jabatan 1 periode (3 tahun) atau sampai dengan Dewan Komisaris
memutuskan lain. Hal ini sesuai dengan Dewan Komisaris secara sirkuler tanggal 30 September 2017
tentang Penetapan Anggota Komite Audit.
Beliau memulai karir sebagai Audit Ahli Muda Internal Auditor (2005-2006), Senior Auditor Internal
Auditor (2010-2013), Assisten Manajer ICoFR (2013), Control Group Manager (2013-2017) dan mulai
menjabat sebagai Anggota Komite Audit sejak 30 September 2017 sampai sekarang.
Arief Wibowo is an Indonesian citizen who was born in Pamekasan on 8 February 1972, aged 72
years old and currently domiciled in Jakarta. He obtained his Bachelor’s Degree in Accounting
from Airlangga University, Surabaya in 1991, and Master’s Degree in Accounting from University
of Indonesia, Jakarta in 2013.
He has held the position of Audit Committee member of PT Pertamina Hulu Energi effective since
30 September 2017 for 1 period term of office (3 years) or until the Board of Commissioners
decides otherwise. This is in line with the Board of Commissioners circular decision of 30
September 2017 on the Stipulation of Member of the Audit Committee.
He started his career as Junior Auditor of Internal Auditor (2005-2006), Senior Auditor of Internal
Auditor (2010-2013), Assistant Manager of ICoFR (2013), Control Group Manager (2013-2017),
and has served as Member of the Audit Committee since 30 September 2017 until now.

Profil Anggota Komite Audit

Profile of Audit Committee Members
Anggota Komite Audit

Roehjadi
Roehjadi lahir di Tasikmalaya, pada 19 September 1957, umur 60 tahun warga Negara Indonesia
yang saat ini berdomisili di Depok. Beliau memperoleh gelar Sarjana Jurusan Akuntasi di Universitas
Padjajaran Bandung pada tahun 1984 dan meraih gelar Master of Management di Institut Bisnis
Indonesia di Jakarta pada tahun 2003.
Beliau menjabat sebagai anggota Komite Audit PT Pertamina Hulu Energi terhitung sejak tanggal
13 November 2015 untuk masa jabatan 1 periode (3 tahun) atau sampai dengan Dewan Komisaris
memutuskan lain. Hal ini sesuai dengan Dewan Komisaris secara sirkuler tanggal 13 November 2015
tentang Penetapan Anggota Komite Audit.
Beliau memulai karir sebagai Kepala Sub Dinas Anggaran Investasi Dit. Keuangan tahun 1995, dan
menjabat beberapa posisi penting, di antaranya Manajer Keuangan Daerah Operasi Hulu Jambi (1998-
1999), Admin & Finance Manager, JOB Pertamina–Petrochina (2000-2004), Manajer Keuangan Unit
Pengelolahan VI Balongan (2004-2006), Manajer Perbendaharaan Keuangan Hilir Dit. Keuangan
PT Pertamina (Persero) (2006-2007), Vice President Kontroler PT Pertamina EP (2007-2008), Vice
President Financial Kontroler PT Pertamina Gas (2008-2012), Direktur Keuangan PT Pertamina Gas
(2012–Mei 2015), dan mulai menjabat sebagai Anggota Komite Audit sejak November 2015 sampai
sekarang.
Roehjadi is an Indonesian citizen who was born on 19 September 1957, aged 60 years old and currently
domiciled in Depok. He obtained his Bachelor’s Degree in Accounting from Padjajaran University,
Bandung in 1984 and Master of Management from Indonesian Business Institute in Jakarta in 2003.
He served as member of the Audit Committee of PT Pertamina Hulu Energi effective since 13 November
2015 for 1 period term of office (3 years) or until the Board of Commissioners decides otherwise. This
is in line with the Board of Commissioners Circular Decision of 13 November 2015 on the Stipulation of
Members of the Audit Committee.
He started his career as Head of Sub Division of Investment Budget, at Directorate of Finance in 1995,
and held several important positions, including the Finance Manager of Upstream Operating of Jambi
(1998-1999), Admin & Finance Manager of JOB Pertamina-Petrochina (2000-2004), Finance Manager
of Processing Unit VI Balongan (2004-2006), Manager of Downstream Finance & Treasury in Finance
Directorate of PT Pertamina (Persero) (2006-2007), Vice President Controller of PT Pertamina EP
(2007-2008), Vice President Financial Controller of PT Pertamina Gas (2008-2012), Finance Director
of PT Pertamina Gas (2012-May 2015), and has served as Member of the Audit Committee since
November 2015 until now.

Independensi Anggota Independence of Members of

Komite Audit The Audit Committee
A n g g o t a Ko m i t e A u d i t m e m b e r i k a n p e r n y a t a a n Members of the Audit Committee presents an

independensi yang dijabarkan dalam Pakta Integritas dan independence statement which described in the Integrity
Pernyataan Benturan Kepentingan. Dalam pernyataan Pact and Conflict of Interests Statement. The statement
tersebut ditegaskan bahwa anggota Komite Audit tidak confirms that members of the Audit Committee do not have
memiliki hubungan dengan kepengurusan, kepemilikan managerial relationships, shares ownership and/or familial
saham dan/atau hubungan keluarga sampai derajat relationships up to the second degree with members of
kedua dengan anggota Dewan Komisaris, Direksi maupun the Board of Commissioners, Board of Directors, and PHE
pemegang saham PHE. shareholders.
S e j a l a n d e n g a n u p aya Pe r u s a h a a n m e n i n g kat ka n Aligning with endeavors of the Company in increasing

penerapan GCG, PHE juga mulai menerapkan kriteria the GCG implementation, PHE also started to implement
independensi anggota Komite Audit sesuai dengan independence criteria of members of the Audit Committee
Peraturan Otoritas Jasa Keuangan No.55/POJK.04/2015 in accordance with Financial Services Authority Number
tentang Pembentukan dan Pedoman Pelaksanaan Kerja 55/POJK.04/2015 on the Estabishment and Guidelines of
Komite Audit. Kriteria yang dimaksud adalah: Audit Commitee Work. Said criteria are as follows:
• Anggota Komite Audit bukan merupakan orang dalam • Members of the Audit Committee should not be an
Kantor Akuntan Publik, Kantor Konsultan Hukum, Kantor insider in the Public Accounting Firm, Legal Consulting
Jasa Penilai Publik atau pihak lain yang memberi jasa Firm, Public Appraisal Service Firm or any other party
asuransi, jasa non-asuransi, jasa penilai dan/atau jasa providing insurance services, non-insurance services,
konsultasi lain kepada PHE dalam waktu enam bulan appraisal services and/or other consulting services to
terakhir. PHE within the last six months;
• Anggota Komite Audit bukan merupakan orang yang • Members of the Audit Committee are not persons who
bekerja atau mempunyai wewenang dan tanggung work or have the authority and responsibility to plan,
jawab untuk merencanakan, memimpin, mengendalikan, lead, control or supervise PHE activities within the last
atau mengawasi kegiatan PHE dalam waktu enam bulan six months, except Independent Commissioners;
terakhir, kecuali Komisaris Independen.
• Anggota Komite Audit tidak mempunyai saham langsung • Members of the Audit Committee do not have direct or
maupun tidak langsung pada Emiten atau Perusahaan indirect shares in the Issuer or Public Company.
Publik.
• Anggota Komite Audit tidak mempunyai hubungan afiliasi • Members of the Audit Committee have no affiliation with
dengan anggota Dewan Komisaris, anggota Direksi atau members of the Board of Commissioners, the Board of
pemegang saham utama PHE. Directors or the major shareholders of PHE;
• Anggota Komite Audit tidak mempunyai hubungan usaha • Members of the Audit Committee have no direct or
baik langsung maupun tidak langsung yang berkaitan indirect business relations with PHE's business activities.
dengan kegiatan usaha PHE. •
Pedoman Kerja Komite Audit Work Guidelines of The Audit

Committee
• Undang-Undang No.40/2007 tentang Perseroan • Law Number 40 of 2007 on the Limited Liability
Terbatas. Companies.
• Undang-Undang No.19/2003 tentang Badan Usaha Milik • Law Number 19 of 2003 on the State Owned Enterprises
Negara (BUMN). (SOE).
• Anggaran Dasar Perusahaan. • Articles of Association of the Company.

• Peraturan Menteri Negara BUMN No.PER-01/MBU/2011 • State Minister of State Owned Enterprise Regulation
tentang Penerapan Tata Kelola Perusahaan yang Number PER-01/MBU/2011 on the Implementation of
Baik (Good Corporate Governance) pada BUMN yang Good Corporate Governance (GCG) to SOE which
telah diubah dengan Peraturan Menteri Negara BUMN had been amended in State Minister of SOE Regulatino
No.PER-09/MBU/2014. Number PER-09/MBU/2014.
• Pedoman Umum Good Corporate Governance Indonesia • General Guidelines of Good Corporate Governance
dari Komite Nasional Kebijakan Corporate Governance in Indonesia from National Committee of Corporate
2006. Governance Policy of 2006
Uraian Tugas dan Tanggung Jawab Descriotion of Duties and

Komite Audit Responsibilities of The Audit
Committee
• Memastikan efektivitas sistem pengendalian intern dan • Ensuring the effectivity of internal control system and
efektivitas pelaksanaan tugas eksternal dan internal external and internal auditor duties implementation,
audit.
• Menilai pelaksanaan kegiatan serta hasil audit yang • Evaluating the implementation of activities and audit
dilaksanakan oleh internal maupun auditor eksternal. results conducted by the internal and external auditors,
• Memberikan rekomendasi mengenai penyempurnaan • Providing recommendation on the improvement of
sistem pengendalian manajemen serta pelaksanaannya, management control system and its implementation,
• Memastikan telah terdapat prosedur review yang • Ensuring a satisfying review procedure implemeted to
memuaskan terhadap informasi yang dikeluarkan oleh information issued by the Company,
Perusahaan,
• Melakukan identifikasi hal-hal yang memerlukan • Performing an identification of issues requiring attention
perhatian Komisaris, serta tugas-tugas Komisaris lainnya, from the Board of Commissioners as well as duties of
other Commissioners,
• Melakukan penelaahan atas informasi mengenai • Analyzing information on the Company as well as Long-
Perusahaan, serta Rencana Jangka Panjang, Rencana Term Plan, Company Work Plan and Budget, management
Kerja dan Anggaran Perusahaan, laporan manajemen, report, and other information,
dan informasi lainnya,
• Melakukan penelaahan atas ketaatan Perusahaan • Analyzing the Company compliance with laws and
te r h a d a p p e rat u ra n p e r u n d a n g - u n d a n g a n ya n g regulations relevant to the Company’s activities;
berhubungan dengan kegiatan Perusahaan,
• Melakukan penelaahan atas pengaduan yang berkaitan • Analyzing the complaints which are related to the
dengan Perusahaan, Company,
• Mengkaji kecukupan Fungsi Internal Audit, termasuk • Reviewing the adequacy of Internal Audit Function,
jumlah auditor, rencana kerja tahunan dan penugasan including number of auditors, annual work plan, and
yang telah dilaksanakan, assignments conducted,
• Mengkaji kecukupan pelaksanaan audit eksternal • Reviewing the adequacy of external audit implementation,
termasuk di dalamnya perencanaan audit dan jumlah including audit planning and number of its auditors,
auditornya,
• Memastikan laporan keuangan serta informasi lainnya • Ensuring that financial statements and other information
yang diberikan oleh Perusahaan kepada pihak terkait dan presented by the Company to the public and related
publik, yang disajikan secara transparan, handal, dapat parties are transparent, reliable, trustworthy and timely;
dipercaya dan tepat waktu,
• Memastikan Perusahaan telah memiliki pengendalian • Ensuring the Company has an adequate internal control
intern memadai yang dapat melindungi kekayaan to protect its assets;
miliknya,
• Memastikan Perusahaan bekerja secara efektif dan • Ensuring that Company is running effectively and
efisien serta mematuhi peraturan perundangan yang efficiently and adhere to the prevailing laws and
berlaku. regulations.

Frekuensi Pertemuan Komite Audit Frequency of The Committee Audit

dan Tingkat Kehadiran Anggota Meeting and Attendance of its
Members
Komite Audit mengadakan rapat dan pertemuan secara The Audit Committee holds meetings periodically. The
berkala. Rapat dapat bersifat internal Komite Audit maupun meeting may be held internally for the Audit Committee or
mengundang pihak-pihak lain. Selama tahun 2018, Komite invite other parties. In 2018, the Audit Committee held 5 joint
Audit melaksanakan 5 kali rapat bersama dengan fungsi meetings with the Internal Audit function and 24 times with
Internal Audit dan 24 kali dengan fungsi terkait. Tingkat rata- related function. The average attendance of members of the
rata kehadiran anggota Komite Audit dalam setiap rapat Audit Committee was 80% in each meeting.
mencapai 80%.
Dalam pelaksanaan rapat, setiap anggota Komite Audit dapat In holding the meeting, each member of the Audit Committee
dengan bebas menyampaikan pendapat profesionalnya. conveyed its professional opinion freely. Decision of the
Keputusan rapat diambil berdasarkan musyawarah meeting was made based on negotiation for consensus,
untuk mufakat dan proses yang berlangsung dalam rapat and the process of the meeting was described in minutes
dituangkan dalam risalah rapat yang ditandatangani oleh of meeting which was signed by all attending members of
seluruh anggota Komite Audit yang hadir. Keputusan rapat the Audit Committee. Afterward, the decision of the meeting
kemudian disampaikan kepada Dewan Komisaris. was submitted to the Board of Commissioners.
Jumlah Rapat Komite Audit dengan Internal Audit Tahun 2018 dan Persentase
Kehadiran Anggota Komite Audit
Total Meetings of the Audit Committee with Internal Audit in 2018 and Percentage of Attendance of
Members of the Audit Committee
Bulan/Tanggal Month/Date Jumlah Jumlah

Nama/Jabatan
Name/Position Hadir*)
12/1 26/04 13/05 25/06 23/11 Attendance*)
%
Mohamad Oemar,
Ketua Komite Audit | Chairman of Audit 2/5 40
Committee
Arief Wibowo,
Anggota Komite Audit | 5/5 100
Roehjadi,
Anggota Komite Audit | 5/5 100
Catatan: Note:
--- periode Jabatan -Term of Office
*Jumlah kehadiran/Jumlah rapat pada periode jabatan *Total Attendance/Total meeting during his or her tenure

Jumlah Rapat Komite Audit dengan Fungsi Terkait Tahun 2018 dan
Persentase Kehadiran Anggota Komite Audit
Total Meeting of the Audit Committee with Related Functions in 2018 and Percentage of Attendance of
Members of the Audit Committee
Bulan/Tanggal | Month/Date Jumlah

Nama/Jabatan Total
Name/Position
19/ 28/ 07/ 21/ 30/ 04/ 05/ 18/ 26/ 07/ 17/ 20/ 26/ 26/ 06/ 07/ 22/ 29/ 03/ 21/ 26/ 02/ 17/ 22/
01 02 03 03 03 04 05 05 05 06 06 06 07 08 09 09 09 09 10 10 10 11 11 12
Hadir*) %
Mohamad Oemar,
Ketua Komite Audit 7/19 37
Chairman of Audit Committee
Arief Wibowo,
Anggota Komite Audit 19/24 79
Roehjadi,
Anggota Komite Audit 23/24 96
Catatan: Note:
--- Periode Jabatan -Term of Office
* Jumlah kehadiran/Jumlah rapat pada periode jabatan *Total Attendance/Total meeting during his or her tenure
Pendidikan dan/atau Pelatihan Untuk Education and/or Training for Audit

Komite Audit Committee
PHE menyertakan anggota Komite Audit pada pendidikan PHE includes members of the Audit Committee in education
dan/atau pelatihan, baik yang diselenggarakan secara and/or training programs which are held internally and
internal maupun eksternal. Tujuannya untuk meningkatkan externally. This aims to increase the expertise and
keahlian dan kompetensi masing-masing anggota Komite competence of each member of the Audit Committee.
Audit.
Tabel Kegiatan Pendidikan dan/atau Pelatihan Anggota Komite Audit Tahun 2018
Activities of Education and/or Training of Members of the Audit Committee of 2018
Nama Kegiatan Waktu Pelaksanaan

Name Activities Date of Implementation
Advance Leadership Program Modul 10 28 – 30 November 2018

Arief Wibowo
Advanced Leadership Prorgam Module 10 28 – 30 November 2018
Uraian Pelaksanaan Kegiatan Komite Description of The Audit Committee

Audit Pada Tahun Buku Activities In Fiscal Year
Sepanjang tahun 2018, Komite Audit telah melaksanakan In 2018, the Audit Committee has performed activities
kegiatan sesuai dengan Program Kerja Komite Audit in accordance with the established Audit Committee
yang ditetapkan. Kegiatan pengawasan, pemantauan Work Program. Activities of supervision, monitoring, and
dan evaluasi atas kinerja Perusahaan dilakukan melalui evaluation over the performance of Company were carried
pembahasan secara formal dan informal dengan Fungsi out through formal and informal discussion with Internal
Internal Audit dan fungsi terkait lainnya, dengan agenda Audit function and other related functions with agenda as
pembahasan, antara lain: follows:

• Dalam menjalankan fungsinya, Komite Audit mengadakan • In implementing its functions, the Audit Committee
rapat dan pertemuan dengan Dewan Komisaris, Direksi/ held meetings with the Board of Commissioners, Board
Manajemen, Auditor Internal, Planning Project dan Risk of Directors/Management, Internal Auditor, Planning
Management (PPRM), Relation, dan Auditor Eksternal. Project and Risk Management (PPRM), Relations, and
External Auditor.
• Komite Audit telah menelaah dan mendiskusikan laporan • The Audit of Committee has analyzed and discussed
keuangan bulanan dan triwulanan dengan Manajemen, monthly financial statements with the Managemet, as
serta laporan keuangan tahunan auditan dengan well as annual audited financial statements with the
Manajemen dan Auditor Eksternal. Management and External Auditor.
• Dengan Auditor Eksternal, Komite Audit telah membahas • With the External Auditor, the Audit Committee has
perencanaan, pelaksanaan, serta temuan audit. discussed audit planning, implementation, as well as
findings.
• Komite Audit mendorong manajemen untuk terus • The Audit Committee encouraged the management
menjalankan keterbukaan informasi sesuai Pernyataan to continue exercising information transparency in
Standar Akuntansi Keuangan (PSAK) dan aturan yang accordance with Statement of Financial Accounting
berlaku. Standards (SFAS) and prevailing regulations.
• Komite Audit telah membahas rencana dan program kerja • The Audit of Committee has discussed the Internal Audit
Audit Internal serta mendiskusikan temuan-temuan Audit plan and program, as well as Internal Audit findings with
Internal dengan Direksi/Manajemen dan menyampaikan the Board of Directors/Management and submitted its
pendapatnya ke Dewan Komisaris. Komite Audit menilai opinion to the Board of Commissioners. The Committee
bahwa Fungsi Internal Audit telah dijalankan sesuai viewed the Internal Audit function has been conducted in
dengan Charter Internal Audit. accordance with the Internal Audit Charter.
• Komite Audit telah melakukan telaah dan perbaikan atas • The Audit Committee has analyzed and improved the
Charter Dewan Komisaris dan Charter Komite Dekom. Board of Commissioners Charter and Committees’
Charter of the Board of Commissioners.
Selama tahun 2018 Komite Audit telah melakukan kunjungan Throughout 2018, the Audit Committee has performed field
kerja ke lapangan sebanyak dua kali, yakni ke lapangan visits twice to ONWJ offshore field and Onshore Processing
ONWJ di offshore dan Onshore Processing Facilities (OPF) Facilities (OPF) WMO in Gresik.
WMO di Gresik.

Komite Manajemen Risiko dan

Sumber Daya Manusia (MRSDM)
Risk Management and
Human Capital Committee (MRSDM)
Pembentukan Komite Manajemen Risiko dan Sumber Daya Establishment of the Risk Management and Human Capital
Manusia (MRSDM) didasarkan pada Keputusan Dewan Committee was based on the Board of Commissioners’
Komisaris No.54/DKPHE/2012 tanggal 28 Mei 2012. Komite Dec ree No.5 4 /DK PHE/201 2 of 28 May 201 2. Th e
MRSDM bertanggung jawab membantu Dewan Komisaris MRSDM Committee is responsible for assisting the
dalam melakukan pengawasan terhadap pengelolaan risiko Board of Commissioners in performing monitoring of risk
dan pengembangan Sumber Daya Manusia (SDM). management and human capital development.
Keanggotaan Komite MRSDM Membership Of The MRSDM Commitee
Sampai dengan akhir periode pelaporan, komposisi Until the end of the reporting period, the membership
keanggotaan Komite MRSDM terdiri dari satu orang ketua composition of the MRSDM Committee consists of one
yang merangkap anggota dan dua orang anggota. Ketua chairman concurrently holding the position of member and
Komite Audit dijabat oleh salah satu anggota Dewan two members. The Audit Committee Chairman position is
Komisaris. Anggota Komite MRSDM lain berasal dari luar held by one of the members of the Board of Commissioners.
Perusahaan. Other members of the MRSDM Committee are from outside
the company.
Tabel Keanggotaan Komite MRSDM PHE
Table of the PHE MRSDM Committee Membership
Nama Jabatan Diangkat Berakhir

No Name Position Date of Appointment End Term of Office
Ketua Komite MRSDM

1 Yudi Wahyudi*) 30 September 2013 30 Juni 2018
MRSDM Committee Chairman
Ketua Komite MRSDM

2 R. Panji Sumirat*) 03 Oktober 2018 -
Anggota Komite MRSDM

3 Muhammad S. Fauzani**) 23 September 2013 01 Juni 2018
MRSDM Committee Member

4 Ari Marsudi**) 28 Agustus 2018 -

5 Ninik Retno Wijayanti 24 Agustus 2017 -
Keterangan:
* ) Bapak Yudi Wahyudi digantikan oleh Bapak R. Panji Sumirat sebagai Ketua Komite MRSDM.
** ) Bapak Muhammad Shabran Fauzan digantikan oleh Bapak Ari Marsudi Sebagai Anggota Komite MRSDM.
Information:
*) Mr. Yudi Wahyudi was replaced by Mr. R. Panji Sumirat as Chair of the MRSDM Committee.
**) Mr. Muhammad Shabran Fauzan was replaced by Mr. Ari Marsudi as a Member of the MRSDM Committee.

Profil Ketua Komite MRSDM Lama

Profile of the Previous MRSDM Committee Chairman
Ketua Komite MRSDM

Yudi Wahyudi
Yudi Wahyudi merupakan warga Negara Indonesia, umur 55 tahun Yudi Wahyudi is an Indonesian citizen, 56 years of age, born in Sukabumi
yang lahir di Sukabumi pada 9 Oktober 1962, dan saat ini berdomisili on 9 October 1962, currently domiciled in Bandung. He obtained his
di Bandung. Beliau memperoleh gelar Ekonomi Akuntansi dari Economics Accounting degree from Padjadjaran University in 1987
Universitas Padjajaran tahun 1987 dan mendapatkan gelar Magister and a Master of Management from the University of Indonesia in 1997.
Manajemen dari Universitas Indonesia tahun 1997.
Beliau menjabat sebagai Ketua Komite MRSDM PT Pertamina He held the position of PT Pertamina Hulu Energi MRSDM Committee
Hulu Energi terhitung sejak tanggal 17 Maret 2016 untuk masa Chairman effective from 17 March 2016 for the term of office of 1 period
jabatan 1 periode (3 tahun) atau sampai dengan Dewan Komisaris (3 years) or until the Board of Commissioners decides otherwise. This
memutuskan lain. Hal ini sesuai dengan Keputusan Dewan is in accordance with the circular Board of Commissioners’ Decree of 17
Komisaris secara sirkuler tanggal 17 Maret 2016 tentang Penetapan March 2016 on the Appointment of the MRSDM Committee Chairman.
Ketua Komite MRSDM.
Memulai karir di PT Pertamina (Persero) sebagai Kepala Akuntansi He started his career at PT Pertamina (Persero) as the Head of Oil
Minyak UPPDN III Jakarta (1998-2001) dan menjabat sebagai Accounting at UPPDN III Jakarta (1998-2001) and held the position of
Komisaris PT Pertamina Geothermal Energy (2010-2012) sekaligus Commissioner at PT Pertamina Geothermal Energy (2010-2012) as
menjabat sebagai Ketua Komite Investasi. Sejumlah jabatan well as the Investment Committee Chairman. A number of important
penting lainnya selama berkarir di Pertamina, antara lain Kepala positions during his Pertamina career include the Head of Accounting
Akuntansi UPMS I Medan (2001–2002), Manajer Keuangan DOH at UPMS I Medan (2001-2002), Finance Manager at DOH Kalimantan
Kalimantan (2002–2005), Manajer Keuangan DOH Sembangsel (2002-2005), Finance Manager at DOH Sembangsel (2005),
(2005), Manajer Kontroler PT Pertamina EP (2006–2007), Controller Manager at PT Pertamina EP (2006-2007), Finance
Manajer Keuangan UPMS III Jakarta (2007–2008), Manajer Manager at UPMS III Jakarta (2007-2008), Management Accounting
Akuntansi Manajemen Direktorat Keuangan (2008), Vice President Manager at the Finance Directorate (2008), Vice President of
Controller, Direktorat Keuangan (2008-2010), Vice President Controller at the Finance Directorate (2008-2010), Vice President
Financial Accounting & Reporting Direktorat Keuangan (2010- of Financial Accounting & Reporting at the Finance Directorate
2012), dan Senior Vice President Controller Direktorat Keuangan (2010-2012), and Senior Vice President of Controller at the Finance
PT Pertamina (Persero) (2012-sekarang). Directorate of PT Pertamina (Persero) (2012-now).

Profil Anggota Komite MRSDM Baru

Profile of the New MRSDM Committee Chairman
Ketua Komite MRSDM

R. Panji Sumirat
R. Panji Sumirat lahir di Bandung pada 29 Februari 1964, umur 55 R. Panji Sumirat was born in Bandung on 29 February 1964, 55
tahun, warga Negara Indonesia yang saat ini berdomisili di Jakarta. years of age, an Indonesian citizen currently domiciled in Jakarta.
Beliau meraih gelar S1 Teknik Perminyakan di Institut Teknologi He obtained a Bachelor’s Degree in Petroleum Engineering from the
Bandung (ITB) pada tahun 1988. Bandung Institute of Technology (ITB) in 1988.
Beliau menjabat sebagai Ketua Komite MRSDM di PT Pertamina He holds the position of PT Pertamina Hulu Energi MRSDM
Hulu Energi terhitung sejak tanggal 3 Oktober 2018 untuk masa Committee Chairman effective from 3 October 2018 for the term
jabatan 1 periode (3 tahun) atau sampai dengan 1 Oktober 2018. of office of 1 period (3 years) or until 1 October 2021. This is in
Hal ini sesuai dengan Keputusan Dewan Komisaris SK No. 051/ accordance with the Board of Commissioners’ Decree SK No. 051/
DK-PHE/2018 tanggal 3 Oktober 2018. DK-PHE/2018 of 3 October 2018.
Beberapa karir dan penugasan Beliau, yaitu sebagai SVP Several of his careers and assignments were as the SVP of
Development & Production sejak Oktober 2017 sampai sekarang Development & Production since October 2017 to now at PT
di PT Pertamina (Persero), VP Planning & Portofolio PT Pertamina Pertamina (Persero), VP of Planning & Portfolio at PT Pertamina
(Persero) sejak Juni 2015 – September 2017, serta Chief Reservoir (Persero) since June 2015-September 2017, as well as the Chief
& Production UTC, PT Pertamina (Persero) sejak November 2014 – of Reservoir & Production UTC, PT Pertamina (Persero) since
Juni 2015. November 2014-June 2015.

Ninik Retno Wijayanti
Ninik Retno Wijayanti lahir di Jakarta pada 07 Maret 1967, umur Ninik Retno Wijayanti was born in Jakarta on 07
52 tahun, Warga Negara Indonesia yang saat ini berdomisili di M a r e t 1 9 6 7, 5 2 y e a r s o f a g e , a n I n d o n e s i a n c i t i z e n
Jakarta. Beliau meraih gelar sarjana Ekonomi di Universitas Prof. currently domiciled in Jakarta. She completed a Bachelor's degree
Dr. Moestopo, dan S2 Magister Management/Master of Business in Economic at Prof. Dr. Moestopo University, and obtained a Master
Administration (MBA) di Universitas Gadjah Mada. of Business Administration (MBA) from Gadjah Mada University.
Beliau menjabat sebagai Komite MRSDM PT Pertamina Hulu She holds the position of PT Pertamina Hulu Energi MRSDM
Energi terhitung sejak tanggal 24 Agustus 2017 untuk masa Committee effective from 24 August 2017 for the term of office
jabatan 1 periode (3 tahun) atau sampai dengan Dewan Komisaris of 1 period (3 years) or until the Board of Commissioners decides
memutuskan lain. Hal ini sesuai dengan Keputusan Dewan otherwise. This is in accordance with the circular Board of
Komisaris secara sirkuler tanggal 24 Agustus 2017 tentang Commissioners’ Decree of 24 August 2017 on the Appointment of
Penetapan Anggota Komite MRSDM. the MRSDM Committee Members.
Beberapa karir dan penugasan Beliau, yaitu sebagai Asisten Several of her careers and assignments were as the Assistant Risk
Manager Risiko PT Pertamina EP (2007- 2010), Asisten Manager Manager of PT Pertamina EP (2007- 2010), Strategic Assistant
Strategic & Project Risk/Sr. Analyst Strategic & Project Risk Manager & Project Risk/Sr. Analyst Strategic & Project Risk
PT Pertamina (2010-2013), Manager Strategic Planning di PT PT Pertamina (2010-2013), Strategic Planning Manager at PT
Pertamina (2013-saat ini). Pertamina (2013-present).


Muhammad Shabran Fauzani
M u h a m m a d S h a b ra n Fa u z a n i m e r u p a ka n wa rg a N e g a ra Muhammad Shabran Fauzani is an Indonesian citizen, 45 years

I n d o n e s i a , u m u r 4 5 t a h u n ya n g l a h i r d i B e n g ku l u p a d a of age, born in Bengkulu on 19 April 1974 and currently domiciled
tanggal 19 April 1974, dan saat ini berdomisili di Jakarta . in Jakarta. He completed a Bachelor’s degree in Management
B eliau menyelesaikan S1 jurusan Ekonomi Manajemen di Economics at Trisakti University, Jakarta and obtained a Diploma
Universitas Trisakti, Jakarta dan mendapatkan gelar Diploma in Treasury Management from the Finance & Treasury Association,
in Treasury Management di Association Australia Finance & Australia. He obtained a Master of Applied Finance degree
Treasury. Beliau memperoleh gelar Master of Applied Finance di from Monash University, Melbourne, Australia.
Monash Univ ersity, Melbourne Australia.
Beliau menjabat sebagai Komite MRSDM PT Pertamina Hulu He holds the position of PT Pertamina Hulu Energi MRSDM
Energi terhitung sejak tanggal 11 September 2015 untuk masa Committee effective from 11 September 2015 for the term of
jabatan 1 periode (3 tahun) atau sampai dengan Dewan Komisaris office of 1 period (3 years) or until the Board of Commissioners
memutuskan lain. Hal ini sesuai dengan Keputusan Dewan decides otherwise. This is in accordance with the circular Board of
Komisaris secara sirkuler tanggal 11 September 2015 tentang Commissioners’ Decree of 11 September 2015 on the Appointment
Penetapan Anggota Komite MRSDM. of the MRSDM Committee Members.
Beliau memiliki pengalaman menduduki beberapa jabatan penting, He has the experience of holding several important positions,
di antaranya Asisten Manajer Portofolio Management di Kantor among which as Assistant Manager of Portfolio Management at
Pusat PT Pertamina-Directorate of Investment Planning & Risk the PT Pertamina Head Office-Directorate of Investment Planning
Management (2009-2010), Assistant Manager Investment & & Risk Management from 2009-2010, Assistant Manager of
Development Evaluation di Kantor Pusat PT Pertamina-Directorate Investment & Development Evaluation at the PT Pertamina Head
of Investment Planning & Risk Management 2011, Assistant Manager Office-Directorate of Investment Planning & Risk Management in
Oil & Gas Business Development di Kantor Pusat PT Pertamina- 2011, Assistant Manager of Oil & Gas Business Development at the
Directorate of Investment Planning & Risk Management (2011-2012), PT Pertamina Head Office-Directorate of Investment Planning &
Assistant Manager Non Oil & Gas Merger & Acquisition Investment Risk Management from 2011-2012, Assistant Manager of Non-Oil
di Kantor Pusat PT Pertamina-Directorate of Investment Planning & Gas Merger & Acquisition Investment at the PT Pertamina Head
& Risk Management 2013 dan New Venture Downstream Business Office-Directorate of Investment Planning & Risk Management
Development Manager di Kantor Pusat PT Pertamina-Directorate in 2013, and New Venture Downstream Business Development
of Investment Planning & Risk Management (2013-2017). Manager at the PT Pertamina Head Office- Directorate of
Investment Planning & Risk Management from 2013-2017.

MRSDM Committee Member Ari Marsudi
Ari Marsudi lahir di Purwodadi pada 12 Juli 1962, umur 57 tahun, Ari Marsudi was born in Purwodadi on 12 July 1962, 57 years of age,
warga Negara Indonesia yang saat ini berdomisili di Jakarta. Beliau an Indonesian citizen currently domiciled in Jakarta. He obtained
meraih gelar S1 Ekonomi Akuntansi di Universitas Gadjah Mada, a Bachelor’s degree in Accounting Economics from Gadjah Mada
Yogyakarta pada tahun 1987. University, Yogyakarta in 1987.
Beliau menjabat sebagai Ketua Komite MRSDM di PT Pertamina He holds the position of PT Pertamina Hulu Energi MRSDM
Hulu Energi terhitung sejak tanggal 1 Oktober 2018 untuk masa Committee Member effective from 1 October 2018 for the term
jabatan 1 periode (3 tahun) atau sampai dengan Dewan Komisaris of office of 1 period (3 years) or until the Board of Commissioners
memutuskan lain. Hal ini sesuai dengan Keputusan Dewan decides otherwise. This is in accordance with the Board of
Komisaris SK No. 045/DK-PHE/2018 tanggal 28 Agustus 2018. Commissioners’ Decree SK No. 045/DK-PHE/2018 of 28 August
2018.
Beberapa karir dan penugasan Beliau, yaitu sebagai VP Financial Several of his careers and assignments were as the VP of Financial
Accounting & Reporting, Controller, Dit. Keuangan PT Pertamina Accounting & Reporting, Controller, Finance Directorate at PT
(Persero) sejak Desember 2015 – Juli 2018, VP Dit. Finance & Pertamina (Persero) from December 2015-July 2018, VP of the
Business Support, PT Pertamina Hulu Energi sejak Juni 2012 – Finance & Business Support Directorate at PT Pertamina Hulu
Desember 2015, dan Manager General Accounting, Dit. Keuangan, Energi from June 2012-December 2015, and Manager of General
PT Pertamina (Persero) sejak Juli 2010 – Juni 2012. Accounting, Finance Directorate at PT Pertamina (Persero) from
July 2010-June 2012.

Pernyataan Independensi Anggota Statement of Independence of the

Komite MRSDM MRSDM Committee Members
A n g g ot a Ko m i te M R S D M m e m b e r i ka n p e r nyat a a n The MRSDM Committee members gave a statement of

independensi yang dijabarkan dalam Pakta Integritas dan independence detailed in the Integrity Pact and Conflict
Pernyataan Benturan Kepentingan. Dalam pernyataan of Interest Statement. In the statement was affirmed that
tersebut ditegaskan bahwa anggota Komite MRSDM tidak the MRSDM Committee members have no relations with
memiliki hubungan dengan kepengurusan, kepemilikan management, shares ownership, and/or familiar relations to
saham dan/atau hubungan keluarga sampai derajat the second degree with Board of Commissioners members,
kedua dengan anggota Dewan Komisaris, Direksi maupun Board of Directors members, or PHE Shareholders.
Pemegang Saham PHE.
Pedoman Kerja Komite MRSDM MRSDM Committee Charter
• Undang-Undang No.40/2007 tentang Perseroan • Law No.40/2007 on Limited Liability Companies;

Terbatas;
• Undang-Undang No.19/2003 tentang Badan Usaha Milik • Law No.19/2003 on State-Owned Enterprises;
Negara; • The Company’s Articles of Association;
• Anggaran Dasar Perusahaan;
• Peraturan Menteri Negara BUMN No.PER-01/MBU/2011 • SOE Minister Regulation No.PER-01/MBU/2011 on
tentang Penerapan Tata Kelola Perusahaan yang Baik Good Corporate Governance Implementation in SOEs
(Good Corporate Governance) pada BUMN yang telah which was amended by the SOE Minister Regulation
dirubah dengan Peraturan Menteri Negara BUMN No.Per-09/MBU/2014;
No.PER-09/MBU/2014;
• Pedoman Umum Good Corporate Governance Indonesia • General Guidelines on Indonesian Good Corporate
dari Komite Nasional Kebijakan Corporate Governance Governance from the 2006 Corporate Governance
2006. Policy National Committee
Uraian Tugas dan Tanggung Jawab Detailed Duties and Responsibilities of

Komite MRSDM the MRSDM Committee
Tugas dan tanggung jawab terkait Duties and responsibilities relevant

Manajemen Risiko to Risk Management
• Melakukan penelaahan dan memberikan rekomendasi • Conducting analysis of and giving recommendations on
atas efektivitas pelaksanaan manajemen risiko yang the effectiveness of risk management implementation
d i l aku kan ol e h S at u a n Ke r j a M a na j e m e n Ri si ko performed by the Company’s Risk Management Task
Perusahaan, melalui pertemuan secara berkala maupun Force through periodic meetings or other methods
cara lainnya untuk membahas progress dari tahapan- to discuss the progress of stages of the duties and
tahapan tugas dan tanggung jawab yang dilakukan oleh responsibilities performed by the Risk Management Task
Satuan Kerja Manajemen Risiko. Force.
• Melakukan penelaahan atas penilaian risiko oleh Satuan • Conducting analysis of the risk assessment performed
Kerja Manajemen Risiko terhadap rencana investasi by the Risk Management Task Force on the material
Perusahaan yang material. investment plans of the Company.
• M e n e l a a h d a n m e m a nt a u i m p l e m e nt a s i s i st e m • Analyzing and monitoring the implementation of the HC
perencanaan SDM, rekrutmen, seleksi dan penempatan planning system, employee recruitment, selection, and
pekerja. placement.
• Melakukan pengawasan atas pelaksanaan rekomendasi • Conducting the monitoring of the implementation of
Komite Manajemen Risiko dan SDM oleh Satuan Kerja the Risk Management and Human Capital Committee
Manajemen Risiko. recommendations by the Risk Management Task Force.

• Melakukan analisis dan evaluasi atas usulan Rencana • Conducting analysis and evaluation of recommendations
Kegiatan dan Anggaran Perusahaan (RKAP) dan review for the Company’s Activity Plan and Budget (RKAP) and
tahunan atas Rencana Jangka Panjang Perusahaan the annual review of the Company’s Long Term Plans
• RJPP yang diajukan oleh Direksi. (RJPP).
• Melakukan penelaahan atas informasi risiko dan • RJPP proposed by the Board of Directors.
manajemen risiko Perusahaan dalam laporan-Iaporan • Conducting analysis of the Company’s risk information
yang akan dipublikasikan, melalui proses: and risk management in reports to be published, through
›› Diskusi bersama dengan manajemen; the processes of:
›› Review atas draft laporan yang akan dipublikasikan; ›› Joint discussion with the management;
• Melakukan pembahasan atas risiko-risiko penting pada ›› Review of the draft of the report to be published;
unit-unit lingkungan Perusahaan sesuai kebutuhan. • Conducting discussions about significant risks in the
• Memastikan bahwa internal audit telah memperhatikan units within the Company as needed.
aktivitas-aktivitas Perusahaan yang memiliki risiko tinggi. • Ensuring that the internal audit has considered high-risk
Company activities.
Perusahaan menganggap perlu menggunakan konsultan The Company considers it necessary to engage an
manajemen risiko independen untuk melakukan penelaahan independent risk management consultant to conduct a
kembali atas proses manajemen risiko yang telah diterapkan reanalysis of the risk management process implemented
Perusahaan. Terkait hal tersebut, tugas Komite MRSDM by the Company. Relevant to that, duties of the MRSDM
adalah: Committee are:
›› M e m b e r i k a n m a s u k a n t e n t a n g k r i t e r i a d a n ›› Giving inputs on the consultant’s criteria and
kompetensi konsultan; competencies;
›› Melakukan monitoring pekerjaan konsultan melalui ›› Conducting monitoring of the consultant’s work
Satuan Kerja Manajemen Risiko. through the Risk Management Task Force.
Tugas dan Tanggung Jawab yang Duties and Responsibilities

terkait dengan SDM Relevant to HC
• Memastikan bahwa Perusahaan telah memiliki kebijakan • Ensuring that the Company has transparent HC
pengelolaan dan pengembangan SDM secara transparan management and development policy (including policy
(termasuk di dalamnya kebijakan mengenai remunerasi). regarding remuneration).
• Melakukan penelaahan dan pemantauan praktik • Conducting analysis and monitoring of the Human
manajemen pengembangan Sumber Daya Manusia Capital development management practices based
berdasarkan Pedoman Kebijakan Tata Kelola Perusahaan, on the Company ’s Good Corporate Governance
khususnya Kebijakan Manajemen dan Prosedur Operasi Policy Guidelines, particularly Management Policy and
Standar di bidang pengembangan SDM. Standard Operating Procedure in the HC development
sector.
• M e n e l a a h d a n m e m a nt a u i m p l e m e nt a s i s i st e m • Analyzing and monitoring the implementation of the HC
perencanaan SDM, rekrutmen, seleksi, dan penempatan planning system, employee recruitment, selection, and
pekerja. placement.
• Menelaah dan memantau hubungan kerja industrial yang • Analyzing and monitoring the industrial work relations
ada di lingkungan Perusahaan. within the Company.
• Memantau dan mengawasi pelaksanaan mekanisme • Monitoring and supervising the implementation of the
program pengembangan Sumber Daya Manusia di Human Capital development program mechanism
PHE, termasuk di dalamnya manajemen talenta untuk at PHE, including talent management, to ensure the
memastikan Perusahaan memiliki Sumber Daya Manusia Company has competent Human Capital in accordance
yang kompeten sesuai kebutuhan Perusahaan. with the Company’s needs.
• Memastikan bahwa Perusahaan telah memiliki sistem • E n s u r i n g t h at t h e C o m p a ny h a s a t ra n s p a re nt
remunerasi yang transparan berupa gaji atau honorarium, remuneration system in the forms of salary or honorarium,
tunjangan dan fasilitas yang bersifat tetap serta insentif benefits, and fixed facilities as well as incentives or other
atau bentuk lainnya yang bersifat variabel. variable forms.

• Membantu Dewan Komisaris dalam mereview kebijakan • Assisting the Board of Commissioners in reviewing the
remunerasi yang diusulkan oleh Direksi. remuneration policy proposed by the Board of Directors.
• Membantu Dewan Komisaris dalam mereview kebijakan • Assisting the Board of Commissioners in reviewing the
nominasi, promosi, apabila diminta oleh Direksi. nomination and promotion policy if requested by the
Board of Directors.
• Memantau implementasi Manajemen Kinerja dalam • Monitor ing t he implementati on of Per forman ce
bentuk SMK (Sistem Manajemen Kinerja) dan SMUK M a n a g e m e nt i n t h e fo r m s of t h e Pe r fo r m a n c e
(Sistem Manajemen Unjuk Kinerja) sebagai bagian dalam Management System (SMK) and the Performance
pengembangan kompetensi SDM PHE. Demonstration Management System (SMUK) as part of
PHE HC competencies development.
Kewenangan Komite MRSDM Authority of the MRSDM Committee
• Ko m i t e M R S D M b e r w e n a n g u n t u k m e n g a k s e s • T h e M R S D M C o m m i tt e e i s a u t h o r i ze d t o h ave
secara penuh, bebas dan tidak terbatas terhadap full, unrestricted, and unlimited access to every
setiap kebijakan Perusahaan yang berkaitan dengan Company policy relevant to risk management and HC
pengelolaan risiko dan pelaksanaan SDM (termasuk di implementation (including remuneration implementation)
dalamnya pelaksanaan remunerasi) di Perusahaan. in the Company.
• Dalam melaksanakan wewenang sebagaimana butir (1) • In performing its authority as referred to in point (1), the
di atas, Komite MRSDM wajib bekerjasama dengan mitra MRSDM Committee must cooperate with colleagues,
kerja di antaranya: Sekretariat Dewan Komisaris, Komite such as: the Secretariate of the Board of Commissioners,
Audit, tim terkait di level manajemen, Fungsi Internal Audit Committee, relevant teams on a management level,
Audit, Satuan Kerja Manajemen Risiko, Fungsi SDM dan Internal Audit Function, Risk Management Task Force,
unit-unit operasional Perusahaan yang berkaitan dengan HC Function, and the Company’s operational units
tugasnya. relevant to its duties
• Mekanisme kerja sebagaimana butir (2) di atas harus • The work mechanism as referred to in point (2) must
mengikuti prosedur kerja sesuai dengan peraturan yang follow the work procedure in accordance with prevailing
berlaku. regulations.
• A p a b i l a d i p e r l u ka n Ko m i te M R S D M d a p at • If needed, the MRSDM Committee may employ a
mempekerjakan konsultan untuk membantu Komite consultant to assist the MRSDM Committee with the
MRSDM dengan persetujuan tertulis Dewan Komisaris written approval of the Board of Commissioners and at
dan atas biaya Perusahaan. the Company’s expense.
• Jika diperlukan, dalam melaksanakan tugasnya, Komite • If needed, in performing its duties, the MRSDM
MRSDM dapat membentuk suatu tim yang bersifat Committee may form an ad hoc team with the criteria
ad hoc, dengan kriteria dan periode penugasannya and term of assignment in accordance with the needs
disesuaikan kebutuhan dan jenis pekerjaannya. and type of the job.
• Memperoleh masukan dari pihak eksternal/independen • Acquiring inputs from professional external/independent
yang profesional dalam rangka pelaksanaan tugas dan parties in performing duties and improving the
peningkatan kemampuan anggota Komite MRSDM capabilities of MRSDM Committee members if necessary
apabila diperlukan atas biaya Perusahaan. at the Company’s expense.
Selain tugas dan tanggung jawab tersebut, Komite MRSDM Aside from the aformentioned duties and responsibilities, the
PHE juga melakukan self-evaluation dan self improvement PHE MRSDM Committee also performs self-evaluation and
terhadap efektivitas pelaksanaan tugas Komite dan self-improvement of the effectiveness of the Committee’s
memperbaharui secara periodik Pedoman Kerja Komite duties and periodically updates the MRSDM Committee
MRSDM. Work Guidelines.

Frekuensi Pertemuan Komite MRSDM Meeting Frequency of the MRSDM

dan Tingkat Kehadiran Anggota Committee and Attendance Rate of
Komite Committee Members
Dalam menjalankan tugas dan tanggung jawabnya, Komite In performing its duties and responsibilities, the MRSDM
MRSDM mengadakan rapat dan pertemuan secara berkala. Committee periodically holds meetings. The MRSDM
Rapat Komite MRSDM diselenggarakan secara berkala Committee meetings are held periodically and can be
dan dapat bersifat internal maupun mengundang pihak- internal or by inviting other parties. In conducting meetings,
pihak lain. Dalam pelaksanaan rapat, setiap anggota Komite each MRSDM Committee member is able to freely convey
MRSDM dapat dengan bebas menyampaikan pendapat their professional opinion. Meeting decisions are made
profesionalnya. Keputusan rapat diambil berdasarkan based on deliberation for consensus and the occurring
musyawarah untuk mufakat dan proses yang berlangsung process is formulated in meeting minutes signed by all
dituangkan dalam risalah rapat yang ditandatangani oleh of the attending MRSDM Committee members. The
seluruh anggota Komite MRSDM yang hadir. Keputusan meeting decisions are then presented to the Board of
rapat kemudian disampaikan kepada Dewan Komisaris. Commissioners.
Selama tahun 2018, Komite Manajemen Risiko Sumber Daya In 2018, the Risk Management and Human Capital (MRSDM)
Manusia (MRSDM) melaksanakan 5 kali rapat bersama Committee held 5 meeting with the Internal Audit function
fungsi Internal Audit dan 24 kali rapat dengan fungsi terkait. and 24 meetings with relevant functions. Attendance rate
Jumlah kehadiran masing-masing anggota Komite MRSDM of each MRSDM Committee member is presented in the
sebagaimana tertuang dalam tabel sebagai berikut: following table:
Jumlah Rapat Komite MRSDM dengan Internal Audit Tahun 2018

dan Persentase Kehadiran Anggota Komite MRSDM
Number of Meetings of the MRSDM Committee wit Internal Audit in 2018 and Attendance
Percentage of MRSDM Committee Members
Bulan/Tanggal Jumlah
Nama / Jabatan Month/Date Total
Name/Position Hadir*)
12/1 26/04 13/05 25/06 23/11 Attendance
%
Yudi Wahyudi,
Ketua Komite MRSDM 2/4 50
R. Panji Sumirat,
Muhamad S. Fauzani,
Anggota Komite MRSDM 3/4 75
Ninik R. Wijayanti,
Ari Marsudi,

Jumlah Rapat Komite MRSDM dengan Fungsi Terkait Tahun 2018

dan Persentase Kehadiran Anggota Komite MRSDM
Number of Meetings of the MRSDM Committee with Relevant Functions in 2018 and
Attendance Percentage of MRSDM Committee Members
Bulan/Tanggal Month/Date
Nama Name
19/01 28/02 07/03 21/03 30/03 04/04 05/05 18/05 26/05 07/06
Yudi Wahyudi,
Ketua Komite MRSDM
R. Panji Sumirat,
Ketua Komite MRSDM
Ninik R Wijayanti,
Ari Marsudi,
Muhamad S. Fauzani,
Bulan/Tanggal Month/Date
Nama Name
17/06 20/06 26/07 26/08 06/09 07/09 22/09 29/09 03/10 21/10
Yudi Wahyudi,
Ketua Komite MRSDM
R. Panji Sumirat,
Ketua Komite MRSDM
Ninik R Wijayanti,
Ari Marsudi,
Muhamad S. Fauzani,
Pendidikan dan/Atau Pelatihan Untuk Education and/Or Training For The

Komite MRSDM Mrsdm Committee
Selama tahun 2018 PHE menyertakan anggota Komite In 2018, PHE included MRSDM Committee members in
MRSDM pada program/kegiatan pendidikan dan pelatihan. education and training programs/activities. The purpose
Tujuannya guna meningkatkan keahlian dan kompetensi was to improve the expertise and competencies of each
masing-masing anggota Komite MRSDM. MRSDM Committee member.

Bulan/Tanggal Jumlah
Nama / Jabatan Month/Date Total
Name/Position
26/10 02/11 17/11 22/12 Hadir*) %
Attendance
Yudi Wahyudi,
R. Panji Sumirat,
Ninik R Wijayanti,
Ari Marsudi,
Muhamad S. Fauzani,
Tabel Kegiatan Pendidikan dan Pelatihan Anggota Komite MRSDM Tahun 2018
Table of Education and Training Activities of MRSDM Committee's Members in 2018
Nama Kegiatan Waktu Pelaksanaan

Name Activities Date of Implementation
05 Desember 2018
Risk Governance Master Class
05 December 2018
06-07 Desember 2018

Ninik Retno Wijayanti Risk Beyond International Conference
06-07 December 2018
Advance Leadership Program Modul 10 28 – 30 November 2018

Advanced Leadership Program Module 10 28 – 30 November 2018
Uraian Pelaksanaan Kegiatan Komite Description of Activity of MRSDM

MRSDM Pada Tahun Buku Committee During the Fiscal Year
Selama tahun 2018, Komite MRSDM telah melaksanakan In 2018, the MRSDM Committee has implemented activities
kegiatan sesuai dengan Program Kerja yang ditetapkan in accordance with the Work Program established at the
pada awal tahun. Kegiatan monitoring dan evaluasi atas beginning of the year. Monitoring and evaluation activities of
kinerja Perusahaan dalam pengelolaan manajemen risiko Company performance in managing risk management and
dan SDM, dilakukan melalui pembahasan secara formal dan human capital are conducted through formal and informal
informal dengan fungsi terkait, meliputi: discussions with relevant functions, which include:
• Da l a m m e n j a l a n ka n f u n g s i nya , Ko m i te M R S D M • In performing its function, the MRSDM Committee has

mengadakan rapat dan pertemuan dengan Dewan held meetings with the Board of Commissioners, Board
Komisaris, Direksi/Manajemen, Fungsi Internal Audit, of Directors/Management, Internal Audit function, PPRM,
PPRM, Corporate Secretary, dan fungsi terkait lainnya. Corporate Secretary, and other relevant functions.
• Komite MRSDM telah melakukan telaah dan diskusi • The MRSDM Committee has performed analysis
dengan pihak manajemen PHE atas pola pengelolaan and discussion with PHE management about asset
portofolio aset dan kemajuan pengelolaan manajemen portfolio management pattern and the progress of risk
risiko. management.

• Komite telah berdiskusi dengan fungsi perencanaan • The committee has discussed with the planning and
dan komersial tentang pengelolaan manajemen commercial functions about risk management and
risiko dan menyarankan kepada manajemen untuk recommended for the management to focus its attention
memberi perhatian kepada Anak Perusahaan PHE agar on PHE Subsidiaries in order to map the existing risks in
memetakan risiko yang ada di dalam area kerja yang their respective work areas as well as to follow-up on the
bersangkutan serta menindaklanjuti respon yang telah agreed upon response.
disepakati.
• Komite juga menyarankan langkah pengendalian • The Committee has also recommended control measures
terhadap risiko terjadinya realisasi biaya yang berlebihan toward the risk of excessive cost realization occurring
dengan mengukur dan menganalisis actual cost per by measuring and analyzing separate actual cost per
barrel yang dipisahkan untuk minyak dan gas serta barrel for oil and gas as well as conducting a study on net
melakukan kajian terhadap pergerakan net cash flow cash flow movement of each investment within the block
dari setiap investasi dalam blok yang diukur dari sejak calculated from the initial expenditure of acquisition cost
dimulainya pengeluaran biaya akuisisi maupun biaya and cost for exploration and development.
untuk eksplorasi dan pengembangan.
• Komite telah melakukan penelaahan terhadap kemajuan • The Committee has conducted an analysis of the
proses implementasi perubahan organisasi PHE , p ro g re s s o f P H E o rg a n i z a t i o n t ra n s f o r m a t i o n
kemajuan proses penyelesaian role profile dan pengisian implementation, progress of the role profile completion
SDM serta proses bisnis pada struktur organisasi baru. process, and HC filling as well as the business process in
the new organizational structure.
• Ko m i t e t e l a h m e l a k u k a n p e m b a h a s a n d e n g a n • The Committee has conducted discussions with
manajemen perusahaan tentang konsekuensi dari Company management about the consequence of
perubahan organisasi yaitu perlunya aturan-aturan baru organizational change, which is the need for new
yang sejalan dengan proses bisnis sehingga proses regulations in line with the business process in order to
bisnis tidak terganggu. not disrupt the business process.
• Komite MRSDM telah melakukan telaah dan perbaikan • The MRSDM Committee has conducted an analysis
atas Charter Dewan Komisaris dan Charter Komite of and improvement to the Board of Commissioners’
Dekom. Charter and the Board of Commissioners Committees’
Charter.
Selama tahun 2018 Komite MRSDM telah melakukan In 2018, the MRSDM Committee conducted 2 site visits,
kunjungan kerja ke lapangan sebanyak 2 kali yaitu ke to ONWJ at offshore and the WMO Onshore Processing
lapangan ONWJ di offshore dan Onshore Processing Facilities (OPF) in Gresik.
Facilities (OPF) WMO di Gresik.

Uraian Tugas dan

Fungsi Sekretaris Perusahaan
Description of Duties and Responsibilities
of Corporate Secretary
PT Pertamina Hulu Energi (PHE) membentuk Sekretaris The Corporate Secretary has a strategic position as liaison
Perusahaan berdasar Peraturan Menteri Badan Usaha connecting the Shareholders, Board of Commissioners,
Milik Negara (BUMN) No.KEP-117/MMBU/2002 Tentang Board of Directors, and stakeholders. The Corporate
Penerapan Praktik Good Corporate Governance Pada Secretary is also a source of information and functions to
Badan Usaha Milik Negara. Sekretaris Perusahaan ditunjuk improve internal and external communication relevant to
dan diangkat Direksi, serta bertanggung jawab kepada business activities.
Direksi.
Sekretaris Perusahaan memiliki kedudukan strategis, PT Pertamina Hulu Energi (PHE) established a Corporate
sebagai penghubung antara Pemegang Saham, Dewan Secretary based on the State-Owned Enterprise (SOE)
Komisaris, Direksi dan pemangku kepentingan. Sekretaris Minister Regulation No.KEP-117/MMBU/2002 on Good
Perusahaan juga menjadi sumber informasi dan berfungsi Corporate Governance Practices Implementation in State
untuk meningkatkan hubungan komunikasi internal dan Owned Enterprises. The Corporate Secretary is chosen
eksternal terkait dengan kegiatan usaha. and appointed by the Board of Directors and is responsible
to the Board of Directors.
Profil Sekretaris Perusahaan Profile of the Corporate Secretary
Sekretaris Perusahaan berkedudukan di bawah Direktur The Corporate Secretary is positioned under the President
Utama dan dijabat oleh pejabat perusahaan Vice President Director and held by the Vice President (VP) of Relations
(VP) Relations. Sampai dengan akhir periode pelaporan, company official. Until the end of the reporting period, VP of
VP Relations yang melaksanakan Fungsi Sekretaris Relations conducting the function of Corporate Secretary
Perusahaan dijabat oleh Bapak Ifki Sukarya, berdasarkan was held by Mr. Ifki Sukarya, based on the Temporary
SK Plt . Direktur Utama Pertamina No. Kpts.P-127/ President Director of Pertamina Decree No. Kpts.P-127/
C00000/2018-S8 tanggal 09 Agustus 2018 tentang C00000/2018-S8 of 9 August 2018 on Position Transfer.
Mutasi Jabatan. Dalam melaksanakan tugas dan tanggung In performing its duties and responsibilities, the Corporate
jawabnya, Sekretaris Perusahaan dibantu oleh Manager Secretary is assisted by the Media and Relations Manager,
Media dan Relations, Manager Compliance & GCG. Compliance & GCG Manager.

Profil Ketua Sekretaris Perusahaan/VP Relations Lama

Profile of the Previous Corporate Secretary/VP of Relations
VP Relations
VP of Relations
Aji Prayudi
Aji Prayudi merupakan warga negara Indonesia yang lahir di Medan pada tanggal 19 Februari 1965 umur
53 tahun dan saat ini berdomisili di Jakarta. Beliau menjabat sebagai VP Relations berdasarkan SK
Direksi Surat Keputusan No. Kpts. P-069/C0000/2017/-S8 tentang Mutasi Jabatan. Beliau menjabat
sebagai Sekretaris Perusahaan selama satu periode (tiga tahun) untuk masa jabatan atau sampai
dengan RUPS Perusahaan memutuskan lain.
Beliau memperoleh gelar S1 Jurusan Hukum dari Universitas Indonesia tahun 1990 dan meraih gelar
Magister Manajemen dari Universitas Gadjah Mada lulus pada tahun 2000. Pada tahun 2005 beliau
memperoleh gelar Master Hukum dari Universitas Indonesia.
Beliau memulai karir sebagai Trainee pada tahun 1991 di PT Pertamina (Persero). Beberapa
jabatan penting selama berada di PT Pertamina (Persero), di antaranya Manajer Perencanaan dan
Pengembangan Hukum (2001), Koordinator Legal Advisor (2004-2006), dan Kepala Hukum Korporat
(2006-2008). Beliau juga pernah menjabat sebagai Manajer Hukum PT Pertamina Drilling Service
Indonesia (2008-2010) dan Vice President dan Legal Relation PT Pertamina EP (2010-2014). Pada
tahun 2014-2017 beliau menjabat sebagai Vice President Legal Counsel Upstream & Gas PT Pertamina
(Persero) dan selanjutnya pada tanggal 1 Juni 2017 menjabat sebagai Sekretaris Perusahaan PT
Pertamina Hulu Energi.
Aji Prayudi is an Indonesian citizen born in Medan on 19 February 1965, 53 years of age and is currently
domiciled in Jakarta. He held the position of VP of Relations based on the Board of Directors’ Decree No.
Kpts.P-069/C0000/2017/-S8 on Position Transfer. He held the position of Corporate Secretary for a
term of office of 1 period (three years) or until the Company GMS decided otherwise.
He obtained a Bachelor’s degree in Law from the University of Indonesia in 1990 and obtained a Master
of Management from Gadjah Mada University in 2000. In 2005, he obtained a Master of Law degree
from the University of Indonesia.
He began his career as Trainee in 1991 at PT Pertamina (Persero). Several important positions during
his tenure at PT Pertamina (Persero) included Manager of Legal Planning and Development (2001),
Legal Advisor Coordinator (2004-2006), and Head of Corporate Legal (2006-2008). He also had the
position of Legal Manager at PT Pertamina Drilling Service Indonesia (2008-2010) and Vice President
of Legal and Relations at PT Pertamina EP (2010-2014). In 2014-2017, he held the position of Vice
President of Legal Counsel for Upstream and Gas at PT Pertamina (Persero) and then on 1 June 2017
holding the position of Corporate Secretary at PT Pertamina Hulu Energi.

Profil Ketua Sekretaris Perusahaan/VP Relation

Profile of the Corporate Secretary/VP of Relations
VP Relations
VP of Relations
Ifki Sukarya
Ifki Sukarya lahir di Bandung pada 9 Juni 1966, umur 52 tahun, warga Negara Indonesia yang saat ini
berdomisili di Jakarta. Beliau meraih gelar S1 Perikanan di Institut Pertanian Bogor tahun 1991.
Beliau menjabat sebagai VP Relations di PT Pertamina Hulu Energi terhitung sejak tanggal 09 Agustus
2018 sampai dengan saat ini. Hal ini sesuai dengan Keputusan Dewan Komisaris SK Plt. Direktur Utama
Pertamina No. Kpts.P-127/C00000/2018-S8.
Beberapa karir dan penugasan Beliau, yaitu sebagai CSR Manager di PT Pertamina (Persero) sejak 1
Januari 2015-30 April 2016, Media Manager di Pertamina Persero sejak 1 Mei 2015-15 Oktober 2015,
External Communication Manager PHE sejak 16 Oktober 2015 – 31 Juli 2016, Senior Manager Relations
PHE sejak 1 Agustus 2016 – 31 Januari 2017, Media & Relations Manager PHE sejak 1 Februari 2017 – 31
Agustus 2018.
VP of Relations
Ifki Sukarya was born in Bandung on 9 June 1966, 53 years of age, an Indonesian citizen currently
domiciled in Jakarta. He obtained a Bachelor’s degree in Fisheries from the Bogor Agricultural Institute
in 1991
He holds the position of VP of Relations at PT Pertamina Hulu Energi effective from 9 August 2018 until
now. This is in accordance with the Board of Commissioners’ Decree SK Temporary President Director
of Pertamina No. Kpts.P-127/C00000/2018-S8.
Several of his careers and assignments were as CSR Manager at PT Pertamina (Persero) from 1
January 2015-30 April 2016, Media Manager at Pertamina Persero from 1 May 2015-15 October 2015,
PHE External Communication Manager from 16 October 2015-31 July 2016, PHE Senior Manager of
Relations from 1 August 2016-31 January 2017, PHE Media & Relations Manager from 1 February 2017-
31 August 2018.

Struktur Organisasi Sekretaris Perusahaan

Organizational Structure Of The Corporate Secretary
VP Relations
VP Relation
9 Compliance & GCG Manager 1 Media & Relations Manager
Operations
Policy Compliance Media & Media
5 & GCG Ast. Manage 3 Compliance &
GCG Team Leader
5 Relations Manager 4 Ast. Manager
Compliance Compliance Relations Media

2 Sr. Analyst 1 Analyst 1 Lead Analyst 1 Lead Analyst
Compliance Compliance Relations Media

2 Sr. Analyst 1 Analyst 2 Sr. Analyst 1 Sr. Analyst
Relations Media
1 Analyst 1 Analyst

Admin Assistant
9 CSR Manager
Gresik Field
1 External Relations
West Area East Area
4 Ast. CSR Manager 4 Ast. CSR Manager
Gresik Field
2 CSR Sr. Analyst 2 CSR Sr. Analyst
APO Fields
1 CSR Analyst 1 CSR Analyst
Siak Fields
1 Kampar Supervisor

Uraian Tugas dan Tanggung Jawab Detailed Duties and Responsibilities of

Sekretaris Perusahaan the Corporate Secretary
• Bertanggung jawab atas perancangan kebijakan • Responsible for designing policies and procedures in
dan prosedur sesuai dengan Anggaran Dasar, bisnis accordance with the Articles of Association, Company
Perusahaan dan Tata Kelola Perusahaan yang Baik business, and Good Corporate Governance (GCG).
(GCG).
• Memelihara dan melakukan update informasi tentang • Maintaining and updating information regarding PHE
PHE yang disampaikan kepada pemangku kepentingan, presented to stakeholders, whether on print or electronic
baik media cetak maupun media elektronik. media.
• Memastikan dokumen-dokumen PHE sudah terdaftar • Ensuring PHE documents have been registered and
dan semua salinannya terkontrol dan teradministrasi all the copies are controlled and well administered.
dengan baik.
• Melakukan sosialisasi dan pengawasan pemanfaatan • Conducting socialization and monitoring of the use of
pedoman identitas Perusahaan. Company identity guidelines.
• Membantu Direksi dalam mempersiapkan • Assisting the Board of Directors in preparing GMS
penyelenggaraan RUPS, di antaranya: organization, among which by:
›› Menyusun agenda RUPS; ›› Formulating GMS Agenda
›› Menghubungi dan mengundang Dewan Komisaris; ›› Contacting and inviting the Board of Commissioners;
›› Menghimpun laporan tentang kegiatan usaha PHE ›› Compiling reports on PHE business activities to be
untuk dimasukkan dalam Laporan Tahunan dan included in the Annual Report and other reports to
laporan lainnya yang akan dibahas dalam RUPS; be discussed in the GMS;
›› Menyiapkan, mengelola, dan menyimpan dokumen ›› Preparing, managing, and storing GMS minutes
risalah RUPS. document
• Menyelenggarakan proses Korporasi sesuai GCG, • Organizing the Corporate process in accordance with
antara lain menyiapkan, mengelola, menyimpan dan GCG, among which by preparing, managing, storing, and
mendayagunakan dokumen Perusahaan termasuk tetapi utilizing Company documents, including but not limited to
tidak terbatas pada daftar pemegang saham, daftar list of shareholders, special lists, and minutes of meeting
khusus dan risalah rapat Direksi maupun RUPS. of the Board of Directors or GMS.
• Memonitor efektivitas pengelolaan CSR di holding dan • Monitoring the effectiveness of CSR management in
Anak Perusahaan. Company holdings and subsidiaries.
• Menjaga hubungan baik dengan pemangku kepentingan. • Maintaining excellent relations with stakeholders.
• Memonitor, mengevaluasi implementasi GCG, COC • Monitoring and evaluating the GCG and CoC
seluruh pekerja. implementation of all employees.
• Melaksanakan kegiatan Company Relations (Public • Performing appropriate Company Relations (Public
Relations dan CSR) yang tepat. Relations and CSR) activities
Pendidikan dan/atau Pelatihan Untuk Education and/or Training For The

Sekretaris Perusahaan Corporate Secretary
Selama tahun 2018, Sekretaris Perusahaan telah mengikuti In 2018, the Corporate Secretary participated in various
berbagai pendidikan/pelatihan yang diselenggarakan internally-organized educations/trainings by inviting expert
secara internal dengan mengundang narasumber tenaga speakers to improve competencies:
ahli guna meningkatkan kompetensi:
• Forum Leader in Action ( 25 Oktober 2018) • Leader in Action Forum (25 October 2018)
• Executive Leadership Upskilling (5-6 Desember 2018) • Executive Leadership Upskilling (5-6 Decemeber 2018)

Uraian Pelaksanaan Tugas Sekretaris Detailed Implementation of the Duties

Perusahaan Pada Tahun Buku Of The Corporate Secretary in the Fiscal
Year
S e l a m a t a h u n 2 01 8 , S e k ret a r i s Pe r u s a h a a n te l a h In 2018, the Corporate Secretary performed the following

melaksanakan tugas, meliputi: duties:
• Melaksanakan tugas sebagai spokeperson PHE Grup; • Performing the duty as PHE Group spokesperson;
• Melaksanakan program-program hubungan media; • Performing media relations programs;
• Melakukan monitoring pemberitaan perusahaan; • Conducting monitoring of news coverage on the
• Mengelola media komunikasi dan publikasi perusahaan; company;
• Mengelola program-program dan kegiatan hubungan • Managing the company’s communication and publication
stakeholder; media;
• Mengelola event perusahaan PHE Grup; • Managing stakeholder relations programs and activities;
• Melaksanakan pengelolaan corporate branding; • Managing PHE Group company events;
• M e l a ku k a n p e n g u ku ra n e fe k t i v i t a s ko m u n i k a s i • Conducting corporate branding management;
perusahaan; • Performing the calculation of company communication
• Mendukung penyelesaian permasalahan operasi effectiveness;
perusahaan; • Supporting the resolution of company operations issues;
• Mengelola keluhan dan ekspektasi stakeholder; • Managing stakeholder complaints and expectations;
• Perencanaan program CSR bersama AP PHE melalui • Planning the CSR program together with PHE AP
proses WP&B dan perencanaan program unggulan CSR through the WP&B process and planning the CSR
sebagai pengajuan anggaran khusus dari PT Pertamina featured program as the proposal for special budget
(Persero); from Pertamina Persero;
• B e r s a m a p a ra D i re ks i p e r u s a h a a n , m e l a ku k a n • Performing Management Walk Through (MWT) at the
Management Walk Through (MWT) di lokasi program locations of subsidiary CSR featured programs together
unggulan CSR Anak Perusahaan; with the Company’s Board of Directors;
• Menyelenggarakan evaluasi CSR secara berkala, • Holding periodic CSR evaluation, involving subsidiaries
melibatkan Anak Perusahaan dan praktisi CSR yang and CSR practitioners with the purpose of strengthening
bertujuan untuk melakukan perbaikan program ke depan; future programs;
• Memberikan penguatan kapasitas kepada pelaksana • Giving capacity reinforcement to CSR executors in the
CSR di lapangan, dilakukan secara berkala untuk field, performed periodically to improve the capabilities of
meningkatkan kemampuan para CDO (community CDOs (community development officers) as facilitators
development officer) sebagai fasilitator di masyarakat; in the community;
• Melakukan pengukuran kinerja CSR melalui beberapa • Conducting CSR performance measurement through
m eto d e ya n g m e m b e r i ka n h a s i l s e c a ra te r u ku r several methods that give quantitative results, such as
(kuantitatif) seperti SROI (Social Return On Invesment); SROI (Social Return on Investment);
• Meningkatkan kemitraan bersama eksternal stakeholder • Increasing partnership with external stakeholders in CSR
dalam pelaksanaan program CSR. program execution.

Penyelenggaraan Rapat Tahun 2018

Meetings in 2018
No Jenis Rapat Jumlah Penyelenggaraan

Type of Meeting Frequency of Meetings
1 Rapat Direksi Board of Directors Meeting 31
2 Rapat Direksi Secara Sirkuler Circular Board of Directors Meeting 113
Board of Directors Meeting with the Board of

3 Rapat Direksi dengan Dewan Komisaris 8
Commissioners
Rapat Direksi dengan Dewan Komisaris Circular Board of Directors Meeting with the
4 1
Secara Sirkuler Board of Commissioners
Rapat Umum Pemegang Saham Tahunan Annual and Extraordinary General Meeting of
5 0
dan Luar Biasa Shareholders
Rapat Umum Pemegang Saham Sirkuler PHE and subsidiaries Circular General Meeting
6 212
PHE dan Anak Perusahaan of Shareholders

Uraian Mengenai Unit Internal Audit

Description on the Internal Audit Unit
Internal Audit melakukan penilaian atas efektivitas sistem Internal Audit conducts assessment on the effectiveness
pengendalian internal yang meliputi efetivitas kegiatan of the internal control system which includes the
operasional, keuangan, dan aktivitas pengendalian lainnya. effectiveness of operations, finance, and other controlling
Penilaian dan analisis yang dilakukan meliputi audit atas activities. Assessment and analysis conducted include
dasar risiko yang muncul (risk-based audit) pada proses risk-based audit on the Company’s business process as
bisnis Perusahaan, serta kepatuhan pada ketentuan well as compliance with regulatory laws and prevailing
perundang-undangan, dan standar yang berlaku. Sistem standards. The Audit System includes audit of the fairness
Audit meliputi audit atas kewajaran penyajian laporan of the presentation of the financial report, compliance
keuangan, audit kepatuhan, audit operasional, dan audit audit, operational audit, and special audit. To fulfill the
khusus. Dalam rangka pemenuhan aspek GCG perusahaan company’s GCG aspect and the International Standards
dan International Standards for the Professional Practice for the Professional Practice of Internal Auditing (IPPF), in
of Internal Auditing (IPPF), pada tahun 2018 Internal Audit 2018 the Internal Audit modified the Internal Audit Charter,
melakukan perubahan Piagam Internal Audit dan telah which was approved by the President Commissioner
disetujui oleh Komisaris Utama melalui surat No.063/ through letter No.063/DK-PHE/2018-S0 of 27 December
DK-PHE/2018-S0 tanggal 27 Desember 2018. Perubahan 2018. Modification of the Internal Audit Charter included
Piagam Internal Audit tersebut mencakup visi, misi, vision, mission, objectives, values, scope, main principles,
tujuan, value, ruang lingkup, prinsip utama, independensi, independence, authority, duties and responsibilities, as well
wewenang, tugas dan tanggung jawab, serta standar as the standards for Internal Audit implementation.
pelaksanaan Internal Audit.
Visi Internal Audit Misi Internal Audit

Vision of Internal Audit Mission of Internal Audit
Menjadi fungsi enabler yang profesional dan terpercaya dengan menerapkan Memberikan nilai tambah bagi Perusahaan melalui peran assurance
praktik audit terbaik perusahaan minyak dan gas bumi kelas dunia. provider, problem solver, insight generator, dan trusted advisor.
Becoming a professional and trusted enabler function by implementing the Giving added value to the Company through roles of assurance provider,
best audit practices of world-class oil and gas companies. problem solver, insight generator, and trusted advisor.
Tujuan Internal Audit Internal Audit Objectives

• Membantu Perusahaan untuk mencapai tujuannya • Assisting the Company to achieve its goals by evaluating
dengan cara melakukan evaluasi dan merekomendasikan and recommending improvements to good corporate
perbaikan tata kelola perusahaan, manajemen risiko, dan governance, risk management, and internal control.
pengendalian internal.
• Membantu manajemen Perusahaan dan pemangku • Assisting Company management and other stakeholders
kepentingan lainnya dengan memberikan layanan by giving useful consultation services to increase the
ko n s u l t a s i y a n g b e rg u n a u n t u k m e n i n g k a t k a n achievement of Company goals.
pencapaian tujuan Perusahaan.

Value Values
Komitmen menjalankan dan mengawal implementasi The commitment to conduct and oversee the implementation
tata nilai Perusahaan yang terdiri dari Clean, Competitive, of Company values which comprise Clean, Competitive,
Confident, Customer Focus, Commercial dan Capable (6C). Confident, Customer Focus, Commercial, and Capable (6C).
Ruang Lingkup Penugasan Internal Internal Audit Scope of Assignment

Audit
Ruang lingkup penugasan Internal Audit mencakup semua The Internal Audit scope of assignment includes all
area dan operasional, bisnis Perusahaan beserta Anak areas and operations, the business of the Company and
Perusahaan, afiliasi dan pihak lain yang relevan dalam its subsidiaries, affiliates, and other relevant parties in
rangka mengevaluasi dan meningkatkan efektivitas tata evaluating and improving the effectiveness of governance,
kelola, manajemen risiko dan pengendalian internal, untuk risk management, and internal control to ensure the
meyakini hal-hal berikut: following:
• Regulasi yang berpengaruh signifikan pada Perusahaan • Regulations with significant impact on the Company
telah dipatuhi, have been complied with,
• Tindakan pekerja telah mematuhi kebijakan, standar, • Employees have complied with prevailing policies,
prosedur, dan hukum yang berlaku, standards, procedures, and laws,
• Interaksi antar berbagai unit kerja internal dan eksternal • Interaction among various internal and external task
terlaksana secara akuntabel dan berada dalam koridor forces are conducted accountably and within the
tata kelola yang berlaku, prevailing good governance corridor,
• Risiko diidentifikasi dan dimitigasi dengan baik, • Risks are well identified and mitigated,
• Program, rencana kerja, dan tujuan Perusahaan telah • Company programs, work plans, and goals have been
tercapai secara efektif, effectively achieved,
• Kualitas pengendalian internal selalu diperbaiki secara • The quality of internal control is always continuously
berkesinambungan, improved,
• Informasi finansial, manajerial, dan operasional yang • Significant financial, managerial, and operational
signifikan telah tersedia secara akurat, dapat diandalkan, information were available in an accurate, reliable, and
dan tepat waktu. timely manner.
Prinsip Utama Internal Audit Key Principles of Internal Audit
Beberapa prinsip utama yang harus diperhatikan dan Several key principles that must be noted and implemented
diimplementasikan oleh Internal Audit dalam melaksanakan by Internal Audit in performing its duties and responsibilities
tugas dan tanggungjawabnya, yaitu: are:
• Selalu menunjukkan integritas, • Always demonstrating integrity,
• Menunjukkan kompetensi dan due professional care, • Demonstrating competencies and due professional care,
• Sejalan dengan strategi, tujuan, dan risiko Perusahaan, • In line with the Company’s strategies, goals, and risks,
• Diposisikan secara tepat dan memiliki sumber daya yang • Accurately positioned and having adequate resources,
memadai,
• Menunjukkan kualitas dan perbaikan berkesinambungan, • Exhibiting quality and continuous improvement,
• Berkomunikasi secara efektif, • Communicating effectively,
• Melaksanakan kegiatan audit berbasis risiko, • Conducting risk-based audit activities,
• Berwawasan luas, proaktif, dan fokus pada masa depan, • Insightful, proactive, and focused on the future,
• Mendorong kemajuan Perusahaan. • Encouraging the progress of the Company.

Profil Chief Internal Audit Profile of the Chief of Internal Audit
Internal Audit PHE dipimpin seorang Chief Internal Audit The PHE Internal Audit is led by a Chief of Internal Audit
yang diangkat oleh Direktur Utama atas persetujuan Dewan appointed by the President Director with the approval of
Komisaris. Hingga akhir periode pelaporan, Chief Internal the Board of Commissioners. Until the end of the reporting
Audit dijabat oleh Anton Trienda berdasarkan Surat period, the Chief of Internal Audit position was held by Anton
Keputusan President Director PT PHE No. Kpts.P-042/ Trienda based on the PT PHE President Director’s Decree
PHE000/2016-S8 tertanggal 26 April 2016. No. Kpts.P-042/PHE000/2016-S8 of 26 April 2016.
Profil Chief Internal Audit

Profile Of The Chief Of Internal Audit
Chief Internal Audit

Anton Trienda
Chief of Internal Audit
Riwayat Pendidikan: Education:

(1) Sekolah Tinggi Akuntansi Negara (STAN) (1) Diploma 3 in Accounting from the Indonesian
program D-III Ekonomi Akuntansi tahun 1990. State College of Accountancy (STAN) in 1990;
(2) Sekolah Tinggi Akuntansi Negara (STAN) (2) Bachelor’s degree/Diploma 4 in Accounting
Jakarta, Program S1/D-IV Akuntansi lulus tahun from the Indonesian State College of Accountancy,
1996. graduated in 1996;
(3) Universitas Widyatama Bandung, Program S2 (3) Widyatama University, Bandung, Master of
Magister, Manajemen lulus tahun 2011, Fakultas Management Program, graduated in 2011 Law
Hukum Universitas Padjadjaran tahun 2006 s.d Faculty of Padjadjaran University from 2006-
2008. 2008.
Riwayat Jabatan: Background of Position:

Dasar Hukum Pengangkatan Legal Basis for Appointment
Waktu penunjukan sebagai Chief Internal Audit Time of appointment as Chief of Internal Audit and
dan surat keputusan: decree:
Surat Keputusan Presiden Director PT PHE No. 2016. PT PHE President Director’s Decree No.
Usia: 50 Tahun
Kpts.P-042/PHE000/2016-S8 tanggal 26 April Kpts.P-042/PHE000/2016-S8 of 26 April 2016.
Age: 50 Years
Kewarganegaraan: Indonesia 2016.
Citizenship: Indonesian
Domisili: Tangerang Pengalaman Kerja Work Experience
Domicile: Tangerang • PT Pertamina Hulu Energi (2008 – Sekarang); • PT Pertamina Hulu Energi (2008-now);
• 2008-2009 Internal Auditor • 2008-2009 Internal Auditor
• 2009-2013 Kepala Satuan Pengawas Internal • 2009-2013 Head of the Internal Monitoring Unit
• 2011-2016 Internal Audit Manager PHE WMO • 2011-2016 Internal Audit Manager at PHE WMO
(Time Shared) (Time Shared)
• 2012-2017 Internal Audit & Compliance • 2012-2017 Internal Audit & Compliance
Manager PHE ONWJ Time Shared) Manager at PHE ONWJ (Time Shared)
• 2013-2016 Senior Manager Audit Aset • 2013-2016 Senior Manager of Domestic
Domestic Assets
• 2016-2018 Chief Internal Audit • 2016-2018 Chief Internal Auditor
BPKP (1990 - 2008); BPKP (1990 - 2008);

General Audit, Operational Audit, Audit Investigasi, General Audit, Operational Audit, Investigation
Good Corporate Governance, Policy Evaluation, Audit, Good Corporate Governance, Policy
Perbantuan ke Instansi Pemerintahan dan Evaluation, Assistance to Government Institutions
BUMN/D (Polda, PT Telkom, Bank Jabar Banten, and State-Owned/Regional Government-Owned
ITB), Penugasan Operasional Audit PT Pertamina Enterprises (Regional Police of the Republic of
EP. Indonesia, PT Telkom, Bank Jabar Banten, ITB),
PT Pertamina EP Operational Audit Assigment.

Kedudukan Unit Audit Internal dalam Position of the Internal Audit Unit
Struktur Perusahaan Within the Structure of the Company
Internal Audit bertanggung jawab kepada Direktur Utama. Internal Audit is responsible to the President Director. The
Organisasi Internal Audit dipimpin Chief Internal Audit yang Internal Audit organization is led by the Chief of Internal
dibantu beberapa manager, yakni West Area Audit Manager, Audit assisted by several managers, which are the West
East Area Audit Manager, Investigation & Special Audit Area Audit Manager, East Area Audit Manager, Investigation
Manager, dan Financial Audit & Reporting Manager. & Special Audit Manager, and Financial Audit & Reporting
Manager.
Struktur Organisasi Internal Audit
Organizational Structure of Internal Auditor
Direktur Utama
President Director
Jumlah Pegawai (Auditor Internal) pada Unit Internal Audit

Number of Employees (Auditor Internal) in Internal Audit Unit
Jabatan Position Jumlah Total
Chief Internal Audit 1
Auditor West Area 8
Auditor East Area 5

Auditor Investigation & Special Audit 4
Auditor Financial Audit & Reporting 5
Auditor BOB Siak 1

Auditor JOB Pertamina Talisman Jambi Merang 1
Hubungan dengan Internal Audit Anak Relations With The Internal Audit Of
Perusahaan Subsidiaries
Dalam menjalankan kewenangan, tugas dan tanggung In conducting its authority, duties, and responsibilities, the
jawabnya, Internal Audit PHE berhubungan dengan Internal PHE Internal Audit is in relations with the Internal Audit of
Audit Anak Perusahaan. Pola hubungan antara Internal Audit subsidiaries. The pattern of relations between the PHE
PHE dengan Internal Audit Anak Perusahaan, diatur dalam Internal Audit and the Internal Audit of subsidiaries is
Piagam Internal Audit masing-masing. Internal Audit PHE regulated in each respective Internal Audit Charter. The
juga melakukan pembinaan kepada Internal Audit Anak PHE Internal Audit also performs development of the
Perusahaan. Internal Audit of subsidiaries.

Independensi Internal Audit Independence of the Internal Audit
Independensi Internal Audit diatur dalam Piagam Audit Independence of the Internal Audit is regulated in
PT Pertamina Hulu Energi No.024/PHE000/2014 yang the PT Pertamina Hulu Energi Audit Charter No.024/
ditandatangani oleh Direksi dan Dewan Komis aris PHE000/2014 signed by the Board of Directors and Board
Perusahaan pada tanggal 22 September 2014 dan of Commissioners of the Company on 22 September
diperbaharui pada tanggal 27 Desember 2018 yang 2014 and updated on 27 December 2018 signed by the
ditandatangani oleh Chief Internal Audit, Direktur Utama Chief of Internal Audit, President Director, and President
dan Komisaris Utama. Independensi menjadikan Internal Commissioneer. Independence allows the Internal Audit to
Audit tidak bisa dipengaruhi pihak manapun dalam not be influenced by any party in professionally disclosing
pengungkapan pandangan secara profesional. Internal opinions. The Internal Audit performs its duties and
Audit melaksanakan tugas dan tanggung jawabnya responsibilities based on the PT Pertamina Hulu Energi
berdasarkan Piagam Audit PT Pertamina Hulu Energi. Audit Charter.
Sebagai bentuk dukungan pada independensi Internal Audit, As part of the support to the independence of Internal Audit,
PHE menetapkan kedudukan Internal Audit sebagai berikut: PHE established the position of Internal Audit as follows:
• Internal Audit dipimpin oleh seorang Chief Internal Audit • Internal Audit is led by a Chief of Internal Audit who's
yang bertanggung jawab kepada Direktur Utama; responsible to the President Director;
• Chief Internal Audit diangkat dan diberhentikan oleh • The Chief of Internal Audit is appointed and dismissed by
Direktur Utama dengan persetujuan Dewan Komisaris; the President Director with the approval of the Board of
Commissioners;
• Chief Internal Audit dan seluruh insan Internal Audit • The Chief of Internal Audit and all Internal Audit personnel
dilarang terlibat dalam kegiatan operasional Perusahaan, are prohibited from involvement in the operational
Anak Perusahaan, afiliasi dan pihak lain yang dapat activities of the Company, subsidiaries, affiliates, and
mengganggu independensi pelaksanaan tugasnya; other parties that may disrupt the independence in
performing their duties;
• Chief Internal Audit dan seluruh insan Internal Audit wajib • The Chief of Internal Audit and all Internal Audit personnel
untuk menjaga sikap tidak memihak, menghindari konflik are obligated to maintain a partial attitude, avoid conflict
kepentingan, objektif dalam menjalankan penugasan, dan of interest, be objective in performing assignments,
mengungkapkan jika terjadi potensi konflik kepentingan and disclose when conflict of interest and disruption of
dan gangguan terhadap independensi; independence potentially occur;
• Auditor yang berasal dari fungsi bisnis dapat melakukan • Auditors originating from the business function may
audit di fungsi tersebut paling cepat 1 (satu) tahun sejak perform audit in said function at the earliest of 1 (one)
kepindahannya ke Internal Audit. year following their transfer to Internal Audit.
Selain itu, Direksi berkewajiban dalam memberikan Furthermore, the Board of Directors is obligated to provide
dukungan kepada Internal Audit dalam bentuk: support to Internal Audit in the forms of:
• Menyediakan sumber daya yang cukup, sehingga • Providing sufficient resources for the Internal Audit to
Internal Audit dapat melakukan tugas dan tanggung optimally perform its duties and responsibilities
jawabnya secara optimal,
• Memberikan kebebasan kepada Internal Audit dalam • Giving freedom to Internal Audit in determining the audit
menetapkan metode, cara, teknik dan pendekatan audit methods, manners, techniques, and approaches to be
yang akan dilakukan, performed,
• Mengharuskan Internal Audit untuk selalu melakukan • Obligating Internal Audit to always perform its duties
tugasnya secara profesional sehingga menghasilkan professionally in order to generate reports that give
laporan yang memberikan nilai tambah, lengkap, objektif, added value, complete, objective, as well as based on
serta berdasarkan analisis yang cermat dan tidak precise and partial analysis,
memihak,

• Memastikan bahwa pemimpin dan seluruh auditor di • Ensuring that the leader and all auditors in Internal
Internal Audit tidak mempunyai wewenang, tanggung Audit do not have the authority, responsibility, or are
jawab atau terlibat/melakukan kegiatan operasional PHE involved in/conducting operational activities at PHE or
atau Perusahaan/organisasi afiliasi, serta mengambil affiliate Companies/organizations, and neither are they
inisiatif dan menyetujui transaksi akuntansi, kecuali taking initiative and approving accounting transactions,
transaksi internal di Fungsi Internal Audit PHE. excepting internal transactions in the PHE Internal Audit
Function.
Kualifikasi dan Sertifikasi Sebagai Qualifications and Certifications of the

Profesi Audit Internal Internal Audit Profession
Chief Internal Audit dan semua Auditor Internal harus The Chief Internal Audit and all Internal Auditors must have
memiliki keahlian dan kecermatan profesi, serta memenuhi professional skill and due professional care as well as
kualifikasi profesi yang telah ditetapkan dalam Piagam Audit. fulfilling the professional qualifications established in the
Selain itu, Auditor Internal juga harus memiliki sertifikasi Audit Charter. Moreover, Internal Auditors must also have
yang mendukung keahlian profesi mereka. the certifications that support their professional proficiency.
Kualifikasi Profesi Internal Audit Qualifications of the Internal Auditor

Profession
• Memiliki/menguasai keahlian dan keterampilan yang • Possessing/mastering the necessary expertise and
diperlukan untuk melaksanakan tugas pokok dan skills to perform their key duties and functions,
fungsinya,
• Memiliki keahlian, keterampilan, dan kompetensi dalam • Having the expertise, skills, and competencies in
prinsip-prinsip akuntansi, teknik audit, serta kemampuan accounting principles, audit techniques, as well as the
mengenali proses bisnis dan menganalisa penyimpangan capabilities to identify business processes and analyze
yang signifikan serta dapat memberikan solusi yang significant deviations and give appropriate solutions,
tepat,
• Memiliki keahlian dan keterampilan dalam menerapkan • Owning the expertise and skills in implementing audit
teknik dan prosedur audit untuk mengenali, meneliti, dan techniques and procedures to identify, study, and test
menguji adanya indikasi kecurangan, indications of fraudulence,
• Memiliki keahlian dan keterampilan tentang risiko dan • Commanding the expertise and skills on the risks
pengendalian bidang teknologi informasi dan teknik audit and control of the information technology sector and
berbasis teknologi informasi. information technology-based audit techniques.
Keahlian dan Kecermatan Profesi Proficiency and Due Professional Care
Keahlian dan kecermatan profesi merupakan tanggung Proficiency and due professional care are the responsibility
jawab Chief Internal Audit dan semua Auditor Internal. of the Chief Internal Audit and all Internal Auditors. In
Dalam melaksanakan audit, Auditor Internal secara kolektif performing audit, Internal Auditors must collectively have
harus memiliki keahlian dan kecermatan profesi yang the necessary proficiency and due professional care.
diperlukan.
Keahlian Proficiency
• Wajib memiliki auditor yang menguasai keahlian dan • Must have auditors who master the necessary expertise
keterampilan yang diperlukan untuk melaksanakan tugas and skills to perform their key duties and functions or
pokok dan fungsinya atau dapat menggunakan jasa be able to use the services of a competent third party if
pihak ketiga yang kompeten, jika Auditor Internal tidak Internal Auditors are not adequate to perform part or all
memadai untuk melaksanakan sebagian atau seluruh of their responsibilities.
tanggung jawabnya.

• Auditor Internal secara kolektif wajib memiliki keahlian, • Internal Auditors must collectively have the expertise,
keterampilan, dan kompetensi dalam prinsip-prinsip skills, and competencies in accounting principles, audit
akuntansi, teknik audit, serta kemampuan mengenali techniques, as well as the capabilities to identify business
proses bisnis dan menganalisa penyimpangan yang processes and analyze significant deviations and give
signifikan, serta dapat memberikan solusi yang tepat. appropriate solutions.
• Auditor Internal wajib memiliki keahlian dan keterampilan • Internal Auditors must have the expertise and skills
dalam menerapkan teknik dan prosedur audit untuk in implementing audit techniques and procedures to
mengenali, meneliti, dan menguji adanya indikasi identify, study, and test indications of fraudulence.
kecurangan.
• Auditor Internal secara kolektif memiliki keahlian dan • Internal Auditors collectively have the expertise and skills
keterampilan tentang risiko dan pengendalian bidang on the risks and control of the information technology
teknologi informasi dan teknik audit berbasis teknologi sector as well as information technology-based audit
informasi. techniques.
Kecermatan Profesional Due Professional Care
Auditor Internal wajib melaksanakan audit dengan Internal Auditors are obligated to conduct audit with
menggunakan keahlian dan kecermatan profesi dan tingkat proficiency and due professional care as well as high level
kehati-hatian yang tinggi, di antaranya: of prudence, which include:
• Kecermatan profesional mewajibkan Auditor Internal • Due professional care obligates Internal Auditors to
u n t u k m e wa s p a d a i a d a n ya i n d i k a s i ke s a l a h a n , be aware of indications of mistakes, fraudulence, and
kecurangan, dan pelanggaran hukum serta pengendalian violation of law as well as adequate control.
yang memadai.
• Kecermatan profesional mewajibkan Auditor Internal • Due professional care obligates Internal Auditors to
untuk melakukan pengujian dan verifikasi secara perform adequate testing and verification, not examine
memadai bukan memeriksa transaksi secara rinci. transactions in detail. Therefore, Internal Auditors do not
Oleh karena itu, Auditor Internal tidak memberikan give absolute guarantee that there are no deviations or
jaminan absolut bahwa tidak ada penyimpangan atau noncompliance.
ketidakpatuhan.
Dalam menerapkan kecermatan, Auditor Internal secara In exercising due professional care, Internal Auditors need
profesional perlu mempertimbangkan: to professionally consider:
• Ruang lingkup penugasan, • Scope of the assignment,
• Kompleksitas dan materialitas yang cukup dalam • Adequate complexity and materiality in the assignment,
penugasan,
• Ke c u k u p a n d a n e f e k t i v i t a s m a n a j e m e n r i s i ko, • Adequacy and effectiveness of risk management, control,
pengendalian, dan proses tata kelola (governance), and governance process,
• Biaya dan manfaat penggunaan sumber daya dalam • Costs and benefits of the use of resources in the
penugasan, assignment,
• Penggunaan teknik-teknik audit berbantuan komputer; • The use of computer-assisted audit techniques; and
dan teknik-teknik analisis lainnya. other analysis techniques.

Sertifikasi Profesi Internal Audit

Certifications of the Internal Auditor Profession
Jumlah Personel
Sertifikasi Dikeluarkan Oleh Internal Audit
Certification Issued By Number of Internal
Auditor Personnel
Qualified Internal Auditor Yayasan Pendidikan Internal Audit (YPIA)
14
(QIA) Internal Audit Education Foundation (YPIA)
Akuntan/Chartered Accountant Ikatan Akuntan Indonesia (IAI)

8
(CA) Institute of Indonesia Chartered Accountants (IAI)
Ikatan Akuntan Indonesia (IAI)

ASEAN Chartered Professional Accountant 1
Institute of Indonesia Chartered Accountants (IAI)
Certified Fraud Examiner

Association of Certified Fraud Examiner (ACFE) 1
(CFE)
Enterprise Risk Management Certified Profesional
Enterprises Risk Management Association (ERMA) 2
(ERMCP)
Enterprise Risk Management Associate Professional
Enterprises Risk Management Association (ERMA) 2
(ERMAP)
Certified Strategy Execution Professionalt GML Performance Consulting 2
Certified Forensic Auditor Institute of Forensic Auditors 2
Certified Information System Auditor Information Systems Audit and Control Association (ISACA) 1
Badan Nasional Sertifikasi Profesi

Certified Risk Professional 1
National Agency for Professional Certification

Pendidikan dan/atau Pelatihan Untuk Education and/or Training For The

Unit Internal Audit Internal Audit Unit
Internal Audit mengikuti pelatihan-pelatihan profesional The Internal Audit participate in professional trainings for
dalam rangka sertifikasi guna memenuhi standar yang certification in order to meet the standards required by
dibutuhkan Perusahaan. Khusus untuk Chief Internal the Company. Specifically, the Chief of Internal Audit must
Audit harus mendapatkan pelatihan pada bidang profesi receive sufficient training in the managerial profession
manajerial yang memadai, sehingga dapat mengelola sector to be able to manage the unit that they lead.
satuan yang dipimpinnya dengan baik.
Selama kurun waktu periode pelaporan, para Auditor In the reporting period, Internal Auditors have participated
Internal telah mengikuti beberapa program pendidikan dan in several education and training programs to improve their
pelatihan untuk meningkatkan keahlian dan kompetensi proficiency and competencies. The education and training
mereka . Pendidikan dan pelatihan diselenggarakan were held internally and externally and involved professional
secara internal maupun eksternal dan melibatkan lembaga institutions.
profesional.
Pendidikan dan Pelatihan Bagi Anggota Internal Audit Tahun 2018

Education and Training for Internal Auditor Members in 2018
Nama Kegiatan dan Personel Internal Audit

No Penyelenggara
Penyelenggara Organizer sebagai Peserta
Name of Activity and Organizer Internal Audit Personnel as Participant
• Didit Kurniadi
Training & Certification: Qualified Internal Yayasan Pendidikan Internal Audit (YPIA)
1 • Sambodo Handojo Hardjo
Auditor (QIA) Internal Audit Education Foundation (YPIA)
• Sarwo Wibowo
Lembaga Sertifikasi Profesi Auditor

Forensik
2 Training: Certified Forensic Auditor (CFrA) • Didit Kurniadi
Forensic Auditor Professional Certification
Agency
Workshop: Pengawasan Kegiatan Eksplorasi

dan Manajemen Proyek (Aspek Kinerja & • Anton Trienda
Kepatuhan) Forum Auditor Migas Indonesia (FAMI) • Nusalina
3
Workshop: Monitoring of Exploration Activities Indonesian Oil and Gas Auditor Forum (FAMI) • Edward Situmorang
and Project Management (Performance & • Gunawan Adiyoso
Compliance Aspect)
Training: Audit Proses Manajemen Risiko Yayasan Pendidikan Internal Audit (YPIA) • Teguh Wiyono
4
Training: Audit of the Risk Management Process Internal Audit Education Foundation (YPIA) • M. Iqbal Suriaatmaja
Seminar Nasional Internal Audit – The Auditor

of The Future: Trusted & Influencing Advisor Yayasan Pendidikan Internal Audit (YPIA) • Anton Trienda
5
Internal Audit National Seminar – The Auditor of Internal Audit Education Foundation (YPIA) • Didit Kurniadi
the Future: Trusted & Influencing Advisor
Workshop: Peran Auditor Internal Dalam

Peningkatan Governance, Risk & Control Forum Komunikasi Satuan Pengawas Intern
(GRC) di Era Disruptif (FKSPI)
6 • Yaya Hudaya
Workshop: The Role of Internal Auditor in Internal Monitoring Unit Communication Forum
Improving Governance, Risk & Control (GRC) in (FKSPI)
a Disruptive Era

Nama Kegiatan dan Personel Internal Audit

No Penyelenggara
Penyelenggara Organizer sebagai Peserta
Name of Activity and Organizer Internal Audit Personnel as Participant
Workshop: Recognition Prior Learning for • Anton Trienda

Institute Akuntan Publik Indonesia (IAPI)
Register Negara Akuntan • Ivan Komala
7 Indonesian Institute of Certified Public
Workshop: Recognition Prior Learning for State • Agus Pranowo
Accountants (IAPI)
Registered Accountants • Dana Maulana
• Anton Trienda
• Endang Supriatna
• Sambodo Handojo Hardjo
• Didit Kurniadi
• Yaya Hudaya
• Wahyu Pramono
• Herman Antono
• Yopi Iman Taofik
FAMI Summit: Thrive For Innovation With Forum Auditor Migas Indonesia (FAMI) • Muhammad Ikhsan
8
Integrity Indonesian Oil and Gas Auditor Forum (FAMI) • Agus Pranowo
• Agus Supriyadi
• Gunawan Adiyoso
• Widosari Sudewi
• Firman Nurzaman
• Daruno Prakoso
• Kresno Wijoyonegoro
• M. Iqbal Suriaatmaja
• Anggoro Endro Waskito
9 Training: Procurement & Fraud Asian Anti Fraud • Endang Supriatna
Workshop: PSAK Terkini Sesuai dengan • Anton Trienda

Ikatan Akuntan Indonesia (IAI)
Konvergensi IFRS & Gross Split • Teguh Wiyono
10 Institute of Indonesia Chartered Accountants
Workshop: Latest IFAS in Accordance with IFRS • Widosari Sudewi
(IAI)
& Gross Split Convergence • Ivan Komala
• Didit Kurniadi
• Agus Supriyadi
International Business Integrity Conference
11 Komisi Pemberantasan Korupsi (KPK) • Yopi Iman Taofik
(IBIC) 2018
• Wahyu Pramono
• Anggoro Endro Waskito
Risk Beyond 2018 International Conference

Enterprise Risk Management Association • Anton Trienda
12 on ERM – Integrated GRC In A New Digital
(ERMA) • Widosari Sudewi
World
Workshop: Upskilling Leadership Program

13 PT Prasasti Selaras Sinergi • Sambodo Handojo Hardjo
For PHE Leader
• Didit Kurniadi
• Nusalina
• Herman Antono
• Agus Supriyadi
• P. Ariya Hutama
14 Training: Coaching Coaching Indonesia • Yopi Iman Taofik
• Teguh Wiyono
• Gunawan Adiyoso
• Wahyu Pramono
• Muhammad Ikhsan
• Ivan Komala
• Nusalina
15 Sea Survival Jakarta Offshore Training Center (JOTC) • Herman Antono
• Muhammad Ikhsan

Pedoman Kerja Internal Audit

The Internal Audit Work Guidelines
Piagam Internal Audit Internal Audit Charter
I nte r n a l Au d i t m e l a ks a n a ka n t u g a s d a n t a n g g u n g Internal Audit performs its duties and responsibilities based

jawabnya berdasarkan Piagam Audit PT Pertamina Hulu on the PT Pertamina Hulu Energi Audit Charter No.024/
Energi No.024/PHE000/2014 yang ditandatangani oleh PHE000/2014 signed by the Board of Directors and Board
Direksi dan Dewan Komisaris Perusahaan pada tanggal of Commissioners of the Company on 22 September
22 September 2014 dan diperbaharui pada tanggal 27 2014 and updated on 27 December 2018 signed by the
Desember 2018 yang ditandatangani oleh Chief Internal Chief of Internal Audit, President Director, and President
Audit, Direktur Utama dan Komisaris Utama. Commissioner.
Isi Piagam Audit: Content of the Audit Charter:
Ruang Lingkup dan Tujuan Pembentukan Piagam; Scope and Objectives of Charter Establishment;
• Visi Internal Audit; • Vision of Internal Audit;
• Misi Internal Audit; • Mission of Internal Audit;
• Value; • Values;
• Tujuan; • Goals;
• Prinsip utama; • Key Principles;
• Independensi; • Independence;
• Struktur dan Kedudukan Internal Audit; • Structure and Position of Internal Audit;
• Tugas dan Tanggung jawab Internal Audit; • Duties and Responsibilities of Internal Audit;
• Wewenang Internal Audit; • Authority of Internal Audit;
• Ruang Lingkup Pekerjaan Internal Audit; • Scope of Work of Internal Audit;
• Pertanggungjawaban (Akuntabilitas) Internal Audit; • Accountability of Internal Audit;
• Standar Pelaksanaan Pekerjaan Internal Audit. • Work Performance Standards of Internal Audit.
Pedoman Lain Other Guidelines
Pedoman lain yang digunakan Internal Audit dalam Other guidelines used by Internal Audit in performing its
menjalankan tugas dan tanggung jawabnya adalah: duties and responsibilities are:
• Pedoman Pengelolaan Fungsi Internal Audit Nomor. 24/ • Internal Audit Function Management Guidelines No. 24/
PHE000/2014-S0 tanggal 9 September 2014; PHE000/2014-S0 of 9 September 2014;
• Rencana Kerja Internal Audit Tahun 2018 yang disetujui • The 2018 Internal Audit Work Plan approved by the
oleh Direktur Utama; President Director;
• International Standards for International Professional • International Standards for International Professional
Practices Framework (IPPF), dan The Professional Practices Framework (IPPF), and The Professional
Practice Framework – The Institute of Internal Auditors Practice Framework – The Institute of Internal Auditors
(IIA). (IIA).
Kode Etik Auditor Auditor Code Of Conduct
• Auditor Internal harus bersikap jujur, objektif, dan tekun • Internal Auditors must be honest, objective, and
dalam melaksanakan tugas dan memenuhi tanggung conscientious in performing duties and fulfilling
jawab; responsibilities;
• Auditor Internal harus loyal terhadap unit kerja di mana • Internal Auditors must be loyal towards the task force
dia bertugas atau unit kerja di mana dia memberikan where they are assigned or where they provide their
jasanya; services;
• Auditor Internal tidak boleh terlibat dalam tindakan atau • Internal Auditors must not be involved in actions or
kegiatan yang dapat mendiskreditkan unit kerjanya atau activities that may discredit their task force or the audit
profesi audit; profession;

• Auditor Internal harus menghindarkan diri dari kegiatan- • Internal Auditors must avoid activities that may cause
kegiatan yang dapat menimbulkan pertentangan an organizational conflict of interest or influence their
kepentingan organisasi atau akan mempengaruhi sikap objectivity;
objektifnya;
• Auditor Internal tidak boleh menerima sesuatu yang • Internal Auditors must not receive items of value from
berharga dari auditee, rekanan, supplier dan pihak lain auditee, partners, suppliers, or other parties that may
yang akan mempengaruhi pertimbangannya; affect their consideration;
• Auditor Internal hanya boleh menerima tugas yang • Internal Auditors must only accept assignments
menurut pendapatnya akan dapat dilaksanakan sesuai they consider can be performed according to their
kemampuannya; capabilities;
• Auditor Internal harus mengupayakan sarana-sarana • Internal Auditors must manage the necessary means to
yang diperlukan untuk memenuhi Standar Internal Audit; meet Internal Audit Standards;
• Auditor Internal harus hati-hati dalam menggunakan • Internal Auditors must be prudent in utilizing required
informasi yang diperlukan. Dilarang menggunakan information. Using confidential information in the interest
informasi rahasia untuk kepentingan orang tertentu atau of particular persons or using information which is
menggunakan informasi yang bertentangan dengan against the law is prohibited;
undang-undang;
• Dalam menyusun Laporan Hasil Audit, Auditor Internal • In composing an Audit Report, Internal Auditors must
harus mengungkapkan semua fakta-fakta yang bersifat disclose all known material facts. If not fully disclosed,
material yang diketahuinya. Bila tidak terungkap semua the report will be considered deviant or concealing
laporan akan dianggap menyimpang atau dianggap practices that go against prevailing regulations;
menutup-nutupi praktik yang bertentangan dengan
peraturan yang berlaku;
• Auditor Internal terus menerus mengembangkan • Internal Auditors must continuously develop their
keahliannya, keefektifan kerjanya dan mutu kinerjanya; proficiency, effectiveness of their work, and performance
quality;
• Auditor Internal harus selalu memelihara standar yang • Internal Auditors must always maintain high standards
tinggi dari kemampuannya, moralnya dan dedikasi pada of their capabilities, morals, and dedication to their
lembaganya. organization.
Para Auditor Internal wajib menjalankan tanggung jawab Internal Auditors must perform their professional
profesinya dengan bijaksana , penuh martabat, dan responsibilities with wisdom, dignity, and honor. In
kehormatan. Dalam menerapkan Kode Etik ini, Auditor implementing this Code of Conduct, Internal Auditors must
Internal harus memperhatikan peraturan perundang- always observe prevailing regulatory laws. Violation of this
undangan yang berlaku. Pelanggaran terhadap kode etik established code of conduct may cause Internal Auditors to
yang ditetapkan ini dapat mengakibatkan Auditor Internal be sanctioned in accordance with the regulations.
dapat dikenakan sanksi sesuai peraturan.
Tugas dan Tanggung Jawab Duties and Responsibilities

Internal Audit of Internal Audit
Dalam melaksanakan tugasnya, Chief Internal Audit dan In performing their duties, the Chief of Internal Audit and
seluruh insan IA harus menaati Sistem Tata Kerja Internal all IA personnel must always comply with the Internal
Audit dan Kode Etik Internal Audit yang mengacu kepada Audit Procedure System and the Internal Audit Code of
International Standards for the Professional Practice of Conduct which refers to the International Standards for the
Internal Auditing yang ditetapkan oleh The Institute of Professional Practice of Internal Auditing established by the
Internal Auditors, serta kebijakan lainnya yang relevan Institute of Internal Auditors, as well as other relevant and
dan berlaku di PT Pertamina Hulu Energi. Internal Audit prevailing regulations at PT Pertamina Hulu Energi. Internal
mendukung kegiatan operasional PHE dengan berperan Audit supports PHE operational activities by performing the
menjalankan fungsi-fungsi berikut: following functions:

Audit Operasional Operational Audit
Melakukan audit terhadap operasional Perusahaan, Anak Performing an audit of the operations of the Company,
Perusahaan, kerja sama operasi Perusahaan, kerja sama subsidiaries, Company operating cooperations, subsidiaries
operasi Anak Perusahaan serta kegiatan lainnya yang operating cooperations as well as other activities which are
dianggap perlu. considered necessary.
Fungsi Konsultasi Consulting Function
Fungsi konsultasi Internal Audit dirancang untuk memenuhi The Internal Audit consulting function is designed to fulfil
misi sebagai katalis bagi unit-unit yang ada di Perusahaan the mission as a catalyst for units in the Company and/
dan/atau kegiatan yang ada di JOB/PI/PPI/BOB serta joint or activities in JOB/PI/PPI/BOB as well as other joint
venture lainnya hasil akuisisi maupun pendirian baru. Fungsi ventures resulting from acquisition or new establishment.
ini meliputi pendampingan dalam pelaksanaan proses bisnis This function includes assistance in the business process
fungsi lainnya maupun pendampingan JOB/IP/PPI dan BOB implementation of other functions or assistance to JOB/IP/
maupun joint venture hasil akuisisi ataupun pendirian baru PPI and BOB or joint ventures resulting from acquisition or
atas dasar permintaan. new establishment based on request.
Pelaksanaan jasa konsultasi dilakukan dalam batas-batas Implementation of the consulting function is performed in
yang jelas, sehingga tidak mengurangi independensi dan clear boundaries as to not reduce the independence and
objektivitas Internal Audit dalam melakukan assurance objectivity of Internal Audit in conducting assurance over
terhadap kegiatan-kegiatan yang menjadi objek konsultasi. activities which are the objects of consultation.
Assessment ICoFR (Internal Control ICoFR (Internal Control over Financial

over Financial Reporting) Reporting) Assessment
Sebagai counterpart pengembangan ICoFR, Internal Audit As the counterpart in ICoFR development, Internal Audit
telah mendorong para control owner untuk melakukan encourages control owners to perform certification which
s e r t i f i k a s i ya n g m e n ya t a k a n b a h wa p e l a ks a n a a n states that the implementation of internal control is under
pengendalian internal berada di bawah tanggung jawabnya its responsibility and, as the third line of defense, performs
dan sebagai third line of defense melakukan pengujian atas testing of testing control group results.
hasil testing control group.
Penilaian Manajemen Risiko Risk Management Assessment
Internal Audit sebagai third line of defense dalam penerapan A s t h e t h i rd l i n e of d efe n s e i n r i s k m a n a g e m e nt

risk management di lingkungan Perusahaan dituntut untuk implementation in the Company, Internal Audit is demanded
aktif menjalankan perannya. Selain sebagai tanggung to actively play its role. Aside from as a professional
jawab profesi, peran sebagai third line of defense ini juga responsibility, the implementation of its role as the third
dipantau pelaksanaannya melalui risk management berbasis line of defense is also monitored through information
teknologi informasi. technology-based risk management.
Internal Audit diminta untuk tidak saja menjalankan peran Internal Audit is requested to not only play its role as
sebagai assessor atas pelaksanaan mitigasi, tetapi juga assessor of mitigation implementation but also involved from
terlibat sejak awal saat penilaian kelayakan pemilihan the beginning on the feasibility assessment of mitigation
mitigasi oleh risk owner dan Fungsi Risk Management. selection by risk owner and the Risk Management Function.
Internal Audit juga menjalankan fungsi assurance melalui Internal Audit also performs the assurance function through
assessment atas pelaksanaan mitigasi risiko, ataupun assessment of risk mitigation implementation and internal
penerapan internal control yang mencakup proyek-proyek control implementation which includes projects in PHE and
di lingkungan PHE dan seluruh Anak Perusahaan. all subsidiaries.

Fungsi Counterpart Counterpart Function
Internal Audit berperan sebagai counterpart bagi auditor Internal Audit has the role of counterpart for PT Pertamina
PT Pertamina (Persero) dan auditor eksternal pada (Persero) auditors and external auditors in the Company
Perusahaan maupun pada Anak Perusahaan seperti PHE or subsidiaries such as PHE WMO, PHE ONWJ, PHE
WMO, PHE ONWJ, PHE Nunukan Company, dan JOB. Nunukan Company, and JOB. External auditors include
Auditor eksternal tersebut, meliputi auditor pemerintah/ state/government auditors from the Special Taskforce for
negara dari SKK Migas, Direktorat Jenderal Pajak, Badan Upstream Oil and Gas Business Activities (SKK Migas),
Pemeriksa Keuangan dan Pembangunan (BPKP), serta Directorate General of Tax, Finance and Development
Badan Pemeriksa Keuangan (BPK) serta auditor partner Supervisory Agency (BPKP), as well as the Audit Board
yang ditunjuk melakukan audit. of the Republic of Indonesia (BPK) and partner auditors
appointed to perform audit
Tugas dan Tanggung Jawab Duties and Responsibilities of

Internal Audit Internal Auditor
• Menyusun dan mengusulkan rencana kerja audit tahunan • Composing and proposing the annual audit plan and
dan rencana anggaran biaya untuk mendapatkan cost budget plan to receive approval from the President
persetujuan Direktur Utama. Director.
• Melaksanakan kegiatan assurance dan consulting di • Performing assurance and consulting activities in all task
seluruh unit kerja di Perusahaan. forces at the Company.
• Melaksanakan koordinasi pengawasan dengan Internal • P erforming monitoring coordination with the Internal
Audit Anak Perusahaan dan afiliasi Perusahaan. Audit of Company subsidiaries and affiliates.
• Melaksanakan penilaian atas risiko dan kontrol secara • Performing continuous assessment of risk and control
terus-menerus melalui kegiatan Continuous Auditing. through the Continuous Auditing activity.
• Melaksanakan pemeriksaan kepatuhan terhadap • P erforming assessment of compliance with relevant
peraturan perundangan terkait. regulatory laws.
• Mengidentifikasi alternatif perbaikan dan peningkatan • I dentifying alternatives for Company efficiency repair
efisiensi Perusahaan. and improvement.
• Melaksanakan koordinasi dengan Komite Audit. • Performing coordination with the Audit Committee.
• Melaporkan hasil kegiatan assurance dan consulting • R eporting the results of assurance and consulting
kepada Direktur Utama dan Direktur lainnya yang relevan. activities to the President Director and other relevant
Directors.
• Monitoring pelaksanaan tindak lanjut hasil internal audit, • M onitoring the implementation of follow-up on audit
eksternal dan institusi pengawasan lainnya. results of internal, external, and other monitoring
institutions.
• Melaksanakan koordinasi kegiatan pengawasan dengan • P erforming coordination of monitoring activities with
assurance service provider baik dari internal maupun assurance service provider, whether internal or external
eksternal perusahaan. of the company.
• Melaksanakan koordinasi dengan Fungsi Relations • P erforming coordination with the Relations Fungtion
melalui Subfungsi Compliance serta pihak terkait through Compliance Subfunction and other relevant
lainnya dalam melakukan tindak lanjut atas pengaduan parties in implementing follow-up on complaints through
melalui Whistle Blowing System (WBS) dan pengaduan the Whistle Blowing System (WBS) and public complaints
masyarakat atau pihak lainnya sesuai dengan ketentuan or other parties in accordance with prevailing regulations.
yang berlaku. • Performing investigation audit of issues that may cause
• Melaksanakan audit investigasi terhadap masalah yang loss for the Company.
dapat menimbulkan kerugian bagi Perusahaan. • C onducting the Quality Assurance Improvement
• Melaksanakan kegiatan Quality Assurance Improvement Program activity.

Program. • Reporting the results of assurance and consulting

• Melaporkan hasil kegiatan assurance dan consulting activities to the Board of Commissioners cq Audit
kepada Dewan Komisaris cq Komite Audit. Committee.
• Performing other assignments mandated by the Board of
• Melaksanakan penugasan lain yang diamanatkan oleh Directors and/or Board of Commissioners.
Direksi dan/atau Dewan Komisaris.
Internal Audit Authority
Wewenang Internal Audit
• Having unrestricted access to all other Company data,
• Memiliki akses tidak terbatas atas semua data, dokumen, documents, functions, activities, and resources including
fungsi, kegiatan, dan sumber daya Perusahaan lainnya requesting information or clarification from all officials/
termasuk meminta keterangan atau penjelasan pada employees in performing IA duties.
semua pejabat/pekerja dalam rangka pelaksanaan tugas
IA. • Determining the audit scope, methods, manners,
• Menentukan ruang lingkup, metode, cara, teknik, strategi techniques, strategies, and approaches.
dan pendekatan audit. • C ommunicating directly with the Board of Directors,
• Melaksanakan komunikasi secara langsung dengan Board of Commissioners, and/or Audit Committee.
Direksi, Dewan Komisaris, dan/atau Komite Audit. • Performing coordination of its activities with the activities
• Melaksanakan koordinasi kegiatannya dengan kegiatan of external auditors and other monitoring institutions.
auditor eksternal dan institusi pengawasan lainnya. • R equesting or engaging assistance from internal
• Meminta atau mendapatkan bantuan dari pekerja internal employees of the Company or from external parties
Perusahaan maupun dari pihak luar Perusahaan, dalam outside the Company in performing its duties.
rangka pelaksanaan tugasnya. • Holding periodic and incidental meetings with the Board
• Mengadakan rapat secara berkala dan insidental dengan of Directors, Board of Commissioners, and/or Audit
Direksi, Dewan Komisaris dan/atau Komite Audit. Committee.
• P erforming audit of subsidiaries, affiliates, and other
• Melaksanakan pemeriksaan pada Anak Perusahaan, relevant parties through previously agreed-upon
afiliasi dan pihak lainnya yang relevan melalui mekanisme mechanism.
yang disepakati sebelumnya. • The Chief of Internal Audit establishes the nomenclature
• Chief Internal Audit menetapkan nomenklatur organisasi of the organization and officials/employees in the Internal
dan pejabat/pekerja pada Fungsi Internal Audit Anak Audit Function of subsidiaries and affiliates as well as the
Perusahaan dan afiliasinya, serta melakukan koordinasi coordination and monitoring of activities.
dan pengawasan kegiatannya.
Internal Audit does not have the authority for the
Internal Audit tidak mempunyai kewenangan pelaksanaan implementation and responsibility of the reviewed/audited
dan tanggung jawab atas aktivitas yang di-review/diaudit, activities, but the Internal Audit is responsible for the
melainkan Internal Audit bertanggung jawab terhadap assessment and analysis of said activities. This is to maintain
penilaian dan analisis atas aktivitas tersebut. Hal ini untuk the objectivity of Internal Audit assessment.
menjaga objektivitas penilaian Internal Audit.
The Implementation of Internal Auditor
Pelaksanaan Tugas Internal Audit Duties In 2018
Tahun 2018
Internal Audit has composed a Strategic Work Plan for
Internal Audit telah menyusun Rencana Kerja Strategis the 2018-2022 period. The plan includes several activities
untuk kurun waktu 2018-2022. Rencana tersebut meliputi which act as guidelines in the implementation of duties and
b e b e ra p a ke g i at a n ya n g m e n j a d i p e d o m a n d a l a m responsibilities as Internal Auditors.
pelaksanaan tugas dan tanggung jawab sebagai Auditor
Internal.

Rencana Strategis Internal Audit

Strategic Plan of Internal Audit
Kegiatan IA yang mencakup aktivitas assurance dan consulting yang independen dan objektif. Kegiatan
dilaksanakan dengan metodologi audit berbasis risiko (risk based audit) agar efektif dan efisien serta fokus terhadap
Risk Based Internal Auditing kegiatan-kegiatan ataupun aktivitas-aktivitas Perusahaan yang memiliki risiko tinggi, sehingga diharapkan memberi
Risk Based Internal Auditing nilai tambah bagi Perusahaan.
IA activities that include independent and objective assurance and consulting activities. Activities are conducted using
risk-based audit methodology to be effective and efficient as well as focused on high-risk Company activities, and hence
are expected to give added value to the Company.
Salah satu bentuk penerapan adalah melakukan sinergi dan integrasi Internal Audit dengan GRC. Proses sinergi
dan integrasi tersebut ditandai dengan melakukan sinergi dan integrasi antara IA dengan fungsi-fungsi risiko dan
Integrasi IA dengan Governance, kontrol di Perusahaan. Pengembangan risk management dilakukan dengan melakukan real-time risk assessments
serta fraud risk management. Pengembangan audit dilakukan dengan inovasi serta penggunaan analisis data saat
Risk Management and Control
pelaksanaan audit.
(GRC)
One of the forms of implementation is by conducting synergy and integration of Internal Audit with GRC. The synergy
and integration process is marked by performing synergy and integration between IA and the risk and control functions
in the Company. Risk management development is conducted by performing real-time risk assessments and fraud risk
management. Audit development is performed by innovation and utilization of data analysis when performing the audit.
Kegiatan dirancang untuk memenuhi misi IA sebagai konsultan bagi unit-unit yang ada di PHE dan/atau kegiatan di
Anak Perusahaan PHE operatorship. Peran IA sebagai konsultan diharapkan dapat memberikan manfaat kepada
manajemen dalam mengelola sumber daya Perusahaan.
Quality Assurance and Improvement Program (QAIP) dirancang untuk memungkinkan dilakukannya evaluasi
Consulting: kesesuaian IA terhadap definisi audit internal, dan standar, serta evaluasi apakah auditor internal telah menerapkan
Problem Solver, Insight Generator, kode etik. Program mencakup penilaian efisiensi dan efektivitas IA serta mengidentifikasi peluang peningkatannya.
Trusted Advisor Activities are designed to meet the mission of IA as a consultant for units in PHE and/or activities in subsidiaries under
PHE operatorship. The role of IA as consultant is expected to give benefit to management in managing Company
resources. Quality Assurance and Improvement Program Quality Assurance and Improvement Program (QAIP) is
designed to enable the evaluation of IA conformity to the internal audit definition, and standards, as well as evaluation
whether internal auditors have implemented the code of conduct. The program includes IA efficiency and effectiveness
assessment as well as identifies opportunities for improvements.l
Kebijakan Anti Fraud ditetapkan sebagai sarana pengembangan pengawasan internal control untuk membantu
mendeteksi dan mencegah terjadinya kecurangan yang meliputi antara lain:
• Adanya penilaian atas risiko fraud (kecurangan) di semua lini/unit kerja;
• Adanya inisiatif pencegahan dan prosedur pendeteksian fraud;
• Adanya pemberian akses dan dukungan penuh dalam proses penyelidikan adanya fraud.
• Adanya tindakan perbaikan untuk mengurangi risiko fraud, diberlakukannya penerapan sanksi yang konsisten
Anti Fraud Policy serta adanya mekanisme penanganan dan penyelesaian atas adanya pelaporan kasus kecurangan.
Anti Fraud policy was established as a means of internal control monitoring development to help detect and prevent
fraudulence, which includes:
• Assessment of fraud risk in all lines/task forces;
• Fraud prevention initiative and detection procedure;
• Full access and support in fraud investigation;
• Improvements to reduce fraud risk, implementation of consistent sanction as well as mechanism for the management
and settlement of fraud case reporting.
2018 2019 2020 2021 2022

Rencana Strategis
Internal Audit Audit berbasis risiko atas kegiatan PHE dan AP PHE
Strategic Plan of Risk-based audit of the activities of PHE and PHE subsidiaries
Internal Audit
Integrasi IA dengan Governance, Risk dan Compliance
IA integration with Governance, Risk and Compliance

Quality Assurance and Improvement Program

Quality Assurance and Improvement Program
Anti-Fraud Policy
Anti-Fraud Policy

Uraian Pelaksanaan Kegiatan Unit Details of the Activities

Internal Audit Pada Tahun Buku Implementation of the Internal Audit
in the Fiscal Year
Kegiatan audit merupakan komitmen kepada Direksi dalam Audit activities are a commitment to the Board of Directors
rangka pengawasan dan pengamanan terhadap aset in monitoring and securing Company assets, particularly
Perusahaan, terutama yang berkaitan dengan pengendalian relevant to control of internal, control, risk management and
atas internal, kontrol, pengelolaan risk dan investasi di Anak investment management in company subsidiaries in the
Perusahaan yang berbentuk Joint Operating Body (JOB), forms of Joint Operating Body (JOB), Participating Interest
Participating Interest (PI), Pertamina Participating Interest (PI), Pertamina Participating Interest (PPI), investment in
(PPI), investasi dalam akuisisi baru di dalam negeri dan the form of domestic acquisition, and several overseas
beberapa investasi di luar negeri. investments.
Selama kurun waktu periode pelaporan, Fungsi Internal In the reporting period, the Internal Audit Function has
Audit telah melaksanakan 36 penugasan audit dan 152 performed 36 audit and 152 consulting assignments.
consulting.
Pelaksanaan Tugas dan Tanggung Jawab Fungsi Internal Audit Tahun 2018
Implementation of the Duties and Responsibilities of the Internal Audit Function in 2018
Penugasan Audit | Audit Assignment

No Audit Fungsi Konsultasi
Function Audit Consulting
Reporting Audit in Progress
1 West Area 13 3 57
2 East Area 5 2 71
3 Financial Audit & Report 6 2 12
4 Investigation & Special 3 2 12
Total 27 9 152
Selain itu Fungsi Internal Audit juga menjalankan berbagai In addition, the Internal Audit Function also carries out
kegiatan-kegiatan lain, di antaranya: various other activities, including:
Counterpart Counterpart
Internal Audit berperan sebagai counterpart bagi auditor Internal Audit acts as counterpart for PT Pertamina
PT Pertamina (Persero) dan auditor eksternal pada (Persero) auditors and external auditors in the Company
Perusahaan maupun pada Anak Perusahaan seperti or subsidiaries such as PHE WMO, PHE ONWJ, PHE NSO
PHE WMO, PHE ONWJ, PHE NSO & NSB, PHE Nunukan & NSB, PHE Nunukan Company, PHE OK, and PHE Tuban
Company, PHE OK dan PHE Tuban East Java. Auditor East Java. External auditors include state/government
eksternal tersebut, meliputi auditor pemerintah/negara dari auditors from SKK Migas, DJP, BPKP, and BPK as well
SKK Migas, DJP, BPKP dan BPK serta auditor partner yang partner auditors appointed to perform an audit. In 2018,
ditunjuk melakukan audit. Selama tahun 2018, Internal Audit Internal Audit performed 13 counterpart activities as
telah melakukan 13 kegiatan counterpart, seperti di bawah follows:
ini:

No Group Audit Kegiatan Keterangan

Audit Group Counterpart Information
Kegiatan
Counterpart
• Audit Kinerja Portofolio Hulu
• Audit Reserved Management
1 PT Pertamina (Persero) 2
• Audit of Upstream Portfolio Performance
• Audit of Reserved Management
2 PT Pertamina EP 1 Audit Terminasi atas Unitisasi MB Unit Audit of Termination over MB Unit Unitization
• Audit Perhitungan Bagian Negara di PHE WMO dan PHE NSO & NSB Tahun
Buku 2016
• Audit/PDTT atas Pelaksanaan Proyek dan Rantai Supply Tahun 2017 &
Semester 1 Tahun 2018 di PHE WMO
3 BPK RI 2
• Audit of the Calculation of Government’s Share in PHE WMO dan PHE NSO & NSB
of the 2016 Fiscal Year
• Audit/PDTT of Project Implementation and Supply Chain in 2017 & Quarter I of 2018
at PHE WMO
• Audit Sunk Cost di PHE Nunukan Tahun Buku 2005 - 2016
• Audit Cost Recovery di PHE ONWJ Tahun Buku 2015 – 2017
• Audit Kepatuhan Rantai Supply di PHE WMO & PHE Nunukan Tahun Buku 2017
• Audit Vendor (Right to Audit) di PHE WMO
4 SKK Migas 4 • Audit of Sunk Cost at PHE Nunukan for the 2005-2016 Fiscal Year
• Audit of Cost Recovery at PHE ONWJ for the 2015-2017 Fiscal Year
• Audit of Supply Chain Compliance at PHE WMO & PHE Nunukan for the 2017 Fiscal
Year
• Audit of Vendor (Right to Audit) at PHE WMO
• Audit Cost Recovery di Blok OK Periode 1 Jan 2018 – Terminasi
Government Joint Audit • Audit Cost Recovery di Blok TEJ Periode 1 Jan 2018 – Terminasi
5 2
(SKK Migas, BPKP & DJP) • Audit of Cost Recovery at OK Block for the 1 January 2018-Termination Period
• Audit of Cost Recovery at the TEJ Block for the 1 Januari 2018-Termination Period
Kantor Akuntan Publik
6 1 Audit Laporan Keuangan Audit of Financial Report
(KAP)
Preliminary Audit Partner (Kodeco Energy) di PHE WMO
7 Partner Audit 1
Preliminary Audit of Partner (Kodeco Energy) at PHE WMO
Pembangunan dan Implementasi Development and Implementation of

Aplikasi Audit Result Management the Audit Result Management System
System (ARMS) (ARMS) Application
Untuk menjawab kebutuhan Internal Audit dalam memonitor To address the need of Internal Audit in monitoring the
tindak lanjut hasil audit baik internal dan eksternal di follow-up on internal or external audit results in Pertamina
lingkungan Pertamina Hulu Energi (PHE) dan AP PHE, pada Hulu Energi (PHE) and PHE subsidiaries, in 2018 Internal
tahun 2018 Internal Audit berinisiatif untuk membangun Audit took the initiative to develop an Audit Result
sebuah aplikasi Audit Result Management System (ARMS). Management System (ARMS) application. The application
Aplikasi ini telah diimplementasikan di lingkungan PT has been implemented in PT Pertamina Hulu Energi (PHE)
Pertamina Hulu Energi (PHE) dan AP PHE pada bulan April and PHE subsidiaries since April 2018 in accordance
2018 sesuai Surat Keputusan Direktur Utama No.Kpts-087/ with the President Director ’s Decree No.Kpts-087/
PHE000/2018-S0 tanggal 11 April 2018. PHE000/2018-S0 of 11 April 2018
Aplikasi ARMS ini bertujuan untuk memberikan informasi The ARMS application has the objective of giving real-time
secara real time mengenai status temuan audit internal information regarding the status of internal audit findings
maupun hasil audit eksternal dari KAP, SKK Migas, BPKP, or external audit results from KAP, SKK Migas, BPKP, BPK
BPK RI, Audit Pajak (DJP), IRJEN SDM, Bea Cukai, Internal RI, Tax Audit (DJP), Inspectorate General of the Ministry
Audit Persero dan JV Audit yang perlu ditindaklanjuti oleh of Energy and Mineral Resources (IRJEN SDM), Customs
Fungsi/User terkait/Auditee. and Excise, Internal Audit of the Company, and JV Audit that
require follow-up by the Function/relevant User/Auditee.

Aplikasi ARMS memberikan notifikasi “warning” tindak lanjut The ARMS application gives a warning notification for
temuan yang akan overdue ke auditee melalui notifikasi findings follow-up which are soon overdue to the auditee
otomatis yang dikirimkan ke email PIC auditee. Selain itu, through an automatic notification sent to the email of the
auditee juga dapat menuliskan pesan langsung ke dalam auditee’s PIC. Moreover, the auditee is also able to write a
aplikasi mengenai progress apa yang mereka sudah direct message into the application regarding the progress
kerjakan. Aplikasi ARMS juga memberikan statistik report they have made. The ARMS application also gives a statistic
mengenai status temuan dalam bentuk dashboard yang report about the status of findings in the form of a dashboard
dapat mempermudah pengguna ataupun manajemen untuk that can ease users or management in viewing the report on
melihat report tindak lanjut temuan. findings follow-up.
Selain memonitor tindak lanjut temuan audit, ARMS juga Aside from monitoring audit findings follow-up, ARMS also
memiliki feature yang dapat digunakan sebagai database has a feature that can be used as database and for reporting
dan pelaporan kegiatan konsultasi yang dilakukan oleh of consulting activities conducted by Internal Audit.
Internal Audit.
Perumusan Kebijakan Fraud Formulation of the Fraud Prevention

Prevention Program Program Policy
Implementasi GCG maupun penerapan tata nilai perusahaan The implementation of GCG and company values is
belum cukup untuk menangkal terjadinya fraud dan sesuai insufficient to impede the occurrence of fraud. Therefore,
dengan rencana kerja strategis Internal Audit tahun 2018, in accordance with the 2018 Internal Audit strategic work
Fungsi Internal Audit merumuskan konsep kebijakan Anti plan, the Internal Audit Function formulated the Anti Fraud
Fraud. Dalam kebijakan yang dimaksud, termasuk Fraud policy concept. The Fraud Prevention Program is included
Prevention Program. Fraud Prevention Program merupakan in said policy. Fraud Prevention Program is an activity
rencana kegiatan untuk mencegah, menangkal, dan plan to prevent, impede, and ease the detection of fraud
memudahkan pendeteksian kemungkinan terjadinya fraud. occurrence potential.
Ditugaskan sebagai host pada event Assigned as a host in the Internal Audit
forum Internal Audit baik yang forum events, whether national or
berskala nasional dan regional selama regional in 2018, among which:
tahun 2018, di antaranya:
• Forum Auditor Migas Indonesia (FAMI) Summit 2018, • The 2018 Indonesian Oil and Gas Auditor Forum (FAMI)
Summit,
• Rapat Koordinasi Upstream, Gas, NRE IA PT Pertamina • The Coordination Meeting of Upstream, Gas, NRE IA PT
(Persero) dan IA Anak Perusahaan Hulu dan GAS (APHG). Pertamina (Persero) and IA Upstream and GAS (APHG)
subsidiaries.
Monitoring Tindak Lanjut Temuan Monitoring of Audit Findings

Audit Follow-Up
Selama tahun 2018, Internal Audit melakukan kegiatan In 2018, Internal Audit conducted the monitoring activity of
monitoring tindak lanjut temuan audit baik dari Internal audit findings follow-up, whether from the PHE Internal Audit
Audit PHE maupun auditor eksternal. Kegiatan monitoring or external auditors. The monitoring activity was performed
ini dilakukan secara berkesinambungan melalui proses continuously through a monthly reminder process and
reminder secara bulanan dan rapat tindak lanjut secara quarterly follow-up meetings to monitor the settlement of
triwulanan untuk memantau penyelesaian tindak lanjut audit findings follow-up by auditee/relevant function.
temuan audit oleh auditee/fungsi terkait.

No Uraian Kegiatan Keterangan

Description Monitoring Information
Monitoring Activity
Monitoring Tindak Lanjut Temuan 3 • Rapat Pemuktahiran Tanggal 28 & 29 Juni 2018
1
Audit Internal PHE • Rapat Pemuktahiran Tanggal 24 & 25 September 2018
Monitoring of the PHE Internal Audit • Rapat Pemuktahiran Tanggal 17 & 18 Desember 2018
Findings Follow-Up • Update Meeting on 28 & 29 June 2018
• Update Meeting on 24 & 25 September 2018
• Update Meeting
Monitoring Tindak Lanjut Temuan 5 • Rapat Pemuktahiran Tanggal 13 Juli 2018

2 • Rapat Pemuktahiran Tanggal 7 Agustus 2018
Audit SKK Migas
Monitoring of the SKK Migas Audit • Rapat Pemuktahiran Tanggal 12 September 2018
Findings Follow-Up • Rapat Pemuktahiran Tanggal 25 September 2018
• Rapat Pemuktahiran Tanggal 6 Desember 2018
• Update Meeting on 13 July 2018
• Update Meeting on 7 August 2018
• Update Meeting on 12 September 2018
• Update Meeting on 25 September 2018
• Update Meeting on 6 December 2018
3 Monitoring Tindak Lanjut Temuan 2 • Rapat Pemuktahiran Tanggal 10 April 2018

Audit BPKP • Rapat Pemuktahiran Tanggal 21 September 2018
Monitoring of the BPKP Audit Findings • Update Meeting on 10 April 2018
Follow-Up • Update Meeting on 21 September 2018
Selain monitoring tindak lanjut temuan audit internal di PHE Aside from monitoring the follow-up of internal audit findings
Holding, temuan-temuan hasil audit dari auditor eksternal in PHE Holding and findings resulting from the audit by
seperti BPKP, BPK, dan SKK Migas, Fungsi Internal Audit external auditors such as BPKP, BPK, and SKK Migas, the
PHE bertugas untuk mengoordinasikan pelaksanaan tindak PHE Internal Audit function has the duty of coordinating
lanjut tersebut dengan para pengguna terkait di lingkungan the implementation of said follow-up with relevant users in
AP PHE operatorship. Fungsi Internal Audit PHE juga the subsidiaries under PHE operatorship. The PHE Internal
berkoordinasi secara periodik dengan auditor eksternal. Audit Funtion also periodically coordinates with external
auditors.
Keanggotaan Asosiasi Profesi Anggota Professional Association Membership

Internal Audit Of Internal Audit Members
• Institute of Internal Auditors (IIA) • Institute of Internal Auditors (IIA)

• Association of Certified Fraud Examiners (ACFE) – • Association of Certified Fraud Examiners (ACFE) –
Indonesia Chapter Indonesia Chapter
• Forum Komunikasi Satuan Pengawas Internal (FKSPI) • Internal Monitoring Unit Communication Forum (FKSPI)

Uraian Mengenai Akuntan Publik

Description on the Public Accountant
Untuk pelaksanaan audit Laporan Keuangan Perusahaan For the audit of the 2018 Fiscal Year Annual Report of the
Tahun Buku 2018, PHE telah menunjuk Kantor Akuntan Company, PHE has appointed the Public Accountant Office
Publik (KAP) Purwantono, Sungkoro & Surja (Ernst & Young) (KAP) of Purwantono, Sungkoro & Surja (Ernst & Young) as
sebagai pihak independen pelaksana audit. Penunjukan the audit executor independent party. The appointment
tersebut merupakan bagian dari pelaksanaan Keputusan was part of the implementation of the 2018 Annual GMS
RUPS Tahunan 2018 No. 74 tertanggal 22 Maret 2018 di Resolution No. 74 of 22 March 2018 in Jakarta.
Jakarta.
Penunjukan KAP sebagai pelaksana audit Laporan KAP appointment as the audit executor of the 2018 Fiscal
Keuangan Perusahaan Tahun Buku 2018, dilaksanakan Year Annual Report of the Company was performed to
untuk memenuhi ketentuan Keputusan Menteri Keuangan fulfill the stipulations of the Minister of Finance Decree
No. 423/KMK.06/2002 Tahun 2002 tentang Jasa Akuntan No. 423/KMK.06/2002 of 2002 on the Services of Public
Publik dan Peraturan Pemerintah No. 20 Tahun 2015 tentang Accountant and Government Regulation No. 20 of 2015 on
Praktik Akuntan Publik, dengan penyesuaian pada PHE the Practice of Public Accountant, with adjustments as PHE
sebagai bukan perusahaan terbuka. is not a public company.
KAP Pelaksana Audit Laporan Keuangan PHE

PHE Financial Report Audit Executor Public Accountant Office
Tahun Buku Kantor Akuntan Publik Akuntan Publik Biaya Jasa Audit
Fiscal Year Public Accountant Office Public Accountant Audit Services Fee
2018 Purwantono, Sungkoro & Surja (Ernst & Young) Widya Arijanti Rp3,75 miliar
Tanudiredja, Wibisana & Rekan

2014 Yusron, SE.CPA Rp3,77 miliar
(Pricewaterhouse Coopers)

Manajemen Risiko Perusahaan [102-30]
The Risk Management of the Company [102-30]
PT Pertamina Hulu Energi (PHE) dituntut mampu mengelola PT Pertamina Hulu Energi (PHE) is demanded to be able to
risiko-risiko secara efektif dan efisien, sehingga dapat manage risks effectively and efficiently in order to minimize
meminimalkan dampak kerugian dan ketidakpastian impacts of loss and uncertainty in the business. Through
dalam usaha. Melalui pengelolaan dan pengendalian management and control of significant risks, the Company
atas risiko-risiko penting, Perusahaan dapat memastikan can ensure growth continuity of the business.
kesinambungan pertumbuhan dari bisnis yang dijalankan.
Perusahaan menyadari berbagai risiko internal dan The Company realizes various internal and external risks,
eksternal, meliputi risiko strategis, risiko operasional dan including strategic risks, operating risks, and financial risks.
risiko keuangan. Pengelolaan risiko dilakukan melalui Risk management is performed through procedure, system,
prosedur, sistem, dan metodologi untuk mengidentifikasi, and methodology to identify, measure, mitigate, monitor, and
mengukur, memitigasi, memantau, dan mengendalikan control said risks. Furthermore, PHE also performs periodic
risiko-risiko tersebut. Selain itu PHE juga melakukan evaluation to ensure the success of the implemented risk
evaluasi secara berkala untuk memastikan keberhasilan management.
pengelolaan risiko yang dilaksanakan.
Penjelasan Mengenai Explanation About the Risk

Sistem Manajemen Risiko Management System Implemented by
yang Diterapkan Perusahaan the Company
Selain untuk meminimalkan dampak kerugian, pengelolaan Besides to minimize impacts of loss, risk management is also
risiko juga menjadi bentuk kepatuhan Perusahaan atas a form of Company compliance with the implementation of
pemberlakuan Keputusan Menteri BUMN No. 117/M- the SOE Minister Decree No. 117/M-MBU/2002 of 31 July
MBU/2002 tanggal 31 Juli 2002 yang kemudian diperbarui 2002 that was updated with the State-Owned Enterprise
dengan Peraturan Menteri Negara Badan Usaha Milik Minister Regulation No. PER-01/MBU/2011 of 1 August 2011
Negara Nomor: PER-01/MBU/2011 tanggal 01 Agustus on the Good Corporate Governance Implementation in
2011 tentang Penerapan Tata Kelola Perusahaan yang Baik State-Owned Enterprise.
(Good Corporate Governance) pada Badan Usaha Milik
Negara.
Pengelolaan risiko dilakukan PHE secara terkoordinasi Risk management is performed by PHE in a coordinated
dan terintegrasi. Kebijakan Manajemen Risiko disusun dan and integrated manner. The Risk Management Policy
diterapkan berdasarkan Pedoman Manajemen Risiko PT is compos ed and implemented bas ed on the Risk
Pertamina Hulu Energi Nomor 001/PHE300/2009. Acuan Management Guidelines of PT Pertamina Hulu Energi No.
lain adalah ISO31000:2009 tentang Risk Management, 001/PHE300/2009. Another reference is ISO31000:2009
yang terdiri dari prinsip-prinsip, kerangka kerja dan proses on Risk Management, consisting of risk management
manajemen risiko. Dengan demikian, proses identifikasi dan principles, framework, and process. Therefore, the risk
mitigasi risiko berjalan sesuai standar. [102-12] identification and mitigation process runs according to the
standards. [102-12]

Pengelolaan risiko meliputi seluruh kegiatan usaha PHE Risk management includes all PHE business activities and
dan dilaksanakan melalui kebijakan dan strategi, serta implemented through policies and strategies as well as a
sistem yang komprehensif sehingga pengelolaan setiap comprehensive system in order for the management of each
risiko dapat dipertanggungjawabkan. Dalam menerapkan risk can be accounted for. In implementing risk management,
manajemen risiko Perusahaan memperhatikan prinsip the Company observes the precautionary approach and
kehati-hatian (precautionary approach) dan memiliki has the policy to:
kebijakan untuk: • Consider the harmony among strategy, process, HC,
• Memperhatikan keselarasan antara strategi, proses, finance, technology, environment, and knowledge/
SDM, keuangan, teknologi, lingkungan, dan pengetahuan/ understanding with Company goals.
pemahaman dengan tujuan Perusahaan. • Increase commitment, responsibility, awareness, and
• Meningkatkan komitmen, tanggung jawab, kesadaran, participation from the Board of Commissioners, Board
dan partisipasi dari Dewan Komisaris, Direksi, seluruh of Directors, all employees, and stakeholders.
pekerja dan stakeholders.
Menetapkan kebijakan yang dapat mendukung keberhasilan Establishing policies that can support the success of
penerapan manajemen risiko, termasuk sistem dan risk management implementation, including system and
prosedur standar yang disepakati antara Dewan Komisaris standard procedure agreed upon between the Board of
dan Direksi. Commissioners and Board of Directors.
• Menyiapkan SDM yang diperlukan, termasuk risk • Preparing the necessary HC, including competent risk
assessor yang kompeten sesuai bidangnya. assessors according to their field.
• Mengembangkan metodologi yang dapat mengukur • Developing methodology that c an measure risk
risiko secara tepat (terukur dan terprediksi). accurately (measured and predicted).
• Menerapkan sistem monitoring (pemantauan) dan • Implementing a continuous monitoring and evaluation
evaluasi yang berkesinambungan serta menindaklanjuti system as well as following up on feedback from
umpan balik dari pemangku kepentingan. stakeholders.
Tujuan Penerapan Objectives of Risk Management

Manajemen Risiko Implementation
• Menciptakan nilai tambah bagi Perusahaan; • Creating added value for the Company;
• Mengelola risiko secara efektif dan efisien; • Managing risks effectively and efficiently;
• M e n g e l o l a ke t i d a k p a s t i a n d a l a m p e n g a m b i l a n • Managing uncertainty in decision making;
keputusan;
• Memfasilitasi perbaikan dan perkembangan Perusahaan • Facilitating continuous Company improvement and
secara berkelanjutan. development.
Perusahaan berkomitmen mendorong partisipasi aktif dari The C ompa ny i s c ommi ted to enc oura gi ng active
seluruh jajaran Perusahaan, termasuk Dewan Komisaris participation from all levels of the Company, including the
dan Direksi sesuai fungsinya masing-masing dalam rangka Board of Commissioners and Board of Directors according
mencapai tujuan bisnis. Perusahaan juga memiliki komitmen to its respective function in achieving business goals. The
dalam mengungkapkan risiko-risiko yang secara signifikan Company is also committed to transparently disclosing
dapat mempengaruhi nilai perusahaan secara transparan risks that may significantly influence company values to
kepada pihak-pihak yang berkepentingan. relevant parties.

Kerangka Kerja dan Infrastruktur Risk Management Framework and

Manajemen Risiko Infrastructure
Pengelolaan manajemen risiko Perusahaan dilakukan The Company’s risk management is performed by the
Komite Manajemen Risiko yang didukung oleh Unit Kerja Risk Management Committee supported by the Risk
Manajemen Risiko. Unit Kerja Manajemen Risiko bersama- Management Task Force. The Risk Management Task Force
sama dengan Unit Bisnis (Risk Owner) melakukan proses together with the Business Unit (Risk Owner) conducts risk
manajemen risiko melalui identifikasi, analisis, evaluasi, management process through risk identification, analysis,
mitigasi dan monitoring risiko, dengan kerangka kerja yang evaluation, mitigation, and monitoring with the framework
mengacu pada prinsip-prinsip manajemen risiko dalam that refers to risk management principles in ISO31000:2009.
ISO31000:2009.
Prinsip-prinsip Manajemen Risiko Risk Management Principles in

Sesuai ISO31000:2009 Accordance with ISO31000:2009
Risk Management Principles
Create value Take human and cultural factors into account

Integral part of organizational process Transparent and inclusive
Part of decision making Dynamic, interactive and responsive to change
Explicitly address uncertainty Facilities continual improvement and enhancement of
Systematic, structured & timely the organization
Based on the best available information
Tailored
Kerangka Manajemen Risiko

Risk Management Framework
Mandate and Commitment
Design of framework
for managing risk
Continual Improvment Implementing

of the framework risk management
Monitoring and review

of the framework

Proses Manajemen Risiko

Risk Management Process
Penentuan Lingkup Pengelolaan Risiko

(Establishing The Context)
Penilaian Risiko
(Risk Assessment)
( Communication & Consultation)
Pemantauan & Kaji Ulang

Komunikasi & Konsultasi
(Risk Assessment)
(Monitoring & Review)

Analisis Risiko
(Risk Analysis)
Evaluasi Risiko
(Risk Evaluation)
Penanganan Risiko
(Risk Treatment)
Struktur Pengelolaan Risiko PHE Structure Of PHE Risk Management
Struktur pengelolaan risiko di lingkungan PHE ditetapkan The structure of risk management in PHE is established
berdasarkan Surat Keputusan Direksi Nomor Kpts-119/ based on the Board of Directors’ Decree No. Kpts-
PHE000/2017-S8 tanggal 27 Desember 2017 tentang 119/PHE000/2017-S8 of 27 December 2017 on the
Struktur Organisasi PT Pertamina Hulu Energi. Pengelolaan Organizational Structure of PT Pertamina Hulu Energi.
risiko menjadi tugas dan tanggung jawab Vice President Risk management is the duty and responsibility of the Vice
Planning, Performance & Risk Management (PPRM) yang President of Planning, Performance & Risk Management
berada di bawah Direktur Utama. (PPRM) positioned under the President Director.
Dalam menjalankan tugas dan tanggung jawabnya, VP In performing its duties and responsibilities, the VP of PPRM
PPRM dibantu oleh Senior Manager: Strategic Planning & is assisted by the Senior Manager: Strategic Planning &
Evaluation, Economics & Risk Management, serta Bussines Evaluation, Economics & Risk Management as well as
Development & Corporate Performance. VP PPRM juga Business Development & Corporate Performance. VP of
bersinergi dengan Komite Manajemen Risiko dan Sumber PPRM also synergizes with the Risk Management and
Daya Manusia (MRSDM) serta Internal Audit. Human Capital Committee (MRSDM) as well as Internal
Audit.

Struktur Organisasi Pengelolaan Risiko PHE

Organizational Structure of PHE Risk Management
VP Planning Performance
& Risk Management (PPRM
Strategic Planning Economics & Business Development

& Evaluation Risk Management & Corporate Performance
Senior Manager Senior Manager Senior Manager
Tugas dan Tanggung Jawab Duties and Responsibilities
Bersama dengan Senior Manager, VP PPRM bertugas dan Together with Senior Managers, the VP of PPRM has the
bertanggung jawab untuk: duties and responsibilities of:
• Melakukan koordinasi pelaksanaan Risk Assessment • Performing coordination of Risk Assessment (risk
(identifikasi, analisis dan evaluasi risiko) seluruh Asset, identification, analysis, and evaluation) of all Assets,
Fungsi dan Proyek. Functions, and Projects.
• Menyusun laporan profil risiko Perusahaan secara • Composing a Company risk profile report periodically
b e r ka l a d a n m e nya m p a i ka n nya ke p a d a Ko m i t e and presenting it to the Risk Management Committee
Manajemen Risiko dan Dewan Direksi Perusahaan. and the Board of Directors of the Company.
• Melakukan evaluasi risiko terhadap aktivitas atau • Performing risk evaluation of activities or business
kegiatan usaha yang memerlukan persetujuan Dewan activities that require the approval of the Board of
Direksi. Directors.
• Memantau posisi risiko perusahaan yang dituangkan • Monitoring the company’s risk position formulated in a
dalam bentuk pemetaan risiko dan menyampaikannya risk mapping and presenting it to the Risk Management
kepada Komite Manajemen Risiko dan Dewan Direksi. Committee and Board of Directors.
• Mengkaji secara berkala kecukupan dan kelayakan dari • Periodically reviewing the adequacy and feasibility of
Kebijakan dan Pedoman Manajemen Risiko. Risk Management Policy and Guidelines.
Strategi Penerapan Manajemen Risiko Risk Management Implementation

Strategy
• Menerapkan sistem manajemen risiko yang sesuai • Implementing a risk management system that is in
dengan prinsip-prinsip Enterprise Risk Management accordance with the Enterprise Risk Management
(ERM). (ERM) principles.
• Dalam melakukan risk assessment, PHE membagi • In performing risk assessment, PHE categorizes
kegiatan Perusahaan dalam dua kategori: Company activities into two:
›› Risiko kegiatan usaha yang sedang berjalan ›› Ongoing Business Risk.
(on going business). In this, the Risk Management Function assists all
Dalam hal ini Fungsi Manajemen Risiko mendampingi company functions and subsidiaries in composing
setiap fungsi dan Anak Perusahaan dalam menyusun the strategy to be used by conducting identification
strategi yang akan digunakan dengan melakukan of potentially occurring risks.
identifikasi risiko yang mungkin terjadi.

Dimulai dari pros es penyusunan RKAP, Anak Starting with the Corporate Work Plan and Budget
Perusahaan sebagai pemilik risiko diwajibkan (RKAP) composition process, subsidiaries as risk
untuk melakukan risk assessment beserta rencana owners are obligated to perform a risk assessment
mitigasinya. and mitigation plans.
›› Risiko Proyek ›› Project Risk

Dalam setiap Feasibility Study (FS) atau proyek baru, In every Feasibility Study (FS) or new project,
Anak Perusahaan diwajibkan menyusun risk register subsidiaries are obligated to compose a risk register
untuk melakukan identifikasi lebih dini terhadap risiko for the early identification of the risks potentially
yang mungkin muncul dalam pelaksanaan proyek occurring in the execution of the project. Several
tersebut. Beberapa risiko proyek, di antaranya adalah project risks include exploration drilling, new field
pemboran eksplorasi, pengembangan lapangan baru, development, acquisition, extension of oil and gas
akuisisi, perpanjangan wilayah kerja migas, dan alih working area, and transfer of oil and gas working area.
kelola wilayah kerja migas.
• Perusahaan melakukan kajian risiko dalam portofolio • The Company performs risk assessment in the business
bisnis untuk melihat potensi–potensi dari masing– portfolio to see the potential of each subsidiary, including
masing Anak Perusahaan, termasuk Anak Perusahaan risk assessment of subsidiaries with an expiring contract
yang akan habis masa kontraknya dilakukan kajian risiko term to see the consolidated impacts on the Company.
untuk melihat dampak yang ditimbulkan bagi Perusahaan
secara konsolidasi.
• Perusahaan juga memperhatikan kemungkinan risiko dari • The Company also observes the risk potential from
pihak eksternal (pemerintah, masyarakat, dan swasta) external parties (government, public, and the private
yang akan berdampak pada kegiatan operasional sector) that may impact the operational activities of the
Perusahaan. Company.
Hubungan Kerja dengan Pemantau Work Relations With Risk Monitoring

Risiko
S e t i a p t i g a b u l a n , U n i t Ke r j a M a n a j e m e n R i s i ko Every three months, the Risk Management Task Force

menyampaikan laporan manajemen risiko dan pelaksanaan presents a report of the performed risk management
mitigasi risiko yang telah dilakukan kepada Fungsi and risk mitigation implementation to the Enterprise Risk
Enterprise Risk Management Direktorat Perencanaan Management function of the Directorate of Investment
Investasi dan Manajemen Risiko melalui Fungsi Business Planning and Risk Management through the PT Pertamina
Portfolio & Risk Management Direktorat Hulu PT Pertamina (Persero) Upstream Directorate Business Portfolio & Risk
(Persero). Dewan Komite Manajemen Risiko dan jajaran Management function. The Risk Management Committee
Direksi secara rutin memantau setiap perkembangan Board and the Board of Directors routinely monitors every
manajemen risiko Perusahaan. development of the Company’s risk management.

Traktat Manajemen Risiko

Risk Management Tract

Penjelasan Mengenai Risiko-Risiko Dihadapi Perusahaan

dan Upaya Mengelola Risiko Tersebut [102-15]
Explanation of The Risks Faced by The Company and Efforts To
Manage Said Risks [102-15]
Profil Risiko Perusahaan Company Risk Profile

dan Mitigasinya and Mitigation
Profil risiko PHE tidak terlepas dari analisis potensi dampak PHE risk profile is tied to the analysis of potential impact
yang ditimbulkan oleh berbagai faktor eksternal terhadap caused by various external factors on the Company.
Perusahaan. Selain itu, profil risiko juga dipengaruhi oleh Furthermore, the risk profile is also influenced by the
potensi dampak kegiatan operasional Perusahaan terhadap potential impact of Company operations on stakeholders
pemangku kepentingan dan lingkungan sekitar. and the surrounding environment.
Setelah melalui proses identifikasi risiko menggunakan Fault After following the risk identification process using the Fault
Tree Analysis (FTA) dan beberapa tahapan risk assessment, Tree Analysis (FTA) and several stages of risk assessment,
Perusahaan menentukan risiko-risiko yang berpengaruh the Company determines significantly influential risks
signifikan terhadap arah Perusahaan yang terangkum dalam towards the direction of the Company summarized in the
Top Risk PHE. PHE Top Risks.
Profil Top Risk PHE 2018

PHE Top Risks Profile in 2018
No Risk Event Uraian | Description
Pengaruh pada PHE Impact on PHE

1 Outstanding Approval PIS & COR
Tidak tercapainya target EBITDA Shorfall of gas sale target
PIS & COR Outstanding Approval
Mitigasi
Mitigation
Koordinasi dengan SKK Migas dan Ditjen
Coordination with SKK Migas and Ditjen Migas
MIGAS
2 Tidak terserapnya sebagian penjualan gas Pengaruh pada PHE Impact on PHE
yang telah teralokasi Target penjualan gas tidak tercapai Shortfall of EBITDA target
Non-absorption of part of the previously
Mitigasi Mitigation
allocated gas sale
Approach SKK Migas dan ESDM untuk Approaching SKK Migas and ESDM to
mempercepat alokasi gas kepada potential accelerate gas allocation to other potential
buyer lainnya (RU VI Balongan, LPG Mundu, buyers (RU VI Balongan, LPG Mundu, PLN,
PLN, Pertagas Niaga) Pertagas Niaga)
3 Kelebihan biaya penanganan kemiringan Pengaruh pada PHE Impact on PHE

platform PHE-12 tidak ditanggung asuransi Menimbulkan excess klaim asuransi Incurring excess insurance claim
Extra cost for the handling of the PHE-12 Mitigasi Mitigation
platform slant was not covered by insurance Koordinasi dengan tim project untuk Coordination with the project team to provide
menyediakan dokumen sesuai permintaan documents in accordance with the request of
loss adjuster yang dapat mendukung loss adjuster that could support the allocation
alokasi biaya klaim sesuai ketentuan limit of cost of claim allocation in accordance with
asuransi the insurance limit stipulations

4 Produksi hasil Pemboran & WO/WS tidak
Target penambahan produksi tidak tercapai Production increase target was not achieved
tercapai
Production result of Drilling & WO/WS was not Mitigasi Mitigation
achieved Melaksanakan pengkinian data dan evaluasi Performing data updating and evaluation
(Surface/Sub-surface) serta persiapan (Surface/Sub-surface) as well as preparation
dan meeting koordinasi sebelum liftboat/rig and coordination meeting prior to liftboat/rig
move ke platform move to platform

No Risk Event Uraian | Description

5 Bertambahnya waktu Operasi pengeboran
Cost Overrun Cost Overrun
Increase in drilling Operations time
Mitigasi Mitigation
Memastikan pre-spud meeting & drilling well Ensuring the pre-spud meeting & drilling well
on paper dilaksanakan bersama dengan on paper was performed together with the
service company service company

6 Gangguan operasional Lapangan Foxtrot di
Terganggunya pengiriman minyak dan gas Disruption in the transport of oil and gas from
area jalur Pelabuhan Patimban
dari Lapangan Foxtrot ke Echo Foxtrot Field to Echo
Foxtrot Field operational disruption in the
Patimban Port line area Mitigasi Mitigation
Memastikan navigation aid ada di setiap Ensuring the availability of navigation aid at
Platform terluar (ESRA - HZEA) every outermost Platforms (ESRA - HZEA)
7 Kebocoran pipa transportasi migas Target produksi tidak tercapai Production target was not achieved
Pipe leak in oil and gas transport
Mitigasi
Mitigation
Melanjutkan program risk based inspection
Continuing the risk based inspection and
dan pipeline monitoring : pipeline underwater
pipeline monitoring programs : survey of
survey dilakukan secara berkala dan
underwater pipeline is conducted periodically
melanjutkan program PIMS
8 Ditolaknya banding Surat Ketetapan Pajak
Menimbulkan beban pajak Incurred a tax expense
Transfer tax atas akuisisi blok Natuna-A
(59,750 RibuUS$) (59,750 Thousand US$)
Appeal for Tax Assessment Letter for transfer
tax over Natuna-A block acquisition denied Mitigasi
Mitigation
Memantau dan memastikan sidang
Monitoring and ensuring the Tax Court trial was
Pengadilan Pajak sesuai dengan strategi
in accordance with the prepared strategy
yang telah disusun
9 Target tambahan Resources 2C dari Penambahan 2C tidak tercapai Additional 2C was not achieved
pengeboran eksplorasi tidak tercapai
Target of additional 2C resources from Mitigasi Mitigation
exploration drilling was not achieved Review design sumur dan program Reviewing well design and drilling program with
pemboran dengan Drilling Department the Drilling Department

10 Penyerapan anggaran dari project rendah
Investasi menjadi tidak menarik Investment was not attractive
Low budget absorption by projects
Mitigasi Mitigation
Melakukan close monitoring bulanan Performing monthly close monitoring
11 Kecelakaan kerja yang berhubungan dengan
Menurunkan reputasi perusahaan Lowering company reputation
keselamatan kerja
Work accidents related to occupational safety Mitigasi Mitigation
Pelaksanaan Audit/Self Assessment Performing Work Safety Audit/Self
Keselamatan Kerja Assessment
Pengaruh pada PHE

12 Blow Out pada saat pengeboran Eksplorasi Impact on PHE
Penambahan biaya pengeboran, killing well
Blow Out during exploration drilling Addition drilling cost, killing well, and P&A
dan P&A
Mitigasi Mitigation
Melakukan inspeksi kesiapan peralatan Performing inspection of drilling equipment
pengeboran termasuk peralatan emergency readiness including emergency equipment
sebelum mobilisasi prior to mobilization
13 Kontrak barang atau jasa tidak memiliki Adanya sanksi/Non Cost Recovery kepada Sanction/Non-Cost Recovery on employer
tingkat TKDN yang memadai pemberi kerja dan pelaksana kontrak and vendor
Contract for goods or services do not have an
adequate Domestic Component Level Mitigasi Mitigation
Melakukan verifikasi hasil pekerjaan Performing verification of job result against
terhadap pencapaian TKDN TKDN achievement
14 Pengajuan POFD untuk penambahan Pengaruh pada PHE Impact on PHE

cadangan belum disetujui SKK Migas Tidak tercapainya target penambahan 1P 1P additional target was not achieved
PFOD proposal for additional reserve was yet to Mitigasi Mitigation
be approved by SKK Migas Koordinasi dengan SKK Migas untuk Coordinating with SKK Migas to accelerate
mempercepat persetujuan POFD PFOD approval

Peta Top Risk PHE 2018

PHE Top Risks Map in 2018
13 8
3 4 5 9 10 11 1 2
6 10
7 14 12
4 5
Inherent Residual
11
Low 1 < RPN < 3
Low to moderate RPN = 4
Moderate 5 < RPN < 9 1 2 3 7

Moderate to high 10 < RPN < 12 8 12 14
High RPN > 12
6 13 9
Outstanding Approval PIS & COR masih tinggi. (Fungsi Controller PHE)
Tidak terserapnya sebagian penjualan gas yang telah teralokasi (Fungsi Commercial PHE) (RETIRED)
Kelebihan biaya penanganan kemiringan platform PHE-12 tidak ditanggung asuransi (Fungsi Finance PHE) (RETIRED 2018)
Produksi hasil pemboran & WO/WS tidak tercapai (PHE ONWJ)
Bertambahnya waktu operasi pengeboran (PHE ONWJ)
Gangguan operasional Lapangan Foxtrot di area jalur Pelabuhan Patimban (PHE ONWJ)
Kuantitatif
Kebocoran pipa transportasi migas (PHE WMO)

PIS & COR's Outstanding Approvals are remain high. (PHE Controller function)
Non-absorption of part of the previously allocated gas sale (Commercial PHE Function) (RETIRED)
Extra cost for the handling of the PHE-12 platform slant was not covered by insurance (PHE Finance Function) (RETIRED 20 18)
Production result of Drilling & WO/WS was not achieved (PHE ONWJ)
Increase in drilling operation time (PHE ONWJ)
Disruption on Foxtrot Field operations in the Patimban Port line area (PHE ONWJ)
Leakage of oil and gas transportation pipes (PHE WMO)
Ditolaknya banding Surat Ketetapan Pajak Transfer Tax atas akuisisi Blok Natuna-A (Fungsi Finance PHE) (RETIRED)
Target tambahan Resources 2C dari pengeboran eksplorasi tidak tercapai
Penyerapan anggaran dari project rendah (Fungsi Development PHE)
Kecelakaan kerja yang berhubungan dengan Keselamatan Kerja (QHSSE PHE)
Blow Out pada saat pengeboran eksplorasi (RETIRED)
Kualitatif
Kontrak barang atau jasa tidak memiliki tingkat TKDN yang memadai (Fungsi SCM)
Pengajuan POFD untuk penambahan cadangan belum disetujui SKK Migas (PHE ONWJ) (RETIRED)
Appeal for Tax Assessment Letter for transfer tax over Natuna-A block acquisition denied (PHE Finance Function) (RETIRED)
Target of additional 2C resources from exploration drilling was not achieved
Low budget absorption by projects (PHE Development Function)
Work accidents related to occupational safety (QHSSE PHE)
Blow out during exploration drilling (RETIRED)
Contract for goods or services do not have an adequate Domestic Component Level (SCM Function)
PFOD proposal for additional reserves was yet to be approved by SKK Migas (PHE ONWJ) (RETIRED)

Uraian Mengenai Sistem

Pengendalian Internal
Description on Internal Control System
Pengendalian internal adalah proses yang dirancang dan Internal control is a process designed and implemented
dijalankan oleh Dewan Komisaris, Direksi dan anggota by the Board of Commissioners, Board of Directors, and
manajemen untuk memberikan keyakinan yang memadai members of management to give sufficient assurance
atas tercapainya efektivitas dan efisiensi operasi, keandalan for the achievement of operational effectiveness and
pelaporan keuangan, serta kepatuhan terhadap hukum efficiency, financial reporting excellence, and compliance
dan peraturan yang berlaku. PHE menerapkan Sistem with prevailing laws and regulations. PHE implements the
Pengendalian Internal (SPI) mencakup pengendalian internal control system (SPI), including the control of finance
keuangan dan operasional seluruh proses bisnis & fungsi- and the operations of all business process & functions of the
fungsi organisasi. organization.
Kesesuaian Sistem Pengendalian Conformity of the Internal Control

Internal dengan Kerangka Yang System to the Internationally
Diakui Secara Internasional (Coso – Recognized Framework (Coso –
International Control Framework) International Control Framework)
S e s u a i S u r a t Ke p u t u s a n D i r e k s i N o . K p t s - 0 4 2 / In accordance with the Board of Directors’ Decree

PHE000/2010-S0 tanggal 2 Agustus 2010 Tentang No.Kpts-042/PHE000/2010-S0 of 2 August 2010 on the
Kebijakan Sistem Pengendalian Internal PT Pertamina PT Pertamina Hulu Energi Internal Control System Policy,
Hulu Energi, PHE menerapkan sistem pengendalian PHE implements an internal control system by using an
internal dengan menggunakan pendekatan kerangka kerja internal framework issued by COSO (The Committee of
internasional yang diterbitkan COSO (The Committee of Sponsoring Organizations of the Treadway Commission).
Sponsoring Organizations of the Treadway Commission).
Di samping itu, sistem pengendalian internal juga diatur Moreover, the internal control system is also regulated
dalam Pasal 26 Peraturan Menteri Negara BUMN No.PER-01/ in Article 26 of the SOE Minister Regulation No.PER-01/
MBU/2011 sebagai pengganti Keputusan Menteri BUMN MBU/2011 as replacement of the SOE Minister Decree
No.KEP-117/M-MBU/2002 tentang Penerapan Tata Kelola No.KEP-117/M-MBU/2002 on Good Corporate Governance
Perusahaan Yang Baik (Good Corporate Governance) Implementation in State-Owned Enterprise.In accordance
pada Badan Usaha Milik Negara. Sesuai kerangka kerja with the COSO framework, the PHE Internal Control
COSO, Pedoman Umum Sistem Pengendalian Internal PHE System Guidelines have internal control components
memiliki komponen pengendalian internal yang terdiri atas consisting of internal control environment, risk assessment,
lingkungan pengendalian internal, penilaian risiko, aktivitas control activities, information and communication system,
pengendalian, sistem informasi dan komunikasi, serta and monitoring. Until the end of the reporting period,
pemantauan. Sampai dengan akhir periode pelaporan, implementation of the five components have supported
penerapan kelima komponen tersebut telah mendukung operational effectiveness and efficiency, financial reporting
efektivitas dan efisiensi operasi, keandalan pelaporan excellence, asset security protection, as well as compliance
keuangan, menjaga keamanan aset, kepatuhan terhadap with laws and contracts, therefore giving added value to the
perundang-undangan dan kontrak, sehingga dapat Company.
memberikan nilai tambah bagi Perusahaan.

Lima Komponen Pengendalian Internal Berbasis COSO dan PER-01/MBU/2011

Five Components of Internal Control Based on COSO and PER-01/MBU/2011
Komponen Pengendalian Internal Uraian Penerapan

Internal Control Component Details of Implementation
Lingkungan Pengendalian Internal • PHE menyusun code of conduct dan kebijakan • PHE has composed a code of conduct and
Internal Control Environment
lain yang mengatur praktik bisnis, conflicts of other policies that regulate business practices,
interest atau standar etika dan perilaku bisnis. conflicts of interest, or ethical standards and
Pedoman tersebut dapat diakses secara business behavior. The guidelines can be directly
langsung oleh pekerja dan stakeholder. accessed by employees and stakeholders.
• PHE memiliki mekanisme untuk mengatur • PHE has a mechanism to regulate work relations
hubungan kerja antara manajemen pusat dan between central management and operational
manajemen operasional. management.
• PHE telah menetapkan struktur organisasi • PHE has established the formal organizational
formal yang memberikan gambaran jelas atas structure that give a clear description of the
alur informasi, baik ke atas, ke bawah dan information flow, whether up, down, or intra-
antarfungsi di dalam pengelolaan kegiatan functions within the management of Company
Perusahaan. activities.
Penilaian Risiko • PHE menetapkan visi, misi, dan pedoman

Risk Assessment untuk mencapai visi dan misi tersebut, serta • PHE has established vision, mission, and
mengomunikasikan ke seluruh pekerja dan guidelines to achieve the vision and mission, as
pihak terkait lainnya. well as communicates them to all employees and
• PHE memiliki kebijakan Manajemen Risiko other relevant parties.
untuk mengindentifikasi, menilai, memetakan, • PHE has a Risk Management policy to identify,
dan memitigasi risiko yang berasal dari faktor assess, map, and mitigate risks from external
eksternal. factors.
• PHE mengantisipasi, mengidentifikasi dan • PHE anticipates, identifies, and follows-up on
menindaklanjuti kejadian rutin yang dapat routine incidents that may influence Company
mempengaruhi kegiatan operasional dan operations and goals.
tujuan Perusahaan.
Aktivitas Pengendalian • PHE memiliki pedoman dan prosedur untuk

Control Activities • PHE has guidelines and procedures for the
pelaksanaan kegiatan di masing-masing
implementation of activities in each function in
fungsi dalam Perusahaan.
the Company.
• Aktivitas pengendalian yang ditetapkan oleh
• Control activities established by PHE are
PHE diimplementasikan dengan kebijakan dan
implemented with clear policies and procedures,
prosedur yang jelas, fungsi pengawasan yang
integrated monitoring function, and follow-up on
terpadu dan tindak lanjut atas pelanggaran
occurring violations.
yang terjadi.
Informasi dan Komunikasi

• PHE mengumpulkan informasi dari dalam
Information and Communication
maupun dari luar untuk memperoleh
• PHE collects information internally and externally
gambaran akan kinerja Perusahaan yang
to obtain a description of Company performance
berhubungan dengan tujuan yang telah
relevant to established goals and reporting the
ditetapkan dan melaporkan hasilnya kepada
results to management.
manajemen.
• System development or change in PHE based
• Pengembangan atau perubahan sistem di
on IT strategic plan relevant to the strategic plans
PHE berdasarkan IT strategic plan yang
and responsive to Company goals.
berhubungan dengan rencana strategis dan
• Duties and responsibilities are communicated to
responsif terhadap tujuan Perusahaan.
every employee, so employees can understand
• Tugas dan tanggung jawab dikomunikasikan
the work goals and the necessary process to
ke setiap pekerja, sehingga pekerja dapat
achieve said goals.
mengerti tujuan kerja dan proses yang
diperlukan dalam mencapai tujuan tersebut.

Komponen Pengendalian Internal Uraian Penerapan

Internal Control Component Details of Implementation
Pemantauan • Pengendalian internal diterapkan dalam setiap

• Internal control implemented in each PHE
Monitoring kegiatan operasional PHE harus tertuang
operational activity must be formulated in a
dalam bentuk dokumentasi.
documentation.
• PHE mewajibkan setiap informasi dan
• PHE obligates all information and complaints
keluhan dari pihak luar Perusahaan yang
from external of the Company received through
didapatkan melalui Pertamina Contact Center,
the Pertamina Contact Center are identified and
diidentifikasi dan dievaluasi oleh Perusahaan
evaluated by the Company in a timely manner, all
secara tepat waktu, setiap pengaduan yang
complaints that identify control weakness must
mengidentifikasikan kelemahan kontrol harus
be followed-up with the improvement.
ditindaklanjuti dengan perbaikannya.
• All audit finding resulting from Internal Audit
• Setiap temuan audit yang dihasilkan dari
activity in PHE is confirmed to the relevant
kegiatan Internal Audit di PHE dikonfirmasi
process owner to receive approval prior to being
ke process owner terkait untuk mendapat
reported to the Board of Directors and Audit
persetujuan sebelum dilaporkan kepada
Committee.
Dewan Direksi dan Komite Audit.
Hasil Tinjauan (Review) yang Dilakukan Results of the Review Performed

Atas Pelaksanaan Sistem Pengendalian on the Internal Control System
Internal Tahun Buku 2018 Implementation in the 2018 Fiscal Year
Pelaksanaan tinjauan atas penerapan SPI menjadi Performing a review of the Internal Control System (SPI)
tanggung jawab Internal Audit. Secara berkala Internal implementation is the responsibility of Internal Audit.
Audit melakukan tinjauan untuk mengukur efektivitas Periodically, Internal Audit conducts a review to measure
pengendalian yang telah ditetapkan. Tujuan dari tinjauan effectiveness of the established control. The objectives of
tersebut adalah: the review are:
• Memastikan keandalan dan integritas informasi akuntansi, • Ensuring the excellence and integrity of accounting,
keuangan dan operasi serta cara menghasilkan dan financial, and operational information as well as the
melaporkan informasi tersebut. methods to produce and report said information.
• Memastikan bahwa sistem sesuai dengan kebijakan • Ensuring that the system is in accordance with Company
Perusahaan, tujuan, standar dan prosedur, dan peraturan policies, goals, standards and procedures, and prevailing
perundang-undangan yang berlaku. regulatory laws.
• Melakukan evaluasi atas kecukupan pengamanan aset • Performing evaluation of the adequacy of Company
Perusahaan. asset securitization.
Tinjauan Pengendalian Internal Dalam Review of Internal

Hal Keuangan Control In Finance
Pengendalian internal dalam hal keuangan dilakukan melalui Internal control in finance is performed through the Internal
mekanisme pengawasan internal atas pelaporan keuangan Control Over Financial Reporting (ICOFR) mechanism.
(Internal Control Over Financial Reporting/ICOFR). The ICOFR mechanism is a process designed and
Mekanisme ICOFR merupakan proses yang dirancang implemented by management to give sufficient assurance
dan dijalankan manajemen untuk memberikan keyakinan for the excellence and preparation of the financial report
memadai atas keandalan dan penyiapan laporan keuangan designated for external needs in accordance with prevailing
yang ditujukan untuk keperluan eksternal sesuai dengan accounting principles. ICOFR implementation as a review of
prinsip akuntansi yang berlaku. Pelaksanaan ICOFR sebagai Company finances has been conducted by Internal Audit in
tinjauan (review) dalam hal keuangan Perusahaan, telah the reporting period. Conclusion of the certification results
dilaksanakan Internal Audit selama kurun waktu periode performed by the Control Group showed the adequacy and
pelaporan. Kesimpulan hasil sertifikasi yang dilaksanakan effectiveness levels of ICOFR are at an effective level.
oleh Control Group, memperlihatkan tingkat kecukupan dan
efektivitas ICOFR berada pada tingkat efektif.

Tinjauan Pengendalian Internal atas Overview Of Internal Control in

Operasional Operations
Perusahaan dilaksanakan melalui mekanisme Internal The Company is run through the Internal Control Review
Control Review (ICR) oleh Internal Audit. Selama tahun (ICR) by Internal Audit. In 2018, Internal Audit has performed
2018, Internal Audit sudah melakukan audit operasional operational audit in PHE and subsidiaries. Results of the
di lingkungan PHE dan Anak Perusahaan. Hasil tinjauan review showed that the Company has performed the
memperlihatkan Perusahaan telah melaksanakan Standar standard operating procedure (SOP) in accordance with
Operasional Prosedur (SOP) sesuai praktik-praktik terbaik the best practices of oil and gas mining.
pertambangan migas.
Perusahaan melakukan tinjauan pengendalian internal The Company conducts the internal control review as a form
sebagai bentuk kepatuhan terhadap peraturan perundang- of compliance with regulatory laws, among which through
undangan, antara lain melalui penerapan mekanisme the implementation of the whistleblowing system managed
pelaporan (whistleblowing system) yang dikelola Fungsi by the Compliance Function. From results of the review
Compliance. Dari hasil tinjauan selama tahun 2018, diketahui in 2018, it was generally ascertained that the operations
secara umum kegiatan operasi dan usaha yang dijalankan and business run by PHE have complied with prevailing
PHE telah mematuhi peraturan perundang-undangan yang regulatory laws.
berlaku.

Bahasan Mengenai Kode Etik

Discussion of The Code of Conduct
PHE berkomitmen menjalankan bisnis yang sah dan PHE is committed to conducting legal and ethic al
beretika, dengan menerapkan Kode Etik atau Kode Perilaku business, by implementing the Code of Conduct (COC).
(code of conduct/COC). Pada 20 Desember 2018, PHE On 20 December 2018, PHE performed a change to the
melakukan perubahan pedoman COC yang sebelumnya COC guidelines previously included in the PHE Circular
tercantum dalam Keputusan Pemegang Saham secara Resolution of Shareholders of 22 April 2008 on Good
Sirkuler PHE tanggal 22 April 2008 perihal Pedoman Corporate Governance (GCG) and Code of Conduct (COC)
Good Corporate Governance (GCG) dan Code of Conduct Guidelines to the Code of Conduct Guidelines No.A-003/
(COC) menjadi Pedoman Perilaku dan Etika Bisnis/Code of PHE040/2018-S9. The change was intended to align with
Conduct (COC) No.A-003/PHE040/2018-S9. Perubahan the PT Pertamina (Persero) COC Guidelines. [102-16]
dimaksudkan agar s elaras dengan Pedoman COC
PT Pertamina (Persero). [102-16]
Pedoman Perilaku & Etika Bisnis (COC) menjadi panduan The Code of Conduct (COC) Guidelines are the guide
bagi Insan PHE, yakni Direksi, Dewan Komisaris, pekerja for PHE Personnel, which include the Board of Directors,
waktu tertentu, pekerja waktu tidak tertentu dan tenaga Board of Commissioners, contract employees, permanent
kerja jasa penunjang yang bekerja di lingkungan PHE. employees, and supporting services manpower working in
Pedoman Perilaku & Etika Bisnis (COC) juga akan menjadi PHE. The Code of Conduct Guidelines are also the guide
panduan bagi: for:
• Pihak eksternal yang bertindak untuk dan atas nama • External parties acting for and on behalf of PHE;
PHE;
• Anak Perusahaan dan struktur perusahaan di bawahnya, • Subsidiaries and the corporate structure under them,
yaitu badan hukum/usaha lain yang dikendalikan PHE which are legal/business entities controlled by PHE,
baik langsung maupun tidak langsung; whether directly or indirectly;
• Mitra kerja, vendor, dan kontraktor. • Business partners, vendors, and contractors.
Pokok-Pokok Dalam Pedoman Perilaku & Etika Bisnis (COC)

Principles In The Code Of Conduct (COC) Guidelines
Bab I Umum Chapter I General

A Tujuan Objectives
B Ruang Lingkup Scope
C Pengertian Definition
D Visi, Misi dan Tata Nilai Perusahaan Company Vision, Mission, and Values
Pihak yang Wajib Mematuhi Pedoman Perilaku & Etika Bisnis (Code of
E Parties Obligated to Comply With the PHE Code of Conduct
Conduct) PHE
F Tanggung Jawab sebagai Pekerja Responsibilities as Employees
G Tanggung Jawab sebagai Pimpinan Responsibility as Leaders
H Referensi References
Bab II Operasional yang Memenuhi Kesehatan (Health), Keselamatan (Safety), Keamanan (Security) dan Lingkungan (Environment)
Komitmen Health, Safety, Security and Environment
Chapter II Operations Fulfilling Health, Safety, Security, and Environment Commitment to Health, Safety, Security, and Environment
Bab III Sumber Daya Manusia Chapter III Human Capital

A Integritas dalam Bekerja Integrity in Working
B Sikap Kerja Profesional Professional Behavior
C Kesempatan Karir yang Sama Equal Career Opportunity
D Menghindari Diskriminasi Avoiding Discrimination

Bab IV Komitmen Terhadap Mitra Kerja dan Pelanggan Chapter IV Commitment to Business Partners and Customers
A Persaingan Usaha yang Sehat Healthy Business Competition

B Hadiah, Jamuan Makan dan Hiburan Gifts, Banquets, and Entertainment
C Tindak Pidana Pencucian Uang Money Laundering Criminal Act
D Komitmen Terhadap Pelanggan Commitment to Customers
Bab V Komitmen Perusahaan Chapter V Commitment of the Company

A Komitmen Terhadap Pemegang Saham Commitment to Shareholders
B Komitmen Terhadap Stakeholder Commitment to Stakeholders
C Tanggung Jawab Sosial dan Lingkungan Social and Environmental Responsibility
D Aktivitas Politik dan Organisasi Profesi Political Activities and Professional Organizations
E Keterbukaan Informasi Publik Public Information Transparency
Bab VI Perlindungan Terhadap Aset Perusahaan Chapter VI Protection of Company Assets
A Melindungi Aset Perusahaan Protecting Company Assets

B Kerahasiaan Data dan Informasi Data and Information Confidentiality
C Hak Atas Kekayaan Intelektual Rights over Intellectual Property
D Saluran Pelaporan Penyimpangan Channels for Deviations Reporting
Penyebarluasan dan Sosialisasi Dissemination And Socialization of the

Pedoman Perilaku & Etika Bisnis (COC) Code Of Conduct (COC) Guidelines
Sejak perubahan Pedoman Perilaku & Etika Bisnis Since the change to the PHE Code of Conduct (COC) was
(COC) PHE dinyatakan berlaku terhitung mulai tanggal declared effective from 20 December 2018, the Company
20 De s e m be r 2 01 8 , Pe r u s a ha a n te r u s m ela kuka n continues to perform dissemination and socialization to all
penyebarluasan dan sosialisasi ke segenap Insan PHE dan PHE Personnel and other relevant parties. The activities
pihak-pihak berkepentingan lain. Bentuk kegiatan yang conducted, among which, are:
telah dilaksanakan, di antaranya:
• Sosialisasi melalui on-boarding dan kunjungan ke AP • Socialization through on-boarding and visits to PHE
PHE; Subsidiaries;
• Broadcast terkait perubahan Pedoman Perilaku & Etika • Broadcasts relevant to the change to the Code of
Bisnis di PHE dan AP PHE; Conduct Guidelines in PHE and PHE Subsidiaries;
• Pedoman COC dapat diakses melalui COMPOLS, GAOL, • COC Guidelines can be accessed through COMPOLS,
dan intra PHE. GAOL, and intra-PHE.
Pakta Integritas Kepatuhan Integrity Pact Of Compliance With The

Terhadap Pedoman Perilaku & Etika Code Of Conduct (COC) Guidelines
Bisnis (COC)
Pedoman Perilaku & Etika Bisnis (COC) berlaku untuk The Code of Conduct (COC) Guidelines apply to all PHE
seluruh Insan PHE pada semua tingkatan jabatan. Komitmen Personnel on all position levels. The commitment to
untuk melaksanakan Pedoman Perilaku & Etika Bisnis (COC) implementing the Code of Conduct (COC) Guidelines is
dinyatakan dalam Pernyataan Kepatuhan yang setiap tahun stated in a Compliance Statement which must be updated
harus diperbaharui oleh pekerja maupun pimpinan PHE annually whether by employees or leaders of PHE through
melalui compliance online system. the compliance online system.

Selain mengisi pernyataan kepatuhan, setiap pekerja di Aside from completing the compliance statement, all
lingkungan PHE juga memiliki tanggung jawab: employees in PHE must also have responsibility to:
• Membaca, memahami, dan menerapkan Pedoman • Read, understand, and implement the Code of Conduct
Perilaku & Etika Bisnis (COC); (COC) Guidelines;
• Melaporkan setiap tindakan yang tidak sesuai dengan • Report all actions not in accordance with the law and
hukum dan ketentuan Perusahaan lain. other Company regulations.
Adapun tanggung jawab sebagai pimpinan PHE selain Whereas the responsibilities as PHE leaders aside from
mengisi pernyataan kepatuhan, mencakup: completing the compliance statement include:
• Membaca, memahami, dan menerapkan Pedoman • Reading, understanding, and implementing the Code of
Perilaku & Etika Bisnis (COC); Conduct (COC) Guidelines;
• Melaporkan setiap tindakan yang tidak sesuai dengan • Reporting all actions not in accordance with the law and
hukum dan ketentuan Perusahaan lainnya; other Company regulations;
• Menjadi panutan bagi pekerja di lingkungannya; • Giving protection to employees filing the report
• Memberikan perlindungan bagi pekerja yang melakukan • Memberikan perlindungan bagi pekerja yang melakukan
pelaporan. pelaporan.
Pernyataan Kepatuhan Direksi dan Dewan Komisaris Terhadap Pedoman Perilaku

& Etika Bisnis (COC) PHE
Statement of Compliance with Board of Directors and Board of Commissioners of PHE's Code
of Conduct & Business Ethics (COC)
PERNYATAAN KOMITMEN BERSAMA DIREKSI DENGAN

DEWAN KOMISARIS PT PERTAMINA HULU ENERGI
STATEMENT OF COMPLIANCE OF THE BOARD OF DIRECTORS AND BOARD OF COMMISSIONERS
WITH THE PHE CODE OF CONDUCT (COC) GUIDELINES
Kami bersepakat bahwa PT Pertamina Hulu Energi dalam menjalankan kegiatannya senantiasa harus
sesuai dengan prinsip-prinsip Tata Kelola Perusahaan yang Baik. Komitmen ini diwujudkan melalui Tata
Nilai Perusahaan dan Pedoman Perilaku & Etika Bisnis.
We agree that PT Pertamina Hulu Energi has to adhere the the principles of Good Corporate Governance in carrying out its
activities. This commitment was realized through the Corporate Value and Code of Conduct & Business Ethics.
Sanksi Untuk Masing-Masing Jenis Sanctions for Each Type of Violations

Pelanggaran yang Diatur Dalam Regulated in the Code Of Conduct
Pedoman Perilaku & Etika Bisnis (COC) (COC) Guidelines
Pelaporan pelanggaran dapat disampaikan melalui For each substantiated report, the management will
Whistleblowing System (WBS). Setiap laporan akan follow-up with advisory actions, sanctions, disciplinary
ditindaklanjuti oleh Subfungsi Compliance/Fungsi Internal actions, rectification, as well as prevention performed by
Audit/Investigator Eksternal dan menyampaikan hasil the direct superior. Furthermore, there is also a sanctions
kajian kepada Direksi. PHE menetapkan sanksi bagi mechanism impos ed in accordance with Company
setiap pelanggaran terhadap ketentuan yang diatur dalam regulations.
Pedoman Perilaku & Etika Bisnis (COC).

B a g i s et i a p p e l a p o ra n ya n g t e r b u kt i , m a n a j e m e n Report filing can be submitted through the whistleblowing

menindaklanjuti dengan tindakan pembinaan, sanksi, system (WBS). Each report will be followed-up by the
disiplin tindakan, perbaikan serta pencegahan yang Compliance Function/Internal Audit Function/External
harus dilaksanakan oleh atasan langsung. Selain itu juga Investigator and results of the assessment presented to
terdapat mekanisme sanksi yang dijatuhkan sesuai dengan the Board of Directors. PHE determines sactions for each
peraturan Perusahaan. Pihak yang dilaporkan dengan violation in accordance with stipulations regulated in the
dugaan melakukan penyimpangan/pelanggaran code Code of Conduct (COC) Guidelines.The party reported
of conduct diberikan hak untuk melakukan pembelaan with the allegation of performing code of conduct deviation/
dan didengar pembelaannya oleh Direksi. Pelaksanaan violation is given the right to raise a defense and be heard
pembinaan, hukuman disiplin atau tindakan perbaikan, by the Board of Directors. Implementation of advisory,
serta pencegahan dilaporkan kepada atasan langsung yang disciplinary penalty or rectification as well as prevention is
kemudian disampaikan kepada Fungsi Internal Audit. reported to the direct superior, which is then presented to
the Internal Audit Function.
Uraian tentang jumlah pelanggaran kode etik beserta sanksi Descriptions of the number of ethical code violations and
yang diberikan pada tahun 2018 disajikan terpisah dalam the imposed sanctions in 2018 are presented separately in
bahasan mengenai whistleblowing system pada bagian lain the discussion about the whistleblowing system in another
dalam Laporan ini. section of this Report.
Pengungkapan Mengenai
Whistleblowing System
Disclosure of The Whistleblowing System
PHE telah memiliki sistem pelaporan pelanggaran PHE has had a whistleblowing system or WBS since
(whistleblowing system) atau WBS sejak tahun 2015. WBS 2015. WBS is an independent reporting system which
merupakan sistem pelaporan yang berdiri sendiri dan is independently managed by PHE, separate from the
dikelola secara independen oleh PHE, terlepas dari sistem WBS system and mechanism of the Parent Company, PT
dan mekanisme WBS Perusahaan induk PT Pertamina Pertamina (Persero). WBS was established based on the
(Persero). Pembentukan WBS dilakukan berdasarkan Board of Directors’ Decree No. RRD-027/PHE000/2014-S0
Keputusan Direksi No. RRD-027/PHE000/2014-S0 tanggal of 26 September 2015 on Establishment of the PT
26 September 2015 tentang Pembuatan Sistem Pelaporan Pertamina Hulu Energi (PHE) Violation Reporting System
Pelanggaran atau Whistleblowing System (WBS) PT or Whistleblowing System (WBS), which was followed up
Pertamina Hulu Energi (PHE), yang ditindaklanjuti dengan by the Decree Letter No. Kpts-117/PHE000/2015-S0 of
Surat Keputusan No. Kpts-117/PHE000/2015-S0 tanggal 31 December 2015 which ratified the PHE Whistleblowing
31 Desember 2015 yang melakukan pengesahan terhadap System (WBS) Guidelines No.476/PHE040/2015-S0.
Pedoman Whistleblowing System (WBS) PHE No.476/
PHE040/2015-S0.
WBS dimaksudkan untuk menampung pengaduan dugaan WBS is intended to receive reports of alleged violations
pelanggaran yang dilakukan Insan PHE dalam pelaksanaan conducted by PHE Personnel in performing their duties
tugas dan tanggung jawabnya di PHE maupun Anak and responsibilities at PHE or subsidiaries. Complaints
Perusahaan. Pengaduan dan pelaporan berasal dari pihak and reports originate from internal and external parties of
internal maupun eksternal PHE dan Anak Perusahaannya PHE and subdiaries relevant to violations of laws, internal
terkait pelanggaran terhadap ketentuan hukum, ketentuan Company regulations, or ethical and Code of Conduct
internal Perusahaan, maupun ketentuan etika dan Code of stipulations. [102-17]
Conduct. [102-17]

Prinsip-Prinsip Dasar WBS PHE

Basic Principles of PHE WBS
Prinsip Utama Uraian

Key Principle Description
Sistem WBS PHE memberikan perlakuan yang sama bagi The PHE WBS gives equal treatment to each report
Adil setiap laporan dan/atau pengaduan yang diajukan dan and/or complaint filed and upholds the presumption of
Fair menjunjung tinggi asas praduga tidak bersalah bagi pihak innocence principle for the reported and/or reporting
yang dilaporkan dan/atau diadukan. party.
Setiap pelaporan/pengaduan yang disampaikan diproses Each filed report/complaint is processed based on the
Transparan
berdasarkan mekanisme, batasan dan prosedur yang mechanism, limitation, and procedure established based
Transparent
telah ditentukan berdasarkan Pedoman ini. on these Guidelines.
Setiap laporan/aduan yang disampaikan akan dinilai

Objektif dan Independen Each filed report/complaint will be assessed based on
berdasarkan fakta dan bukti yang ada dan tanpa adanya
Objective and Independent existing facts and evidence and without intervention.
intervensi.
Setiap pelapor/pengadu yang mengajukan laporan dan/ Each whistleblower/complainant filing a report and/
Kerahasiaan Pelaporan atau pengaduan ke dalam sistem WBS PHE dijamin or complaint into the PHE WBS is guaranteed the
Whistleblowing Confidentiality kerahasiaan identitasnya dan kerahasiaan atas informasi confidentiality of their identity and confidentiality of the
yang disampaikan. information conveyed.
Sistem WBS PHE memiliki batasan yang jelas terhadap

The PHE WBS has clear limitations for types of report/
Fokus jenis-jenis laporan/aduan yang dapat ditindaklanjuti
complaint that are able to be followed-up in accordance to
Focus sesuai dengan ketentuan yang ditetapkan berdasarkan
the stipulations established by the PHE WBS Guidelines.
Pedoman WBS PHE.
Saluran Penyampaian Pelaporan Channels for

Pelanggaran Violations Reporting
PHE menyediakan beberapa saluran untuk pelaporan PHE provides several channels for reporting alleged
dugaan pelanggaran: violations:
• Website: http://phe.pertamina .com (Klik Bagian • Website: http://phe.pertamina.com (Click the PHE
Whistleblowing System PHE) Whistleblowing System Section)
• Email : wbsphe@pertamina.com • Email: wbsphe@pertamina.com
• Drop Box WBS PHE yang disediakan oleh Perusahaan • Drop Box PHE WBS provided by the Company
• Sarana/media lainnya yang ditetapkan oleh Perusahaan • Other means/media determined by the Company and
dan diinformasikan melalui website Perusahaan atau informed through the Company website or other media.
media lainnya.
PHE memberikan kemudahan akses melalui website PHE provides ease of access through website and email
dan email karena menggunakan Electronic Database due to the use of the secure and protected Electronic
( e - D at a b ase ) ya n g b e r s i fat a m a n d a n te r p rote ks i . Database (e-Database). Complaints filed through the PHE
Pengaduan yang disampaikan melalui WBS PHE, sekurang- WBS must at least consist of:
kurangnya terdiri dari:
• Informasi mengenai data diri pelapor; • Information regarding the pers onal data of the
whistleblower;
• Pokok permasalahan yang diadukan pihak-pihak yang • Main issue reported by relevant parties;
terkait;
• Lokasi kejadian; • Location of incident;
• Waktu kejadian; • Time of incident;
• Uraian apakah sebelumnya aduan/laporan atas hal ini • Description whether the report/complaint on this issue
pernah dilaporkan kepada pihak/orang lain baik secara has been reported to another party/person whether
formal maupun informal. formally or informally.

L i n g k u p p e n g a d u a n /p e l a p o r a n W B S P H E y a n g The scope of followed-up PHE WBS complaints/reports

ditindaklanjuti hanya terkait dugaan pelanggaran hukum, was only relevant to allegations of violation of law, Company
ketentuan internal Perusahaan, serta ketentuan etika dan internal regulations, as well as ethical and code of conduct
code of conduct yang diduga dilakukan oleh Insan PHE, stipulations allegedly conducted by PHE Personnel,
khususnya untuk kasus: particularly for cases of:
• Korupsi; • Corruption;
• Suap; • Bribery;
• Gratifikasi; • Gratification;
• Konflik Kepentingan; • Conflict of Interest;
• Pencurian; • Theft;
• Kecurangan/Fraud; • Fraud;
• Pelanggaran etika dan code of conduct yang berlaku di • Breach of prevailing ethics and code of conduct at PHE
PHE dan/atau Anak Perusahaan. and/or subsidiaries.
Laporan yang tidak dapat ditindaklanjuti dalam WBS dan Reports that cannot be followed-up in WBS and are handled
ditangani oleh fungsi terkait, jika terkait dengan lingkup by the relevant function are if relevant to the scope of
kedinasan, antara lain: service, among which:
• Pelanggaran terhadap ketentuan hukum di bidang • Violation of regulatory laws in the environmental sector;
lingkungan hidup;
• Perselisihan pribadi antar insan PHE atau antara insan • Personal dispute among PHE personnel or between PHE
PHE dengan pihak ketiga di luar lingkup kedinasan, personnel and a third party outside the scope of service,
permasalahan fasilitas SDM dan Perusahaan. issues of Human Capital and Company facilities.
Perlindungan Bagi Pelapor Protection for Whistleblower
Perlindungan terhadap pelapor dijamin PHE. Perlindungan Protection for the whistleblower is guaranteed by PHE.
meliputi dari segala bentuk ancaman, intimidasi, ataupun Protection includes from all forms of threat, intimidation,
tindakan tidak menyenangkan dari pihak manapun selama or objectionable from any party in the time that the
pelapor menjaga kerahasiaan pelanggaran yang diadukan. whistleblower maintains the confidentiality of the reported
PHE tidak akan melakukan upaya apapun untuk mencari violation. PHE will not make any effort to ascertain the real
identitas asli pelapor jika pengaduan bersifat anonim. identity of the whistleblower if the complaint is anonymous.
Meskipun demikian, PHE dapat meminta informasi kepada H oweve r, P H E m ay re q u e st i nfo r m at i o n f ro m t h e

pelapor mengenai tata cara untuk dapat menghubungi whistleblower on the procedure to contact the whistleblower
pelapor apabila diperlukan sehubungan dengan keperluan if necessary, relevant to the need for further clarification on
klarifikasi lebih lanjut atas aduan/laporan yang disampaikan. the filed complaint/report.
Tindak lanjut atas setiap aduan/laporan pada WBS wajib Follow-up on each complaint/report to the WBS must
mengedepankan kerahasiaan, asas praduga tidak bersalah prioritize confidentiality, the presumption of innocence
dan asas-asas WBS PHE sebagaimana diatur di dalam principle, and PHE WBS principles as stipulated in the PHE
Pedoman WBS PHE. WBS Guidelines.

Penanganan Pengaduan/Laporan Handling of Violation Complaints/

Pelanggaran Pada Sistem WBS PHE Reports in the PHE WBS
P e n a n g a n a n s e t i a p p e l a p o r a n /p e n g a d u a n y a n g Every report/complaint filed through WBS is handled by

disampaikan melalui WBS dilakukan oleh Fungsi Sekretaris the Corporate Secretary Function with the PHE Chief
Perusahaan dengan penanggung jawab utama Chief Compliance Officer (CCO) of PHE as the main person
Compliance Officer (CCO) PHE yang secara ex-officio in charge, which in ex-officio is held by the PHE Finance
dijabat oleh Direktur Keuangan & Layanan Bisnis PHE. and Business Support Director. Each report/complaint is
Penanganan setiap pelaporan/pengaduan melalui tahapan. handled through several stages.
Penanganan Pengaduan/Pelaporan Pada Sistem WBS PHE

Handling of Complaints/Reports in the PHE WBS
Penyampaian Laporan Saluran Pengaduan

Disertai: . Website Perusahaan:
. Informasi mengenai data diri pelapor; http://phe.pertamina.com
. Pokok permasalahan yang diadukan; . Email:l wbsphe@pertamina.com
. Pihak-pihak yang terkait; . Drop Box x WBS PHE
. Lokasi kejadian; . Sarana/media lain yang ditetapkan PHE
. Waktu kejadian, dan
. Uraian apakah sebelumnya pengaduan/ Complaint Channels
pelaporan pernah dilaporkan kepada pihak lain Company Website:
http://phe.pertamina.com
/orang lain secara formal maupun informal.
Email: wbsphe@pertamina.com
Drop Box of PHEWBS
Othe facilities/media established by PHE
Report Filing supported with:
. Information about the whistleblower's personal data;
.
. Implicated parties;
. Location of the incident;
. Time of the incident; and
. Description whether previous complaint/
report on the matter has been reported
to another party/person both formally and informally. Pencatatan Pelaporan/Pengaduan
Tahapan:
. Pelaksanaan pencatatan;
. Pemilahan awal;
. Keputusan COO untuk
menentukan pengaduan/pelaporan masuk
dalam ruang lingkup sistem WBS PHE in scope.
Report/Complaint Filing
Steps:
Registration;
Initial sorting;
COO's decision to
determine the complaint/
report is within the scope of the PHE WBS system.
Keputusan Direksi
Board of Director’s Decision Investigasi
Tahapan:
. Pengumpulan uraian, bukti, informasi
dan data pendukung; Analisis dan kesimpulan;
. Penyampaian Laporan Investigasi;
. Pemberian pertimbangan kepada COO; dan
Keputusan COO dan rekomendasi kepada Direksi.
Investigation
Steps:
Collect the description, evidence, information and supporting data;
Analyze and conclude;
Submit the Investigation Report;
Make considerations to the COO;
COO decision and recommendation to the Board of Directors.

Hasil Tindak Lanjut atas Pelaporan/ Results of Follow-Upon Reports/

Pengaduan Complaints
Pihak yang mengelola pengaduan sistem WBS PHE adalah The party handling the PHE WBS complaints is the
Subfungsi Compliance. Pelaporan/pengaduan yang Compliance Function. Reports/complaints filed into the
masuk ke dalam sistem WBS PHE memiliki potensi untuk PHE WBS system have the potential to cause a conflict
menimbulkan benturan kepentingan antara para pihak yang of interest between the parties relevant to the PHE WBS
terkait dengan sistem WBS PHE. Berdasarkan hal tersebut, system. Therefore, a special follow-up mechanism has been
maka diatur mekanisme tindak lanjut khusus untuk kondisi- established for certain conditions as follows:
kondisi tertentu sebagai berikut:
• Aduan/laporan yang berisi dugaan pelanggaran yang • Complaints/reports containing alleged violations
dilakukan Direksi dan/atau anggota Direksi akan committed by the Board of Directors and/or members of
diserahkan oleh Sekretaris Perusahaan kepada Dewan the Board of Directors will be submitted by the Corporate
Komisaris. Secretary to the Board of Commissioners.
• Aduan/laporan yang berisi dugaan pelanggaran yang • Complaints/reports containing alleged violations
dilakukan Dewan Komisaris akan diserahkan oleh committed by the Board of Commissioners will be
Direktur Utama kepada para pemegang saham PHE. submitted by the President Director to PHE shareholders.
• Aduan/laporan yang berisi dugaan pelanggaran • Complaints/reports containing alleged violations
dilakukan anggota Fungsi Relations diserahkan oleh committed by a member of the Relations Function is
Direktur Utama kepada Internal Audit. submitted by the President Director to the Internal Audit.
Selama tahun 2018 tercatat ada dua pengaduan/laporan In 2018, there were recorded two complaints/reports filed
yang disampaikan melalui WBS PHE . Hingga akhir through the PHE WBS. Until the end of the reporting period,
periode pelaporan, semua pengaduan/pelaporan sudah all complaints/reports have been followed-up.
ditindaklanjuti.
Tabel Jumlah dan Tindak Lanjut Pelaporan/Pengaduan Melalui WBS

Table of the Number and Follow-Up of Reports/Complaints through WBS
Uraian Description 2018 2017 2016
Pelaporan/Pengaduan Report/Complaint
Jumlah pelaporan/pengaduan pelanggaran Pedoman Perilaku & Etika Bisnis (COC)
2 1 5
Number of Code of Conduct (COC) violation reports/complaints
Jumlah pelaporan/pengaduan lain

0 6 4
Number of other reports/complaints
Jumlah pelaporan/pengaduan
0 0 1
Number of reports/complaints
Tindak Lanjut Follow-Up

Jumlah pelaporan/pengaduan selesai ditindaklanjuti
2 1 0
Number of settled reports/complaints
Jumlah pelaporan/pengaduan yang mash ditangani

0 0 0
Number of ongoing reports/complaints
Proses tindak lanjut atas pelaporan diserahkan ke Fungsi The follow-up process of the reports is submitted to the HC
HR & GA. Setiap pelaporan yang terbukti ditindaklanjuti & GA Function. Each substantiated report is followed-up by
dengan menjatuhkan sanksi terhadap pihak-pihak terlapor, imposing sanctions on the reported parties, in accordance
sesuai aturan Perusahaan dan ketentuan lain yang berlaku. with Company stipulations and other prevailing regulations.

Budaya Perusahaan
Company's Culture
Budaya Perusahaan PHE dibangun sejalan tata nilai yang The PHE Company Culture is developed in line with the
telah ditetapkan oleh PT Pertamina (Persero). Tata nilai values established by PT Pertamina (Persero). The Parent
Perusahaan induk yang diterapkan manajemen dan pekerja Company values implemented by PHE management and
PHE dikenal dengan “6C”. employees are known as “6C”.
6C
Dikelola secara profesional, menghindari benturan Professionally managed, avoiding conflict of interest, not
kepentingan, tidak menoleransi suap, menjunjung tolerating bribery, upholding trust and integrity. Guided by
Clean tinggi kepercayaan dan integritas. Berpedoman pada good corporate governance principles.
asas-asas tata kelola korporasi yang baik.
Mampu berkompetisi dalam skala regional maupun Playing a role in the development of national economy,
internasional, mendorong pertumbuhan melalui becoming a pioneer in SOE reform, and building national
Competitive investasi, membangun budaya sadar biaya dan pride.
menghargai kinerja.
Berperan dalam pembangunan ekonomi nasional, Creating added-value with a commercial orientation,
menjadi pelopor dalam reformasi BUMN, dan making decisions based on sound business principles.
Confident membangun kebanggaan bangsa.
Berorientasi pada kepentingan pelanggan, dan Able to compete on a regional and international scale,
Customer Focus berkomitmen untuk memberikan pelayanan terbaik encouraging growth through investment, cultivating cost-
kepada pelanggan. aware and performance-appreciating culture.
Menciptakan nilai tambah dengan orientasi komersial, Oriented to customer interest and committed to giving the
mengambil keputusan berdasarkan prinsip-prinsip best service to customers.
Commercial bisnis yang sehat.
Dikelola oleh pemimpin dan pekerja yang profesional Managed by professional leaders and employees with
dan memiliki talenta dan penguasaan teknis tinggi, major talents and technical proficiency, commitment in
Capable berkomitmen dalam membangun. development.

Perkara Penting yang Sedang Dihadapi

Perusahaan, Entitas Anak Serta Anggota
Dewan Komisaris dan Anggota Direksi
yang Menjabat Pada Periode Laporan
Tahunan
Important Cases Faced by the Company, Subsidiary
Entities, As Well As Members of the Board of
Commissioners and Board of Directors Serving in the
Annual Report Period
Pengelolaan Aspek Hukum Legal Aspect Management
Pengelolaan aspek hukum memiliki peranan sangat Legal aspect management has a highly strategic role as
strategis, sebagai salah satu fungsi utama dalam melindungi one of the key functions in protecting the legal interests of
kepentingan hukum Perusahaan sekaligus mendukung the Company as well as supporting PHE growth, whether
pertumbuhan PHE, baik melalui akuisisi atau pengelolaan through acquisition or management of new work area,
wilayah kerja baru, perpanjangan kontrak kerja sama extending oil and gas cooperation agreement, acquisition
migas, akuisisi saham dan/atau Participating Interest (PI), of shares and/or participating interest (PI), and providing
dan pemberian layanan jasa hukum untuk pengelolaan legal services for the management of exploration activities,
kegiatan-kegiatan eksplorasi, pengembangan maupun development of operations and production for work areas
operasi & produksi untuk wilayah kerja yang berada dalam under its management.
pengelolaannya.
Pengelolaan aspek hukum sekurang-kurangnya mencakup: Legal aspect management at the every least includes:
• Mengarahkan, mengontrol, mengevaluasi, memutuskan • Directing, controlling, evaluating, deciding, and ensuring
dan memastikan terlaksananya kepatuhan terhadap the implementation of compliance with the prevailing
peraturan perundang-undangan yang berlaku bagi regulatory laws for the Company and subsidiaries.
Perusahaan dan Anak Perusahaan.
• Mengidentifikasi potensi permasalahan hukum di luar • Identifying potential legal issues outside the internal
sektor internal pada setiap fungsi dan sektor eksternal sectors in each function and external sectors that
yang dapat mempengaruhi kinerja Perusahaan, melalui may influence Company performance through giving
pemberian informasi dan kajian hukum atas regulasi yang information on and legal assessment of regulations
berdampak bagi kegiatan operasi Perusahaan. impacting the operational activities of the Company.
• Memberikan dan menyediakan legal kons eling, • Giving and providing legal counsel, legal advice, and legal
legal advise dan legal opinion atas issue dan/atau opinion for legal issues and/or problems faced by the
permasalahan hukum yang dihadapi Perusahaan dan Company and subsidiaries.
Anak Perusahaan.

• Mengembangkan dan mengevaluasi strategi • Developing and evaluating the implemented handling
penanganan permasalahan hukum yang diterapkan. strategy for legal problems.
• Menyusun, mempersiapkan, dan me-review setiap • Composing, preparing, and reviewing every agreement/
perjanjian/kontrak dan dokumen korporasi penting yang contract and important corporate document required by
diperlukan Perusahaan. the Company.
Pengelolaan aspek hukum dilaksanakan oleh Fungsi Legal Legal aspect management is conducted by the Legal
yang dipimpin pejabat Perusahaan setingkat Vice President Function, led by a Company official equal to the level of the
dan dibantu oleh 4 (empat) Manajer. Sampai dengan akhir Vice President and assisted by 4 (four) managers. Until the
tahun 2018 Fungsi Legal telah melaksanakan beberapa end of 2018, the Legal Function has implemented several
program/kegiatan strategis: strategic programs/activities:
• Secara aktif terlibat dalam kegiatan alih kelola wilayah • Actively involved in the management transfer activities of
kerja terminasi, termasuk melakukan pembahasan, terminated work areas, including discussing, negotiating,
negosiasi dan review Kontrak Bagi Hasil dan perjanjian/ and reviewing the Production Sharing Contract and other
dokumen lainnya yang terkait dengan wilayah kerja agreements/documents relevant to the terminated work
terminasi yang diberikan kepada PHE. areas given to PHE.
• Menyusun dan membuat standardisasi general term • Composing and preparing the standardization of
& condition untuk kontrak pengadaan barang dan jasa general terms & conditions for the goods and services
untuk diberlakukan di PHE dan AP PHE bersama Fungsi procurement contract to be implemented at PHE and
Supply Chain Management (SCM) PHE. PHE Subsidiaries together with the PHE Supply Chain
Management (SCM) function.
• Mengarahkan, mengontrol, mempersiapkan, dan • Directing, controlling, preparing, and conducting the
melaksanakan penanganan permasalahan atau sengketa handling of legal problems or disputes, whether litigation
hukum, baik litigasi maupun non litigasi, termasuk or non-litigation, including coordinating the handling of
melakukan koordinasi penanganan perkara dengan cases with Law Enforcement.
Aparat Penegak Hukum.
• Melakukan sharing knowledge mengenai hal-hal yang • Performing knowledge sharing about matters currently
tengah dihadapi Perusahaan, seperti: hak atas kekayaan faced by the Company, such as: rights over intellectual
intelektual dan implementasi Joint Operating Agreement. property and Joint Operating Agreement implementation.
• Terlibat langsung dalam kegiatan pengalihan PI • Directly involved in the transfer activity of 10% PI to
10% kepada BUMD, terutama dalam negosiasi dan Regional-Owned Enterprise, particularly in negotiating
penyusunan perjanjian pengalihan PI 10% kepada BUMD and composing the 10% PI transfer agreement to
untuk Wilayah Kerja ONWJ dan Siak. Regional-Owned Enterprise for the ONWJ and Siak
Work Areas.
• Memberikan support kepada fungsi terkait atas adanya • Giving support to relevant functions for legal issues in
legal issue dalam kontrak commercial, partnership, dan commercial, partnership, and operation contracts.
operation.

Struktur Organisasi Fungsi Legal

Organizational Structure of the Legal Function
Perkara Hukum Penting yang Dihadapi Important Legal Cases Faced by the
Perusahaan Company
Selama tahun 2018 tidak ada permasalahan hukum dan/ Until the end of the reporting period, there was not important
atau permasalahan lain yang berdampak penting terhadap legal case faced by the Company and is currently in the
PHE. handling of the Legal Function.

Informasi Tentang
Sanksi Untuk Perusahaan
Information on Sanctions on the Company
Sampai dengan akhir periode pelaporan, PHE tidak Until the end of the reporting period, PHE has not received
pernah menerima sanksi administratif maupun sanksi administrative sanctions or other sanctions from the Special
lain dari Satuan Kerja Khusus Pelaksana Kegiatan Usaha Taskforce for Upstream Oil and Gas Business Activities
Hulu Minyak dan Gas Bumi (SKK Migas), sebagai badan (SKK Migas) as the regulator agency of upstream oil and
regulator kegiatan usaha hulu migas di Indonesia maupun gas business activities in Indonesia or other authorized
pihak berwenang lain termasuk Otoritas Jasa Keuangan parties including the Financial Services Authority (OJK).
(OJK). Demikian pula dengan anggota Dewan Komisaris Nor have members of the Board of Commissioners and
dan Direksi Perseroan, tidak pernah menerima sanksi Board of Directors of the Company received administrative
administratif maupun sanksi lain dari SKK Migas maupun sanctions or other sanctions from SKK Migas or other
pihak berwenang lain. authorized parties.
Kepatuhan Compliance
Tidak adanya sanksi yang diterima PHE menegaskan No sanctions received by PHE emphasized the Company’s
komitmen Perusahaan untuk mematuhi setiap peraturan commitment to complying with all prevailing regulatory
perundang-undangan yang berlaku. Untuk memastikan laws. To ensure compliance, PHE has appointed a Chief
kepatuhan, PHE telah mengangkat Chief Compliance Officer Compliance Officer (CCO) as the Company official
(CCO) sebagai pejabat Perusahaan yang bertanggung responsible for GCG implementation and the Company’s
jawab atas penerapan GCG dan kepatuhan Perusahaan compliance with prevailing regulatory laws.
terhadap peraturan perundang-undangan yang berlaku.
Selama kurun waktu periode pelaporan, CCO bersama In the reporting period, the CCO with the Compliance &
Subfungsi Compliance & GCG menyelenggarakan kegiatan GCG Subfunction held activities to give understanding
untuk memberikan pemahaman peraturan perundang- of regulatory laws impacting PHE’s business and also
undangan yang berpengaruh pada bisnis PHE dan juga technical knowledge in fieldwork. Through the activities, it
teknis dalam pelaksanaan di lapangan. Melalui kegiatan is expected that activities in operational units are performed
tersebut, diharapkan aktivitas pada unit-unit operasional in accordance with prevailing laws and regulations.
dijalankan dengan hukum dan peraturan yang berlaku.

Akses Informasi dan Data Perusahaan

Company Information and Data Access
Sejalan dengan penerapan prinsip-prinsip GCG di In line with the implementation of GCG principles, including
antaranya transparansi, PHE memberikan akses data dan transparency, PHE gives data and information access to
informasi kepada para stakeholders. Kemudahan yang stakeholders. The ease of access given is balanced by the
diberikan diimbangi dengan penerapan manajemen data implementation of data management to protect important
untuk menjaga informasi penting yang wajib dirahasiakan. information that must be classified.
PHE memiiki website, yaitu http://phe.pertamina.com PHE has the http://phe.pertamina.com website as a
sebagai akses informasi dan data Perusahaan kepada point of public access of Company information and data.
publik. Selain itu, PHE juga mendistribusikan informasi Furthermore, PHE also distributes information through print
melalui media cetak dan elektronik, di antaranya majalah and electronic media, including the PHE internal magazine,
internal Energia PHE, broadcast e-mail, buku-buku profil Energia, email broadcast, books of Company profile,
Perusahaan, brosur-brosur, dan intranet. brochures, and the intranet.
Informasi lebih lanjut mengenai PHE dan Laporan ini dapat For further information on PHE and this Report, please
menghubungi: [102-53] contact: [102-53]
Ifki Sukarya Ifki Sukarya
VP Relations VP of Relations
PT Pertamina Hulu Energi PT Pertamina Hulu Energi
PHE Tower, Lantai 25 PHE Tower, Lantai 25
Jl. TB Simatupang Kav 99 TB Simatupang St. Lot 99
Jakarta Selatan 12520, Indonesia South Jakarta 12520, Indonesia
Telepon : +62 21 2954 7000 Telephone : +62 21 2954 7000
Faksimili : +62 21 2952 9076 Fax : +62 21 2952 9076
Kerahasiaan Informasi Confidentiality of Information
Kebijakan di bidang kerahasiaan informasi Perusahaan Policies in the field of confidentiality of Company information
disusun untuk menjamin keamanan atas informasi yang are prepared to ensure the security of classified information.
dikategorikan rahasia. Komisaris, Direksi, Auditor Eksternal, Commissioners, Directors, External Auditors, Committees
Komite-komite di bawah Dewan Komisaris dan seluruh under the Board of Commissioners and all workers are
pekerja berkewajiban menjaga kerahasiaan informasi sesuai obliged to maintain the confidentiality of information in
dengan peraturan Perusahaan dan ketentuan perundang- accordance with Company regulations and applicable legal
undangan yang berlaku dan juga Pedoman Perilaku & Etika provisions and also the Code of Conduct & Business Ethics
Bisnis (COC). (COC).
Penyampaian informasi yang termasuk rahasia hanya Policy on the confidentiality of Company information
dapat diberikan melalui otoritas khusus oleh Dewan is composed to guarantee the security of information
Ko m i s a r i s / D i re ks i . Ad a p u n p i h a k ya n g b e r t i n d a k categorized as classified. The Board of Commissioners,
s e b a g a i j u r u b i c a ra Pe r u s a h a a n h a nya Ko m i s a r i s Board of Directors, External Auditors, Committees under the
Utama , Direktur Utama dan Sekretaris Perusahaan Board of Commissioners, and all employees are obligated
atau seseorang yang diberi pelimpahan tugas to protect the confidentiality of information in accordance
khusus dari pejabat Perusahaan yang bersangkutan. with prevailing Company regulations and regulatory
laws as well as the Code of Conduct (CoC) Guidelines.

Selama kurun waktu periode pelaporan, PHE telah In the reporting period, PHE has presented various
menyampaikan berbagai informasi yang sepatutnya information that is duly known by stakeholders and the
diketahui para pemangku kepentingan dan khalayak luas. general public. The information has been directly presented
Informasi tersebut telah disampaikan langsung melalui through the Company website or indirectly through mass
situs/website Perusahaan, maupun tidak langsung melalui media coverage and reporting to authorized parties relevant
pemberitaan media massa dan pelaporan kepada pihak- to PHE’s performance as an oil and gas exploration and
pihak berwenang yang berkaitan dengan kinerja PHE production company.
sebagai perusahaan eksplorasi dan produksi migas.
Penerapan Atas Pedoman GCG Bagi Perusahaan

Publik Penerbit Efek Bersifat Ekuitas
Implementation of GCG Guidelines for Equity Securities
Issuer Public Companies
PHE adalah Perseroan Terbatas yang bukan merupakan PHE is a Limited Liability Company which is not a public
perusahaan terbuka dan tidak menerbitkan efek bersifat company and does not issue equity securities. Therefore,
ekuitas. Dengan demikian, Laporan ini tidak menyertakan this Report does not include the information on good
pemenuhan informasi penerapan atas pedoman tata kelola corporate governance guidelines for special securities
bagi perusahaan terbuka penerbit efek bersifat khusus, baik issuer public companies, whether on implemented
tentang rekomendasi yang sudah dilaksanakan maupun recommendations or non-implemented recommendations.
rekomendasi yang belum dilaksanakan.
Kebijakan Mengenai Keberagaman

Komposisi Dewan Komisaris dan Direksi
Policies on the Compositional Diversity of the Board of
Commissioners and Board of Directors
Kebijakan terkait komposisi Anggota Dewan Komisaris The policy relevant to the composition of Members of
merupakan hak pemegang saham Perusahaan, sedangkan the Board of Commissioners is the right of the Company
kebijakan terkait komposisi anggota Direksi ditentukan shareholders, while policy relevant to the composition
oleh Anggaran Dasar Perusahaan. Kebijakan mengenai of Members of the Board of Directors is determined by
keberagaman komposisi Dewan Komisaris dan Direksi the Company’s Articles of Association. Policies on the
diatur dalam Pedoman GCG No. 1141/PHE040/2014-S0. compositional diversity of the Board of Commissioners and
Penentuan komposisi anggota Dewan Komisaris dan Board of Directors are regulated in the GCG Guidelines No.
Direksi dilakukan tanpa diskriminasi dan berdasarkan 1141/PHE040/2014-S0.Establishment of the composition
keahlian, pendidikan dan pengalaman yang mencakup of members of the Board of Commissioners and Board of
bidang industri utama Perusahaan, keuangan, ekonomi, dan Directors is performed without discrimination and based
tata kelola Perusahaan. on proficiency, education, and experience that include
the sectors of the main industry of the Company, finance,
economics, and good corporate governance.

Tabel keberagaman komposisi Dewan Komisaris dan Direksi dalam pendidikan

(bidang studi), pengalaman kerja, usia, dan jenis kelamin tahun 2018
Table of Board of Commissioners and Directors composition diversity in education
(field of study), work experience, age, and gender in 2018
Pendidikan Bidang Jenis

Nama Jabatan Usia
Name Position (bidang studi) Pengalaman Kerja Age Kelamin
Education (field of study) Work Experience Field Gender
Syamsu Alam Komisaris Utama Geologi Eksplorasi dan Pengembangan Migas Laki- laki
54
President Commissioner Science Geofisika Oil and Gas Exploration and Development Male
Nicke Widyawati Komisaris Utama Teknik Industri dan Hukum Bisnis Sumber Daya Manusia, Pengadaan Strategis Perempuan
President Commissioner Industrial Engineering and Business Law Human Resources, Strategic Procurement 51
Female
Yudi Wahyudi Komisaris Ekonomi Akuntansi Ekonomi Akuntansi dan Manajemen Laki- laki
Commissioner Economic Accounting Accounting and Management Economics 55
Male
R. Panji Sumirat Komisaris Teknik Perminyakan Operasi dan Pengembangan, Perencanaan &
Laki- laki
Commissioner Petroleum Engineering Portofolio 54
Male
Production & Development, Planning & Portfolio
M. Teguh Pamudji Komisaris Hukum International Publik Kemasyarakatan dan Kelembagaan Laki- laki
Commissioner Public International Law Community and Institutional 60
Male
Ego Syahrial Komisaris Teknik Perminyakan Birokrasi (Kementerian ESDM) dan pakar
Commissioner Petroleum Engineering kemigasan Laki- laki
57
Bureaucracy (Ministry of Energy and Mineral Male
Resources) and oil and gas experts
Djoko Siswanto Komisaris Teknik Mesin, Teknik Perminyakan, Business Birokrasi (Kementerian ESDM) dan pakar
Commissioner Administration, Specialist Oil & Gas kemigasan
Management Bureaucracy (Ministry of Energy and Mineral Laki- laki
54
Mechanical Engineering, Petroleum Resources) and oil and gas experts Male
Engineering, Business Administration,
Specialist Oil & Gas Management
Prahoro Yulijanto Komisaris Matematika Terapan dan Ocean Engineering Pengembangan Infrastruktur Energi Laki- laki
Nurtjahyo Commissioner Applied Mathematics and Ocean Engineering 49
Energy Infrastructure Development Male
Mohamad Oemar Komisaris Independen Hubungan Internasional Pemerintahan dan Hubungan Luar Negeri Laki- laki
56
Independent Commissioner International Relations Multirateral Male
Direksi Board of Directors
Teknik Kimia & Teknik Mesin

R. Gunung Direktur Utama Pengembangan Bisnis Laki- laki
Chemical Engineering & Mechanical 54
Sardjono Hadi President Director Business Development Male
Engineering
Perencanaan Strategis, Manajemen Risiko &

Direktur Utama Pertambangan Evaluasi Perempuan
Meidawati 54
President Director Mining Strategic Planning, Risk Management & Female
Evaluation
Teknik Geologi dan Business Administrasi

Direktur Eksplorasi Eksplorasi Laki- laki
Rudy Ryacudu Geological Engineering and Business 56
Director of Exploration Exploration Male
Administration
Direktur Eksplorasi Geofisika, Business Administration Eksplorasi Laki- laki

Abdul Mutalib 53
Director of Exploration Geofisika, Business Administration Exploration Male
Direktur Pengembangan Teknik Kimia Operasi & Produksi Laki- laki

Afif Saifudin 54
Development Director Chemical Engineering Operation & Production Male
Direktur Operasi & Produksi

Beni Jaffilius Pertambangan Operasi & Produksi Migas Laki- laki
Operations & Production 57
Ibradi Mining Oil and Gas Operation & Production Male
Director
Direktur Operasi & Produksi

Pertambangan Perencanaan dan Manajemen Bisnis Laki- laki
Ekariza Director of Financial & 54
Mining Business Planning and Management Male
Business Support
Direktur Keuangan &
Ekonomi Akuntansi dan Ekonomi Manajemen
Business Support Ekonomi Akuntasi dan Utang Piutang Laki- laki
Ari Budiarko Accounting and Economics Economics 58
Financial & Business Support Accounting Economics and Debt Receivables Male
Management
Director
Direktur Keuangan & Layanan

Bisnis Ekonomi Akuntansi Keuangan & Komersial Laki- laki
Huddie Dewanto 55
Financial & Business Support Economic accounting Finance & Commercial Male
Director

Program Kepemilikan Saham oleh

Karyawan dan/atau Manajemen
Program for Stock Ownership
by Employees and/or Management
Pada tahun 2018, PHE tidak memiliki program Kepemilikan In 2018, PHE did not have an Employee Stock Ownership
S a h a m o l e h Ka r yawa n d a n /at a u m a n a j e m e n ya n g Progra m/Ma na gement Stoc k O wner shi p Prog ram .
dilaksanakan Perusahaan (Employee Stock Ownership Therefore, this Report does not include information
Program/Management Stock Ownership Program). Dengan relevant to the number of stock and/or options, duration,
demikian, Laporan ini tidak menyertakan informasi terkait requirements for entitled employees/management, and
jumlah saham dan/atau opsi, jangka waktu pelaksanaan, price as forms of program implementation.
persyaratan pekerja dan/atau manajemen yang berhak dan
harga pelaksanaan sebagai bentuk pelaksanaan program
tersebut.
Tinjauan Operasional Pendukung

Supporting Operational Review
Teknologi Informasi Komunikasi dan Data Manajemen (ICT & DM)

Development of Information Communication Technology and Data Management
Bisnis Proses dan Organisasi ICT & Data ICT & Data Management Business
Management Process and Organization
Dengan terbentuknya organisasi SSO di PHE, Fungsi With the establishment of SSO organization in PHE, the ICT
ICT & Data Management (ICT & DM) telah melakukan & Data Management (ICT & DM) Function has performed
transformasi di semua bidang untuk memberikan layanan a transformation in all sectors to give the best service to
terbaik bagi pelanggan dan menunjang bisnis Perusahaan customers and maximally support Company business. In
secara maksimal. Dalam menjalankan tugas dan tanggung conducting its duties and responsibilities, the ICT & DM
jawabnya, Fungsi ICT & DM memiliki tiga bagian utama, yakni Function has three emain divisions, which are the division
bagian yang memberikan layanan (layanan aplikasi bisnis, that provides service (business application service,
layanan aplikasi petrotechnical & data management serta petrotechnical application & data management service, as
layanan teknologi infrastruktur), bagian yang berhubungan well as the infrastructure technology service), the division
dengan pelanggan dan bagian yang terkait tata kelola. that handles customers, and the division relevant to
governance.

Proses Bisnis ICT & DM

ICT & DM Business Process
Organisasi Fungsi ICT & DM didasarkan pada proses bisnis Organization of the ICT & DM Function is based on the
tersebut dengan Vice President sebagai pimpinan tertinggi business process with the Vice President as the highest
dan dibantu 5 orang manager pada masing-masing fungsi superior and assisted by 5 managers in each sector function.
bidang.
Organisasi Fungsi ICT & DM

Organization of ICT & DM Function

Visi dan Misi Fungsi ICT & DM

Vision and Mission of ICT & DM Function
Visi | Vision
Menjadi penyedia layanan teknologi informasi dan data management yang berkelas dunia
(World class ICT & DM Service Provider).
To be a world class ICT & DM service provider.
Misi | Mission
Untuk memposisikan ICT & DM sebagai strategic enabler – mencapai tujuan bisnis utama dengan memfokuskan pada hal-hal penting yaitu
efektifitas, efisiensi, keamanan informasi, integritas, ketersediaan layanan, kepatuhan prosedur, dan kehandalan layanan.
To position ICT & DM as strategic enablers – reaching the main business objectives by focusing on the significant issues, such as effectiveness, efficiency, information
security, integrity, service availability, procedural compliance, and service excellence.
Secara berkesinambungan meningkatkan kontribusi dan nilai tambah manfaat ICT & DM bagi PHE dan Anak Perusahaan PHE dalam meningkatkan
laba, sebagaimana layaknya layanan sebuah perusahaan yang berkelas dunia.
Continuously increasing the contribution and added value of ICT & DM benefits for PHE and PHE Subsidiaries in increasing profit, as befits the service of a world class
company
Menyediakan teknologi informasi dan komunikasi, pengembangan dan pemeliharaan aplikasi dan data management,
sebagai area layanan ICT & DM untuk PHE dan Anak Perusahaan PHE.
Providing information technology and communications, development and maintenance of application and data management, as the ICT & DM service areas for PHE
and PHE Subsidiaries.
Strategi ICT & DM Tahun 2018

ICT & DM Strategies in 2018
Pokok
No Tantangan Program Kerja
Bahasan Challenges Work Programs
Concerns
Aplikasi Bisnis:
• Standardisasi proses bisnis,
PHE dan AP PHE memiliki proses • Implementasi dan optimalisasi aplikasi bisnis (ERP & Non ERP) untuk
bisnis dan aplikasi (bisnis dan seluruh PHE dan AP PHE
petrochemical) yang berbeda dan Aplikasi Petrotechnical:
beragam dengan utilisasi yang masih • Standardisasi dan sentralisasi pengelolaan data bisnis dan
Aplikasi Bisnis rendah, serta kurang atau belum petrochemical.
dan Petrotechnical optimalnya aplikasi penunjang operasi • Standardisasi dan sentralisasi pengelolaan aplikasi petrochemical
1. Business and hulu migas
Petrochemical PHE and Subsidiaries have a different Business Application:
applications and diversified process business • Standardize business processes
and applications (business and • Implementation and optimization of business applications (ERP & Non ERP)
petrotechnical) with low utilization and for all PHE and Subsidiaries
less or not optimal support application Petrochemical application:
for upstream oil and gas operation • Standardize and centralize data management for business and
petrochemical
• Standardize and centralize application management of petrochemical
2. Infrastruktur ICT PHE dan AP PHE memiliki Infrastruktur Data Center dan sarana End-User:
ICT infrastructure infrastruktur ICT yang berbeda dan • Standardisasi dan utilisasi perangkat data center dan fasilitas
beragam ICT untuk end user
PHE and Subsidiaries have different and Infrastruktur Network dan ICT Security:
diversified ICT infrastructure • Standardisasi dan sentralisasi kebijakan dan konfigurasi network,
domain dan sekuriti
Data Center infrastructure and End-User tools:

• Standardize and utilize data center devices and ICT facilities for end users
Network and ICT Security Infrastructure:
• Standardize and centralize policy and network configuration, domain, and
security

PHE dan AP PHE memiliki provider • Sentralisasi penyimpanan data fisik untuk data bisnis dan
penyimpanan data fisik yang berbeda petrotechnical
dan sistem penyimpanan data digital • Standardisasi sistem dan utilisasi penyimpanan data digital untuk data
Physical & yang belum standar bisnis dan petrotechnical
3.
Digital Data PHE and Subsidiaries have different
providers of physical data storage • Centralized storage of physical data for business and petrotechnical
and have not standardized digital data • Standardize systems and utilization of digital data storage for business and
storage systems petrotechnical
Layanan ICT belum sesuai dengan

• Penerapan Customer Service Management (CSM)
standard dan pemenuhan layanan
• Peningkatan availability dan reliability layanan ICT Operation
ICT Service belum optimal
4.
Excellence ICT services are not yet in line with
• Implementation of Customer Service Management (CSM)
standard and are not optimal with
• Increased availability and reliability of ICT Operation services
services fulfillment
Tata kelola ICT masih belum • Assessment dan implementasi ICT Governance
menerapkan proses yang best • Penyusunan dan review STK (Pedoman, TKO, TKI dan TKPA)
5. ICT Governance practices
ICT governance has not apply the best • Assessment and implementation of ICT Governance
practices in its process • Preparation and review of STK (Guidelines, TKO, TKI and TKPA)
Capaian dan Inisiatif Tahun 2018 Achievements and Initiatives In 2018
Capaian dan inisiatif tahun 2018 didasarkan pada rencana The achievements and initiatives in 2018 were based on the
kerja ICT & DM tahun 2018 yang berpedoman kepada ICT & 2018 ICT & DM work plan which referred to the 2018 ICT &
DM Master Plan 2018. DM Master Plan.

ICT & DM Master Plan 2018

The 2018 ICT & DM Master Plan


Fungsi ICT & DM memiliki peran strategis terkait dengan The ICT & DM Function has a strategic role relevant to
penerapan PHE One System dan kesiapan PHE menghadapi the implementation of the PHE One System and PHE’s
revolusi industri 4.0. Sama seperti sektor lain, sektor migas readiness to face the industry revolution 4.0. As with other
termasuk hulu migas juga dihadapkan pada tantangan sectors, the oil and gas sector including upstream oil and
revolusi industri 4.0, sehingga PHE dituntut melakukan gas is also faced with the challenge of industry revolution
transformasi dalam berbagai bidang agar kegiatan 4.0, therefore PHE is demanded to perform transformation
operasi yang dijalankan semakin efisien melalui integrasi in various sectors for the performed operations to be more
otomatisasi dengan sistem siber yang memungkinkan lalu efficient through the integration of automatization with a
lintas data aktual. cyber system that allows actual data traffic.
Melalui fungsi bidang masing-masing, Fungsi ICT & DM Through each sector function, the CT & DM Function
secara bertahap berupaya membangun sistem informasi, endeavors to gradually build a more standardized
komunikasi dan data manajemen yang terstandar dan and integrated information, communications, & data
terintegrasi. Sampai dengan akhir tahun 2018 ada beberapa management system. Until the end of 2018, there were
pencapaian yang semakin mendukung integrasi sistem ICT – some achievements that further supported the integration
DM di PHE dan Anak Perusahaan. of the ICT – DM system in PHE and Subsidiaries.
• Pelaksanaan assessment COBIT oleh audit eksternal • Implementation of COBIT assessment by external audit
dengan score 3,25 (skor tahun 2017 sebesar 3,10) with score 3.25, higher than previous 2017 of 3.10
• Internal Cyber Security Maturity Audit dan ICT Risk • Implementation of Internal Cyber Security Maturity Audit
Management. and ICT Risk Management
• Penyelesaian ICT Master Plan 2018. • Completion of ICT Master Plan 2018
• Implementasi Enterprise Architecture 2018-2020 • Enterprise Architecture Implementation of Phase-I,
Phase-I. 2018-2020.
• Implementasi/Roll-out SAP PHE One System baik ERP • Implementation/Roll-out of the SAP PHE One System
maupun Non ERP ke Wilayah Kerja Alih Kelola baru yaitu whether ERP or Non-ERP to new Management Transfer
PHE Tuban East Java, PHE Ogan Komering, PHE OSES, Work Areas, which are PHE Tuban East Java, PHE Ogan
dan PHE NSO (Gross Split). Komering, PHE OSES, and PHE NSO (Gross Split).
• Standardisasi, integrasi, dan pengembangan aplikasi • Standardization, integration, and development of the
non- ERP baru untuk kebutuhan PHE dan AP PHE (30 new non-ERP applications for the needs of PHE and
aplikasi), PHE ONWJ (4 aplikasi), PHE WMO (3 aplikasi), PHE Subsidiaries (30 applications), PHE ONWJ (4
PHE OSES (2 aplikasi), PHE Siak Kampar (1 aplikasi), applications), PHE WMO (3 applications), PHE OSES (2
PHE NSO & NSB (1 aplikasi). applications), PHE Siak Kampar (1 application), and PHE
NSO & NSB (1 application)
• Enhancement aplikasi untuk kebutuhan PHE dan AP PHE • Enhancement of applic ations for PHE and PHE
(11 aplikasi), PHE WMO (3 aplikasi), PHE Siak Kampar subsidiaries (11 applications), PHE WMO (3 applications),
(2 aplikasi) dan aplikasi mobile mendukung digital P H E S i a k Ka m p a r ( 2 a p p l i c at i o n s ) a n d m o b i l e
transformation. applications to support digital transformation.
• Integrasi sistem manajemen produksi PHE ONWJ, PHE • Integration of the production management system for
Siak Kampar ke dalam sistem SAP secara otomatis PHE ONWJ – PHE Siak Kampar into the SAP system
sebagai bagian dari proyek ERP - Arus Minyak dan Gas automatically as part of the ERP project - Oil and Gas
(Material Management Hydro – MMH) Flow.
• Pengembangan corporate dashboard PHE mencakup • Development of the PHE corporate dashboard, including
performance dashboard Produksi PHE, dashboard the PHE production performance dashboard, Cost per
Cost per Barrel Oil Equivalent (BOE), dashboard Barrel Oil Equivalent (BOE) dashboard, Goods Delivery
Goods Delivery Management System (Supply Chain Management System (Supply Chain Management)
Management), dashboard Learning Management System dashboard, Learning Management System (HR)
(HR) dan dashboard Demografi Pekerja PHE (HR). dashboard, and PHE Employees Demographic (HR)
dashboard.

• Pembuatan repository Corporate Data Management • Creation of the Corporate Data Management Ssytem
System (CDMS) yang terdiri dari 3 fase (2017-2019) untuk (CDMS) repository consisting of 3 phases (2017-2019)
penyimpanan data GGRPFD terintegrasi untuk semua for the integrated GGRPFD data storage for all PHE
AP PHE. Ruang lingkup pekerjaan yang terselesaikan di Subsidiaries. The scope of work completed in 2018
tahun 2018 (fase 2) adalah tahapan inisiasi, assessment (phase 2) was the initiation, assessment, and data
dan data gathering. Data produksi dari seluruh AP SSO gathering phase. The production data input from all
PHE-ONWJ, PHE-WMO, PHE-SIAK, PHE-KAMPAR, Subsidiaries’ SSO of PHE-ONWJ, PHE-WMO, PHE-SIAK,
PHE-NSO, PHE-NSB, PHE-TEJ, PHE-OK sudah selesai PHE-KAMPAR, PHE-NSO, PHE-NSB, PHE-TEJ, PHE-OK
dimasukkan dalam project CDMS, termasuk dashboard has been completed into the CDMS project, including
produksi secara umum. general production dashboard.
• Optimalisasi dan sentralisasi software petrotechnical • Optimization and centralization of the petrotechnical
yang mencakup pembuatan kontrak payung software software, which include the creation of the petrotechnical
petrotechnical untuk seluruh AP PHE, inventarisasi software umbrella contract for all PHE Subsidiaries,
software petrotechnical dan pemutakhiran user, integrasi inventory of the petrotechnical software and user
license server, pembuatan pedoman pemilihan dan update, server license integration, composition of
pembelian software petrotechnical serta implementasi the petrotechnical software selection and purchase
soft w a re ass et m a n a g e m e nt u nt u k o pt i m a l i s a s i guidelines, as well as implementation of the asset
penggunaan lisensi. management software for the optimization of license use.
• Pemindahan data pisik GGR ke PUDC pada project • Transfer of physical data from GGR to PUDC on the
terminasi dan alih kelola PHE Tuban East Java dan PHE termination and management transfer projects of PHE
Ogan Komering, yang meliputi data core, sampel, tape 9 Tuban East Java and PHE Ogan Komering, including core
track, dokumen fisik, tape 8 inch dan tape 4 inch. data, samples, 9 track of tapes, physical documents, 8
inch of tape and 4 inch of tape.
• Konsolidasi semua sistem server dan storage PHE dan • Consolidation of all PHE and PHE subsidiaries server
AP PHE, khususnya terkait dengan alih kelola Anak and storage systems, particularly relevant to the
Perusahaan baru (PHE Tuban East Java dan PHE Ogan management transfer of new Subsidiaries (PHE Tuban
Komering) dimana semua perangkat server storage East Java and PHE Ogan Komering), where all server
dipindahkan ke data center PHE Group. storage equipment was relocated to the PHE Group data
center.
• Pembangunan sistem failover site di lokasi kerja Balongan • Construction of a failover site system at the Balongan
PHE ONWJ yang merupakan inisiatif awal Sistem work site of PHE ONWJ as the initial initiative of the
Disaster Recovery Center (DRC) PHE Group dengan Disaster Recovery Center (DRC) system of PHE Group
fokus pada implementasi sistem e-mail PHE Group. with a focus on implementing the email system.
• Impl e me ntas i te kno l o g i j a r i ng a n w i re le ss unt uk • Implementation of wireless network technology for the
standardisasi koneksi Wifi PHE Group menjadi P6C di standardization of the Wifi connection to be P6C i n all
seluruh lingkungan kerja PHE dan AP PHE. PHE and PHE subsidiaries work environments.
• Realisasi relationship management yang masuk sejumlah • The realization of relationship management was recorded
75 requirement, terdiri dari 12 Fungsi/AP Pertamina at 75 requirements, consisting of 12 Functions/Pertamina
dengan status closed sejumlah 49 requirement di tahun subsidiaries with a closed status of 49 requirements in
2018, dan 26 requirement yang di carry forward ke tahun 2018. There were 26 requirements carried forward to
2019. 2019.
• Realisasi change management terbagi menjadi beberapa • Realization of change management is divided into
kegiatan, diantaranya sosialisasi & user training sebanyak several activities, including socialization & user training
59 kegiatan, publikasi broadcast sebanyak 46 serta of 59 activities, 46 broadcast publications and the
pelaksanaan survei kepuasan customer terhadap implementation of customer satisfaction surveys on ICT
layanan ICT & DM dengan skor sesuai target sebesar 3,9 & DM services with a score based on target of 3.9 (scale
(skala 5,0) 5.0).

Tantangan ke Depan Future Challenges
Sebagai strategic enabler bagi Perusahaan, tantangan As a strategic enabler for the Company, the future
Fungsi ICT & DM ke depan dalam menunjang bisnis challenges of the ICT & DM functions in supporting the
Perusahaan akan semakin besar, antara lain : Company's business will be greater, including:
• Standardisasi dan integrasi sistem, aplikasi dan • Standardization and integration of system, application,
infrastruktur yang semakin kompleks akibat beragamnya and infrastructure are becoming more complex due
sistem, aplikasi dan infrastruktur yang ada sekarang to the variety of existing systems, applications and
serta perubahan proses bisnis di PHE Group. infrastructure as well as changes in business process of
PHE Group.
• Tuntutan tingkat layanan yang semakin tinggi dari user • The increasing demands for services from users due to
akibat perkembangan teknologi yang cepat. rapid development of technology.
• Penyediaan layanan ICT & DM untuk Anak Perusahaan • Provision of ICT & DM services for new Subsidiaries/
baru/blok baru hasil akuisisi. blocks acquired from acquisition.
• Peningkatan utilisasi aplikasi. • Increased application utilization.
• Penyediaan layanan ICT & DM yang memenuhi standar • Provision of ICT & DM services that meet the data and
keamanan data dan informasi. information security standards.
• Integrasi proses pengadaan ICT & DM untuk PHE Group. • Integration of the procurement process of ICT & DM for
PHE Group.
• Implementasi digital transformation di PHE Group. • Implement digital transformation at PHE Group.

Pengelolaan Rantai Pasok

Supply Chain Management
Sejalan dengan penerapan SSO, pengelolaan rantai In line with SSO implementation, the supply chain
pasok (SCM) menjadi salah satu aspek penting untuk management (SCM) becomes one of the significant aspects
mendukung pencapaian kinerja PHE. Pengelolaan rantai to support the achievement of PHE performance. Supply
pasok dijalankan oleh Fungsi SCM yang secara terintegrasi chain management is performed by the SCM Function that
mengelola rantai pasok di PHE dan Anak Perusahaan. manages the supply chain in PHE and Subsidiaries in an
Tujuan pengelolaan rantai pasok adalah mendapatkan integrated manner. The goal of supply chain management
barang/jasa yang dibutuhkan dalam jumlah, kualitas harga, is to obtain the necessary goods/services in and from
waktu dan sumber yang tepat, secara efisien dan efektif, the appropriate amount, quality, price, time, and source,
persyaratan kontrak yang jelas dan terinci, serta dapat efficiently and effectively, with clear and detailed contract
dipertanggungjawabkan. stipulations, and accountably.
Secara prinsip pengelolaan rantai pasok PHE diatur dalam The SCM Function also ensures that the supply chain
Pedoman Tata Kelola PHE dan dalam pelaksanaannya activities are conducted with the best practices of GCG, in
melibatkan fungsi-fungsi/unit kerja terkait dibawah order to support the achievement of the Vision and Mission
koordinasi Fungsi SCM. Penerapan SSO menempatkan of the SCM Function. In principle, the PHE supply chain
Fungsi SCM sangat strategis dalam mendorong efisiensi management is regulated in the PHE Good Corporate
dan efektifitas dari kegiatan rantai pasok Perusahaan dan Governance Guidelines and in its implementation involves
Anak Perusahaan. Fungsi SCM memiliki peran strategis relevant functions/taskforces under the coordination of
dalam membantu Perusahaan mengembangkan dan the SCM Function. SSO implementation positions the SCM
menerapkan strategi komoditas pasar, strategi kontrak Function strategically in encouraging the efficiency and
dan proses yang dirancang untuk membantu fungsi lain effectiveness of the supply chain activities of the Company
mengelola pemasok dalam menyediakan barang dan jasa and Subsidiaries. The SCM Function has a strategic
dibutuhkan. Fungsi SCM juga memastikan kegiatan rantai role in assisting the Company in the development and
pasok dijalankan dengan praktik-praktik terbaik GCG, guna implementation of the market commodity strategy as well as
mendukung pencapaian Visi dan Misi Fungsi SCM. the contract and process strategy designed to assist other
functions manage suppliers in providing the required goods
and services.
Visi Vision
Menjadi Manajemen Rantai Pasokan untuk Eksplorasi dan To be a World Class Supply Chain Management for Oil and
Produksi Migas Kelas Dunia yang memiliki kinerja terbaik Gas Exploration and Production with the best performance
dan integritas tinggi. and high integrity.
Misi Mission
Melaksanakan manajemen rantai pasokan secara terpadu Performing integrated supply chain management to support
untuk menunjang operasi perusahaan berdasarkan prinsip company operations based on principles of compliance,
kepatuhan, efektif, efisien, aman, transparan, setara, effective, efficient, safe, transparent, equal, environmentally
berwawasan lingkungan, dan penggunaan teknologi aware, and optimal use of information technology.
informasi yang optimal.

Struktur Organisasi Organization Structure

Fungsi SCM of SCM Function
Fu n g s i S C M d i p i m p i n V i c e P re s i d e nt S C M , ya n g The SCM Function is led by the Vice President of SCM, who

bertanggung jawab kepada Direktur Keuangan & Layanan is responsible to the Finance & Business Services Director.
Bisnis Dalam menjalankan tugas dan tanggung jawabnya, In performing the duties and responsibilities, the VP of
VP SCM dibantu beberapa fungsi pendukung dengan SCM is assisted by several supporting functions with their
tanggung jawab masing-masing dan saling terintegrasi. respective and integerated responsibilities.
Fungsi Pendukung Tanggung Jawab

Supporting Function Responsibilities
• Mengelola, mengoptimalkan, pengalihan aset

• Managing, optimizing, transferring material
material (fokus pada komoditas utama OCTG
assets (focus on OCTG major commodities and
dan jalur pipa);
pipelines);
• Mengumpulkan, pemetaan, mengembangkan
Pengelolaan Material dan • Collecting, mapping, developing strategy for major
strategi untuk permintaan utama semua
Perencanaan Permintaan demands of all Subsidiaries in fulfilling available
AP dalam memenuhi pasar yang ada atau
Strategis markets or creating new market and finding
menciptakan pasar baru dan menemukan
Material Management and a more efficient technology implementation,
penerapan teknologi yang lebih efisien, sinergi
Strategic Demand Planning synergizing among K3S/Pertamina group;
antar kelompok K3S/Pertamina;
• Focusing on strategic partnership approach for
• Fokus pada pendekatan kemitraan strategis
Gross Split Subsidiaries;
untuk AP Gross Split;
• Cost effectiveness and efficiency.
• Efektivitas dan efisiensi biaya;
• Melakukan proses pengadaan sesuai dengan • Performing the procurement process in

peraturan yang berlaku di setiap Anak accordance with prevailing regulations at each
Perusahaan. subsidiary;
Pengadaan
• Kepatuhan terhadap peraturan yang berlaku
Procurement
untuk memastikan kegiatan yang dilakukan
memperoleh penggantian biaya (cost • Compliance with prevailing regulations to ensure
recovery); the cost recovery of conducted activities;

• Tidak ada gangguan terhadap operasi yang

telah direncanakan dengan baik akibat • No disruptions to well-planned operations due to
masalah pengadaan; procurement issues;
• Memimpin strategi, proses, dan inisiatif • Leading the Procurement Strategy, Process and
pengadaan; Initiative;
• Fokus pada peningkatan produksi atau • Focusing on production increase or avoiding
menghindari kerugian produksi (sikap optimis production loss (can do attitude)
atau can do attitude);
• Mengelola pengoperasian gudang yang aman • Managing safe and efficient warehouse
dan efisien; operations;
• Memastikan distribusi material sesuai dengan • Ensuring that material distribution is in
spesifikasi dan jadwal operasi; accordance with specifications and schedules of
Operasi Gudang dan Distribusi Material
• Mengoptimalkan penggunaan gudang antar operations;
Warehouse Operations and Material
kelompok K3S/Pertamina; • Optimizing warehouse utilization among K3S/
Distribution
• Mengelola & menangani dokumen resmi Pertamina group;
berkaitan dengan impor termasuk masterlist & • Managing & handling official documents relevant
bea cukai; to imports including masterlist & customs;
• Mengelola & menangani proses penghapusan. • Managing & handling the write-off process.
• Dukungan Teknis dan keahlian K3L (HSSE) di

• Technical support and HSSE expertise for marine
bidang kelautan dan penerbangan;
and aviation sectors;
• Memastikan kapal dan helikopter yang
• Ensuring the operated vessels and helicopters
dioperasikan sesuai dengan standar dan
Kelautan & Udara comply with prevailing standards and regulations;
peraturan yang berlaku;
Marine & Aviation • Ensuring the reliability of vessels & helicopters by
• Memastikan keandalan kapal & helikopter
monitoring fleet performance;
dengan memantau kinerja armada;
• Strategic initiatives in Fleet Management & Fuel
• Inisiatif Strategis dalam Manajemen Armada &
Efficiency.
Efisiensi Bahan Bakar.
• Melakukan pemantauan harian, pelaporan,

• Daily monitoring, reporting, giving
memberikan rekomendasi dan melakukan
recommendations, and updating Vendor/Supplier
pemutakhiran atas kinerja vendor dan
performance;
pemasok (Vendor/Supplier);
• Leading the close monitoring in tier-1 of Supplier
• Memimpin dalam pemantauan ketat di
Pengelolaan Kinerja Manajemen Rantai performance during/post execution especially for
tier-1 atas kinerja Pemasok selama/pasca
Pasokan dan Penunjang the Gross Split Subsidiaries scheme;
pelaksanaan terutama untuk skema GS AP;
Performance Management of the Supply Chain • Supporting, monitoring, reporting SCM activities,
• Mendukung, memantau, melaporkan kegiatan
Management and Support providing the data required by internal/external
SCM, menyediakan data yang dibutuhkan oleh
stakeholders;
stakeholders internal/eksternal;
• Providing system and support to SCM
• Menyediakan sistem dan dukungan kepada
organization including implementing new
organisasi SCM termasuk menerapkan
technology, standards/regulations.
teknologi, standar/peraturan baru.
Pengadaan Procurement
Pengadaan merupakan salah satu kegiatan penting dalam Procurement is one of the important activities in supply
pengelolaan rantai pasok PHE dan Anak Perusahaan. chain management of PHE and Subsidiaries. In a broad
Dalam pengertian luas, pengadaan dan pengelolaan rantai sense, the procurement and supply chain management at
pasokan di PHE dapat digambarkan sebagai proses ketika PHE can be described as a process when PHE decides on
PHE memutuskan cara terbaik untuk memenuhi kebutuhan the best method to meet the requirement for goods and
akan barang dan jasa kepada penyedia eksternal dan services to external providers and obtain the best suppliers
mendapatkan pemasok terbaik untuk mendapatkan manfaat to gain maximum benefit in terms of performance, cost &
maksimum dalam hal kinerja, biaya & nilai dan memastikan value, and ensure that the process is in accordance with
prosesnya sesuai peraturan yang berlaku. prevailing regulations.

Fung si S C M te l ah m e nyu s u n P ro s e s B i s ni s u nt uk The SCM Function has composed a Business Process to

mendukung pengadaan serta hal-hal lain terkait pengelolaan support procurement as well as other matters pertaining to
rantai pasokan. Dalam melaksanakan kegiatan pengadaan, supply chain management. In performing the procurement
Fungsi SCM mengacu pada tiga ketentuan: activities, the SCM Function refers to three provisions:
• Kontrak Bagi Hasil Produksi (PSC) Cost Recovery • Production Sharing Contract (PSC) Cost Recovery
›› Petunjuk Pelaksanaan SKK MIGAS Pada ›› Implementation Guidelines for SKK Migas in
Pengelolaan Rantai Pasokan Untuk Kontrak Bagi Supply Chain Management For Production Sharing
Hasil Produksi Juklak SKKMIGAS No. EDR-0167/ Contracts Implementation Guidelines of SKK Migas
SKKMH0000/2017/S7 No. EDR-0167/SKKMH0000/2017/S7
›› Pedoman Tata Kerja No.PTK-007/ ›› W o r k i n g P r o c e d u r e s N o . P T K - 0 0 7 /
SKKMA0000/2017/SO (Revisi-04). SKKMA0000/2017/SO (Revision-04).
• PSC Gross Split: • Gross Split Profit :
›› Pedoman Bagi Hasil Gross Split No 35/ ›› Sharing Guidelines No. 35/PHE450/2017- S0
PHE450/2017-S0 (Revisi 0). (Revision 0).
• Pengadaan di PHE: • Procurement at PHE:
›› SK Nomor: 176/PHE000/2011-S0 perihal Manajemen ›› Decree Number 176/PHE000/2011-S0 regarding
Pengadaan Barang/Jasa (Revisi-01). Management of Goods/Services Procurement.
Proses Bisnis Pengelolaan Rantai Business Process of Supply Chain

Pasokan Management
Untuk mendukung penerapan SSO, Fungsi SCM telah To support SSO implementation, the SCM Function has
membuat sistem pengelolaan rantai pasok yang terintegrasi developed an integrated supply chain management
antara PHE dengan Anak Perusahaan maupun antar-Anak system between PHE and Subsidiaries as well as among
Perusahaan. Penerapan sistem yang terintegrasi diperlukan Subsidiaries. Implementation of the integrated system is
mengingat banyaknya Anak Perusahaan yang harus dikelola required considering the number of Subsidiaries managed
PHE, sementara masing-masing Anak Perusahaan memiliki by PHE , while each Subsidiary has an independent
Kontrak Karya Kerja Sama (KKKS) dengan SKK Migas yang Cooperation Contract (KKKS) with SKK Migas, including
bersifat mandiri, termasuk dalam hal pengadaan. Melalui in procurement. The integrated procurement system will
sistem pengadaan yang terintegrasi akan memudahan ease consolidation in terms of budget, financial reporting,
konsolidasi dalam hal anggaran, pelaporan keuangan, aset, assets, inventory, HC data, as well as maintenance
inventory, data SDM, serta maintenance operation pada operations at PHE. The conducted integration includes the
PHE. Integrasi yang dilakukan meliputi modul Material Material Management (MM) module as well as the Inventory
Management (MM), serta Inventory Management dan Management and Warehouse Management (IM & WM)
modul Warehouse Management (IM & WM). modules.
Sampai dengan akhir periode pelaporan, realis asi Until the end of the reporting period, the realization
pengadaan yang berlangsung di lingkungan PHE dan of o n g o i n g p ro c u re m e nt i n P H E a n d S u b s i d a r i e s
Anak Perusahaan mencapai US$378.340.615,3. Jumlah reached USD378,340,615.30. The number increased by
tersebut meningkat US$311.168.101,8 atau 460% dibanding USD311,168,101.8 or 460% compared to USD67,172,513.5
tahun 2017 s ebesar U S$67.172.513,5. Peningkatan in 2017. The increase was due to the high number of
disebabkan oleh banyaknya pembaharuan kontrak rutin maintenance services routine contract renewals and new
jasa pemeliharaan dan adanya kontrak-kontrak baru untuk contracts for drilling activities at PHE ONWJ, PHE Nunukan,
kegiatan pengeboran di PHE ONWJ, PHE Nunukan, PHE and PHE NSO.
NSO.

Tabel Nilai Pengadaan PHE Tahun 2018

Table of the PHE Procurement Value in 2018
Bulan | Month Nilai Pengadaan (US$) | Procurement Value (US$)
Januari January 18.404.675,44
Februari February 102.531.873,40
Maret March 24.375.108,72
April April 54.004.948,30
Mei May 37.557.392,67
Juni June 9.689.643,24
Juli July 15.458.812,28
Agustus August 30.051.934,74
September September 6.078.814,62
Oktober October 18.885.587,39
November November 10.619.575,78
Desember December 50.682.248,72
Jumlah Total 378.340.615,30
Membangun Sinergi dengan Building Synergy

Anak Perusahaan Pertamina with Pertamina Subsidiaries
Dalam menjalankan kegiatan operasi dan bisnisnya, PHE In performing its operational and business activities, PHE
senantiasa membangun sinergi dengan sesama Anak continuously builds synergy with other subsidiaries of PT
Perusahaan PT Pertamina (Persero). Kebijakan sinergi Pertamina (Persero). The synergy policy is a form of support
tersebut merupakan bentuk dukungan dan pelaksanaan and implementation of the Pertamina Board of Directors’
Keputusan Direksi Pertamina, Risalah Rapat Direksi (RRD) Decree, Minutes of Meeting of the Board of Directors (RRD)
No. 103 tanggal 2 Agustus 2018 untuk melakukan sinergi No. 103 of 2 August 2018 to conduct synergy in the business
terhadap bisnis Pertamina Group. of Pertamina Group.
Sesuai dengan Keputusan Direksi Pertamina, sinergi In accordance with the Pertamina Board of Directors’
diperlukan dalam rangka memperkuat bisnis Pertamina Decree, synergy is required to strengthen the business
grup dan meningkatkan kinerja Anak Perusahaan melalui of Pertamina Group and improve the performance of
peningkatan profitabilitas, operasi unggul dan keunggulan subsidiaries through profitability increase, excellent
daya saing s erta optimalisasi peluang bisnis guna operations and competitiveness, as well as optimization
menghasilkan nilai tambah bagi korporat. of business opportunities to create added value for the
company.

PHE bersama dengan Anak Perusahaan PT Pertamina Together with other PT Pertamina (Persero) subsidiaries,
(Persero) yang lain, telah menandatangani Piagam Sinergi PHE has signed the 2018 Business Synergy Charter in the
Bisnis 2018 dalam kegiatan Forum Sinergi Anak Perusahaan Synergy Forum of Upstream Directorate and Marketing
Direktorat Hulu dan Direktorat Pemasaran Group. Kegiatan Directorate Subsidiaries of the Group activity. The
tersebut dihadiri Direktur Logistik, Supply Chain, & activity was attended by the Logistics, Supply Chain, &
Infrastruktur Gandhi Sriwidodo beserta Direksi dari masing- Infrastructure, Gandhi Sriwidodo as well as the Board of
masing Anak Perusahaan. Directors of each subsidiary.
Selain PEPC, Anak Perusahaan PT Pertamina (Persero) Aside from PEPC, subsidiaries of PT Pertamina (Persero)
yang turut serta dalam kegiatan tersebut adalah PT participating in the activity were PT Pertamina Retail,
Pertamina Retail, PT Pertamina Lubricants, PT Pertamina PT Pertamina Lubricants, PT Pertamina Patra Niaga, PT
Patra Niaga, PT Pertamina Trans Kontinental, PT Pertamina Pertamina Trans Kontinental, PT Pertamina International
International Shipping, PT Pertamina EP, PT Pertamina Shipping, PT Pertamina EP, PT Pertamina EP Cepu, PT
EP Cepu, PT Pertamina EP Cepu ADK, PT Pertamina Hulu Pertamina EP Cepu ADK, PT Pertamina Hulu Indonesia, PT
Indonesia, PT Pertamina Geothermal Energy, PT Pertamina Pertamina Geothermal Energy, PT Pertamina International
International EP, PT Pertamina Drilling Service Indonesia, EP, PT Pertamina Drilling Service Indonesia, and PT Elnusa
dan PT Elnusa Tbk. Tbk
Dalam kes empatan ters ebut masing-masing Anak In the opportunity, each subsidiary presented its business
Perusahaan menyampaikan potensi bisnis dan kerja sama and cooperation potentials. Then each subsidiary
yang dimiliki. Selanjutnya masing-masing Anak Perusahaan performed synergy through mutually beneficial business
melakukan sinergi melalui kerjasama bisnis yang saling cooperation, supporting efficiency policy, and making
menguntungkan, mendukung kebijakan efisiensi dan contributions to the added value of PT Pertamina (Persero).
memberikan kontribusi pada nilai tambah bagi PT Pertamina
(Persero).


Tanggung
Jawab
Sosial dan
Lingkungan
Social and
Environmental
Responsibility
PHE berkomitmen melaksanakan tanggung jawab
sosial dan lingkungan. Sebagian dari nilai ekonomi
yang dihasilkan, didistribusikan kepada pemangku
kepentingan sesuai kebutuhan masing-masing,
baik dalam pengelolaan lingkungan dan kegiatan
tanggung jawab sosial perusahaan (CSR).
PHE is committed to carry out social and environmental
responsibilities. Some of the economic value generated is distributed
to stakeholders according to their individual needs in environmental
management and corporate social responsibility (CSR) activities.
Tanggung Jawab Sosial dan Lingkungan
Social and Environmental Responsibility
Kinerja Ekonomi
Pengungkapan Pendekatan Disclosure of Management

Manajemen (DMA) [103-1] [103-2] [103-3] Approach (DMA) [103-1] [103-2] [103-3]
Selama tahun 2018, PHE memperlihatkan kinerja ekonomi In 2018, PHE showed positive economic performance and
positif dan mampu merealisasikan target-target yang telah was able to realize the targets established in the Company
ditetapkan dalam Rencana Kerja dan Anggaran Perusahaan Work Plan and Budget (RKAP). Realization of crude oil lifting
(RKAP). Realisasi lifting minyak mentah tahun 2018 in 2018 reached 25,317.79 MBO or 102% of the 24,850.53
mencapai 25.317,79 MBO atau 102% dari target sebanyak MBO target, while the gas lifting realization was 207.87
24.850,53 MBO, sementara realisasi lifting gas bumi adalah BSCF or 97% of the targeted 215.09 BSCF. The total
207,87 BSCF atau 97% dari target sebesar 215,09 BSCF Revenue reached US$2,528.09 million or 114.78% of the
Total perolehan Pendapatan Usaha mencapai US$2.528,09 targeted US$2,202.53 million, while the Net Profit gain was
miliar atau 114,78% dari target US$2.202,53 juta, sementara US$476.73 million or 146% of the 2018 target of US$326.40
perolehan Laba Bersih adalah US$476,73 juta atau 146% million. The 2018 achievements were due to the hard work
dari target 2018 yang sebesar US$326,40 juta. Pencapaian of the Exploration Directorate, Development Directorate,
tahun 2018 tidak terlepas dari kerja keras Direktorat Operations and Production Directorate, and the Finance and
Eksplorasi; Direktorat Pengembangan; Direktorat Operasi & Business Support Directorate. Periodically, the management
Produksi; serta Direktorat Keuangan dan Penunjang Bisnis. performs an evaluation to ensure the achievement of the
Secara berkala manajemen melakukan evaluasi untuk targets established in the RKAP.
memastikan tercapainya target-target yang telah ditetapkan
dalam RKAP.
Tahun 2018 laba bersih PHE mencapai 146% dari target RKAP 2018
In 2018 PHE's net income reached 146% of the WP&B target of 2018

Uraian kinerja ekonomi PHE selama tahun 2018 disampaikan Description of the PHE economic performance in 2018 is
dalam Analisis dan Pembahasan Manajemen, pada bagian presented in the Management Analysis and Discussion
lain dalam Laporan ini. Sesuai dengan ketentuan dalam GRI in a different section of this Report. In accordance with
Standard, uraian dalam bagian ini menjelaskan besaran nilai the provisions in GRI Standards, the details in this section
ekonomi diperoleh, nilai ekonomi didistribusikan, dan nilai describe the amounts of the economic value generated,
ekonomi ditahan. economic value distributed, and economic value retained.
Nilai Ekonomi Didapat dan Economic Value Generated and

Didistribusikan Distributed
Perolehan pendapatan PHE pada tahun 2018 berasal dari The 2018, PHE revenue was generated from the sales
hasil penjualan migas kepada pelanggan. Sampai dengan of oil and gas to customers. Until the end of the reporting
akhir periode pelaporan Perusahaan masih menerima period, the Company still received payments of operational
pembayaran pengembalian biaya operasi (cost recovery) cost recovery from the Government through the Special
dari Pemerintah melalui Satuan Kerja khusus Pelaksana Task Force for Upstream Oil and Gas Business Activities
Kegiatan Usaha Hulu Minyak dan Gas Bumi (SKK Migas), (SKK Migas) of US$1,184 million. This is because until 31
sebesar US$1,184 juta. juta. Hal ini disebabkan karena December 2018, there were still oil and gas work areas
sampai dengan 31 Desember 2018 masih ada wilayah kerja (WK) operated by Subsidiaries through the cost recovery
(WK) migas yang dioperasikan Anak Perusahaan melalui production sharing scheme. [201-1][201-4]
skema bagi hasil produksi cost recovery. [201-1][201-4]
Nilai Ekonomi Didapat dan Didistribusikan (Juta US$) [201-1]

Economic Value Generated and Distributed (Million US$) [201-1]
Uraian | Description 2018 2017 2016
Nilai Ekonomi Dihasilkan | Economic Value Generated

Pendapatan Usaha | Operating Revenues 2.528,09 1.999,08 1.533,13
Nilai Ekonomi Distribusikan | Economic Value Distributed

Biaya Operasi | Operating Cost 1.617,52 1.107,51 1.097,79
Gaji Pekerja dan Tunjangan | Employee Salaries and Benefits 104,14 97,31 26,82
Pembayaran Kepada Penyandang Dana | Payments to Providers of Capital 202,32 426,04 169,17
Pembayaran Kepada Pemerintah | Payments to Government 127,44 116,24 47,67
Investasi Untuk Komunitas | Community Investments 2,09 2,05 1,86
Total Distribusi Nilai Ekonomi | Total Economic Value Distributed 2.053,97 1.750,19 1.344,27
Nilai Ekonomi Ditahan | Economic Value Retained
Jumlah | Total 474,12 248,89 188,86
Keterangan | Information :
Kinerja Ekonomi PHE disampaikan secara konsolidasi sesuai dengan laporan keuangan yang diaudit.
The PHE Economic Performance is presented in a consolidated manner in accordance with the audited financial statements.

Distribusi Nilai Ekonomi Distribution of Generated

yang Didapat Economic Value
Sebagian dari nilai ekonomi yang didapat PHE didistribusikan Part of the PHE generated economic value is distributed
kepada pemangku kepentingan seusai dengan kebutuhan to stakeholders in accordance with the needs of each,
masing-masing, di antaranya pembayaran pajak dan including payment of tax and non-tax state revenue (PNBP)
Pe n e r i m a a n N e g a ra B u ka n Pa j a k ( P N B P ) s e b a g a i as state revenue. There are also payment of remuneration to
penerimaan negara. Selain itu juga sebagai pembayaran employees and pension benefit to retirees, and financing of
imbal jasa pekerjaan kepada pekerja dan jaminan pensiun the Corporate Social Responsibility (CSR). [201-1][201-3]
kepada pekerja purnatugas, dan pembiayaan dana
tanggung jawab sosial perusahaan (CSR). [201-1][201-3]
Kontribusi Penerimaan Negara (US$ Juta) [201-1]

State Revenue Contribution (Million US$) [201-1]
Uraian | Description 2018 2017 2016
Penerimaan Negara Bukan Pajak (PNBP) | Non-tax State Revenues (PNBP)
PNBP Lainnya | Other PNBP 34,50 116,24 47,67
Pajak | Taxes
Pajak Pertambahan Nilai | Value Added Tax 42,94 40,22 47,81
Pajak Bumi dan Bangunan | Land and Building Tax 45,83 13,61 18,99
Pajak Penghasilan Pekerja | Employee Income Tax 35,39 34,56 23,10
Pajak Penghasilan Badan | Corporate Income Tax 254,01 306,53 166,62
BBN dan Pajak Kendaraan/Retribusi Daerah |

Title Transfer Tax and Vehicle Tax/Regional Levies
0,01 0,01 -
Pajak Lainnya | Other Taxes 9,16 0,68 0,36
Jumlah | Total 387,34 395,61 256,88
PNBP + Komponen Pajak dan Retribusi | PNBP + Taxes and Levies Component
Jumlah | Total 421,84 511,86 304,56

Pembayaran Imbal Jasa Pekerjaan Employee Benefit Payment
Penetapan imbal jasa pekerjaan bagi pekerja PHE mengacu Establishment of remuneration for PHE employees refers
ketentuan yang berlaku di PT Pertamina (Persero) sebagai to prevailing stipulations in PT Pertamina (Persero) as the
induk perusahaan. Ketentuan ini juga berlaku bagi pekerja parent company. The stipulations also apply to employees
pada WK migas terminasi, sehingga pemberian imbal jasa of terminated oil and gas work areas, for their remuneration
pekerjaan yang mereka terima mengalami penyesuaian. to undergo adjustment.
Dalam menetapkan besaran imbal jasa pekerjaan, PHE In determining the remuneration amount, PHE fully
sepenuhnya mempertimbangkan latar belakang profesional considers the professional background and dismisses
dan mengabaikan perihal gender maupun praktik-praktik matters of gender and dis criminatory practices. In
diskriminasi. Secara umum nilai imbal jasa pekerjaan pekerja general, the remuneration value of PHE employees at the
PHE pada jabatan terendah, masih lebih besar dibanding lowest position remains higher than the minimum wage
upah minimum yang ditetapkan pemerintah daerah di established by the local government in the PHE area of
wilayah operasi PHE. [202-1] operations. [202-1]
Selain imbal jasa pekerjaan, setiap tahun PHE juga Aside from remuneration, each year PHE also pays pension
membayarkan jaminan pensiun bagi pekerja yang memasuki benefit to employees entering retirement period. In 2018,
masa purnatugas. Pada tahun 2018, PHE membayarkan PHE paid pension benefit of US$9,613 million to 47 retiring
jaminan pensiun sebesar US$9.613 juta kepada 47 pekerja PHE employees. [201-3]
PHE yang pensiun. [201-3]
Pembayaran Jaminan Pensiun [201-3]

Pension Benefit Payment [201-3]
Uraian | Description Satuan | Unit 2018 2017 2016
Jumlah Pekerja Pensiun | Number of Retirees Orang | People 47 19 0
Jumlah Jaminan Pensiunan | Number of Pension Benefit US$ 9.613 4.053 0

Pembiayaan CSR CSR Financing
PHE juga mendistribusikan sebagian dari nilai ekonomi PHE also distributes part of the generated economic value
yang didapat, untuk pembiayaan investasi sosial melalui for financing social investments through the implementation
pelaksanaan program tanggung jawab sosial perusahaan of the Corporate Social Responsibility (CSR). There are
(CSR). Ada beberapa program CSR yang dijalankan several CSR programs implemented by PHE in 2018,
PHE pada tahun 2018 termasuk program pemberdayaan including the community empowerment and infrastructure
masyarakat dan pembangunan infrastruktur. development programs.
Total nilai pembiayaan CSR yang direalisasikan Perusahaan The total CSR budget realized by the Company in 2018
pada tahun 2018 mencapai Rp29,79 miliar. Jumlah tersebut reached Rp29.79 billion. This amount increased by 9%
meningkat 9% dibanding tahun 2017 sebesar Rp27,39 miliar. compared to previous 2017 of Rp27.39 billion. This increase
Peningkatan nilai ini didasari adanya pengembangan progam, was based on the development of programs, replication of
kegiatan replikasi dan munculnya inovasi yang berasal dari activities, and the development of innovations through the
inisiatif masyarakat untuk keberlanjutan program. [203-1] community initiatives for developing a sustainable program.
[203-1]
Di samping itu, pada laporan tahunan 2018 ini kami In addition, in this 2018 annual report , there were
menyampaikan adanya penyajian kembali data dari laporan restatements of data from the previous year's report
tahun sebelumnya terkait perhitungan realisasi anggaran related to the calculation scope of CSR budgets. The CSR
CSR. Pembiayaan anggaran CSR bersumber dari PHE dan budgets were financed by PHE and Subsidiaries, as well as
Anak Perusahaan, serta PT Pertamina (Persero), tanpa PT Pertamina (Persero), excluding CSR funding from PHE
mengikutsertakan pembiayaan CSR dari Partner (Mitra PHE and Partners (JOB/BOB and Joint Ventures). [102-48]
di JOB/BOB dan Joint Ventures). [102-48]
Pembiayaan CSR | CSR Financing (dalam Rupiah)

(in Rupiah)
Bidang Program | Program Sector 2018 2017* 2016*
Pendidikan | Education 8.045.462.015 8.160.701.267 4.105.574.299
Lingkungan | Environment 5.986.474.798 3.960.719.475 4.275.603.095
Kesehatan | Health 2.369.387.886 2.881.362.331 2.123.880.305
Pemberdayaan Ekonomi | Economic Empowerment 10.535.522.037 9.261.479.228 9.872.263.634
Infrastruktur & Bencana Alam | Infrastructure & Natural Disasters 2.854.762.723 3.125.527.456 4.361.094.505
Jumlah | Total 29.791.609.459 27.389.789.757 24.738.415.839
*Realisasi Program CSR Tanpa Partner [102-48]

*Realization of CSR Program Without Partner [102-48]


yang Terkait dengan Lingkungan Hidup
Corporate Social Responsibility in Environment
Kebijakan Pengelolaan Lingkungan Environmental Management Policy
PHE s enantiasa memperhatikan aspek kelestarian PHE continuously considers the environmental
lingkungan di setiap lokasi operasi dan usaha. Sebagai conservation aspect at every operations and business
perusahaan di sektor hulu migas, PHE berkomitmen location. As a company in the upstream oil and gas
menerapkan pengelolaan lingkungan untuk meminimalkan sector, PHE is committed to implementing environmental
potensi dampak yang ditimbulkan dari kegiatan yang management to minimize the potential impacts caused by
dilaksanakan. conducted activities.

Pengelolaan lingkungan mengacu pada Kebijakan Mutu, Environmental management is in accordance with Quality
Keselamatan Kesehatan Kerja, dan Lindungan Lingkungan Policy, Occupational Health Safety and Environmental
(QHSSE) yang berlaku di PHE. Sesuai Kebijakan QHSSE, Protection (QHSSE) that applies in PHE. According to
sampai dengan akhir tahun 2018 Perusahaan telah QHSSE Policy, until the end of 2018 the Company has set
menetapkan prioritas pengelolaan lingkungan, yaitu: priorities for environmental management, such as:
1. Memiliki kompetensi dalam melakukan kajian risiko 1. Competent in conducting systematic and effective
dan pengelolaan risiko QHSSE yang sistematis dan risk assessment and risk management of QHSSE
efektif untuk mengantisipasi dan melaksanakan aktifitas to anticipate and carry out works from exploration,
pekerjaan, sejak tahapan eksplorasi, pengembangan, development, operation and production, up to operation
operasi dan produksi, maupun penutupan operasi. closure;
2. Menciptakan kepemimpinan dan keteladanan dalam 2. Creating leadership and exemplary role in QHSSE culture
budaya aspek QHSSE dengan cara: by:
• Menghentikan tindakan dan kondisi tidak aman, • Stopping unsafe actions and conditions, reporting any
melaporkan s etiap kecelakaan dan melakukan accidents and conducting investigation;
investigasi;
• Mematuhi peraturan perundangan, sistem tata kerja • Complying with laws and regulations, applicable
yang berlaku, persyaratan, dan harapan stakeholders; system of procedures, requirements and expectations
of stakeholders;
• Menyediakan sumber daya yang kompeten dalam • Providing competent resources in the management of
pengelolaan aspek QHSSE; QHSSE;
• Menyelesaikan pekerjaan dengan sistematis, tuntas • Complete the work systematically, thoroughly and
dan penciptaan nilai tambah yang terukur; dan creation of measurable added value; and
• Menjadikan aspek QHSSE sebagai pertimbangan • Use the QHSSE aspects as strategic consideration for
strategis pengambilan keputusan bisnis dan penilaian business decision making and work assessment.
kerja.
3. Bekerja sama dengan instansi terkait, mitra kerja, 3. Cooperate with relevant agencies, partners, suppliers of
penyedia barang dan jasa, maupun pihak ketiga dalam goods and services, as well as third parties in cultivating
pemuliaan budaya QHSSE. QHSSE culture;
4. M e n e ra p ka n C o nt i n u o u s I m p rove m e nt P ro g r a m 4. I m p l e m e n t C o n t i n u o u s I m p r o v e m e n t P r o g r a m
(CIP), Manajemen Pengetahuan, Standarisasi Sistem (CIP), Knowledge Management, Standardization of
M a n a j e m e n , s e r t a P e n g u k u ra n K i n e r j a S i s t e m Management System and Performance Measurement
Manajemen Operasi Perusahaan menjadi pilar utama of Operating Management System of the Company to
untuk mendukung pencapaian Visi dan Misi Perusahaan. become the main pillars in supporting the achievement
of the Company's Vision and Mission; and
5. Menjadi bagian budaya dan arus utama perusahaan kelas 5. Become a part of the culture and mainstream of a
dunia yang secara sadar, terencana dan terlapor, upaya- conscious, planned and well-planned world-class
upaya pengurangan emisi gas rumah kaca, pembinaan dan company, greenhouse gas emission reduction efforts,
pemberdayaan masyarakat, pembangunan berkelanjutan community development and empowerment, sustainable
dan pendekatan ekonomi hijau (optimalisasi sinergi development and green economy approach (synergy
antara people, profit, planet). optimization among people, profit, planet).


Struktur Organisasi MK3LL QHSSE Organizational Structure
Pas c a-pemberlakuan Shared Service Organization Post Shared Service Organization (SSO) implementation,
(SSO), pengelolaan lingkungan bersama pengelolaan environmental management together with occupational
keselamatan kesehatan kerja, menjadi salah satu tugas dan safety and health management become the duties and
tanggung jawab Fungsi Quality, Health, Safety, Security and responsibilities of the Quality, Health, Safety. Security, and
Environmental (QHSSE) yang dipimpin pejabat perusahaan Environmental (QHSSE) Function, headed by a company
setingkat Vice President bersama dengan Fungsi QHSSE official equal to the Vice President with the QHSSE Function
pada Anak Perusahaan (Struktur Organisasi QHSSE tersaji at Subsidiaries. (QHSSE Organizational Structure is
pada halaman 523). disclosed on page 523)
VP QHSSE bertanggung jawab kepada Direktur Utama dan VP of QHSSE is responsible to the President Director
dibantu oleh Safety Manager, OH-IH Manager, Environment and assisted by the Safety Manager, OH-IH Manager,
Manager, Quality Management System Manager, Security Environment Manager, Quality Management System
Manager, dan Emergency Response & Crisis Management Manager, Security Manager, and Emergency Response
Head. Melalui Fungsi QHSSE, PHE memastikan setiap & C r i s i s M a n a g e m e nt H e a d . T h ro u g h t h e Q H S S E
kegiatan di wilayah kerja PHE termasuk Anak Perusahaan, Function, PHE ensures all activities in the PHE area of
senantiasa aman, sehat, ramah lingkungan, efisien, dan operations including Subsidiaries are always safe, healthy,
berkualitas. environmentally friendly, efficient, and quality.
Dalam menerapkan pengelolaan lingkungan, PHE mengacu In implementing environmental management, PHE refers to
pada beberapa peraturan dan perundangan yang berlaku, di several prevailing regulations and laws, including:
antaranya:
• Undang-Undang No.1 Tahun 1970 tentang Keselamatan • Law No.1 of 1970 on Occupational Safety;
Kerja;
• Undang-Undang No.22 Tahun 2001 tentang Minyak dan • Law No.22 of 2001 on Oil and Gas;
Gas Bumi;
• Undang-Undang No. 40 tahun 2007 tentang Perseroan • Law No. 40 of 2007 on Limited Liability Companies (UU
Terbatas (UU PT); PT);
• Undang-Undang Nomor 32 Tahun 2009 tentang • Law No. 32 of 2009 on Environmental Protection and
Perlindungan dan Pengelolaan Lingkungan Hidup; Management;
• Undang-Undang No.5 Tahun 1990 tentang Konservasi • Law No.5 of 1990 on Conservation of Bioresources and
Sumber Daya Alam Hayati dan Ekosistemnya Their Ecosystem
• Undang-Undang No.30 tahun 2007 tentang Energi • Law No.30 of 2007 on Energy
• Undang-Undang No.18 Tahun 2008 tentang Pengelolaan • Law No.18 of 2008 on Waste Management
Sampah
• Peraturan Pemerintah No.21 Tahun 2010 tentang • Government Regulation No.21 of 2010 on Maritime
Perlindungan Lingkungan Maritim Environment Protection
• Peraturan Pemerintah No.101 Tahun 2014 tentang • Government Regulation No.101 of 2014 on Management of
Pengelolaan Limbah Bahan Berbahaya dan Beracun Hazardous and Toxic Waste
• Peraturan Pemerintah No.27 Tahun 2012 tentang Izin • Government Regulation No.27 of 2012 on Environmental
Lingkungan Permit
• Peraturan Presiden No.109 Tahun 2006 tentang • Presidential Regulation No.109 of 2006 on Emergency
Penanggulangan Keadaan Darurat Tumpahan Minyak Di Response of Marine Oil Spill
Laut
• Ke p u t u s a n P re s i d e n N o. 3 2 Ta h u n 1 9 9 0 te nt a n g • Presidential Decree No.32 of 1990 on Management of
Pengelolaan Kawasan Lindung Protected Areas
• Peraturan Menteri Perhubungan No.58 Tahun 2013 • Minister of Transport Regulation No.58 of 2013 on
Penanggulangan Pencemaran di Perairan dan Pelabuhan Mitigation of Pollution in Waters and Seaports

• Peraturan Menteri Lingkungan Hidup No.1 Tahun 2010 • Minister of Environment Regulation No.1 of 2010 on
Tata Laksana Pengendalian Pencemaran Air Procedures of Water Pollution Control
Persyaratan dan Tata Cara Perizinan Pembuangan Air Permit Requirements and Procedures of Wastewater
Limbah Ke Laut Disposal to the Ocean
Pemanfaatan Air Hujan Rainwater Utilization
• Peraturan Menteri Lingkungan Hidup No.13 Tahun 2007 • Minister of Environment Regulation No.13 of 2007
Persyaratan dan Tata Cara Pengelolaan Air Limbah Bagi on Requirements and Procedures of Wastewater
Usaha dan/atau Kegiatan Hulu Minyak dan Gas Serta Management for Oil and Gas and Geothermal Upstream
Panas Bumi Dengan Cara Injeksi Businesses and/or Activities by Injection
• Peraturan Menteri Lingkungan Hidup No.14 Tahun 2013 • Minister of Environment Regulation No.14 of 2013 on B3
Simbol dan Label Limbah B3 Waste Symbol and Label
Pedoman Penyusunan Dokumen Lingkungan Hidup Guidelines for Environmental Documents Composition
Pedoman Keterlibatan Masyarakat Dalam Proses Analisis Guidelines for Community Engagement in the Analysis
Dampak Lingkungan Hidup dan Ijin Lingkungan Process of Environmental Impacts and Environmental
Permit
Tata Cara Perijinan Pengelolaan Limbah B3 Precedures for B3 Waste Management Permit
Baku Mutu Air Limbah Bagi Usaha dan/atau Kegiatan Wastewater Quality Standards for Oil and Gas and
Minyak dan Gas Serta Panas Bumi Geothermal Businesses and/or Activities
Pemanfaatan Limbah Bahan Berbahaya dan Beracun Utilization of Hazardous and Toxic Waste
Tata Cara Pemberian Simbol dan Label Bahan B3 Procedures of Affixing B3 Material Symbol and Label
Audit Lingkungan Hidup Environmental Audit
Tata Cara Pemulihan Lahan Terkontaminasi Limbah Bahan Precedures for the Revitalization of Land Contaminated
Berbahaya dan Beracun by Hazardous and Toxic Waste
• Peraturan Menteri Lingkungan Hidup No.5 Tahun 2012 • Minister of Environment Regulation No.5 of 2012 on Types
Jenis Rencana Usaha dan/atau Kegiatan yang Wajib of Business and/or Activity Plans Obligated to Have
Memiliki Analisis Mengenai Dampak Lingkungan Hidup Environmental Impact Analysis
Baku Mutu Air Laut Quality Standards of Seawater
Tata Laksana Penilaian dan Pemeriksaan Dokumen Procedures for Environmental Documents Assessment
Lingkungan Hidup serta Penerbitan Izin Lingkungan and Inspection as well as Issuance of Environmental Permit
• Keputusan Menteri Lingkungan Hidup No.111 Tahun 2003 • Minister of Environment Decree No.111 of 2003 on
Pedoman Mengenai Syarat dan Tata Cara Perijinan Serta Guidelines for the Permit Requirements and Procedures
Pedoman Kajian Pembuangan Air Limbah ke Air atau as well as Guidelines for the Assessment of Wastewater
Sumber Air Disposal to Water or Water Source
• Keputusan Menteri Lingkungan Hidup No.128 Tahun 2003 • Minister of Environment Decree No.128 of 2003 on
Tata Cara dan Persyaratan Teknis Pengolahan Limbah Technical Procedures and Requirements for the Biological
Minyak Bumi dan Lahan Terkontaminasi oleh Minyak Bumi Treatment of Oil Waste and Land Contaminated by Oil
secara Biologis

Sertifikasi di Bidang Lingkungan Certification in

yang Dimiliki Environment
Pengelolaan lingkungan dilakukan dengan mengedepankan Environmental management is carried out by prioritizing
kepatuhan terhadap ketentuan perundang-undangan yang the compliance with the current regulations. During 2018,
berlaku. Selama tahun 2018, PHE tidak pernah mendapatkan PHE never received any sanctions over alleged violation of
sanksi terkait dugaan pelanggaran terhadap ketentuan applicable laws and regulations. [307-1]
perundang-undangan yang berlaku. [307-1]
PHE terus meningkatkan standarisasi pengelolaan PHE continues to improve environmental management
lingkungan melalui sertifikasi berstandar nasional maupun standards through national and international standard
internasional, yaitu: certifications, such as:
1. Sistem Manajemen Lingkungan ISO 14001:2004; 1. Environmental Management System ISO 14001:2004;
2. Sistem Manajemen Energi ISO 50001:2018; 2. Energy Management System ISO 50001:2018;,
Realisasi Standarisasi Penerapan Manajemen Lingkungan Tahun 2018

Realization of Standardization for Environmental Management Implementation in 2018
Standard Jumlah AP Jumlah AP PHE* Persentase

Standard Pemilik Sertifikasi Number of AP PHE* Percentage
Number of AP
Certification Holders
ISO 14001:2004
Sistem Manajemen Lingkungan
11 15 66,7%
ISO 14001:2004
Environmental Management System
ISO 50001:2018
Sistem Manajemen Energi
1 15 6,7%
ISO 50001:2018
Energy Management System
*Hanya AP PHE yang produksi. Mohon ditambah: PHE Randugunting, PHE Abar-Anggursi, dan PHE Nunukan Company tidak dimasukkan ke dalam perhitungan.
*Only included operating PHE subsidiaries. PHE Randugunting, PHE Abar-Anggursi, and PHE Nunukan Company not included in the calculation.
Mengingat sebaran blok migas yang menjadi wilayah kerja PHE, pengumpulan data terkait kinerja
pengelolaan lingkungan menemui beberapa kendala, di antaranya metode pengukuran yang berbeda
untuk indikator tertentu sehingga data pada periode sebelumnya sebagai pembanding harus
dinyatakan kembali.
Given the distribution of oil and gas blocks in PHE's working areas, collecting data related to environmental performance has
encountered several obstacles, such as different measurement methods for certain data and resulted into a restatement of
previous period performance to maintain comparability principle.

Target/Rencana Kegiatan Pada Tahun Target/Activity Plan in 2018

2018 yang Ditetapkan Manajemen Established by Management
PHE terus berupaya meningkatkan kualitas pengelolaan PHE continues to improve environmental management
lingkungan dengan melakukan sejumlah kegiatan selama quality by conducting several activities in 2018, including:
tahun 2018, di antaranya:
• Penerapan Sistem Manajemen Lingkungan; • Implementation of Environmental Management System;
• Penyusunan Dokumen Analisis Mengenai Dampak • P re p a rat i o n of E nv i ro n m e nt a l I m p a c t A n a l y s i s /
Lingkungan/Izin Lingkungan untuk kegiatan pengeboran Environmental Permit for exploration drilling activities on
eksplorasi pada beberapa blok migas; several oil & gas blocks;
• Pengendalian pencemaran air; • Water pollution control;
• Pengendalian pencemaran udara; • Air pollution control;
• Upaya 3R (Reduce, Reuse, Recycle) limbah Bahan • Efforts to 3R (Reduce, Reuse, Recycle) of hazardous and
Berbahaya dan Beracun (B3); toxic waste (B3);
• Upaya 3R (Reduce, Reuse, Recycle) limbah padat non B3; • Efforts to 3R (Reduce, Reuse, Recycle) of non-B3 solid waste;
• Konservasi air dan penurunan beban pencemaran air • Water conservation and reduction in pollution of
limbah; wastewater;
• Efisiensi Energi; • Energy Efficiency;
• Perlindungan keanekaragaman hayati. • Protection of biodiversity.
Target-target tersebut menjadi prioritas bagi Anak These targets were a priority for the Subsidiaries, to
Perus ahaan untuk memenuhi kriteria pengelolaan meet the PROPER assessment criteria of environmental
lingkungan hidup sesuai dengan kriteria penilaian PROPER. management. Until the end of 2018, the realization of
Sampai dengan akhir tahun 2018, realisasi dari target-target these targets has resulted in Gold PROPER ratings for
tersebut telah membuahkan peringkat PROPER Emas Subsidiaries, PHE Jambi Merang and PHE Offshore North
untuk Anak Perusahaan, yakni PHE Jambi Merang dan PHE West Java (ONWJ).
Offshore North West Java (ONWJ).
Pencapaian PROPER Anak Perusahaan PHE

PROPER Achievements of PHE Subsidiaries
PROPER 2018 2017 2016

Emas | Gold 2 3 2
Hijau | Green 3 3 3
Biru | Blue 7 6 7
Jumlah | Total 12 12 12

Kegiatan yang Dilakukan dan Dampak Kuantitatif Atas Kegiatan Tersebut

Conducted Activities and Quantitative Impacts Of The Activities
Kegiatan 2018 | Activities of 2018 Dampak Kuantitatif* | Quantitative Impact*
Pemanfaatan energi Total pemakaian energi sebesar 7.520.561,26 GJ

Energy consumption Total energy consumption of 7,520,561.26 GJ
Pengelolaan limbah mengandung bahan beracun dan berbahaya (B3) Total volume limbah B3 sebesar 2.141,73 Ton.
Management of waste containing toxic andhazardous substances (B3) Total B3 waste volume of 2,141.73 Tons
Pengelolaan limbah non B3 Total volume limbah non B3 sebesar 276,576 Ton.
Management of non-B3 waste Total non-B3 waste volume of 276,576 Tons
Pengelolaan air limbah Total volume air limbah sebesar 7.966.124,39 Ton
Wastewater management Total wastewater volume of 7,966,124.39 Tons
Pengendalian Pencemaran Udara Total volume pencemaran udara sebesar 1.377.615,53 Ton
Air Pollution Control Total air pollution volume of 1,377,615.53 Ton
Pengelolaan dan Pemanfaatan Air Total volume pemakaian air sebesar 418.265,96 Ton
Water Management and Consumption Total water consumption volume of 418,265.96 Tons
*Data per Juni 2018 | Data per June 2018
Penggunaan Materi dan Energi Ramah Use of Environmentally Friendly

Lingkungan Materials and Energy
Pengungkapan Pendekatan Manajemen (DMA) Disclosure of Management Approach (DMA)

Energi yang digunakan untuk mendukung kegiatan operasi The energy consumed to support PHE operations and
maupun produksi PHE bersumber dari pemakaian listrik production originates from the use of electricity and fuel
dan penggunaan bahan bakar minyak. Informasi terkait oil. Information relevant to energy management in 2018 was
pengelolaan energi selama tahun 2018, dihitung secara calculated in total from the operations and production of
total dari kegiatan operasi dan produksi PHE beserta Anak PHE and Subsidiaries. Energy management is performed by
Perusahaan. Pengelolaan energi dilaksanakan dengan implementing the ISO 50001:2018 on Energy Management
menerapkan ISO 50001:2018 Sistem Manajemen Energi, System through the strategy of avoid, shift, and improve.
melalui strategi: menghindar, menggeser, dan meningkatkan. Energy management is part of the duties and responsibilities
Pengelolaan energi menjadi bagian dari tugas dan tanggung of the QHSSE Function of PHE and Subsidiaries. Periodically,
jawab Fungsi QHSSE PHE dan Anak Perusahaan. Secara the QHSSE Function performs evaluation to ensure the
b e r ka l a Fu n g s i Q H S S E m e l a ku ka n eva l u a s i u nt u k effectiveness of energy management and encourage
memastikan efektivitas pengelolaan energi dan mendorong sustainable innovations in energy consumption efficiency.
dilakukannya inovasi berkelanjutan dalam hal efisiensi [103-1][103-2][103-3]
pemakaian energi. [103-1][103-2][103-3]

Material Digunakan Materials Used
Bergerak di sektor hulu migas, material utama yang menjadi Engaging in the upstream oil and gas sector, the main
bahan baku dalam proses produksi migas adalah kandungan material as the raw material in the oil and gas production
hidrokarbon dalam bentuk fluida yang ada di perut bumi, dan process is the hydrocarbon content in fluid form in
bersifat habis terpakai tanpa bisa didaur ulang. Selain itu, the bowels of the Earth, which is consumable and
PHE juga menggunakan zat kimia tertentu yang juga habis non-recyclable. Furthermore, PHE also uses a certain
terpakai sebagai bahan pembantu untuk proses pemisahan consumable chemical substance as the auxiliary agent for
minyak mentah, kondensat, dan gas bumi. [301-1][301-2] the process of separating crude oil, condensate, and gas.
[301-1][301-2]
Pemanfaatan material ramah lingkungan baru sebatas pada The use of environmentally friendly materials is limited
kegiatan pendukung, baik di lingkungan Kantor Pusat PHE, to supporting activities, whether in the PHE Head Office,
kantor Anak Perusahaan, maupun kantor di lokasi operasi. Subsidiary offices, or offices in operational locations.
Namun Laporan ini belum menampilkan volume material However, this Report has not presented the volume of
ramah lingkungan yang digunakan selama tahun 2018. environmentally friendly materials used in 2018.
Total Energi Digunakan Total Energy Consumed
Pe n g e l o l a a n e n e rg i d i l a ku ka n m e n g a c u p a d a I S O Energy management is performed by referring to ISO

50001:2018 tentang Sistem Manajemen Energi dan ISO 50001:2018 on Energy Management System and ISO
14001:2015 tentang Sistem Manajemen Lingkungan, dengan 14001:2004 on Environmental Management System
strategi menghindar, menggeser, dan meningkatkan. Energi with the strategy of avoid, shift, and improve. The energy
yang digunakan pada tahun 2018, terdiri atas konsumsi consumed in 2018 consisted of the production process
energi proses produksi dan konsumsi energi proses energy consumption and the supporting process energy
pendukung. Informasi penggunaan energi diperoleh dari consumption. Information on energy consumption was
Fungsi Operation & Production dan Fungsi Logistik untuk obtained from the Operations & Production Function and
energi proses produksi dan Fungsi General Affair untuk the Logistics Function for the production process energy
energi proses pendukung, dan disampaikan sebagai data and the General Affairs Function for the supporting process
penghitungan total konsumsi energi yang dikonversi dalam energy, and presented as calculation data of the total energy
satuan energi (GigaJoule atau GJ). Energi yang digunakan consumption converted in energy unit (GigaJoule or GJ).
bersumber dari pemakaian listrik dan penggunaan Bahan The consumed energy originates from the consumption of
Bakar Minyak (BBM). [302-1][302-2] electricity and fuel oil (BBM). [302-1][302-2]
Secara umum total konsumsi energi PHE pada kurun waktu In general, the total PHE energy consumption in the
periode pelaporan, mengalami penurunan sebesar 9,6%. reporting period experienced a 9.6% decrease. The energy
Penurunan energi ini dapat tercapai karena inovasi program decrease was possible due to energy efficiency program
efisiensi energi antara lain: innovations, which include:
1. Program Jam Cerdas (Jambi Merang Condensate Early 1. Jam Cerdas (Jambi Merang Condensate Early Response
Response by Detection Alert System) yang dilakukan oleh by Detection Alert System) Program conducted by PHE
PHE Jambi Merang. Jambi Merang.
2. Modifikasi Logic ESD System Process Shutdown Sumur 2. Well Logic ESD System Process Shutdown modification
yang dilakukan oleh JOB PMEP Tomori Sulawesi. conducted by JOB PMEP Tomori Sulawesi.
3. Modifikasi “Pusaka Water Drain System” yang dilakukan 3. Pusaka Water Drain System modification conducted by
oleh BOB PT. BSP – Pertamina Hulu. BOB PT. BSP – Pertamina Hulu.

4. Program penghematan energi dari Genset Merbau dan 4. Energy savings program from Genset Merbau and Parum
Parum yang dilakukan oleh PHE Kampar. conducted by PHE Kampar.
5. Inovasi “Smart Tie In” dan Program Proteksi "G-Shock" 5. Smart Tie In innovation and G-Shock Protection Program
yang dilakukan oleh PHE OK. conducted by PHE OK.
6. R e d e s a i n m e s i n a u t o m o t i v e m a g i c - c o m u n t u k 6. Redesign of the automotive magic-com machine to
menghasilkan listrik di fasilitas lepas pantai yang generate electricity at offshore facilities conducted by
dilakukan oleh PHE ONWJ.
7. Program “Optimalisasi Pergerakan Standby Vessel dalam 7. “Optimization of Standby Vessel Movement in Transferring
Pengalihan Kapal Nelayan di Zona Aman Anjungan Lepas Fishermen’s Ships in the Offshore Platform Safe Zone”
Pantai" yang dilakukan oleh PHE NSO. Program conducted by PHE NSO.
8. Penggantian Bahan Bakar Solar Dengan Gas Asso yang 8. Replacement of Diesel Fuel with Asso Gas conducted by
dilakukan oleh JOB Pertamina GSIL. JOB Pertamina GSIL.
9. Program "GHOST SWAP" pada proses resertifikasi kapal 9. GHOST SWAP Program in the crude oil storage tanker
tanker penyimpanan minyak mentah yang dilakukan oleh ship recertification process conducted by PHE WMO.
PHE WMO.
10. Program Fuel Capping yang dilakukan oleh PHE OSES 10. Fuel Capping Program conducted by PHE OSES Central
Central Business Unit. Business Unit.
Total Pemakaian Energi PHE

PHE Energy Consumption
Konsumsi Energi (GJ)

Uraian Energy Consumption (GJ)
Description
2018* 2017 2016
Konsumsi Energi Proses Energy Consumption for

6.199.422,47 13.257.616,95 13.766.595,05
Produksi Production Process
Konsumsi Energi Proses Energy Consumption for

939.058,36 1.729.566,39 1.621.926,97
Pendukung Supporting Process
Total Konsumsi Energi Total Energy Consumption 7.138.480,83 14.987.183,34 15.388.522,02
Restatement: Data tahun 2017 dan 2016 mengalami Restatement: The 2017 and 2016 data underwent a change
perubahan karena update jumlah Anak Perusahaan yang due to the update of subsidiaries with environmental
memiliki laporan kinerja lingkungan serta update data akhir performance report and data update at the end of 2017.
tahun 2017.

Grafik Pemakaian Energi PHE

Graph of PHE Energy Consumption
Pemakaian Energi
Energy Consumption
16.000.000 5
14.000.000 5
12.000.000 4
4
10.000.000
3
5.000.000
3
8.000.000
2
6.000.000
2
4.000.000 1
2.000.000 1
0 0
Tahun | Years
Intensitas Pemakaian Energi Energy Consumption Intensity
Intensitas pemakaian energi PHE selama lima tahun The PHE energy consumption intensity in the last five years
terakhir juga mengalami fluktuasi. Nilai Intensitas Energi also experienced fluctuation. The Energy Intensity Value
pada Juni 2018 mencapai 1,18 GJ/TOE produksi dihasilkan in June 2018 reached 1.18 GJ/TOE with the generated
dengan volume sebesar 5.262.861,05 TOE, sementara nilai production volume of 5,262,861.05 TOE, while the Energy
Intensitas Energi pada tahun 2017 mencapai 1,26 GJ/TOE Intensity Value in 2017 reached 1.26 GJ/TOE with the
produksi dihasilkan dengan volume sebesar 10.515.067,58 generated production volume of 10,515,067.58 TOE.
TOE.
Intensitas Pemakaian Energi PHE

PHE Energy Consumption Intensity
2018* 2017 2016

Uraian
Description
GJ/TOE
Intensitas Pemakaian Energi Intensity of Energy Consumption of

1,18 1,26 1,20
Proses Produksi Production Process
Rasio Pemakaian Energi Proses Ratio of Energy Consumption of

5,18 4,57 3,61

Grafik Intensitas Pemakaian Energi

Graph of PHE Energy Consumption Intensity
Intensitas Pemakaian Energi

Energy Consumption Intensity
1,45 6,00
1,40
5,00
1.35
4,00
1,30
1,25 3,00
1.20
2,00
1,15
1,00
1,10
y = -0,0151x + 1,288
1.05 0,00
Tahun | Years
Efisiensi Energi Energy Efficiency
Aspek penting dalam pengelolaan energi sesuai ISO A significant aspect in energy management in accordance
14001:2015 Sistem Manajemen Lingkungan dan ISO with ISO 14001:2015 on Environmental Management System
50001:2018 Sistem Manajemen Energi adalah pelaksanaan and ISO 50001:2018 on Energy Management System is
program efisiensi berkelanjutan. PHE telah melakukan the implementation of a sustainable efficiency program.
berbagai upaya untuk meningkatkan efisiensi penggunaan PHE has performed various efforts to improve energy
energi. Salah satunya adalah program penghematan consumption efficiency. One of which is the energy savings
e n e rg i ya n g d i t e ra p k a n P H E O N WJ d a n b e r h a s i l program implemented by PHE ONWJ which successfully
meraih Penghargaan Efisiensi Energi Nasional Subroto obtained the National Energy Efficiency Subroto Award
Award 2018 untuk kategori inovasi khusus manajemen 2018 for the category of innovation in energy management
energi di industri skala besar. in large scale industries.
PHE ONWJ melakukan inovasi efisiensi energi yang PHE ONWJ performs energy efficiency innovation with
berdampak signifikan terhadap penurunan konsumsi energi. significant impacts on the decrease of energy consumption.
Penerapan efisiensi energi meliputi penggantian compressor Implementation of energy efficiency includes replacement
pada Zulu Flow Station dengan nilai investasi sebesar Rp12 of Compressor in the Zulu Flow Station with an investment
miliar, dengan payback period hanya 1,5 tahun. Pemasangan value of Rp12 billion, with the payback period of 1.5 years.
compressor ini dilakukan dengan memanfaatkan gas The compressor installation was performed by utilizing
suar yang selama ini dibuang untuk mengurangi tekanan flare gas, which had previously been disposed of to reduce
diubah menjadi fuel gas untuk menggerakan compressor. pressure, altered into fuel gas to move the compressor.
Pemasangan alat ini juga dapat menghilangkan Installation of the equipment was also able to eliminate
ketergantungan pada bahan bakar solar yang selama ini dependency on diesel fuel that had to be shipped from land
harus dikirim dari daratan dan membangkitkan listrik dengan and generated electricity with the capacity of 2.5 MW. From
kapasitas sebesar 2,5 MW. Dari pelaksanaan kegiatan ini the implementation of this activity, the savings achieved was
penghematan yang dicapai adalah sebesar 23.149,87 GJ 23,149.87 GJ or equal to Rp7 billion per annum.
atau setara Rp7 miliar per tahun.

Selama tahun 2018 PHE melakukan berbagai upaya untuk In 2018, PHE performed various efforts to improve energy
meningkatkan efisiensi energi dan memperlihatkan hasil efficiency which showed considerable significant results.
cukup signifikan. Selain PHE ONWJ, penerapan efisiensi Aside from PHE ONWJ, energy efficiency implementation
energi juga dilakukan di Anak Perusahaan lain. Secara was also conducted by other Subsidiaries. In total, the
keseluruhan nilai efisiensi pada Juni 2018 mencapai efficiency value in June 2018 reached 34,129,473.92 GJ.
34.129.473,92 GJ.
Efisiensi Pemakaian Energi PHE

PHE Energy Consumption Efficiency
Uraian 2018* 2017 2016

Description
GJ
Konsumsi Energi Energy Consumption 7.520.561,26 14.987.183,34 15.388.522,02
Hasil Absolut Efisiensi Energi Absolute Energy Efficiency 34.129.473,92 62.563.887,93 51.689.523,18

Tabel Program Efisiensi Energi dan Hasil Dicapai

Table of Energy Efficiency Programs and the Achieved Results
Program Pencapaian
Program Achievement
Jam Cerdas (Jambi Merang Condensate Early Response by Efisiensi energi sebesar 30.281,36 GJ
Detection Alert System) yang dilakukan oleh PHE Jambi Merang Energy efficiency of 30,281.36 GJ
Jam Cerdas (Jambi Merang Condensate Early Response by Detection
Alert System) conducted by PHE Jambi Merang
Modifikasi Logic ESD System Process Shutdown Sumur yang Efisiensi energi sebesar 3.821,29 GJ
dilakukan oleh JOB PMEP Tomori Sulawesi Energy efficiency of 3,821.29 GJ
Modification of the Well Logic ESD System Process Shutdown carried
out by JOB PMEP Tomori Sulawesi
Modifikasi “Pusaka Water Drain System” yang dilakukan oleh BOB Mengurangi energi pemakaian listrik saat start up awal dan saat
PT. BSP – Pertamina Hulu. berjalan normal sebesar 48.437 GJ
Modification of "Pusaka Water Drain System" carried out by BOB PT BSP Reducing the energy of electricity consumption on initial start up and
- Pertamina Hulu. during normal operation of 48,437 GJ
Program penghematan energi dari Genset Merbau dan Parum yang Penghematan pemakaian solar rata-rata perbulan sebesar 54.743
dilakukan oleh PHE Kampar liter
Energy saving program from the Merbau and Parum Generators carried Saving the use of monthly average diesel fuel contumption of 54.743 liters
out by PHE Kampar
Inovasi “Smart Tie In” dan Program Proteksi "G-Shock" yang Pengurangan konsumsi energi penggunaan gas sebesar 45 GJ
dilakukan oleh PHE OK Reducing the gas use energy consumption of 45 GJ
"Smart Tie In" Innovation and "G-Shock" Protection Program carried out
by PHE OK
Redesain mesin automotive magic-com untuk menghasilkan listrik Menghemat biaya pembelian bahan bakar gas dari pihak ketiga
di fasilitas lepas pantai yang dilakukan oleh PHE ONWJ setara Rp24,6 miliar per tahun (700 ribu kaki kubik perhari dengan
Redesign of automotive magic-com machines to produce electricity in
harga US$7 per MMBTU)
offshore facilities carried out by PHE ONWJ
Saving the cost of gas fuel from third party equal to Rp24.6 billion per
annum (700 thousand cubic feet per day at US$7 per MMBTU)
Program “Optimalisasi Pergerakan Standby Vessel dalam Efisiensi energi yang digunakan sebesar 914,9 GJ (tahun 2015),
Pengalihan Kapal Nelayan di Zona Aman Anjungan Lepas Pantai" 1.653,9 GJ (tahun 2016), 1.973,6 (tahun 2017) dan 3.200,2 GJ (tahun
yang dilakukan oleh PHE NSO 2018)
"Optimization of Standby Vessel Movement in Transfer of Fishing Vessels Consumed energy efficiency of 914.9 GJ (2015), 1,653.9 GJ (2016), 1,973.6
in Offshore Platform Safe Zones" Program conducted by PHE NSO (2017), and 3,200.2 GJ (2018)
Penggantian Bahan Bakar Solar Dengan Gas Asso yang dilakukan Penggunaan energi solar dapat ditekan sebesar 2.580 GJ
oleh JOB Pertamina GSIL The use of diesel fuel energy could be suppressed by 2,580 GJ
Replacement of Solar Fuel with Asso Gas carried out by JOB Pertamina
GSIL
Program "GHOST SWAP" pada proses resertifikasi kapal tanker Efisiensi energi sebesar 8.316 GJ yang berasal dari pengurangan
penyimpanan minyak mentah yang dilakukan oleh PHE WMO penggunaan bahan bakar diesel sebesar 381.890 Liter/bulan
The "GHOST SWAP" program in the process of recertifying a crude oil Energy efficiency of 8,316 GJ originating from the reduction of diesel fuel
tanker is carried out by PHE WMO consumption by 381,890 liters/month
Program Fuel Capping yang dilakukan oleh PHE OSES Central Efisiensi pemakaian bahan bakar minyak untuk keperluan transportasi
Business Unit 513.256 KL/bulan
Fuel Capping Program conducted by PHE OSES Central Business Unit Efficiency of fuel oil consumption for transportation needs of 513,256 KL/
bulan

Grafik Rasio Efisiensi Energi Terhadap Total Pemakaian Energi PHE

Graph of the Ratio of PHE Energy Efficiency to the Total Energy Consumption
Efisiensi Pemakaian Energi

Energy Consumption Efficiency
60.000.000
50.000.000
Hasil Absolut Efisiensi Energi
40.000.000 Hasil Absolut Efisiensi Energi
30.000.000 Linear (Konsumsi Energi)

Linear (Energy Consumption)
20.000.000
y = -2E+06x + 2E+07
10.000.000 Linear (Hasil Absolut Efisiensi

Energi)
0 Linear (Hasil Absolut Efisiensi
2013 Energi)
y = 8E+06x - 2E+06
Tahun | Years
Sistem Pengelolaan dan Pengolahan Waste Management and Treatment

Limbah Perusahaan System of the Company
Pengolahan Limbah B3 dan Non-B3 B3 and Non-B3 Waste Treatment

Limbah mengandung Bahan Berbahaya dan Beracun Wastes containing hazardous and toxic substances
(B3) yang dihasilkan dari kegiatan operasional dan proses generated by the operational activities and production
produksi, terdiri dari beberapa bentuk : process consists of several forms:
• LB3 padat • Solid LB3

• LB3 cair • Liquid LB3
• LB3 gas • Gas LB3
• LB3 partikel • Particle LB3
Pengelolaan dan pengolahan limbah mengandung B3 Management and treatment of waste containing B3 is
dilakukan dengan melibatkan pihak ketiga berizin. Selama conducted by engaging a licensed third party. In 2018, the
tahun 2018 limbah B3 yang dihasilkan PHE diserahkan B3 waste generated by PHE was handed to a third party for
kepada pihak ketiga untuk dimanfaatkan lebih lanjut. Hal further utilization. This is regulated in the contract with the
tersebut diatur dalam kontrak dengan pihak ketiga untuk third party to ensure that the B3 Waste is transported and
memastikan Limbah B3 diangkut dan dimanfaatkan sesuai utilized in accordance with regulatory provisions.
dengan ketentuan regulasi.

PHE terus berupaya mengurangi produksi limbah B3. PHE continuously endeavors to reduce B3 waste production.
Sepanjang kurun waktu periode pelaporan ada beberapa In the reporting period, there were several efforts made by
upaya yang telah dilakukan PHE pada fasilitas produksi dan PHE at the production and supporting facilities, including:
penunjang, antara lain:
a. Recovery Amine dari Modifikasi Sampling Connection a. Amine recovery from Sampling Connection Modification
b. PC-Prove Transformer (pemasangan “Purifikator Kacang b. PC-Prove Transformer (online installation of “Purifikator
Zamrud” yang dilakukan secara online atau tanpa Kacang Zamrud” or without shutting down electricity
mematikan suplai listrik) yang dilakukan oleh BOB BSP – supply) conducted by BOB BSP – Pertamina Hulu.
Pertamina Hulu.
c. Program Pengurangan Limbah Laboratorium yang c. Laboratorium Waste Reduction Program conducted by
dilakukan oleh PHE Jambi Merang. PHE Jambi Merang.
d. Inovasi memodifikasi rubber stuffing box yang dilakukan d. Innovation to modify the rubber stuffing box conducted
oleh PHE Kampar. by PHE Kampar.
e. Program Inovasi Sulfa Remover yang dilakukan oleh PHE e. Sulfa Remover Innovation Program conducted by PHE
OK. OK.
f. Inovasi Dry Gas Seal dan instalasi tandem pada KL Gas f. Dry Gas Seal innovation and tandem installation at the KL
Lift Compression System yang dilakukan oleh PHE ONWJ Gas Lift Compression System conducted by PHE ONWJ
g. Penggantian Catridge Printer Bekas yang dilakukan oleh g. Replacement of Used Printer Catridges conducted by
PHE NSO. PHE NSO.
h. Inovasi Program Recovery skiming pit dengan "G-Stik" h. Skimming pit with "G-Stik" Recovery Program Innovation
yang dilakukan oleh JOB Pertamina GSIL. conducted by JOB Pertamina GSIL.
i. Inovasi “Metode Refuse” pada subsistem proses i. “Refuse Method” Innovation in the handling process
penanganan bahan bakar gas yang digunakan untuk subsystem of the fuel gas used to operate the Gas
mengoperasikan Gas Turbine Compressor (GTC) yang Turbine Compressor (GTC) conducted by PHE WMO.
dilakukan oleh PHE WMO.
j. Perubahan model dan bahan untuk kemasan limbah yang j. Changing the model and material of the disposable waste
rusak sekali pakai menjadi kemasan yang dapat diisi ulang packaging to a refillable packaging conducted by PHE
yang dilakukan oleh PHE OSES. OSES.

Tabel Ratio 3R LB3 Terhadap Total LB3 PT Pertamina Hulu Energi

Table of the Ratio of PT Pertamina Hulu Energi 3R LBR to the Total LB3
Keterangan Satuan
No 2018* 2017 2016
Description Unit
Total LB3 yang dihasilkan

1 Ton 2.141,73 3.544,23 3.744,20
Total B3 waste generated
Proses Produksi
Ton 2.091,38 3.431,08 3.632,66
Production Process
Proses Pendukung
Ton 50,35 113,16 111,54
Supporting Process
Hasil Absolut Pengurangan LB3

2 Ton 129,88 107,56 519,35
Absolute Results of B3 waste Reduction
Proses Produksi
Ton 117,23 93,18 476,15
Production Process
Proses Pendukung
Ton 12,65 14,38 43,20
Supporting Process
Kegiatan berhubungan dengan Comdev

Ton 0,00 0,00 0,00
Comdev related activities
Total Produksi Perusahaan

3 TOE 5.412.367,63 10.321.250,19 11.229.604,00
Company Total Production
Intensitas Timbulan LB3 Proses Produksi

4 Intensity of B3 Waste Generation of Production Ton/TOE 0,000386 0,000332 0,000323
Process
Intensitas Timbulan LB3 Proses Produksi

dan Kegiatan Pendukung
5 Ton/TOE 0,000396 0,000343 0,000333
Intensity of B3 Waste Generation of Supporting
Process
Rasio Hasil 3R dengan Total LB3 yang

dihasilkan Proses Produksi
6 % 0,06 0,03 0,13
Ratio 3R Result to Total B3 Waste Generation
from Production Process
Rasio Hasil 3R dengan Total LB3 yang

dihasilkan Proses Produksi dan Kegiatan
7 Pendukung % 0,06 0,03 0,14
Ratio 3R Result to Total B3 Waste Generation
from Supporting Process

Grafik Limbah B3 yang dihasilkan

Graph of the generated B3 Waste
Limbah B3
B3 Waste
4.000 LB3 Proses Produksi

Production Process LB3
3.500
3.000 LB3 Fasilitas Pendukung

Supporting Facilities LB3
2.500
Ton
2.000 Rasio LB3

Ratio LB3
1.500
1.000
500
Tahun | Years
Grafik Intensitas Limbah B3

Graph of the Intensity of B3 Waste Generation
Intensitas 3R LB3
Intensity 3R LB3
0,000450 0,31 LB3 Proses Produksi

Production Process LB3
0,000400 0,30
0,000350 LB3 Fasilitas Pendukung
0,25 Supporting Facilities LB3
0,000300
Ton/TOE
0,000250 0,20 Rasio LB3

Ratio LB3
0,000200 0,15
0,000150
0,10
0,000100
0,000050 0,05
0,000000 0,00
Tahun | Years

Grafik 3R Limbah B3
Graph of B3 Waste 3R
3R LB3
4.000 Limbah B3 yang dihasilkan

B3 Waste generated
3.500
3.000 y = -34.360x + 3017.8
2.500
Hasil Absolut Pengurangan PLB3
2.000 PLB3 Absolute Reduction Results
Ton
1.500 Linear (Limbah B3 yang dihasilkan)

Linear (B3 Waste generated)
1.000
500 Linear (Hasil Absolut Pengurangan PLB3)
Linear (Absolute Energe Efficiency Results)
0
Tahun | Years
y = -193.04x + 1002.5
Pengurangan Limbah Non B3 Reduction of Non-B3 Waste

Kegiatan pengurangan limbah non-B3 dilakukan dengan Activities of non-B3 waste reduction is performed through
beberapa cara pada fasilitas produksi dan penunjang. several methods at production and supporting facilities.
• Pemanfaatan kayu bekas menjadi pallet yang dilakukan • Utilization of used wood as Pallets conducte by JOB
oleh JOB PMEP Tomori Sulawesi. PMEP Tomori Sulawesi.
• Program Geber Komposting yang dilakukan oleh BOB PT • Geber Composting Program conducted by BOB PT BSP-
BSP-Pertamina Hulu. Pertamina Hulu.
• Program Kompos Ekspres JP 14 yang dilakukan oleh PHE • JP 14 Express Compost Program conducted by PHE
Jambi Merang. Jambi Merang.
• Pemanfaatan limbah organik menjadi kompos dan • Utilization of organic waste into compost and management
pengelolaan limbah anorganik yang dilakukan oleh PHE of inorganic waste conducted by PHE Kampar.
Kampar.
• Inovasi Program Komposting Super OK yang dilakukan • Super OK Composting Program Innovation doncuted by
oleh PHE OK. PHE OK.
• Inovasi Kertas “Penyerap Oli” dalam Pemanfaatan • “Oil Absorbent” Paper Innovation in the Utilization of paper
sampah kertas yang dilakukan oleh PHE ONWJ. waste conducted by PHE ONWJ.
• Program pengurangan sampah domestik yang dilakukan • Domestic waste reduction program conducted by JOB
oleh JOB PGSIL. PGSIL.
• Program pemanfaatan casing protector pipa pengeboran • Utilization of drilling pipe protector casings program for
untuk transplantasi terumbu karang yang dilakukan oleh coral reef transplant conducted by PHE WMO.
PHE WMO.
• Penggantian kemasan plastik yang sekali pakai dengan • Replacement of the disposable plastic packaging with
kemasan yang dapat dipakai berulang yang dilakukan reusable packaging conducted by PHE OSES.
oleh PHE OSES.

Tabel Ratio 3R Limbah Non-B3 Terhadap Total Limbah Non-B3 yang Dihasilkan PHE
Table of the Ratio of Non-B3 Waste 3R to the Total Non-B3 Waste Generated by PHE
Keterangan Satuan
No 2018* 2017 2016
Description Unit
Total Limbah Padat Non B3 yang dihasilkan

1 Ton 276.576 465.997 508.811
Total Non B3 Solid Waste Generated
Proses Produksi
Ton 9.410 18.398 21.489
Production Process
Proses Pendukung
Ton 267.166 447.599 487.322
Supporting Process
Hasil Absolut 3R Limbah Padat Non B3

2 Ton 106,79 195,45 171,68
Absolute Result of 3R of Non B3 Solid Waste
Proses Produksi
Ton 0,45 1,86 1,92
Production Process
Proses Pendukung
Ton 102,50 185,12 163,46
Supporting Process

Ton 3,85 8,47 6,30
Comdev related activities

3 TOE 5.272.860,54 10.515.067,62 11.519.419,26
Company Total Production
Intensitas Limbah Padat Non B3 Proses

Produksi
4 Ton/TOE 0,0000018 0,0000017 0,0000019
Intensity of Non B3 Solid Waste from
Production Process
Intensitas Limbah Padat Non B3 Proses

Produksi dan Kegiatan Pendukung
5 Ton/TOE 0,0000525 0,0000443 0,0000442
Intensity of Non B3 Solid Waste from
Supporting Process
Rasio Limbah Padat Non B3 Proses Produksi

6 Ratio of Non B3 Solid Waste from Production % 0,05 0,10 0,09
Process
Rasio Limbah Padat Non B3 Proses Produksi

dan Kegiatan Pendukung
7 % 0,39 0,42 0,34
Ratio of Non B3 Solid Waste from Supporting
Process

Grafik Limbah non B3 yang dihasilkan

Graph of generated non-B3 Waste
Limbah Non B3
Non B3 Waste
600
500
400
Ton
300
Proses Produksi
Production Process
200
Fasilitas Pendukung
Supporting Facilities
100
Rasio 3R Non B3
Ratio 3R Non B3
0
Tahun | Years
Grafik Intensitas Limbah non B3

Graph of the Intensity of non-B3 Waste Generation
Intensitas 3R Non B3
Intensitas 3R Non B3
0,0000025 0,45
0,40
0,0000020
0,35
0,30 Intensitas Proses Produksi

0,0000015 Production Process Intensity
0,25
Ton/TOE
Rasio 3R Non B3
0,20 Ratio 3R Non B3
0,0000010
0,15 Linear (Intensitas
Proses Produksi)
0,0000005 0,10 Linear (Production Process
Intensity)
0,05
y = -9E-08x + 2E-06
0,0000000 0,00
Tahun | Years

Grafik 3R Limbah non B3

Graph of the non-B3 Waste 3R
Efisiensi 3R Non B3
Efisiensi 3R Non B3
600
500 Limbah 3R Non B3

yang Dihasilkan
Non-B3 3R Waste Generated
400
Hasil Absolut 3R Non B3
Absolute Non-B3 3R Results
Ton
300
Linear (Limbah 3R Non B3
yang Dihasilkan)
200
Linear (Non-B3 3R Waste Generated)
100 Linear (Hasil Absolut 3R Non B3)

Linear (Absolute Non-B3 3R Results)
y = -26.387x + 497.28 Tahun | Years y = 2.9801x + 135.98
Pengelolaan dan Pengolahan Air Wastewater Management and

Limbah Treatment
Ada beberapa limbah dihasilkan berbentuk cairan, yang There are several liquid form wastes, generated from the
dihasilkan dari kegiatan operasi dan proses produksi. operational activities and production process. Wastewater
Air limbah dihasilkan dari air terproduksi yang naik ke is generated from produced water that rises to the surface,
permukaan, air bekas hasil pengeboran dan air limbah used water resulting from drilling, and domestic wastewater.
domestik.
Total air limbah yang dihasilkan dari proses produksi (air The total wastewater generated from the production
terproduksi) pada Juni 2018 mencapai 7.868.405,55 ton, p ro c e s s ( p ro d u c e d wat e r) i n J u n e 2 01 8 re a c h e d
dan pada tahun 2017 sebanyak 17.879.989,60 ton. Total air 7,868,405.55 tons, and in 2017 was 17,879,989.60 tons.
limbah yang dihasilkan dari fasilitas pendukung (domestik) The total wastewater generated from supporting facilities
pada Juni 2018 mencapai 98.192,69 ton, dan pada tahun (domestic) in June 2018 reached 98,192.69 tons and in 2017
2017 sebanyak 228.408,27 ton. was 228,408.27 tons.
Pengelolaan dan pengolahan air limbah dilaksanakan melalui Wastewater management and treatment are performed
upaya penurunan beban pencemaran air. Pengolahan yang through efforts of water pollutant load reduction. The
dilakukan diharapkan dapat mengembalikan kualitas air conducted treatment is expected to return the wastewater
limbah yang memenuhi baku mutu, sebelum dialirkan ke quality to meet quality standards before being disposed to
badan air atau digunakan kembali untuk keperluan lain. a water body or reused for other needs.
Selama tahun 2018 PHE melakukan beberapa program In 2018, PHE carried out several programs to reduce the
untuk menurunkan beban pencemaran air. water pollutant load.

• Pemanfaatan air dari hasil pengolahan IPAL domestik • The utilization of water from domestic IPAL (Wastewater
yang dilakukan oleh JOB PMEP Tomori Sulawesi untuk Treatment Installation) conducted by JOB PMEP Tomori
mengurangi beban pencemaran ke badan air dengan Sulawesi to reduce the pollution load to the body of water
memanfaatkannya sebagai air proses pencucian di area by utilizing it as a washing process water at bund wall area.
bundwall. Dampak dari kegiatan ini diperoleh pengurangan The impacts of this activity were the reduction of clean
konsumsi air bersih sebesar 97 m 3 dan penghematan water consumption by 97 m3 and clean water cost savings
biaya air bersih sebesar Rp23.765.000 of Rp23,765,000
• Program “Zero Discharged Produced Water” yang • The “Zero Dis charged Produced Water ” program
dilakukan oleh JOB PMEP Tomori Sulawesi yaitu conducted by JOB PMEP Tomori Sulawesi, which is the
pengolahan air terproduksi dengan cara injeksi ke treatment of produced water by injecting it to the disposal
sumur disposal untuk mengurangi beban pencemaran ke well to reduce the pollution load to the body of water. The
badan air. Dampak lingkungan dari kegiatan ini diperoleh environmental impacts of this activity were the reduction
penurunan beban pencemaran yang dilepaskan ke in pollution load released to the body of water by 29.88
badan air sebesar 29,88 Ton dan penghematan biaya Tons and produced water treatment cost savings of
pengolahan air terproduksi sebesar Rp8.513.848.954. Rp8,513,848,954.
• Program “Recycle Disposal Water pada RO Unit” yang • The “Recycle Disposal Water at RO Unit” program
dilakukan oleh JOB PMEP Tomori Sulawesi yaitu conducted by JOB PMEP Tomori Sulawesi, which is the
pembuatan jalur pipa sirkulasi balik disposal water dari construction of disposal water recirculation pipeline from
Reverse Osmosis Unit pada Demin Water Treatment ke the Reverse Osmosis Unit at the Water Demin treatment
Clarifier Water Tank pada Utility Water Treatment untuk to the Clarifier Water Tank at the Utility Water Treatment
mengurangi konsumsi air tanah. Dampak lingkungan dari to reduce groundwater consumption. The environmental
kegiatan ini diperoleh pengurangan konsumsi air bersih impacts of this activity were the reduction of clean water
sebesar 4.134,16 m 3 dan penghematan biaya air bersih consumption by 4,134.16 m3 and clean water cost savings
sebesar Rp45.442.654. of Rp45,442,654.
• Program Geber Cementing yang dilakukan oleh BOB • The Geber Cementing program conducted by BOB PT
PT BSP – Pertamina Hulu yaitu memanfaatkan kembali BSP – Pertamina Hulu, which is the reutilization of leftover
air buangan sisa proses pemboran setelah diolah di wasterwater from the drilling process after being treated
kolam penampungan. Dampak dari kegiatan ini diperoleh in the water pond. The impacts from this activity were
pengurangan penggunaan air tanah sebesar 25 m 3 dan the reduction of groundwater consumption by 25 m 3 and
penghematan biaya air tanah dan pembuatan sumur groundwater and water well drilling cost savings of 1.8
sebesar 1,8 miliar rupiah. billion rupiah.
• Pengelolaan limbah air terproduksi yang dilakukan oleh • The management of produced wastewater conducted by
PHE Jambi Merang dengan metode “Insulasi Pipa pada PHE Jambi Merang with the “Pipe Insulation at Thermal
Thermal Oxidizer (Insipato)”. Dampak dari kegiatan ini Oxidizer (Insipato)”. The impact of this activity was the
adalah pengurangan beban pencemaran sebesar 60,06 reduction in pollution load of 60.06 m 3 71.38 m 3 . The
m 3 71,38 m 3. Dampak besar dan penting dari program ini major and significant impact of this program was the
adalah terjaganya produksi kondensat dan gas JOB Jambi maintenance of the condensate and gas production of
merang sebesar 4.000 BPD kondensat dan 100 BBTUD JOB Jambi Merang at 4.000 BPD kondensat and 100
gas dan perubahan rantai nilai dari air yang terinjeksi dapat BBTUD gas and the value chain change of injected water
berkurang karena tidak ada pembentukan air kondensasi could lessen due to the non-formation of condensation
lagi. water.
• Inovasi Iron Trap yang dilakukan oleh PHE Jambi Merang • The Iron Trap innovation conducted by PHE Jambi
yaitu inovasi subsistem filterisasi air tanah untuk kebutuhan Merang, which is the innovation of a groundwater filtration
operasi dan fasilitas pendukung. Penghematan biaya yang subsystem for the needs of operations and supporting
diperoleh pada tahun 2017 sebesar Rp46,9 juta dengan facilities. The cost savings obtained in 2017 was Rp46.9
investasi sebesar Rp100 juta. Perbaikan lingkungan yang million with a Rp100 million investment. The environmental
diperoleh dengan adanya Iron Trap ini adalah konservasi improvement gained by Iron Trap is water conservation as
air serta mengurangi beban pencemaran lingkungan well as reduction of the environmental pollution load with
dengan nilai absolut sebesar 730 m 3 tahun 2017 dan an absolute value of 730 m3 in 2017 and 362 m3 in 2018, as
362 m 3 tahun 2018, serta pengurangan limbah filter B3 well as reduction in B3 filter waste of 5.8 Tons in 2017.
sebanyak 5,8 Ton tahun 2017.

• Mereduksi Air Limbah Terproduksi pada Sistem • The Reduction of Produced Wastewater in the Exploration
Eksplorasi dan Produksi yang dilakukan oleh PHE ONWJ and Production System conducted by PHE ONWJ with
dengan metode Graphling 1.0. Dampak dari kegiatan ini the Graphling 1.0 method. The impact of this activity was
adalah berkurangnya volume air terproduksi sebesar the reduction of produced water volume by 63,248.79 m3
63.248,79 m3 dari 4 sumur infill sehingga mereduksi beban form 4 infill wells, thereby reducing the pollutant load by
pencemar sebesar +12 ton minyak dan lemak. Penurunan +12 tons of oil and fat. The decrease in pollutant load could
beban pencemar dapat meningkatkan kualitas habitat improve the quality of marine ecology habitat around the
ekologis perairan laut di sekitar wilayah PHE ONWJ. area of PHE ONWJ. This innovation managed to save the
Inovasi ini berhasil menghemat biaya eksekusi kegiatan execution cost of exploration and exploitation activities,
eksplorasi dan eksploitasi khususnya biaya pengolahan particularly the produced wastewater treatment cost of
air limbah terproduksi sebesar Rp1.762.522.803. Rp1,762,522,803.
• Program Sistem Cat-Liq (Liquid Catcher) yang dilakukan • The Cat-Liq (Liquid Catcher) System Program conducted
oleh PHE WMO yaitu inovasi proses penanganan uap air/ by PHE WMO, which is the innovation of vapor handling
vapor yang mengalami perubahan fase proses kondensasi that experienced a change in the condensation process
yang ditransfer dari KO POT dengan cara pengendapan phase by being transferred from the KO POT by way of
sehingga uap air/vapor tersebut benar-benar menjadi sedimentation for the vapor to truly become liquid. This
liquid. Program ini telah berhasil mengkonversi air 155 program has successfully converted 155 Liters/day
Liter/hari (56.575 Liter/tahun) dan penurunan beban of water (56,575 Liters/year) and reduced the water
pencemaran air sebesar 0.00055 Ton minyak dan lemak. pollution load by 0.00055 Tons oil and fat. The cost
Penghematan biaya yang diperoleh adalah sebesar savings gained was Rp1,499,237.50 from the savings of
Rp1.499.237,50 dari penghematan pembelian air. water purchase.
Tabel Rasio Hasil Penurunan Beban Pencemaran Air

Terhadap Total Air Limbah Dihasilkan
Table of the Ratio of Water Pollution Load Reduction Results
to the Total Wastewater Generated
Keterangan Satuan
No 2018* 2017 2016
Description Unit
Total Air Limbah

1 Ton 7.966.124,39 18.107.924,02 14.460.815,92
Total Wastewater
Proses Produksi (air terproduksi)

Ton 7.868.405,55 17.879.989,60 14.241.990,28
Production Process (produced water)
Fasilitas Pendukung (domestik)

Ton 98.192,69 228.408,27 220.424,06
Supporting Facilities (domestic)
Ton Minyak
Hasil Absolut Beban Pencemaran Air
dan Lemak
2 Terproduksi 4.640.553,13 12.335.036,84 7.651.366,98
Tons of Oil and
Total Absolute of Water Pollution Load
Fat
Ton Minyak
Proses Produksi dan Lemak
4.640.553,13 12.335.036,83 7.651.366,98
Production Process Tons of Oil and
Fat

Keterangan Satuan
No 2018* 2017 2016
Description Unit
Ton Minyak
Proses Pendukung dan Lemak
0,00 0,00 0,00
Supporting Process Tons of Oil
and Fat
Ton Minyak
Kegiatan yang berhubungan dengan Comdev dan Lemak
0,00 0,00 0,00
Comdev related Activities Tons of Oil
and Fat

3 TOE 5.560.176,62 10.515.067,39 11.519.419,09
Total Production of the Company
Intensitas Air Limbah Proses Produksi

4 Intensity of Wastewater from the Production Ton/TOE 1,42 1,70 1,24
Process
Intensitas Air Limbah Proses Produksi dan

Kegiatan Pendukung
5 Ton/TOE 1,43 1,72 1,26
Intensity of Wastewater from the Production
Process and Supporting Activities
Rasio 3R Proses Produksi

6 % 0,590 0,690 0,537
3R Ratio of the Production Process
Rasio 3R Proses Produksi dan Pendukung

7 3R Ratio of the production and supporting % 0,583 0,681 0,529
processes
Grafik Air Limbah yang dihasilkan

Graph of generated Wastewater
Air Limbah
Wastewater
20.000.000 0,800
18.000.000
0,700
16.000.000
0,600
14.000.000 Total air limbah yang di hasilkan dari
0,500 proser produksi (air terproduksi)
12.000.000
Total wastewater from production process
TON
10.000.000 0,400 (produced water)
8.000.000 0,300 Total air limbah yang di hasilkan dari

6.000.000 fasilitas pendukung (domestik)
0,200 Total wastewater from supporting facilities
4.000.000
(domestic)
2.000.000 0,100
Rasio 3R
0 0,000 3R Ratio
Tahun | Years

Grafik Intensitas Air Limbah

Graph of Wastewater Intensity
Intensitas Air Limbah

Wastewater Intensity
1,80 0,800 Intensitas Air Limbah Proses

Produksi
1,60 0,700
Wastewater Intensity of
1,40 0,600 Production Process
1,20 Rasio Pengurangan Beban

0,500 Pencemaran Proses Produksi
1,00
TON/TOE
0,400 Ratio of Pollution Reduction Load of

Production Process
0,80
0,300 Linear (Intensitas Air Limbah
0,60 Proses Produksi)
0,200
0,40 Linear (Wastewater Intensity of
0,100 Production Process)
0,20
0,000
0,00 y = 0.1501x + 0.8416
Tahun | Years
Grafik Rasio Hasil Penurunan Beban Pencemaran Air Limbah

Graph of Ratio of Wastewater Pollution Load Reduction Results
Efisiensi Air Limbah

Wastewater Efficiency
20.000.000 0,800
Total air limbah
18.000.000 Total Wastewater
0,700
16.000.000
0,600 Hail Absolut Beban Pencemaran Air
14.000.000 Terproduksi
12.000.000 0,500 Absolute Results of Produced Water
Pollution Load
TON
10.000.000 0,400
Linear (Total Air Limbah)
8.000.000 0,300 Linear (Total Wastewater)
6.000.000 y = 4E+06x - 3E+06

0,200
4.000.000 Linear (Hasil Absolut Beban)
0,100 Linear (Absolute Results of Load)
2.000.000
0 0,000 y = 385689x + 1E+07
Tahun | Years

Pengendalian Emisi dan Menjaga

Keanekaragaman Hayati
Emission Control And Biodiversity Protection
Pengungkapan Pendekatan Manajemen Disclosure of Management Approach

(DMA) (DMA)
Kegiatan operasi dan produksi migas yang dilakukan PHE The oil and gas operational and production activities
berpotensi menimbulkan dampak terhadap lingkungan conducted by PHE have the potential of bringing impacts on
melalui pelepasan emisi gas suar dan terganggunya the environment through the release of flare gas emissions
keanekaragaman hayati di sekitar lokasi kegiatan. Emisi and the disruption of biodiversity around activity locations.
gas suar turut berkontribusi terhadap efek gas rumah Flare gas emissions also contribute to the greenhouse
kaca (GRK) yang memicu pemanasan global, sementara effect (GRK), which triggers global warming, while the
terganggunya keanekaragaman hayati menganc am disruption of biodiversity threatens the extinction of existing
punahnya organisme yang ada. PHE melalui Fungsi QHSSE organisms. PHE through the PHE QHSSE Function has a
PHE memiliki komitmen untuk mengendalikan emisi dari gas commitment to control the emissions of flare gas as well
suar, serta menjaga keanekaragaman hayati. Perusahaan as protect biodiversity. The Company continues to reduce
terus berupaya mengurangi volume emisi gas suar dengan the volume of flare gas emissions by treatment to be utilized
mengolah kembali, sehingga bisa dimanfaatkan secara for commercial use, while efforts to protect biodiversity
komersial. Sementara upaya menjaga keanekaragaman are conducted through land rehabilitation as well as
hayati dilakukan dengan melakukan rehabilitasi lahan, serta conservation. [103-1][103-2][103-3]
konservasi. [103-1][103-2][103-3]

Penurunan Total Emisi dan Intensitas Reduction Of Total Emissions and

Emisi [305-1][302-2] Emissions Intensity [305-1][302-2]
Kegiatan produksi migas yang dijalankan Anak Perusahaan The oil and gas production activities conducted by
menghasilkan emisi cukup besar, sehingga PHE terus Subsidiaries generate considerably high emissions,
berupaya mengendalikan potensi penurunan kualitas therefore PHE continuously endeavors to control the
udara sekaligus mengurangi emisi gas rumah kaca (GRK). potential of air quality decrease as well as reduce
Total volume emisi yang dihasilkan pada tahun 2018 bulan greenhouse gas emissions (GRK). The total volume of
Juni mencapai 1.377.615,53 ton, dan tahun 2017 sebesar emissions generated in 2018 reached 1,377,615.53 tons in
1.602.432,66 ton. June and 1,602,432.66 tons in 2017.
Total Emisi Dihasilkan

Total Emissions Generated
Uraian 2018* 2017 2016

Description
Ton
Total Emissions of Production
Total Emisi Proses Produksi 1.199.796,05 1.475.106,64 1.787.952,96
Process
Total Emissions of Supporting

Total Emisi Proses Pendukung 177.819,47 127.326,02 188.493,49
Process
Total Emisi Dihasilkan Total Emissions Generated 1.377.615,52 1.602.432,66 1.976.446,45
Grafik Penurunan Emisi

Graph of Emission Reduction
Penurunan Emisi
Emissions Reduction
3.500.000 20
18
3.000.000
16
2.500.000 Total Pencemaran Udara
14 Proses Produksi
2.000.000 12 Total Air Pollution of Production
TON
Process
10
1.500.000 8 Total Pencemaran Udara
Fasilitas Pendukung
1.000.000 6
Total Air Pollution of Supporting
4 Facilities
500.000 2 Rasio Penurunan Emisi
0 Ratio of Emissions Reduction
0
Tahun | Years

Keberhasilan mengendalikan emisi yang dihasilkan, juga The success in controlling generated emissions is also
ditunjukkan dari penghitungan Intensitas Emisi yang shown from the calculation of generated Emissions Intensity.
dihasilkan. Nilai Intensitas Emisi dihitung sebagai volume The Emissions Intensity value is calculated as the emissions
emisi dihasilkan per volume produk dihasilkan. Semakin volume generated per product volume produced. The lower
rendah nilai Intensitas Emisi maka semakin kecil pula potensi the Emissions Intensity value, the smaller the air pollution
pencemaran udara. potential.
Nilai Intensitas Emisi Proses Produksi pada tahun 2018 The Emissions Intensity value of the Production Process in
bulan Juni sebesar 0,18 ton/TOE. Nilai tersebut lebih tinggi 2018 reached 0.18 ton/TOE in June. The value was higher
dibanding tahun 2017 yang mencapai 0,13 ton/TOE. compared to 2017, which reached 0.13 ton/TOE
Pengendalian Emisi Gas Suar Control of Flare Gas Emissions
Salah satu sumber emisi dari kegiatan operasi dan produksi One of the oil and gas operations and production sources
migas adalah gas suar (flare gas) yang merupakan gas hasil of emission is flare gas, which is the gas resulting from oil
kegiatan eksplorasi dan produksi migas yang dibakar karena and gas exploration and production that is burnt because
tidak dapat ditangani oleh fasilitas produksi. Pembakaran it cannot be handled by the production facilities. Flare gas
gas suar berkontribusi langsung pada efek rumah kaca combustion directly contributes to the greenhouse effect
karena mengandung gas rumah kaca (GRK): CO 2 (karbon because it contains greenhouse gases (GRK): CO2 (carbon
dioksida) dan CH2 (metana). [305-1] dioxide) and CH2 (methane). [305-1]
Upaya mengurangi pembakaran gas suar adalah dengan Efforts to reduce flare gas combustion are by using
memanfaatkannya secara komersial. Pengendalian gas it commercially. Control of flare gas is performed in
suar dilakukan sesuai Peraturan Menteri ESDM No.32 Tahun accordance with Minister of ESMD Regulation No.32 of 2017
2017 tentang Pemanfaatan dan Harga Jual Gas Suar pada on the Flare Gas Utilization and Sales Price in the Upstream
Kegiatan Usaha Hulu Minyak dan Gas Bumi. Pada tahun Oil and Gas UBusiness Activities. In 2018, PHE conducted
2018, PHE melakukan beberapa upaya untuk mengurangi several efforts to reduce flare gas combustion, whether
pembakaran gas suar, baik yang dilakukan menggunakan performed using own cost or in cooperation with other
biaya sendiri maupun bekerjasama dengan pihak lain, di parties, including: [201-2][305-5]
antaranya: [201-2][305-5]
• Modifikasi Logic ESD System Process Shutdown Sumur • Well Logic ESD System Process Shutdown modification
• Inovasi Rekayasa Sodetan KO drum yang dilakukan oleh • Engineering of KO drum crossing channel conducted by
PHE Jambi Merang. PHE Jambi Merang.
• Penambahan fasilitas RAG kompresor dan pipa penyalur • Addition of the RAG compressor and channeling pipe
yang dilakukan oleh PHE OSES. facilities conducted by PHE OSES.

Reduksi Emisi Karbon Reduction of Carbon Emissions
Selama tahun 2018, PHE juga melakukan beberapa upaya In 2018, PHE also performed several efforts to reduce GRK
untuk mengurangi emisi GRK, baik yang dilaksanakan pada emissions, whether conducted in production activities or
kegiatan produksi maupun kegiatan pendukung. supporting activities.
• Modifikasi ESD System dan Penambahan Tombol Rescue • ESD System Modification and Addition of the Rescue
untuk Mencegah Gas Offspec ke Pipeline yang dilakukan Button to Prevent Gas Offspec to Pipelines conducted by
oleh JOB PMEP Tomori Sulawesi. JOB PMEP Tomori Sulawesi.
• Modifikasi “Pusaka Water Drain System” pada saluran gas • “Pusaka Water Drain System” modification in the gas line
menuju combustion chamber yang dilakukan oleh BOB PT towards the combustion chamber conducted by BOB PT
BSP – Pertamina Hulu. BSP – Pertamina Hulu.
• Jambi Merang Condensate Early Response by Detection • Jam Cerdas (Jambi Merang Condensate Early Response
Alert System (Jam Cerdas) yang dilakukan oleh PHE by Detection Alert System) Program conducted by PHE
Jambi Merang. Jambi Merang.
• Program penghematan BBM Genset di Merbau dan • Genset fuel oil savings in Merbau and Parim conducted
Parum yang dilakukan oleh PHE Kampar. by PHE Kampar.
• Program “Smart Tie in” efisiensi penggunaan gas pada • “Smart Tie In” program of gas use in genset conducted by
genset yang dilakukan oleh PHE OK. PHE OK.
• Implementasi Si Pintar untuk Pengontrolan Sumur Gas • Si Pintar implementation for the Control of Gas Lift Well
Lift yang dilakukan oleh PHE ONWJ. conducted by PHE ONWJ.
• Program Optimalisasi Pergerakan Standby Vessel dalam • Optimization of Standby Vessel Movement in Transferring
Pengalihan Kapal Nelayan di Zona Aman Anjungan Lepas Fishermen’s Ships in the Offshore Platform Safe Zone
Pantai yang dilakukan oleh PHE NSO. Program conducted by PHE NSO.
• Konversi Gas (Gas Asso) menjadi bahan bakar pada unit • Gas Conversion (Asso Gas) as fuel in the generator set
generator set sebagai pengganti bahan bakar diesel yang unit as a replacement for diesel fuel conducted by JOB
dilakukan oleh JOB Pertamina – GSIL. Pertamina – GSIL.
• Program "GHOST SWAP" pada proses resertifikasi kapal • "GHOST SWAP" Program in the crude oil storage tanker
tanker penyimpanan minyak mentah yang dilakukan oleh ship recertification process conducted by PHE WMO.
PHE WMO.
• Inovasi Sistem Liquid Catcher pada pengurangan beban • Liquid Catcher System innovation in the reduction of
emisi dan penghematan pemakaian fuel yang dilakukan emission load and savings of fuel use conducted by PHE
oleh PHE WMO. WMO.

Tabel Total Emisi Reduksi Karbon Dibanding Total Emisi Dihasilkan PHE
Table of the Ratio of Total Carbon Emissions Reduction to the Total Emissions Generated by PHE
Keterangan Satuan
No 2018* 2017 2016
Description Unit
Total Pencemaran Udara

1 Ton 1.377.615,53 1.602.432,66 1.976.446,45
Total Air Pollution
Proses Produksi
Ton 1.199.796,05 1.475.106,64 1.787.952,96
Production Process
Fasilitas Pendukung
Ton 177.819,47 127.326,02 188.493,49
Supporting Facilities
Hasil Absolut Penurunan Emisi

2 Ton 18.830.056,47 30.484.065,65 26.258.316,74
Absolute Results of Emission Reduction
Proses Produksi
Ton 18.786.177,21 30.395.598,84 26.165.743,38
Production Process
Proses Pendukung
Ton 43.879,27 88.466,81 92.573,35
Supporting Process

Ton -
Comdev-relevant activities - -

3 TOE 6.751.981,05 11.001.017,58 11.963.193,67
Intensitas Pencemaran Udara Proses

Produksi
4 Ton/TOE 0,18 0,13
Air Pollution Intensity from the Production 0,15
Process
Intensitas Pencemaran Udara Proses

Produksi + Fasilitas Pendukung
5 Ton/TOE 0,20 0,15
Air Pollution Intensity from the Production 0,17
Process + Supporting Facilities
Rasio Penurunan Emisi Proses Produksi

6 Ratio of the Production Process Emission % 15,66 20,61
14,63
Reduction
Rasio Penurunan Emisi Proses Produksi +

Fasilitas Pendukung
7 % 13,67 19,02
Ratio of the Production Process + Supporting 13,29
Facilities Emission Reduction
PHE telah berhasil menurunkan total pencemaran udara 2018

sebesar 14% dari tahun sebelumnya
In 2018, PHE has achieved 14% Carbon emission reduction compare to previous year.

Grafik Efisiensi Penurunan Emisi

Graph of Emission Reduction Efficiency
Efisiensi Penurunan Emisi

Emission Reduction Efficiency
Total Pencemaran Udara

3.500.000 Total Air Pollution
3.000.000 Hasil Absolut Penurunan

Emisi
2.500.000 Absolute Results of Emission
Reduction
2.000.000
TON
Linear (Total Pencemaran

Udara)
1.500.000 Linear (Total Air Pollution)
1.000.000 y = -583516x + 4E+06
500.000 Linear (Hasil Absolut

Penurunan Emisi)
0 Linear (Absolute Results of
Emission Reduction)
y = 6E+06x - 1E+06
Tahun | Years
Grafik Intensitas Penurunan Emisi

Graph of Emission Reduction Intensity
Intensitas Penurunan Emisi

Emission Reduction Intensity
0,40 25,00
0,35
20,00
0,30 Intensitas Pencemaran Udara
Proses Produksi
0,25 15,00 Air Pollution Intensity of
Production Process
TON
0,20
Rasio Penurunan Emisi
10,00 Proser Produksi
0,15
Emission Reduction Ratio of
Production Process
0,10
5,00
Linear (Intensitas Pencemaran
0,05 Udara Proses Produksi)
Linear (Air Pollution Intensity of
0,00 0,00
Production Process)
Tahun | Years

Menjaga Keanekaragaman Hayati [G4-Og4] Protecting Biodiversity [G4-Og4]
Kegiatan operasi dan produksi PHE baik yang berada di The PHE operational and production activities take place in
lepas pantai maupun di daratan berlangsung di Wilayah the oil and gas work areas (WK), whether offshore or on land.
Kerja (WK) migas dan dikelola Anak Perusahaan. Setiap WK Each WK is managed by a Subsidiary. Until the end of 2018,
dikelola Anak Perusahaan. Sampai dengan akhir tahun 2018, PHE ensured there were no offshore platforms located on
PHE memastikan tidak ada anjungan lepas pantai yang or near national marine parks or protected coral reefs areas.
berada atau berdekatan dengan wilayah taman laut nasional Similarly with the WK on land, none is near or on national
maupun area terumbu karang yang dilindungi. Demikian parks and other protected areas. There are no species of
pula dengan WK di daratan, tidak ada yang berdekatan atau coral reefs, fish, or fauna and flora included in the protected
berada di taman nasional maupun kawasan dilindungi lain. list according to IUCN Red List or Law No. 5 of 1990 on
Tidak ada spesies terumbu karang, ikan maupun fauna atau Conservation of Natural Resources. [304-1][304-4]
flora yang termasuk dalam daftar dilindungi menurut IUCN
Red List maupun berdasarkan Undang-Undang (UU) No.5
Tahun 1990 tentang Konservasi Sumber Daya Alami. [304-1]
[304-4]
PHE menyadari keberadaan anjungan lepas pantai PHE is aware that the presence of offshore platforms,
secara langsung maupun tidak langsung memengaruhi whether directly or indirectly, influences the ecosystem
ekosistem terumbu karang yang ada di dalamnya. Demikian of coral reefs existing in them. Similarly with the presence
pula dengan keberadaan fasilitas pendukung di darat of supporting facilities on land that impacts the nuance of
yang berdampak pada perubahan rona lingkungan dan the environment and ecosystem in them. This condition is
ekosistem di dalamnya. Kondisi ini disikapi Perusahaan addressed by the Company with various programs intended
dengan berbagai program yang ditujukan untuk menjaga to protect biodiversity, as a form of participation in the
keanekaragaman hayati sebagai bentuk partisipasi achievement of sustainable development goals (SDGs) in
pencapaian tujuan pembangunan berkelanjutan (SDGs) goals 14 and 15. [304-2][304-3]
pada goals 14 dan 15. [304-2][304-3]
Selama tahun 2018, PHE melanjutkan beberapa program In 2018, PHE continued several programs organized to
yang diselenggarakan untuk melindungi keanekaragaman protect biodiversity existing around the operational areas.
hayati yang berada di sekitar lingkungan operasi. Upaya The efforts made have been able to protect biodiversity as
yang dilakukan telah dapat melindungi keanekaragaman well as influence the improvement of the welfare of local
hayati, serta memberikan pengaruh pada peningkatan communities.
kesejahteraan masyarakat setempat.
1. Introdusir Banggai Cardinal Fish ke lokasi Transplantasi 1. Introduction of the Banggai Cardinafish to the Lapangan
Karang Lapangan Tiaka yang dilakukan oleh JOB PMEP Tiaka Reef Transplant conducted by JOB PMEP Tomori
Tomori Sulawesi. Sulawesi.
2. Inovasi Kehati pelepasliaran ikan arwana (Scleropages 2. Kehati innovation of the Asian arowana (Scleropages
formosus) yang dilakukan oleh BOB PT BSP – Pertamina formosus) release to the wild conducted by BOB PT BSP
Hulu. – Pertamina Hulu.
3. Pemantauan kehati di kawasan hutan konservasi 3. Kehati monitoring at conservation forest areas using
menggunakan CAMBOJA (Camera Biodiversity of Jambi CAMBOJA (Camera Biodiversity of Jambi Merang)
Merang) yang dilakukan oleh PHE Jambi Merang. conducted by PHE Jambi Merang.
4. Penanaman tanaman langka Sumatera yang dilakukan 4. Planting of Sumatera rare vegetation conducted by PHE
oleh PHE Kampar. Kampar.
5. Program penangkaran rusa di Kawasan Konservasi 5. Deer captive breeding program in the Bukit Nanti Forest
Hutan Lindung Bukit Nanti di Kecamatan Ulu Ogan, Conservation Area in Ulu Ogan District, OKU regency of
Kabupaten OKU seluas 80 Ha yang sudah ditetapkan 80 Ha established as a conservation area conducted by
sebagai area konservasi yang dilakukan oleh PHE OK. PHE OK.

6. Inovasi Modul Honai s ebagai media tumbuh dan 6. Honai Module innovation as a coral reef growing media
berkembang karang yang dilakukan PHE ONWJ. conducted by PHE ONWJ.
7. Sistem perlindungan satwa liar (Organic Dome System) 7. Wildlife protection system (Organic Dome System)
yang dilakukan oleh PHE ONWJ. conducted by PHE ONWJ.
8. Program kegiatan “One Man One Tree” yang dilakukan 8. “One Man One Tree” activity program conducted by JOB
oleh JOB P – GSIL. P – GSIL.
9. Program peningkatan kualitas lingkungan termasuk 9. Environmental quality improvement program, including
Penanaman pohon bakau di Kepulauan Seribu yang the planting of mangrove trees in Kepulauan Seribu
dilakukan oleh PHE OSES. conducted by PHE OSES.
10. Pengembangan kawasan mangrove di Desa Labuhan, 10. Development of the mangrove area in Labuhan Village,
Kabupaten Bangkalan, Madura, Jawa Timur yang Bangkalan Regency, Madura, East Java, conducted by
dilakukan oleh PHE WMO. PHE WMO.
Pengelolaan Pemakaian Air Management Of Water Consumption
Kebutuhan air terutama digunakan untuk pendinginan pada Water is mostly used for cooling the production process and
proses produksi dan kebutuhan domestik seperti mandi, domestic needs such as showerin, washing, and toilet. The
cuci, dan kakus. Air yang digunakan terutama bersumber water used mainly originate from Seawater and River Water.
dari Air laut dan Air Sungai. PHE berkomitmen mengelola PHE is committed to managing water consumption wisely
pemakaian air secara bijak dan terus berupaya melakukan and continuously attempting to perform water consumption
efisiensi pemakaian air setiap tahunnya. efficiency every year.
Dalam beberapa tahun terakhir, diketahui total volume In the last several years, the total volume of water
pemakaian air di lingkungan PHE memperlihatkan penurunan. consumption in PHE showed a decrease. In June 2018,
Pada tahun 2018 bulan Juni total volume pemakaian the total water consumption volume reached 418,265.96
air mencapai 418.265,96 ton, dan tahun 2017 sebesar tons, which in 2017 was 828,922.13 tons. Management of
828.922,13 ton. Pengelolaan pemakaian air dilakukan water consumption is performed by efficiency initiatives
dengan inisiatif efisiensi melalui metode konservasi, baik through the conservation method, whether in the production
dalam proses produksi maupun penunjang operasi. Sampai process or operational support. Until the end of 2018, there
dengan akhir tahun 2018 ada beberapa inisiatif efisiensi dan were several initiatives for water resource efficiency and
konservasi sumber daya air yang telah dilakukan PHE. conservation conducted by PHE.
Total Pemakaian Air | Total Water Consumption
Uraian 2018* 2017 2016

Description Ton
Total Pemakaian Air Proses Total Water Consumption of
246.405,14 491.421,92 497.501,27
Total Pemakaian Air Proses Total Water Consumption of

171.860,82 337.500,21 275.550,86
Pendukung Supporting Activities
Total Pemakaian Air Total Water Consumption 418.265,96 828.922,13 773.052,13
PHE berhasil menurunkan total pemakaian air 2018 sebesar 49,8% dari tahun 2017
In 2018, PHE has successfully reduced the water usage of 49.8% compare to 2017

Grafik Pemakaian Air

Graph of Water Consumption
Pemakaian Air
Water Consumption
700.000 14,00
600.000 12,00
Pemakaian Air
500.000 10,00 Proses Produksi
Water Consumption of
TON
400.000 8,00 Production Process

Pemakaian Air Kegiatan
300.000 6,00 Pendukung
Water Consumption of
200.000 4,00 Supporting Activities
100.000 2,00 Rasio Efisiensi Air

Ratio of Water Efficiency
0 0
Tahun | Years
Tabel Inisiatif Efisiensi Pemakaian Air dan Konservasi Sumberdaya Air

Table of the Initiatives for Water Consumption Efficiency and Water Resource Conservation
Inisiatif Initiative Pencapaian Achievement
Pemanfaatan air dari hasil Utilization of water from domestic Pengurangan konsumsi air Clean water consumption reduction
pengolahan IPAL domestik yang IPAL conducted by JOB PMEP bersih sebesar 97 m 3 di untuk
of 97 m 3 for the washing process.
dilakukan oleh JOB PMEP Tomori Tomori Sulawesi proses pencucian. Penghematan
Cost savings from this innovation
Sulawesi biaya dari inovasi ini adalah
was Rp 23,765,000 from clean
Rp23.765.000 yaitu biaya air
water cost
bersih
Zero Discharge Produced Water Zero Discharge Produced Water Penghematan biaya pengolahan Cost savings of produced water
yang dilakukan oleh JOB PMEP conducted by JOB PMEP Tomori air terproduksi sebesar treatment of Rp. 8,513,848,954
Tomori Sulawesi Sulawesi Rp8.513.848.954
Program Geber Cementing The Geber Cementing program Menghemat penggunaan air Saved the groundwater
memanfaatkan kembali air utilizes disposed water leftover tanah sebanyak 25 m3 dan
consumption by 25 m 3 and cost
buangan sisa proses pemboran from the drilling process after being penghematan biaya Rp1,8 M dari
savings of 1.8 B from the cost of
setelah diolah di kolam treated in the water pond conducted biaya pajak penggunaan air tanah
taxes for groundwater consumption
penampungan yang dilakukan by BOB PT BSP – Pertamina Hulu dan pembuatan sumur air
and water well construction
oleh BOB PT BSP – Pertamina
Hulu
I r o n Tr a p a t a u p r o g r a m Iron Trap or the program of iron Konservasi air sebesar 730 m 3

Water conservation of 730 m 3 in
p e n g u ra n g a n ka d a r i o n b e s i ion levels reduction in clean water tahun 2017 dan 362 m3 tahun 2018
pada air bersih untuk proses dan for the production process and 2017 and 362 m 3 in 2018
kegiatan penunjang di PHE Jambi supporting activities at PHE Jambi
Merang Merang

Inisiatif Initiative Pencapaian Achievement
P ro g ra m p e m b u a t a n l u b a n g T h e m a k i n g o f b i o p o re h o l e s , Pembuatan lubang biopori The making of biopore holes was

b i o p o r i , ko l a m re s a p a n d a n Absorbing Pond and Absorbing Well, mampu meresapkan air sebanyak able to absorb water by 213,896
sumur resapan, serta revegetasi as well as revegetation of forest 213.896 m3/tahun;
m3/year; construction of absorbing
kawasan hutan yang dilakukan areas conducted by PHE Kampar pembuatan kolam dan sumur
pond and well was able to absorb
oleh PHE Kampar resapan mampu meresapkan
air hujan sebanyak 42.740 m 3 / rain water by 42.740 m 3 /year;
tahun; revegetasi telah berhasil revegetation has succeeded in the
melakukan penanaman sejumlah planting of 1,500 stems of rare trees
1.500 batang tanaman dan buah and fruit trees the equivalent of
langka setara dengan 189.521 m 3 189,521 m 3 of water
air
P ro g ra m B a ny u Ag u n g ya i t u Banyu Agung program, which is the Program ini telah berhasil This program succeeded in the
pemanfaatan potensi air sungai utilization of river water potential mengefisiensikan air tanah groundwater efficiency of 6 million
yang dilakukan oleh PHE OK conducted by PHE OK sebesar 6 Juta m3
m3
Penambahan struktur bongkar Addition of a knock down structure Invensi ini telah berhasil This invention managed to prevent
pasang untuk selubung pompa for the water utility volute at the mencegah terjadinya kehilangan water loss due to the unreliability of
utilitas air pada sistem penyedia c l e a n wa t e r p ro v i d i n g s y s t e m air akibat ketidakhandalan sistem the clean water providing system
air bersih yang dilakukan oleh PHE conducted by PHE ONWJ penyediaan air bersih sebanyak
by ±2,347 m 3 and a cost savings of
ONWJ ±2.347 m3 dan total penghematan
5,689,000,000,- in the January 2016
biaya sebesar Rp 5.689.000.000,-
– June 2018 period
selama periode Januari 2016
– Juni 2018
Program konservasi air sistem Liquid Catcher system water Ko n s e r v a s i a i r 1 5 5 L i t e r/ Water conservation by 155 Liters/
Liquid Catcher yang dilakukan conservation program conducted hari (56.575 Liter/tahun dan day (56,575 Liters/year) and the
oleh PHE WMO by PHE WMO penghematan pembelian air cost savings of water purchase by
sebesar Rp1.499.237,50 Rp1,499,237.50
Tabel Rasio 3R Penggunaan Air terhadap Total Pemakaian Air PHE

Table of the Ratio of Water Consumption 3R to the Total Water Consumption of PHE
Uraian Satuan
No 2018* 2017 2016
Description Unit
1 Pemakaian Air Ton 418.265,96 828.922,13 773.052,13
Water Consumption
2 Pemakaian Air Proses Produksi Ton 246.405,14 491.421,92 497.501,27

Water Consumption of Production Process
3 Pemakaian Air Kegiatan Pendukung Ton 171.860,82 337.500,21 275.550,86

Water Consumption of Supporting Activities
4 Hasil Absolut Efisiensi Air Ton 5.112.039,03 10.617.687,52 4.723.166,78

Total Absolute of Water Efficiency
Proses Produksi Ton 5.062.876,20 10.536.005,32 4.641.500,00

Production Process
Proses Pendukung Ton 28.077,58 60.272,70 56.272,78
Supporting Process
Kegiatan yang berhubungan dengan Comdev Ton 20.564,25 21.312,50 25.094,00
Comdev-relevant activities
Kegiatan lain Ton 521,00 97,00 300,00
Other Activities

Uraian Satuan
No 2018* 2017 2016
Description Unit
5 Total Produksi Perusahaan TOE 5.551.279,02 10.515.067,58 11.519.418,66
6 Intensitas Pemakaian Air Proses Produksi Ton/ 0,04 0,05 0,04
Water Consumption Intensity of the Production Process
TOE
7 Intensitas Pemakaian Air Proses Produksi dan Ton/ 0,08 0,08 0,07
Kegiatan Pendukung
TOE
Water Consumption Intensity of the Production Process
and Supporting Activities
8 Rasio Efisiensi Air Proses Produksi % 20,55 21,44 9,33

Ratio of the Water Efficiency of the Production Process
9 Rasio Efisiensi Air Proses Produksi dan Kegiatan % 12,22 12,81 6,11
Pendukung
Ratio of Water Efficiency of the Production Process and
Supporting Activities
Grafik Efisiensi Pemakaian Air

Graph of Water Consumption Efficiency
Efisiensi Pemakaian Air

Water Consumption Efficiency
12.000.000 Pemakaian Air

Water Consumption
10.000.000
Hasil Absolut Efisiensi Air
Absolute Result of Water Efficiency
8.000.000
Linear (Pemakaian Air)
Linear (Water Consumption)
TON
6.000.000
y = -83333x + 975652
4.000.000
Linear (Hasil Absolut
Efisiensi Air)
2.000.000 Linear (Absolute Result of
Water Efficiency)
0 y = 506860x + 5E+06
Tahun | Years

Grafik Intensitas Pemakaian Air

Chart of Water Consumption Intensity
Intensitas Pemakaian Air

Water Consumption Intensity
0,0700
0,0600
0,0500
TON/TOE
0,0400
Intensitas Pemakaian Air
Proses Produksi
0,0300 Water Consumption Intensity of
Production Process
0,0200 Linear (Intensitas Pemakaian Air

Proses Produksi)
Linear (Water Consumption Intensity
0,0100 of Production Process)
y = -0.0035x + 0.0594
0,0000
Tahun | Years
Mekanisme Pengaduan Masalah Mechanism For Complaints On

Lingkungan Environmental Issues
Pengaduan masalah lingkungan dapat disampaikan Complaints on environmental issues can be filed through the
melalui Kantor Pusat PHE di Jakarta maupun pada kantor PHE Head Office in Jakarta or the operational office of each
operasional masing-masing Anak Perusahaan. Sesuai Subsidiary. In accordance with the prevailing mechanism,
mekanisme yang berlaku, laporan maupun pengaduan yang reports or complaints filed through the PHE Head Office
disampaikan melalui Kantor Pusat PHE maupun kantor or the operational office of Subsidiaries will be handled by
operasional Anak Perusahaan, akan ditangani Fungsi the QHSSE Environment Health Complaint Function at the
Pengaduan Lingkungan Kesehatan QHSSE pada Kantor Head Office.
Pusat.
Setiap pengaduan akan ditindaklanjuti dan diselesaikan Each complaint will be followed-up and settled with a
dengan solusi saling menguntungkan. Pada tahun 2018 tidak mutually-beneficial solution. In 2018, there were no reports/
terdapat laporan/pengaduan yang diterima PHE maupun complaints received by PHE or subsidiaries and everything
Anak Perusahaan dan seluruhnya telah ditindaklanjuti. has been followed-up. The Company ensures there are no
Perusahaan memastikan tidak ada pengaduan yang diterima received complaints ending with a sanction of fines or other
yang berakhir dengan adanya sanksi denda maupun sanksi legal sanctions from the authorities on PHE.
hukum lain dari pihak-pihak berwenang kepada PHE.


yang Terkait Dengan Ketenagakerjaan;
Kesehatan dan Keselamatan Kerja
Corporate Social Responsibility Relevant To Labor;
Occupational Health and Safety
Pengungkapan Pendekatan Disclosure of Management

Manajemen (DMA) Approach (DMA)
PT Pertamina Hulu Energi (PHE) bergerak di sektor PT Pertamina Hulu Energi (PHE) engages in the upstream
industri hulu migas dengan 58 Anak Perusahaan yang oil and gas industry sector with 58 Subsidiaries distributed
tersebar pada 55 wilayah kerja (WK) dan sebagian besar across 55 work areas (WK) and most operate offshore.
beroperasi di lepas pantai. Kondisi ini menuntut pengelolaan These conditions demand an integrated labor management
ketenagakerjaan yang terintegrasi, serta komitmen bersama as well as a collective commitment to the implementation of
pada penerapan Kesehatan dan Keselamatan Kerja (K3). occupational health and safety (OHS).

Informasi dalam topik material mencakup kinerja K3 pada Information in the material topic includes the OHS
PHE dan Anak Perusahaan, dengan pendekatan pada performance at PHE and Subsidiaries, with the approach to
pengelolaan risiko disertai pencegahan kecelakaan kerja risk management and the prevention of fatal work accidents
fatal (zero fatality) maupun penyakit akibat kerja. Sejalan (zero fatality) or occupational diseases. In line with
penerapan Shared Service Organization (SSO), penerapan Shared Service Organization (SSO) implementation, OHS
K3 menjadi tanggung jawab Fungsi Quality, Health, Safety, implementation is the responsibility of the Quality, Health,
Security and Environmental (QHSSE) PHE dan Anak Safety, Security and Environmental (QHSSE) Function of
Perusahaan. Pemantauan dan evaluasi penerapan K3 PHE and Subsidiaries. Monitoring and evaluation of OHS
dilakukan secara berkala oleh Fungsi QHSSE PHE dan Anak implementation is conducted periodically by the QHSSE
Perusahaan. [103-1][103-2][103-3] Function of PHE and Subsidiaries. [103-1][103-2][103-3]
Pengelolaan Sumber Daya Manusia Human Capital Management
Pengelolaan kapasitas dan kapabilitas pekerja merupakan Management of employee capacity and capabilities is one of
salah satu faktor kunci keberhasilan PHE meningkatkan the key factors of PHE’s success in improving performance
k i n e r j a , s e r t a m e n g e m b a n g k a n u s a h a . Ke b i j a k a n as well as developing business. The PHE Policy on human
pengelolaan Sumber Daya Manusia (SDM) PHE dituangkan capital (HC) management is formulated in the 2015-2019
dalam rencana jangka panjang Perusahaan (RJPP) 2015- Company’s Long Term Plans (RJPP), which is part of the
2019, yang menjadi bagian dari Lima Gelombang (Five Five Waves 2016-2030 period of HC Management towards
Waves) periode 2016-2030 Pengelolaan SDM Menuju World World Class People.
Class People.
Peta Jalan Kebijakan Pengelolaan SDM Menuju World Class People

Roadmap of HR Management Policy Towards World Class People
Gelombang Tahapan Periode Target

Wave Stages Period Target
• Pembentukan SSO; • SSO Establishment;

• Standarisasi sistem & prosedur; • Standardization of systems & procedures;
• Penetapan Pedoman Reward • Establishment of Reward Management
Management; Guidelines;
Wave I • Integrasi data pekerja; • Integration of employee data;
Setting The Standard • Penyempurnaan kebijakan • Amendment of employee development
Wave I 2016 – 2018 pengembangan pekerja; policies;
Setting The Standards • Kebijakan Manajemen Kinerja; • Performance Management Policy;
• Penetapan skill group dan competency • Establishment of skill group and competency
profiling; profiling;
• Kebijakan pengelolaan SDM aset baru; • HR management policy of new assets;
• Kebijakan Pengelolaan Third Party • Third Party Contract Management Policy
Contract (TPC). (TPC).
• Evaluasi SSO, work load analysis & FTE; • SSO evaluation, work load analysis & FTE;
• Implementasi One Reward System; • Implementation of One Reward System;
Wave II • One PHE Building; • One PHE Building;
Implementation & Optimation • Integrasi aset ex JOB: organisasi & • Integration of ex JOB assets: organization &
Wave II 2019 – 2021 remunerasi; remuneration;
Implementation & Optimization • Program akselerasi pengembangan • Acceleration program for the employee
pekerja; development;
• Outsource activities mapping; • Outsource activities mapping;
• Integritas Pengelolaan TPC. • Integrity of TPC management.

Gelombang Tahapan Periode Target

Wave Stages Period Target
• Optimalisasi organisasi; • Organization optimization;

Wave III • Implementasi One Basket Benefit; • One Basket Benefit implementation;
Working New Paradigm • Mengembangkan multiskill employee: • Multi skill employee development: onshore/
Wave III 2022 – 2024 onshore/offshore Operations; offshore Operations;
Working New Paradigm • Global Standard Employee Competency • Global Standard Employee Competency
Mapping; Mapping;
• Outsource Management System. • Outsource Management System.
• Organizational evaluation, work load analysis

Wave IV • Evaluasi organisasi, work load analysis &
& FTE;
Global Ready FTE;
• Global standard employee;
Wave IV 2025 - 2027 • Global Standard Employee;
• Global reward standard;
Global Ready • Global reward standard;
• Increase Head Count Productivity.
• Meningkatkan Head Count Productivity.
Wave V • Organisasi yang siap mengantisipasi • Organization that is ready to anticipate every
Value Enhancement
setiap pengembangan usaha; business development;
Wave V 2028 - 2030
• Pekerja yang siap menerima tantangan • Employees who are ready to accept the
Value Enhancement
berbagai penugasan; challenges of various assignments;
Penguatan Budaya dan Tata Nilai 6C Reinforcing The 6C Culture and Values
Dengan keberadaan Anak Perusahaan yang tersebar With the existence of Subsidiaries spread across numerous
pada banyak WK, para pekerja PHE dan Anak Perusahaan WK, employees of PHE and Subsidiaries have varying
memiliki latar belakang berbeda-beda. Sebagian adalah backgrounds. Some are employees from experienced
pekerja dari experienced hire, namun ada pula yang hire, however there are some corporate seconded or
merupakan perbantuan korporat maupun dari pengalihan employment transfer of terminated WK management
hubungan kerja alih kelola WK terminasi yang ditugaskan assigned to the Company. With such conditions, PHE
kepada Perusahaan. Dengan kondisi demikian, PHE becomes a forum of employees with various backgrounds
menjadi tempat bertemunya pekerja dengan beragam latar which previously nuanced each Subsidiary.
belakang yang sebelumnya mewarnai masing-masing Anak
Perusahaan.
Pasca-penerapan SSO, PHE melakukan perubahan Post SSO implementation, PHE performed an organizational
organisasi dengan memasukan fungsi enabler yang semula change by incorporating the enabler function, which
berada di AP menjadi fungsi enabler terpusat di PHE sebagai originally was at Subsidiaries, to a centralized enabler at
holding. Salah satu langkah strategis untuk mendukung PHE as holding. One of the strategic steps in supporting
penerapan SSO adalah penguatan Budaya dan Tata Nilai SSO implementation is the reinforcement of the 6C Culture
6C, mengingat PHE merupakan anak usaha PT Pertamina and Values, considering PHE is a subsidiary of PT Pertamina
(Persero). Penguatan diperlukan, mengingat selama tahun (Persero). Reinforcing is necessary, considering that in 2018,
2018 PHE menerima alih kelola WK terminasi dan menerima PHE received the management transfer of terminated WK
pekerja dari perusahaan pengelola WK sebelumnya untuk and received employees from the previous WK-managing
memenuhi kebutuhan SDM dan menjamin berlangsungnya company to meet HC needs and guarantee the continuity
kegiatan operasi/produksi masing-masing WK terminasi. of operational/production activities of each terminated WK.
Tujuan lain dari penguatan Tata Nilai 6C adalah mengurangi Another purpose of 6C Values reinforcement is lessening
kes enjangan (gap) antara pekerja dan mendorong the gap among employees and encouraging the increase of
peningkatan headcount productivity secara keseluruhan. overall headcount productivity.

Struktur Organisasi Pengelolaan SDM Organizational Structure of HC

Management
Pengelolaan SDM dilaksanakan oleh Fungsi Human HC management is performed by the Human Resources
Resources & General Affair (HR&GA) yang dipimpin pejabat & General Affairs (HR&GA) Function, led by a company
perusahaan setingkat VP dan bertanggung jawab kepada official equal to the VP and responsible to the Finance and
Direktur Keuangan dan Layanan Bisnis. Dalam menjalankan Business Services Director. In performing the duties and
tugas dan tanggung jawabnya VP HR&GA dibantu oleh 6 responsibilities, the VP of HR&GA is assisted by 6 (six)
(enam) Manajer, dengan susunan sebagai berikut: Managers with the following structure:
Struktur Finance & Business

Organisasi Support Director
Pengelolaan SDM
Organizational
Structure of HC
Management
Pengelolaan SDM meliputi proses perencanaan, pemenuhan HC management includes the processes of employee
kebutuhan, seleksi dan program orientasi, penempatan, planning, needs fulfillment, selection and orientation
pengembangan dan mutasi, serta pemberhentian pekerja. program, placement, development and transfer, as well as
PHE melakukan pengelolaan SDM untuk memastikan dismissal. PHE performs HC management to ensure the
bahwa Perusahaan selalu memiliki SDM unggul dan dapat Company always has excellent HC that can be directed and
diarahkan dan digerakkan untuk mencapai tujuan-tujuan motivated to achieve Company goals.
Perusahaan.
Kebijakan pengelolaan SDM ini disusun untuk mencapai Policy of HC management is formulated to achieve the vision
visi menjadi Partner Bisnis Strategic yang strategis dan of becoming a Strategic Business Partner and developing
mengembangkan talent untuk mendukung visi Perusahaan talents to support the company vision to become a World
menjadi World Class Oil & Gas Company, melalui misi sebagai Class Oil & Gas Company through the following missions:
berikut:
1. Meningkatkan kepemimpinan yang kuat dan mengelola 1. Enhancing strong leadership and managing the right
bakat yang tepat untuk mencapai tujuan Perusahaan; talents to achieve company objectives;
2. Secara proaktif mempromosikan lingkungan kerja yang 2. Proactively promoting a positive working environment
positif dan kinerja yang mendorong budaya untuk kinerja a n d a p e r fo r m a n c e - d r i ve n c u l t u re fo r t h e h i g h
tinggi organisasi; performance of the organization;

3. Memberikan layanan SDM berkualitas tinggi dengan 3. Delivering high-quality HC services to stakeholders with
profe si on al , s o p a n, m e m b a nt u , d a n fo ku s pa d a professionalism, politeness, helpfulness, and focus on
pelanggan untuk para pemangku kepentingan. customer.
Dalam mengemban visi dan melaksanakan misi, kebijakan In carrying the vision and performing the mission, the policy
pengelolaan SDM akan fokus pada: of HC management focuses on:
1. Pengelolaan Organisasi 1. Organization Management

2. Pengelolaan Talent 2. Talent Management
3. Pengelolaan Reward & Hubungan Industrial 3. Reward & Industrial Relations Management
4. Pengelolaan Operasional dan Fasilitas SDM 4. Operations and HC Facilities Management
Realisasi Pengelolaan SDM Realization of HC Management

Tahun 2018 In 2018
Selama tahun 2018, PHE telah merealisasikan beberapa In 2018, PHE has realized several targets of the Wave I of HC
dari target gelombang I pengelolaan SDM untuk menuju management towards world class people.
manusia kelas dunia.
No Kegiatan | Activities 2018
• Workload analysis & FTE • Workload Analysis & FTE

Pengelolaan • Integrasi Aset Baru dalam • Integration of New Assets
1 Management of Organization
Organisasi eksisting organisasi (termasuk into the existing organization
ex. JOB) (including ex. JOB)
• Akselerasi Pengembangan • Employee Development

Pekerja (IDP, EPDP, Massive Acceleration (IDP, EPDP,
in-house training, OJT, Coaching Massive in-house training, OJT,
2 Pengelolaan Talent Management of Talent
Program) Coaching Program)
• Pedoman Cross-posting dan • Cross-posting Guidelines and
Multiskill Development Program Multiskill Development Program
• Implementasi PP/PKB Bersama • Implementation of PP/PKB

• Harmonisasi sistem • Harmonization of the
Pengupahan Tahap I: Remuneration Phase I: BS
Pengelolaan Reward & Management of Reward & Industrial
3 Penyelarasan BS dan Penataan Aligment and Remuneration
Hubungan Industrial Relations
Komponen Remunerasi Component Organization
• Pemeliharaan dan pemutakhiran • Data maintenance and update
Data
Pengelolaan
Management of Operations (Facilities • Kontrak Bersama KRP • Light Passenger Vehicle (KRP)
4 Operasional (Facilities
Management) (Kendaraan Ringan Penumpang) Joint Contract
Management)

Penerimaan Pekerja Baru Recruitment of New Employees
Selama tahun 2018 ada penambahan jumlah pekerja PHE In 2018, there was an addition of 627 PHE employees.
sebanyak 627 orang.
• Sebanyak 535 pekerja berasal dari WK terminasi yang • 535 employees originated from terminated WK that
telah dialih kelola pada tahun 2018 dan selanjutnya had their management transferred in 2018 and became
menjadi Anak Perusahaan. Sebagian besar dari mereka Subsidiaries. Most of them were retained from the original
dipertahankan pada WK semula demi memastikan WK to ensure the continuity of operations and production.
kelangsungan kegiatan operasi dan produksi.
• Rekrutmen pekerja baru sebanyak 92 orang, terdiri dari 90 • New employee recruitment of 92 people, consisting of
pria dan 2 wanita. Sesuai ketentuan yang berlaku, pekerja 90 males and 2 females. In accordance with prevailing
baru adalah yang telah lulus masa pendidikan formal dan regulations, new employees are ones who have graduated
sudah berusia di atas 17 tahun, sehingga dipastikan tidak the term of formal education and above 17 years of
ada pekerja PHE yang merupakan pekerja di bawah umur. age, thereby ensuring that there are no underage PHE
Pekerja baru berasal dari berbagai daerah di Indonesia employees. New employees originated from various
dan selanjutnya akan ditempatkan di Kantor Pusat PHE regions in Indonesia and will be placed at the PHE Head
maupun Anak Perusahaan. [401-1] [408-1] Office or Subsidiaries. [401-1] [408-1]
Tabel Pekerja Baru PHE Tahun 2018

Table of the New PHE Employees in 2018
Gender Kelompok Usia | Age Group
Pria Wanita Jumlah

<= 20 21 - 30 31 - 40 >= 40
Male Female Total
541 86 627 0 120 201 306
Tabel Sumber Pekerja Baru PHE Tahun 2018

Table of the Sources of New PHE Employees in 2018
No Sumber | Sumber Pria | Male Wanita | Female Jumlah | Total
1 Rekrutmen PHE | PHE Recruitment 90 2 92
WK Terminasi | Terminated WK
PHE OSES 396 81 477

2
PHE Ogan Komering 43 1 44
PHE Tuban East Java 12 2 14

Tabel Asal Pekerja Baru PHE Tahun 2018

Table of the Origins of New PHE Employees in 2018
Asal Negara Jumlah Pekerja Baru | Number of New Employees

Country
Pria | Male Wanita | Female Jumlah | Total
Jeddah 1 0 1
Tunisia 1 0 2
Asal Daerah (Provinsi) Jumlah Pekerja Baru | Number of New Employees

Region of Origin (Province)
Pria | Male Wanita | Female Jumlah | Total
Aceh 60 0 60
Ambon 1 1 2
Bali 2 2 4
Bandar Lampung 1 1 2
Banten 4 2 6
Bengkulu 4 0 4
DKI Jakarta 131 52 183
Jambi 1 0 1
Jawa Barat | West Java 70 9 79
Jawa Tengah | Central Java 90 3 93
Jawa Timur | East Java 53 5 58
Kalimantan Barat | West Kalimantan 1 1 2
Kalimantan Selatan | South Kalimantan 2 0 2
Kalimantan Tengah | Central Kalimantan 1 0 1
Kalimantan Timur | East Kalimantan 1 0 1
Kalimantan Utara | North Kalimantan 1 0 1

Kepulauan Bangka Belitung
1 0 1
Bangka Belitung Islands
Nusa Tenggara Timur | East Nusa Tenggara 1 0 1
Papua Barat 1 0 1
Riau 12 4 16
Sulawesi Selatan | South Sulawesi 6 0 6
Sulawesi Utara | North Sulawesi 4 0 4
Sumatera Barat | West Sumatera 18 1 19
Sumatera Selatan | South Sumatera 25 2 27
Sumatera Utara | North Sumatera 28 1 29
Yogyakarta 20 2 22
Grand Total 541 86 627

Tabel Penempatan Pekerja Baru PHE

Total Placements of New PHE Employees
No Sumber | Source Pria | Male Wanita | Female Jumlah | Total

1 Kantor Pusat PHE, Jakarta | PHE Head Office, Jakarta 1 1 2
2 Anak Perusahaan | Subsidiaries

PHE NSB 55 1 56
PHE WMO 6 0 6
PHE ONWJ 28 0 28
WK Terminasi | Terminated WK
PHE OSES 396 81 477

3
PHE Ogan Komering 43 1 44
PHE Tuban East Java 12 2 14
Salah satu pertimbangan PHE melakukan rekrutmen pekerja One of the considerations for PHE to perform new employee
baru adalah untuk menggantikan pekerja PHE yang telah recruitment was to replace PHE employees who left the
meninggalkan Perusahaan karena beberapa sebab. Selama company for several reasons. In 2018, there were recorded
tahun 2018, tercatat ada 130 pekerja yang meninggalkan 130 employees leaving PHE. The number reached 5.56%
PHE. Jumlah tersebut mencapai 5,56 % dari total pekerja from the total PHE employees. Their backgrounds for
PHE. Latar belakang mereka meninggalkan Perusahaan leaving the Company included entering retirement age,
d i a nt a ra nya ka re n a t e l a h m e m a s u k i u s i a p e n s i u n , resigning, transferring, and passing away. [401-1]
mengundurkan diri, pindah tugas, dan meninggal.[401-1]
Tabel Latar Belakang dan Tingkat Turnover Pekerja PHE Tahun 2018
Table of the Backgrounds and Turnover Rate of PHE Employees in 2018
Jumlah Jumlah Pekerja PHE

Latar Belakang | Background %
Total Total PHE Employees
Pensiun Retirement 47 2.314 2,03
Pensiun Dini Early Retirement 0 2.314 0
Pindah Tugas Job Transfer

26 2.314
• Ke PT Pertamina (Persero) • To PT Pertamina (Persero) 1,12
• Ke Anak Usaha • To PT Pertamina (Persero)

44 2.314 1,90
PT Pertamina (Persero) Subsidiary
Mengundurkan Diri Resigned 11 2.314 0,48
Meninggal Dunia Passed Away 2 2.314 0,09
Jumlah | Total 130 2.314 5,62
N/A: Not Available

Sebagai salah satu strategi pengembangan Pekerja dan As one of the strategies for Employee development and to
untuk memenuhi kebutuhan organisasi di PHE, AP dan juga meet the overall needs of organizations at PHE, Subsidiaries,
Pertamina (Persero) secara keseluruhan, maka Perusahaan and also Pertamina (Persero), the Company also performs
juga melakukan mutasi atau perpindahan tugas Pekerja. Employee transfers or reassignments. In 2018, 70
Pada tahun 2018 sebanyak 70 orang Pekerja PHE dan AP employees of PHE and Subsidiaries were transferred from
yang dimutasi dari Perusahaan. the Company.
Kesetaraan Gender dan Kesempatan Gender Equality and Career

Kerja Opportunities
Ke bi j akan re k ru t m e n p e ke r j a b a r u m e ng a c u pa d a Policies for new employee recruitment refer to prevailing

ketentuan yang berlaku di PT Pertamina (Persero), dengan provisions in PT Pertamina (Persero), by considering the
memperhatikan perencanaan tenaga kerja yang dilakukan employee planning performed based on organizational
berdasarkan analisis organisasi dan analisis kebutuhan analysis and analysis of position needs in accordance with
jabatan sesuai strategi bisnis serta perkembangan PHE. the PHE business and development strategies. Employee
Pengadaan tenaga kerja dilakukan berdasarkan kebutuhan procurement is conducted based on the needs of the
Perusahaan sesuai dengan kriteria dan kompetensi yang Company in accordance with the criteria and competencies
dibutuhkan PHE dan aturan yang berlaku. required by PHE and prevailing regulations.
Pekerja PHE bersumber dari pekerja PT Pertamina PHE employees originate from employees of PT Pertamina
(Persero) atau Anak Perusahaan PT Pertamina (Persero) (Persero) or Subsidiaries of PT Pertamina (Persero)
yang ditempatkan di PHE dan Pekerja dari hasil proses placed at PHE and and Employees resulting from the PHE
rekrutmen PHE. Dalam melaksanakan proses rekrutmen, recruitment process. In conducting the recruitment process,
PHE memberikan kesempatan yang setara kepada setiap PHE gives equal opportunity to every citizen to join and
anak bangsa untuk bergabung dan berkarya sebagai create as employees. The selection process is performed
pekerja. Proses seleksi dilaksanakan oleh Fungsi HR & GA by the Recruitment division of the HR & GA Function and
bagian Rekrutmen dan berlangsung melalui mekanisme takes place through open mechanism. It is ensured there
terbuka. Proses seleksi yang berlangsung dipastikan tidak are no discriminatory practices in the ongoing selection
terdapat praktik-praktik diskriminasi. [406-1] process. [406-1]
Pelaksanaan rekrutmen pekerja baru PHE mengacu pada: The PHE new employee recruitment implementation refers to:
• Undang-Undang No.21 Tahun 1999 tentang Pengesahan • Law No.21 of 1999 on Ratification of the ILO Convention
ILO Convention No.111 Concerning Discrimination In No.111 Concerning Dis crimination In Respect Of
Respect Of Employment And Occupation. Employment And Occupation.
• Pedoman Rekrutmen No.A-02/PHE430/2015-S0 tanggal • Recruitment Guidelines No.A-02/PHE430/2015-S0 of 31
31 Maret 2015. March 2015.
• Code of Conduct No.007/PHE040/2014-S0 tanggal 25 • Code of Conduct No.007/PHE040/2014-S0 of 25
September 2014. September 2014.

Penggunaan Tenaga Kerja Lokal [203-2] Employment Of Local Human Capital [203-2]
PHE senantiasa berupaya merekrut tenaga kerja lokal, yakni PHE always endeavors to recruit local human capital, who
penduduk di sekitar Perusahaan maupun Anak Perusahaan are the communities around the operations of the Company
beroperasi. Namun hal tersebut belum sepenuhnya dapat or Subsidiaries. However, this has not been able to be fully
dilakukan mengingat karakteristik kegiatan usaha PHE dan conducted considering the characteristics of the business
Anak Perusahaan di sektor hulu migas yang membutuhkan activities of PHE and Subsidiaries in the upstream oil and
keterampilan dan keahlian khusus. gas that require specific skills and expertise.
Upaya melibatkan tenaga kerja lokal dijalankan secara Efforts to engage local manpower is conducted in a limited
terbatas, melalui jenis-jenis pekerjaan tertentu dan pelibatan manner, through particular types of jobs and the engagement
pemasok lokal. PHE mewajibkan pemasok lokal untuk of local suppliers. PHE obligates local suppliers to maximize
memaksimalkan penggunaan tenaga kerja lokal sebagai the use of local human capital as employees, in order for the
pekerja, sehingga masyarakat tetap dapat merasakan communities to feel the benefit of the presence of PHE or
manfaat keberadaan PHE maupun Anak Perusahaan. [203-2] Subsidiaries. [203-2]
Mengingat cakupan WK PHE meliputi seluruh wilayah Considering that the scope of PHE WK includes all
Indonesia, Perusahaan memaknai pekerja lokal juga sebagai Indonesian territory, the Company interprets loc al
Warga Negara Indonesia (WNI) yang bekerja di PHE dan employees as Indonesian citizens (WNI) working at PHE
Anak Perusahaan. Sampai dengan akhir periode pelaporan, and Subsidiaries. Until the end of the reporting period, the
jumlah pekerja PHE mencapai 2.314 orang. Dari jumlah number of PHE employees reached 2,314 people. From that
tersebut sebanyak 2.314 orang atau 100% merupakan WNI number, 2,314 people or 100% are Indonesian citizens.
Indonesia.
Jumlah Pekerja Berdasarkan Status Kewarganegaraan

Total Employees Based on Citizenship Status
Pekerja WNA Pekerja WNI

Foreign Citizenship Employees Indonesian Citizenship Employees
Tahun | Year
Jumlah | Total % Jumlah | Total %
2018 - - 2,315 100%
2017 - - 2,989* 100%
2016 - - 501 100%
Pada pelaporan ini terlihat jumlah pekerja yang berkurang In this reporting, the decrease in the number of employees
dari tahun 2017 ke 2018. Hal ini dikarenakan adanya from 2017 to 2018 is shown. This is due to the difference in
perbedaan filosofi atau background dalam kriteria Pekerja philosophy or background in employee criteria as basis of
yang dijadikan dasar laporan. Pada tahun 2017, data Pekerja the report. In 2017, the Employee data reported included
yang dilaporkan termasuk pekerja pihak ketiga. Sedangkan third party employees. While in 2018, the reported employee
pada tahun 2018, data pekerja yang dilaporkan adalah data was all PHE employees assigned at PHE and PHE
semua pekerja PHE yang bertugas di PHE dan AP PHE Subsidiaries as well as other employees from PT Pertamina
serta pekerja lain dari PT Pertamina (Persero) dan AP PT (Persero) and PT Pertamina (Persero) Subsidiaries
Pertamina (Persero) yang diperbantukan di lingkungan PHE seconded in PHE and PHE Subsidiaries.
dan AP PHE.

Promosi Jabatan Promotions
Sesuai Pedoman Tata Kelola Perusahaan (CoCG), PHE In accordance with the Code of Corporate Governance
memberikan kesempatan yang sama kepada setiap pekerja (CoCG), PHE gives equal opportunity to every employee
guna mengisi jabatan (promosi) sepanjang memenuhi to fill positions (promotions) as long as they meet the
persyaratan dan mempertimbangkan pengembangan karir requirements and considers the career development of
masing-masing pekerja maupun kebutuhan Perusahaan. each employee and Company needs. In 2018, PHE gave
Selama tahun 2018, PHE melakukan promosi jabatan bagi promotions to 766 employees, consisting of 616 males and
766 pekerja, terdiri dari 616 pria dan 150 wanita. 150 females.
Promosi jabatan dilaksanakan dengan mengabaikan latar Promotions are given by disregarding backgrounds of
belakang agama/kepercayaan, ras, bangsa, hubungan religion/faith, race, nationality, personal relations, skin color,
pribadi, warna kulit maupun indikator keberagaman lain or other indicators of diversity in each employee. In 2018,
dari setiap pekerja. Selama tahun 2018, Perusahaan tidak the Company never faced allegations of discriminatory
pernah dihadapkan pada dugaan melakukan praktik-praktik practices relevant to the employee promotion process. This
diskriminasi terkait proses promosi pekerja. Kebijakan ini policy is PHE’s form of support to the achievement of goal 5
menjadi bentuk dukungan PHE pada pencapaian tujuan of the Sustainable Development Goals (SDGs) pertaining to
pembangunan berkelanjutan (SDGs) pada goals 5 terkait Gender Equality. [406-1]
Gender Equality. [406-1]
Kegiatan Pengelolaan SDM yang Dilakukan

dan Dampak Kuantitatif Atas Kegiatan yang Dilakukan
Conducted HC Management Activities and Quantitative Impacts of The Activities
Bentuk Kegiatan | Activity Type Dampak | Impact
Peningkatan standar kompetensi kepemimpinan untuk level asisten

Pelaksanan kegiatan coaching & mentoring manajer ke atas
Implementation of the coaching & mentoring activities The improvement of the standards of leadership competencies for the level
of assistant manager upwards
Tingkat keterisian posisi dalam organisasi Mengurangi gap dalam organisasi

Level of the filling of positions in the organization Decreasing gap in the organization
Pelaksanaan harmonisasi kontrak General Services (WK Existing) Standar kontrak General Services untuk PHE dan AP PHE
Implementation of General Services (Existing WK) contract harmonization General Services contract standards for PHE and PHE Subsidiaries
Standarisasi Ketentuan Bantuan Fasilitas Kesehatan di PHE dan AP

Pelaksanaan harmonisasi fasilitas kesehatan PHE
Implementation of health facilities harmonization Standardization for the Health Facilities Assistance Provision at PHE and
PHE Subsidiaries
Pelaksanaan aspek HR & GA dalam proses alih kelola WK baru

Proses alih kelola berjalan lancar tanpa ada dispute
Implementation of the HR & GA aspects in the management transfer process
Management transfer process goes smoothly without dispute
of new WK
Terdapat delapan inovasi yang tercapture dalam CIP dengan capaian

Knowledge, standard decision & innovation penghargaan kategori silver.
Knowledge, standard decision & Innovation Eight innovations captured in CIP with the achievement of silver category
award.

Mutu, Kesehatan, Keselamatan Kerja, Quality, Health, Safety, Security, and

Keamanan dan Lindungan Lingkungan Environmental
P H E b e r ko m i t m e n m e l a ku ka n p e n g e l o l a a n a s p e k PHE is committed to performing the management of

keselamatan dan kesehatan kerja sebagai bagian dari the occupational safety and health aspects as part of
aspek Mutu, Kesehatan Keselamatan Kerja, dan Lindungan the aspects of Quality, Health, Safety, Security and
Lingkungan (QHSSE). Perusahaan menerapkan aspek Environmental (QHSSE). The Company consistently
QHSSE dalam setiap kegiatan secara konsisten untuk implements the QHSSE aspects in all activities to prevent
mencegah atau mengurangi terjadinya kecelakaan, or reduce the occurrence of accidents, fires, occupational
kebakaran, penyakit akibat kerja, pencemaran lingkungan, disease, environmental pollution, security disturbance,
gangguan keamanan, dan gangguan terhadap masyarakat and disruption on communities due to operations failure.
akibat kegagalan operasi. Khusus pembahasaan terkait Discussion specific to environmental protection is discussed
lindungan lingkungan dibahas pada bab TJSL Lingkungan. in the Environmental TJSL chapter.
Perusahaan secara terus menerus melakukan sosialisasi The Company continuously performs socialization and
dan mendorong penerapan QHSSE guna membangun encourages QHSSE implementation in order to build
kesadaran dan budya kepedulian terhadap QHSSE. Selain awareness and culture of concern towards QHSSE. Aside
kepada setiap pekerja, PHE juga melakukan pembinaan from to each employee, PHE also performs QHSSE
MK3LL kepada setiap mitra kerja maupun pemasok dan development to all business partners or suppliers and
masyarakat di sekitar lokasi kegiatan PHE dan Anak communities around the operational areas of PHE and
Perusahaan. Subsidiaries.
Struktur Organisasi Pengelola QHSSE Organizational Structure of the QHSSE

Operator
Pengelolaan QHSSE menjadi bagian dari tugas dan QHSSE management is part of the duties and responsibilities
tanggung jawab Fungsi Quality, Health, Safety, Security and of the Quality, Health, Safety, Security and Environmental
Environmental (QHSSE). Berbagai upaya dilakukan PHE (QHSSE) Function. Various efforts are made by PHE to
untuk memastikan kepatuhan dan penerapan praktik-praktik ensure compliance with and implementation of occupational
terbaik Keselamatan dan Kesehatan Kerja (K3). Fungsi safety and health best practices (OHS). The QHSSE
QHSSE juga memastikan terlaksananya kegiatan QHSSE Function also ensures the implementation of QHSSE
dengan baik di seluruh wilayah kerja PHE. Untuk standarisasi activities at all PHE work areas. The system standardization
sistem dan evaluasi dilakukan QHSSE Holding sedangkan and evaluation are performed by QHSSE Holding, while the
untuk pelaksanaan dilakukan QHSSE Operasi, Perbaikan implementation is conducted by QHSSE Operations, and
sistem yag berkelanjutan dilakukan secara bersama. the sustainable system improvement is performed together.
Dalam penerapan K3, PHE telah memiliki Panitia Pembina In OHS implementation, PHE has a Committee on
Keselamatan dan Kesehatan Kerja (P2K3) yang berfungsi Occupational Health and Safety (P2K3). The membership
sebagai komite. Keanggotaan P2K3 terdiri dari Fungsi of P2K3 consists of the QHSSE Function as management
QHSSE sebagai perwakilan manajemen, serta perwakilan representative, as well as employee representatives of PHE
pekerja dari Anak Perusahaan PHE. [403-1] Subsidiaries. [403-1]
PHE memastikan seluruh Anak Perusahaan memiliki sarana PHE ensures all subsidiaries have QHSSE facilities and
dan prasarana terkait aspek QHSSE. Hal ini dimaksudkan infrastructure. It aims to minimize risks and prevent the
untuk meminimalisasi risiko dan mencegah terjadinya occurrence of incidents due to failure of operations to be in
insiden akibat kegagalan operasi sesuai standar industri accordance with oil & gas industry standards and regulations.
migas dan peraturan yang berlaku. Fungsi QHSSE dan The QHSSE function and employee representatives
perwakilan pekerja secara berkala melakukan pertemuan periodically meet to discuss QHSSE performance.
untuk membahas kinerja QHSSE.

Pembahasan mencakup Realisasi Major Accident, Total The discussions include Major Accident Realization, Total
Recordable Incident Rate (TRIR), International Sustainability Recordable Incident Rate (TRIR), International Sustainability
Rating System (ISRS), Program Penilaian Peringkat Kinerja Rating System (ISRS), the Corporate Performance Rating
Pengelolaan Lingkungan Perusahaan (PROPER), Sistem Assessment Program (PROPER), Security Management
Manajemen Pengamanan (SMP), Continuous Improvement System (SMP), Continuous Improvement Program
Program (CIP), Kriteria Kinerja Ekselen Pertamina, OH-IH (CIP), Pertamina Excellent Performance Criteria, OH-IH
(Occupational Health-Industrial Hygiene), Pengamanan dan (Occupational Health-Industrial Hygiene), Security and
pembahasan terkait QHSSE lainnya. other QHSSE-relevant discussions.
PRESIDENT
DIRECTOR
Cakupan Penerapan K3 Scope Of K3 Implementation
Pe n e ra p a n K 3 m e l i p u t i M u t u , Ke s e l a m at a n Ke r j a , The s cope of K3 implementation includes Quality,

Keselamatan Proses, dan Manajemen Integritas Fasilitas, Occupational Safety, Process Safety, Facilities Integrity
Kesehatan Kerja dan Higiene Industri, Pengamanan Operasi Management, Occupational Health and Industry Hygiene,
dan Lindungan Lingkungan. Komitmen kepatuhan pada hal Operations Security, and Environmental Protection. The
tersebut akan mencegah terjadinya insiden (kecelakaan) commitment to compliance with the aforementioned aspects
kerja yang menyebabkan pekerja cidera bahkan kematian will prevent the occurrence of work incidents (accidents) that
pekerja. Perhatian secara khusus diberikan kepada para cause injury or even mortality on employees. Special attention
pekerja yang menghadapi risiko tinggi terhadap ancaman is given to employees facing high risks of occupational safety
keselamatan kerja maupun kesehatan kerja industri. [403-3] and industry occupational health threats. [403-3]

Mutu Quality
Beberapa upaya telah dilakukan PHE untuk mendukung Several efforts have been made by PHE to support the
pengembangan, penerapan, monitoring dan evaluasi development, implementation, monitoring, and evaluation of
Program Mutu, melalui: Program Quality through:
• Membangun budaya Continous Improvement Program • Cultivating the Continuous Improvement Program culture
sebagai metode penyelesaian masalah dan inovasi, as a method of problem solving and innovation, replication,
replikasi serta kapitalisasi. as well as capitalization.
• Mengelola Knowledge Management sebagai metode • Managing Knowledge Management as a method of
sistematis pengelolaan pengetahuan. systematic knowledge management.
• Integrasi Sistem Manajemen PHE dan AP PHE berbasis • Integration of the PHE and PHE Subsidiaries Management
PHE’s Enterprise Management System (PEMS). System based on the PHE Enterprise Management
System (PEMS).
• Pengembangan Bisnis Proses PHE sesuai karakteristik • Development of the PHE Business Process in accordance
bisnisnya. with the business characteristics.
• Ketersediaan Document Control Records Management • Availability of the Document Control Records Management
System sesuai dengan Bisnis Proses. System in accordance with the Business Process.
• Pengelolaan Kinerja, Program Kerja dan Anggaran • Management of QHSSE Performance, Work Program, and
QHSSE. Budget.
Pengungkapan informasi lain terkait dengan pelaksanaan D i s c l o s u re o f o t h e r i n f o r m a t i o n re l e v a n t t o C I P

CIP, disampaikan pada bagian Tanggung Jawab Sosial dan implementation is presented in the Social and Environmental
Lingkungan (TJSL) di halaman 545 dalam Laporan ini. Responsibility (TJSL) section on page 545 of this Report.
Kesehatan Kerja & Higiene Industri Occupational Health & Industry Hygiene
pengembangan, penerapan, monitoring dan evaluasi development, implementation, monitoring, and evaluation
Program kesehatan kerja industri, melalui: of the industry occupational health program, which include:
• Kajian risiko kesehatan di area kerja untuk memiliki • The assessment of health risks at work areas to obtain a
gambaran seluruh risiko kesehatan kerja. depiction of all occupational health risks.
• Program Higiene Industri di area kerja untuk mengetahui • The Industry Hygiene program at work areas to ascertain
kualitas udara, getaran, heat stress, food safety, chemical air quality, vibrations, heat stress, food safety, chemical
management, foodborne illness. management, and foodborne illness.
• Program fitness for work melalui Medical Check Up • The fitness for work program through Medical Check-up
Compliance untuk mengetahui profil kesehatan pekerja Compliance to determine the health profile of employees.
• Health Surveilance khususnya untuk pekerja di area risiko • Health Surveillance, particularly for employees at highest
tertinggi risk areas.
• Medical Emergency Management untuk memastikan • M e d i c a l E m e rg e n c y M a n a g e m e nt to e n s u re t h e
kesiapan personil, sarana/prasarana kegawatdaruratan preparedness of personnel and the means/facilities of
kesehatan. health emergency response.
Keselamatan Kerja dan Keselamatan Occupational Safety and Process

Proses Safety
program keselamatan kerja, melalui: the occupational safety program through:

• HSSE Risk Management untuk melakukan identifikasi • HSSE Risk Management to identify operational risks
risiko operasi terkait dengan HSSE dan monitoring tindak relevant to HSSE and monitor corrective actions to
perbaikan untuk menurunkan kemungkinan dan tingkat decrease the possibility and severity level of incident
keparahan apabila terjadi insiden. occurrence.
• Sistem Izin Kerja Aman untuk mengelola risko pekerjaan • Safe Work Permit System to manage the risks of routine
rutin dan non rutin pada saat eksekusi di area kerja. and non-routine work during execution at work areas.
• Contractor Safety Management System untuk mengelola • Contractor Safety Management System to manage
kes esuaian persyaratan K3, mengendalikan dan the conformity of K3 requirements, control and monitor
memonitor untuk mitra kerja dalam menerapkan K3 business partners in implementing K3 during cooperation
selama bekerja sama di seluruh wilayah kerja PHE. in all PHE work areas.
• Corporate Live Saving Rules untuk mempromosikan best • Corporate Live Saving Rules to promote best practices in
practices 11 kegiatan utama risiko tinggi. 11 high risk main activities.
• Learning from Event untuk mengelola Incident Reporting • Learning from Event to manage Incident Reporting and
dan Investigation sebagai bagian dari pembelajaran untuk Investigation as part of the learning process for future
perbaikan sistem kedepan. system improvement.
• Process Safety Management untuk mengelola risiko yang • Process Safety Management to manage risks relevant to
berhubungan dengan proses hydrocarbon dan asset the hydrocarbon process and asset integrity on the field.
integrity dari lapangan.
• L a n d Tr a s p o r t at i o n S af et y s e b a g a i b a g i a n d a r i • Land Transportation Safety as part of the vehicular safety
pengelolaan risiko keselamatan berkendara. risk management.
• Office HSE s ebagai bagian dari pengelolaan K3 • Office HSE as part of the Office K3 management.
Perkantoran.
Pengamanan Operasi Operations Security
pengembangan, penerapan, monitoring dan evaluasi development, implementation, monitoring, and evaluation
Program Pengamanan, melalui: of the security program, through:
• Security Risk Assessment untuk mengetahui pemetaan • Security Risk Assessment to determine the mapping of
ancaman keamanan yang terjadi baik dari internal maupun security threats occurring whether internally or externally.
eksternal.
• Sistem Manajemen Pengamanan untuk memastikan • Security Management System to ensure all work
seluruh wilayah kerja patuh dan menerapkan ketentuan areas comply with and implement stipulations of the
PERKAPOLRI No. 24 tahun 2007. PERKAPOLRI No. 24 of 2007.
• Community Based Security untuk mengurangi konflik dan • Community Based Security to lessen conflict and security
gangguang keamanan yang disebabkan oleh masyarakat disturbance caused by communities around the areas of
sekitar wilayah operasi. operations.
• Perjanjian Kerja Sama TNI dan POLRI untuk pengamanan • Joint Cooperation Agreement with TNI and POLRI for
objek vital nasional yang merupakan aset negara. securing national vital objects which are state assets.
• Explosive Operation untuk melakukan pengamanan bahan • Explosive Operation to secure explosives as one of the
peledak sebagai salah satu support untuk pelaksanaan support for the implementation of drilling program with
program pengeboran dengan risiko yang terkecil. the smallest risk.

Lindungan Lingkungan Environmental Protection
Program Lindungan Lingkungan, melalui: the Environmental Protection Program, through:
• Izin lingkungan atau studi lingkungan melalui Analisis • Environmental permit or environmental study through
M e n g e n a i Da m p a k L i n g ku n g a n ( A M DA L ) , U p aya Impact Analysis (AMDAL), Environmental Management
Pengelolaan Lingkungan Hidup (UKL) dan Upaya Efforts (UKL), and Environmental Monitoring Efforts (UPL).
Pemantauan Lingkungan Hidup (UPL).
• Sistem Manajemen Lingkungan untuk standarisasi sistem • E n v i r o n m e n t a l M a n a g e m e n t S y s t e m f o r t h e
pengelolaan lingkungan berbasis ISO 14001 dan sistem standardization of environmental management system
pengelolaan energi ISO 50001. bas ed on ISO 14001 and the ISO 50001 energy
• Penanggulangan Tumpahan Minyak untuk memastikan management system.
kesiapsiagaan PHE & AP PHE dalam penanggulangan • Oil Spills Mitigation to ensure the preparedness of PHE &
tumpahan minyak dan penanganan kejadian tumpahan PHE Subsidiaries in mitigating oil spills and handling the
minyak untuk mengurangi dampak negatif terhadap occurrence of oil spills to reduce negative impacts on the
lingkungan. environment.
• Pengelolaan PROPER melalui Pengelolaan Limbah, • PROPER management through Waste Management,
Konservati Kehati, Energi, Emission Reduction. Kehati Conservation, Energy Management, and Emission
Reduction.
Emergency Response and Crisis Emergency Response and Crisis

Management (ERCM) Management
Program Emergency Response and Crisis Management the Emergency Response and Crisis Management (ERCM)
(ERCM), melalui: Program through:
• Prevention program untuk menetapkan standarisasi • Prevention program to establish the standardization of the
penanggulangan keadaan darurat dan pembentukan response to emergency situations and formation of the
stuktur organisasi keadaan darurat. emergency situation organizational structure.
• Preparedness program untuk melaksanakan pelatihan • Preparedness program to implement ERCM training in
ERCM dalam rangka pemenuhan kompetensi pekerja completing employee competencies in the response to
dalam penanggulangan keadaan darurat. emergency situations.
• Respon untuk penanggulangan pada saat terjadi keadaan • Mitigation Response in the event of an emergency
darurat sesuai dengan tingkat eskalasi keadaan darurat. according to the escalation level of the emergency situation.
• Recovery untuk melakukan perbaikan beresinambungan • Recovery to perform continuous improvement and
dan pengembangan Business Continuity Plan. development of the Business Continuity Plan.
Topik K3 Dalam Perjanjian Kerja K3 Topic In The Collective Labor

Bersama Agreement
Komitmen PHE dalam menerapkan K3 juga dinyatakan Commitment of PHE to implementing K3 is also stated in
dalam Perjanjian Kerja Bersama (PKB) periode 2019-2020 the prevailing Collective Labor Agreement (PKB) of the
yang berlaku. Sesuai PKB PHE 2019-2020, topik K3 diatur 2019-2020 period. In accordance with the PHE 2019-
dalam satu Bab tersendiri (Bab VII perihal Perlindungan, 2020 PKB, the K3 topic is regulated in an individual
Keselamatan dan Kesehatan Kerja) di mana didalamnya Chapter (Chapter VIII on Occupational Protection, Safety,
terdapat 3 Pasal dengan terdapat 11 (sebelas) topik yang and Health), where there are 3 Articles with 11 (eleven)
mengatur tentang K3. [403-4] topics regulating K3. [403-4]

Topik K3 Dalam PKB PHE 2019-2020 [403-4]

K3 Topic in the PHE 2019-2020 PKB [403-4]
No Bab Tentang K3 | Chapter on K3 Topik K3 | K3 Topic
1 Bab VIII – Perlindungan, Keselamatan dan Kesehatan Kerja Pasal 38 – Ketentuan Umum
Chapter VIII – Occupational Protection, Safety, and Health Perusahaan memberikan perlindungan dan kompetensi yang
memadai kepada Pekerja untuk pengamanan Pekerja dan aset
operasi, menghindari terjadinya kecelakaan kerja, penyakit akibat kerja
serta tidak merugikan masyarakat, tidak merusak lingkungan serta
upaya perbaikan sistematis dan berkelanjutan terhadap mutu kinerja
Perusahaan.
Article 38 – General Provisions
The Company gives sufficient protection and competencies to Employees
in securing Employees and operations assets, avoiding work accidents and
occupational diseases as well as does not detriment communities, damage
the environment, and making the efforts for systematic and sustainable
improvement of the quality of Company performance.
2 Bab VIII – Perlindungan, Keselamatan dan Kesehatan Kerja Pasal 39 – Keselamatan dan Kesehatan Kerja
Chapter VIII – Occupational Protection, Safety, and Health Dalam menjamin keselamatan kerja Pekerja, Perusahaan senantiasa
akan menyediakan alat-alat keselamatan kerja sesuai dengan ketentuan
Undang-undang Nomor 1 tahun 1970 tentang Keselamatan Kerja, dan
ketentuan lain yang berlaku.
Article 39 – Occupational Safety and Health
In guaranteeing the occupational safety of Employees, the Company will
always provide occupational safety equipment in accordance with the
stipulations of Law No.1 of 1970 on Occupational Safety, and other prevailing
stipulations
3 Bab VIII – Perlindungan, Keselamatan dan Kesehatan Kerja Pasal 40 – Perlengkapan Kerja
Chapter VIII – Occupational Protection, Safety, and Health Perusahaan dapat memberikan Alat Perlindungan Diri (APD) dan/
atau perlengkapan kerja khusus, sesuai dengan kondisi dan sifat
pekerjaannya yang pelaksanaannya diatur dalam Aturan Pelaksanaan.
Article 40 – Occupational Equipment
The Company may dispense Personal Protective Equipment (APD) and/
or special occupational equipment, in accordance with the conditions
and nature of the work, the implementation of which is regulated in the
Implementation Regulation.

Penerapan International Sustainability Implementation of the International

Rating System (ISRS) Sustainability Rating System
PHE menerapkan audit International Sustainability PHE implements the International Sustainability Rating
Rating System (ISRS) terhadap Anak Perusahaan untuk System (ISRS) audit of Subsidiaries to support realization
mendukung realisasi Peta Jalan Pertamina menuju HSSE of the Pertamina Roadmap to HSSE Excellence. Through
Excellence. Melalui audit ISRS PHE dapat memastikan ISRS audit, PHE can ensure K3 implementation has
penerapan K3 telah dilaksanakan dengan baik dan benar been performed well, correctly, and sustainably. Audit
serta berkelanjutan. Pelaksanaan audit dilakukan oleh implementation is conducted by an independent party,
pihak independen, internal PT Pertamina (Persero), dan internal PT Pertamina (Persero), and internal PHE as
internal PHE sebagai baseline assessment. Hasil audit ISRS baseline assessment. Results of the ISRS audit show that
memperlihatkan bahwa kepatuhan dan penerapan K3 pada compliance with and implementation of K3 at Subsidiaries
Anak Perusahaan terus memperlihatkan peningkatan. continued to exhibit improvement.
Tabel Target dan Pencapaian ISRS PHE Tahun 2018

Table of the PHE ISRS Target and Achievement in 2018
Pada kurun waktu periode pelaporan, PHE melakukan ISRS In the reporting period, PHE conducted ISRS Assessment
Assessment terhadap 12 (Dua Belas) Anak Perusahaan. of 12 (twelve) Subsidiaries. The assessment was performed
Assessment dilakukan oleh DNV sebagai pihak eksternal by DNV as an external independent party as well as
independen beserta internal PT Pertamina (Persero) dan internal PT Pertamina (Persero) and internal PHE (baseline
internal PHE (baseline assessment). assessment).
Penilaian ISRS hingga TW IV menunjukkan capaian sebagai The ISRS Assessment up to TW IV showed the following
berikut: 3 dari 4 AP PHE yang ditargetkan berhasil mencapai results: 3 out of 4 PHE Subsidiaries managed to achieve its
ISRS 8th level 7 dan 8, sementara 8 AP berhasil mencapai target of reaching ISRS 8th level 7 and 8, while 8 Subsidiaries
ISRS 7th level 5 dan 6, serta 1 AP mencapai ISRS 7th level succeed in achieving ISRS 7th level 5 and 6, as well as 1 AP
4. Pencapaian ini akan terus ditingkatkan untuk mendukung achieved ISRS 7th level 4. This achievement will continue to
tercapainya bisnis PHE yang berkelanjutan. be improved to support the implementation of sustainable
business of PHE.

• 3 AP mendapatkan ISRS Level 7-8 • 3 Subsidiaries obtaining ISRS Level 7-8

• 8 AP mendapatkan ISRS Level 5-6 • 8 Subsidiaries obtaining ISRS Level 5-6
• 1 AP mendapatkan ISRS Level 3-4 • 1 Subsidiary obtaining ISRS Level 3-4
PHE berkomitmen meningkatkan pencapaian ISRS pada PHE is committed to improving the ISRS achievement at
setiap AP. Upaya yang dilakukan, di antaranya: every Subsidiary. The efforts made include:
• Melakukan self-assesment bersama dengan AP PHE • Pe r fo r m i n g s e l f- a s s e s s m e nt to g et h e r w i t h P H E
sesuai kondisi aktual agar perbaikan tepat sasaran. Subsidiaries in accordance with actual conditions to
enable accurate improvements.
• Melaksanakan coaching ISRS secara intensif dengan • Conducting intensive ISRS coaching with the priority on
prioritas untuk AP yang masih mencapai level < 6 dan Subsidiaries still on level < 6 and optimizing
mengoptimalkan • Additional training program batch for the writing of CIP
• Penambahan batch program pelatihan penulisan Risalah & KOMET Minutes of Meeting for employees of PHE
CIP & KOMET untuk pekerja PHE Holding. Holding.
• Penetapan program sosialisasi CIP replikasi di PHE & AP • Establishment of the replication CIP socialization program
PHE. at PHE & PHE Subsidiaries.
• Membuat aplikasi digital untuk penulisan Risalah CIP • Creating a digital application for the writing of CIP Minutes
sehingga memudahkan submission & audit CIP. of Meeting, therefore easing CIP submission & audit.
• Asesor ISRS AP untuk menjadi coachs ISRS di AP masing • The ISRS assessors of Subsidiaries as ISRS coaches at
masing. the respective Subsidiary.
• Mengoptimalkan SME ISRS PHE dan AP untuk program • Optimizing the ISRS SME of PHE and Subsidiaries for
coaching dan pendampingan. coaching and assistance program.
Tabel Hasil Assessment ISRS Anak Perusahaan PHE Tahun 2018

Table of ISRS Assessment Results of PHE Subsidiaries in 2018
International Sustainability Rating System
ISRS 8-7 ISRS 5-6 ISRS 3-4
Eksternal Assessment DNV
JOB PTJM– 8 Level 7 JOB P-MEPTS – 8 Level 6

PHE WMO – 8 Level 7
Internal Assessment PT Pertamina (Persero)
PHE ONWJ – 8 Level 8 BOB BSP – 7 Level 6 PHE NSO & NSB – 7 Level 4
PHE SIAK KAMPAR – 7 Level 5
JOB PPS – 7 Level 5
PHE TEJ – 7 Level 5
PHE OK – 7 Level 5
JOB P-MEPS – 7 Level 5
JOB P-GSIL – 7 Level 5

International Sustainability Rating System
ISRS 8-7 ISRS 5-6 ISRS 3-4
Baseline Assessment PHE
PHE Nunukan – 7 Level 7*

PHE UH – 7 Level 7*
PHE ABANG – 7 Level 6*
PHE RGT – 7 Level 7*
*Note : Angka PHE Internal Asssessment untuk AP exploration | *Note: Number of PHE Internal Assessment for Subsidiary exploration
Apresiasi dan Penghargaan Appreciation and Awards
Komitmen PHE dan Anak Perusahaan pada kepatuhan The commitment of PHE and Subsidiaries to K3 compliance
dan penerapan K3 sepanjang tahun 2018 menghasilkan and implementation in 2018 resulted in appreciation and
apresiasi dan penghargaan dari berbagai pihak. awards from various parties.
Penghargaan Pemberi Penerima

Awards Award-Giving Body Recipient
Patra Nirbhaya Karya Utama Adinugraha I Kementerian ESDM • JOB PMEPTS, BOB BSP
• PHE ONWJ, PHE WMO, JOB PMEPS, JOB PTJM, PHE

Patra Nirbhaya Karya Utama Kementerian ESDM
TEJ
Patra Nirbhaya Karya Pratama Kementerian ESDM • JOB PGSIL
PROPER Emas | Gold Proper KLHK • PHE ONWJ, JOB PTJM
PROPER Hijau | Green Proper KLHK • PHE WMO, JOB PMEPTS, BOB BSP
• PHE NSB, PHE NSO, JOB PPS, JOB OK, PHE Kampar,
PROPER Biru | Blue Proper KLHK
JOB PGSIL, PHE OSES
• PHE
• Best of The Best UIIA Forum Upstream
• PHE ONWJ, PHE WMO
• 3 The Best Category Improvement & Inovation
• PHE ONWJ, PHE WMO,
• 7 Platinum Award (UIIA) Direktorat Hulu
PHE NSO & NSB, PHE NC, BOB BSP
• 10 Gold Pertamina
• PHE ONWJ, PHE WMO, BOB BSP
• PHE
• Best of The Best APQA Forum Annual Pertamina • PHE ONWJ, PHE UH, JOB PTJM,
• 5 The Best Category Quality Award (APQA) JOB PMEPTS
• 8 Platinum Pertamina • PHE ONWJ, PHE WMO, PHE UH,
JOB PTJM, JOB PMEPTS, BOB BSP
Gold Prize & Special Award from Association of Polish Seoul International Invantion
• JOB PTJM
Inventors & Rationalizers (POLANDIA) Fair (SIIF)
3 Star Award for All (7) Delegations & Asia Pacific Quality • PHE ONWJ, PHE WMO, JOB PTJM, JOB PMEPTS,
The Overall Best Award Organization (APQO) BOB BSP
International Convention
Gold Medal Award on Quality Control Circles • PHE ONWJ, JOB PMEPTS, PHE UH
(ICQCC)

Kinerja Keselamatan Kerja dan Table of Working Hours, Recorded

Kesehatan Kerja Cases and TRIR of PHE
Komitmen dalam menerapkan K3 menunjang terciptanya The commitment to implementing K3 supports the creation
keselamatan pekerja yang aman, terlihat pada tren rasio of sound employee safety, as shown in the trend of the ratio
perbandingan jumlah kecelakaan kerja yang dilaporkan comparing the total reported work accidents to the total
atas jumlah jam kerja yang dilakukan. PHE menggunakan performed work hours. PHE uses the Total Recordable
nilai Total Recordable Incident Rate (TRIR) sebagai alat ukur Incident Rate (TRIR) as a measuring instrument to observe
untuk melihat tingkat keselamatan di PHE dan AP. Selama the safety rate at PHE and Subsidiaries. In 2018, PHE
tahun 2018, PHE berhasil menjaga tingkat kecelakaan yang managed to maintain a low accident rate despite the
rendah walaupun peningkatan kegiatan di lapangan yang considerable increase in field activities.
cukup besar.
Secara umum dalam beberapa tahun, nilai TRIR PHE Generally in the past several years, the PHE TRIR score
memperlihatkan kecenderungan menurun. Realisasi nilai showed a decreasing tendency. Realization of the TRIR
TRIR yang dicapai PHE pada tahun 2018 adalah sebesar score achieved by PHE in 2018 was 0.16, lower than the
0,16, lebih kecil dibandingkan batas yang ditetapkan sebesar 2018 TRIR target of 1.01 and a decrease compared to the
1,01 dan turun dibanding nilai TRIR 2017 sebesar 0,17. Total 2017 TRIR score of 0.17. In total, there were five recorded
ada lima insiden yang terekam selama tahun 2018 dengan incidents in 2018 with the total work hours of 32,104,091
total jam kerja 32.104.091 jam. hours.
Tabel Jam Kerja, Kasus Terekam dan TRIR PHE

Table of Work Hours, Recorded Cases, and PHE TRIR
Tahun Total Jam Kerja Kasus Terekam Realisasi TRIR Target TRIR
Years Total Work Hours Recorded Cases TRIR Realization TRIR Target
2018 32.104.091 5 0,16 1,01
2017 34.579.231 6 0,17 1,39
2016 38.007.273 8 0,22 1,24
GRAFIK TRIR 2012 - 2018

GRAPH OF THE 2012 – 2018 TRIR
TRIR 2012 - 2018

1.24 1.19
1.01
0.8
0.64 0.64 0.52
Threshold
0.56 0.54 0.51 0.39
0.22 0.18 0.16
Actual
2012 2013 2014 2015 2016 2017 2018

Tingkat Kecelakaan Kerja Work Accident Rate
Selama tahun 2018, PHE menargetkan nihil fatality dengan In 2018, PHE targeted zero fatality with a total work accident
total batasan kecelakaan kerja sebanyak 35 kasus insiden limit of 35 cases. Recorded incidents with realization until
tercatat dengan realisasi sampai akhir tahun 2018 telah the end of 2018 were 5 cases of recorded incidents. The
terjadi 5 kasus insiden tercatat. Perusahaan memastikan, Company ensures there are no fatal work accidents causing
tidak ada kecelakaan kerja yang bersifat fatal dan the mortality of employees. [403-2]
mengakibatkan pekerja meninggal dunia. [403-2]
Total jumlah insiden kecelakaan kerja pada tahun 2018 The total number of work accidents in 2018 was 14 cases,
sebanyak 14 kasus, lebih sedikit dibanding tahun 2017 less than the 20 cases in 2017. Cases of work accidents
sebanyak 20 kasus. Kasus kecelakaan kerja yang terjadi occurring in 2018 were dominated by the type of first
pada tahun 2018 didominasi jenis kecelakaan kerja kasus aid work accident cases. The decrease in the number of
pertolongan pertama. Turunnya jumlah kasus insiden/ work incidents/accidents signifies that efforts of K3 risk
kecelakaan kerja menandakan usaha pengelolaan risiko management as an effort to lower the number of accidents
K3 sebagai upaya menurunkan angka kecelakaan, telah have run well at PHE and is therefore considered a necessity.
berjalan dengan baik di PHE sehingga dirasakan sebagai
kebutuhan.
Tabel Insiden Kecelakaan Kerja PHE [403-2]

Table of the PHE Work Accident Incidents [403-2]
Jenis Kasus Kecelakaan Kerja

2018 2017 2016
Types of Work Accident Cases
Fatality 0 0 0
Last Time Incident (LTI) 1 0 1
Restricted Work Day Case (RWDC) 1 3 1
Medical Treatment Case (MTC) 3 3 6
First Aid Case (FAC) 9 14 21
Total Kasus | Total Cases 14 20 29
Penilaian Program Peningkatan Kinerja Assessment of the Program to Improve

Perusahaan Dalam Perlindungan dan Company Performance In Environmental
Pengelolaan Lingkungan (PROPER) Protection and Management (PROPER)
PHE bersama AP berkomitmen menyertakan pengelolaan PHE together with Subsidiaries are committed to including
lingkungan pada program Penilaian Peningkatan Kinerja environmental management in the Assessment of the
Perus ahaan Dalam Perlindungan dan Pengelolaan Improvement of Company Performance in Environmental
Lingkungan (PROPER). Pada periode pelaporan PHE Protection and Management (PROPER). In the reporting
menyertakan 13 AP dalam penilaian PROPER, dengan hasil period, PHE included 13 Subsidiaries in PROPER
dua AP mendapatkan PROPER Emas, 3 AP mendapatkan assessment, resulting in two Subsidiaries obtaining Gold
PROPER Hijau dan 7 AP mendapatkan PROPER Biru. PROPER, 3 Subsidiaries obtaining Green PROPER, and 7
Subsidiaries obtaining Blue PROPER.

Pencapaian tersebut menandakan pengelolaan lingkungan The achievement signified that the environmental
yang dilakukan AP telah memenuhi ketentuan perundang- management conducted by Subsidiaries have met
undangan. Satu AP PHE yakni JOB PPEJ, tidak lagi regulatory laws. One PHE Subsidiary, JOB PPEJ, was no
disertakan sebagai bagian dari AP PHE karena secara legal longer included as part of PHE's Subsidiaries due to being
dan operasional, telah diserahkan kepada PT Pertamina EP legally and operationally handed over to PT Pertamina EP
Asset 4 Field Sukowati. Asset 4 Field Sukowati.
Perusahaan berkomitmen untuk terus meningkatkan The Company is committed to continue increasing the
kualitas pengelolaan lingkungan AP. Sesuai dengan environmental management quality of Subsidiaries. In
jangka panjang, PHE menargetkan empat AP memperoleh accordance with the long-term plans, PHE targets four
PROPER Emas dan menjadi lima AP pada tahun 2023. Subsidiaries to obtain Gold PROPER and five Subsidiaries
Upaya yang dilakukan adalah: in 2023. The efforts made are:
• Meningkatkan kompetensi tim dan pemantauan PROPER. • Improving team competencies and PROPER monitoring.
• Pendampingan untuk pengembangan inovasi dalam • Assistance for innovation development in the natural
aspek Sumber Daya Alam (SDA) dan mematenkan Hak resources (SDA) aspect and patenting rights over
Atas Kekayaan Intelektual (HAKI) inovasi dalam bidang intellectual property (HAKI) of innovations in the
lingkungan. environmental sector.
• Melakukan monitoring secara langsung ke lapangan & • Conducting direct monitoring to the field & performing
melakukan rapat koordinasi bersama Tim PROPER AP coordination meetings with the PROPER Team of PHE
PHE, Tim QHSSE PHE & Tim CSR PHE. Subsidiaries, PHE QHSSE Team, & PHE CSR Team.
PROPER Trend 2015-2018 (YTD)
5
Jumlah AP PHE
3 Target
Target
2
Actual
2015 2016 2017 2018

Tahun | Years

Realisasi Target
No AP PHE
2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026
1 PHE WMO
2 JOB PTJM
3 PHE ONWJ
4 JOB PMEPTS
5 PHE OSES CNOOC CNOOC CNOOC CNOOC
BOB PT BSP
6 - Pertamina
Hulu
7 PHE NSO
8 PHE NSB
9 PHE OK JOB PTOK JOB PJOK
10 PHE KAMPAR
11 JOB PGSIL
12 PHE TEJ JOB PPEJ JOB PPEJ PEP PERCA
13 JOB PPS
14 PHE SIAK Chevron PERCA
15 JOB PMEPS Konstruksi PERCA
Note :
Program Penilaian Peringkat Kinerja Perusahaan (PROPER)
Pertamina Environment Regulation Compliance Assessment (PERCA)
Komitmen Pada Kesehatan Kerja Commitment To Occupational Health
Salah satu aspek penting dalam penerapan kesehatan kerja One of the significant aspects in the occupational health
di lingkungan PHE dan Anak Perusahaan adalah penyediaan implementation in PHE and Subsidiaries is the provision
fasilitas dan pelayanan kesehatan, serta melakukan of healthcare services and facilities, as well as conducting
pemeriksaan kesehatan pekerja atau Medical Check-Up periodic employee medical check-up (MCU). Based on the
(MCU) secara berkala. Berdasarkan Peraturan Perusahaan Government Regulation, it is stipulated that the periodic
diatur bahwa pelaksanaan pemeriksaan kesehatan berkala medical check-up is conducted once per year.
dilakukan satu kali dalam setahun.
Melalui pemeriksaan kesehatan berkala akan diketahui Periodic medical check-up will reveal the potentials of health
potensi gangguan kesehatan/penyakit yang dihadapi issues/diseases faced by employees for swift and accurate
pekerja, sehingga dengan cepat dan tepat bisa dilakukan medical treatment, so as not to disrupt operations. In 2018,
tindakan medis, sehingga tidak mengganggu kegiatan the PHE and Subsidiaries Employee MCU activities reached
operasi. Tahun 2018, kegiatan MCU Pekerja PHE dan AP an average of 95% or equal to the 95% target.
mencapai rata-rata 95% atau sama dengan dari target 95%.

Tingkat Kepatuhan MCU PHE dan AP Tahun 2018

Level of the PHE and Subsidiaries MCU Compliance in 2018
MCU Compliance
100%
50%
10%
PHE PHE JOB PHE PHE JOB JOB JOB JOB BOB PHE PHE PHE PHE PHE PHE PHE
HO SK BPS WMO ONWJ MEPTS MEPS PGSIL PTJM BSP OK TEJ-R OSES NSO & ABANG NE UH
NSB
Pendidikan dan Pelatihan Education and Training
PHE berkomitmen mengembangkan kompetensi pekerja PHE is committed to developing employee competencies
dengan menyertakan mereka dalam berbagai pendidikan, by participating them in various education, trainings,
pelatihan maupun penugasan. Pelaksanaan kegiatan or assignments. Implementation of the competencies
pengembangan kompetensi didasari kebutuhan organisasi, development activities is based on organization needs, the
kebutuhan masing-masing pekerja dan hasil people needs of each employee, and results of the people review
review yang dilakukan setiap tahun oleh Fungsi HR & GA. conducted annually by the HR & GA Function. In 2018, PHE
Pada tahun 2018, PHE bersama Anak Perusahaan telah together with Subsidiaries have organized 99,998 hours
menyelenggarakan 99.998 jam pelatihan/pendidikan yang of education/training participated in by 2,345 participants
diikuti 2.345 peserta dari seluruh kelompok jabatan. [404-1] from all position groups. [404-1]

Tabel Jam Pelatihan dan Jumlah Peserta Tahun 2018

Table of the Training Hours and Number of Participants in 2018
Perusahaan Jumlah Peserta Jumlah Program Hari Pelatihan Jam Pelatihan

Company Number of Number of Training Days Training Hours
Participants Programs
PTMN HULU ENERGI (PHE) 125 147 371 3,234

PHE SIAK & KAMPAR 60 83 281 1.880
PHE ABAR-ANGGURSI 15 24 61 488
PHE METAN TANJUNG II (UH) 7 14 31 248
PHE NSO & NSB 114 166 4,172 33.008
PHE NUNUKAN COMPANY 21 36 72 576
PHE OGAN KOMERING 52 11 26 208
PHE ONWJ 516 1.242 3.048 24.016

PHE OSES 489 259 451 3,608
PHE RANDUGUNTING 8 17 132 1,056
PHE SSO 560 765 1.845 14.388
PHE TUBAN EAST JAVA 23 7 20 160
PHE WMO 355 595 2,187 17,128
JUMLAH | TOTAL 2.345 3.366 12.697 99.998
PHE juga menyelenggarakan program in-house training PHE also holds in-house training programs, including
termasuk berbagi pengetahuan (knowledge sharing) dari knowledge sharing from internal experts. In 2018, there
para ahli internal. Selama tahun 2018, tercatat ada 16 were recorded 16 knowledge sharing activities (CIP Sharing
kegiatan knowledge sharing (Sharing CIP dan Forum Sharing) and Sharing Forum) participated in by 783 PHE employees
yang diikuti oleh 783 pekerja PHE sebagai peserta. as participants.
Tabel Penyelenggaraan Knowledge Sharing

Table of Knowledge Sharing Implementation
Judul Fungsi/Unit Narasumber/

No
Theme Function/Unit Speaker
1 Petir dan Penanggulangan Lightning and Its Mitigation PHE Ogan Komering Operasi | Operations
Quality Assurance merefleksi Quality Assurance reflecting the Internal

2 PHE SSO Internal Audit
Kepatuhan & Kualitas Internal Audit Audit Compliance & Quality
Understanding Gas Sales and Purchase Agreement ("PJBG") and Regulation

3 PHE SSO Commercial
on Gas
Strategi Pengelolaan Perusahaan Company Management Strategies in

4 dalam era PSC Gross Split untuk the PSC Gross Split era to increase PHE SSO Controller
meningkatkan Laba Profit
Penggunaan Lumpur High

Utilization of High Performance Water-
5 Performance Water Based Mud di PHE Nunukan Company Drilling
Based Mud at Sumur Parang
Sumur Parang
Menurunkan Capex, Opex, dan Lowering Capex, Opex, and Operations

6 Operations Risk Fasilitas Produksi di Risk of Production Facilities at PHE Nunukan Company Operations & Project
Lapangan Badik Lapangan Badik

Judul Fungsi/Unit Narasumber/

No
Theme Function/Unit Speaker
7 Overpressure in Nunukan block; Risk or Opportunity? PHE Nunukan Company Subsurface
Aplikasi Piramida Strategy dalam

Strategy Pyramid Application in the DST
8 operasi DST Sumur-Sumur PHE Nunukan Company Subsurface
operations of Exploration Wells
Eksplorasi
Optimalisasi Data Mudlogging untuk Mudlogging Data Optimization for

9 PHE Nunukan Company Subsurface
Evaluasi Formasi Formation Evaluation
10 Basic Concept of Management System - Business Process PEMS PHE PHE SSO QHSSE
11 Drilling for Non-Drillers PHE WMO Drilling & Well Services
12 Organizational Effectiveness/Work Load Analysis PHE SSO HR&GA
Subsurface
13 Understanding Reservoir Property for Non-Technical PHE
Development
Unlocking Unconventional Source Rock Reservoir Potential For Sustainable

14 PHE Nunukan Company Subsurface
Development Energy
15 Petroleum Engineer for Non Petroleum Engineer PHE WMO Operations & Production
Kegiatan internal lain adalah Knowledge Management Another internal activity is the Knowledge Management
Pertamina (KOMET), yang diterapkan sebagai upaya Pertamina (KOMET), which is implemented as an effort to
mengelola inovasi dan penyempurnaan dengan manage innovations and perfecting by improving knowledge
meningkatkan budaya berbagi pengetahuan, baik melalui sharing culture, whether through offline activities or by
kegiatan tatap muka (offline) maupun dengan memanfaatkan utilizing information technology (online or webinar). Until the
teknologi informasi (online atau webinar). Sampai dengan end of 2018, PHE has implemented activities consisting of 17
akhir tahun 2018, PHE telah melaksanakan kegiatan yang Online Webinar KOMET programs and 69 Offline KOMET
terdiri atas 17 program KOMET Webinar Online dan 69 programs from 2016 – 2018.
program KOMET Offline dari tahun 2016 - 2018.
Pelaksanaan KOMET Sharing PHE 2016-2018

Implementation of the PHE KOMET Sharing from 2016-2018
Sebaran Forum KOMET PHE

Forum Distribution of KOMET PHE
30 28
25
21
20
20
Forum KOMET Webinar Online
Forum KOMET Webinar Online
15
Forum KOMET Offnline
10 Forum KOMET Offnline
7 7
4
5
0
2016 2017 2018
Tahun | Years

Remunerasi Bagi Pekerja Remuneration for Employees
S e j a l a n d e n g a n p e n e ra p a n S S O, P H E m e l a ku ka n In line with SSO implementation, PHE performs remuneration

standarisasi remunerasi bagi pekerja di lingkungan PHE standardization for employees in PHE and PHE Subsidiaries.
dan Anak Perusahaan (AP) PHE. Standarisasi diperlukan Standardization is necessary, considering PHE owns many
mengingat PHE memiliki banyak Anak Perusahaan dan subsidiaries and several of which are subsidiaries from
beberapa di antaranya merupakan Anak Perusahaan dari terminated oil and gas work areas/blocks, which previously
wilayah kerja/blok migas terminasi yang sebelumnya had their own remuneration systems and procedures.
memiliki sistem dan prosedur remunerasi masing-masing.
Ketentuan besaran remunerasi bagi pekerja PHE ditetapkan Determination of the remuneration amount for PHE
berdasarkan tinjauan pasar, dengaan memperhatikan employees is established based on market review, by
ketentuan yang berlaku di PT Pertamina (Persero) sebagai considering prevailing stipulations in PT Pertamina (Persero)
induk perusahaan. Remunerasi yang diberikan didasarkan as the parent company. The remuneration given is based on
pada pertimbangan profesional dan mengabaikan faktor- professional consideration and ignores factors that indicate
faktor yang mengindikasikan diskriminasi. discrimination.
Remunerasi yang diterima pekerja PHE terdiri dari gaji The remuneration received by PHE employees consists of
pokok, tunjangan, insentif, dan bonus. Tunjangan diberikan basic salary, benefits, incentives, and bonuses. Benefits are
berdasarkan status kepegawaian, jabatan, masa kerja, dan given based on employment status, position, term of office,
penempatan. Pemberian insentif dan bonus berdasarkan and placement. The giving of incentives and bonuses is
penilaian kinerja pekerja serta kinerja Perusahaan. based on the assessment of employee performance and
Company performance.
Secara umum, besaran remunerasi yang diterima pekerja In general, the amount of remuneration received by PHE
PHE pada jabatan terendah, masih lebih besar dari ketentuan employees at the lowest position is still larger than the
upah minimum regional maupun upah minimum sektoral, provision for the regional minimum wage or sectoral
yang ditetapkan pemerintah daerah setempat. Sebagai minimum wage established by the local government. To
gambaran, besaran remunerasi pekerja jabatan terendah di illustrate, the employee remuneration amount of the lowest
Kantor Pusat PHE di Jakarta, masih lebih tinggi 4,17% dari position at PHE Head Office in Jakarta is still 4.17% higher
ketentuan Upah Minimum Sektoral Provinsi DKI Jakarta than the provision for the 2018 DKI Jakarta Province Sectoral
2018 sebesar Rp3.648.035, untuk sektor kimia, energi dan Minimum Wage of Rp3,648,035.- for the chemicals, energy,
pertambangan berdasarkan Peraturan Gubernur (Pergub) and mining sector based on the DKI Jakarta Governor
DKI Jakarta No. 16 Tahun 2018 tanggal 12 Maret 2018 [202-1] Regulation (Pergub) No. 16 of 2018 of 12 March 2018. [202-1]
Mekanisme Pengaduan Masalah Grievance Mechanism on Employment

Ketenagakerjaan Issues
Perjanjian Kerja Bersama Collective Labor Agreement
Hubungan industrial antara PHE dengan pekerja dibangun The industrial relations between PHE and employees
atas dasar saling percaya dan saling menghargai antara are built based on mutual trust and respect between
Perusahaan dan Pekerja yang didasarkan atau berpedoman the Company and Employees, based on or by referring
pada Undang-Undang No. 13 Tahun 2013 tentang to Law No. 13 of 2013 on Labor. The Company gives
Ketenagakerjaan. Perusahaan memberi kesempatan opportunities to each employee to express opinions and
kepada setiap pekerja untuk dapat menyatakan pendapat unionize. The Company also realizes the importance of
dan berserikat. the role of Employees in building harmonious industrial

Perusahaan juga menyadari pentingnya peran Pekerja relation, therefore the Company continues to endeavor
dalam membangun hubungan industrial yang harmonis to improve Employee engagement, particularly in labor
sehingga Perusahaan terus berusaha untuk meningkatkan relations, by forming a Bipartite Cooperation Institution as
engagement Pekerja, khususnya dalam hal hubungan a communication forum consisting of elemnts of Employee
ketenagakerjaan adalah dengan membentuk Lembaga representatives and Company representatives, which
Kerja Sama Bipartit (LKS Bipartit). Ini menjadi wadah atau functions as a forum to discuss necessary matters in
forum komunikasi yang terdiri atas unsur wakil Pekerja dan improving Company performance as well as increasing
wakil Perusahaan yang salah satu fungsinya adalah untuk Employee engagement in producing recommendations as
membahas hal-hal yang dibutuhkan dalam meningkatkan references for the Company in making policies.
kinerja Perusahaan serta meningkatkan keterlibatan
Pekerja dalam menghasilkan rekomendasi sebagai acuan
Perusahaan untuk membuat kebijakan.
Pekerja PHE juga telah membentuk lembaga serikat atau PHE employees have also formed a Workers’ Union, which
Serikat Pekerja, yakni Organisasi Karyawan Pertamina Hari is the Organisasi Karyawan Pertamina Hari Esok (OK PHE),
Esok (OK PHE) yang pertama kali dibentuk dan dicatatkan initially formed and registered to the Labor Institution in 2011.
ke Instansi Ketenagakerjaan pada tahun 2011.
OK PHE bertindak mewakili pekerja dalam s etiap OK PHE acts representing employees in every negotiation
perundingan dengan manajemen, terkait ketenagakerjaan with management relevant to labor, including composing
termasuk membuat Perjanjian Kerja Bersama (PKB). Tahun the Collective Labor Agreement (PKB). 2018 recorded a
2018 mencatat babak baru bagi proses pengelolaan new chapter for the HC management process and labor
SDM dan hubungan ketenagakerjaan di PHE. Manajemen relations at PHE. Management and OK PHE have agreed
dan OK PHE telah bersepakat dan menandatangani and signed the PHE PKB effective from 1 January 2019 until
PKB PHE yang berlaku terhitung mulai tangal 1 Januari 31 December 2020 (2019 - 2020 period), which replaced
2019 sampai 31 Desember 2020 (periode 2019 – 2020) the previously enforced Company Regulation. The series
yang menggantikan Peraturan Perusahaan yang selama of PKB composition was begun on 8 October 2018 (Kick
ini diberlakukan. Rangkaian penyusunan PKB dimulai Off) until the Final negotiation for the 2019-2020 PHE PKB
pada tanggal 8 Oktober 2018 (Kick Off), sampai dengan composition taking place in Bukittinggi, West Sumatera on
perundingan Final penyusunan PKB PHE 2019-2020 yang 12 – 14 November 2018. [102-41]
berlangsung di Bukittinggi, Sumatera Barat pada tanggal 12
– 14 November 2018. [102-41]
Dalam perundingan PKB tersebut, tim PHE diwakili oleh 9 In the PKB negotiations, PHE team was represented by 9
orang pekerja sebagai tim perunding Perusahaan dengan Employees as the Company negotiator team with the VP of
ketua tim perunding wakil Perusahaan adalah VP HR&GA. HR&GA as head of the Company representative negotiator
Dari perwakilan tim pekerja juga diwakili oleh 9 orang team. The representative employee team representative
Pekerja dan didampingi oleh Ketua Organisasi Karyawan was also represented by 9 Employees and assisted by the
(OK PHE). Head of the Employee Organization (OK PHE).
Keberadaan PKB menjadi strategis, karena PHE memiliki The existence of PKB is strategic because PHE owns 14
14 Anak Perusahaan (PHE sebagai operator) dengan Subsidiaries (with PHE as operator) with the uniqueness
keunikan dan perbedaan tata kelola bisnis masing-masing. and difference of each respective business governance.
Selanjutnya PKB PHE menjadi rujukan bersama dalam Furthermore, PHE PKB becomes the collective reference
mengelola hubungan ketenagakerjaan di Perusahaan. in managing labor relations at the Company.

Penyusunan PKB juga menjadi bentuk dukungan PHE PKB composition is also the form of PHE’s support to the
terhadap keberadaan OK PHE sebagai serikat pekerja PHE presence of OK PHE as the workers’ union of PHE and
dan Anak Perusahaan. Selama tahun 2018, dipastikan tidak Subsidiaries. In 2018, it was ensured there were no issues,
ada hal-hal yang termasuk upaya untuk menghalang-halangi including attempts to restrict the freedom of opinion and
kebebasan berpendapat dan berserikat para pekerja. [407-1] union of the employees. [407-1]
Sampai dengan tahun 2018 jumlah anggota OK PHE Until the end of 2018, the number of OK PHE members
mencapai 1,273 orang atau 51,92% dari total pekerja PHE. reached 1,273 people or 51.92% of the total PHE employees.
Selain anggota OK PHE, PKB juga melindungi seluruh Other than OK PHE members, PKB also protects all
pekerja PHE dan Anak Perusahaan yang bukan merupakan employees of PHE and Subsidiaries who are not members
anggota OK PHE. of OK PHE.
Penyampaian Pengaduan Masalah Filing Of Complaints On Labor Issues

Ketenagakerjaan
Sesuai Aturan Perusahaan, pekerja dapat menyampaikan In accordance with Company Regulations, employees may
pengaduan terkait masalah ketenagakerjaan maupun file complaints relevant to labor or work issues through three
pekerjaan melalui tiga mekanisme, yaitu: mechanisms, which are:
1. Atasan Langsung 1. Direct Superior
Selanjutnya atasan langsung akan memutuskan solusi Direct superior will then decide the solution for the
atas pengaduan yang disampaikan. Apabila atasan filed complaint. If direct superior cannot settle, then it is
langsung tidak dapat menyelesaikan, maka disampaikan submitted to a company official on a higer level until a
kepada pejabat perusahaan pada jenjang yang lebih solution is found.
tinggi, sampai didapat solusi.
2. Lembaga Bipartit 2. Bipartite Institution
Apabila pejabat perusahaan tidak dapat memutuskan If company officials cannot decide on a solution, then
solusi, maka dilakukan perundingan antara manajemen a negotiation is conducted between management and
dengan pekerja maupun serikat pekerja yang mewakili. employees or representing workers’ union.
3. Lembaga Tripartit 3. Tripartite Institution
M e ka n i s m e l e m b a g a Tr i p a r t i t d i te m p u h a p a b i l a The tripartite institution mechanism is taken if the
lembaga Bipartit tidak bisa menyelesaikan pengaduan Bipartite institution cannot settle the filed complaint.
yang disampaikan. Perundingan Tripartit melibatkan Tripartite negotiation involves management, employees,
manajemen, pekerja, dan pihak ketiga sebagai fasilitator and a third party as negotiation facilitator.
perundingan.
Sepanjang tahun 2018, PHE menerima 4 pengaduan In 2018, PHE received 4 complaints from employees relevant
dari pekerja , terkait masalah ketenagakerjaan dan to labor and work issues. All complaints were able to be
pekerjaan. Seluruh pengaduan telah dapat diselesaikan settled by referring to the provisions in PKB or Labor Laws
dengan mengacu ketentuan dalam PKB maupun UU and other prevailing internal stipulations at the Company.
Ketenagakerjaan dan ketentuan lain yang berlaku di internal
Perusahaan.
• Sebanyak 1 keluhan/pengaduan telah dapat diselesaikan • 1 complaint/report was settled by a direct superior or
oleh atasan langsung maupun pejabat perusahaan yang higher company official.
lebih tinggi.
• Sebanyak 1 keluhan/pengaduan telah dapat diselesaikan • 1 complaint/report was settled through the Bipartite
melalui mekanisme Bipartit. mechanism.
• Sebanyak 2 keluhan/pengaduan ditarik kembali oleh • 2 complaints/reports were retracted by Employees
Pekerja setelah ada klarifikasi dari internal Fungsi Pekerja following clarification from the internal Function of
terkait. relevant Employees.

Corporate Social Responsibility yang

Terkait Dengan Tanggung Jawab Kepada
Konsumen dan Produk
Corporate Social Responsibility Relevant To The
Responsibility To Customers and Products
PHE berkomitmen menerapkan sistem manajemen mutu di PHE is committed to implementing a quality management
semua fungsi/unit kerja dan tingkatan guna meningkatkan system in all functions/task forces and levels in order to
produktivitas dan daya saing, serta mendukung salah satu increase productivity and competitiveness as well as
dari tata nilai 6C, yakni customer focus. Penerapan sistem support one of the 6C Values, which is customer focus.
manajemen mutu dilaksanakan semua pekerja pada seluruh Implementation of the quality management system is
tingkatan dan melalui perbaikan mutu berkesinambungan performed by all employees on all levels and through
(continous quality improvement) di segala bidang. continuous quality improvement in all sectors.

Secara umum produk yang dihasilkan PHE adalah migas, In general, the products produced by PHE are oil and gas,
sehingga memiliki pasar dan pelanggan yang sudah pasti therefore they have a captive market. For crude oil and
(captive market). Untuk minyak mentah dan kondensat condensate, the priority is on meeting the requirements of
diprioritaskan untuk memenuhi kebutuhan Kilang PT PT Pertamina (Persero) Refineries and domestic market
Pertamina (Persero) dan kebutuhan pasar domestik. Adapun needs. Meanwhile, the gas business is conducted through
untuk bisnis gas dilakukan melalui mekanisme Perjanjian the Gas Sale and Purchase Agreement (PJBG) by referring
Jual Beli Gas (PJBG), dengan mengacu pada Peraturan to the Minister of ESDM Regulation No. 06 of 2016 on the
Menteri ESDM No. 06 Tahun 2016 tentang Ketentuan dan Provisions and Procedures of Allocation Establishment and
Tata Cara Penetapan Alokasi dan Pemanfaatan, serta Harga Utilization as well as Price of Natural Gas and Guidelines for
Gas Bumi dan Pedoman Tata Kerja BP Migas/SKK Migas No. the Working Procedure of BP Migas/SKK Migas No. 029/
029/PTK/VII/2009 (PTK 029) tentang Penunjukan Penjual PTK/VII/2009 (PTK 029) on the Appointment of Seller and
dan Penjualan Gas Bumi/ LNG/ LPG Bagian Negara. the Sale of State Portion Natural Gas/LNG/LPG.
Menjaga Kepuasan Pelanggan Maintaining Customer Satisfaction
Fokus dari penerapan sistem manajemen mutu adalah The focus of quality management system implementation
kepuasan pelanggan serta stakeholder yang lain. PHE terus is the satisfaction of customers and other stakeholders.
memperbaiki layanan, serta menguatkan hubungan dengan PHE continues to improve service as well as strengthen
pelanggan untuk meningkatkan loyalitas atau engagement relations with customers to increase loyalty or long-term
dalam jangka panjang. Langkah yang dilakukan antara engagement. The steps taken include ensuring that the oil
lain memastikan produk migas yang dikirimkan kepada and gas products delivered to customers are in accordance
pelanggan sesuai persyaratan yang telah disepakati with stipulations agreed upon in the purchase and sale
dalam perjanjian jual beli dan dilakukan dengan tetap agreement and conducted by still considering aspects of
memperhatikan aspek keselamatan, keamanan, dan safety, security, and environment.
lingkungan.
S e c a ra b e r k a l a P H E b e r s a m a A n a k P e r u s a h a a n PHE and its subsidiaries periodically conduct customer

melakukan survei kepuasan pelanggan. Pelaksanaan satisfaction surveys. Implementation of the survey based
survei berdasarkan Surat Direktur Utama No. 031/ on the Letter of the President Director No. 031 / PHE000
PHE000/2016-S0 tertanggal 9 Februari 2016 dan Tata / 2016-S0 dated 9 February 2016 and Organization
Kerja Organisasi No. B-002/PHE050/2017-S9 yang berlaku Procedure No. B-002 / PHE050 / 2017-S9 which has
sejak 1 Agustus 2017, yang mengatur bahwa kegiatan survei been in effect since August 1, 2017, which stipulates that
dilaksanakan minimal satu kali dalam setahun. Pelaksanaan survey activities are conducted at least once a year. The
survei dimaksudkan untuk mengetahui tingkat kepuasan survey was intended to determine the level of customer
pelanggan atas kinerja pelayanan dan kualitas produk. Hasil satisfaction for service performance and product quality.
survei juga digunakan untuk meningkatkan kinerja masing- Survey results are also used to improve the performance
masing Anak Perusahaan dalam fokus mereka kepada o f e a c h S u b s i d i a r y i n t h e i r fo c u s o n c u s t o m e r s .
pelanggan.
Dari hasil survei kepuasan pelanggan yang dilakukan pada From the results of the customer satisfaction survey
tahun 2018 diketahui bahwa secara umum pelanggan conducted in 2018 it was found that in general customers
telah menyatakan puas atas layanan yang diberikan dan had expressed satisfaction with the services provided and
kualitas produk yang dikirimkan. Rata-rata Indeks Kepuasan the quality of the products delivered. The average Customer
Pelanggan sebesar 69,54% dengan nilai tertinggi Indeks Satisfaction Index is 69.54% with the highest value of the
Kepuasan Pelanggan sebesar 91,85%. Sedangkan nilai Customer Satisfaction Index of 91.85%. While the lowest
terendah Indeks Kepuasan Pelanggan sebesar 47,22%, hal value of the Customer Satisfaction Index is 47.22%, this
ini disebabkan penurunan produksi gas di AP PHE pelaksana is due to a decrease in gas production in the AP PHE
survei tersebut. implementing the survey.

Hasil Survei Kepuasan Pelanggan Tahun 2018

Results of the 2018 Customer Satisfaction Survey
Nama AP Total Responden

Product Quantity Product Quality Service Quality
Name of Subsidiaries Total Respondents
PHE WMO 12 84,09% 82,84% 89,02%
PHE Siak 1 83,33% 83,33% 83,33%
PHE TEJ 1 80,00% 80% 80%
JOB Tomori 2 87,50% 91,67% 75,00%
PHE ONWJ 3 47,22% 65,28% 73,61%
PHE OK 3 91,85% 90,56% 84,44%
PHE menggunakan beberapa kriteria sebagai parameter PHE uses several criteria as parameters of satisfaction in
kepuasan dalam survei yang dilakukan, yakni kesesuaian the implemented survey, which are quality accuracy of the
kualitas minyak dan gas yang dikirimkan, ketepatan jumlah/ delivered oil and gas, amount/volume accuracy of oil and
volume minyak dan gas, ketepatan waktu pengiriman, gas, timeliness of delivery, whether the promptness and
kecepatan dan respon keluhan telah sesuai dengan response to complaints have been in accordance with
harapan pelanggan, serta sikap proaktif & komunikasi efektif customer expectations, as well as proactive attitude &
untuk memenuhi layanan yang dibutuhkan pelanggan terkait effective communication in fulfilling the services required
kualitas dan kuantitas produk. by customers relevant to product quality and quantity.
Berdasarkan kuesioner survei yang dikembalikan dapat Based on the submitted survey questionnaires, it can be
disimpulkan tingkat kepuasan pelanggan terhadap concluded that the customer satisfaction level over product
kualitas produk, kuantitas produk, dan kualitas pelayanan, quality, product quantity, and service quality are dominated
didominasi pada tingkat sangat puas dan puas. Tidak ada by the very satisfied and satisfied levels. There were no
pelanggan yang menyatakan tidak puas. customers stating not satisfied.
Tabel Hasil Survei Pelanggan 2018 Berdasarkan Tingkat Kepuasan

Table of the 2018 Customer Survey Results Based on Satisfaction Level
Parameter | Parameter Hasil Survei (%) | Survey Results (%)
Pengiriman produk | Product Delivery 91,9
Kualitas pelayanan | Service Quality 90,6
Mekanisme penanganan keluhan | Complaint handling mechanism 84,4

Penerapan Sistem Jaminan Mutu Quality Assurance System Implementation
Komitmen PHE terhadap konsumen juga diwujudkan PHE’s commitment to customers is also realized in the
dengan penerapan Sistem Manajemen Mutu (SMM) dalam Quality Management System (SMM), in the form of the
bentuk PHE’s Enterprise Management System (PEMS) PHE Enterprise Management System (PEMS) based
berbasis ISO 9001:2015 sebagai bagian dari strategi usaha on ISO 9001:2015 as part of the business strategy and
dan berorientasi pada kepuasan pelanggan. Penerapan oriented to customer satisfaction. PEMS implementation
PEMS sejalan dengan penerapan Empat Pilar Quality is in line with the implementation of the Four Pillars of
Management Pertamina, serta menjadi bagian dari tugas Pertamina Quality Management, as well as part of the
dan tanggung jawab Tim Quality Management. Keberadaan duties and responsibilities of the Quality Management
Tim Quality Management memastikan penerapan PEMS Team. The existence of the Quality Management Team is
dilaksanakan secara efektif, komprehensif, konsisten, dan to ensure PEMS implementation is performed effectively,
berkelanjutan. comprehensively, consistently, and sustainably.
Struktur Tim Quality

DEWAN MUTU DAN PRODUKTIFITAS
Management PT PERTAMINA HULU ENERGI
Structure of the Quality
Management Team Ketua : Direktur Utama
Wakil Ketua : - Direktur Eksplorasi
- Direktur Pengembangan
- Direktur Operasi & Produksi
- Direktur Keuangan & Layanan Bisnis
Anggota : VP's & Sr. Manager's
CHAMPION PHE FASILITATOR PHE DEWAN MUTU AP PHE
Ketua: Ketua:
-- Relations
VP QHSSE General Manager
-- PPRM
Wakil Ketua: Wakil Ketua:
-- Chief Internal Auditor
Quality Management VP/Senior Manager
-- Legal
System Anggota: Para Manager
-- Commercial
-- Operations & Production
-- Production Asset Management
-- Exploration Subsurface, Planning &
Evaluation
-- Exploration Ops & Asset Management FASILITATOR
-- Project Strategic Development Mgt MUTU AP PHE
-- Subsurface Development Ketua:
-- HR & GA PIC Facility Mutu
-- QHSSE (Sr. Mgr/Mgr)
CHAMPION
CHAMPION/PIC AP PHE
-- Finance & Treasury Wakil Ketua:
-- Controller PIC Facility Mutu
-- ICT & Data Management (Assistant Mgr/
-- SCM Superintendent)
TIM TIM
COACH AP
IMPLEMENTASI QM IMPLEMENTASI QM
PHE
(CIP/SM/KM/QMA) (CIP/SM/KM/QMA)

Continous Improvement Program Continous Improvement Program
Penerapan SMM juga diwujudkan melalui penyelenggaraan S M M i m p l e m e nt at i o n i s a l s o re a l i ze d t h ro u g h t h e

Continuous Improvement Program (CIP) dalam rangka Continuous Improvement Program (CIP) implementation
meningkatkan produksi, penambahan cadangan, efisiensi, in order to increase production, add reserve, efficiency,
operational excellence, sistem kerja dan aspek HSSE. operational excellence, work system, and HSSE aspect. CIP
Realisasi CIP hingga TW IV, dengan capaian jumlah Risalah realization up to TW IV was the achievement of 263 Audited
Audited telah tercapai 263 sampai dengan pelaksanaan Minutes of Meeting until the 2018 PHE CIP Presentation
Forum Presentasi CIP PHE 2018. Jumlah tersebut melebihi Forum implementation. The number exceeded the 167 target
target 167 (10% dari jumlah pekerja PWTT untuk Anak (10% from the number of PWTT employees for Subsidiaries
Perusahaan & PHE Holding). Value Creation telah tercapai & PHE Holding). The achieved Value Creation was US$753
sebesar US$753 juta dari target sebesar US$21,5 juta (2% million from the US$21.5 million target (2% from the OPEX
dari OPEX di luar Payroll). outside of Payroll).
Perusahaan terus meningkatkan kesertaan pekerja dalam The Company continues to increase employee participation
pelaksanaan CIP. Strategi yang dilakukan antara lain: in CIP implementation. The conducted strategies include:
1. Penambahan batch program pelatihan penulisan Risalah 1. Additional training program batch for the writing of CIP
CIP & KOMET untuk pekerja PHE Holding. & KOMET Minutes of Meeting for employees of PHE
Holding.
2. Penetapan program sosialisasi CIP replikasi di PHE & AP 2. Establishment of the replication CIP socialization
PHE. program at PHE & PHE Subsidiaries.
3. Membuat aplikasi digital untuk penulisan Risalah CIP 3. Creating a digital application for the writing of CIP Minutes
sehingga memudahkan submission & audit CIP. of Meeting, therefore easing CIP submission & audit.
Dalam tahun 2018 ada beberapa inovasi dan pengembangan In 2018, there were several innovations and developments
yang dilakukan dalam penerapan CIP untuk memastikan performed in CIP implementation to ensure the future
kesinambungan operasi dan usaha PHE di masa mendatang. continuity of PHE operations and business. One of the
Salah satu temuan PHE yang strategis PC Prove KISS, yakni strategic inventions of PHE was the PC Prove KISS, which
jam cerdas yang mampu mendeteksi serta merespons was JAM CERDAS (Jambi Merang Condensate Early
kebocoran minyak pada clamp. Alat ini mampu meningkatkan Response by Detection Alert System) that was able to detect
keakurasian deteksi kebocoran pada clamp pipa kondesat, and respond to oil leak in the clamp. This device is able to
dari sebelumnya tujuh hari menjadi 30 detik. Inovasi ini increase the accuracy of leak detection in the condensate
mampu menghemat Rp1,5 miliar per tahun serta mencegah pipe clamp, from seven days to 30 seconds. This innovation
kehilangan pendapatan kondensat sebesar Rp635 juta/ is able to save Rp1.5 billion per year as well as prevent the
tahun. loss of Rp635 million/year in condensate revenue.
Kriteria Kinerja Ekselen Pertamina Pertamina Excellent Performance

(KKEP) Criteria (KKEP)
Pada tahun 2018, Perusahaan mulai menyertakan kinerja In 2018, the Company began to include performance in the
pada penilaian Kriteria Kinerja Ekselen Pertamina (KKEP). Pertamina Excellent Performance Criteria (KKEP). Score
Realisasi Skor Quality Management Assurance (QMA) - realization of the Quality Management Assurance (QMA) –
KKEP hingga TW IV, telah mencapai skor sebesar 600 KKEP up to TW IV achieved a score of 600, exceeding the
melebihi dari target KPI Skor KKEP sebesar 501. KPI target KKEP score of 501.

Tahapan QMA ini diharapkan dapat menjadi media perbaikan This QMA stage is expected to be the media for continuous
dan peningkatan berkelanjutan dalam rangka mencapai Visi improvement and increase in achieving PHE Vision and
dan Misi PHE serta meningkatkan citra perusahaan. PHE Mission as well as improving company image. PHE is
berkomitmen meningkatkan penilaian KKEP. Namun hal committed to increasing KKEP assessment. However, this is
tersebut tak mudah dilaksanakan karena beberapa kendala, not easily performed due to several obstacles, including the
di antaranya kesulitan mencari data benchmarking world difficulty in finding world class company benchmarking data
class company terkait kinerja bisnis & operasional sehingga relevant to business & operations performance, therefore
skor penilaian data benchmarking masih rendah. the benchmarking data assessment score remains low.
Langkah strategis yang dilaksanakan Perusahaan untuk The strategic measures taken by the Company to increase
meningkatkan KKEP, di antaranya: KKEP include:
• Mempunyai database seluruh kinerja PHE sehingga tren • Having a database of the entire PHE Performance for the
kinerja bisnis & operasional terkonsolidasi dan ter-update consolidation and update of the business & operations
melalui koordinasi dengan para PIC fungsi PHE dan AP. performance trend through coordination with the PIC of
the Functions at PHE and Subsidiaries.
• Perlu adanya PIC untuk mengelola data benchmarking • The need for PIC to manage the world class company
world class company terkait kinerja bisnis & operasional. benchmarking data relevant to business & operations
performance.
• M e l a ku ka n t r a i n i n g ref re s h m e nt t e r ka i t d e n g a n • Conducting refreshment training relevant to KKEP
pemahaman KKEP dan kebutuhan analisa kinerja bisnis understanding and requirements of the business &
& operasional. operations performance analysis.
Evaluasi Pemasok Supplier Evaluation
Secara berkala PHE melakukan evaluasi terhadap pemasok Periodically, PHE performs an evaluation of suppliers and
dan vendor sejak proses seleksi penyedia barang dan jasa vendors from the time the selection process of goods and
dilakukan. Tujuannya untuk menjamin proses kerja yang baik services provider is conducted. The purpose is to guarantee
untuk seluruh stakeholder sesuai dengan tujuan perusahaan. a sound work process for all stakeholders in accordance
Pelaksanaan evaluasi terkait dengan pemenuhan ketentuan with company objectives. Implementation of the evaluation
dan persyaratan dari pemasok dan vendor yang akan relevant to the fulfillment of provisions and requirements by
bekerja sama dengan PHE mengacu pada SK No. 176/ suppliers and vendors that will cooperate with PHE refers
PHE000/2011-S0 mengenai Manajemen Pengadaan to SK No. 176/PHE000/2011-S0 on Management of Goods
Barang dan Jasa yang didalamnya memuat STK (Pedoman, and Services Procurement, which contains STK (Guidelines,
TKO dan TKI) Pengadaan Barang dan Jasa. TKO, and TKI) of Goods and Services Procurement.
Selain pelaksanaan evaluasi, PHE juga mewajibkan para Aside from implementing the evaluation, PHE also obligates
pemasok dan vendor untuk melakukan perlindungan suppliers and vendors to perform protection of employees
terhadap para pekerja untuk memenuhi aspek SMK3 to fulfill the SMK3 aspect in accordance with prevailing
sesuai dengan peraturan dan perundangan dan standar regulations and laws and international standards (ISO/
internasional (ISO/OHSAS/ISRS) yang berlaku. Seluruh OHSAS/ISRS). All requirements of the SMK3 aspects
persyaratan aspek SMK3 tersebut dievaluasi dalam are evaluated in the implementation of the Guidelines
penerapan Pedoman Contractor Safety Management for Contractor Safety Management System (CSMS) No.
System (CSMS) No. A-005/PHE020/2016-S0. A-005/PHE020/2016-S0.
PHE belum melakukan audit ketenagakerjaan terhadap PHE has not performed a labor audit on suppliers and
pemasok dan vendor, namun PHE akan mengambil tindakan vendors. However, PHE will take action if there are
apabila terdapat pemasok dan vendor yang tidak memenuhi suppliers and vendors not fulfilling the agreement, including
perjanjian termasuk melakukan pemutusan perjanjian jika conducting agreement termination if necessary.
diperlukan.

PHE dapat memberikan teguran tertulis, memerintahkan PHE can give a written warning, order suppliers and vendors
pemas ok dan vendor untuk menyesuaikan dengan to conform to prevailing regulatory laws and standards,
peraturan perundang-undangan dan standar yang berlaku, impose sanction, terminate cooperation, and even enact a
memberi sanksi, menghentikan kerja sama bahkan bisa red or black sanction category to suppliers or vendor that
memberi kategori sanksi merah atau hitam kepada pemasok do not improve their performance.
dan vendor yang tidak juga memperbaiki kinerjanya.
Pada tahun 2018 terdapat 52 pemasok dan vendor yang In 2018, there were 52 suppliers and vendors undergoing
menjalani proses evaluasi. Hasil evaluasi memperlihatkan the evaluation process. The evaluation results showed
tingkat kepatuhan serta dukungan dari pemasok dan vendor, the level of compliance and support from suppliers and
untuk mendukung penerapan Sistem Manajemen Mutu vendors in supporting the Quality Management System
dan menjaga kepuasan pelanggan. Adapun hasil evaluasi implementation and maintaining customer satisfaction. The
pemasok dan vendor pada tahun 2018, yaitu: evaluation results of suppliers and vendors on 2018 were:
• Telah diberikan pemberian sanksi untuk Vendor Jasa • I m p o s i n g s a n c t i o n s o n S e r v i c e s Ve n d o r o f 1 4
sebanyak 14 Sanksi Administrasi yang terdiri dari 1 Kartu Administrative Sanctions, consisting of 1 Red Category
Kategori Merah dan 13 Kartu Kategori Kuning Card and 13 Yellow Category Cards.
• Telah diberikan pemberian sanksi untuk Vendor Barang • Imposing sanctions on Goods Vendor of 10 Administrative
sebanyak 10 Sanksi Administrasi yang terdiri dari 2 Kartu Sanctions, consisting of 2 Red Category Cards and 8
Kategori Merah dan 8 Kartu Kategori Kuning. Yellow Category Cards.
Adapun surat peringatan sanksi kategori kuning diberikan Warning letters of the yellow category sanction were given
kepada Penyedia Barang/Jasa dengan periode sanksi to Goods/Services Providers with the sanction period of six
adalah selama enam bulan terhitung sejak diterbitkannya months following sanction letter issuance. While the Goods/
surat sanksi. Sedangkan Penyedia Barang/Jasa yang Services Providers imposed by the red category sanction
terkena sanksi kategori merah tidak diperbolehkan were not allowed to participate in new Tender activities in
mengikuti kegiatan tender baru di lingkungan KKKS yang the respective KKKS for the period of one year effective
bersangkutan selama masa satu tahun terhitung sejak from sanction letter issuance.
diterbitkannya surat sanksi.
Menjaga Kesehatan dan Keselamatan Protecting Customer Health and

Pelanggan Safety
PHE menghasilkan produk berupa minyak mentah dan gas PHE produces products in the forms of crude oil and natural
bumi yang merupakan produk antara untuk diolah menjadi gas, which are intermediate products to be processed into
produk akhir. Pelanggan menjadikan minyak mentah dan gas final products. Customers use the purchased crude oil and
bumi yang dibeli sebagai bahan baku untuk diolah menjadi natural gas as raw materials to be processed into energy
sumber energi. sources.
Dari lokasi produksi di lepas pantai, minyak mentah From the offshore production locations, crude oil is
disalurkan ke pembeli menggunakan pipa atau kapal tanker distributed to buyers using pipelines or tanker ships to the
menuju ke kilang pengolahan. Adapun gas bumi dikirim ke refinery plants, while natural gas is delivered to buyers from
pembeli dari lokasi produksi dengan menggunakan jaringan the production locations using the pipelines network. The
pipa. Proses pengiriman minyak mentah dan gas bumi delivery process of crude oil and natural gas is conducted in
dilakukan sesuai dengan Standar Prosedur Operasi (SOP) accordance with the standard operating procedures (SOP)
yang diatur dalam beberapa ketentuan, di antaranya: regulated in several provisions, including:

• Pedoman PHE No. A-001/PHE460/2015-S0 tentang • PHE Guidelines No. A-001/PHE460/2015- S0 on

Pengelolaan Customer Focus Atas Produk Minyak dan Customer Focus Management of the PHE Oil and Gas
Gas PHE; Products;
• Tata Kerja Organisasi PHE No. B-001/PHE000/2017-S0 • PHE Organizational Working Procedures PHE No. B-001/
tentang Pengukuran Kepuasan dan Harapan Pelanggan. PHE000/2017-S0 on the Measurement of Customer
Expectations and Satisfaction.
Proses penyaluran minyak mentah dan gas bumi dilakukan The distribution process of crude oil and natural gas is
dengan pengawasan ketat dan mempertimbangkan performed under strict monitoring and by considering
kes elamatan kerja dan lindungan lingkungan. PHE occupational safety and environmental protection. PHE
memastikan selama tahun 2018 tidak ada peristiwa ensured that in 2018, there were no accidental incidents
kecelakaan dalam proses penyaluran minyak mentah in the distribution process of crude oil and natural gas to
dan gas bumi kepada pelanggan yang membahayakan customers that endangered the safety of the respective
keselamatan orang yang terlibat. [416-1][416-2] people involved. [416-1][416-2]
Hal lain yang menjadi perhatian dalam proses penyaluran Another point of concern in the distribution process of
minyak mentah dan gas bumi adalah pencegahan tumpahan crude oil and natural gas is the prevention of oil spills or gas
minyak mentah ke lingkungan sekitar maupun kebocoran leaks onto the surrounding environment. PHE has standard
gas bumi. PHE telah memiliki standar prosedur operasi operating procedures to anticipate the occurrence of
sebagai antisipasi bila terjadi tumpahan minyak mentah oil spills or gas leaks. Until the end of 2018, there were
maupun kebocoran gas bumi. Sampai dengan akhir tahun no occurrences of oil spills or gas leaks impacting the
2018 tidak ada kejadian tumpahan minyak mentah maupun environment. [416-1][416-2]
kebocoran gas yang berpengaruh terhadap lingkungan.
[416-1][416-2]
Informasi Barang dan Jasa Information on Goods and Services
PHE berkomitmen mengutamakan kepuasan pelanggan PHE is committed to prioritizing customer satisfaction
melalui pemenuhan persyaratan minyak mentah dan gas through fulfilling the requirements of the distributed crude
bumi yang disalurkan. Sesuai dengan Pedoman PHE No.A- oil and natural gas. In accordance with the PHE Guidelines
001/PHE460/2015-S0 tentang Pengelolaan Customer N o. A- 0 01 / P H E 4 6 0/2 01 5 - S 0 o n C u st o m e r Fo c u s
Focus atas Produk Minyak dan Gas PHE, maka sebelum Management for the PHE Oil and Gas Products, prior to
penyaluran dilakukan, PHE melalui Anak Perusahaan conducting distribution, PHE through Subsidiaries clearly
menginformasikan secara jelas perihal spesifikasi produk, informs matters of product specifications, lifting means and
sarana dan prasarana lifting serta prosedur yang berlaku. facilities, as well as prevailing procedures.
PHE memastikan minyak mentah dan gas bumi yang PHE ensures that the distributed crude oil and natural gas
disalurkan telah sesuai dengan spesifikasi, persyaratan are in accordance with the agreed upon specifications,
maupun kondisi yang disepakati dalam klausul Perjanjian requirements, or conditions in the clause of Crude Oil/
Jual Beli Minyak Mentah/Kondensat (PJBM/K) ataupun Condensate Sale and Purchase Agreement (PJBM/K) or
Perjanjian Jual Beli Gas (PJBG). PHE menyediakan Gas Sale and Purchase Agreement (PJBG). PHE provides
saluran bagi pelanggan untuk menyampaikan keluhan channels for customers to file complaints relevant to the
terkait ketidaksesuaian informasi minyak mentah dan gas information inaccuracy of the distributed crude oil and
bumi yang disalurkan. Setiap keluhan yang disampaikan, natural gas. Each filed complaint is followed-up and settled
ditindaklanjuti dan diselesaikan oleh fungsi-fungsi terkait. by the relevant functions. Until the end of 2018, PHE has
Sampai dengan akhir tahun 2018, PHE tidak pernah not received sanctions from authorized parties including
menerima sanksi dari pihak-pihak berwenang termasuk SKK SKK Migas or the Ministry of ESDM relevant to information
Migas maupun Kementerian ESDM, terkait ketidaksesuaian accuracy of the oil and gas products distributed to
informasi atas produk migas yang disalurkan ke pelanggan. customers. [417-1][417-2]
[417-1][417-2]

Tabel Informasi Produk Kepada Pelanggan

Table of Product Information to Customers
Informasi Terkait Penyaluran Minyak Mentah Informasi Terkait Penyaluran Gas Bumi
Information Relevant to Crude Oil Distribution Information Relevant to Natural Gas Distribution
Crude Assay Spesifikasi Gas | Gas Spesification
Volume Volume
Prosedur Penyerahan | Distribution Procedures Prosedur Penyerahan | Distribution Procedures
Sarana, Jumlah dan Penanggulangan Means, Number, and Settlement of

Pengaduan Konsumen Customer Complaints
PHE menyediakan beberapa saluran yang bisa digunakan PHE provides several channels for customers to file
p e l a n g g a n u nt u k m e nya m p a i ka n ke l u h a n m a u p u n complaints or reports through:
pengaduan melalui:
1. Telepon 021-2954 7000 1. Telephone 021-2954 7000
2. Email commercial.phe@pertamina.com 2. Email commercial.phe@pertamina.com
3. Surat kepada VP Commercial PHE 3. Letter to PHE VP of Commercial
4. PHE Tower Lantai 10 Jl TB Simatupang Kav 99 Jakarta 4. PHE Tower Floor 10 Jl TB Simatupang Kav 99 South
Selatan. Jakarta
Secara berkala PHE juga menyelenggarakan pertemuan Periodically, PHE also organizes meetings with customers
dengan para pelanggan dan mendengarkan berbagai and listens to various issues, including the complaints they
hal termasuk keluhan yang disampaikan mereka. Ada file. There are several organized periodic meetings, whether
beberapa penyelenggaraan pertemuan berkala, baik yang held by an external party outside of PHE or internal PHE and
diselenggarakan pihak di luar PHE maupun internal PHE dan attended by customers, including:
dihadiri pelanggan, di antaranya:
1. Shipping Coordination Meeting (SCM) mingguan yang 1. We e k l y S h i p p i n g C o o rd i n a t i o n M e e t i n g ( S C M )
dikoordinasi oleh SKK Migas; coordinated by SKK Migas;
2. Rapat Koordinasi Lifting bulanan yang dikoordinasi oleh 2. Monthly Lifting Coordination Meeting coordinated by the
Direktorat Hulu Pertamina; Pertamina Upstream Directorate;
3. Basic Communication (BasCom) dua kali dalam sebulan; 3. Basic Communication (BasCom) twice a month;
4. G as C o o rd i n at i o n M e et i n g ( G C M ) b u l a n a n ya n g 4. Monthly Gas Coordination Meeting (GCM) coordinated
dikoordinasi oleh SKK Migas; by SKK Migas;
5. Courtesy visit. 5. Courtesy visit.
Pengelolaan keluhan pelanggan dilaksanakan secara The handling of customer complaints is implemented in an
terpadu dengan melibatkan beberapa fungsi di PHE dan integrated manner by involving several functions at PHE and
Anak Perusahaan. Fungsi Commercial mengidentifikasi Subsidiaries. The Commercial Function identifies issues
permasalahan yang timbul dari setiap keluhan pelanggan arising from each customer complaint and coordinates
dan kemudian berkoordinasi dengan fungsi-fungsi terkait with relevant functions or Subsidiaries. Coordination
maupun Anak Perusahaan. Koordinasi dilakukan agar is performed for the complaints or issues submitted by
keluhan maupun pemasalahan yang disampaikan pelanggan customers can be settled swiftly and accurately as to
dapat cepat dan tepat diselesaikan, sehingga dampak dari minimize impacts of the issues.
permasalahan dapat diminimalkan.

Pengelolaan keluhan pelanggan di PHE dan AP dilaksanakan Management of customer complaints at PHE and
dengan mengacu pada beberapa regulasi yang berlaku, Subsidiaries is conducted by referring to several prevailing
yaitu: regulations, which are:
• Undang-Undang No.8 Tahun 1999 tentang Perlindungan • Law No.8 of 1999 on Consumer Protection;
Konsumen;
• Pedoman PHE No.A-001/PHE460/2015-S0 tentang • PHE Guidelines No. A-001/PHE460/2015- S0 on
Pengelolaan Customer Focus Atas Produk Minyak & Gas Customer Focus Management for the PHE Oil and Gas
PHE; Products;
• Prosedur No.JM-CS-SOP-001 revisi ke-1 tentang • Procedures No.JM-CS-SOP-001 revision 1 on Concern
Concern Complaint Grievance Management Procedures C o m p l a i n t G r i e va n c e M a n a g e m e n t P ro c e d u re s
(CCGMP); (CCGMP);
• Tata Kerja Organisasi (TKO) No.PHEWMO/MRKT/XXX/J/ • Organizational Working Procedures (TKO) No.PHEWMO/
STK/2015/B006. MRKT/XXX/J/STK/2015/B006.
Pada kurun waktu periode pelaporan, PHE menerima 2 In the reporting period, PHE received 2 complaints/reports
pengaduan/keluhan yang disampaikan oleh PLN Tanjung filed by PLN Tanjung Priok and PLN Muara Karang. By
Priok dan PLN Muara Karang. Secara prosedur, setiap procedure, each filed complaint was then resolved in stages,
keluhan yang disampaikan kemudian diselesaikan secara starting from the Operations Function in the field managed
berjenjang dimulai dari Fungsi Operasi di lapangan yang by Subsidiaries. Next, complaint handling was resolved by
dikelola Anak Perusahaan. Selanjutnya penanganan the Marketing & Commercial Function at Subsidiaries, with
keluhan diselesaikan oleh Fungsi Marketing & Commercial the involvement of the PHE Commercial Function and other
pada Anak Perusahaan, dengan melibatkan Fungsi relevant functions. All complaints filed by customers in 2018
Commercial PHE dan fungsi terkait lainnya. Seluruh have been followed-up by the relevant functions and the
keluhan yang disampaikan pelanggan pada tahun 2018, results were informed to the customers filing the complaints.
telah ditindaklanjuti oleh fungsi-fungsi terkait dan hasilnya
diinformasikan kepada pelanggan yang menyampaikan
keluhan.

Sosialisasi dan Dukungan

pada Antikorupsi
Anti-Corruption Socialization and Support
Sejalan dengan budaya bersih (clean) PT Pertamina In line with the clean culture of PT Pertamina (Persero) and
(Pers ero) dan Pedoman Tata Kelola (COCG), PHE Code of Corporate Governance (CoCG), PHE runs the
menjalankan perusahaan secara profesional dengan company professionally by avoiding conflicts of interest,
menghindari benturan kepentingan, menjunjung tinggi upholding trust, and with integrity while referring to good
kepercayaan, dan integritas dengan berpedoman pada corporate governance. The commitment is realized by PHE
tata kelola korporasi yang baik. Komitmen tersebut company officials and employees by signing the annually
diwujudkan pejabat perusahaan dan pekerja PHE dengan updated integrity pact.
menandatangani pakta integritas yang diperbarui setiap
tahun.
Pakta integritas merupakan pernyataan atau janji kepada The Integrity Pact is a statement or promise to oneself
diri sendiri tentang komitmen melaksanakan seluruh tugas, of the commitment to performing all duties, functions,
fungsi, tanggung jawab, wewenang, dan peran sesuai dengan responsibilities, authorities, and roles in accordance with
peraturan perundang-undangan dan kesanggupan untuk regulatory laws and the capability to not engage in corruption,
tidak melakukan korupsi, kolusi, dan nepotisme merupakan collusion, and nepotism as a form of collective commitment
sebagai bentuk komitmen bersama untuk memberikan to giving the best performance while still upholding clean
kinerja terbaik dengan tetap menjunjung tinggi perilaku conduct. In the integrity pact, each PHE company official
bersih. Dalam pakta integritas setiap pejabat perusahaan and employee pledges to utilize all potentials to realize
maupun pekerja PHE berjanji untuk menggunakan seluruh company objectives, be responsible for all assigned duties,
potensi untuk mewujudkan tujuan perusahaan, bertanggung avoid conflicts of interest, and not tolerate bribery.
jawab terhadap seluruh tugas yang diberikan, menghindari
konflik kepentingan dan tidak menolerir suap.
Pelaporan LHKPN LHKPN Reporting
Sebagai bagian dari PT Pertamina (Pers ero), PHE As part of PT Pertamina (Persero), PHE obligates company
mewajibkan pejabat perusahaan dengan tingkat jabatan officials at the position level of Manager/equivalent upwards
Manager/setara ke atas, untuk menyampaikan Laporan to submit the State Official Wealth Report (LHKPN). This
Harta Kekayaan Penyelenggara Negara (LHKPN). Hal is established by the PT Pertamina (Persero) President
ini dikuatkan SK Direktur Utama PT Pertamina (Persero) Director’s Decree No.KPTS-56/C00000/2013-S0 that
No.KPTS-56/C00000/2013-S0 yang memberlakukan enforces the Guidelines No.A-001/N00010/2013-S9
Pedoman No.A-001/N00010/2013-S9 tentang Kewajiban on Obligation of State Official Wealth Report (LHKPN)
Penyampaian Laporan Harta Kekayaan Penyelenggara Submission for Officials in PT Pertamina (Persero)
Negara (LHKPN) bagi Pejabat di Lingkungan PT Pertamina implemented on PT Pertamina (Persero) subsidiaries.
(Persero) yang diberlakukan kepada Anak Perusahaan PT

Ketentuan tentang kewajiban pelaporan LHKPN di PHE dan Provisions on the LHKPN reporting obligation at PHE and
Anak Perusahaan PHE diatur melalui SK Direktur Utama PHE Subsidiaries are regulated through the PHE President
PHE Nomor: Kpts-052/PHE000/2016-S0 dan Pedoman Director’s Decree No. Kpts-052/PHE000/2016-S0 and
N o m o r 3 3 3 / P H E 0 4 0/2 01 6 - S 0 te nt a n g Kewa j i b a n Guidelines No. 333/PHE040/2016-S0 on the Obligation of
Penyampaian Laporan Harta Kekayaan Penyelenggara State Official Wealth Report (LHKPN) Submission in PHE
Negara (LHKPN) di Lingkungan Perusahaan PHE dan JOB/ and JOB/BOB. Reporting implementation refers to KPK
BOB. Pelaksanaan pelaporan merujuk pada Peraturan Regulation No.07/KPK/02/2016 on the Procedures for the
KPK No.07/KPK/02/2016 tentang Tata Cara Pendaftaran, Registration, Announcement, and Examination of the State
Pengumuman dan Pemeriksaan Laporan Harta Kekayaan Official Wealth Report (LHKPN) as replacement of the
Pejabat Negara (LHKPN) sebagai pengganti Keputusan No Decree No 07/KPK/02/2005.
07/KPK/02/2005.
Mulai 1 Januari 2018 pelaporan dilakukan melalui mekanisme Effective from 1 January 2018, reporting is conducted
daring (online), sebagaimana diatur dalam Peraturan KPK through online mechanism, as regulated in the KPK
No.07 Tahun 2016. Sesuai peraturan tersebut, ketentuan Regulation No.07 of 2016. In accordance with the
mengenai LHKPN maka pada tahun 2018 terdapat 113 regulations and provisions on LHKPN, 113 PHE officials
pejabat PHE yang masuk dalam kategori wajib lapor LHKPN. were subsequently included in the LHKPN mandatory
Realisasi sampai dengan akhir tahun 2018 telah ada 105 reporting category. Realization until the end of 2018 was
atau 92,9% pejabat perusahaan yang sudah menyampaikan 105 or 92.9% of company officials submitting LHKPN on
LHKPN tepat waktu sesuai ketentuan Peraturan KPK No.07 time in accordance with the KPK Regulation No.07 of 2016.
Tahun 2016. Untuk meningkatkan kepatuhan kepada para To improve the compliance of LHKPN mandatory reporting
pejabat yang wajib lapor LHKPN, PHE melalui Subfungsi officials, PHE through the Compliance Function have given
Compliance telah memberikan peringatan melalui email dan warnings by email and direct appeal from the President
himbauan langsung dari Direktur Utama, serta menyediakan Director as well as provided the LHKPN clinic to assist and
klinik LHKPN untuk membantu dan mempermudah pejabat ease officials in completing the LHKPN reporting.
dalam mengisi pelaporan LHKPN.
Ketentuan Tentang Gratifikasi Provisions On Gratification
PHE juga memiliki ketentuan yang mengatur tentang PHR also has provisions that regulate the reporting of the
pelaporan pemberian barang atau barang gratifikasi yang giving of goods or gratification goods received by PHE
diterima pejabat perusahaan maupun pekerja PHE. Ada company officials and employees. There are several matters
beberapa hal yang diatur dalam ketentuan terkait gratifikasi, regulated in the provisions pertaining to gratification, which
yaitu: are:
1. Setiap pemberian gratifikasi berupa uang/barang/ 1. Any gratification in the form of money/goods/facilities
fasilitas yang berhubungan dengan status dan jabatan relating to the status and position of the employee, shall
pekerja, wajib untuk ditolak. be denied;
2. Setiap pemberian gratifikasi berupa uang/barang/ 2. Any gratification in the form of money/goods/facilities
fasilitas yang diberikan kepada pekerja PHE sebagai given to a PHE employee as official representative of the
wakil resmi Perusahaan dalam kedinasan, wajib untuk Company in the official matters, shall be denied;
ditolak.
3. Setiap pemberian yang diterima oleh pekerja PHE 3. Any gift received by a PHE employee under a valid
berdasarkan perjanjian yang sah atau karena pekerja agreement or because the PHE employee concerned
PHE yang bersangkutan meraih prestasi tertentu, dapat earns a certain achievement, is acceptable;
diterima.
4. Semua bentuk gratifikasi, wajib dilaporkan melalui 4. All forms of gratification shall be reported through
compliance online maupun Fungsi Relations, Subfungsi online compliance as well as Relations Function, GCG &
GCG & Compliance. Compliance Subfunction.

Pada kurun waktu periode pelaporan, PHE menerima 6 In the reporting period, PHE received 6 reports relevant to
laporan terkait gratifikasi. Semua laporan gratifikasi tersebut gratification. All the gratification reports were received in
diterima pada Bulan November dan Desember 2018 dan November and December 2018 and were submitted to the
laporan tersebut telah diserahkan ke Unit Pengendali PT Pertamina (Persero) Gratification Controlling Unit to
Gratifikasi PT Pertamina (Persero) yang selanjutnya akan subsequently be processed by KPK.
diproses oleh KPK.
Ketentuan Tentang Suap Provisions About Bribery
PHE secara tegas melarang seluruh jajaran Perusahaan, PHE strictly prohibits all levels of the Company, whether the
baik Dewan Komisaris, Direksi maupun pejabat perusahaan Board of Commissioners, the Board of Directors or other
yang lain dan pekerja untuk melakukan praktik menerima company officials and employees to commit practices
kickback dalam seluruh bisnis operasional. Pemberian of receiving kickbacks in all business operations. Giving
kickback termasuk suap didefinisikan sebagai sejumlah kickback is included as bribery, which is defined as a sum of
uang, fee, komisi, sesuatu yang berharga yang diterima money, fees, commissions, or something of value received
baik secara langsung maupun tidak langsung dari pemasok directly or indirectly from supplier for the purpose of getting
dengan tujuan mendapatkan perlakuan khusus sehubungan preferential treatment related to the contract between the
kontrak antara pemasok dan Perusahaan. supplier and the Company.
Hingga akhir tahun 2018, Perusahaan tidak menerima Until the end of 2018, the Company has not received reports
laporan terkait dugaan pemberian suap oleh pihak lain relevant to allegations of bribery by other parties to the PHE
kepada Dewan Komisaris, Direksi, pejabat perusahaan Board of Commissioners, Board of Directors, company
maupun pekerja PHE. officials, and employees.
Pakta Integritas Integrity Pact
Dewan Komisaris dan Direksi PT Pertamina Hulu Energi The Board of Commissioners and Board of Directors of
berkomitmen menjalankan perusahaan secara professional, PT Pertamina Hulu Energi are committed to running the
dengan menghindari benturan kepentingan, menjunjung company in a professional manner, by avoiding conflicts
tinggi kepercayaan dan integritas dengan berpedoman of interest, upholding trust and integrity by adhering to
pada Tata Kelola Korporasi yang baik, sejalan dengan Corporate Governance, in line with the clean culture of PT
budaya bersih (clean) PT Pertamina (Persero) dan kode etik Pertamina (Persero) and the code of conduct as guidelines
sebagai pedoman aktivitas operasional sehari-hari. daily operational activities.
Lembaran tentang penandatanganan Pakta Integritas The sheets regarding the signing of the Integrity Pact by the
oleh Dewan Komisaris dan Direksi, disampaikan sebagai Board of Commissioners and Directors, are submitted as an
Lampiran dalam Laporan ini, pada halaman 590. Appendix in this Report, on page 590.

Corporate social responsibility yang

terkait dengan pengembangan sosial
dan kemasyarakatan.
corporate social responsibility activities
related to social and community development.
PT Pertamina Hulu Energi (PHE) senantiasa menjaga PT Pertamina Hulu Energi (PHE) continuously maintains
komitmen untuk turut berkontribusi pada peningkatan the commitment to participating in the contribution to
kesejahteraan masyarakat, terutama yang berada di sekitar community welfare improvement, particularly those around
wilayah operasi Perusahaan maupun Anak Perusahaan. the operational areas of the Company and Subsidiaries. As a
Sebagai bentuk kepatuhan pada Undang Undang (UU) No.40 form of compliance with Law (UU) No.40 of 2007 on Limited
Tahun 2007 tentang Perseroan Terbatas, PHE mewujudkan Liability Companies, PHE manifests the commitment
komitmen tersebut dengan memenuhi Tanggung Jawab by fulfilling the social and environmental responsibility
Sosial dan Lingkungan (TJSL) atau tanggung jawab sosial (TJSL) or corporate social responsibility (CSR) through
perusahaan (CSR) melalui pelaksanaan program terpadu implementation of the community involvement and
pelibatan dan pengembangan komunitas (Community development (CID) integrated program.
Involvement and Development/CID).
Untuk mendukung pelaksanaan CID-CSR, PHE telah To support CID-CSR implementation, PHE has composed the
menyusun Pedoman Pengelolaan Tanggung Jawab Guidelines for the Management of Social and Environmental
Sosial dan Lingkungan/Corporate Social Responsibility Responsibility/Corporate Social Responsibility No. A-001/
No. A-001/PHE040/2018-S9, sebagai standarisasi dalam PHE040/2018-S9 as the standardization in implementing
mengimplementasikan Kebijakan CSR PHE. Pedoman the PHE CSR Policy. The Guidelines are as reference for the
ters ebut menjadi panduan perumusan strategi dan CID-CSR strategy formulation and program implementation
pelaksanaan program CID-CSR oleh PHE dan Anak by PHE and Subsidiaries. The PHE CSR Guidelines also
Perusahaan. Pedoman CSR PHE juga makin menguatkan further strengthen the PHE CID-CSR governance system
sistem tata kelola CID-CSR PHE yang telah memiliki which already has the CSR Policy, Operational Policy, CSR
Kebijakan CSR/TJSL, Kebijakan Operasional CSR/TJSL, Integrated Management System, and the 2016-2020 PHE
Sistem Manajemen Terpadu CSR, dan Rencana Strategis CID-CSR Strategic Plans.
CID-CSR PHE 2016-2020.
Berdasar Pedoman Pengelolaan CSR/TJSL, pelaksanaan Based on TJSL/CSR Management Guidelines, CID-CSR
CID-CSR di lingkungan PHE dan Anak Perusahaan implementation in PHE and Subsidiaries is based on ISO
didasarkan prinsip-prinsip dalam ISO 26000, yang 26000 principles, which include:
mencakup:
• Konsisten dengan pembangunan berkelanjutan dan • Consistent with sustainable development and community
kesejahteraan masyarakat, welfare,
• Mempertimbangkan ekspektasi semua pemangku • Considering the expectations of all stakeholders,
kepentingan,
• Taat hukum dan konsisten dengan norma, baik nasional • Law abiding and consistent with norms, whether national
maupun internasional, or international,
• Terintegrasi dalam kegiatan bisnis, • Integrated into business activities,
• Menjunjung tinggi nilai-nilai GCG. • Upholding GCG values.

Wilayah prioritas kegiatan CID-CSR meliputi wilayah Priority areas of CID-CSR activities include the areas
terdampak operasi Perusahaan dan Anak Perusahaan, yaitu: i m p a c te d by t h e o p e rat i o n s of t h e C o m p a ny a n d
Subsidiaries, which are:
1. Wilayah Operasi Ring I, meliputi area geografis yang 1. Ring I Operational Area, which includes the geographical
berpotensi terkena dampak langsung dari kegiatan area potentially exposed by direct impacts of the
operasi Perusahaan (berdasarkan studi A M DA L , operational activities of the Company (based on Amdal
pemetaan sosial atau studi kajian lain yang relevan). study or social mapping or other relevant assessment
studies).
2. Wilayah Operasi Ring II, meliputi area administratif 2. Ring II Operational Area, which includes the village/
desa/kelurahan yang berpotensi terkena dampak tidak sub-district administrative areas potentially exposed to
langsung dari kegiatan operasi Perusahaan. the indirect impacts of the operational activities of the
Company
3. Wilayah Operasi Ring III, meliputi area di luar Ring I dan 3. Ring III Operational Area, which includes areas outside of
Ring II berdasarkan penugasan Perusahaan. Ring I and Ring II based on Company assignment.
4. Wilayah Indonesia di luar wilayah terdampak yang 4. Areas of Indonesia outside of the impacted areas, which
dipandang perlu untuk mendapatkan bantuan seperti are considered necessary to receive assistance, such as
daerah bencana, tertinggal, perbatasan, dan terpencil. disaster, underdeveloped, outermost, and remote areas.
Tata Kelola CID-CSR yang Berkelanjutan Sustainable CID-CSR Good Governance
Pengelolaan CID-CSR PHE dijalankan secara berkelanjutan Management of the PHE CID-CSR is conducted sustainably
dan sejalan dengan Visi Misi PHE beserta ketentuan and in line with PHE Vision and Mission and derivative
turunannya. Setiap program/kegiatan dilakukan melalui provisions. Each program/activity is conducted through the
tahapan perencanaan; pelaksanaan/penerapan; serta stages of planning; implementation; as well as monitoring
pemantauan dan evaluasi. Secara berkala, program and evaluation. Periodically, the programs are reviewed by
ditinjau oleh manajemen dan dilaporkan kinerjanya sebagai the management and their performance is reported as a
pertanggungjawaban. form of accountability.
Pengelolaan CID-CSR PHE dilakukan sesuai dengan Management of the PHE CID-CSR is performed in
strategi program & kegiatan PHE sebagai perusahaan yang accordance with the program strategies & activities of
bergerak di bidang usaha hulu minyak dan gas bumi (migas). PHE as a company engaging in the upstream oil and gas
Model program CID-CSR di lingkungan PHE, maupun Anak business sector. The CID-CSR program model in PHE and
Perusahaan harus diselaraskan dengan karakteristik dan Subsidiaries must be aligned with the characteristics and
fase kegiatan eksplorasi, eksploitasi/produksi, dan pasca phases of exploration, exploitation/production, and post-
produksi. production activities.
Tujuan dari pengelolaan CID-CSR PHE, yaitu: Objectives of the PHE CID-CSR management are:
1. Mengatasi dampak negatif operasi Perusahaan melalui 1. O ve rc o m i n g t h e n e g at i ve i m p a c t s of C o m p a ny

kepatuhan terhadap regulasi, serta menciptakan nilai operations through compliance with regulations as well
baru yang lebih baik kepada masyarakat dan lingkungan. as creating new and better values for the community and
environment.
2. Memberikan manfaat sosial, ekonomi, dan lingkungan 2. Giving social, economic, and environmental benefits to
kepada masyarakat terutama di sekitar wilayah operasi the community, especially those around the operational
Perusahaan. areas of the Company.
3. M e n i n g k a t k a n r e p u t a s i P e r u s a h a a n , e f i s i e n s i , 3. Improving Company reputation, efficiency, business
pertumbuhan usaha dan menerapkan mitigasi risiko growth, and implementing business risk mitigation.
bisnis.

Tata Kelola CID-CSR PHE yang Berkelanjutan

Sustainable Good Governance of PHE CID-CSR
Tata Kelola CID-CSR yang Berkelanjutan

Sustainable CID-CSR Governance
Pemantauan/ Monitoring
Visi dan Misi PHE Perencanaan Pelaksanaan/ Implementasi & Evaluasi
PHE's Vision and Planning Implementation / Implementation Monitoring / Monitoring
Mission & Evaluation
1 1 1
Visi dan Misi CSR Pemetaan Sosial & Pelaksanaan: Mekanisme partisipatif
CSR Vision and Analisa Pemangku 1. Program Terencana dengan Stakeholder
Mission kepentingan, kajian 2. Program Tidak Terencana Participatory mechanism with
Stakeholders
risiko, pelibatan 3. Penanganan Keadaan
pemangku kepentingan Darurat dan Bencana
Kebijakan CSR Social Mapping & Implementation:
CSR policy Stakeholder Analysis, risk 1. Planned Program
assessment, stakeholder 2. Unplanned Program
engagement 3. Handling Emergency and
Kebijakan Disaster
Operasional CSR
CSR Operational
Policy
2 2 2
Sistem Perencanaan Program Rencana Strategi Hasil Evaluasi dalam
Manajemen & Anggaran Implementasi : bentuk IKM dan
Terpadu CSR Program & Budget 1. Kemitraan Perhitungan Dampak
Integrated CSR Planning 2. Pelibatan stakeholder Nilai Program (SROI, dll)
Management 3. Membentuk/ Evaluation Results in the form of
IKM and Calculation of Impact of
System menggerakkan institusi
Program Value (SROI, etc.)
lokal
Implementation Strategy Plan:
Renstra CID-CSR 1. Partnership
2016-2020 2. Stakeholder involvement
2016-2020 CID-CSR 3. Establish / mobilize local
Strategic Plan institutions
Pedoman
Pengelolaan
CSR/TJSL
CSR/TJSL Pelaporan Tinjauan Manajemen
Guidelines Reporting Management Review
Rencana Strategis CID-CSR PHE Strategic Plans of The PHE CID-CSR
PHE telah memiliki Rencana Strategis (Renstra) CID-CSR PHE has the 2016-2020 CID-CSR Strategic Plans (Renstra)
2016-2020 sebagai pedoman PHE dan Anak Perusahaan as guidelines for PHE and Subsidiaries in implementing
dalam melaksanakan rencana kerja dan pengelolaan CID- the CID-CSR work plan and management in the period of
CSR dalam kurun waktu lima tahun mendatang. Renstra the next five years. Renstra is equipped with a matrix that
dilengkapi dengan matrik yang menguraikan strategi, upaya, details the strategies, efforts, programs, objectives, goals,
program, tujuan, sasaran, indikator kinerja, dan target pada performance indicators, and targets of each implementation
setiap tahun pelaksanaan. year.

Sasaran CID-CSR PHE dan Anak Perusahaan meliputi lima The goals of the CID-CSR of PHE and Subsidiaries include
aspek, di antaranya: five aspects, which are:
1. Membangun kapasitas Sumber Daya Manusia (SDM), 1. Developing the capacity of Human Capital (HC), which
yaitu berupaya untuk meningkatkan kemampuan SDM, is an effort to increase HC capabilities, whether internal
baik internal (pekerja) maupun eksternal (masyarakat (employees) or external (surrounding communities).
sekitar).
2. Memperkuat ekonomi masyarakat, berupa pemberdayaan 2. Strengthening community economy, in the form of
ekonomi komunitas. community economy empowerment.
3. Proteksi lingkungan hidup, yaitu memperhatikan 3. Environmental protection, which is the concern for
kelestarian lingkungan. environmental conservation.
4. Memperkuat hubungan sosial, yaitu menjaga harmonisasi 4. Strengthening social relations, which is maintaining
dengan masyarakat sekitar agar tidak terjadi konflik. harmony with communities to avoid conflict.
5. Menjalankan CID-CSR dengan mengimplementasikan 5. Performing CID-CSR by implementing good governance.
tata kelola yang baik, meningkatkan pemahaman dan Increasing the internal understanding and capabilities
kapabilitas internal dan pengembangan framework, serta and framework development, as well as CID-CSR good
tata kelola CID-CSR. governance.
Matriks Rencana Strategi CID-CSR PHE Tahun 2016-2020

Matrix of Strategic Plan of PHE CID-CSR in 2016-2020
Strategi 2016 - 2020 Upaya Target 2018 Capaian 2018

Strategy 2016-2020 Efforts Target 2018 Achievements 2018
Meningkatkan pemahaman dan Meningkatkan pemahaman dan Pelatihan CID-CSR Terlaksananya pelatihan ISO 26000
kapabilitas internal mengenai CID- kapabilitas internal mengenai Pedoman ISO 26000 SR dan Social Responsibility bagi pengelola CID-
CSR dan pengembangan framework, CID-CSR adopsi ISO 26000. implementasi di perusahaan, CSR PHE dan AP PHE
serta tata kelola CID-CSR yang Increasing internal understanding minimal satu kali setahun. Achievement of the ISO 26000 Social
mengadopsi ISO 26000 dan of and capabilities on CID-CSR C I D - C S R Tra i n i n g o n I S O Responsibility training for managers of the
PROPER. adopting ISO 26000. 26000 SR Guidelines and CID-CSR of PHE and Subsidiaries
Increasing internal understanding implementation in the company,
of and capabilities on CID-CSR and at a minimum of once a year.
framework development, as well as
CID-CSR good governance adopting
ISO 26000 and PROPER.
Mengembangkan kerangka Telaah dan pembaharuan STK Adanya pembaharuan kebijakan tata
kerja dan tata kelola CID-CSR, CID-CSR, dilakukan minimal kelola CID-CSR, termasuk penerbitan
membuat laporan keberlanjutan. dua tahun sekali. Pedoman Pengelolaan CSR PHE sebagai
Developing a CID-CSR framework CID-CSR STK review and update, standar dalam mengimplementasikan
and good governance, making performed at a minimum of once kegiatan CSR PHE.
sustainability reports. every two years. Update of the CID-CSR good governance
policies, including the issuance of the PHE
CID-CSR Management Guidelines as the
standards in implementing the PHE CSR
activities.


Meningkatkan efektifitas program- Mengintegrasikan program CID- Penerapan Program CID-CSR Penerapan Program CID-CSR
program CID-CSR Anak Perusahaan CSR ke dalam proses bisnis/ terintegrasi melalui Program terintegrasi melalui Program Green
untuk mencegah turunnya value chain ke dalam rencana Green Village (Desa Binaan). Village (Desa Binaan) yang mensinergikan
produktivitas akibat ketidakpuasan pengembangan bisnis Grup PHE. Integrated CID-CSR Program aspek lingkungan dan pemberdayaan
masyarakat. Integrating the CID-CSR programs implementation through the masyarakat, serta mengintegrasikan
Improving the effectiveness of the into the business process/value Green Village Program (Assisted konsep creating shared value dan
CID-CSR programs of Subsidiaries to chain in the PHE Group business Village). community based security dalam program
prevent the decrease in productivity development plans CID dan proses bisnis.
due to community dissatisfaction. Integrated CID-CSR Program
implementation through the Green Village
Program (Assisted Village) that synergizes
the aspects of environment and community
Melakukan pengukuran Menginisiasi pilot project Terlaksananya perhitungan SROI di tiga

tingkat efektivitas CID-CSR/ pengukuran Social Return program unggulan PHE dengan capaian
kinerja sosial untuk continous on Invest ment (SROI) di nilai rata-rata: 1:3,29
improvement. tiga program unggulan PHE, Implementation of SROI measurement in
Performing the effectiveness dengan target hasil 1:1,5. three PHE main programs with the average
rate measurement of CID-CSR/ Initiating the pilot project for the achievement score of 1:2.7
social performance for continuous Social Return on Investment
improvement. (SROI) measurement in three
PHE main programs with the
target result of 1:1.5.
Minimal lima orang mengikuti Terlaksananya pelatihan SROI inhouse

pelatihan SROI per-tahun. training yang diikuti oleh 20 orang internal
A m i n i m u m of f i ve p e o p l e PHE dan satu orang mengikuti pelatihan
participating in the SROI training di luar perusahaan.
per year. SROI training implementation has been
participated in by 20 people from internal
PHE and 1 person participated in a training
outside the company.
Menjaga kontinuitas komitmen Terlibat aktif dalam publikasi Penyusunan laporan Dua Anak Perusahaan PHE secara
dan dukungan yang kuat pada level PHE , korporat dan laporan keberlanjutan yang diterbitkan konsisten telah menerbitkan laporan
shareholder, BOD, dan Manajemen keberlanjutan sesuai standar setiap tahun. keberlanjutan setiap tahun sejak 2016
atas berbagai program unggulan CID- nasional dan internasional. Composition of sustainability dan meraih penghargaan di tingkat
CSR untuk mendapat pengakuan Actively involved in publications of reports published every year. nasional maupun internasional.
yang semakin positif dari lembaga PHE, corporate, and sustainability Two PHE subsidiaries have consistently
nasional maupun internasional. reports in accordance with national published sustainability reports every
Maintaining the continuity of and international standards. year since 2016 and obtained awards on
commitment to and strong support the national and international levels.
on the levels of shareholders, BOD,
and Management of various CID-
CSR main programs to obtain Mempublikasikan program Pembuatan buku-buku profil Penerbitan satu buku CID-CSR seri
increasingly positive recognition unggulan CID-CSR PHE. CID-CSR PHE, minimal tiga 'Berdiri Untuk Negeri' tahun kedua
from national and international Publishing the PHE CID-CDR main publikasi, baik dalam bentuk berjudul ‘Berkarya Bersama Masyarakat,
organizations. programs. buku, jurnal, laporan atau artikel Meningkatkan Nilai Keberlanjutan’
media. dengan No. ISBN 978-602-52326-1-9;
Composition of the PHE CID- penerbitan satu artikel ilmiah dan dua
CSR profile books, at a minimum artikel di media nasional.
of three publications, whether in The publication of one CID-CSR book from
the form of a book, journal, report, the ‘Berdiri Untuk Negeri’ (Standing for the
or media article. Nation) series, which is the second book
with the title ‘Berkarya Bersama Masyarakat,
M e n i n g k a t k a n N i l a i Ke b e r l a n j u t a n’
(Creating with the Community, Increasing
Sustainability Values) ISBN No. ISBN 978-
602-52326-1-9; published one scientific
article and two national media articles.


M e n d u ku n g p ro g ra m C I D - Mendapat pengakuan melalui Mencapai ‘The Best of CID’ dalam

CSR Anak Perusahan untuk ajang PROPER, APSA, serta ajang APSA; dua PROPER Emas; satu
mendapatkan pengakuan ajang nasional dan regional penghargaan internasional dan lima
lembaga nasional maupun lainnya. penghargaan nasional untuk tiga Anak
internasional. Obtaining recognition through Perusahaan.
Supporting the CID-CSR the events of PROPER, APSA, Obtaining ‘the best of CID’ in the APSA event;
programs of Subsidiaries to obtain as well as other national and two Gold PROPER, once international wards,
the recognition of national and regional events. and five national awards for Subsidiaries.
international organizations.
Melibatkan BOD dan BOC/ Pelibatan BOD dan BOC/ Kunjungan lapangan ke lokasi program
Manajemen dalam Kegiatan Manajemen dalam kegiatan unggulan CID-CSR oleh tiga BOD, yaitu
CID-CSR. CID-CSR minimal tiga kali Direktur Pengembangan, Direktur
Involving the BOD and BOC/ dalam setahun. Keuangan & Layanan Bisnis, serta
Management in CID-CSR Activities. Involvement of BOD and BOC/ Direktur Operasi & Produksi.
Management in CID-CSR Field visits to the locations of the CID-CSR
activities at a minimum of three main programs by three BOD, who were the
times a year. Development Director, Finance & Business
Services Director, as well; as the Operations
and Production Director.
Meningkatkan koordinasi dan sinergi Melakukan pertemuan Melakukan rapat koordinasi Pelaksanaan satu kali rapat koordinasi
antara PHE Holding dengan Anak antara pengelola CID-CSR di minimal 2 kali setahun (evaluasi CSR untuk perencanaan kerja 2018 dan
Perusahaan untuk menyelaraskan PHE Holding dengan Anak dan rencana), rapat kerja dan satu kali evaluasi kinerja 2017.
dalam pengelolaan CID-CSR. Perusahaan. kunjungan lapangan. Implementation of one CSR coordination
Increasing the coordination and Holding meetings between the Performing coordination meeting for the 2018 work planning and one
synergy between PHE Holding and CID-CSR at PHE Holding and meetings at a minimum of 2 times for the 2017 performance evaluation.
Subsidiaries in harmonizing CID- Subsidiaries. a year (evaluation and planning),
CSR management. work meetings, and field visits.

Tantangan 2018 dan Tindak Lanjut Challenges in 2018 and Follow Up
Penerapan CID-CSR PHE dan Anak Perusahaan selama Implementation of the CID-CSR of PHE and Subsidiaries in
tahun 2018 menghadapi beberapa tantangan, di antaranya: 2018 experienced several challenges, including:
• Penguatan standarisasi pengelolaan CID-CSR PHE dan • S t re n g t h e n i n g t h e st a n d a rd i z at i o n of C I D - C S R

Anak Perusahaan untuk mencapai keselarasan dengan management of PHE and Subsidiaries to achieve harmony
Visi Misi CSR PHE. with the PHE CSR Vision and Mission.
• Kegiatan pemberdayaan masyarakat yang tersebar di • Empowerment activities of communities spread across
seluruh nusantara, sesuai dengan luasnya wilayah operasi the country, some locations are at remote areas and
PHE, di mana sebagian lokasi berada di remote area yang require the provision of higher human capital allocation.
memerlukan penyediaan alokasi sumber daya manusia
yang lebih tinggi.
• Karakteristik masyarakat penerima manfaat di setiap • The difference in characteristics of communities receiving
wilayah yang berbeda sehingga memerlukan strategi the benefits in each area, thereby requiring a special
pendekatan khusus yang berbeda di tiap wilayah. approach strategy in each area.
• Bertambahnya daerah binaan baru yang berasal dari alih • Additional new assisted areas originating from the KKKS
kelola KKKS menjadi Anak Perusahaan PHE. management transfer to PHE Subsidiaries.
PHE menyikapi tantangan-tantangan tersebut dengan PHE addresses the challenges with the commitment to
ko m i t m e n p a d a p e m e n u h a n i n d i kato r k i n e r j a / Key the fulfillment of CSR key performance indicators (KPI),
Perfomance Indicator (KPI) CSR, termasuk di dalamnya including the fulfillment of indicators of success, budget
pemenuhan indikator keberhasilan, pemenuhan anggaran, fulfillment, involvement in joint monitoring, as well as the
keterlibatan dalam pemantauan/monitoring bersama, strengthening of stakeholder engagement. Furthermore,
serta penguatan keterlibatan pemangku kepentingan. Di PHE also performs periodic coordination between PHE
samping itu, PHE juga melakukan koordinasi antara PHE holding and Subsidiaries as well as conducts capacity
holding dengan Anak Perusahaan secara berkala, serta improvement for CID-CSR of PHE and Subsidiaries.
melakukan peningkatan kapasitas bagi para pengelola Coordination is performed in order for the implemented
CID-CSR PHE dan Anak Perusahaan. Koordinasi dilakukan CID programs to be accurate, in support of Company vision
agar program-program CID yang dijalankan tepat sasaran, and Government programs, able to increase stakeholder
mendukung visi Perusahaan dan program Pemerintah, trust, and giving sustainable benefits for the environment,
mampu meningkatkan kepercayaan pemangku kepentingan, community, and the Company.
serta memberikan dampak manfaat yang berkelanjutan bagi
lingkungan, masyarakat, dan Perusahaan.

Visi dan Misi CID-CSR PHE

PHE CID-CSR Vision and Mission
Visi | Vision
Menjadi pengelola CID-CSR terpandang dan profesional di sektor usaha hulu minyak dan gas bumi Indonesia.
To become a prominent and professional CID-CSR in the upstream oil and gas sector of Indonesia.
Misi | Mission
• Mengembangkan sistem tata kelola CID-CSR yang • To develop an accountable CID-CSR governance system
akuntabel di PHE Group in PHE Group;
• Membangun model CID-CSR yang sesuai dengan • To build CID-CSR model in accordance with the
karakteristik kegiatan dan usaha hulu minyak dan gas characteristics of upstream oil and gas activities and
bumi business;
• Meningkatkan kemampuan organisasi dan pengelola • To i m p ro v e t h e o rg a n i z a t i o n a l a n d m a n a g e r i a l
CID-CSR PHE Group competencies of PHE Group CID-CSR;
• Meningkatkan sinergi dengan para stakeholders dalam • To increase synergy with stakeholders in the management
pengelolaan dan pelaksanaan CID-CSR, baik di tingkat and implementation of CID-CSR, both at the central and
pusat maupun daerah. regional levels.
Struktur Organisasi CSR CSR Organizational Structure
Pelaksanaan CSR PHE didukung keberadaan Fungsi PHE CSR implementation is supported by the Relations
Relations yang dipimpin pejabat perusahaan setingkat Vice Function headed by a company official equal to the Vice
President dan bertanggung jawab kepada Direktur Utama. President and is responsible to the President Director. The
Koordinasi kegiatan CSR dilakukan CSR Manager yang coordination of CSR activities is conducted by the CSR
melapor langsung kepada Vice President Relations, dibantu Manager who directly reports to the Vice President of
Assistant Manager East Area dan Assistant Manager West Relations and is assisted by Assistant Manager of East Area
Area. and Assistant Manager of West Area.
Dalam melaksanakan tugas dan tanggung jawab terkait In performing CSR-relevant duties and responsibilities, the
CSR, Fungsi Relations berkoordinasi dengan Fungsi CSR Relations Function coordinates with the CSR & SMEPP
& SMEPP di PT Pertamina (Persero). Fungsi Relations, Functions at PT Pertamina (Persero). The Relations
khususnya Subfungsi CSR juga bersinergi dengan Unit Field Function, particularly the CSR Department also synergizes
Relations pada masing-masing Anak Perusahaan. with Field Relations Unit at each Subsidiary.

Struktur Organisasi CSR PHE

PHE CSR Organizational Structure
President Director
Compliance & GCG

Manager
Subfungsi CSR juga mewakili Perusahaan melakukan The CSR sub-function also represents the Company
komunikasi dengan para stakeholders. Dialog dan komunikasi in communicating with stakeholders. The dialogue and
yang terjalin, menjadi salah satu bentuk mekanisme communication that have been established have become
pelibatan masyarakat sekitar dalam merumuskan program mechanisms for involving the surrounding community in
CSR PHE. Uraian tentang hal ini disampaikan pada bahasan developing the PHE CSR program. A description of this
Tentang Laporan dan Pelibatan Pemangku Kepentingan di matter is disclosed in seperated chapter of About the Report
dalam Laporan ini. [102-33][102-34] and Stakeholder Engagement. [102-33][102-34]
Dukungan dan Sumber Dana Support and Sources of Fund
Untuk mendukung pelaksanaan CSR, setiap tahun PHE To support CSR implementation, PHE annually provides
menyediakan anggaran yang bersumber dari Perusahaan, a budget originating from the Company & Partners,
Anak Perusahaan dan juga PT Pertamina (Persero). Pada Subsidiaries, and also PT Pertamina (Persero). In 2018, PHE
tahun 2018, PHE menyediakan dukungan anggaran provided budget support of Rp36,276 billion, 13.7% lower
sebesar Rp29,79 miliar, lebih tinggi 9% dibanding tahun compared to Rp42,079 billion in 2017. The decrease in
2017 sebesar Rp27.39 miliar. Peningkatan nilai ini didasari amount was due to two Subsidiaries undergoing work area
adanya pengembangan program, kegiatan replikasi dan management transfer transition, thereby impacting budget
munculnya inovasi yang berasal dari inisiatif masyarakat policies.
untuk keberlanjutan program.

Sumber Pembiayaan dana CSR PHE (Rp)

Financing Sources of PHE CSR Fund (Rp)
Sumber Anggaran | Source of Budget 2018 2017 2016
PHE & Anak Perusahaan | PHE & Subsidiaries 23.665.040.379 20.350.755.911 21.141.386.239
PT Pertamina (Persero) 6.126.569.080 7.039.033.846 3.597.029.600
Jumlah | Total 29.791.609.459 27.389.789.757 24.738.415.839
Persentase Sumber Pembiayaan Dana CSR PHE 2018

Percentage of the Financing Sources of PHE CSR Fund in 2018
Sumber Anggaran Nilai (Rp) Jumlah (Rp) Persentase (%)

Source of Budget Value (Rp) Total (Rp) Percentage (%)
PHE & Anak Perusahaan | PHE & Subsidiaries 23.665.040.379 79,44

29.791.609.459
PT Pertamina (Persero) 6.126.569.080 20,56

Program Pemberdayaan dan Empowerment and Capacity

Peningkatan Kapasitas Improvement Programs
Program CID-CSR PHE dan Anak Perusahaan secara PHE's CID-CSR Program and Subsidiaries consistently lead
konsisten mengarah pada program pemberdayaan dan to empowerment and capacity building programs. Until the
peningkatan kapasitas. Sampai dengan akhir tahun 2018, end of 2018, more than 81% of the 2018 CID-CSR budget
sebanyak lebih dari 81% realisasi anggaran CID-CSR 2018 realization was allocated to various empowerment and
dialokasikan untuk berbagai program pemberdayaan dan capacity improvement programs.
peningkatan kapasitas.
Persentase Alokasi Biaya yang Dikeluarkan CSR PHE Tahun 2018

Allocation Percentage of Costs Expended by PHE CSR in 2018
Nominal (Rp) Persentase (%)

Bidang Program | Program Sector Nominal (Rp) Percentage (%)
Pendidikan | Education 8.045.462.015 27,00
Lingkungan | Environment 5.986.474.798 20,09
Kesehatan | Health 2.369.387.886 7,96
Pemberdayaan Ekonomi | Economic Empowerment 10.535.522.037 35,36
Infrastruktur & Bencana Alam | Infrastructure & Natural Disaster 2.854.762.723 9,59
Jumlah | Total 29.791.609.459 100,00
PHE dan Anak Perusahaan juga turut berkontribusi PHE and Subsidiaries also contribute to the development of
pada pembangunan sarana dan prasarana publik untuk public facilities and infrastructure to support the community
mendukung kegiatan ekonomi masyarakat, sekaligus economic activities as well as provide infrastructure for the
menyediakan infrastruktur di lingkungan setempat. Hingga surrounding environment. Until the end of 2018, the support
akhir tahun 2018, dukungan diwujudkan melalui kegiatan was manifested through construction and improvement
pembangunan dan peningkatan jalan, gedung sekolah, of roads, school buildings, water and sanitation facilities,
fasilitas air dan sanitasi, rumah ibadah, serta fasilitas umum houses of worship, as well as other public and social facilities.
dan sosial lainnya.
Total realisasi investasi sosial PHE dan Anak Perusahaan Total realization of the social investment of PHE and
untuk pembangunan sarana dan prasarana publik pada Subsidiaries for the development of public facilities and
t a h u n 2 01 8 m e n c a p a i R p 2 . 3 3 3 . 89 3 . 8 4 0. P ro g ra m - infrastructure in 2018 reached Rp2,922,759,406. The
program yang telah dijalankan menjadi bentuk partisipasi implemented programs were a form of participation of PHE
PHE dan Anak Perusahaan terhadap pencapaian Tujuan and Subsidiaries in achieving Sustainable Development
Pembangunan Berkelanjutan/Sustainable Development Goals (SDGs).
Goals (SDGs).
Program-program yang telah dilaksanakan oleh PHE serta Anak Perusahaan hingga akhir tahun 2018
telah mendukung pencapaian 15 (lima belas) Tujuan Pembangunan Berkelanjutan (SDGs) dari 17 tujuan
yang telah ditetapkan Perserikatan Bangsa Bangsa (PBB).
Programs that have been implemented by PHE and Subsidiaries until the end of 2018 have contributed to 15 (fifteen) Goals
from 17 Sustainable Development Goals (SDGs) set by the United Nations (UN).

Penghitungan Kuantitatif Dampak Quantitative Calculation of Impacts Of

Kegiatan The Activities
PHE telah melakukan perhitungan dampak sosial atas PHE has performed a calculation of the social impact on the
nilai investasi program menggunakan analisis Social investment value of the programs using the Social Return on
Return on Investment (SROI). Perhitungan bertujuan untuk Investment (SROI) analysis. The calculation had the purpose
menggambarkan nilai setiap dampak sosial ekonomi dan of depicting the value of each social economic impact and
kontribusi para pihak terhadap pelaksanaan program. Pada the contribution of parties towards program implementation.
tahun 2018, PHE melakukan pengukuran SROI terhadap In 2018, PHE conducted SROI calculation on three main
tiga program CSR unggulan, yakni Program Taman CSR programs, which were the Taman Kehati Greenthink
Kehati Greenthink (PHE ONWJ), Program Pemberdayaan Program (PHE ONWJ), Empowerment of the Anak Dalam
Masyarakat Adat Minoritas Suku Anak Dalam (PHE Jambi Tribe Minority Tribal Community (PHE Jambi Merang), and
Merang), dan Program Ekowisata Mangrove Labuhan (PHE the Labuhan Mangrove Ecotourism Program (PHE WMO).
WMO).
Hasil penghitungan SROI secara konsolidasi yang dihasilkan The results of consolidated SROI calculations produced for
bagi PHE adalah 1:3,29. Nilai tersebut menunjukkan bahwa PHE are 1: 3.29. This value shows that for every Rp1 invested
untuk setiap Rp1 yang diinvestasikan Perusahaan dalam by the Company in the empowerment program, it has
program pemberdayaan, telah memberikan manfaat provided social benefits worth more than IDR 3.29 in total
sosial bernilai lebih dari Rp3,29 secara total bagi PHE dan for PHE and other stakeholders.
pemangku kepentingan lainnya.
Untuk mendukung pelaksanaan pengukuran SROI, pada To support the implementation of SROI calculation, in 2018
tahun 2018 PHE juga telah melaksanakan pelatihan tentang PHE has held a training on SROI to employees in the CSR
SROI kepada pekerja yang berada dalam subfungsi CSR sub-function of PHE and Subsidiaries. In accordance with
PHE dan Anak Perusahaan. Sesuai target Renstra CID-CSR the 2016-2020 PHE CID-CSR Renstra target, PHE will
PHE 2016-2020, PHE akan terus melanjutkan pengukuran continue to conduct SROI calculation, including the capacity
SROI, termasuk peningkatan kapasitas pengelola CID-CSR building of CID-CSR personnel in PHE.
di lingkungan PHE.
Pemberdayaan Masyarakat Lokal Empowerment of Local Communities

dan Pelaksanaan Program Unggulan And Implementation Of Main Programs
[413-1][413-2] [413-1][413-2]
Sesuai dengan ISO 26000:2010, ada tujuh isu pokok In accordance with ISO 26000:2010, there are seven key
p e l a ks a n a a n C S R s e c a ra h o l i st i k . P H E d a n A n a k issues of holistic CSR implementation. PHE and Subsidiaries
Perusahaan menetapkan pelibatan dan pengembangan determined community engagement and development as
masyarakat sebagai isu yang menjadi pendekatan program- the issues for the approach of empowerment and capacity
program pemberdayaan dan pembangunan kapasitas building programs in 2018.
selama tahun 2018.

Tujuh Isu Pokok Dalam ISO 26000:2010

Seven Key Issues in ISO 26000:2010
Hak asasi manusia

Human rights
Praktik institusi yang sehat

Sound institution practices
Ketenagakerjaan
Labor
Konsumen
Consumers
Lingkungan
Environment
Pelibatan dan
pengembangan masyarakat
Tata Kelola organisasi Community engagement and
Organizational development
Good governance
Seven Key Issues in

ISO 26000:2010
Sinergi program CID-CSR PHE memberi peluang bagi Synergy among the PHE CID-CSR programs gives an
seluruh lapisan masyarakat untuk terlibat, dengan tetap opportunity for all levels of the community to be involved, by
memperhatikan keberpihakan kepada kelompok marginal/ still focusing partiality on the marginalized/vulnerable group.
rentan. Dalam setiap program yang dilaksanakan, PHE In each implemented program, PHE begins with determining
memulai dengan penetapan kelompok rentan sebagai target the vulnerable group as the target and performing social
sasaran dan kebutuhan mereka, dan melakukan pemetaan mapping and assessment of their needs aligned with ISO
sosial serta needs assessment yang diselaraskan dengan 26000:2010, CID aspects, and SDGs achievement. The
ISO 26000:2010 aspek CID, serta pencapaian Tujuan programs also refer to results of development planning
Pembangunan Berkelanjutan/SDGs. Program juga mengacu deliberation (Musrenbang) of the local government or the
pada hasil musyawarah perencanaan pembangunan Regional Medium-Term Development Plans (RPJMD) as
(Musrenbang) pemerintah daerah setempat atau Rencana inputs in the local context.
Pembangunan Jangka Menengah Daerah (RPJMD) sebagai
input dalam konteks lokal.
P ro g ra m - p ro g ra m C I D - C S R P H E m e n g e d e p a n ka n The PHE CID-CSR programs emphasize the persuasive

p e n d e kat a n p e r s u a s i f d a n p a r t i s i p at o r i s , d e n g a n and participatory approach by prioritizing activities that
mengutamakan pada kegiatan yang berpotensi menjadi potentially become the basis for community livelihood,
basis kehidupan masyarakat, memunculkan kemandirian, motivate independence, and culminate in community welfare.
dan bermuara pada kesejahteraan masyarakat. Program- The PHE CID-CSR programs which were implemented
program CID-CSR PHE yang telah dilaksanakan hingga until the end of 2018 contributed to the achievement of 15
akhir tahun 2018 berkontribusi terhadap 15 (lima belas) (fifteen) Sustainable Development Goals (SDGs) from the 17
pencapaian Tujuan Pembangunan Berkelanjutan (SDGs) goals established by the United Nations (PBB).
dari 17 tujuan yang telah ditetapkan Perserikatan Bangsa
Bangsa (PBB).

Selama tahun 2018 terdapat beberapa program unggulan In 2018, there were some main community empowerment
pemberdayaan masyarakat PHE dan Anak Perusahaan, programs of PHE and Subsidiaries, particularly the
khususnya program pemberdayaan ekonomi berbasis environmental-based economic empowerment program
lingkungan yang menc akup upaya kontribusi bagi which included contribution efforts to infrastructure
pembangunan infrastruktur. Pembangunan infrastruktur development. Infrastructure development in the community
di dalam program pemberdayaan masyarakat ditujukan empowerment program is intended as a stimulant to drive
sebagai stimulan untuk mendorong masyarakat giat the community to be active in self-empowerment, motivate
berswadaya, memunculkan kemandirian, yang pada independence, and ultimately culminate in community
akhirnya bermuara pada kesejahteraan masyakakat. welfare.
Salah satu keunggulan program CID-CSR PHE dan Anak Perusahaan

adalah keberpihakan pada kelompok marginal/rentan yang selama
ini seringkali terlupakan dari pembangunan sosial.
One of the excellence of the CID-CSR programs of PHE and Subsidiaries is the partiality to the
marginalized/vulnerable groups which are often forgotten in social development

Program Unggulan 5R++ (Outreach) Main Program 5R++ (Outreach) Ex

Mantan Anak Jalanan Tanjung Priok Tanjung Priok Street Children
Anak jalanan dan pengelolaan sampah merupakan dua Street children and waste management are the two issues
masalah yang banyak dihadapi oleh kota-kota di Indonesia. highly faced by cities in Indonesia. Until now, there has not
Sampai saat ini belum ada bentuk pengelolaan yang been a representative form of management to overcome
representatif untuk mengatasi kedua persoalan tersebut. those two issues.
PHE melalui PHE ONWJ telah berupaya berkontribusi untuk PHE, through PHE ONWJ, has attempted to contribute to
membantu pengelolaan masalah tersebut, melalui Program assist the management of said problems through the 5R++
5R++ (Reduce, Reuse, Recycle, Reshare, dan Resale ++) (Reduce, Reuse, Recycle, Reshare, and Resale++) Program
yang dijalankan bekerja sama dengan Yayasan Kumala implemented in cooperation with Yayasan Kumala as partner.
sebagai mitra. Program 5R++ menyasar anak jalanan yang The 5R++ Program targets street children who are part of
merupakan kelompok Penyandang Masalah Kesejahteraan the People with Social Welfare Issues (PMKS) group, based
Sosial (PMKS), berdasarkan Peraturan Menteri Sosial on the Minister of Social Affairs Regulation (Permensos)
(Permensos) RI Nomor 08 Tahun 2012. Mereka diberi No.08 of 2012. They are given skill training to process paper
pelatihan keterampilan mengolah limbah kertas dan kayu and pallet wood waste from Company operations to have
palet dari kegiatan operasional Perusahaan sehingga commercial value.
bernilai jual.
Nilai tambah konsep 5R++ ini tidak hanya mencakup Added value of the 5R++ concept does not only include
proses reduce, reuse dan recycle, namun juga resale dan the reduce, reuse, and recycle process but also reshare
reshare. Aktivitas resale dilakukan melalui pembentukan and resale. The resale activity is performed through the
dan penguatan Bank Sampah sebagai salah satu strategi formation and strengthening of Trash Bank as one of the
kemandirian program. Hingga akhir 2018, Bank Sampah strategies of program independence. Until the end of 2018,
yang dikelola mantan Anak Jalanan ini telah memiliki 180 the Trash Bank managed by these ex-Street Children has
orang nasabah tetap dan menjalin kerjasama dengan pihak had 180 permanent customers and built cooperation with
swasta lainnya dalam pengolahan limbah Non B3, seperti other private parties in the processing of non-B3 waste,
limbah kardus yang berasal dari aktivitas minimarket. such as cardboard waste from minimarket activities.
Sedangkan aktivitas reshare pada 2018 telah menghasilkan Furthermore, the reshare activity in 2018 has generated a
inovasi baru bernama ‘Mobil Perubahan’. Inovasi ini new innovation namely ‘Mobil Perubahan’. This innovation is
merupakan perluasan program (outreach), yang didasari an outreach program based on the community issues and
permasalahan dan dinamika masyarakat terkait masih dynamics pertaining to the high number of vulnerable groups
banyaknya kelompok rentan di wilayah lain, serta sampah in other areas as well as waste that has not been completely
yang belum tertangani seluruhnya. Sesuai peta jalan program, managed. In accordance with the program roadmap, the
maka penerapan bentuk outreach dari program Creating outreach form implementation of this creating shared
Shared Value (CSV) ini berupa diseminasi/penyebarluasan value (CSV) program is the dissemination/distribution of
pengetahuan dan keterampilan yang dimiliki para mantan knowledge and skills owned by the ex-street children to
anak jalanan kepada para komunitas rentan yang menjadi vulnerable communities as program targets.
target sasaran.

Peta Jalan • Diseminasi Keterampilan daur ulang kepada • Inovasi Penjangkauan program 5R++
Program 5R++ 10 kelompok • Pengembangan usaha dan kemitraan
• Peningkatan sarana produksi dan pelatihan • Replikasi program ke kelompok rentan
Roadmap of 5R++ • Pembentukan unit bank sampah • Menjadi Co Working Space dan pusat kreatifitas anak
program • Dissemination of recycling skills to 10 groups • Exit program
• Improved production and training facilities • Market Share Innovations of 5R++ program
• Establishment of a waste bank unit • Business development and partnerships
• Replication of programs to vulnerable groups
• Become Co-Working Space and children's creativity center
• Exit program
2015 2017 2019 PROGRAM BARU

NEW PROGRAM
2016 2018
PENINGKATAN INFRASTRUKTUR • Penguat Kelembagaan • Penguatan Kelembagaan Pada
INFRASTRUCTURE IMPROVEMENT • Hak paten giant blender Kelompok Rentan Disabilitas
• Peningkatan keterampilan teknis • Institutional Strengthening in
• Kemandirian unit usaha Vulnerable Disability Groups
• Strengthened Institutional
• Patent rights for giant blender
• Increased technical skills
• Business unit independence
Ou t reac h ` M ob i l Pe r u b a ha n' i ni te l a h m e nj a ngka u The ‘Mobil Perubahan’ outreach has extended to vulnerable
komunitas-komunitas rentan baru di tiga propinsi yaitu DKI communities in three provinces, which are DKI Jakarta,
Jakarta, Banten, dan Jawa Barat. Outreach Mobil Perubahan Banten, and West Java to South Sulawesi. The ‘Mobil
juga menjangkau hingga Sulawesi Selatan, sebagai Perubahan’ innovation was ratified by the Minister of Social
keberhasilan perluasan jejaring `Mobil Perubahan'. Inovasi Affairs of the Republic of Indonesia on 12 August 2018 as
‘Mobil Perubahan’, diresmikan Menteri Sosial RI pada 12 the mark for the beginning of the 5R++ program outreach
Agustus 2018 sebagai tanda dimulainya kegiatan outreach activity.
program 5R++.

Sesuai peta jalan kegiatan replikasi atau outreach, hingga In accordance with the replication or outreach activity
akhir Des ember 2018, program ini telah dirasakan roadmap, in 2018 the benefits of this program have been
manfaatnya oleh tiga komunitas rentan, di antaranya felt by three vulnerable communities, including the people
kelompok disabilitas, kelompok pemulung dan pengamen, with disabilities community, ragpicker and street singer
serta kelompok rehabilitasi pecandu narkoba yang juga community, as well as the rehabilitated drug abuser
termasuk dalam kategori PMKS. community also included in the PMKS category.
Penerima Manfaat ‘Mobil Perubahan’

Beneficiaries of the ‘Mobil Perubahan’ Benefits
Kelompok Disabilitas Kelompok Kelompok Rehabilitasi

People with Disabilities Community Pemulung & Pengamen Pecandu Narkoba
Ragpicker and Street Singer Rehabilitated Drug Abuser Community
Community
Penerima manfaat: Penerima Manfaat: Penerima manfaat:

• 299 orang • 50 orang pemulung • 40 orang
• Terbagi dalam 6 kelompok • 100 orang pengamen Beneficiaries:
• Cakupan di empat Provinsi • 200 orang di panti sosial • 40 people
Beneficiaries: Beneficiaries:
• 299 people • 50 ragpickers
• Divided in 6 groups • 100 street singers
• Coverage in four provinces • 200 people in social services center

Hasil dari kegiatan outreach, pada tahun 2018 terbentuk dua As result of the outreach activity, two new waste recycle
kelompok pemasok baru daur ulang sampah. Pembentukan supplier groups were formed in 2018. Formation of the
kelompok berdampak positif bagi peningkatan pendapatan groups had a positive impact on the income increase of
mantan anak jalanan sebesar Rp3.400.000 per bulan, serta ex-street children by Rp3,400,000 per month as well as the
total pendapatan dari hasil daur ulang limbah Non-B3 dan total income from the non-B3 waste recycle and trash bank
bank sampah sebesar Rp808.620.000 per tahun. of Rp808,620,000 per year.
Dari aspek lingkungan, pelaksanaan program telah From the environmental aspect, program implementation
berkontribusi terhadap pemanfaatan 23,2 ton limbah Non- has contributed to the utilization of 23.2 tons of non-B3
B3/tahun dan 1,8 ton limbah kertas/tahun. Pada aspek waste/year and 1.8 tons of paper waste/year. In the social
keberlanjutan sosial, sebanyak 689 orang menjadi penerima sustainability aspect, 689 people became beneficiaries of
manfaat, termasuk 299 orang difabel di lima lokasi program the benefits, including 299 people with disabilities in five
mengalami peningkatan kemandirian melalui kegiatan program location areas experiencing an improvement in
outreach program 5R++ ini. independence through the 5R++ program outreach activity.
Capaian Program 5R++ pada tahun 2018 menunjukkan The extent of the 5R++ Program in 2018 showed a result in
hasil yang sesuai dengan kegiatan yang dijalankan, yaitu accordance with the performed activities, which was the
terciptanya konsep pemberdayaan di kelompok rentan creation of the empowerment concept in other vulnerable
lainnya sebagai inovasi penjangkauan program 5R++. groups as the innovation of the 5R++ program outreach.
Dengan outreach yang lebih luas, maka manfaat pembinaan With a more extended outreach, then the benefits of the
yang dilakukan Perusahaan dapat terus berkembang untuk development conducted by the Company can continue
menjangkau cakupan yang lebih luas lagi. Sementara to grow to include a more extensive range. While from the
dari sisi penerima manfaat, hasil survei Indeks Kepuasan beneficiary aspect, the Community Satisfaction Index (IKM)
Masyarakat (IKM) menunjukkan nilai 86,44% atau kategori showed a score of 86.44% or ‘Very Good’ category.
‘Sangat Baik’.
Komitmen untuk terus memberdayakan kelompok anak

jalanan dan kaum difabel mendapatkan penghargaan
Padmamitra Award dari Kementerian Sosial RI. Penghargaan
diberikan kepada PHE ONWJ untuk Bidang Keterlantaran
The commitment to continue empowering the street children community and people
with disabilities received the Padmamitra Award from the Ministry of Social Affairs of the
Republic of Indonesia. The award was given to PHE ONWJ for the Neglect category
Program Unggulan Main Program

Pengembangan Masyarakat Adat Development of The Anak Dalam Tribe
Minoritas Suku Anak Dalam Minority Tribal Community
Program unggulan CSR yang diselenggarakan PHE The CSR program highlight developed by PHE and JOB
dan Anak Perusahaan JOB Jambi Merang menjangkau Jambi Merang Subsidiary managed to reach out the
Masyarakat Adat Suku Anak Dalam (SAD) yang tinggal di Indigenous People who lived in the remote area of the
pedalaman Provinsi Sumatera Selatan. Sebagai masyarakat South Sumatra Province. As an indigenous community
adat yang mempertahankan kehidupan tradisional, that maintains traditional life, the life of the community was
kehidupan SAD saat ini relatif rentan terhadap berbagai currently relatively vulnerable to various social challanges,
persoalan sosial, dan relatif tertinggal dibanding kelompok and relatively left behind compared to other community
masyarakat lainnya. Kondisi tersebut tidak terlepas dari groups. This condition was inseparable from the increasingly
makin terdesaknya hutan yang menjadi tempat tinggal disturbed forest where their lives settled, due to the forest
mereka, akibat peralihan fungsi hutan. conversion.

Kenyataan yang dihadapi Masyarakat SAD mendorong JOB The reality faced by the indigenous Community has
Jambi Merang menyelenggarakan Program Pengembangan encouraged the JOB Jambi Merang to develops an
Masyarakat Adat Minoritas Suku Anak Dalam. Pelaksanaan I n d i g e n o u s M i n o r i t i e s C o m m u n i t y P ro g ra m . T h e
program pada tahun 2018 mengedepankan konsep kawasan implementation of the program in 2018 prioritizes the
perhutanan sosial inovatif, bekerja sama dengan Pemerintah concept of innovative social forestry areas, in collaboration
setempat yaitu Unit Pelaksana Teknis Daerah (UPTD) KPH with the local Government of the Regional Technical
Lalan Mendis, Kecamatan Bayung Lencir, Kabupaten Musi Implementation Unit (UPTD) of KPH Lalan Mendis, Bayung
Banyuasin, Sumatera Selatan. Dengan konsep perhutanan Lencir District, Musi Banyuasin Regency, South Sumatra.
sosial inovatif, Masyarakat SAD dapat memanfaatkan With the innovative social forestry concept, the Indigenous
kawasan hutan untuk menunjang kehidupan mereka dari community can utilize the forest area to support their lives
berbagai aspek dan sekaligus menjaga kawasan hutan di from various aspects and at the same time protect the forest
sekeliling mereka. area around them.

Hingga akhir tahun 2018, realisasi program yang sudah Until the end of 2018, the realization of the program that
dilaksanakan adalah penyediaan hunian sehat bagi 16 has been implemented was the provision of healthy
Kepala Keluarga (KK). Hunian tersebut juga dilengkapi housing residence for 16 families. The residence was also
berbagai inovasi pendukung yang ramah lingkungan untuk equipped with various supporting innovations that were
menunjang kehidupan mereka, seperti mesin cuci gowes, environmentally friendly to support their lives, such as
penerangan dari panel surya, Kompor Komunal Matahari electricity-free washing machine “Gowes” & lighting from
(KOKOTARI), Rekayasa Ayunan Pompa Air (RAPAMPA), dan solar panels, solar powered communal (KOKOTARI), water
filter celup. pumping swing (RAPAMPA), and dip filters.
Dalam aspek pendidikan, terdapat pengembangan kegiatan In education aspect, there was also activities development
dari Sekolah Apung dengan adanya program kelas jauh dan from the Floating School in the presence of remote class
kejar paket. Sedangkan dalam aspek ekonomi, terdapat programs and high school equivalency. Whereas in the
inovasi alat pengering ikan tenaga surya (PLTS) yang dapat economic aspect, there are innovations in solar powered
memangkas waktu pengeringan ikan asin dari tiga hari stockfish dryer which can cut the drying time of salted fish
menjadi satu hari. from three days to one day.
Inovasi-inovasi yang dikembangkan ini merupakan The developed innovations were the continuity of the
kesinambungan dari program yang telah dijalankan previous implamanted programs. The innovation of salted
sebelumnya. Inovasi pengering ikan asin digunakan untuk fish dryer was used to increase salted fish production by 24
meningkatkan pengolahan ikan asin yang dilakukan 24 indigenous womens who were now members of the Mina
perempuan SAD yang kini tergabung dalam Kelompok Sada Women's Group.
Perempuan Mina Sada.
Inovasi yang dikembangkan untuk masyarakat SAD telah Innovations developed for the indigenous community have
menimbang perjalanan sejarah, akar budaya, dan nilai-nilai consider the history background, cultural values, and local
lokal sosial warga. Inovasi yang diperkenalkan JOB Jambi social values of the citizens. The innovation introduced by
Merang, perlahan membawa perubahan kehidupan mereka. JOB Jambi Merang, slowly brought a change in their lives.
Bila sebelumnya mereka selalu berpindah tempat untuk Compared to previously they keep migrating to survive, now
bertahan hidup, melalui konsep perhutanan sosial inovatif, through innovative social forestry concepts, they no longer
mereka tidak perlu lagi hidup berpindah-pindah. Namun needed to migrate. However, these changes certainly did
demikian, perubahan tersebut dipastikan tidak membuat not make them abandon the local wisdom that has become
mereka meninggalkan kearifan lokal yang sudah menjadi their identity.
jati diri mereka.
Pengaruh positif dari adanya program pengembangan Another positive impact from SAD development program is
Masyarakat SAD lainnya adalah perubahan sosial dan the social shift in their perspective of outsiders. Previously,
pandangan mereka kepada orang luar. Sebelumnya, mereka they tended to not trust outsiders. Now, they are more open
cenderung tidak percaya dengan orang luar, kini mereka and willing to interact with outsiders. This situation brings
mulai terbuka dan berani berinteraksi dengan orang luar. positive impacts toward equality, whether as individuals or
Situasi ini memberikan dampak positif menuju kesetaraan, as a group.
baik secara individu maupun kelompok.
Program Pemberdayaan Suku Anak Dalam untuk

Kategori Bidang Keterasingan dan Keterpencilan
Empowerment of Anak Dalam Tribe Program received the Padmamitra Award for the
Alienation and Remoteness category

Perkembangan Masyarakat Adat Suku Anak Dalam

Development of the Anak Dalam Tribe Tribal Community
2016 2017 2018

Mengisolasi diri Mulai terbuka dan percaya dengan kehadiran Hidup menetap dan mulai mengenal lingkungan
Self-isolating orang luar masyarakat di sekitar mereka
Started to be open and trusting of the presence of A nomadic life become settled and understood
outsiders the community around them
Belum bisa baca tulis Mulai bisa membaca dan menulis Mendapat akses kejar paket A
Unable to read and write Started to be able to read and write Gaining access to A Package Study Group
Hidup berpindah-pindah Mulai hidup menetap Mulai mendapatkan legalitas kependudukan

Nomadic Started to settle Starting to gain citizenship legality
Mendapatkan akses air bersih, pendidikan dan Hunian sehat dengan inovasi pendukung tanpa
kesehatan meninggalkan kearifan lokal
Gained access to clean water, education, and Healthy accommodations with supporting
healthcare innovations without abandoning local wisdom
Memiliki peningkatan kapasitas dalam Memiliki keterampilan dan akses untuk mengolah
pengolahan ikan asin yang memberikan dampak 32 Ha Lahan Perhutanan Sosial
ekonomi Having the skill and access to process 32 Ha of
Had capacity increase in anchovy processing Social Forest Land
which gave economic impact
Memiliki peningkatan kapasitas dalam

pengolahan kerupuk ikan
Having capacity increase in fish cracker processing
Menguatnya kohesi sosial di kalangan

Masyarakat dan Pemerintah terkait aspek
legalitas kependudukan Masyarakat SAD
Strengthening of social cohesion in the Public and
Government level relevant to the legality aspect of
SAD community citizenship

Secara umum, pelaksanaan program telah memperlihatkan In general, program implementation has shown significant
pencapaian signifikan pada berbagai aspek kehidupan achievements in various aspects of the life of SAD,
masyakarat SAD, yaitu: including:
1. Aspek Ekonomi 1. Economic Aspect
Terjadi peningkatan pendapatan bagi warga SAD, rata- Income increase for SAD population, averaging at
rata sebesar Rp9.000.000/tahun. Pendapatan tambahan Rp9,000,000/year. Additional income originates from
berasal dari kegiatan pertanian dan pembuatan ikan asin. agriculture and anchovy processing activities.
2. Aspek Lingkungan 2. Environmental Aspect
Lahan perhutanan sosial seluas 32 Ha termanfaatkan Social forest land of 32 Ha is utilized and protected from
dan terlindungi dari penebangan untuk kegiatan ladang deforestation for shifting cultivation activity.
berpindah.
3. Aspek Sosial 3. Social Aspect
Tumbuhnya kelembagaan dan menguatnya kohesi The growth of organization and strengthening of social
sosial yang ditandai adanya dua kelompok baru, yakni cohesion marked by two new groups, which are the
Kelompok Perempuan Mina Sada beranggotakan 24 Mina Sada Women Group with 24 members of anchovy-
perempuan pengolah ikan asin dan Kelompok Tani Hutan processing women and Forest Agriculture Group (KTH).
(KTH) Rimba Harapan SAD. Selain itu, sebanyak delapan Furthermore, eight SAD inhabitants gained access to A
warga SAD memperoleh akses Kejar Paket A. Package Study Group.
4. Aspek Kesejahteraan 4. Welfare Aspect
Terjadi perbaikan tingkat kesehatan dengan adanya Improvement in health levels with healthy
hunian sehat bagi 16 KK, dilengkapi akses air bersih, accommodations for 16 family units, complete with
fasilitas pendidikan dan kesehatan. Situasi ini berdampak clean water access, education and healthcare facilities.
positif pada peningkatan kesehatan bagi 80% Masyarakat The situation brings a positive impact to the health
SAD dan peningkatan minat baca tulis anak sekolah improvement of 80% of the SAD community and interest
menjadi 100%. Program ini juga telah meningkatkan increase in reading and writing of school children rose
inklusivitas/peran aktif pemerintah yang diwujudkan to 100%. The program has also increased inclusivity/
melalui pengurusan legalitas kependudukan Masyarakat active role of the government manifested through
SAD. the administration of the legality of SAD community
citizenship.
Program Unggulan Mother and Child

Rumah Pemberdayaan Ibu dan Anak (RPIA) Empowerment House (RPIA)
Program Rumah Pemberdayaan Ibu dan Anak (RPIA) The Mother and Child Empowerment House (RPIA) Program
menjadi program unggulan PHE dan Anak Perusahaan JOB is the main program of PHE and the JOB Tomori Subsidiary,
Tomori, yang ditujukan bagi kaum ibu dan anak yang rentan which is intended for mothers and children vulnerable to
terhadap Kekerasan Dalam Rumah Tangga (KDRT). Hingga domestic violence (KDRT). Until the end of 2018, there have
akhir tahun 2018, terdapat tiga RPIA aktif yang dijalankan, been three actively run RPIA, located in Sinorang Village
yakni di Desa Sinorang dan Desa Paisuboli, Kecamatan Batui and Paisuboli Village, South Batui District, Banggai Refency,
Selatan, Kabupaten Banggai, Sulawesi Tengah. Central Sulawesi.
Penyelenggaraan RPIA dilakukan karena adanya kondisi RPIA was implemented due to the conditions of the
masyarakat di sekitar Perusahaan yang dihadapkan pada community surrounding the Company which faced
kondisi keterbatasan ekonomi dan tingginya angka anak economic limitations and a high rate of school dropouts.
putus sekolah. Menimbang kondisi ini, program dilakukan Taking these conditions into consideration, the program was
sebagai upaya penguatan terhadap kaum Ibu dan Anak implemented as an effort to reinforce Mothers and Children
yang seringkali menjadi korban diskriminasi, kekerasan dan who are often the victims of discrimination, violence, and
eksploitasi. exploitation.

Dari penjajakan kebutuhan program, diketahui bahwa pola From the exploration of program needs, it was discovered
hidup masyarakat menggambarkan kondisi kaum laki-laki that the pattern of community life showed that the men more
lebih banyak berada di rumah, sementara kaum perempuan often stayed at home while the women worked as plantation
bekerja menjadi buruh kebun. Selain itu, anak-anak ikut laborers. Furthermore, the children also participated in
mencari nafkah, antara lain dengan menjajakan kue keliling making a living, among which by peddling snacks around the
kampung. Keadaan ini menjadi fenomena sosial yang village. These conditions are social phenomena requiring
memerlukan pemberdayaan. empowerment.
Di lain pihak, beberapa isu sosial lainnya adalah kekerasan On the other hand, another social issue was domestic
dalam rumah tangga. Sekurangnya, ada delapan dari violence. At least eight out of ten Housewives were victims
sepuluh orang Ibu Rumah Tangga menjadi korban tindak of domestic violence. Yet another social issue pertained
kekerasan dalam rumah tangga. Permasalahan sosial to underage marriage and several cases of discrimination
lainnya berkaitan dengan pernikahan di bawah umur dan against women and children.
adanya beberapa kasus diskriminasi terhadap perempuan
dan anak-anak.
Permasalahan-permasalahan ters ebut muncul dari These issues arose from the low awareness of education.
rendahnya kesadaran akan pendidikan. Sementara di saat While simultaneously, the communities were exposed to
yang sama, masyarakat terpapar teknologi media tanpa media technology without sufficient knowledge lending
adanya pengetahuan yang memadai agar bijak dalam wisdom to its utilization.
pemanfaatannya.
Keterbatasan ekonomi dan kurangnya kepedulian terhadap Economic limitations and lack of concern for education
pendidikan berimbas pada rendahnya tingkat pendidikan resulted in low education level, therefore causing the
sehingga berakibat pada makin banyaknya masyarakat increase of the population categorized as vulnerable. In
yang tergolong rentan. Pada setiap keluarga yang rentan, every vulnerable family was found conditions of children not
ditemukan kondisi anak-anak yang tidak tumbuh dan growing or developing according to their age or potential.
berkembang sesuai usia maupun potensi mereka. Salah One of the visible indications was the high number of IV-VI
satu indikasi yang terlihat adalah banyak anak-anak usia SD Grade School aged children not being able to read.
kelas IV-VI yang belum bisa membaca.

Beragam kondisi tersebut direspon JOB Tomori dengan JOB Tomori responded to these conditions by implementing
menyelenggarakan RPIA, sebagai alternatif solusi dengan RPIA as an alternative solution with an emphasis on family-
mengedepankan konsep pendidikan berbasis keluarga, based education which involved the mothers. They were
yang melibatkan para ibu. Mereka diajak berpartisipasi invited to actively participate in activities of child education
aktif dalam kegiatan perkembangan pendidikan anak, serta development as well as encouraging the children to be
mendorong anak-anak menjadi agen perubahan di keluarga agents of change in their respective families.
masing-masing.
Keberadaan RPIA bukan sebagai pengganti lembaga RPIA is not a replacement for a formal educational institution
pendidikan formal atau sekolah, namun menjadi alternatif or school but an alternative of children’s activity outside of
kegiatan anak-anak di luar waktu sekolah. Berbagai school time. Various excellent activities for children were
aktivitas unggulan untuk anak dikembangkan di RPIA developed at RPIA, such as the Let’s Save Initiative, Qur’an
seperti Gerakan Ayo Menabung, Taman Pendidikan Qur’an Education Garden, and Let’s Read Initiative to support the
dan Gerakan Ayo Membaca untuk mendukung pencapaian achievement of the “Illiteracy Free Indonesia” program.
program Indonesia Bebas Buta Aksara. Kegiatan-kegiatan The activities are summarized in a year-long curriculum
tersebut terangkum dalam kurikulum sistematis sepanjang composed together by the Company, local facilitators, the
tahun, yang disusun bersama antara Perusahaan, fasilitator communities, and relevant stakeholders.
lokal, masyarakat, dan pemangku kepentingan terkait.
Beberapa program pemberdayaan juga diberikan kepada Several empowerment programs are als o given to
Ibu-Ibu Rumah Tangga, antara lain melalui kegiatan Housewives, among which through religious activities,
keagamaan, pelatihan peningkatan kapasitas untuk capacity building training to support Mothers in having
mendukung kaum Ibu memiliki keterampilan usaha dalam business skills in economy, as well as parenting workshop
bidang ekonomi, serta kegiatan workshop parenting. activity. Parenting-relevant activities are conducted to
Kegiatan terkait parenting dilakukan untuk meningkatkan increase knowledge and insight on child rearing patterns.
pengetahuan dan wawasan mengenai pola asuh anak.
Hingga Desember 2018, terdapat 852 anak bergabung Until the end of 2018, there were 852 children who joined and
dan mengikuti kegiatan di RPIA, serta 103 orang Ibu Rumah participated in activities at RPIA as well as 103 Housewives
Tangga yang aktif dalam kegiatan RPIA. Melalui RPIA terjadi active in RPIA activities. Through RPIA, there has been an
peningkatan literasi anak hingga 90%. increase of child literacy to 90%.

Di samping itu, sebanyak 426 anak terlibat aktif dalam Furthermore. 462 children were actively involved in the
pengelolaan limbah daur ulang kertas bernilai ekonomi economic-value paper waste recycle processing and 51
dan 51 anak sebagai agen perubahan melalui Gerakan Ayo as agents of change through the Let’s Save Initiative. 50
Menabung. Sebanyak 50 orang Ibu juga telah mendapat Mothers also received an increase in skills in handicrafts
peningkatan keterampilan dalam kerajinan tangan dan and food processing.
olahan makanan.
Penyelenggaraan Program ‘Rumah Pemberdayaan Ibu dan Anak’

(RPIA) mendapat apresiasi dari Kementerian Sosial RI berupa
Padmamitra Award, untuk kategori Bidang Korban Tindak
Kekerasan, Eksploitasi, dan Diskriminasi.
Implementation of the ‘Mother and Child Empowerment House’ (RPIA) Program received
appreciation from the Ministry of Social Affairs of the Republic of Indonesia in the form of the
Padmamitra Award for the Victims of Violence, Exploitation, and Discrimination category.
Program Bagi Kelompok Rentan Lain Programs for other vulnerable groups
PHE dan Anak Perusahaan lainnya menyelenggarakan PHE and other Subsidiaries implement various programs
berbagai program yang menyasar kelompok rentan di targeting vulnerable groups around the operational areas.
sekitar wilayah operasi. PHE Kampar menjalankan program PHE Kampar implements the education improvement
peningkatan pendidikan dan kesehatan bagi masyarakat program for the Talang Mamak Tribe, the indigenous tribe
Suku Talang Mamak, suku asli Indragiri Hulu di Provinsi Riau. of the Indragiri Hulu in the Riau Province. Another program
Program lainnya adalah peningkatan kualitas pendidikan is the education quality improvement implemented by JOB
yang diselenggarakan JOB Simenggaris di dua sekolah di Simenggaris at two schools in the Nunukan Regency, North
Kabupaten Nunukan, perbatasan Kalimantan Utara yang Kalimantan border categorized as a 3T area.
termasuk wilayah 3T.
Tanggap Bencana PHE Peduli Disaster Response through `PHE

Peduli'
Sebagai respon aktif dan wujud kepedulian PHE terhadap As an active response and a manifestation of PHE's concern
bencana alam yang terjadi di Indonesia, PHE melalui for natural disasters that occurred in Indonesia, PHE
`PHE Peduli' telah melakukan serangkaian kegiatan untuk through 'PHE Peduli' has carried out a series of activities to
membantu para korban bencana alam. Kegiatan ini dilakukan help victims of natural disasters. This activity was carried
dengan melibatkan para Pekerja PHE untuk memfasilitasi out by involving PHE employees to facilitate the active role
peran aktif pekerja dalam aksi peduli bencana alam yang of employees in action to care about natural disasters that
terjadi di sekitarnya. occur around them.
Kegiatan PHE Peduli telah dilakukan dalam bentuk: PHE Peduli activities have been carried out in the form of:
i. Aksi sosial penggalangan donasi dari para pekerja PHE i. Social actions to raise donations from PHE Workers
melalui rekening PHE Peduli through PHE Peduli accounts
ii. Penyaluran bantuan pada masa tanggap darurat bencana ii. Distribution of aid during the emergency response
berkoordinasi dengan Tim Pertamina Peduli, PT period in coordination with the Pertamina Peduli Team of
Pertamina (Persero) PT Pertamina (Persero)
iii. Pengiriman relawan PHE melalui Tim Emergency iii. Allocation of PHE volunteers through the Emergency
Response Crisis Management (ECRM) Response Crisis Management (ECRM) Team.

Sepanjang 2018, kegiatan PHE Peduli mencakup PHE Peduli Throughout 2018, PHE Peduli activities included PHE Peduli
Lombok, PHE Peduli Palu & Donggala, dan PHE Peduli for Lombok, PHE Peduli for Palu & Donggala, and PHE Peduli
Tsunami Selat Sunda. Aksi sosial penggalangan donasi dari for the Tsunami in Sunda Strait. The fund raising from PHE
para Pekerja PHE untuk ketiga kegiatan tersebut dilakukan employees for the three activities was carried out through
melalui rekening PHE Peduli dan dilaporkan dalam bentuk PHE Peduli accounts and reported in the form of broadcasts
broadcast ke seluruh Pekerja PHE, baik mencakup informasi to all PHE employees, including information on the amount of
jumlah donasi yang terkumpul maupun jumlah donasi yang funds collected and distributed as a form of transparency of
telah disalurkan, sebagai wujud transparansi dan mitigasi these social activities. The following table is the total number
atas kegiatan sosial ini. Berikut merupakan total jumlah of PHE Peduli donations:
donasi PHE Peduli:
Kegiatan PHE Peduli Periode Penggalangan Donasi Jumlah Donasi Pekerja PHE
PHE Peduli activities Fund Raising Period Amount of Donations from PHE
Employees
PHE Peduli Lombok 12 – 30 September 2018

94.514.905
PHE Peduli for Lombok 12 – 30 September 2018
PHE Peduli Palu & Donggala 1 – 12 Oktober 2018

645.930.046
PHE Peduli for Palu & Donggala 1 – 12 October 2018
PHE Peduli Tsunami Selat Sunda 26 Desember 2018 – 6 Januari 2019

189.233.447
PHE Peduli for Tsunami in Sunda Strait 26 December 2018 – 6 January 2019
PHE Peduli Tsunami Selat Sunda PHE Peduli for the Tsunami in Sunda
Strait
PHE melalui Tim Emergency Response Crisis Management PHE through the Emergency Response Crisis Management
(ERCM) melakukan aksi membantu korban bencana tsunami (ERCM) Team took action to help victims of the tsunami in
Selat Sunda - Banten & Lampung, melalui koordinasi dengan Sunda Strait - Banten & Lampung, through coordination with
Tim Pertamina Peduli PT Pertamina (Persero). the Pertamina Peduli Team of PT Pertamina (Persero).
PHE Peduli telah mengirimkan 31 orang relawan dan PHE Peduli sent 31 volunteers and logistics assistance to the
mendistribusikan bantuan logistik dalam masa tanggap Sunda Strait tsunami disaster location in Pandeglang on 26
darurat ke lokasi benc ana tsunami Selat Sunda di – 29 December 2018. Distribution of logistics and medical
Pandeglang, pada 26 – 29 Desember 2018. Pendistribusian assistance was divided into two location points/disaster
bantuan logistik dan medis terbagi dalam dua titik lokasi/ command post:
posko bencana, yaitu:
• Bantuan logistik disalurkan baik secara langsung • Logistics assistance was given directly to the communities
kepada masyarakat di 3 desa terdampak di area paling in 3 Villages amounting to 3 trucks of assistance
ujung di Kecamatan Sumur yang sebelumnya telah previously coordinated to the ESDM Command Post.
dikoordinasikan dengan Posko ESDM, maupun diberikan Logistics assistance was given through the Pertamina
melalui Posko Pertamina Peduli. Peduli Command Post amounting to 4 trucks.
• Bantuan medis diserahkan ke Gudang Farmasi Dinkes • M e d i c a l a s s i st a n c e wa s g i ve n to t h e P h a r m a c y
Pandeglang dan Posko Pertamina Peduli. Warehouse of the Pandeglang District Health Office and
the Pertamina Peduli Command Post.
• Adapun pelayanan medis dilakukan di Posko Pertamina • Medical services were given at the Pertamina Peduli
Peduli. Command Post.
Seluruh kegiatan bersumber dari CSR PHE dan donasi yang All activities financed from CSR of PHE, and donations
terkumpul dari para Pekerja PHE dan Anak Perusahaan collected from employees of PHE and Subsidiaries through
melalui PHE Peduli. PHE Peduli.

Direktur Utama PHE juga memantau aktivitas PHE Peduli The President Director of PHE also monitors the activities
Tsunami Selat Sunda dengan hadir langsung di Posko of the PHE Peduli in Sunda Strait by attending directly at the
Pertamina Peduli di Tahura, Carita, Banten. Pada kunjungan Pertamina Peduli Post in Tahura, Carita, and Banten. During
tersebut, Direktur Utama PHE sekaligus menyerahkan the visit, the President Director of PHE also handed over
bantuan tambahan bagi kaum ibu dan anak-anak, serta additional logistic assistance for mothers and children, as
berinteraksi dengan masyarakat korban bencana. well as interacting with the victims of the disaster.
PHE Peduli Gempa dan Tsunami Palu - PHE Peduli for Earthquakes and
Donggala Tsunami in Palu and Donggala
PHE melalui PHE Peduli telah melakukan kegiatan PHE through PHE Peduli has conducted emergency
emergency response untuk membantu korban bencana response activities to assist victims of the earthquake and
gempa dan tsunami di Palu dan Donggala, Sulawesi Tengah . tsunami in Palu and Donggala, Central Sulawesi.
Berkoordinasi dengan Tim Pertamina Peduli, PHE Peduli Coordinating with the Pertamina Peduli Team, PHE Peduli
telah menyalurkan bantuan pada masa tanggap darurat has distributed assistance during the emergency response
meliputi pemenuhan kebutuhan dasar mendesak, antara period covering the provision of urgent basic needs,
lain bahan makanan, air minum, peralatan evakuasi (kantong including food, drinking water, evacuation equipment (body
mayat, sepatu karet, masker), tenda, perlengkapan bayi dan bags, rubber shoes, masks), tents, children and women's
perempuan, dll. Bantuan darurat disalurkan selama periode logistics, etc. Emergency assistance is distributed during
1 - 15 Oktober 2018, melalui Bandara Pondok Cabe maupun the period of October 1-15, 2018, through Pondok Cabe
Bandara Halim Perdanakusuma. PHE juga mengirimkan 1 Airport and Halim Perdanakusuma Airport. PHE also sent
(satu) orang perwakilan relawan yang bergabung dengan 1 (one) volunteer representative who joined the Pertamina
Tim Pertamina Peduli di lokasi bencana. Peduli Team at the disaster site.
Nilai bantuan yang didistribusikan selama masa tanggap The amount of aid distributed during the emergency
darurat sebesar Rp410,1 juta, berasal dari penggalangan response period reached Rp410.1 million, financed from
donasi para Pekerja PHE melalui rekening PHE Peduli. fund raising by PHE employees through PHE Peduli account.

Adapun sisa dana dari masa tanggap darurat akan Any remaining fund from emergency response period will be
disalurkan pada masa pemulihan bencana, dalam bentuk distributed during the disaster recovery period in the form
pembangunan/perbaikan sarana pendidikan maupun of building/repairing educational facilities and other public
fasilitas umum lainnya. facilities.
PHE Peduli Lombok PHE Peduli for Lombok
Bantuan PHE Peduli Lombok akan disalurkan untuk PHE Peduli for Lombok assistance will be distributed to
mendukung masa pemulihan bencana berupa support the disaster recovery period in the form of building/
pembangunan/perbaikan sarana pendidikan maupun repairing educational facilities and other public/social
fasilitas umum/sosial lainnya. facilities.
Publikasi/Diseminasi Program CID-CSR Publication/Dissemination of CID-CSR

Programs
Pengelolaan CID-CSR PHE yang berkelanjutan disampaikan Sustainable PHE CID-CSR management is presented by
PHE melalui publikasi, baik terhadap pemangku kepentingan PHE through publication, whether for internal or external
internal maupun eksternal. Diseminasi CSR PHE ditujukan stakeholders. PHE CSR dissemination is intended as part
sebagai bagian dari pengelolaan pengetahuan (knowledge of knowledge management and as a learning opportunity
management) dan sebagai pembelajaran pada pihak lain for other parties that may be inspired to replicate the best
yang kemudian memunculkan inspirasi untuk mereplikasi practices. In 2018, the PHE CID-CSR publication was
best practice. Selama 2018, publikasi CID-CSR PHE telah performed, among which, through print and electronic
dilakukan, antara lain melalui media cetak maupun elektronik media on a local and national level, a book with ISBN, and
di tingkat lokal maupun nasional, buku ber-ISBN, dan paper scientific paper.
ilmiah.
Sepanjang 2018, publikasi CID-CSR di media nasional In 2018, CSR publication on national media reached 34.
mencapai 34 pemberitaan. PHE juga menerbitkan buku CID- PHE also published the second book of the `PHE CSR
CSR seri Berdiri Untuk Negeri tahun yang kedua mengenai Standing for the Nation' Series on the management of CID-
pengelolaan CID-CSR PHE dan Anak Perusahaan, dengan CSR of PHE and Subsidiaries, entitled `Creating with the
judul ‘Berkarya Bersama Masyarakat, Meningkatkan Nilai Community, Increasing Sustainability Values' - ISBN 978-
Keberlanjutan’, No. ISBN 978-602-52326-1-9. 602-52326-1-9.
Publikasi pengelolaan CID-CSR PHE juga dilakukan melalui The PHE CID-CSR management publication was also
artikel ilmiah. Artikel CSR PHE berjudul ‘The Role of oil and performed through a scientific article. The PHE CSR
Gas Company in Implementing CSR Initiative to Empower article was entitled ‘The Role of oil and Gas Company in
the Community (Case Study: CSR Implementation in Implementing CSR Initiative to Empower the Community
PT Pertamina Hulu Energi)' masuk dalam International (Case Study: CSR Implementation in PT Pertamina Hulu
Conference Proceedings Social Development in Asia yang Energi), which was entered in the International Conference
diterbitkan Universitas Gadjah Mada Yogyakarta. Proceedings of Social Development in Asia published by the
Gadjah Mada University, Yogyakarta.
Publikasi pengelolaan CID-CSR PHE disampaikan melalui

pemberitaan media, buku ber-ISBN, serta artikel ilmiah yang
dipresentasikan dalam konferensi internasional.
The PHE CID-CSR management publication was presented through media coverage, a
book, as well as a scientific article presented in an international conference

Referensi POJK dan Indeks Isi Standar GRI [102-55]
POJK References and GRI Standard Content Index [102-55]
Referensi silang GRI Pengungkapan Halaman

Standard & POJK Disclosure Page numbers
GRI Standard & POJK
References
GRI 101: Landasan 2016

GRI 101: Foundation 2016
Pengungkapan Umum
General Disclosures
102-1 Nama organisasi

66
Name of the organization
102-2 Kegiatan, merek, produk, dan jasa

66, 86
Activities, brands, products, & services
102-3 Lokasi kantor pusat

66, 96, 108
Location of headquarters
102-4 Lokasi operasi
70,76
Location of operations
102-5 Kepemilikan dan bentuk hukum
66, 137, 281
Ownership and legal form
102-6 Pasar yang dilayani
86, 269
Markets served
102-7 Skala organisasi

12, 67, 90, 92
Scale of the organization
102-8 Informasi karyawan
129 - 133
Information on employees
102-9 Rantai pasokan

87
Supply chain
GRI 102: Pengungkapan 102-10 Perubahan signifikan

87
Umum 2016 Significant changes
GRI 102: General
102-11 Pendekatan atau Prinsip Pencegahan
Disclosures 2016 174
Precautionary Principle or approach
102-12 Inisiatif eksternal

78, 171, 418
External initiatives
102-13 Keanggotaan asosiasi

167
Membership of associations
102-14 Pernyataan dari pembuat keputusan senior

28
Statement from senior decision-maker
102-15 Dampak penting, risiko, dan peluang

425
Key impacts, risks, and opportunities
102-16 Nilai, prinsip, standar, dan norma perilaku

78, 319, 344, 432
Values, principles, standards, and norms of behavior
102-17 Mekanisme untuk saran dan masalah etika

435
Mechanisms for advice and concerns about ethics
102-18 Struktur tata kelola

300
Governance structure
102-22 Komposisi badan tata kelola tertinggi dan komitenya

300
Composition of the highest governance body and its committees

GRI Standard & POJK
References

Pengungkapan Umum
General Disclosures
102-23 Ketua badan tata kelola tertinggi

302
Chair of the highest governance body
102-24 Menominasikan dan memilih badan tata kelola tertinggi

311 , 332
Nominating and selecting the highest governance body
102-27 Pengetahuan kolektif badan tata kelola tertinggi

107, 120
Collective knowledge of highest governance body
102-28 Mengevaluasi kinerja badan tata kelola tertinggi

326, 355
Evaluating the highest governance body’s performance
102-30 Efektivitas proses manajemen risiko

418
Effectiveness of risk management process
102-33 Mengomunikasikan hal-hal kritis

560
Communicating critical concerns
102-34 Sifat dan jumlah total hal-hal kritis

560
Nature and total number of critical concerns
102-35 Kebijakan remunerasi

364
Remuneration policies
102-36 Proses untuk menentukan remunerasi

364, 367
Process for determining remuneration
GRI 102: Pengungkapan 102-37 Keterlibatan para pemangku kepentingan

Umum 2016 364
dalam remunerasi Stakeholders’ involvement in remuneration
GRI 102: General
Disclosures 2016 102-38 Rasio kompensasi total tahunan
366, 368
Annual total compensation ratio
102-39 Persentase kenaikan pada total rasio kompensasi total tahunan

366, 368
Percentage increase in annual total compensation ratio
102-40 Daftar kelompok pemangku kepentingan

61, 62
List of stakeholder groups
102-41 Perjanjian perundingan kolektif

136, 537
Collective bargaining agreements
102-42 Mengidentifikasi dan memilih pemangku kepentingan

61
Identifying and selecting stakeholders
102-43 Pendekatan terhadap keterlibatan pemangku kepentingan

Approach to stakeholder engagement
102-44 Topik utama dan masalah

61
Key topics and concerns
102-45 Entitas yang termasuk dalam laporan keuangan dikonsolidasi

58, 60
Entities included in the consolidated financial statements
102-46 Menetapkan isi laporan dan Batasan topik

58, 59
Defining report content and topic Boundaries

GRI Standard & POJK
References

Pengungkapan Umum
General Disclosures
102-47 Daftar topik material

58, 59
List of material topics
102-48 Penyajian kembali informasi

58, 59, 470
Restatements of information
102-49 Perubahan dalam pelaporan

56
Changes in reporting
102-50 Periode pelaporan

53
Reporting period
GRI 102: Pengungkapan 102-51 Tanggal laporan terbaru

Umum 2016 53
Date of most recent report
GRI 102: General
Disclosures 2016 102-52 Siklus pelaporan
53
Reporting cycle
102-53 Kontak
53, 68, 445
Contact
102-54 Kesesuaian dengan Standar GRI

57
In accordance with the GRI Standards
102-55 Indeks isi GRI

57, 580
GRI content index
102-56 Assurance oleh pihak eksternal

57
External assurance
2. Ikhtisar kinerja aspek keberlanjutan

12
An overview of the sustainability performance aspect
3. Profil
64
Profile
4. Penjelasan Direksi
38
Explanation of the Board of Directors
5.a Tugas bagi Direksi dan Dewan Komisaris terkait kinerja keberlanjutan
Board of Directors and Board of Commissioners duties on sustainability 311, 332
performance
5.b Pengembangan kompetensi anggota Direksi terkait kinerja

berkelanjutan
28
POJK 51/OJK.03/2017 Competencies development carried out on members of the Board of Directors
regarding to sustainability performance
5.c Penjelasan mengenai prosedur Publik dalam mengendalikan risiko

keberkelanjutan 418-427
Company procedures in controlling the risk of sustainability
5.d Keterlibatan pemangku kepentingan berdasarkan hasil penilaian

(assessment) manajemen, RUPS, surat keputusan atau lainnya
61-63
Stakeholder involvement based on management assessment, GSM, decision
letter or other
6.f.2 Jumlah dan persentase produk dan jasa yang sudah dievaluasi
keamanannya bagi pelanggan
546
Number and percentage of products and services that have been evaluated for
the customer's safety

GRI Standard & POJK
References

Pengungkapan Umum
General Disclosures
6.f.5 Survei kepuasan pelanggan

540-541
Survey of customer satisfaction
Topik Material
Material Topics
Kinerja Ekonomi
103-1 Penjelasan topik material dan Batasannya

466
Explanation of the material topics
GRI 103: Pendekatan
Manajemen 2016 103-2 Pendekatan manajemen dan komponennya
466
GRI 103: Management The management approach and its components
Approach 2016
103-3 Evaluasi pendekatan manajemen
466
Evaluation of the management approach
201-1 Nilai ekonomi yang dihasilkan dan didistribusikan

14, 467, 468
Direct economic value generated and distributed
201-2 Implikasi finansial serta risiko dan peluang lain akibat dari perubahan
iklim 499
GRI 201: Kinerja Financial implications and other risks and opportunities due to climate change
Ekonomi 2016
GRI 201: Economic
Performance 2016 201-3 Kewajiban program pensiun manfaat pasti dan program pension
lainnya 468, 469
Defined benefit plan obligations and other retirement plans
201-4 Bantuan finansial yang diterima dari pemerintah

467
Financial assistance received from government
6.b.1 Perbandingan target dan kinerja produksi, portofolio, pembiayaan,

pendapatan dan laba rugi
253-258
Comparison of targets and performance of production, portfolio, financing,
income and profit and loss
POJK 51/OJK.03/2017
6.c.1 Komitmen Perusahaan untuk memberikan produk dan/atau jasa yang
setara kepada konsumen
542
The Company's commitment to provide products and / or services equivalent to
consumers
Keberadaan Pasar
Market Presence
GRI 202: Keberadaan

202-1 Rasio standar upah karyawan entry-level berdasarkan jenis kelamin
Pasar 2016
terhadap upah minimum regional 469, 536
GRI 202: Market
Ratios of standard entry level wage by gender compared to local minimum wage
Presence 2016
Dampak Ekonomi Tidak Langsung

Indirect Economic Impacts
203-1 Investasi infrastruktur dan dukungan layanan

GRI 203: Dampak Ekonomi 470
Infrastructure investments and services supported
Tidak Langsung 2016
GRI 203: Indirect Economic
203-2 Dampak ekonomi tidak langsung yang signifikan
Impacts 2016 518
Significant indirect economic impacts

GRI Standard & POJK
References
Material
Materials
301-1 Material yang digunakan berdasarkan berat atau volume

479
Materials used by weight or volume
GRI 301: Material 2016
GRI 301: Materials 2016
301-2 Material input dari daur ulang yang digunakan
479
Recycled input materials used
Energi
Energy

478
GRI 103: Pendekatan
478
Approach 2016
478
302-1 Konsumsi energi dalam organisasi

479
Energy consumption within the organization
302-2 Konsumsi energi di luar organisasi

479
Energy consumption outside of the organization
6.d.3.a Jumlah dan intensitas energi

480-482
Number and intensity of energy
6.d.3.b Upaya dan pencapaian efisiensi energi, termasuk sumber energi

terbarukan
482-485
Efforts and achievements of energy efficiency, including renewable energy
sources
Rehabilitasi Pasca Tambang dan Keanekaragaman Hayati

Post Mining Rehabilitation & Biodiversity

497
GRI 103: Pendekatan
GRI 103: Management
497
The management approach and its components
Approach 2016
497
304-1 Lokasi operasional yang dimiliki, disewa, dikelola, atau berdekatan

dengan kawasan lindung dan kawasan dengan nilai keanekaragaman hayati
tinggi di luar kawasan lindung 503
Operational sites owned, leased, managed in, or adjacent to, protected areas and
areas of high biodiversity value outside protected areas
GRI 304: Keanekaragaman
Hayati 2016
304-2 Dampak signifikan dari kegiatan, produk, dan jasa pada
GRI 304: Biodiversity 2016
keanekaragaman hayati 503
Significant impacts of activities, products, and services on biodiversity
304-3 Habitat yang dilindungi atau direstorasi

503
Habitats protected or restored

GRI Standard & POJK
References
Rehabilitasi Pasca Tambang dan Keanekaragaman Hayati

Post Mining Rehabilitation & Biodiversity
304-4 Spesies Daftar Merah IUCN dan spesies daftar konservasi nasional
GRI 304: Keanekaragaman
dengan habitat dalam wilayah yang terkena efek operasi
Hayati 2016 503
IUCN Red List species and national conservation list species with habitats in
GRI 304: Biodiversity 2016
areas affected by operations
G4 Suplemen Sektor OG4 Jumlah dan Persentase Wilayah Operasi yang Signifikan dalam Risiko
Minyak dan Gas 2013 Keanekaragaman Hayati yang telah dinilai dan dipantau
503
G4 Oil & Gas Sector Number and Percentage of Significant Operating Sites in Which Biodiversity Risk
Supplement 2013 has been Assessed and Monitored
6.d.1 Biaya Lingkungan Hidup yang dikeluarkan

237, 470
Environmental costs incurred
6.e.2 Kegiatan atau wilayah operasional yang menghasilkan dampak

lingkungan hidup 503
Activities or operational areas that have an impact to the surrounding environment
6.e.3.a Dampak dari wilayah operasional yang dekat atau berada di daerah
POJK 51/OJK.03/2017 konservasi 503
Impacts of operational areas that are near or in conservation area
6.e.3.b Upaya konservasi keanekaragaman hayati

503
Efforts to conserve biodiversity
6.e.6 Jumlah dan materi pengaduan Lingkungan Hidup yang diterima dan
diselesaikan 508
Number and material of the environment complaints received and completed
Emisi
Emission

497
GRI 103: Pendekatan
497
Approach 2016
497
305-1 Emisi GRK (Cakupan 1) langsung

498-499
Direct (Scope 1) GHG emissions
GRI 305: Emisi 2016
GRI 305: Emissions 2016
305-5 Pengurangan emisi GRK
498-502
Reduction of GHG emissions
6.e.4.a Jumlah dan intensitas emisi berdasarkan jenisnya

498
Number and intensity of emissions by type
POJK 51/OJK.03/2017
6.e.4.b Upaya dan pencapaian pengurangan emisi yang dilakukan
498-502
Efforts and achievement of emission reductions

GRI Standard & POJK
References
Kepatuhan Lingkungan
Environmental Compliance
GRI 307: Kepatuhan

307-1 Ketidakpatuhan terhadap undang-undang dan peraturan tentang
Lingkungan 2016
lingkungan hidup 476
GRI 307: Environmental
Non-compliance with environmental laws and regulations
Compliance 2016
Kepegawaian
Employment
GRI 401: Kepegawaian 2016 401-1 Perekrutan karyawan baru dan pergantian karyawan
514, 516
GRI 401: Employment 2016 New employee hires and employee turnover
Kesehatan dan Keselamatan Kerja

Occupational Health & Safety

510
GRI 103: Pendekatan

510
Approach 2016

510
403-1 Perwakilan pekerja dalam komite resmi gabungan manajemen pekerja

untuk kesehatan dan keselamatan
520
Workers representation in formal joint management–worker health and safety
committees
403-2 Jenis kecelakaan kerja dan tingkat kecelakaan kerja, penyakit akibat
pekerjaan, hari kerja yang hilang, dan ketidakhadiran, serta jumlah kematian
terkait pekerjaan 530
GRI 403: Kesehatan dan Types of injury and rates of injury, occupational diseases, lost days, and
Keselamatan Kerja 2016 absenteeism, and number of work-related fatalities
GRI 403: Occupational Health
& Safety 2016
403-3 Para pekerja dengan risiko kecelakaan atau penyakit berbahaya tinggi
terkait dengan pekerjaan mereka 521
Workers with high incidence or high risk of diseases related to their occupation
403-4 Topik kesehatan dan keselamatan yang tercakup dalam perjanjian

resmi dengan serikat buruh 524-525
Health and safety topics covered in formal agreements with trade unions
6.c.2.c Lingkungan bekerja yang layak dan aman

POJK 51/OJK.03/2017 ?
Decent and safe working Environment
Pelatihan dan Pendidikan

Training and Education
GRI 404: Pelatihan dan

Pendidikan 2016 404-1 Rata-rata jam pelatihan per tahun per karyawan
134, 135, 533
GRI 404: Training and Average hours of training per year per employee
Education 2016

GRI Standard & POJK
References
Non-diskriminasi
Non-discrimination
GRI 406: Non-

diskriminasi 2016 406-1 Insiden diskriminasi dan tindakan perbaikan yang dilakukan
517, 519
GRI 406: Non- Incidents of discrimination and corrective actions taken
discrimination 2016
Pekerja Anak
Child Labor
408-1 Operasi dan pemasok yang berisiko signifikan terhadap insiden

GRI 408: Pekerja Anak 2016 pekerja anak
514
GRI 408: Child Labor 2016 Operations and suppliers at significant risk for incidents of
child labor
Komunitas Lokal
Local Communities

552
GRI 103: Pendekatan
GRI 103: Management
552
The management approach and its components
Approach 2016
552
413-1 Operasi dengan keterlibatan masyarakat lokal, penilaian dampak, dan

program pengembangan
563
Operations with local community engagement, impact assessments, and
GRI 413: Komunitas development programs
Lokal 2016
GRI 413: Local
Communities 2016 413-2 Operasi yang secara aktual dan yang berpotensi memiliki dampak
negatif signifikan terhadap masyarakat lokal
563
Operations with significant actual and potential negative impacts on local
communities
OG10 Jumlah dan Deskripsi Sengketa Signifikan dengan Masyarakat Lokal

Masyarakat Adat
61
G4 Suplemen Sektor Number and Description of Significant Disputes with Local Communities and
Minyak dan Gas 2013 Indigenous Peoples
G4 Oil & Gas Sector
Supplement 2013 OG11 Jumlah Situs yang telah Dinon-aktifkan dan Situs yang sedang dalam
Proses Non-aktifkan
61
Number of Sites that have been Decommissioned and Sites that are in the
Process of being Decommissioned
6.c.3.a Informasi kegiatan atau wilayah operasional yang menghasilkan

dampak positif dan dampak negatif terhadap masyarakat sekitar
500
Information on activities or operational areas that generate positive impacts and
negative impacts on local communities
POJK 51/OJK.03/2017
6.c.3.b Mekanisme dan jumlah pengaduan masyarakat yang diterima dan

ditindaklanjuti 435-439
The mechanism and number of public complaints received and acted upon

GRI Standard & POJK
References
Komunitas Lokal
Local Communities
6.c.3.c TJSL pada tujuan pembangunan berkelanjutan meliputi jenis dan

capaian kegiatan program pemberdayaan masyarakat
Social and environmental responsibility on sustainable development objectives 552-579
includes the types and achievements of community empowerment program
activities.
Penilaian Sosial Pemasok

Supplier Social Assessment
GRI 414: Penilaian Sosial

Pemasok 2016 414-1 Seleksi pemasok baru dengan menggunakan kriteria sosial
187
GRI 414: Supplier Social New suppliers that were screened using social criteria
Assessment 2016
416-1 Penilaian dampak kesehatan dan keselamatan dari kategori produk

dan layanan 546
GRI 416: Kesehatan Assessment of the health and safety impacts of product and service categories
dan Keselamatan
Pelanggan 2016
GRI 416: Customer 416-2 Insiden ketidakpatuhan sehubungan dengan dampak kesehatan dan
Health and Safety 2016 keselamatan dari produk dan jasa
546
Incidents of non-compliance concerning the health and safety impacts of
products and services
Pemasaran dan Pelabelan

Marketing and Labeling
417-1 Persyaratan untuk informasi dan pelabelan produk dan layanan

546
GRI 417: Pemasaran Requirements for product and service information and labeling
dan Pelabelan 2016
GRI 417: Marketing and 417-2 Insiden ketidakpatuhan terkait informasi dan
Labeling 2016 pelabelan produk dan jasa 546
Requirements for product and service information and labeling
Reserves
G4 Suplemen Sektor
Minyak dan Gas 2013 OG1 Volume dan Perkiraan Cadangan dan Produksi yang Terbukti
190-193
G4 Oil & Gas Sector Volume and Type of Estimated Proved Reserves and Production
Supplement 2013

GRI Standard & POJK
References
Sumber Daya Manusia

Human Resource
6.c.2.a Kesetaraan kesempatan bekerja dan ada atau tidaknya tenaga kerja
paksa dan tenaga kerja anak
514, 517
Equality of employment opportunities and the presence or absence of forced
labor and child labor
6.c.2.b Persentase remunerasi pegawai tetap di tingkat terendah terhadap

POJK 51/OJK.03/2017 upah minimum regional
536
Percentage of permanent employee remuneration at the lowest level against the
regional minimum wage
6.c.2.d Pelatihan dan pengembangan kemampuan pegawai

533
Training and education for employees
Limbah dan Effluen

Waste & Effluents
6.d.2 Penggunaan material yang ramah lingkungan

478-479
Use of environmentally friendly materials
6.e.5.a Jumlah limbah dan efluen yang dihasilkan berdasarkan jenis

487-492, 494-496
The amount of waste and effluent produced by type
POJK 51/OJK.03/2017
6.e.5.b Mekanisme pengelolaan limbah dan efluen
492-494, 489, 486-486
Waste and effluent management mechanisms
6.e.5.c Tumpahan yang terjadi (jika ada)

546
Tumpahan yang terjadi (jika ada)

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Indeks Kerangka Laporan Terintegrasi
Integrated Report Framework Index
Bab | Chapter Integrated Report Framework Halaman | Page
Tentang Laporan dan Pelibatan Pemangku Kepentingan Basis of Preparation and Presentation & General Reporting
50-63
About Report and Stakeholder Engagement Guidance
Profil Perusahaan
Business Model & Strategy and Resource Allocation 64-179
Company Profile
Analisa dan Pembahasan Manajemen atas Kinerja
Perusahaan Organizational Overview and External Environment, Performance
180-289
Management Analysis and Discussion Over Company & Outlook
Performance

Risks and Opportunities & Governance 290-463
Good Corporate Governance Report
Tanggung Jawab Sosial Perusaaan

- 464-579
Indeks Tujuan Pembangunan Berkelanjutan

Sustainable Development Goals (SDGs) Index
No Goals Deskripsi | Description Inisiatif | Initiative Halaman | Page
1 Tanpa kemiskinan Kapal Kehati Green Think (Hutan Pendidikan), Ecoriparian

No Poverty Lentera Lestari Lalan (3L), Pemberdayaan Anak Jalanan Melalui
Ekonomi Kreatif (5R++ Oleh Anak Jalanan), Pengembangan Suku
Anak Dalam 3T 566-573
Kapal Kehati Green Think (Educational Forest), Ecoriparian Lentera
Lestari lalan (3L), Empowerment of Street Kids through Creative
Economy (5R++ by Street Kids), Development of Anak Dalam 3T Tribe
2 Tanpa kelaparan Kapal Kehati Green Think (Hutan Pendidikan), Ecoriparian

No Hunger Lentera Lestari Lalan (3L), Pemberdayaan Anak Jalanan Melalui
Ekonomi Kreatif (5R++ Oleh Anak Jalanan), Pengembangan Suku
Anak Dalam 3T 566-573
Kapal Kehati Green Think (Educational Forest), Ecoriparian Lentera
Lestari lalan (3L), Empowerment of Street Kids through Creative
Economy (5R++ by Street Kids), Development of Anak Dalam 3T Tribe
3 Kehidupan sehat Pengembangan Suku Anak Dalam 3T

Good health Development of Anak Dalam 3T Tribe
569-573
4 Pendidikan berkualitas Pengembangan Suku Anak Dalam 3T, Kontribusi pada Perbaikan
Quality Education Sarana dan Prasarana Publik
Development of Anak Dalam 3T Tribe, Contributions to the Repair of 569-579
Public Facilities and Infrastructure

No Goals Deskripsi | Description Inisiatif | Initiative Halaman | Page
5 Kesetaraan gender Kesetaraan Gender dan Kesempatan Kerja

Gender Equality Gender Equality and Career Opportunities
517
6 Air bersih dan sanitasi layak Ecoriparian Lentera Lestari Lalan (3L), Pengembangan Suku Anak
Clean water and Sanitation Dalam 3T, Kontribusi pada Perbaikan Sarana dan Prasarana Publik
Ecoriparian Lentera Lestari lalan (3L), Development of Anak Dalam 3T 569-573
Tribe, Contributions to the Repair of Public Facilities and Infrastructure
7 Pekerjaan layak dan Pemberdayaan Anak Jalanan Melalui Ekonomi Kreatif

pertumbuhan ekonomi (5R++ Oleh Anak Jalanan)
Good Jobs and Economic Empowerment of Street Kids through Creative Economy (5R++ by 566-569
Growth Street Kids)
8 Industri, inovasi dan Kontribusi pada Perbaikan Sarana dan Prasarana Publik
infrastruktur Contributions to the Repair of Public Facilities and Infrastructure
Industry, Innovation and 573-579
Infrastructure
9 Kota dan komunitas Pemberdayaan Anak Jalanan Melalui Ekonomi Kreatif (5R++ Oleh
berkelanjutan Anak Jalanan), Pengendalian Emisi Gas Suar
Sustainable Cities and Empowerment of Street Kids through Creative Economy (5R++ by 566-569, 499-500
Communities Street Kids), Control of Flare Gas Emission
10 Penanganan perubahan iklim Pengendalian Emisi Gas Suar

Climate Action Control of Flare Gas Emission
499-500
11 Ekosistem laut Menjaga Keanekaragaman Hayati, Modul Honai, Pengembangan

Life Below Water Kawasan Mangrove Desa Labuhan, Transplantasi Karang dengan
Pengembangan Model Bio-Reff dan Model Spider, Kapal Kehati
Green Think (Hutan Pendidikan), Pengembangan Suku Anak
Dalam 3T 503-504, 569-573
Protecting Biodiversity, Honai Module, Development of Desa Labuhan
Mangrove Area, Reef Transplant with Bio-Reef Model and Spider
Model Development, Kapal Kehati Green Think (Educational Forest),
Development of Anak Dalam 3T Tribe
12 Ekosistem darat Menjaga Keanekaragaman Hayati, Hutan Kapal Kehati Greenthink,

Life on Land Penghijauan sebagai upaya menambah keanekaragaman
tumbuhan 503-504
Protecting Biodiversity, Kapal Kehati Green Think Forest, Replanting as
an effort to increase vegetation diversity
13 Kemitraan untuk mencapai Hutan Kapal Kehati Greenthink (Hutan Pendidikan)

tujuan Kapal Kehati Green Think (Educational Forest)
Partnerships for the Goals 503

Referensi Kriteria Annual Report Award 2016
2016 Reference of Annual Report Award Criteria
No Materi | Subject Penjelasan | Description Halaman | Page
I Umum | General
1 Laporan tahunan disajikan dalam bahasa

Indonesia yang baik dan benar dan dianjurkan
menyajikan juga dalam bahasa Inggris.
In good and correct Indonesian, it is recommended
to present the report also in English
2 Laporan tahunan dicetak dengan kualitas yang

baik dan menggunakan jenis dan ukuran huruf
yang mudah dibaca.
The annual report should be printed in good quality
paper, using the font type and size that allow for
easy reading
3 Laporan tahunan mencantumkan identitas Nama perusahaan dan tahun Name of company and year of
perusahaan dengan jelas. annual report ditampilkan di: the Annual Report is placed
Should state clearly the identity of the company. on:
• Sampul muka • The front cover
• Samping • Sides
• Sampul belakang, dan • Back cover, and
• Setiap halaman • Each page
4 Laporan tahunan ditampilkan di website

perusahaan. Mencakup laporan tahunan terkini
dan paling kurang 4 tahun terakhir.
The annual report are displayed on the company's
website. Includes the latest annual reports and at
least the last 4 years


II
Summary of Key Financial Information
1 Informasi hasil usaha perusahaan dalam bentuk Informasi memuat antara lain: The information contained
perbandingan selama 3 (tiga) tahun buku includes:
atau sejak memulai usahanya jika perusahaan • Penjualan/pendapatan • Sales/income from
tersebut menjalankan kegiatan usahanya usaha business
selama kurang dari 3 (tiga) tahun. • Laba (rugi) • Profit (loss)
Result of the Company information in comparative ›› Diatribusikan kepada ›› Attributable to owners,
form over a period of 3 financial years or since the pemilik entitas induk, dan and
commencement of business if the company has ›› Diatribusikan ›› Attributable to non-
been running its business activities for less than 3 kepadakepentingan controlling shareholders
years. nonpengendali
• Penghasilan komprehensif • Total of profit (loss) and
periode berjalan other comprehensive
income
›› Diatribusikan kepada ›› Attributable to owners,
15
pemilik entitas induk, dan and
›› Diatribusikan ›› Attributable to non-
kepada kepentingan controlling shareholders,
nonpengendali, dan and
• Laba (rugi) per saham. • Net profit (loss) per share.
Catatan: Apabila perusahaan Note: profit (loss) and other

tidak memiliki Entitas Anak, comprehensive income
perusahaan menyajikan disclosed in total if the
laba (rugi) dan penghasilan company doesn’t have
komprehensif periode berjalan subsidiaries.
secara total
2 Informasi posisi keuangan perusahaan Informasi memuat antara lain: The information contained
dalam bentuk perbandingan selama 3 (tiga) includes:
tahun buku atau sejak memulai usahanya jika • Jumlah investasi pada • Investments in associated
perusahaan tersebut menjalankan kegiatan entitas asosiasi, entities,
usahanya selama kurang dari 3 • Jumlah aset, • Total assets,
(tiga) tahun. • Jumlah liabilitas, dan • Total liabilities, and 16
Financial information in comparative form over • Jumlah ekuitas • Total equity
a period of 3 (three) financial years or since the
commencement of business if the company has
been running its business activities for less than 3
years.
3 Rasio keuangan dalam bentuk perbandingan

selama 3 (tiga) tahun buku atau sejak
memulai usahanya jika Perusahaan tersebut
menjalankan kegiatan usahanya selama kurang
dari 3 (tiga) tahun. Informasi memuat 5 (lima)
rasio keuangan yang umum dan relevan dengan
industri perusahaan. 17-18
Financial Ratio in comparative form over a
period of 3 (three) financial years or since the
commencement of business if the company has
been running its business activities for less than
3 (three) years. The information contains 5 (five)
general financial ratios and relevant to the industry.


II
Summary of Key Financial Information
4 Informasi harga saham dalam bentuk tabel • Jumlah saham yang beredar • Outstanding shares
dan grafik. • Informasi dalam bentuk • Information presented on
Information regarding share price in the form of tabel yang memuat: table which contains:
tables and graphs.
›› Kapitalisasi pasar ›› Market capitalisation
berdasarkan harga pada based on price at Stock
Bursa Efek tempat saham Exchange where the
dicatatkan shares are listed
›› Harga saham tertinggi, ›› Highest, lowest and
terendah, dan penutupan closing price based on
berdasarkan harga pada price at Stock Exchange
Bursa Efek tempat saham where the shares are
dicatatkan, dan listed, and
›› Volume perdagangan ›› Stock trading volume at
saham pada Bursa Efek Stock Exchange where
tempat saham dicatatkan the shares are listed.
• Informasi dalam bentuk • Information presented on

grafik yang memuat paling graphs which contains at 22
kurang: least:
›› Harga penutupan ›› Closing price based on

berdasarkan harga pada price at Stock Exchange
Bursa Efek tempat saham where the company
dicatatkan, dan shares are listed
›› Volume perdagangan ›› Quarterly stock trading
saham pada Bursa Efek volume at Stock
tempat saham dicatatkan Exchange where the
untuk setiap masa triwulan shares are listed in the
dalam 2 (dua) tahun buku last 2 (two) fiscal years
terakhir
Catatan: apabila perusahaan Note: should be disclosed if

tidak memiliki kapitalisasi pasar, the company does not have
informasi harga saham, dan market capitalisation, stock
volume perdagangan saham, price information, and stock
agar diungkapkan trading volume.
5 Informasi mengenai obligasi, sukuk atau Informasi memuat: The information contained
obligasi konversi yang masih beredar dalam 2 includes:
(dua) tahun buku terakhir. • Jumlah obligasi/ sukuk/ • The amount/ value of
Information regarding bonds, sharia bonds or obligasi konversi yang bonds/ convertible bonds
convertible bonds issued and which are still beredar (outstanding) outstanding
outstanding in the last 2 financial years. • Tingkat bunga/imbalan • Interest rate
• Tanggal jatuh tempo, dan • Maturity date, and
• Peringkat obligasi/sukuk • Rating of bonds 24
tahun 2015 dan 2016
Catatan: apabila perusahaan Note: should be disclosed

tidak memiliki obligasi/ if the company does not
sukuk/ obligasi konversi, agar have bonds/ value of bonds/
diungkapkan convertible bonds.

Laporan Dewan Komisaris

III dan Direksi
Board of Commissioners and
Board of Directors Report
1 Laporan Dewan Komisaris Memuat hal-hal sebagai berikut: Contains the following items:
Information regarding bonds, sharia bonds or
convertible bonds issued and which are still • Penilaian atas kinerja Direksi • Assessment on the
outstanding in the last 2 financial years. mengenai pengelolaan performance of the Board
perusahaan dan dasar of Directors in managing
penilaiannya the company and the
basis of such assessment
• Pandangan atas prospek • View on the prospects of
usaha perusahaan yang the company’s business
disusun oleh Direksi dan as established by the
dasar pertimbangannya Board of Directors, and
the basis of such view 28-37
• Pandangan atas penerapan/ • Assessment of the
pengelolaan whistleblowing performance of the
system (WBS) di perusahaan committees under the
dan peran Dewan Komisaris Board of Commissioners,
dalam WBS tersebut, dan and
• Perubahan komposisi • Changes in the
Dewan Komisaris (jika ada) composition of the Board
dan alasan perubahannya. of Commissioners (if any)
and the reasons of the
changes.
2 Laporan Direksi Memuat hal-hal sebagai berikut: Contains the following items:
• Analisis atas kinerja • Company performance
perusahaan, yang mencakup analysis, that includes
antara lain: such as:
›› kebijakan strategis, ›› strategic policies,

›› perbandingan antara hasil ›› target and result
yang dicapai dengan yang comparison, and
ditargetkan, dan
›› kendala-kendala yang ›› challenges faced by the
dihadapi perusahaan company and solving
dan langkah-langkah steps, 38-47
penyelesaiannya,
• Analisis tentang prospek • Business prospect

usaha, analysis,
• Perkembangan penerapan • Corporate governance
tata kelola perusahaan pada implementation growth
tahun buku, dan within the fiscal year, and
• Perubahan komposisi • Changes in the
anggota Direksi (jika ada) composition of the Board
dan alasan perubahannya. of Directors (if any)
and the reasons of the
changes.

Laporan Dewan Komisaris

III dan Direksi
Board of Commissioners and
3 Tanda tangan anggota Dewan Komisaris dan Memuat hal-hal sebagai berikut: Contains the following
anggota Direksi items:
Signature of members of the Board of Directors • Tanda tangan dituangkan • Signatures are set on a
and Board ofCommissioners pada lembaran tersendiri separate page
• Pernyataan bahwa Dewan • Statement that the Board
Komisaris dan Direksi of Directors and the
bertanggung jawab penuh Board of Commissioners
atas kebenaran isi laporan are fully responsible
tahunan for the accuracy of the
annual report
• Ditandatangani seluruh • Signed by all members
anggota Dewan Komisaris of the Board of
dan anggota Direksi dengan Commissioners and
menyebutkan nama dan Board of Directors,
jabatannya, dan stating their names and 48-49
titles/positions, and
• Penjelasan tertulis dalam • A written explanation in a
surat tersendiri dari yang separate letter from each
bersangkutan dalam member of the Board of
hal terdapat anggota Commissioners orBoard
Dewan Komisaris atau of Directors who refuses
anggota Direksi yang tidak to sign the annual report,
menandatangani laporan or: written explanation
tahunan, atau penjelasan in a separate letter from
tertulis dalam surat the other members in
tersendiri dari anggota yang the event that there is
lain dalam hal tidak terdapat no writtenexplanation
penjelasan tertulis dari yang provided by the said
bersangkutan. member.

Profil Perusahaan
IV
Company Profile
1 Nama dan alamat lengkap perusahaan Informasi memuat antara lain: Includes information on
Name and address of the company nama dan alamat, kode pos, no. name and address, zip code,
Telp, no. Fax, email, dan website. telephone and/or facsimile,
66-68
email, website.
2 Riwayat singkat perusahaan Mencakup antara lain: tanggal/ Includes among others:
Brief history of the company tahun pendirian, nama, date/year of establishment,
perubahan nama perusahaan name and change in the
(jika ada), dan tanggal efektif company name, if any. Note:
perubahan nama perusahaan. should be disclosed if the 69-71
Catatan: apabila perusahaan company never change the
tidak pernah melakukan name.
perubahan nama, agar
diungkapkan.
3 Bidang usaha Uraian mengenai antara lain: The descriptions contains

Field of business the following items:
• Kegiatan usaha perusahaan • The company’s business

menurut anggaran dasar activities in accordance
terakhir with the last articles of 85-86
associations
• Kegiatan usaha yang • The company’s business
dijalankan, dan activities, and
• Produk dan/atau jasa yang • The types of products and
dihasilkan or services produced
4 Struktur Organisasi Dalam bentuk bagan, meliputi In the form of a chart,

Organisational structure nama dan jabatan paling kurang including the names and
sampai dengan struktur satu titles, at least until one 90-93
tingkat di bawah direksi. level below the board of
directors on the structure.
5 Visi, Misi, dan Budaya Perusahaan Mencakup: The information should

Company, Vision and Mission contain :
• Visi perusahaan • Company vision
• Misi perusahaan • Company mission
• Keterangan bahwa visi dan • A note that the vision
misi tersebut telah direviu and mission statements
dan disetujui oleh Direksi/ have been approved by 78-82
Dewan Komisaris pada the Board of Directors/
tahun buku Commissioners
• Pernyataan mengenai • Statement concerning the
budaya perusahaan corporate culture
(corporate culture) yang
dimiliki perusahaan.

Profil Perusahaan
IV
Company Profile
6 Identitas dan riwayat hidup singkat anggota Informasi memuat antara lain: The information should
Dewan Komisaris contain:
Name, title, and brief curriculum vitae of the • Nama
members of the Board of Commissioners • abatan dan periode jabatan • Name
• (termasuk jabatan pada • Title (including position
perusahaan atau lembaga in other company or
lain) institution)
• Umur • Age
• Domisili • Domicile
• Pendidikan (Bidang Studi • Education (Fifield of Study
96-103
dan Lembaga Pendidikan) and Institutions)
• Pengalaman kerja (Jabatan, • Working experience
Instansi, dan Periode (Position, Institution/
Menjabat), dan Company and Period
• Riwayat penunjukkan Served), and
(periode dan jabatan) • Appointment history as the
sebagai anggota Dewan Board of Commissioners in
Komisaris di Perusahaan the Company
sejak pertama kali ditunjuk
7 Identitas dan riwayat hidup singkat anggota Informasi memuat antara lain: The information should
Direksi contain:
Name, title, and brief curriculum vitae of the • Nama • Name
members of the Board of Directors. • Jabatan dan periode jabatan • Title (including position
• (termasuk jabatan pada in other company or
perusahaan atau lembaga institution)
lain)
• Umur • Age
• Pendidikan (Bidang Studi • Education (Field of Study
dan Lembaga Pendidikan) and Institutions) 108-114
• Pengalaman kerja (Jabatan, • Working experience
Instansi, dan Periode (Position, Institution/
Menjabat), dan Company and Period
Served), and
• Riwayat penunjukkan • Appointment history
(periode dan jabatan) as the Board of
sebagai anggota Dewan Commissioners in the
Komisaris di Perusahaan Company
sejak pertama kali ditunjuk

Profil Perusahaan
IV
Company Profile
8 Jumlah karyawan (komparatif 2 tahun) dan Informasi memuat antara The information should
data pengembangan kompetensi karyawan lain: contain:
yang mencerminkan adanya kesempatan
untuk masing-masing level organisasi. • Jumlah karyawan untuk • The number of employees
Number of employees (comparative in masing-masing level for each level of the
two years) and description of competence organisasi organisation
building (for example: education and training of • Jumlah karyawan untuk • The number of employees
employees). masing-masing tingkat for each level of education
pendidikan
• Jumlah karyawan • The number of employees
berdasarkan status based on employment
kepegawaian status
• Data pengembangan • The description and 129-135
kompetensi karyawan data of employees
yang telah dilakukan pada compentencies
tahun buku yang terdiri development program
dari pihak (level jabatan) that has been conducted,
yang mengikuti pelatihan, which also reflect
jenis pelatihan, dan tujuan equal opportunity to all
pelatihan employees, for each level
of the organisation
• Biaya pengembangan • Expenses of employee’s
• Kompetensi karyawan yang • Compentencies
telah dikeluarkan pada tahun development program
buku. incurred.
9 Komposisi Pemegang saham Mencakup antara lain: Should include:

Composition of shareholders • Rincian nama pemegang • The details include the
saham yang meliputi name of 20 largest
20 pemegang saham shareholders and their
terbesar dan persentase percentage of ownership
kepemilikannya
• Rincian pemegang • The details of
saham dan persentase shareholders and their
kepemilikannya meliputi: percentage of ownership,
including:
›› Nama pemegang saham ›› Names of shareholders
yang memiliki 5% atau having 5% or more
lebih saham shares
›› Kelompok pemegang ›› Group of public
saham masyarakat dengan shareholders with less 137-138
kepemilikan saham than 5% ownership
masing-masing kurang each.
dari 5%.
• Nama Direktur dan • Name of Directors and
Komisaris serta persentase Commissioners with
kepemilikan sahamnya their share direct and
secara langsung dan tidak indirect share ownership
langsung. percentage.
Catatan: apabila Direktur dan Note: should be disclosed

Komisaris tidak memiliki saham if the Directors and
langsung dan tidak langsung, Commissioners do not own
agar diungkapkan. direct or indirect shares.

Profil Perusahaan
IV
Company Profile
10 Daftar Entitas Anak dan/atau entitas Dalam bentuk tabel The information contains,
asosiasi memuat informasi antara among others:
List of Subsidiary and/or Afliate companies lain:
• Nama Entitas Anak dan/atau • Name of Subsidiary/

asosiasi Afliate
• Persentase kepemilikan • Percentage of share
saham ownership
139-161
• Keterangan tentang bidang • Information on the field
usaha Entitas Anak dan/atau of business Subsidiary/
entitas asosiasi, dan Afliate, and
• Keterangan status operasi • Explanation regarding
Entitas Anak dan/atau the operational status
entitas asosiasi (telah of the Subsidiary/Afliate
beroperasi atau belum (already operating or not
beroperasi). yet operating)
11 Struktur grup perusahaan Struktur grup perusahaan Company’s group structure

Company’s group structure dalam bentuk bagan yang in the form of a chart,
menggambarkan entitas induk, that flows subsidiaries,
Entitas Anak, entitas asosiasi, associated entities, joint 162-163
joint venture, dan special venture andspecial purpose
purpose vehicle (SPV). vehicle (SPV).
12 Kronologi penerbitan saham (termasuk private Mencakup antara lain: Includes among others:
placement) dan/atau pencatatan saham dari
awal penerbitan sampai dengan akhir tahun • Tahun penerbitan saham, • The issuance of shares,
buku. jumlah saham, nilai number of shares, par
Chronology of shares listing. nominal saham, dan harga values shares, and stock
penawaran saham untuk price for every corporate
masing-masing tindakan actions
korporasi (corporate action)
• Jumlah saham tercatat • The number of listed
setelah masing-masing shares after every 164
tindakan korporasi corporate actions
(corporate action)
• Nama bursa di mana saham • Name of Stock Exchange
perusahaan dicatatkan where the company
shares are listed
tidak memiliki kronologi the company does not have
pencatatan chronology of shares listing.

Profil Perusahaan
IV
Company Profile
13 Kronologi penerbitan dan/atau pencatatan Mencakup antara lain: Includes among others:
efek lainnya dari awal penerbitan sampai • Nama efek lainnya, tahun • Chronology of other
dengan akhir tahun buku. penerbitan efek lainnya, securities listing Types
Chronology of other securities listing tingkat bunga/imbalan efek of corporate action that
lainnya, dan tanggal jatuh caused changes in the
tempo efek lainnya number of securities
• Nilai penawaran efek lainnya • Changes in the number of
• Nama bursa di mana efek • securities from the initial
lainnya dicatatkan listing up to the end of the
financial year 164
• Peringkat efek. • Rating of the securities.
Catatan: apabila Note: should be

perusahaan tidak disclosed if the
memiliki kronologi company does not have
penerbitan dan chronology of other
pencatatan efek lainnya, securities listing.
agar diungkapkan.
14 Nama dan alamat lembaga dan/atau profesi Informasi memuat antara lain: The information contains,
penunjang among others:
Name and address of capital market institutions • Nama dan alamat BAE/pihak • Name and address of
and or supporting professions yang mengadministrasikan Share Registrar/parties
saham perusahaan administering the
company’s shares
• Nama dan alamat Kantor • Name and address of 165-167
Akuntan Publik the Public Accountants’
Office
• Nama dan alamat • Name and address of
perusahaan pemeringkat the Securities Rating
efek. company
15 Penghargaan yang diterima dalam tahun Mencakup antara lain: Includes among others:
buku terakhir dan/atau Sertifikasi yang masih
berlaku dalam tahun buku terakhir baik yang • Tahun penerbitan saham, • The issuance of shares,
berskala nasional maupun jumlah saham, nilai number of shares, par
Award and/or certification received by the nominal saham, dan harga values shares, and stock
company on last fiscal year, both on a national penawaran saham untuk price for every corporate
scale and international scale. masing-masing tindakan actions
korporasi (corporate action)
• Jumlah saham tercatat • The number of listed
setelah masing-masing shares after every 168-170
tindakan korporasi corporate actions
(corporate action)
• Nama bursa di mana saham • Name of Stock Exchange
perusahaan dicatatkan where the company
shares are listed
tidak memiliki kronologi the company does not have
pencatatan chronology of shares listing.

Profil Perusahaan
IV
Company Profile
16 Nama dan alamat Entitas Anak dan/atau Memuat informasi antara lain: Information should include:
kantor cabang atau kantor perwakilan (jika
ada). • Nama dan alamat Entitas • Name and address of
Name and address of subsidiary companies and Anak business entities
or branch office or representative office (if any) • Nama dan alamat kantor • Name and address of
cabang/ perwakilan branch/ representative
139-161
office
tidak memiliki Entitas Anak, there is no business entities/
kantor cabang, dan kantor branches/
perwakilan, agar diungkapkan. representatives.
17 Informasi pada Website Perusahaan Meliputi paling kurang: Includes at least:

Information presented on Company’s website
• Informasi pemegang saham • Shareholder information
sampai dengan pemilik akhir up to the ultimate
individu beneficial owner
• Isi Kode Etik • The Content of the Code
of Conduct
• Informasi Rapat Umum • Information about
Pemegang Saham (RUPS) General Meeting of
paling kurang meliputi bahan Shareholders (GMS)
mata acara yang dibahas shall at least cover the
dalam RUPS, ringkasan agenda which discussed
risalah RUPS, dan informasi in the GMS, summary of
tanggal penting yaitu tanggal minutes of the GMS, and
pengumuman RUPS, tanggal information on important
pemanggilan RUPS, tanggal dates, namely the date of 176-178
RUPS, tanggal ringkasan the GMS announcement,
risalah RUPS diumumkan the date of the GMS
notice, the date of the
GMS summary of minutes
announced,
• Laporan keuangan tahunan • Separate annual financial
terpisah (5 tahun terakhir) statements (last 5 years)
• Profil Dewan Komisaris dan • Board of Commissioners
Direksi and Board of Directors
Profile
• Piagam/Charter Dewan • Charter of the Board of
Komisaris, Direksi, Komite- Commissioners, Board
komite, dan Unit Audit of Directors, Committees,
Internal. and Internal Audit Unit

Profil Perusahaan
IV
Company Profile
18 Pendidikan dan/atau pelatihan Dewan Meliputi paling kurang informasi Covering at least contains
Komisaris, Direksi, Komite-komite, Sekretaris (jenis dan pihak yang relevan information about (type and
Perusahaan, dan Unit Audit Internal. dalam mengikuti): relevant parties to participate):
Education and/or training for the Board of
Commissioners, Board of Directors, Committees, • Pendidikan dan/atau • Education and/or
Corporate Secretary, and Internal Audit Unit. pelatihan untuk Dewan training for the Board of
Komisaris Commissioners
• Pendidikan dan/atau • Education and/or training
pelatihan untuk Direksi for the Board of Directors
pelatihan untuk Komite for Audit Committee
Audit;
pelatihan untuk Komite for Nomination and
Nominasi dan Remunerasi Remuneration Committee
178-179
pelatihan untuk Komite for other Committees
Lainnya
pelatihan untuk Sekretaris for Corporate Secretary,
Perusahaan, dan and
pelatihan untuk Unit Audit for Internal Audit Unit,
Internal. yang diikuti pada within the fiscal year
tahun buku
Catatan: apabila tidak terdapat Note: should be disclosed if
pendidikan dan/atau pelatihan there is no education and/or
pada tahun buku, agar training in the fiscal year.
diungkapkan.

Analisa dan Pembahasan

Manajemen atas Kinerja
V Perusahaan
Management Analysis and Discussion
on Company Performances
1 Tinjauan operasi per segmen usaha Memuat uraian mengenai

Explanation of each business segment. • Penjelasan masing-masing • Explanation of each
segmen usaha. businesssegment.
• Kinerja per segmen usaha, • Performance by business
antara lain: segments, among others:
»» Produksi »» Production
188-217
»» Peningkatan/penurunan »» Increase/decrease in
kapasitas produksi production capacity
»» Penjualan/pendapatan »» Sales/income from
usaha business
»» Profitabilitas. »» Profitability.
2 Uraian atas kinerja keuangan perusahaan Analisis kinerja keuangan yang Financial performance
Description of company’s financial performance. mencakup perbandingan antara analysis which includes a
kinerja keuangan tahun yang comparison between the
bersangkutan dengan tahun financial performance of the
sebelumnya dan penyebab current year and that of the
kenaikan/ penurunan suatu akun previous year, and the cause
(dalam bentuk narasi dan tabel), of the increase/ decrease
antara lain mengenai: (in the form of narration
and tables), among others
concerning:
• Aset lancar, aset tidak lancar, • Current assets, non-
dan total aset current assets, and total
assets 224-244
• Liabilitas jangka pendek, • Short term liabilities,
liabilitas jangka panjang dan long term liabilities, total
total liabilitas liabilities
• Ekuitas • Equity
• Penjualan/pendapatan • Sales/operating revenues,
usaha, beban, laba (rugi), expenses and profit (loss),
penghasilan komprehensif Other comprehensive
lain, dan penghasilan revenues, and total
komprehensif periode comprehensive profit
berjalan (loss)
• Arus kas • Cash flows
3 Bahasan dan analisis tentang kemampuan Penjelasan tentang: Explanation on:

membayar utang dan tingkat kolektibilitas
piutang perusahaan, dengan menyajikan • Kemampuan membayar • Capacity to pay debts in
perhitungan rasio yang relevan sesuai dengan hutang, baik jangka pendek long term and short term
jenis industry perusahaan. maupun jangka panjang
Discussion and analysis on the capacity to pay • Tingkat kolektibilitas piutang • Accounts receivable 245-246
debts and the company’s accounts receivable collectibility
collectibility, by presenting the relevant ratios
calculated in accordance with the type of industry
of the company.


V Perusahaan
4 Bahasan tentang struktur modal (capital Penjelasan atas: Explanation on:

structure) dan kebijakan manajemen atas • Rincian struktur modal • Details of capital
struktur modal (capital structure policy). (capital structure) yang structure consisting of
Discussion on capital structure and capital terdiri dari utang berbasis subordinated bonds and
structure policies. bunga/sukuk dan ekuitas equity
• Kebijakan manajemen atas • Management policies
struktur modal (capital of the capital structure,
247
structure policies) and the basis of the such
policies
• Dasar pemilihan kebijakan • Basic of management
manajemen atas struktur policy choice on capital
modal structure
5 Bahasan mengenai ikatan yang material Penjelasan tentang: Explanation on:

untuk investasi barang modal (bukan ikatan • Nama pihak yang melakukan • Name of the related party.
pendanaan) pada tahun buku terakhir. ikatan
Discussion on materialities for the investment of • Tujuan dari ikatan tersebut • Objective of the relation.
capital goods, on last fiscal year. • Sumber dana yang • Financial source which
diharapkan untuk memenuhi expected to fulfill the
ikatan-ikatan tersebut realations
• Mata uang yang menjadi • Denominated currency.
denominasi
• Langkah-langkah yang • Steps taken by the
direncanakan perusahaan Company to protect the
248
untuk melindungi risiko dari position of related foreign
posisi mata uang asing yang currency against risks.
terkait.
Catatan: apabila perusahaan Note: Should be disclosed if
tidak mempunyai ikatan terkait the company has no material
investasi barang modal pada ties in investments in capital
tahun buku terakhir agar goods on last fiscal year
diungkapkan.
6 Bahasan mengenai investasi barang modal Penjelasan tentang: Explanation on:

yang direalisasikan pada tahun buku terakhir. • Jenis investasi barang modal • Type of the investment of
Discussion on investment of capital goods capital goods
realised in the last fiscal year. • Tujuan investasi barang • The purpose of the
modal investment of capital
goods
• Nilai investasi barang modal • Value of the investment of
yang dikeluarkan pada tahun capital goods realised in
249-251
buku terakhir the last fiscal year
Catatan: apabila tidak terdapat Note: Should be disclosed
realisasi investasi barang modal, if the company has no
agar diungkapkan. investments in capital goods
realised.


V Perusahaan
7 Informasi perbandingan antara target pada Informasi memuat antara lain: Information should include:
awal tahun buku dengan hasil yang dicapai
(realisasi), dan target atau proyeksi yang ingin Perbandingan antara target pada The comparison between
dicapai untuk satu tahun mendatang mengenai awal tahun buku dengan hasil the target at the beginning
pendapatan, laba, dan lainnya yang dianggap yang dicapai (realisasi) Target of the fiscal year with the
penting bagi perusahaan. atau proyeksi yang ingin dicapai results achieved (realisation)
Information about the comparison between the dalam 1 (satu) tahun mendatang. The target or projected to be
target at the beginning of the fiscal year with the achieved for the coming year
253-262
results achieved (realisation), and the target or (at least 1 year).
projected to be achieved for the coming year
regarding revenue, earnings, capital structure,
or others that are considered important for the
company.
8 Informasi dan fakta material yang terjadi Uraian kejadian penting setelah Description of important
setelah tanggal laporan akuntan. tanggal laporan akuntan events after the date of the
Material Information and facts that occurred after termasuk dampaknya terhadap accountant’s report including
the date of the accountant’s report (subsequent kinerja dan risiko usaha di masa their impact on performance
events). mendatang. and business risks in the
future.
252
Catatan: apabila tidak ada Note: should be disclosed if
kejadian penting setelah there is no significant events
tanggal laporan akuntan, agar after the date of accountant
diungkapkan. report.
9 Uraian tentang prospek usaha perusahaan. Uraian mengenai prospek Information on the company
Description of the company’s business prospects. perusahaan dikaitkan dengan prospects in connection with
industri dan ekonomi secara industry, economy in general,
umum disertai data pendukung accompanied with supporting
263-266
kuantitatif dari sumber data yang quantitative data if there is a
layak dipercaya. reliable data source.
10 Uraian tentang aspek pemasaran. Uraian tentang aspek Information regarding the
Information on marketing aspects. pemasaran atas produk dan/ marketing of the company’s
atau jasa perusahaan, antara lain products and services, among
strategi pemasaran dan pangsa others concerning the market 267-271
pasar. segmen


V Perusahaan
11 Uraian mengenai kebijakan dividen dan jumlah Memuat uraian mengenai: Contains description on:
dividen kas per saham dan jumlah dividen per • Kebijakan pembagian • Dividen policy
tahun yang diumumkan atau dibayar selama 2 dividen
(dua) tahun buku terakhir. • Total dividen yang dibagikan • Amount of dividend
Description regarding the dividend policy the • Jumlah dividen kas per • Cash dividend per share
date and amount of cash dividend per share and saham
amount of dividend per year as announced or paid • Payout ratio • Pay-out ratio
during the past two (2) years. • Tanggal pengumuman dan • The announcement date
272-273
pembayaran dividen kas. of cash dividen payment
Untuk masing-masing tahun for each year
Catatan: apabila tidak ada Note: if there is no dividend
pembagian dividen, agar payment, disclose the
diungkapkan alasannya. reasons for not making a
dividend payment.
12 Program kepemilikan saham oleh karyawan Memuat uraian mengenai: Contains description on:
dan/atau manajemen yang dilaksanakan • Jumlah saham ESOP/MSOP • Amount of ESOP/MSOP
perusahaan (ESOP/MSOP) yang masih ada dan realisasinya shares and the realisation
sampai tahun buku. • Jangka waktu • Time periode
Management and/or Employee Stock Ownership • Persyaratan karyawan • Requirements of rightful
Program implemented by the company (ESOP/ dan/atau manajemen yang employee and/or 282
MSOP) berhak management
• Harga exercise • Exercise price
Catatan: apabila tidak memiliki Note: should be disclosed if
program dimaksud, agar there is no such program.
diungkapkan.
13 Realisasi penggunaan dana hasil penawaran Memuat uraian mengenai: Contains information on:
umum (dalam hal perusahaan masih diwajibkan • Total perolehan dana • Total funds obtained
menyampaikan laporan realisasi penggunaan • Rencana penggunaan dana • Plan for funds utilisation
dana). • Rincian penggunaan dana • Details of funds utilisation
Use of proceeds from the public offering (in the • Saldo dana • Remaining balance of
event that the company is still obligated to report funds
such use of proceeds). • Tanggal persetujuan RUPS/ • Date of General Meeting
RUPO atas perubahan of Shareholder (or
penggunaan dana (jika ada) Bondholder) approval
274
on change in the funds
utilisation plan (if any)
Catatan: apabila tidak memiliki Note: should be disclosed
informasi realisasi penggunaan if does not have information
dana hasil penawaran umum, regarding utilization
agar diungkapkan. realisation of public offering
result fund


V Perusahaan
14 Informasi transaksi material yang mengandung Memuat uraian mengenai: Contains information on:
benturan kepentingan dan/ atau transaksi • Nama pihak yang • Name of the transacting
dengan pihak afiliasi. bertransaksi dan sifat parties and nature of
Information on material transactions with conflict hubungan afiliasi related parties
of interest and/or transactions with related parties. • Penjelasan mengenai • A description of the
kewajaran transaksi fairness of the transaction
• Alasan dilakukannya • Reason for the
transaksi transaction
• Realisasi transaksi pada • Realisation of
periode tahun buku terakhir transactions during the
period
274-281
• Kebijakan perusahaan • Company policies
terkait dengan mekanisme regarding the review
review atas transaksi mechanism on the
transactions
• Pemenuhan peraturan dan • Compliance with related
ketentuan terkait rules and regulations
Catatan: apabila tidak mempunyai Note: should be disclosed if
transaksi dimaksud, agar there are no such transactions.
diungkapkan.
15 Uraian mengenai perubahan peraturan Uraian memuat antara lain: Descprition should contain:
perundang-undangan terhadap perusahaan • Nama peraturan perundang- • Name of legislation that is
pada tahun buku terakhir. undangan yang mengalami changed
Description of changes in regulation which have a perubahan
significant effect on the company. • Dampaknya (kuantitatif dan/ • Impact (quantitatively
atau kualitatif) terhadap and/or qualitatively) to the
perusahaan (jika signifikan) company (if significant) or 283-285
atau pernyataan bahwa statement that the impact
dampaknya tidak signifikan. is insignificant
Catatan: apabila tidak Note: should be disclosed
terdapat perubahan peraturan if there is no changes in
perundang-undangan pada legislation within the last fiscal
tahun buku terakhir, agar year
diungkapkan.
16 Uraian mengenai perubahan kebijakan Uraian memuat antara lain: Description should contain:
akuntansi yang diterapkan perusahaan pada • Perubahan kebijakan • Changes of accounting
tahun buku terakhir. akuntansi; policies;
Description of changes in the accounting policy. • Alasan perubahan kebijakan • Reasons for the change
akuntansi; dan of accounting policy; and
• Dampaknya secara • Quantitative impact to the
kuantitatif terhadap laporan financial report. 286
keuangan.
Catatan: apabila tidak terdapat Note: should be disclosed
perubahan kebijakan akuntansi if there is no changes in
pada tahun buku terakhir, agar accounting policy within the
diungkapkan. last fiscal year


V Perusahaan
17 Informasi kelangsungan usaha. Pengungkapan informasi Disclosure about:

Information of Business continuity. mengenai:
• Hal-hal yang berpotensi • Issues with significant
berpengaruh signifikan potential to affect
terhadap kelangsungan company’s business
usaha perusahaan pada continuity in the last fiscal
tahun buku terakhir year
• Assessment manajemen • Management assessment
atas hal hal pada angka 1 on issues in number 1
• Asumsi yang digunakan • Assumptions used by
manajemen dalam management in doing
melakukan assessment assessment
287-289
Catatan: apabila tidak terdapat Notes: if there are no issues
hal-hal yang berpotensi of significant potential to
berpengaruh signifikan terhadap affect business continuity
kelangsungan usaha perusahaan in the last fiscal year, should
pada tahun buku terakhir, agar be disclosed underlying
diungkapkan asumsi yang assumption which is used
mendasari manajemen dalam by management to assure
meyakini bahwa tidak terdapat that there are no issues of
hal-hal yang berpotensi significant potential to affect
berpengaruh signifikan terhadap business continuity in the last
kelangsungan usaha perusahaan fiscal year.
pada tahun buku terakhir.

VI Good Corporate Governance
1 Uraian Dewan Komisaris. Uraian memuat antara lain: The information should
Information on the Board of Commissioners. contain:
• Uraian tanggung jawab • Description of the
Dewan Komisaris responsibility of the Board
of Commissioners.
• Penilaian atas kinerja • Assessment of the
masing-masing komite performance of each
yang berada di bawah committee under the 311-329
Dewan Komisaris dan dasar Board of Commissioners
penilaiannya and the basis of its
assessment.
• Pengungkapan mengenai • Disclosing the Board
Board Charter (pedoman Charter (guidance and
dan tata tertib kerja Dewan work procedure of the
Komisaris). Board of Commissioners).
2 Komisaris Independen (jumlahnya minimal Meliputi antara lain: The information should
30% dari total Dewan Komisaris). contain:
Information about Independent Commissioner • Kriteria penentuan • The criteria of
Komisaris Independen Independent
Commissioner 329-331
• Pernyataan tentang • Statement about the
independensi masing independency of
masing Komisaris each Independent
Independen. Commissioner.
3 Uraian Direksi. Uraian memuat antara lain: The information should

Information on the Board of Directors include:
• Ruang lingkup pekerjaan • Scope of work and
dan tanggung jawab masing- responsibility of each
masing anggota Direksi member of the Board of
Directors 332-359
• Pengungkapan mengenai • Disclosing the Board
Board Charter (pedoman Charter (guidance and
dan tata tertib kerja Direksi) work procedure of the
Board of Directors)
4 Penilaian Penerapan GCG untuk tahun buku Memuat uraian mengenai: Description should contain:
2016 yang meliputi paling kurang aspek Dewan • Kriteria yang digunakan • Criteria used in the
Komisaris dan Direksi. dalam penilaian assessment
Assessment GCG implementation in 2016 fiscal • Pihak yang melakukan • Party who performs the
year on members of the Board of Commissioners penilaian assessment
and Board of Directors. • Skor penilaian masing- • Assessment result for
masing kriteria each criteria
• Rekomendasi hasil penilaian • Assessment result
recommendation 360-363
• Alasan belum/tidak • Reasons for not yet/
diterapkannya rekomendasi not implemented
recommendation
Catatan: apabila tidak ada Note: should be disclosed
penilaian penerapan GCG if there is no GCG
untuk tahun buku 2016, agar implementation in 2016 fiscal
diungkapkan. year.

5 Uraian mengenai kebijakan remunerasi bagi Mencakup antara lain: Includes among others:
Dewan Komisaris dan Direksi. • Pengungkapan prosedur • Board of Commissioners
Description of the remuneration policy for the pengusulan sampai dengan Remuneration
Board of Directors that is related to the company penetapan remunerasi procedures
performance. Dewan Komisaris
• Pengungkapan prosedur • Board of Directors
pengusulan sampai dengan Remuneration
penetapan remunerasi procedures
Direksi
• Struktur remunerasi yang • Remuneration structure,
menunjukkan komponen disclosing the type and
remunerasi dan jumlah amount of short-term and
nominal per komponen long-term compensation/
untuk setiap anggota Dewan post service benefits
Komisaris for each member of the
• Struktur remunerasi yang • Remuneration structure,
menunjukkan komponen disclosing the type and
remunerasi dan jumlah amount of short-term and
nominal per komponen untuk long-term compensation/
setiap anggota Direksi post service benefits
for each member of the
Board of Directors 364-368
• Pengungkapan indikator • Performance indicators
untuk penetapan remunerasi to determine the
Direksi remuneration of the
Board of Directors
• Pengungkapan bonus • Performance bonus,
kinerja, bonus non kinerja, nonperformance bonus,
dan/atau opsi saham yang and/or stock options
diterima setiap anggota received by the Board
Dewan Komisaris dan of Commissioners and
Direksi (jika ada) the Board of Directors
disclosure (if any)
Catatan: apabila tidak terdapat Note: should be disclosed

bonus kinerja, bonus non kinerja, if there is no performance
dan opsi saham yang diterima bonus, nonperformance
setiap anggota Dewan Komisaris bonus, and stock options
dan Direksi, agar diungkapkan. received by the Board of
Commissioners and the
Board of Directors.

6 Frekuensi dan Tingkat Kehadiran Rapat yang Informasi memuat antara lain: Information include:
dihadiri mayoritas anggota pada rapat Dewan • Tanggal Rapat • Date of meetings
Komisaris (minimal 1 kali dalam 2 bulan), Rapat • Peserta Rapat • Meeting participants
Direksi (minimal 1 kali dalam 1 bulan), dan Rapat • Agenda Rapat • Meeting Agenda
Gabungan Dewan Komisaris dengan Direksi untuk masing-masing rapat for each Board of 321, 323, 347
(minimal 1 kali dalam 4 bulan). Dewan Komisaris, Direksi, dan Commissioners meetings,
Frequency of Boards of Commissioners meetings, rapat gabungan. Board of Directors meeting
Board of Director meetings, and joint meetings and joint meetings.
Board of Commissioners and Board of Directors
7 Informasi mengenai pemegang saham utama Dalam bentuk skema atau Presented in scheme or
dan pengendali, baik langsung maupun tidak diagram yang memisahkan diagram which separates
langsung, sampai kepada pemilik individu. pemegang saham utama dengan major shareholders with
Information regarding major and controlling pemegang saham pengendali. controlling shareholders.
shareholders, either direct or indirect, and Catatan: yang dimaksud Note: major shareholders is a
individual shareholders. pemegang saham utama adalah party who, direct or indirectly,
pihak yang, baik secara langsung owns at least 20% (twenty per
maupun tidak langsung, memiliki cent) voting rights of all shares 138
sekurang-kurangnya 20% (dua with voting rights issued by a
puluh perseratus) hak suara dari Company, but not a controlling
seluruh saham yang mempunyai shareholders.
hak suara yang dikeluarkan oleh
suatu Perseroan, tetapi bukan
pemegang saham pengendali.
8 Pengungkapan hubungan afiliasi antara Mencakup antara lain: Includes among others:
anggota Direksi, Dewan Komisaris, dan • Hubungan afiliasi antara • Affiliation between
Pemegang Saham Utama dan/atau pengendali. anggota Direksi dengan member of the Board of
anggota Direksi lainnya Directors and other Board
Disclosure of affiliation with other members of the of Directors members
Board of Commissioners and Board of Directors • Hubungan afiliasi antara • Affiliation between
and major and/or controlling shareholders anggota Direksi dan anggota member of the Board of
Dewan Komisaris Directors and Board of
Commissioners members
• Hubungan afiliasi antara • Affiliation between
anggota Direksi dengan member of the Board
Pemegang Saham Utama of Directors and major
dan/atau Pengendali and/ or controlling
shareholders 107, 121
anggota Dewan Komisaris member of the Board of
dengan anggota Komisaris Commissioners and other
lainnya; dan Board of Commissioners
Members
anggota Dewan Komisaris member of the Board
dengan Pemegang Saham of Commissioners and
Utama dan/atau Pengendali major and/or controlling
shareholders
Catatan: apabila tidak Note: should be disclosed if
mempunyai hubungan afiliasi there are no such affiliation.

9 Komite Audit Mencakup antara lain: Includes among others:

Audit Committee • Nama, jabatan, dan periode • Name and title of the
jabatan anggota komite audit members of the Audit
Committee
• Riwayat pendidikan • Qualification of education
(Bidang Studi dan and work experience
Lembaga Pendidikan) dan of Audit Committee
pengalaman kerja (Jabatan, members
Instansi, dan Periode
Menjabat) anggota komite
audit
• Independensi anggota • Independence of the
369-377
komite audit members of the Audit
Committee
• Uraian tugas dan tanggung • Description of tasks and
jawab responsibilities
• Uraian pelaksanaan kegiatan • Brief report on the
komite audit pada tahun activities carried out by
buku the Audit Committee
• Frekuensi pertemuan dan • Frequency of meetings
tingkat kehadiran komite and the attendance of the
audit Audit Committee
10 Komite Nominasi dan/atau Remunerasi. Mencakup antara lain: Includes among others:
Nomination and Remuneration Committee/ • Nama, jabatan, dan riwayat • Name, title, and brief
Function. hidup singkat anggota curriculum vitae of
komite nominasi dan/ atau the members of the
remunerasi Nomination and/
or Remuneration
Committee/Function
• Independensi komite • Independence of
nominasi dan/ atau the members of the
remunerasi Nomination and/
or Remuneration
Committee/ Function
• Uraian tugas dan tanggung • Description of the tasks
jawab and responsibilities
• Uraian pelaksanaan kegiatan • Activities carried out
komite nominasi dan/atau by the Nomination 329
remunerasi pada tahun buku and/or Remuneration
Committee/Function
• Frekuensi pertemuan • Frequency of meetings
dan tingkat kehadiran and the attendance
komite nominasi dan/atau rate of the Nomination
remunerasi and/or Remuneration
Committee/ Function
• Pernyataan adanya • Statement about
pedoman komite nominasi Nomination and/
dan/atau remunerasi or Remuneration
Committee/ Function
guidelines
• Kebijakan mengenai suksesi • Board of Directors
direksi. sucession policy.

11 Komite-komite lain di bawah Dewan Komisaris Mencakup antara lain: Includes among others:
yang dimiliki oleh perusahaan. • Nama, jabatan, dan riwayat • Name, title, and brief
Other committees of the company under the hidup singkat anggota curriculum vitae of
Board of Commissioners. komite lain the members of the
committees
• Independensi komite lain • Independence of
• Uraian tugas dan tanggung the members of the
jawab committee
• Uraian pelaksanaan kegiatan • Description of the tasks
328
komite lain pada tahun buku and responsibilities
Activities carried out by
the committees
• Frekuensi pertemuan dan • Frequency of meetings
tingkat kehadiran komite lain. and the attendance rate of
other committee.
12 Uraian tugas dan Fungsi Sekretaris Mencakup antara lain: Includes:

Perusahaan. • Nama, dan riwayat • Name, brief curriculum
Description of tasks and function of the Corporate jabatan singkat sekretaris vitae of Corporate
Secretary. perusahaan Secretary
• Uraian tugas dan tanggung • Duties and
jawab responsibilities 389-396
description
• Uraian pelaksanaan tugas • Duties execution of
sekretaris perusahaan pada Corporate Secretary
tahun buku. description within the
fiscal year.
13 Uraian mengenai Unit Audit Internal. Mencakup antara lain: Includes among others:
Description of Internal Audit Unit. • Nama ketua Unit Audit • Name of Internal Audit
Internal Unit Head
• Jumlah pegawai (Auditor • Number of employees in
Internal) pada Unit Audit the Internal Audit Unit
Internal
• Sertifikasi sebagai profesi • Certification of Internal
Audit Internal Audit profession
• Kedudukan Unit Audit • Internal Audit Unit
Internal dalam struktur position in company’s 397-416
perusahaan structure
• Uraian pelaksanaan • Duties execution of
kegiatan Unit Audit Internal Internal Audit Unit
pada tahun buku description within the
fiscal year
• Pihak yang mengangkat dan • Party who appoints and
memberhentikan Ketua Unit dismisses Internal Audit
Audit Internal. Unit Head.

14 Akuntan Publik Informasi memuat antara lain: The information should

Public Accountant contain:
• Nama dan tahun akuntan • Name and year of service
publik yang melakukan audit of the public accountant
laporan keuangan tahunan who audited annual
selama 5 tahun terakhir financial report for the last
5 years
• Nama dan tahun Kantor • Name and year of service
Akuntan Publik yang of the Public Accounting
melakukan audit laporan Firm who audited annual
keuangan tahunan selama 5 financial report for the last
tahun terakhir 5 years
417
• Besarnya fee untuk masing • The amount of fees for the
masing jenis jasa yang auditand other attestation
diberikan oleh Kantor services (in the event that
Akuntan Publik pada tahun such accountant provides
buku terakhir other attestation services
together with the audit)
• Jasa lain yang diberikan • Other service provided by
Kantor Akuntan Publik dan the accountant in addition
akuntan public selain jasa to financial audit in the
audit laporan keuangan last fiscal year.
tahunan pada tahun buku
terakhir.
15 Uraian mengenai manajemen risiko Mencakup antara lain: Includes among others:
perusahaan. • Penjelasan mengenai sistem • Description of risk
Description of the company’s risk management. manajemen risiko yang management systems
diterapkan perusahaan
• Penjelasan mengenai hasil • Description of evaluation
reviu yang dilakukan atas on the effectiveness
sistem manajemen risiko of risk management 418-427
pada tahun buku systems
• Penjelasan mengenai • Description of risks faced
risiko risiko yang dihadapi by the company
perusahaan
• Upaya untuk mengelola • Efforts to manage these
risiko tersebut. risks.
16 Uraian mengenai sistem pengendalian intern. Mencakup antara lain: Includes among others:
Description of internal control systems. • Penjelasan singkat • Short description of the
mengenai sistem internal control system,
pengendalian intern, antara including financial and
lain mencakup pengendalian operational control
keuangan dan operasional
• Penjelasan kesesuaian • Description of
sistem pengendalian intern compatibility between
dengan kerangka yang the internal control
428-431
diakui secara internasional system and internationally
(COSO) recognised internal
control framework
(COSO)
• Penjelasan mengenai • Description of evaluation
hasil reviu yang dilakukan on the effectiveness of
atas pelaksanaan sistem internal control system.
pengendalian intern pada
tahun buku.

17 Uraian mengenai corporate social Mencakup antara lain informasi Contains information on,
responsibility yang terkait dengan lingkungan tentang: among others:
hidup • Target/rencana kegiatan • Management Policies
Description of corporate social responsibility pada tahun 2016 yang
activities related to environment ditetapkan manajemen
• Kegiatan yang dilakukan • Activities conducted,
dan dampak kuantitatif environmentrelated
atas kegiatan tersebut; dan activities, that relevant
terkait program lingkungan with operational activity
hidup yang berhubungan of the company, such
dengan kegiatan operasional as usage of recycled
perusahaan, seperti materials, energy, waste
penggunaan material treatment, etc
dan energi yang ramah 471-508
lingkungan dan dapat didaur
ulang, sistem pengolahan
limbah perusahaan,
mekanisme pengaduan
masalah lingkungan,
pertimbangan aspek
lingkungan dalam pemberian
kredit kepada nasabah, dan
lain-lain
• Sertifikasi di bidang • Environment-related
lingkungan yang dimiliki. certification.
responsibility yang terkait dengan tentang: among others:
ketenagakerjaan, kesehatan, dan keselamatan • Target/rencana kegiatan • Management Policies
kerja. pada tahun 2016 yang
Description of corporate social responsibility ditetapkan manajemen; dan
related to the workforce, work health and safety. • Kegiatan yang dilakukan • Activities conducted
dan dampak kuantitatif atas health and safety-related
kegiatan tersebut terkait activities, such as gender
praktik ketenagakerjaan, equality, equal work
kesehatan, dan opportunity, work and
keselamatan kerja, seperti safety facilities, employee 509-538
kesetaraan gender dan turnover, work incident
kesempatan kerja, sarana rate, training, etc.
dan keselamatan kerja,
tingkat turnover karyawan,
tingkat kecelakaan kerja,
remunerasi, mekanisme
pengaduan masalah
ketenagakerjaan, dan
lain-lain.

responsibility yang terkait dengan tentang: among others:
pengembangan sosial dan kemasyarakatan. • Target/rencana kegiatan • Management Policies
Description of corporate social responsibility pada tahun 2016 yang
activities related to social and community ditetapkan manajemen
development. • Kegiatan yang dilakukan • Activities conducted
dan dampak atas kegiatan
tersebut
• Biaya yang dikeluarkan • Cost of the activites
terkait pengembangan social and community
sosial dan kemasyarakatan, development related
552-579
seperti penggunaan tenaga activities, such as the
kerja lokal, pemberdayaan use of local work force,
masyarakat sekitar empowerment of local
perusahaan, perbaikan communities, paid for
sarana dan prasarana sosial, public social facilities,
bentuk donasi lainnya, social donations, etc.
komunikasi mengenai
kebijakan dan prosedur anti
korupsi, pelatihan mengenai
anti korupsi, dan lain-lain.
20 Uraian mengenai corporate social Mencakup antara lain: Contains information on,
responsibility yang terkait dengan tanggung among others:
jawab kepada konsumen. • Target/rencana kegiatan • Management Policies
Description of corporate social responsibility yang pada tahun 2016 Activities conducted
activities related to responsibility to the consumer ditetapkan manajemen, dan consumer profitection
Kegiatan yang dilakukan related activities, such
dan dampak atas kegiatan as consumer health
tersebut terkait tanggung and safety, product
jawab produk, seperti information, facility for 539-548
kesehatan dan keselamatan consumer complaint,
konsumen, informasi number and resolution
produk, sarana, jumlah of consumer complaint
dan penanggulangan atas cases, etc.
pengaduan konsumen, dan
lain-lain.

21 Perkara penting yang sedang dihadapi oleh Mencakup antara lain: Contains information on,
perusahaan, Entitas Anak, serta anggota among others:
Dewan Komisaris dan anggota Direksi yang • Pokok perkara/gugatan • Substance of the case/
menjabat pada periode laporan tahunan. claim
Important cases faced by the company, • Status penyelesaian • Status of settlement of
subsidiary, as well as members of the Board of perkara/gugatan case/claim
Commissioners and the Board of Directors who • Risiko yang dihadapi • Potential impacts on the
are serving in annual report period. perusahaan dan nilai financial condition of the
nominal tuntutan/gugatan company
• Sanksi administrasi • Administrative sanctions
yang dikenakan kepada imposed on the
perusahaan, anggota Dewan Company, the Board
Komisaris dan Direksi, oleh of Commissioners and
441-443
otoritas terkait (pasar modal, Board of Directors, by
perbankan dan lainnya) pada the related authorities
tahun buku terakhir (atau (capital markets, banking
terdapat pernyataan bahwa and others) in the last
tidak dikenakan sanksi financial year (or there
administrasi). is a statement that is not
subject to administrative
sanctions).
Catatan: dalam hal perusahaan, Notes: in case not litigants, to
Entitas Anak, anggota Dewan be disclosed.
Komisaris, dan anggota Direksi
tidak memiliki perkara penting,
agar diungkapkan.
22 Akses informasi dan data perusahaan. Uraian mengenai tersedianya Description on the availability
Access to corporate information and data. akses informasi dan data of access to corporate
perusahaan kepada publik, information and data to the
misalnya melalui website (dalam public, for example through
445-446
bahasa Indonesia dan Bahasa website, mass media, mailing
Inggris), media massa, mailing list, list, bulletin, analyst meeting,
buletin, pertemuan dengan analis, etc
dan sebagainya.
23 Uraian mengenai corporate social Memuat uraian antara lain: Contains information on:
responsibility yang terkait dengan • Pokok-pokok kode etik • Content of the Code of
pengembangan sosial dan kemasyarakatan. Conduct
Description of corporate social responsibility • Pengungkapan bahwa kode • Disclosure on the
activities related to social and community etik berlaku bagi seluruh relevancy of the code of
development. level organisasi conduct for all levels of
the organisation
• Penyebarluasan kode etik • Socialisation of the Code
of Conduct
• Sanksi untuk masing-masing • Type of sanctions for
jenis pelanggaran yang each code of conduct 432-434
diatur dalam kode etik violation
(normatif); dan
• Jumlah pelanggaran kode • Number of violations and
etik beserta sanksi yang sanctions given regarding
diberikan pada tahun buku code of conduct in the last
terakhir fiscal year.
Catatan: apabila tidak terdapat Note: if there is no code
pelanggaran kode etik pada of conduct violation in the
tahun buku terakhir, agar last fiscal year, should be
diungkapkan. disclosed.

24 Pengungkapan mengenai whistleblowing Memuat uraian tentang Description of the mechanism

system. mekanisme whistleblowing of the whistleblowing system,
Disclosure on the whistleblowing system system antara lain: including:
• Penyampaian laporan • Mechanism for violation
pelanggaran reporting
• Perlindungan bagi • Profitection for the
whistleblower whistleblower
• Penanganan pengaduan • Handling of violation
report
• Pihak yang mengelola • The unit responsible
pengaduan for handling of violation
report
• Jumlah pengaduan yang • Number of received
masuk dan diproses pada complaint and processed 435-439
tahun buku terakhir in the last fiscal year and
the follow-up handling
• Sanksi/tindak lanjut atas • Sanction/follow-up on
pengaduan yang telah received complaints
selesai diproses pada tahun which have been
buku. completed in the fiscal
year.
Catatan: apabila tidak terdapat Note: if there are no received
pengaduan yang masuk dan complaints in the last fiscal
telah selesai diproses pada year, should be disclosed.
tahun buku terakhir, agar
diungkapkan.
25 Kebijakan mengenai keberagaman komposisi Uraian kebijakan tertulis Description of the Company’s
Dewan Komisaris dan Direksi. Perusahaan mengenai policy on diversity of the
The diversity of the Board of Commissioners and keberagaman komposisi Dewan Board of Commissioners
Board of Directors composition. Komisaris dan Direksi dalam and Board of Directors
pendidikan (bidang studi), composition on Education
pengalaman kerja, usia, dan jenis (field of study), work
kelamin. experience, age, and gender.
446-447
Catatan: apabila tidak ada Note: the reasons and
kebijakan dimaksud, agar consideration should be
diungkapkan alasan dan disclosed, if there are no such
pertimbangannya. policy.

Informasi Keuangan
VII
Financial Information
1 Surat Pernyataan Direksi dan/atau Dewan Kesesuaian dengan peraturan Compliance with regulation
Komisaris tentang Tanggung Jawab atas terkait tentang Tanggung Jawab regarding responsibility on the
Laporan Keuangan. atas Laporan Keuangan. Financial Statement.
Statement by the Board of Directors concerning
634
the Responsibility of the Board of Directors on the
Financial Statement
2 Opini auditor independen atas

laporan keuangan.
635
Independent auditor’s opinion on the
financial statement.
3 Deskripsi Auditor Independen di Opini. Deskripsi memuat tentang: The description contains:
Description of the Independent Auditor in the • Nama dan tanda tangan • Name and signature
Opinion. • Tanggal Laporan Audit • Date of the audit report; and
• Nomor ijin KAP dan nomor • KAP license number and
635
ijin Akuntan Publik. Public Accountant license
number.
4 Laporan keuangan yang lengkap. Memuat secara lengkap unsur- Contains all elements of the
Comprehensive financial statement. unsur laporan keuangan: financial statement:
• Laporan posisi keuangan • Financial Position
(Balance sheet)
• Laporan laba rugi dan • Comprehensive Profit
penghasilan komprehensif loss statement
lain
• Laporan perubahan ekuitas • Statement of changes in
equity
• Laporan arus kas • Statement of Cash flows
• Catatan atas laporan • Notes to the financial
keuangan statement
• Informasi komparatif mengenai • Comparative information 636
periode sebelumnya about previous period
• Laporan posisi keuangan • Financial position at the
pada awal periode start of comparative
sebelumnya ketika entitas periods when the
menerapkan suatu company implement
kebijakan akuntansi secara retrospective application
retrospektif atau membuat of accounting policies, or
penyajian kembali pos-pos re-stated its accounts of
laporan keuangan, atau financial statements, or
ketika entitas mereklasikasi re-classied the accounts
pos-pos dalam laporan of its financial statements
keuangannya (jika relevan). (if relevant).
5 Perbandingan tingkat profitabilitas. Perbandingan kinerja/laba (rugi) Comparison of profit (loss)

Comparison of profitability. tahun berjalan dengan tahun from operations for the year 17, 244
sebelumnya. by the previous year.

Informasi Keuangan
VII
6 Laporan Arus Kas. Memenuhi ketentuan sebagai Meets the following

Cash Flow Report. berikut: provisions:
• Pengelompokan dalam tiga • Grouped into three
kategori aktivitas: operasi, categories of activity:
investasi, dan pendanaan operational activity,
investment, and funding
• Penggunaan metode • Uses a direct method
langsung (direct method) reporting for cash flows
untuk melaporkan arus kas for operational activity
dari aktivitas operasi
• Pemisahan penyajian antara • Separating the
642
penerimaan kas dan atau presentation between
pengeluaran kas selama cash receipt and or
tahun berjalan pada aktivitas cash expended during
operasi, investasi dan the current year for
pendanaan operational, investment,
and funding activities
• Pengungkapan transaksi • Disclosing activities that
non kas harus dicantumkan do not influence the cash
dalam catatan atas laporan flow
keuangan
7 Ikhtisar Kebijakan Akuntansi. Meliputi sekurang-kurangnya: Includes at least:

Summary of Accounting Policy. • Pernyataan kepatuhan • Statement of compliance
terhadap SAK to Financial Accounting
Standard
• Dasar pengukuran dan • Basis for the
penyusunan laporan measurement and
keuangan preparation of financial 664-693
statements
• Pajak penghasilan • Income tax
• Imbalan kerja • Work compensation
• Instrumen Keuangan • Financial instruments

Informasi Keuangan
VII
8 Pengungkapan transaksi pihak berelasi. Hal-hal yang diungkapkan antara Disclosure of, among others:
Disclosure on transaction with related parties. lain:
• Nama pihak berelasi, serta • Name of related party,
sifat dan hubungan dengan and nature of relation with
pihak berelasi related party
• Nilai transaksi beserta • Amount of transaction
persentasenya terhadap and its percentage to
total pendapatan dan beban total related revenues and 669, 732-737
terkait expenses
• Jumlah saldo beserta • Total balance of
persentasenya terhadap transaction and its
total aset atau liabilitas percentage to total assets
terkait or liabilities
9 Pengungkapan yang berhubungan dengan Hal-hal yang harus diungkapkan: Issues that should be
perpajakan. disclosed:
Disclosure related to taxation. • Rekonsiliasi fiskal dan • Fifiscal reconciliation and
perhitungan beban pajak kini calculation of current tax
• Penjelasan hubungan antara • Explanation on the
beban (penghasilan) pajak relation between tax
dan laba akuntansi expenses (benefit) and
accounting/book profit
• Pernyataan bahwa Laba • Statement that the
Kena Pajak (LKP) hasil amount of Taxable Profit
rekonsiliasi dijadikan dasar as calculated through
dalam pengisian SPT reconciliation is in
Tahunan PPh Badan tahun accordance with the Tax
2016 Return
• Rincian aset dan liabilitas • Details of deferred tax
pajak tangguhan yang assets and liabilities
687-689, 719-
diakui pada laporan posisi recognised on the
730
keuangan untuk setiap financial position (balance
periode penyajian, dan sheet) for each reporting
jumlah beban (penghasilan) period, and the amount
pajak tangguhan yang diakui of deferred tax expenses
pada laporan laba rugi (benefit) recognised in the
apabila jumlah tersebut tidak profit/ loss statement in
terlihat dari jumlah aset atau the event that the amount
liabilitas pajak tangguhan is not recognisable from
yang diakui pada laporan the amount of deferred
posisi keuangan tax assets and liabilities
presented on the financial
position (balance sheet)
• Pengungkapan ada atau • Disclosure of whether or
tidak ada sengketa pajak. not there is a tax dispute.

Informasi Keuangan
VII
aset tetap. disclosed:
Disclosure related to Fifixed Assets. • Metode penyusutan yang • Depreciation method
digunakan used
• Uraian mengenai kebijakan • Description of the
akuntansi yang dipilih antara selected accounting
model revaluasi dan model policies between the
biaya revaluation model and
cost model
• Metode dan asumsi • The methods and
signifikan yang digunakan significant assumptions
dalam mengestimasi nilai used in estimating the
wajar aset tetap (untuk fair value of fixed assets 674-676
model revaluasi) atau (revaluation model) or
pengungkapan nilai wajar disclosure of the fair
aset tetap (untuk model value of fixed assets (cost
biaya) model)
• Rekonsiliasi jumlah tercatat • Reconciliation of the
bruto dan akumulasi gross book value and
penyusutan aset tetap pada accumulated depreciation
awal dan akhir periode of fixed assets at the
dengan menunjukkan: beginning and end of the
penambahan, pengurangan reporting period, showing
dan reklasikasi. any addition, reduction
and reclassication.
segmen operasi. disclosed:
Disclosures relating to operating segment. • Informasi umum yang • General information
meliputi faktor-faktor which includes the factors
yang digunakan untuk used to identify segments
mengidentikasi segmen that are reported
yang dilaporkan
• Informasi tentang laba rugi, • Information about income,
aset, dan liabilitas segmen assets, and liabilities of
yang dilaporkan the reported segment
• Rekonsiliasi dari total • Reconciliation of total
pendapatan segmen, segment revenues,
laba rugi segmen yang reported segment profit 714
dilaporkan, aset segmen, or loss, segment assets,
liabilitas segmen, dan unsur segment liabilities and
material segmen lainnya other segment material
terhadap jumlah terkait elements to the related
dalam entitas number of the entity
• Pengungkapan pada level • Disclosures at entity
entitas, yang meliputi level, which includes
informasi tentang produk information about
dan/atau jasa, wilayah products and/or services,
geografis dan pelanggan geographic areas and
utama. major customers.

Informasi Keuangan
VII
Instrumen Keuangan. disclosed:
Disclosures relating to Financial Instruments. • Rincian instrumen keuangan • The Detail of financial
yang dimiliki berdasarkan instruments based on the
klasifikasinya classication
• Nilai wajar dan hirarkinya • The fair value of each
untuk setiap kelompok class of financial
instrumen keuangan instruments
• Penjelasan risiko yang • Risk management policy
669
terkait dengan instrumen Explanation of the risks
keuangan: risiko pasar, risiko associated with financial
kredit dan risiko likuiditas instruments: market risk,
Kebijakan manajemen risiko credit risk and liquidity
risk
• Analisis risiko yang terkait • Risk analysis related to
dengan instrumen keuangan financial instruments
secara kuantitatif. quantitatively.
13 Penerbitan laporan keuangan. Hal-hal yang diungkapkan antara Issues to be disclosed include:
Publication of financial statements. lain:
• Tanggal laporan keuangan • The date that the
diotorisasi untuk terbit financialstatements
is authorised to be
published 632
• Pihak yang bertanggung • The party responsible to
jawab mengotorisasi laporan authorise the published
keuangan. financial statements.

Kami mohon kesediaan para pemangku kepentingan untuk
Lembar Umpan Balik memberikan umpan balik setelah membaca Laporan

Tahunan Terintegrasi ini dengan mengirim email atau
Feedback Form mengirim formulir ini melalui fax/pos.
We would like to ask all stakeholders to kindly provide

feedback after reading this Integrated Annual Report by
sending email or this form by fax/mail.
Profil Anda | Your Profile
Nama (bila berkenan) | Name (if you please) Surel | Email
Institusi/Perusahaan | Institution/Company Telp/Hp | Phone/Mobile
Golongan Pemangku Kepentingan | Stakeholders Group
Pemerintah Industri Media LSM Masyarakat

Governance Industry Media NGO Community
Lembaga Pendidikan Perusahaan Lain-lain,mohon sebutkan.....

Academic Group Corporate Other, please state
Mohon Pilih Jawaban Yang Paling Sesuai | Please Choose The Most Appropriate Answer
Laporan ini Sangat Tidak Setuju Tidak Setuju Netral

bermanfaat bagi Anda Strongly Disagree Disagree Neutral
This report is useful to You
Sangat Setuju Setuju
Strongly Agree Agree
Laporan ini sudah Sangat Tidak Setuju Tidak Setuju Netral

mengambarkan Strongly Disagree Disagree Neutral
kinerja Perusahaan
dalam pembangunan
berkelanjutan
This report describe
Company’s performance in
sustainability development
Laporan ini mudah Sangat Tidak Setuju Tidak Setuju Netral

dimengerti Strongly Disagree Disagree Neutral
This report is easy to
understand

Mohon Pilih Jawaban Yang Paling Sesuai | Please Choose The Most Appropriate Answer
Laporan ini meningkatkan Sangat Tidak Setuju Tidak Setuju Netral

kepercayaan Anda pada Strongly Disagree Disagree Neutral
keberlanjutan Perusahaan
This report increase Your
trust to the Company’s
sustainability
Seberapa puas Anda Sangat Tidak Setuju Tidak Setuju Netral

dengan Laporan Tahunan Strongly Disagree Disagree Neutral
Terintegrasi PT Pertamina
Hulu Energi
How satisfied are You
with the Integrated Annual
Report of PT Pertamina Hulu
Energi?
Penilaian terhadap kegiatan manajemen keberlanjutan PT Pertamina Hulu Energi

Assessment to the sustainability activities of PT Pertamina Hulu Energi
Aspek material apa yang paling penting bagi anda?

Which aspect material is the most important to You?
Kinerja Ekonomi | Economic Performance

Emisi | Emissions Mohon berikan nilai 1=paling penting,
Energi | Energy
hingga 6=paling kurang penting
Please give score 1=most important up
Keanekaragaman Hayati | Biodiversity
to 6= least important
Kesehatan dan Keselamatan Kerja | Occupational Health and Safety
Masyarakat Lokal | Local Communities
Mohon berikan saran/usul/komentar Anda atas Laporan ini

Please advice/suggestion/comments on this report statements:
Terima kasih atas partisipasi Anda. PT Pertamina Hulu Energi

Mohon agar lembar umpan balik ini dikirimkan Sekretaris Perusahaan Corporate Secretary
kembali ke alamat: Jl. TB. Simatupang Kav 99
Jakarta Selatan 12520 - Indonesia
Thank you for Your participation. Telepon: +6221 2954 7000
Kindly send this feedback form to address
Faksimili: +6221 2952 7086
follows:
Email: wnurluzia@pertamina.com
Website: phe.pertamina.com

halaman ini sengaja dikosongkan
this pages is intentionally left blank

Laporan
Keuangan
Audited
Audited Financial
Statements

PT Pertamina Hulu Energi
dan Entitas Anak/and Subsidiaries
Laporan keuangan konsolidasian tanggal 31 Desember

2018 dan untuk tahun yang berakhir pada tanggal tersebut
beserta laporan auditor independen
Consolidated financial statements as of December 31, 2018 and for the
year then ended with independent auditors’ report

The original consolidated financial statements included herein
are in the Indonesian language.
PT PERTAMINA HULU ENERGI PT PERTAMINA HULU ENERGI

DAN ENTITAS ANAK AND SUBSIDIARIES
LAPORAN KEUANGAN KONSOLIDASIAN CONSOLIDATED FINANCIAL STATEMENTS
TANGGAL 31 DESEMBER 2018 DAN AS OF DECEMBER 31, 2018 AND
UNTUK TAHUN YANG BERAKHIR FOR THE YEAR THEN ENDED WITH
PADA TANGGAL TERSEBUT INDEPENDENT AUDITORS’ REPORT
BESERTA LAPORAN AUDITOR INDEPENDEN
Daftar Isi Table of Contents
Lampiran/
Schedule
Laporan Auditor Independen Independent Auditors’ Report
Laporan Posisi Keuangan Konsolidasian ........................ 1 .......... Consolidated Statement of Financial Position
Laporan Laba Rugi dan Penghasilan Komprehensif Consolidated Statement of Profit or

Lain Konsolidasian ................................................... 2 ............. Loss and Other Comprehensive Income
Laporan Perubahan Ekuitas Konsolidasian .................... 3 ......... Consolidated Statement of Changes in Equity
Laporan Arus Kas Konsolidasian .................................... 4 ................... Consolidated Statement of Cash Flows
Catatan Atas Laporan Keuangan Konsolidasian ............. 5 ..... Notes to the Consolidated Financial Statements
***************************
PT PERTAMINA HULU ENERGI DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 1/1 Schedule
LAPORAN POSISI KEUANGAN CONSOLIDATED STATEMENT OF

KONSOLIDASIAN FINANCIAL POSITION
31 DESEMBER 2018 DECEMBER 31, 2018
(Dinyatakan dalam ribuan Dolar AS, kecuali dinyatakan lain) (Expressed in thousand of US Dollars, unless otherwise stated)
Catatan/
2018 Notes 2017
ASET ASSETS
ASET LANCAR CURRENT ASSETS
Kas dan setara kas 217.250 6,31b 107.503 Cash and cash equivalents
Kas yang dibatasi
penggunaannya - Restricted cash
bagian lancar 15.300 7,31b 21.311 - current portion
Piutang usaha Trade receivables
- Pihak berelasi 87.597 8,31c 80.347 Related parties -
- Pihak ketiga 83.704 8 97.952 Third parties -
Piutang Pemerintah 41.144 9 72.339 Due from the Government
Piutang lain-lain Other receivables
- Pihak berelasi 130.257 10,31d 131.921 Related parties -
Persediaan 100.120 11 106.857 Inventories
Piutang pajak lainnya Other taxes receivable
- bagian lancar 8.226 30a 9.266 - current portion
Piutang pajak penghasilan Corporate and dividend
dan dividen - bagian lancar 9.550 30a 9.283 taxes receivable - current portion
Uang muka dan biaya dibayar di muka 94.694 12 94.402 Advances and prepayments
Jumlah Aset Lancar 889.768 841.532 Total Current Assets
ASET TIDAK LANCAR NON-CURRENT ASSETS

Kas yang dibatasi
penggunaannya - Restricted cash
bagian tidak lancar 34.215 7,31b 34.251 - non-current portion
Aset pajak tangguhan 47.074 30e 134.770 Deferred tax assets
Goodwill - neto 53.752 15 53.752 Goodwill - net
Investasi jangka panjang 279.302 13 240.522 Long-term investments
bagian tidak lancar 80.036 30a 51.818 non-current portion
Aset minyak dan gas bumi 3.131.379 14 3.407.038 Oil and gas properties
Aset tidak lancar lainnya 16.141 17.104 Other non-current assets
Jumlah Aset Tidak Lancar 3.641.899 3.939.255 Total Non-Current Assets
JUMLAH ASET 4.531.667 4.780.787 TOTAL ASSETS
Catatan atas laporan keuangan konsolidasian terlampir The accompanying notes to the consolidated financial statements
merupakan bagian yang tidak terpisahkan dari form an integral part of these consolidated financial statements
laporan keuangan konsolidasian ini secara keseluruhan. taken as a whole.

(Dinyatakan dalam ribuan Dolar AS, kecuali dinyatakan lain) (Expressed in thousand of US Dollars, unless otherwise stated)
Catatan/
2018 Notes 2017
LIABILITAS LIABILITIES
LIABILITAS JANGKA PENDEK CURRENT LIABILITIES
Utang usaha Trade payables
- Pihak berelasi 109.535 16,31e 583.321 Related parties -
Utang Pemerintah 37.878 17 59.678 Due to the Government
Utang pajak lainnya 11.854 30b 16.587 Other taxes payable
Utang pajak penghasilan Corporate and dividend
dan dividen 81.083 30b 56.733 taxes payable
Utang lain-lain Other payables
- Pihak berelasi 1.628 18,31f 2.841 Related parties -
Beban yang masih harus dibayar 296.161 19 272.106 Accrued expenses
Pendapatan tangguhan 4.546 20 21.186 Deferred revenue
Pinjaman jangka pendek -
pihak berelasi - 31g 92.243 Short-term loan - related party
Jumlah Liabilitas Jangka Pendek 778.966 1.477.676 Total Current Liabilities
LIABILITAS JANGKA PANJANG NON-CURRENT LIABILITIES

Liabilitas pajak tangguhan 465.214 30e 310.847 Deferred tax liabilities
Pinjaman jangka panjang -
pihak berelasi - 31g 172.495 Long-term loan - related party
Provisi untuk biaya restorasi dan Provision for environmental
reklamasi lingkungan hidup 779.149 22 696.925 restoration and reclamation costs
Liabilitas
imbalan kerja karyawan 49.682 21 54.498 Employee benefits liabilities
Jumlah Liabilitas Jangka Panjang 1.294.045 1.234.765 Total Non-current Liabilities
JUMLAH LIABILITAS 2.073.011 2.712.441 TOTAL LIABILITIES

(Dinyatakan dalam ribuan Dolar AS, kecuali dinyatakan lain) (Expressed in thousand US Dollars, unless otherwise stated)
Catatan/
2018 Notes 2017
EKUITAS EQUITY
Ekuitas yang diatribusikan kepada Equity attributable to owners
pemilik entitas induk of the parent
Modal saham Share capital
Modal dasar - 400.000.000 saham, Authorized - 400,000,000 shares,
nilai nominal Rp2.500 at par value of Rp2,500
(nilai penuh) per saham (full amount) per share
Modal ditempatkan dan disetor Issued and paid-up capital
penuh - 200.000.000 saham 53.576 23 53.576 - 200,000,000 shares
Tambahan modal disetor (18.178) (18.178) Additional paid in capital
Selisih kurs karena penjabaran Differences arising from
laporan keuangan konsolidasian translation of foreign currency
dalam mata uang asing - 16.559 consolidated financial statements
Pengukuran kembali atas liabilitas Remeasurement of net defined
imbalan pasti neto 2.955 (2.993) benefit liabilities
Saldo laba Retained earnings
- Ditentukan penggunaannya 1.311.048 25 1.385.714 Appropriated -
- Belum ditentukan penggunaannya 1.088.153 614.029 Unappropriated -
Jumlah ekuitas yang diatribusikan Total equity attributable

kepada pemilik entitas induk 2.437.554 2.048.707 to the owners of the parent
Kepentingan nonpengendali 21.102 19.639 Non-controlling interest
JUMLAH EKUITAS 2.458.656 2.068.346 TOTAL EQUITY
JUMLAH LIABILITAS DAN TOTAL LIABILITIES AND

EKUITAS 4.531.667 4.780.787 EQUITY
LAPORAN LABA RUGI DAN PENGHASILAN CONSOLIDATED STATEMENT OF PROFIT

KOMPREHENSIF LAIN KONSOLIDASIAN OR LOSS AND OTHER COMPREHENSIVE INCOME
UNTUK TAHUN YANG BERAKHIR FOR THE YEAR ENDED
(Dinyatakan dalam ribuan Dollar AS, kecuali dinyatakan lain) (Expressed in thousand of US Dollars, unless otherwise stated)
Catatan/
2018 Notes 2017
PENDAPATAN USAHA 2.528.089 26 1.999.084 REVENUES
BEBAN POKOK PENJUALAN COSTS OF REVENUE

Beban eksplorasi (55.786) 27 (44.198) Exploration expenses
Beban produksi (845.642) 28 (703.808) Production expenses
Beban depresiasi, deplesi, Depreciation, depletion,
dan amortisasi (412.734) 14 (535.729) and amortisation expenses
Jumlah beban pokok penjualan (1.314.162) (1.283.735) Total costs of revenue
LABA KOTOR 1.213.927 715.349 GROSS PROFIT
Kerugian akibat penurunan

nilai goodwill dan aset minyak Loss due to goodwil and oil and gas
dan gas bumi (193.305) 14 (239.341) properties impairment
General and
Beban umum dan administrasi (43.174) 29 (110.289) administration expenses
Beban pendanaan - neto (19.785) 31g (57.166) Finance costs - net
Pendapatan lain-lain - neto 61.478 36.863 Other income - net
(194.786) (369.933)
LABA SEBELUM PAJAK PROFIT BEFORE
PENGHASILAN 1.019.141 345.416 INCOME TAX
Beban/(manfaat) pajak penghasilan: Income tax expense/(benefit):

Kini 302.136 30c 298.590 Current
Tangguhan 241.593 30e (201.845) Deferred
Penyesuaian tahun lalu (1.316) 30c (2.206) Adjustment in respect of prior years
JUMLAH BEBAN PAJAK TOTAL INCOME

PENGHASILAN - NETO 542.413 94.539 TAX EXPENSE - NET
LABA TAHUN BERJALAN 476.728 250.877 PROFIT FOR THE YEAR
OTHER COMPREHENSIVE
PENGHASILAN KOMPREHENSIF LAIN: INCOME:
Pos-pos yang tidak akan direklasifikasi Items not to be reclassified
ke laba rugi to profit and loss
Pengukuran kembali atas liabilitas Remeasurement of net defined
imbalan pasti neto 5.948 (257) benefit liabilities
Pos-pos yang akan direklasifikasi Items to be reclassified

ke laba rugi to profit and loss
Selisih kurs karena penjabaran Differences arising from translation
laporan keuangan konsolidasian of foreign currency consolidated
dalam mata uang asing (16.559) (4.971) financial statements
Pendapatan komprehensif Other comprehensive
lain - neto setelah pajak (10.611) (5.228) income - net of tax
JUMLAH PENGHASILAN
KOMPREHENSIF TOTAL COMPREHENSIVE
TAHUN BERJALAN 466.117 245.649 INCOME FOR THE YEAR
LAPORAN LABA RUGI DAN PENGHASILAN CONSOLIDATED STATEMENT OF PROFIT

KOMPREHENSIF LAIN KONSOLIDASIAN OR LOSS AND OTHER COMPREHENSIVE INCOME
(Dinyatakan dalam ribuan Dollar AS, kecuali dinyatakan lain) (Expressed in thousand of US Dollars, unless otherwise stated)
Catatan/
2018 Notes 2017
LABA TAHUN BERJALAN

YANG DAPAT PROFIT FOR THE YEAR
DIATRIBUSIKAN KEPADA: ATTRIBUTABLE TO:
- Pemilik entitas induk 474.124 248.885 Owners of the parent -
- Kepentingan nonpengendali 2.604 1.992 Non-controlling interests -
JUMLAH 476.728 250.877 TOTAL
JUMLAH PENGHASILAN
KOMPREHENSIF TAHUN TOTAL COMPREHENSIVE
BERJALAN YANG DAPAT INCOME FOR THE YEAR
DIATRIBUSIKAN KEPADA: ATTRIBUTABLE TO:
- Pemilik entitas induk 463.513 243.657 Owners of the parent -
- Kepentingan nonpengendali 2.604 1.992 Non-controlling interests -
JUMLAH 466.117 245.649 TOTAL
Lampiran 3 Schedule
LAPORAN PERUBAHAN EKUITAS KONSOLIDASIAN CONSOLIDATED STATEMENT OF CHANGES IN EQUITY

(Dinyatakan dalam ribuan Dolar AS, kecuali dinyatakan lain) (Expressed in thousands of US Dollars, unless otherwise stated)
Diatribusikan kepada pemilik entitas induk/Attributable to the owners of the parent
Selisih kurs
karena penjabaran Cadangan Jumlah
laporan keuangan penyesuaian ekuitas yang
Pengukuran konsolidasian dalam nilai wajar - diatribusikan
kembali atas mata uang asing/ neto kepada pemilik
Saldo laba/Retained earnings liabilitas imbalan Differences arising setelah pajak/ entitas induk/
Modal Belum Tambahan pasti neto/ from translation of Reserve for Total equity Kepentingan
saham/ Ditentukan ditentukan modal disetor/ Remeasurement foreign currency fair value attributable nonpengendali/
Catatan/ Share penggunaannya/ penggunaanya/ Additional of net defined consolidated adjustment - to owners Non-controlling Jumlah ekuitas/
Notes capital Appropriated Unappropriated paid in capital benefit liabilities financial statements net of tax of the parent interests Total equity
Saldo Balance as at
1 Januari 2017 53.576 1.425.163 439.851 (18.178) (2.736) 21.530 2.473 1.921.679 18.665 1.940.344 January 1, 2017
Pembagian dividen 24 - (114.156) - - - - - (114.156) (1.018) (115.174) Dividend declared
Cadangan wajib serta Statutory reserve

cadangan umum dan and investment
investasi 25 - 74.707 (74.707) - - - - - - - reserve
Jumlah penghasilan
komprehensif tahun Total comprehensive
berjalan - - 248.885 - (257) (4.971) (2.473) 241.184 1.992 243.176 income for the year
Saldo Balance as at
31 Desember 2017 53.576 1.385.714 614.029 (18.178) (2.993) 16.559 - 2.048.707 19.639 2.068.346 December 31, 2017
Pembagian dividen 24 - (74.666) - - - - - (74.666) (1.141) (75.807) Dividend declared
Jumlah penghasilan
komprehensif tahun Total comprehensive
berjalan - - 474.124 - 5.948 (16.559) - 463.513 2.604 466.117 income for the year
Saldo Balance as at
31 Desember 2018 53.576 1.311.048 1.088.153 (18.178) 2.955 - - 2.437.554 21.102 2.458.656 December 31, 2018
Catatan atas laporan keuangan konsolidasian terlampir merupakan bagian yang tidak terpisahkan The accompanying notes to the consolidated financial statements form an integral part of these
dari laporan keuangan konsolidasian ini secara keseluruhan. consolidated financial statements taken as a whole.
Lampiran 4 Schedule
LAPORAN ARUS KAS KONSOLIDASIAN CONSOLIDATED STATEMENT OF CASH FLOWS

(Dinyatakan dalam ribuan Dollar AS, kecuali dinyatakan lain) (Expressed in thousands of US Dollars, unless otherwise stated)
2018 2017
ARUS KAS DARI CASH FLOWS FROM

AKTIVITAS OPERASI: OPERATING ACTIVITIES:
Penerimaan kas dari pelanggan 1.344.742 1.066.432 Cash receipts from customers
Pembayaran kas kepada pemasok (554.485) (633.783) Cash paid to suppliers
Penyediaan dana dari Pertamina 595.500 719.197 Cash provided by Pertamina
Pembayaran kas untuk pajak Cash paid for income
penghasilan dan pajak lainnya (396.949) (440.573) taxes and other taxes
Penerimaan kas dari Pemerintah 102.223 63.218 Cash receipts from the Government
Pembayaran kas ke Pemerintah (127.444) (116.245) Cash paid to the Government
Pembayaran kas untuk Cash paid to other
aktivitas operasi lainnya (79.992) (59.992) operating activities
Pembayaran manfaat pensiun (3.169) (2.537) Cash paid for retirement benefits
Kas neto yang diperoleh dari Net cash generated from

aktivitas operasi 880.426 595.717 operating activities
ARUS KAS DARI AKTIVITAS CASH FLOWS FROM INVESTING

INVESTASI: ACTIVITIES:
Pembelian aset minyak dan gas bumi (490.882) (166.571) Purchase of oil and gas properties
Penerimaan dividen Dividend received from
dari perusahaan asosiasi 77 67 associated company
Kas neto yang digunakan untuk Net cash used in

aktivitas investasi (490.805) (166.504) investing activities
ARUS KAS DARI AKTIVITAS CASH FLOWS FROM FINANCING

PENDANAAN: ACTIVITIES:
Pembayaran pinjaman kepada Loan repayment to
Pertamina (210.000) (425.466) Pertamina
Pembayaran dividen (75.388) (14.327) Payment of dividend
Penambahan dana yang dibatasi Addition to restricted
penggunaannya (500) (14.837) funds
Penerimaan pembayaran pinjaman 7.681 13.750 Loan repayment receipt
Kas neto yang digunakan untuk Net cash used in
aktivitas pendanaan (278.207) (440.880) financing activities
KENAIKAN/(PENURUNAN) NETO NET INCREASE/(DECREASE) IN

KAS DAN SETARA KAS 111.414 (11.667) CASH AND CASH EQUIVALENTS
Efek perubahan nilai kurs pada Effect of exchange rate chages

kas dan setara kas (1.667) (506) on cash and cash equivalents
SALDO KAS DAN SETARA KAS CASH AND CASH EQUIVALENTS

PADA AWAL TAHUN 107.503 119.676 AT BEGINNING OF THE YEAR
SALDO KAS DAN SETARA KAS CASH AND CASH EQUIVALENTS

PADA AKHIR TAHUN 217.250 107.503 AT END OF THE YEAR
merupakan bagian yang tidak terpisahkan dari laporan form an integral part of these consolidated financial statements
keuangan konsolidasian ini secara keseluruhan. taken as a whole.
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED

KONSOLIDASIAN FINANCIAL STATEMENTS
(Dinyatakan dalam ribuan Dolar AS, (Expressed in thousands of US Dollars,
kecuali dinyatakan lain) unless otherwise stated)
1. UMUM 1. GENERAL
a. PT Pertamina Hulu Energi a. PT Pertamina Hulu Energi
i. Pendirian Perusahaan i. The Company’s establishment
PT Pertamina Hulu Energi (“Perusahaan” PT Pertamina Hulu Energi (the “Company”

atau “PHE”) didirikan dengan nama or “PHE/”) was established as PT Aroma
PT Aroma Operation Service. Anggaran Operation Service. The Company’s Articles
Dasar Perusahaan diumumkan dalam of Association were published in the State
Berita Negara Republik Indonesia No. 63, Gazette of the Republic of Indonesia
tertanggal 3 Agustus 1990, Tambahan No. 63, dated August 3, 1990, State
Berita Negara No. 2749 dan disetujui oleh Gazette Supplement No. 2749 and were
Menteri Kehakiman Republik Indonesia approved by the Minister of Justice of the
dengan Surat Keputusan Republic of Indonesia in Decree No. 02-
No. 02-2367.HT.01.01.TH90 tertanggal 2367.HT.01.01.TH90 dated April 21, 1990.
21 April 1990.
Berdasarkan Akta Notaris Saal Bumela, Based on Notarial Deed of Saal Bumela,
S.H., No. 5 tertanggal 5 Februari 2002 S.H., No. 5 dated February 5, 2002, in
sesuai dengan keputusan Rapat Umum accordance with a decision of an
Pemegang Saham Luar Biasa tertanggal Extraordinary General Shareholders’
31 Desember 2001, nama Perusahaan Meeting dated December 31, 2001, the
diganti menjadi PT Pertahulu Energy. Company’s name was changed into
PT Pertahulu Energy.
Berdasarkan Akta Notaris Marianne Based on Notarial Deed of Marianne

Vincentia Hamdani, S.H., No. 30 tertanggal Vincentia Hamdani, S.H., No. 30 dated
13 Agustus 2007 dan sesuai dengan August 13, 2007 in accordance with a
keputusan Rapat Pemegang Saham decision of Shareholders’ Meeting dated
tertanggal 29 Juni 2007, nama Perusahaan June 29, 2007, the Company’s name was
berubah menjadi PT Pertamina Hulu Energi changed into PT Pertamina Hulu Energi
dan maksud, tujuan serta kegiatan usaha and the Company’s objectives and scope
Perusahaan juga diubah. Perubahan of activities was also changed. The
tersebut telah disetujui oleh Menteri Hukum amendment was approved by the Minister
dan Hak Asasi Manusia Republik Indonesia of Law and Human Rights of the Republic
dengan Surat Keputusan of Indonesia in Decree
No. C.00839.HT.01.04.TH2007 tertanggal No. C.00839.HT.01.04.TH2007 dated
11 Oktober 2007. October 11, 2007.
Anggaran Dasar Perusahaan telah The Company’s Articles of Association

mengalami beberapa kali perubahan. have been amended several times. The
Perubahan terakhir atas Anggaran Dasar latest amendment made to the Articles of
Perusahaan dilakukan berdasarkan Akta Association of the Company is based on
Notaris Marianne Vincentia Hamdani, S.H., Notarial Deed of Marianne Vincentia
No. 39 tertanggal 21 April 2016 Hamdani, S.H., No. 39 dated April 21,
berhubungan dengan perubahan beberapa 2016 related to the change in certain
pasal dalam Anggaran Dasar Perusahaan. articles of the Company’s Articles of
Perubahan tersebut telah disetujui oleh Association. The amendment was
Menteri Hukum dan Hak Asasi Manusia approved by the Minister of Law and
Republik Indonesia dengan Surat Human Rights of the Republic of Indonesia
Keputusan No. AHU-0009155.AH.01.02. in Decree No. AHU-0009155.AH.01.02.
tahun 2016 tertanggal 15 Mei 2016. year 2016 dated May 15, 2016.

1. UMUM (lanjutan) 1. GENERAL (continued)
a. PT Pertamina Hulu Energi (lanjutan) a. PT Pertamina Hulu Energi (continued)
i. Pendirian Perusahaan (lanjutan) i. The Company’s establishment

(continued)
Sesuai dengan Anggaran Dasar, In accordance with the Articles of

Perusahaan bergerak dalam bidang usaha Association, the Company is engaged in
hulu minyak dan gas bumi. Entitas Anak upstream oil and gas activities. The
Perusahaan bergerak dalam bidang usaha Company’s Subsidiaries are engaged in
hulu minyak, gas bumi dan gas metana upstream oil, gas and coal bed methane
batubara. activities.
Perusahaan merupakan salah satu entitas The Company is one of the subsidiaries of
anak PT Pertamina (Persero) (“Pertamina”) PT Pertamina (Persero) (“Pertamina”)
yang saat ini membawahi kepentingan which holds Pertamina’s interests in
Pertamina yang bergerak dalam bidang upstream oil and gas activities.
usaha hulu minyak dan gas bumi.
Pendirian Perusahaan merupakan tindak The Company’s establishment is in

lanjut dari diterbitkannya Undang- response to the issue of Law No. 22 year
Undang No. 22 tahun 2001 tertanggal 2001 dated November 23, 2001 regarding
23 November 2001 tentang Minyak dan Gas Oil and Gas and Government Regulation
Bumi dan Peraturan Pemerintah No. 31 No. 31 year 2003 dated June 18, 2003
tahun 2003 tertanggal 18 Juni 2003 tentang regarding the change in the status of
pengalihan bentuk Perusahaan Perusahaan Pertambangan Minyak dan
Pertambangan Minyak dan Gas Bumi Gas Bumi Negara (PERTAMINA, the
Negara (PERTAMINA, “Pertamina Lama”) “former Pertamina Entity”) to a State
menjadi Perusahaan Perseroan (Persero). Enterprise (Persero).
Berdasarkan ketentuan Pasal 104 Peraturan Pursuant to Article 104 of Government

Pemerintah No. 35 tahun 2004 tentang Regulation No. 35 year 2004 regarding
Kegiatan Usaha Hulu Minyak dan Gas Upstream Oil and Gas Activities, Pertamina
Bumi, Pertamina wajib membentuk entitas was required to establish subsidiaries
anak dalam kurun waktu dua tahun sejak within two years of its establishment in
didirikan untuk meneruskan perjanjian order to assume Pertamina’s upstream oil
kontrak hulu minyak dan gas bumi and gas contract arrangements in
Pertamina di Indonesia. Indonesia.
ii. Domisili Perusahaan ii. The Company’s domicile
Perusahaan berdomisili di Jakarta dengan The Company is domiciled in Jakarta and

lokasi kantor pusat di Gedung PHE Tower, its head office is located at the PHE Tower
Jl. TB Simatupang Kav 99, Jakarta 12520, Building, Jl. TB Simatupang Kav 99,
Indonesia. Jakarta 12520, Indonesia.

a. PT Pertamina Hulu Energi (lanjutan) a. PT Pertamina Hulu Energi (continued)
iii. Komisaris dan Direksi Perusahaan iii. The Company’s Commissioners and
Directors
Susunan Dewan Komisaris Perusahaan The composition of the Board of

pada tanggal 31 Desember 2018 dan 2017 Commissioners of the Company as at
sebagai berikut: December 31, 2018 and 2017 was as
follows:
2018 2017
Komisaris: Commissioners:
Presiden Komisaris Nicke Widyawati* Syamsu Alam President Commissioner
Komisaris R. Panji Sumirat* Yudi Wahyudi Commissioner
Komisaris Djoko Siswanto** Mochamad Commissioner
Teguh Pamudji
Komisaris Prahoro Yulijanto Prahoro Yulijanto Commissioner
Nurtjahyo Nurtjahyo
Komisaris independen Mohamad Oemar Mohamad Oemar Commissioner
* Efektif sejak tanggal 31 Agustus 2018 * Effective since August 31, 2018
** Efektif sejak tanggal 6 Agustus 2018 ** Effective since August 6, 2018
Susunan dari Direksi Perusahaan pada The composition of the Board of Directors of
tanggal 31 Desember 2018 dan 2017 the Company as at December 31, 2018 and
sebagai berikut: 2017 was as follows:
2018 2017
Direksi: Directors:
R. Gunung
PJ. Direktur Utama Meidawati* Acting President Director
Sardjono Hadi
PJ. Direktur Operasi Acting Operation
Ekariza** Beni Jaffilius Ibradi
dan Produksi and Production Director
PJ. Direktur Keuangan Acting Finance and Business
Huddie Dewanto** Ari Budiarko
dan Layanan Bisnis Support Director
Direktur Eksplorasi Abdul Mutalib** Rudy Ryacudu Exploration Director
Direktur
Afif Saifudin** - Development Director
Pengembangan
* Efektif sejak tanggal 10 Desember 2018 * Effective since December 10, 2018
** Efektif sejak tanggal 5 Februari 2018 ** Effective since February 5, 2018
iv. Jumlah karyawan iv. Number of employees
Pada tanggal 31 Desember 2018 As at December 31, 2018, the Company

Perusahaan mempunyai 1.662 karyawan has 1,662 employees (December 31, 2017:
(31 Desember 2017: 1.558 karyawan). 1,558 employees). Information on the
Informasi jumlah karyawan ini tidak diaudit. number of employees is not audited.

b. Entitas Anak b. Subsidiaries
Entitas anak PHE (“Entitas Anak”) yang PHE’s subsidiaries (the “Subsidiary” or the
termasuk dalam laporan keuangan “Subsidiaries”) included in the consolidated
konsolidasian pada tanggal 31 Desember 2018 financial statements as at December 31, 2018
adalah sebagai berikut: are as follows:
Persentase
Nama Entitas Anak Tanggal
Kepemilikan/
dan Wilayah Kerja/ Kegiatan Usaha/ Pendirian/
No. Percentage
Name of Subsidiaries Nature of Business Date of
of
and Working Area Establishment
Ownership
Pertamina Hulu Energi Offshore North West Java Ltd. Eksplorasi untuk dan produksi minyak dan
7 Agustus 1964/
1. (“ONWJ Ltd.”) - Blok Offshore Northwest Java gas bumi/Exploration for and production of 100%
August 7, 1964
(“ONWJ”)/Offshore Northwest Java (“ONWJ”) Block oil and gas
Eksplorasi untuk dan produksi minyak dan

28 Februari 2003/
2. PT Pertamina Hulu Energi Tuban - Blok Tuban/Tuban Block gas bumi/Exploration for and production of 99,99%
February 28, 2003
oil and gas
PT Pertamina Hulu Energi Randugunting - Blok 7 Agustus 2007/
3. gas bumi/Exploration for and production of 99%
Randugunting/Randugunting Block August 7, 2007
oil and gas
Eksplorasi untuk dan produksi minyak dan 18 Desember
PT Pertamina Hulu Energi Jabung - Blok Jabung/Jabung
4. gas bumi/Exploration for and production of 2007/December 18, 99%
Block
oil and gas 2007
PT Pertamina Hulu Energi Tomori Sulawesi - Blok Senoro
Toili/Senoro Toili Block
oil and gas 2007

PT Pertamina Hulu Energi Jambi Merang - Blok Jambi
Merang/Jambi Merang Block
oil and gas 2007
PT Pertamina Hulu Energi Simenggaris - Blok
Simenggaris/Simenggaris Block
oil and gas 2007

PT Pertamina Hulu Energi Salawati - Blok Salawati/Salawati
Block
oil and gas 2007

PT Pertamina Hulu Energi Raja Tempirai - Blok Pendopo -
Raja/Pendopo - Raja Block
oil and gas 2007
PT Pertamina Hulu Energi Gebang N Sumatera - Blok
Gebang/Gebang Block
oil and gas 2007
PT Pertamina Hulu Energi South Jambi B - Blok South Jambi
B/South Jambi B Block
oil and gas 2007
12. PT Pertamina Hulu Energi Kakap - Blok Kakap/Kakap Block gas bumi/Exploration for and production of 2007/December 18, 99%
oil and gas 2007

PT Pertamina Hulu Energi Tuban East Java - Blok
Tuban/Tuban Block
oil and gas 2007

PT Pertamina Hulu Energi Ogan Komering - Blok Ogan 18 Desember 2007/
Komering/Ogan Komering Block December 18, 2007
oil and gas

PT Pertamina Hulu Energi W Madura Offshore - Blok West
Madura/West Madura Block
oil and gas 2007
PT Pertamina Hulu Energi Tengah K - Blok Tengah/Tengah
Block
oil and gas 2007
PT Pertamina Hulu Energi Corridor - Blok Corridor/
Corridor Block
oil and gas 2007
PT Pertamina Hulu Energi Salawati Basin - Blok Kepala
Burung/Kepala Burung Block
oil and gas 2007

b. Entitas Anak (lanjutan) b. Subsidiaries (continued)
Nama Entitas Anak Persentase

Tanggal Pendirian/
dan Wilayah Kerja/ Kegiatan Usaha/ Kepemilikan/
No. Date of
Name of Subsidiaries Nature of Business Percentage
Establishment
and Working Area of Ownership
PT Pertamina Hulu Energi Makassar Strait - Blok Makassar
Strait/Makassar Strait Block
oil and gas 2007
PT Pertamina Hulu Energi Donggala - Blok
Donggala/Donggala Block
oil and gas 2007
Eksplorasi untuk dan produksi minyak dan 23 November
PT Pertamina Hulu Energi Karama - Blok Karama/Karama
21. gas bumi/Exploration for and production of 2007/November 23, 99%
Block
oil and gas 2007
15 Januari 2008/
22. PT Pertamina Hulu Energi NSO - Blok NSO/NSO Block gas bumi/Exploration for and production of 99%
January 15, 2008
oil and gas
PT Pertamina Hulu Energi Coastal Plains Pekanbaru - Blok 15 Januari 2008/
Coastal Plains dan Pekanbaru (“CPP”)/CPP Block January 15, 2008
oil and gas
Eksplorasi untuk dan produksi gas metana
PT Pertamina Hulu Energi Metana Kalimantan A - Blok 12 November 2008/
24. batubara/Exploration for and production of 100%
Sangatta I/Sangatta I Block November 12, 2008
coal bed methane
PT Pertamina Hulu Energi Metana Kalimantan B - Blok 5 Mei 2009/
Sangatta II/Sangatta II Block May 5, 2009
coal bed methane
PT Pertamina Hulu Energi Metana Sumatera Tanjung Enim - 27 Juli 2009/
26. batubara/Exploration for and production of 99,90%
Blok Tanjung Enim/Tanjung Enim Block July 27, 2009
coal bed methane
PT Pertamina Hulu Energi Metana Sumatera 2 - Blok Muara 27 Juli 2009/
Enim/Muara Enim Block July 27, 2009
coal bed methane
PT Pertamina Hulu Energi West Glagah Kambuna - Blok West 6 Oktober 2009/
Glagah Kambuna/West Glagah Kambuna Block October 6, 2009
oil and gas
29. PT Pertamina Hulu Energi ONWJ - Blok ONWJ/ONWJ Block gas bumi/Exploration for and production of 2009/December 11, 99%
oil and gas 2009
PT Pertamina Hulu Energi Semai II - Blok Semai II/Semai II 26 Maret 2010/
Block March 26, 2010
oil and gas
Eksplorasi untuk dan produksi gas metana 9 September
PT Pertamina Hulu Energi Metana Sumatera 1 - Blok Muara
31. batubara/Exploration for and production of 2010/September 9, 99,90%
Enim I/Muara Enim I Block
coal bed methane 2010
Eksplorasi untuk dan produksi minyak dan 28 September
32. PT Pertamina Hulu Energi OSES - Blok OSES/OSES Block gas bumi/Exploration for and production of 2010/September 28, 99,90%
oil and gas 2010
PT Pertamina Hulu Energi Metana Sumatera 5 - Blok Muara 16 November 2010/
Enim II/Muara Enim II Block November 16, 2010
coal bed methane
Eksplorasi untuk dan produksi gas metana 25 November
PT Pertamina Hulu Energi Metan Tanjung II - Blok Tanjung
34. batubara/Exploration for and production of 2010/November 25, 100%
II/Tanjung II Block
Eksplorasi untuk dan produksi gas metana 29 November
PT Pertamina Hulu Energi Metan Tanjung IV - Blok Tanjung
35. batubara/Exploration for and production of 2010/November 29, 100%
IV/Tanjung IV Block
PT Pertamina Hulu Energi Metana Sumatera 4 - Blok Muara 23 Maret 2011/
Enim III/Muara Enim III Block March 23, 2011
coal bed methane
PT Pertamina Hulu Energi Metana Suban I - Blok Suban 22 Juli 2011/
I/Suban I Block July 22, 2011
coal bed methane
PT Pertamina Hulu Energi Metana Suban II - Blok Suban 22 Juli 2011/
II/Suban II Block July 22, 2011
coal bed methane


b. Entitas Anak (lanjutan) b. Subsidiaries (continued)
Nama Entitas Anak Tanggal Persentase
dan Wilayah Kerja/ Kegiatan Usaha/ Pendirian/ Kepemilikan/
No.
Name of Subsidiaries Nature of Business Date of Percentage
and Working Area Establishment of Ownership
PT Pertamina Hulu Energi Metana Sumatera 3 - Blok Air 26 April 2012/
39. batubara/Exploration for and production of coal 99,50%
Benakat I/Air Benakat I Block April 26, 2012
bed methane

Benakat II/Air Benakat II Block April 26, 2012
bed methane

Benakat III/Air Benakat III Block April 26, 2012
bed methane
27 November
Eksplorasi untuk dan produksi minyak dan gas
PT Pertamina Hulu Energi MNK Sumatera Utara - Blok MNK 2012/
42. bumi nonkonvensional/Exploration for and 99,50%
Sumbagut/MNK Sumbagut Block November 27,
production of nonconventional oil and gas
2012
14 Desember
Pertamina Hulu Energi Nunukan Company - Blok 2006/
43. bumi/Exploration for and production of oil and 100%
Nunukan/Nunukan Block December 14,
gas
2006
7 September
Pertamina Hulu Energi Ambalat Ltd.- Blok Ambalat/Ambalat 1999/
Block September 7,
gas
1999
14 September
1992/
45. Pertamina Hulu Energi Bukat Ltd - Blok Bukat/Bukat Block bumi/Exploration for and production of oil and 100%
September 14,
gas
1992
PT Pertamina Hulu Energi Babar Selaru - Blok Babar 1 Februari 2013/
Selaru/Babar Selaru Block February 1, 2013
gas

26 Agustus 2013/
47. PT Pertamina Hulu Energi NSB - Blok B/B Block bumi/Exploration for and production of oil and 99,50%
August 26,2013
gas
28 November
Pertamina Hulu Energi Oil and Gas - Blok A (Natuna Sea)/ 2013/
A Block (Natuna Sea) November 28,
gas
2013
16 Mei 2014/
49. PT Pertamina Hulu Energi Siak - Blok Siak/Siak Block bumi/Exploration for and production of oil and 99%
May 16, 2014
gas

PT Pertamina Hulu Energi East Sepinggan - Blok East 11 Juli 2014/
Sepinggan/East Sepinggan Block July 11, 2014
gas
Eksplorasi untuk dan produksi minyak dan gas 12 Februari 2015/

51. PT Pertamina Hulu Energi Abar - Blok Abar/Abar Block bumi/Exploration for and production of oil and February 12, 100%
gas 2015
Eksplorasi untuk dan produksi minyak dan gas 12 Februari 2015/

PT Pertamina Hulu Energi Anggursi - Blok Anggursi/Anggursi
52. bumi/Exploration for and production of oil and February 12, 100%
Block
gas 2015

PT Pertamina Hulu Energi MNK Sakakemang - Blok MNK 19 Mei 2015/
Sakakemang/MNK Sakakemang Block May 19, 2015
gas

PT Pertamina Hulu Energi Kampar - Blok Kampar/Kampar 19 Mei 2015/
Block May 19, 2015
gas
Portofolio kegiatan usaha Perusahaan/the 9 Juli 2015/

55. PT Pertamina Hulu Energi Arun 99%
Company’s business portofolio July 9, 2015

25 Mei 2016/
56. PT Pertamina Hulu Energi Ambalat Timur bumi/Exploration for and production of oil and 99%
May 25, 2016
gas
24 September
2017/
57. PT Pertamina Hulu Energi Ambalat bumi/Exploration for and production of oil and 99%
September 24,
gas
2017
24 September
2017/
58. PT Pertamina Hulu Energi Lepas Pantai Bunyu bumi/Exploration for and production of oil and 99%
September 24,
gas
2017

2. KESEPAKATAN KONTRAK MINYAK DAN GAS 2. OIL AND GAS CONTRACT ARRANGEMENTS
BUMI
a. Kontrak Bagi Hasil a. Production Sharing Contracts
Kontrak Bagi Hasil (“KBH”) dibuat oleh Production Sharing Contracts (“PSCs”) are
kontraktor KBH dengan Pemerintah melalui entered into by PSC contractors with the
Satuan Kerja Khusus Pelaksana Kegiatan Government through the Special Task Force For
Usaha Hulu Minyak dan Gas Bumi (“SKK Migas” Upstream Oil and Gas Business Activities (“SKK
- sebelumnya Badan Pelaksana Kegiatan Usaha Migas” - formerly Oil and Gas Upstream Activities
Hulu Minyak dan Gas Bumi/“BP MIGAS”) untuk Agency/“BP MIGAS”) acting on behalf of the
jangka waktu kontrak antara 20-30 tahun. Government for a period of 20-30 years. The
Periode tersebut dapat diperpanjang sesuai period may be extended in accordance with
dengan peraturan yang berlaku. applicable regulations.
i. Wilayah kerja i. Working area
Wilayah kerja KBH adalah wilayah The PSC working area is a designated area
kontraktor KBH melaksanakan kegiatan in which the PSC contractors may conduct oil
operasi minyak dan gas bumi. Kontraktor and gas operations. PSC contractors must
KBH wajib mengembalikan persentase return a certain percentage of this
tertentu dari luas wilayah kerja yang designated working area to SKK Migas on
ditentukan kepada Pemerintah melalui SKK behalf of the Government during the term of
Migas selama periode KBH. the PSC.
ii. Bagi hasil produksi minyak mentah dan ii. Crude oil and natural gas production
gas bumi sharing
Pembagian hasil produksi minyak mentah Equity crude oil and natural gas production is
dan gas bumi dihitung secara tahunan, determined annually, representing the total
yang merupakan jumlah lifting minyak liftings of crude oil and natural gas in each
mentah dan gas bumi setiap periode yang period ended December 31 net of investment
berakhir pada tanggal 31 Desember setelah credit, First Tranche Petroleum (“FTP”) and
dikurangi kredit investasi, First Tranche cost recovery.
Petroleum (“FTP”) dan cost recovery.
Kontraktor KBH dikenai pajak atas The PSC contractors are subject to tax on
pendapatan kena pajak dari kegiatan KBH their taxable income from their PSC
berdasarkan bagian kontraktor atas hasil operations based on their share of equity
produksi minyak mentah dan gas bumi, crude oil and natural gas production, less
dikurangi bonus-bonus, dengan tarif pajak bonuses, at a combined rate comprising
penghasilan gabungan yang terdiri dari corporate income tax and dividend tax.
pajak penghasilan dan pajak dividen.
iii. Cost recovery iii. Cost recovery
Pengembalian biaya operasi (cost Annual cost recovery comprises:

recovery) tiap tahun terdiri dari:
i. Biaya non-kapital tahun berjalan; i. Current year non-capital costs;

ii. Penyusutan biaya kapital tahun ii. Current year amortisation of capital
berjalan; dan costs; and
iii. Biaya operasi tahun sebelumnya yang iii. Previous years unrecovered operating
belum memperoleh penggantian costs.
(unrecovered costs).

BUMI (lanjutan) (continued)
a. Kontrak Bagi Hasil (lanjutan) a. Production Sharing Contracts (continued)
iv. Harga minyak mentah dan gas bumi iv. Crude oil and natural gas prices
Bagian kontraktor KBH atas produksi The PSC contractors’ crude oil production is
minyak mentah dinilai dengan Harga priced at Indonesian Crude Prices (“ICP”).
Minyak Indonesia (“ICP”). Gas bumi yang Natural gas delivered to third parties and
dikirim kepada pihak ketiga dan pihak related parties is valued based on the prices
berelasi dinilai dengan harga yang stipulated in the respective gas sales and
ditetapkan dalam perjanjian jual beli gas. purchase contracts.
v. Domestic Market Obligation (“DMO”) v. Domestic Market Obligation (“DMO”)
Minyak mentah Crude oil
Kontraktor KBH wajib memenuhi kebutuhan The PSC Contractors are required to supply
dalam negeri berdasarkan perhitungan the domestic market in accordance with the
setiap tahun sebagai berikut: following annual calculation:
1. Mengalikan jumlah minyak mentah 1. Multiply the total quantity of crude oil
yang diproduksi dari wilayah kerja produced from the contract area by a
dengan hasil pembagian antara jumlah fraction, the numerator of which is the
kebutuhan minyak mentah dalam total quantity of crude oil to be supplied
negeri sebagai pembilang dan jumlah and the denominator is the entire crude
seluruh minyak mentah yang oil production of all petroleum
diproduksi oleh seluruh perusahaan companies in Indonesia.
perminyakan di Indonesia sebagai
penyebut.
2. Menghitung 25% jumlah minyak 2. Compute 25% of the total quantity of

mentah yang diproduksi dari wilayah crude oil produced in the PSC’s working
kerja KBH. area.
3. Mengalikan jumlah minyak mentah 3. Multiply the lower computed, either

yang lebih kecil antara hitungan (1) under (1) or (2) by the percentage of the
atau (2) dengan persentase bagi hasil contractor’s entitlement.
kontraktor.
Harga DMO untuk minyak mentah adalah The price of DMO for crude oil supplied is
harga rata-rata tertimbang dari seluruh jenis equal to the weighted average of all types of
minyak mentah yang dijual oleh kontraktor crude oil sold by the PSC contractors or
KBH atau harga lain yang ditentukan dalam other price determined under the PSC.
KBH tersebut.
Gas bumi Natural gas
Kontraktor KBH wajib memenuhi kebutuhan The PSC Contractors are required to supply
dalam negeri Indonesia sebesar 25% dari the domestic market in Indonesia with 25% of
total gas bumi yang diproduksi dari wilayah the total quantity of natural gas produced in
kerja kontraktor dikalikan dengan the working area multiplied by the
persentase bagi hasil Kontraktor. Contractor’s entitlement percentage.

v. Domestic Market Obligation (“DMO”) v. Domestic Market Obligation (“DMO”)

(lanjutan) (continued)
Harga DMO untuk gas bumi ditentukan The price of DMO for natural gas is
berdasarkan harga jual yang disepakati di determined based on the agreed contracted
dalam kontrak penjualan. sales prices.
vi. First Tranche Petroleum (“FTP”) vi. First Tranche Petroleum (“FTP”)
Pemerintah dan Kontraktor berhak untuk The Government and Contractors are
menerima sebesar 10% - 20% dari jumlah entitled to receive an amount ranging from
produksi minyak mentah dan gas bumi 10% - 20% of the total production of crude
setiap tahunnya, sebelum dikurangi dengan oil and natural gas each year, before any
pengembalian biaya operasi dan kredit deduction for recovery of operating costs
investasi. and investment credit.
vii. Hak milik atas persediaan, perlengkapan vii. Ownership of materials, supplies and
dan peralatan equipment
Persediaan, perlengkapan dan peralatan Materials, supplies and equipment acquired

yang dibeli oleh kontraktor KBH untuk by the PSC Contractors for crude oil and
kegiatan operasi minyak mentah dan gas natural gas operations belongs to the
bumi merupakan milik Pemerintah, akan Government, however, the PSC Contractors
tetapi, kontraktor KBH memiliki hak untuk have the right to utilise such materials,
menggunakan persediaan, perlengkapan supplies and equipment until they are
dan peralatan tersebut sampai dinyatakan declared surplus or abandoned with the
surplus atau ditinggalkan dengan approval of SKK Migas.
persetujuan SKK Migas.
Pada tanggal 31 Desember 2018, kesepakatan As at December 31, 2018, the Company’s and
KBH yang dimiliki Perusahaan dan Entitas Anak Subsidiaries’ PSC arrangements were as
adalah sebagai berikut: follows:
i. Indonesian Participation Arrangements i. Indonesian Participation Arrangements

(“IP”) (“IP”)
Melalui kesepakatan IP, Pertamina, sebagai Through IP arrangements, Pertamina, a

Badan Usaha Milik Negara, mendapat State-Owned Enterprise, is offered a 10%
tawaran untuk memiliki 10% kepemilikan di working interest in PSCs at the first time
KBH pada saat pertama kali Rencana Plans of Development (“POD”) are approved
Pengembangan (“POD”) disetujui oleh by the Government of Indonesia
Pemerintah Indonesia (“Pemerintah”), yang (the “Government”), represented by SKK
diwakili oleh SKK Migas. Penyertaan di Blok Migas. The 14.28% interest in the Jabung
Jabung sebesar 14,28% merupakan Block reflects the acquisition of an additional
perolehan tambahan penyertaan sebesar interest of 4.28% by Pertamina. The 5%
4,28% oleh Pertamina. Penyertaan sebesar interest in the Tengah Block represents 10%
5% di Blok Tengah merupakan 10% dari of the 50% foreign contractor’s share.
50% kepemilikan kontraktor asing. Pertamina assigned these IP interests to the
Pertamina menyerahkan kepemilikan IP ini PHE’s Subsidiaries on January 1, 2008. As
kepada Entitas Anak PHE pada tanggal at December 31, 2018, the Subsidiaries’ IP
1 Januari 2008. Pada tanggal 31 Desember partnership arrangements are as follows:
2018, kesepakatan kemitraan Entitas Anak
melalui IP adalah sebagai berikut:

i. Indonesian Participation Arrangements i. Indonesian Participation Arrangements

(“IP”) (lanjutan) (“IP”) (continued)
Tanggal
Tanggal Tanggal Jatuh
Efektif Mulai Tempo
Kontrak/ Produksi/ Kontrak/ Persentase Periode
Wilayah Effective Production Expiry Partisipasi/ Kontrak/
Mitra Usaha/ Kerja/ Wilayah/ Date of Commencement Date of Percentage of Produksi/ Contract
Partners Working Area Area Contract Date Contract Participation Production Period
Chevron Blok Makassar Kalimantan 26/01/1990 01/07/2000 25/01/2020 10% Minyak dan 30 tahun/
Makassar Strait/ Timur/East gas years
Ltd. Makassar Kalimantan bumi/Oil
Tip Top Strait Block and gas
Makassar
Ltd.
Petrochina Blok Kepala Papua 15/10/2000 07/10/1996 6/10/2020 10% Minyak dan 20 tahun/
International Burung/Kepala gas years
(Bermuda) Burung Block* bumi/Oil
Ltd. and gas
Petrogas (Basin)
Ltd.
RH Petrogas
Salawati
Basin B.V.
Petrochina Blok Jambi 27/02/1993 13/09/1996 26/02/2023 14,28% Minyak dan 30 tahun/
International Jabung/Jabung gas years
Jabung Ltd. Block bumi/Oil
Petronas and gas
Carigali
Jabung Ltd.
ConocoPhillips Blok Corridor/ Sumatera 20/12/2003 01/08/1987 19/12/2023 10% Minyak dan 20 tahun/
(Grissik) Ltd. Corridor Block Selatan/ gas years
Talisman South bumi/Oil
(Corridor) Sumatera and gas
Ltd.
Star Energy Blok Kepulauan 22/03/2005 01/01/1987 21/03/2028 10% Minyak dan 23 tahun/
(Kakap) Ltd. Kakap/Kakap Natuna/ gas years
Singapore Block Natuna bumi/Oil
Petroleum Archipelago and gas
Co. Ltd.
Natuna Batavia
Oil
* KBH sudah diperpanjang dengan perubahan participating interest/PSC has been extended with changes in participating interest

ii. Kepemilikan di KBH yang diperoleh ii. PSC interests acquired after the issuance
setelah berlakunya Undang-Undang of Law No. 22 year 2001, related to Oil
No. 22 tahun 2001, tentang Minyak dan and Gas
Gas Bumi
1. Minyak dan Gas Bumi 1. Oil and Gas
Pada tanggal 31 Desember 2018, As at December 31, 2018, the oil and
kesepakatan kemitraan minyak dan gas partnership arrangements which
gas bumi yang telah ditandatangani have been entered into are as follows:
adalah sebagai berikut:
Tanggal Tanggal
Efektif Mulai
Kontrak/ Produksi/ Tanggal Jatuh Persentase Periode
Mitra Usaha Effective Production Tempo Kontrak/ Partisipasi/ Kontrak/
KBH/PSC Wilayah Kerja/ Wilayah/ Date of Commence- Expiry Date of Percentage of Produksi/ Contract
Partners Working Area Area Contract ment Date Contract Participation Production Period
PT Bumi Siak Blok Riau 06/08/2002 06/08/2002 05/08/2022 50% Minyak dan 20 tahun/
Pusako Coastal gas bumi/Oil years
Plains and gas
Pekanbaru/
Coastal
Plains
Pekanbaru Block
Kodeco Blok West Jawa Timur/ 07/05/2011 27/09/1984 06/05/2031 80% Minyak 20 tahun/
Energy Co. Madura/ East Java dan gas years
Ltd. West Madura bumi/Oil and
Mandiri Block* gas
Madura
Barat
Petronas Blok Randu- Jawa Tengah & 09/08/2007 - 08/08/2037 40% - 30 tahun/
Carigali gunting/Randu- Jawa Timur/ years
Sdn.Bhd. gunting Central & East
Petroviet- Block* Java
nam
* Entitas Anak Perusahaan ini adalah operator atas blok-blok ini/The Company’s Subsidiaries are the operators of these blocks

No. 22 tahun 2001, tentang Minyak dan and Gas (continued)
Gas Bumi (lanjutan)
1. Minyak dan Gas Bumi (lanjutan) 1. Oil and Gas (continued)
Tanggal
Efektif Mulai Tempo Persentase
Wilayah Kontrak/ Produksi/ Kontrak/ Partisipasi/ Periode
Mitra Usaha Kerja/ Effective Production Expiry Percentage Kontrak/
KBH/PSC Working Wilayah/ Date of Commencement Date of of Produksi/ Contract
Partners Area Area Contract Date Contract Participation Production Period
Premier Oil Blok A (Natuna Natuna Sea 15/01/1999, October 14/01/2019, 23% Minyak dan 20 tahun/
Natuna Sea Sea)/A Block PSC extension 1979/ PSC gas years
Ltd. (Natuna Sea) 16/10/2009 October extension bumi/Oil
Kufpec 1979 15/10/2029 and gas
Indonesia
(Natuna) BV
Natuna 1 BV
(Petronas
Carigali
Indonesia
Operation)
ENI Bukat Ltd. Blok Bukat/ Kalimantan 24/02/1998 - 23/02/2028 33,75% - 30 tahun/
Bukat Block Timur/East years
Kalimantan
ENI Ambalat Ltd. Blok Ambalat/ Kalimantan 27/09/1999 - 26/09/2029 33,75% - 30 tahun/
Ambalat Block Timur/East years
Kalimantan
Medco E&P Blok Nunukan/ Kalimantan 12/12/2004 - 11/12/2034 64,50% - 30 tahun/

Nunukan Nunukan Timur/East years
Videocon Block* Kalimantan
Indonesia
Nunukan
Bprl Ventures
Indonesia BV
Konsorsium Blok Semai II Papua Barat/ 13/11/2008 - 12/11/2038 15% - 30 tahun/

Murphy Offshore/ West Papua years
(Murphy Oil Semai II
Corporation, Offshore Block
Inpex
Corporation
and PTTEP
Ltd.)
Petronas Blok West Sumatera 30/11/2009 - 29/11/2039 40% - 30 tahun/

Carigali (West Glagah Utara/North years
Glagah Kambuna/ Sumatera
Kambuna) West Glagah
Sdn. Bhd. Kambuna
Block
Inpex Babar Blok Babar Maluku Lepas 21/11/2011 - 20/11/2041 15% Minyak dan 30 tahun/
Selaru Limited Selaru/ Babar Pantai/ gas years
Selaru Block Offshore bumi/Oil
Maluku and gas

Gas Bumi (lanjutan)
1. Minyak dan Gas Bumi (lanjutan) 1. Oil and Gas (continued)

Tanggal Tanggal Tanggal
Efektif Mulai Jatuh Persentase
Wilayah Kontrak/ Produksi/ Tempo Partisipasi/ Periode
Mitra Usaha Kerja/ Effective Production Kontrak/ Percentage Kontrak/
KBH/PSC Working Wilayah/ Date of Commencement Expiry Date of Produksi/ Contract
Partners Area Area Contract Date of Contract Participation Production Period
Tidak ada/ Blok B/ Sumatera 04/10/1998 01/10/2015 04/10/2018** 100% Minyak dan 20 tahun/
None B Block* Utara/North gas years
Sumatera bumi/Oil
and gas
PT Riau Blok Siak/ Riau 26/05/2014 28/05/2014 25/05/2034 90% Minyak dan 20 tahun/
Petroleum Siak Block* gas years
Siak bumi/Oil
and gas
Tidak ada/ Blok Riau 01/01/2016 Juli 1993/ 01/01/2036 100% Minyak dan 20 tahun/
None Kampar/ July 1993 gas years
Kampar bumi/Oil
Block* and gas
Tidak ada/ Blok Abar/ Jawa Barat 22/05/2015 - 22/05/2045 100% Minyak dan 30 tahun/
None Abar Lepas Pantai/ gas years
Block* Offshore bumi/Oil
West Java and gas
Tidak ada/ Blok Utara Jawa 22/05/2015 - 22/05/2045 100% Minyak dan 30 tahun/
None Anggursi/ Barat Lepas gas years
Anggursi Pantai/ bumi/Oil
Block* North and gas
Offshore
West Java
Tidak ada/ Blok East Kalimantan 25/05/2016 - 25/05/2046 100% Minyak dan 30 tahun/
None Ambalat/ Utara/North gas years
East Kalimantan bumi/Oil
Ambalat and gas
Block*
** KBH diperpanjang selama 6 (enam) bulan terhitung sejak 4 Oktober 2018 atau sampai KBH baru ditandatagani/ PSC extended for period 6 (six) months
starting from October 4, 2018 or until the new PSC is signed

ii. Kepemilikan di KBH yang diperoleh ii. PSC interests acquired after the
setelah berlakunya Undang-Undang issuance of Law No. 22 year 2001,
No. 22 tahun 2001, tentang Minyak dan related to Oil and Gas (continued)
Gas Bumi (lanjutan)
2. Gas Metana Batubara 2. Coal Bed Methane
Per tanggal 31 Desember 2018, As at December 31, 2018, Coal Bed

kesepakatan kemitraan Gas Metana Methane (“CBM”) partnership
Batubara (“GMB”) dalam kegiatan arrangements in exploration activities
eksplorasi yang telah ditandatangani which have been entered into are as
adalah sebagai berikut: follows:
Tanggal Tanggal
Efektif Jatuh
Kontrak/ Tempo Persentase Periode
Mitra Usaha Effective Kontrak/ Partisipasi/ Kontrak/
KBH/PSC Wilayah kerja/ Wilayah/ Date of Expiry Date Percentage of Produksi/ Contract
Partners Working Area Area Contract of Contract Participation Production Period
Sangatta West Blok Sangatta Kalimantan 13/11/2008 12/11/2038** 52% - 30 tahun/

CBM, Inc. I/Sangatta I Timur/East years
Block Kalimantan
PT Visi Multi Artha Blok Sangatta Kalimantan 05/05/2009 04/05/2039 40% - 30 tahun/
II/ Timur/East years
Sangatta II Kalimantan
Block
Arrow Energy Blok Tanjung Sumatera 04/08/2009 03/08/2039 27,5% - 30 tahun/

(Tanjung Enim) Enim/ Selatan/South years
Pte., Ltd. Tanjung Enim Sumatera
PT Bukit Asam Block
Metana Enim
PT Trisula CBM Blok Muara Sumatera 30/11/2009 29/11/2039 60% - 30 tahun/

Energy Enim/ Selatan/South years
Muara Enim Sumatera
Block
Konsorsium KP Blok Muara Sumatera 03/12/2010 02/12/2040** 65% - 30 tahun/

SGH Batubara Enim I/ Selatan/South years
(PT Indo Gas Muara Enim I Sumatera
Methan) Block*
Tidak ada/None Blok Tanjung II/ Kalimantan 03/12/2010 02/12/2040** 100% - 30 tahun/
Tanjung II Selatan/South years
Block* Kalimantan
Indo CBM Blok Muara Sumatera 01/04/2011 31/03/2041 40% - 30 tahun/

Sumbagsel 2 Enim II/ Selatan/South years
Pte. Ltd. Muara Enim II Sumatera
PT Metana Enim Block
Energi
** KBH Entitas Anak Perusahaan ini telah terminasi secara otomatis/PSC has been terminated automatically

Gas Bumi (lanjutan)
2. Gas Metana Batubara (lanjutan) 2. Coal Bed Methane (continued)

Tanggal Tanggal
Efektif Jatuh Persentase
Kontrak/ Tempo Partisipasi/ Periode
Mitra Usaha Effective Kontrak/ Percentage Kontrak/
KBH/PSC Wilayah kerja/ Wilayah/ Date of Expiry Date of Produksi/ Contract
Partners Working Area Area Contract of Contract Participation Production Period
PT Baturaja Blok Muara Sumatera 01/04/2011 31/03/2041** 73% - 30 tahun/
Metana Enim III/ Selatan/South years
Indonesia Muara Enim III Sumatera
Block*
PT Suban Energi Blok Suban I/ Sumatera 01/08/2011 31/07/2041** 58% - 30 tahun/
Suban I Block* Selatan/South years
Sumatera
PT Suban Methan Blok Suban II/ Sumatera 01/08/2011 31/07/2041** 50% - 30 tahun/
Gas Suban II Block* Selatan/South years
Sumatera
PT Petrobara Blok Air Sumatera 18/04/2012 17/04/2042** 79,5% - 30 tahun/

Sentosa Benakat I/Air Selatan/South years
Benakat I Sumatera
Block*
PT Prima Gas Blok Air Sumatera 18/04/2012 17/04/2042** 69,7% - 30 tahun/

Sejahtera Benakat II/Air Selatan/South years
Benakat II Sumatera
Block*
PT Unigas Blok Air Sumatera 18/04/2012 17/04/2042** 73,5% - 30 tahun/

Geosinklinal Benakat III/Air Selatan/South years
Makmur Benakat III Sumatera
Block*
** KBH telah terminasi secara otomatis/ PSC has been terminated automatically
Pada tanggal 31 Desember 2018, KBH As at December 31, 2018, Sangatta I

Blok Sangatta I, Blok Tanjung II, Blok Block, Tanjung II Block, Muara Enim I
Muara Enim I, Blok Muara Enim III, Blok Block, Muara Enim III Block, Suban I
Suban I, Blok Suban II, Blok Air Benakat Block, Suban II Block, Air Benakat 1
1, Blok Air Benakat 2 dan Air Benakat 3 Block, Air Benakat 2 Block and Air
telah terminasi otomatis karena jangka Benakat 3 Block PSCs have been
waktu 6 (enam) tahun masa eksplorasi automatically terminated due to the expiry
sejak tanggal efektif KBH telah berakhir. of 6 (six) years exploration periods.

setelah berlakunya Undang-Undang of Law No. 22 year 2001, related to Oil and
No. 22 tahun 2001, tentang Minyak dan Gas (continued)
Gas Bumi (lanjutan)
3. Minyak dan Gas Bumi 3. Unconventional Oil and Gas

Nonkonvensional
Per tanggal 31 Desember 2018, As at December 31, 2018,

kesepakatan kemitraan Minyak dan Gas Unconventional Oil and Gas partnership
Bumi Nonkonvensional yang telah arrangements which have been entered
ditandatangani adalah sebagai berikut: into are as follows:
Tanggal
Tanggal Jatuh Tempo Persentase Periode
Mitra Usaha Efektif Kontrak/ Kontrak/ Partisipasi/ Kontrak/
KBH/ Wilayah Kerja/ Wilayah/ Effective Date of Expiry Date Percentage of Produksi/ Contract
PSC Partner Working Area Area Contract of Contract Participation Production Period
Tidak ada/None Blok MNK Sumatera 15/05/2013 14/05/2043 100% - 30 tahun/

Sumbagut/MNK Utara/North years
Sumbagut Sumatera
Block*
Bukit Energy Blok MNK Sumatera 22/05/2015 22/05/2045 50% - 30 tahun/

Resources Sakakemang/ Selatan/South years
Sakakemang MNK Sumatera
Deep Pte.Ltd. Sakakemang
Block
b. Kontrak Gross Split (“Gross Split”) b. Gross Split Contracts (“Gross Split”)
Pada tanggal 13 Januari 2017 Peraturan Menteri On January 13, 2017, the regulation of the
Energi dan Sumber Daya Mineral No.08/2017 Minister of Energy and Mineral Resources
tentang ketentuan-ketentuan pokok Kontrak Bagi No.08/2017 regarding principles of the
Hasil Tanpa Mekanisme Pengembalian Biaya Production Sharing Contract without Cost
Operasi atau disebut sebagai KBH Gross Split Recovery Mechanism, also known as Gross
diterbitkan. Split PSC was issued.
Dalam KBH Gross Split, hasil produksi minyak In Gross Split PSC the sharing of oil and gas
dan gas bumi dibagi antara Pemerintah production between the Government of
Indonesia dan Kontraktor berdasarkan 3 kriteria Indonesia and the Contractors is based on the
sebagai berikut: following 3 criteria:
1. Base Split 1. Base Split
2. Variable Split 2. Variable Split
3. Progressive Split 3. Progressive Split

b. Kontrak Gross Split (“Gross Split”) (lanjutan) b. Gross Split Contracts (“Gross Split”)
(continued)
Pemerintah juga telah mengatur hal-hal terkait The Government has also arranged matters
KBH Gross Split sebagai berikut : related to Gross Split PSC as follow:
i. Rezim pajak yang berlaku untuk KBH Gross i. The tax regime applicable to the Gross
Split adalah sesuai dengan ketentuan Split PSC is in accordance with the
perundang-undangan di bidang pajak provisions of the income tax law;
penghasilan;
ii. Kontraktor KBH Gross Split diwajibkan ii. The contractors of Gross Split PSC must
mengganti biaya investasi yang dikeluarkan reimburse unrecovered investment costs to
oleh kontraktor KBH lama yang belum the old PSC contractors;
mendapatkan penggantian;
iii. Aset minyak dan gas bumi eks-KBH lama iii. The oil and gas assets of the old PSC
yang dimiliki oleh Direktorat Jenderal which are now owned by the Directorate
Kekayaan Negara (“DJKN”) akan digunakan General of State Assets (“DJKN”) are used
oleh kontraktor KBH Gross Split dengan by the Gross Split PSC contractors based
skema sewa. on lease scheme.
iv. Sewa dikenakan atas aset minyak dan gas iv. Leases are imposed on oil and gas assets
bumi yang digunakan oleh kontraktor KBH that are used and fully recovered, then the
Gross Split dan sudah cost recovery, fair value is appraised based on the
kemudian dihitung kembali nilai wajarnya Indonesian Appraisal Standard by the
berdasarkan Standar Penilaian Indonesia Public Appraiser, multiplied by the rental
oleh Penilai Publik, dikalikan tarif sewa yang rate set by DJKN.
ditetapkan oleh DJKN.
Per tanggal 31 Desember 2018, kesepakatan As of December 31, 2018, the signed Gross
KBH Gross Split yang telah ditandatangani Split PSC are as follow:
adalah sebagai berikut:
Tanggal Tanggal
Efektif Mulai
Kontrak/ Produksi/ Tanggal Jatuh Persentase Periode
Mitra Usaha Effective Production Tempo Kontrak/ Partisipasi/ Kontrak/
KBH/PSC Wilayah Kerja/ Wilayah/ Date of Commencement Expiry Date of Percentage of Produksi/ Contract
Partners Working Area Area Contract Date Contract Participation Production Period
MUJ ONWJ Blok Offshore Jawa Barat/ 19/01/2017 27/08/1971 18/01/2037 90% Minyak dan gas 20 tahun/
North West West Java bumi/ years
Java/ Offshore Oil and gas
North West
Java Block
Tidak ada/ Blok Tuban/ Jawa Timur/ 20/05/2018 12/02/1997 20/05/2038 100% Minyak dan gas 20 tahun/
None Tuban Block East Java bumi/ years
Oil and gas
Tidak ada/ Blok Ogan Sumatera Selatan/ 20/05/2018 11/07/1991 20/05/2038 100% Minyak dan gas 20 tahun/
None Komering/ South Sumatera bumi/ years
Ogan Oil and gas
Komering
Block

b. Kontrak Gross Split (“Gross Split”) b. Gross Split Contracts (“Gross Split”)
Tanggal
Tanggal Mulai Produksi/ Tanggal Jatuh Persentase Periode
Mitra Usaha Wilayah Efektif Kontrak/ Production Tempo Kontrak/ Partisipasi/ Kontrak/
KBH/PSC Kerja/ Wilayah/ Effective Date Commencmemt Expiry Date of Percentage of Produksi/ Contract
Partners Working Area Area of Contract Date Contract Participation Production Period
Tidak ada/ Blok Offshore Sumatera 06/09/2018* 1975 06/09/2038 100% Minyak dan gas 20 tahun/
None Southeast Tenggara/ bumi/ years
Sumatera/ Southeast Oil and gas
Offshore Sumatera
Southeast
Sumatera
Block
Tidak ada/ Blok NSO/ Lepas Pantai 17/10/2018* 01/10/2015 17/10/2038 100% Minyak dan gas 20 tahun/
None NSO Block Utara Sumatera/ bumi/ years
North Sumatera Oil and gas
Offshore
Tidak ada/ Blok Raja/ Sumatera 06/07/2019** 21/11/1992 05/07/2039 100% Minyak dan gas 20 tahun/
None Pendopo/ Selatan/ bumi/ years
Raja/ South Sumatera Oil and gas
Pendopo
Block
Tidak ada/ Blok Jambi Jambi 10/02/2019** 22/02/2011 09/02/2039 100% Minyak dan gas 20 tahun/
None Merang/ bumi/ years
Jambi Merang Oil and gas
Block
Eni East Blok East Sepinggan 20/07/2012*** - 20/07/2042 15% Minyak dan gas 30 tahun/
Sepinggan Sepinggan/ Timur/ bumi/ years
Ltd. East East Oil and gas
Sepinggan
Sepinggan
Block
Petrogas Blok Kepala Papua 15/10/2020 07/10/1996 15/10/2040 30% Minyak dan gas 20 tahun/
(Basin) Ltd. Burung/ bumi/ years
Kepala Oil and gas
Burung Block
Petrogas Blok Salawati/ Papua 23/04/2020 21/01/1993 23/04/2040 30% Minyak dan gas 20 tahun/
(Island) Salawati Block bumi/ years
Ltd. Oil and gas
* KBH gross split ditandatangani tanggal 20 April 2018/ Gross split PSC signed on April 20, 2018
** KBH gross split ditandatangani tanggal 31 Mei 2018/ Gross split PSC signed on May 31, 2018
*** Amandemen KBH menjadi KBH gross split ditandatangani tanggal 11 Desember 2018/ PSC Amendment to PSC Gross split signed on December 11, 2018
c. Joint Operating Body-Production Sharing c. Joint Operating Body-Production Sharing

Contracts (“JOB-PSC”) Contracts (“JOB-PSC”)
Dalam JOB-PSC, kegiatan operasional In a JOB-PSC, operations are conducted by

dilakukan oleh suatu badan operasi bersama a joint operating body between the Subsidiaries
antara Entitas Anak dan kontraktor. Bagian and the contractors. The Subsidiaries’ share of
Entitas Anak atas kewajiban pembiayaan expenditures is paid in advance by the
ditanggung lebih dahulu oleh para kontraktor contractors and is repaid by the Subsidiaries
dan dibayar oleh Entitas Anak melalui bagiannya out of their share of crude oil and natural gas
atas produksi minyak mentah dan gas bumi, production, with a 50% uplift. After all
ditambah dengan 50% uplift. Setelah semua expenditures are repaid, the crude oil and
pembiayaan dibayar kembali, maka hasil natural gas production is divided between the
produksi minyak mentah dan gas bumi dibagi Subsidiaries and the contractors based on their
antara Entitas Anak dan kontraktor sesuai respective percentages of participation in the
persentase partisipasi masing-masing dalam JOB-PSC. The contractors’ share of crude oil
JOB-PSC. Bagian kontraktor atas produksi and natural gas production is determined in the
minyak mentah dan gas bumi ditentukan dengan same manner as for a PSC.
cara yang sama sesuai KBH.

c. Joint Operating Body-Production Sharing c. Joint Operating Body-Production Sharing

Contracts (“JOB-PSC”) (lanjutan) Contracts (“JOB-PSC”) (continued)
Pada tanggal 31 Desember 2018, kesepakatan As at December 31, 2018, the Subsidiaries’
kemitraan JOB-PSC Entitas Anak adalah JOB-PSC partnership arrangements are as
sebagai berikut: follows:
Tanggal
Efektif Mulai Tempo Persentase
Kontrak/ Produksi/ Kontrak/ Partisipasi/ Periode
Mitra Usaha Wilayah
Effective Production Expiry Percentage Kontrak/
JOB-PSC/ Kerja/
Wilayah/ Date of Commencement Date of of Produksi/ Contract
JOB-PSC Partners Working Area
Area Contract Date Contract Participation Production Period
Talisman (Jambi Blok Jambi Jambi 10/02/1989 22/02/2011 09/02/2019 50% Minyak dan 30 tahun/
Merang) Ltd. Merang/ gas bumi/Oil years
Pacific Oil and Gas Jambi Merang and gas
Ltd. Block
PT Golden Spike Blok Raja dan Sumatera 06/07/1989 21/11/1992 05/07/2019 50% Minyak 30 tahun/
Energy Indonesia Pendopo Selatan/ dan gas years
/Raja and South bumi/
Pendopo Sumatera Oil and gas
Block
Petrochina Blok Salawati/ Papua 23/04/1990 21/01/1993 22/04/2020 50% Minyak dan 30 tahun/
International Salawati gas years
Kepala Burung Block* bumi/Oil
Ltd. and gas
RHP Salawati Island
BV
Petrogas (Island) Ltd.
PT Medco E&P Blok Senoro Sulawesi 04/12/1997 Agustus 30/11/2027 50% Minyak dan 30 tahun/
Tomori Sulawesi Toili/Senoro Tengah/ 2006/August gas years
Mitsubishi Toili Block Central 2006 bumi/Oil
Corporation Sulawesi and gas
Medco Simenggaris Blok Kalimantan 24/02/1998 30/11/2015 23/02/2028 37,5% Minyak dan 30 tahun/
Pty., Ltd. Simenggaris/ Timur/East gas years
Salamander Energy Simenggaris Kalimantan bumi/Oil
Ltd. Block and gas
* KBH sudah diperpanjang dengan perubahan participating interest/PSC has been extended with changes in participating interest
d. Pertamina Participating Interests (“PPI”) d. Pertamina Participating Interests (“PPI”)
Berdasarkan kesepakatan PPI, Entitas Anak Through PPI arrangements, the Subsidiaries
mempunyai kepemilikan di dalam kontrak yang own working interests in contracts similar to
serupa dengan kontrak JOB-PSC. Sisa JOB-PSC contracts. The remaining working
kepemilikan dimiliki oleh kontraktor yang interests are owned by a contractor who acts as
bertindak sebagai operator. Kewajiban operator. The Subsidiaries’ share of expenses
pembiayaan Entitas Anak dapat dilakukan is either funded by the Subsidiaries on a current
secara langsung oleh Entitas Anak, atau dapat basis, or paid in advance by the contractors and
pula ditanggung lebih dahulu oleh para repaid by the Subsidiaries out of their share of
kontraktor dan akan dibayar oleh Entitas Anak crude oil and natural gas production, with a 50%
dengan cara dipotongkan dari bagian Entitas uplift. The crude oil and natural gas production
Anak atas produksi minyak mentah dan gas is divided between the Subsidiaries and the
bumi, ditambah dengan 50% uplift. Produksi contractors based on their respective
minyak mentah dan gas bumi dibagi antara percentages of participation in the PSC. The
Entitas Anak dan kontraktor sesuai dengan contractors’ share of crude oil and natural gas
persentase kepemilikan masing-masing. Bagian production is determined in the same manner
kontraktor atas produksi minyak mentah dan gas as for a PSC.
bumi ditentukan dengan cara yang sama sesuai
KBH.

d. Pertamina Participating Interests (“PPI”) d. Pertamina Participating Interests (“PPI”)

Pada tanggal 31 Desember 2018, kesepakatan As at December 31, 2018, the Subsidiaries’ PPI
kemitraan PPI Entitas Anak adalah sebagai arrangement is as follows:
berikut:
Tanggal Tanggal
Efektif Mulai Tanggal
Wilayah Kontrak/ Produksi/ Jatuh Tempo Persentase Periode
Mitra Usaha Kerja/ Effective Production Kontrak/ Partisipasi/ Kontrak/
PPI/ Working Wilayah/ Date of Commenceme- Expiry Date Percentage of Produksi/ Contract
PPI Partners Area Area Contract nt Date of Contract Participation Production Period
ConocoPhillips Blok B/ Jambi 26/01/1990 26/09/2000 25/01/2020 25% Minyak dan 30 tahun/
(South Jambi) B Block Selatan/ gas bumi/Oil years
Ltd. South Jambi and gas
Petrochina
International
Jambi B Ltd.
e. Kepemilikan kontrak minyak dan gas bumi di e. Foreign oil and gas contract interests
luar negeri
Pada tanggal 31 Desember 2018, Perusahaan As at December 31, 2018, the Company and
dan Entitas Anak memiliki secara langsung Subsidiaries directly and indirectly held foreign oil
maupun secara tidak langsung kepemilikan and gas interests as follows:
pada kontrak minyak mentah dan gas bumi di
luar negeri sebagai berikut:
Tanggal
Efektif Tanggal Mulai Persentase
Wilayah Kontrak/ Produksi/ Kepemilikan/ Periode
Mitra Usaha Kerja/ Effective Production Percentage Kontrak/
Nama PBO/ PBO / Working Date of Commencement of Produksi/ Contract
Name of JOC JOC Partners Area Area Contract Date Participation Production Period
Petronas Carigali Petronas Blok Malaysia 16/06/2003 26/07/2010 30% Minyak 29 tahun/
Pertamina Carigali Sdn. Offshore dan gas years
Petrovietnam Bhd. Sarawak/ bumi/Oil
Operating Petrovietnam Offshore and gas
Company Sdn. Sarawak
Bhd (“PCPP”) Block
(SK 305)*
* Blok ini merupakan Pengendalian Bersama Operasi (“PBO”)/This Block is Joint Operating Contract (“JOC”)
f. Kontrak unitisasi f. Unitisation agreements
Sesuai dengan Peraturan Pemerintah No. 35 In accordance with Government Regulation

Tahun 2004 tentang Kegiatan Usaha Hulu No. 35 Year 2004 on Upstream Oil and Gas
Minyak dan Gas Bumi, Kontraktor KBH Business Activities, a contractor is required to
diwajibkan untuk melakukan unitisasi apabila conduct unitisation if it is proven that its
terbukti adanya reservoar yang memasuki reservoir extends into another contractor‟s
Wilayah Kerja Kontraktor lainnya. Menteri Energi Working Area. The Minister of Energy and
dan Sumber Daya Mineral menentukan operator Mineral Resources will determine the operator
pelaksana unitisasi berdasarkan kesepakatan di for the unitisation based on the agreement
antara para Kontraktor yang melakukan unitisasi between the contractors entering the unitisation
setelah mendapatkan pertimbangan SKK Migas. agreements after considering the opinion of
SKK Migas.

f. Kontrak unitisasi (lanjutan) f. Unitisation agreements (continued)
Karena beberapa pelamparan reservoir Entitas Since several of the Subsidiaries’ oil and gas
Anak memasuki Wilayah Kerja Kontraktor reservoirs extend into other Contractor’s
lainnya, Entitas Anak melakukan perikatan Working Areas, the Subsidiaries entered into
Perjanjian Unitisasi dengan beberapa kontraktor. Unitisation Agreements with several
contractors.
Pada tanggal 31 Desember 2018, Entitas Anak As at December 31, 2018, the Subsidiaries’
memiliki Perjanjian Unitisasi sebagai berikut: Unitisation Agreements were as follows:
Periode
Mulai Akhir Kontrak/
Para Pihak/ Lapangan/ Lokasi/ Kontrak/Start Produksi/ Kontrak/End Contract
Parties Operator Field Location Contract Production Contract Period
PHE Jambi Merang, ConocoPhillips Gelam Sumatera 05/06/1996 Februari 1989/ 09/02/2019 23 tahun/
Talisman Jambi (Grissik) Ltd. Selatan/ South February 1989 years
Merang, PO&G, Sumatera
Conoco Phillips
(Corridor), PHE
Corridor, Talisman
Corridor Ltd.
PHE Corridor, PEP, ConocoPhillips Suban Suban, 11/03/2013 Juni 2011 23/01/2023 10 tahun/
Talisman (Corridor) (Grissik) Ltd. Jambi /June 2011 years
Ltd., ConocoPhillips
(Grissik) Ltd.
PHE Siak, Chevron Chevron Manggala Riau 28/05/2014 28/05/2014 28/05/2034 20 tahun/
South dan/and years
Batang
PHE Salawati Basin, Petrochina Wakamuk Sorong, 13/11/2006 13/11/2006 22/04/2020 14 tahun/
PEP, PetroChina International Papua years
International Bermuda
Bermuda Ltd.,
Petrogas (Basin)
Ltd., RHP Salawati
Basin B.V.
PHE ONWJ, PEP PHE ONWJ MB Unit Jawa Barat/ 23/12/1985 23/12/1985 16/09/2035 50 tahun/
West Java years
PHE Ogan Komering, JOB Pertamina- Air Serdang Air Serdang, 22/07/1991 22/07/1991 28/02/2018 27 tahun/
PEP Jadestone (OK) Sumatera years
Energy Selatan/South
Sumatera

3. IKHTISAR KEBIJAKAN AKUNTANSI PENTING 3. SUMMARY OF SIGNIFICANT ACCOUNTING

POLICIES
Laporan keuangan konsolidasian PT Pertamina Hulu The consolidated financial statements of

Energi dan Entitas Anak telah diselesaikan dan PT Pertamina Hulu Energi and Subsidiaries were
disetujui untuk diterbitkan oleh Direksi Perusahaan completed and authorized for issue by the
pada tanggal 20 Februari 2019. Company’s Directors on February 20, 2019.
Kebijakan akuntansi dan pelaporan keuangan yang The accounting and financial reporting policies
diterapkan oleh Perusahaan sesuai dengan standar adopted by the Company conform to the
akuntansi keuangan di Indonesia, yaitu Pernyataan Indonesian financial accounting standards, which
Standar Akuntansi Keuangan (“PSAK”). Kebijakan are based on Indonesian Statements of Financial
akuntansi diterapkan secara konsisten dalam Accounting Standards (“SFAS”). The accounting
penyusunan laporan keuangan konsolidasian untuk policies were applied consistently in the
tanggal 31 Desember 2018 dan 2017 oleh preparation of the consolidated financial
Perusahaan dan Entitas Anak. statements as of December 31, 2018 and 2017 by
the Company and Subsidiaries.
a. Dasar penyusunan laporan keuangan a. Basis of consolidated financial statements

konsolidasian preparation
Laporan keuangan konsolidasian telah disusun The consolidated financial statements have
dengan harga perolehan, kecuali aset keuangan been prepared on the basis of historical cost,
yang tersedia untuk dijual dan aset keuangan except for available-for-sale financial assets
dan liabilitas keuangan yang diukur pada nilai and financial assets and financial liabilities
wajar melalui laporan laba rugi. which are measured at fair value through profit
or loss.
Laporan arus kas konsolidasian disusun dengan The consolidated statement of cash flows are
menggunakan metode langsung dengan prepared based on the direct method by
mengklasifikasikan arus kas menjadi kegiatan classifying cash flows on the basis of operating,
operasi, investasi dan pendanaan. investing and financing activities.
Laporan keuangan konsolidasian disajikan The consolidated financial statements are

dalam ribuan Dolar Amerika Serikat (US$ atau presented in thousands of US Dollars (US$),
Dolar AS), kecuali dinyatakan lain. unless otherwise stated.
Untuk memberikan pemahaman yang lebih baik In order to provide further understanding of the
atas kinerja keuangan Perusahaan dan Entitas financial performance of the Company and
Anak, karena sifat dan jumlahnya yang Subsidiaries, due to the significance of their
signifikan, beberapa pos pendapatan dan beban nature or amount, several items of income or
disajikan secara terpisah. expense have been shown separately.
Penyusunan laporan keuangan sesuai dengan The preparation of financial statements in

Standar Akuntansi Keuangan di Indonesia conformity with Indonesian Financial
mengharuskan penggunaan estimasi dan Accounting Standards requires the use of
asumsi. Hal tersebut juga mengharuskan certain critical accounting estimates and
manajemen untuk membuat pertimbangan assumptions. It also requires management to
dalam proses penerapan kebijakan akuntansi exercise its judgement in the process of
Perusahaan dan Entitas Anak. Area yang applying the Company’s and Subsidiaries’
kompleks atau memerlukan tingkat accounting policies. The areas involving a
pertimbangan yang lebih tinggi atau area dimana higher degree of judgement or complexity, or
asumsi dan estimasi dapat berdampak signifikan areas where assumptions and estimates are
terhadap laporan keuangan konsolidasian significant to the consolidated financial
diungkapkan di Catatan 4. statements are disclosed in Note 4.


(lanjutan) POLICIES (continued)
b. Perubahan kebijakan akuntansi dan b. Changes in accounting policies and

pengungkapan disclosures
i. Penerapan dari standar dan interpretasi i. The adoption of these new/revised

baru/revisi berikut, tidak menimbulkan standards and interpretations did not
perubahan besar terhadap kebijakan result in substantial changes to the
akuntansi Perusahaan dan Entitas Anak Company and Subsidiaries’ accounting
dan efek material terhadap laporan policies and had no material effect on
keuangan the amounts reported in the financial
statements
Standar baru, revisi terhadap standar yang The following new standards, amendments
telah ada dan interpretasi berikut ini, telah to existing standards and interpretations
diterbitkan dan wajib untuk diterapkan untuk have been published and are mandatory for
pertama kali untuk tahun buku Perusahaan the first time adoption for the Company’s
yang dimulai pada atau setelah tanggal financial year beginning on January 1, 2018
1 Januari 2018 atau periode setelahnya. or later periods. The Company has adopted
Perusahaan telah mengadopsinya tetapi them but they have no impact since they
tidak ada dampak signifikan terhadap bisnis are not significant to the Company’s
Perusahaan saat ini. business.
- Amandemen PSAK 2: Laporan Arus Kas - Amendment to SFAS 2: Statement of

tentang Prakarsa Pengungkapan. Cash Flow on the Disclosures Initiative.
- Amandemen PSAK 46: Pajak - Amendment to SFAS 46: Income
Penghasilan tentang Pengakuan Aset Taxes on the Recognition of Deferred
Pajak Tangguhan untuk Rugi yang Tax Assets for Unrealized Losses.
Belum direalisasi.
- Penyesuaian PSAK 15: Investasi pada - Improvement to SFAS 15: Investment
Entitas Asosiasi dan Ventura Bersama. in Associate and Joint Venture.
- Penyesuaian PSAK 67: Pengungkapan - Amendment to SFAS 67: Disclosure of
Kepentingan dalam Entitas Lain. Interest in Other Entities.
ii. Standar baru, revisi dan interpretasi ii. New standards, amendments and
yang telah diterbitkan, namun belum interpretations issued but not yet
berlaku efektif effective
Berikut ini adalah beberapa standar The following are several accounting
akuntansi yang telah disahkan oleh Dewan standards issued by the Indonesian
Standar Akuntansi Keuangan (“DSAK”) Financial Accounting Standards Board
yang dipandang relevan terhadap pelaporan (“DSAK”) that are considered relevant to
keuangan Perusahaan dan Entitas Anak the financial reporting of the Company and
namun belum berlaku efektif untuk laporan Subsidiaries but not yet effective for
keuangan konsolidasian 31 Desember 2018 consolidated financial statements as of
dan untuk tahun yang berakhir pada tanggal December 31, 2018 and for the year then
tersebut: ended:



pengungkapan (lanjutan) disclosures (continued)
ii. Standar baru, revisi dan interpretasi ii. New standards, amendments and
yang telah diterbitkan, namun belum interpretations issued but not yet
berlaku efektif (lanjutan) effective (continued)
- ISAK 33: Transaksi valuta asing dan - ISAK 33: Foreign currency transaction
imbalan di muka, yang mengklarifikasi and advance consideration, which clarify
penggunaan tanggal transaksi untuk the use of the transaction date to
menentukan kurs yang digunakan saat determine the exchange rate used in the
pengakuan awal dari aset, beban, atau initial recognition of the related asset,
pendapatan terkait pada saat entitas expense, or income at the time the entity
menerima atau membayar imbalan di as received or paid advance
muka dalam valuta asing. consideration in the foreign currency.
- Amandemen PSAK 24 (2018): Imbalan - Amendment to SFAS 24 (2018):

Kerja. Amandemen, Kurtailmen atau Employee Benefits. Plan Amendment,
Penyelesaian Program. Berlaku efektif Curtailment or Settlement. Effective
1 Januari 2019. January 1, 2019.
- PSAK 46 (Penyesuaian Tahunan 2018): - SFAS 46 (Annual Improvement 2018):

Pajak Penghasilan. Berlaku efektif Income Taxes. Effective January 1, 2019
1 Januari 2019.
- PSAK 66 (Penyesuaian Tahunan 2018): - SFAS 66 (Annual Improvement 2018):

Pengaturan Bersama. Berlaku efektif Joint Arrangement. Effective date
1 Januari 2019. January 1, 2019.
- PSAK 71: Instrumen Keuangan, yang - SFAS 71: Financial Instruments, which
merevisi persyaratan terkait klasifikasi revised the requirements related to the
dan pengukuran instrumen keuangan, classification and measurement of
termasuk model kerugian kredit financial instruments, including the
ekspektasian untuk menghitung expectation credit loss model for
penurunan nilai aset keuangan, dan calculation of impairment of financial
persyaratan akuntansi lindung nilai assets, and new general hedging
secara umum yang baru. Berlaku efektif accounting requirements. Effective
1 Januari 2020 dengan penerapan dini January 1, 2020 with earlier application is
diperkenankan permitted.
- PSAK 72: Pendapatan dari Kontrak - SFAS 72: Revenue from Contracts with
Dengan Pelanggan yang menetapkan Customers which sets out a
kerangka yang komprehensif untuk comprehensive framework to determine
menentukan bagaimana, kapan dan how, when and how much revenue can
seberapa besar suatu pendapatan dapat be recognized. SFAS 72 supersedes
diakui. PSAK 72 menggantikan sejumlah some current revenue accounting
standar akuntansi pendapatan yang ada standards, including SFAS 23: Revenue,
saat ini, termasuk PSAK 23: Pendapatan, SFAS 34: Construction Contracts and
PSAK 34: Kontrak Konstruksi dan ISAK 10: IFAS 10: Customer Loyalty Programs.
Program Loyalitas Pelanggan. Berlaku Effective January 1, 2020 with earlier
efektif 1 Januari 2020 dengan penerapan application is permitted.
dini diperkenankan



pengungkapan (lanjutan) disclosures (continued)
ii. Standar baru, revisi dan interpretasi yang ii. New standards, amendments and
telah diterbitkan, namun belum berlaku interpretations issued but not yet
efektif (lanjutan) effective (continued)
- PSAK 73: Sewa, berlaku efektif - SFAS 73: Lease, effective January 1,
1 Januari 2020 dengan penerapan dini 2020 with earlier application is
diperkenankan khusus bagi entitas yang permitted only for entities that apply
telah menerapkan PSAK 72 yang SFAS 72 which establishes the
menetapkan prinsip pengakuan, principles of recognition, measurement,
pengukuran, penyajian, dan pengungkapan presentation, and disclosure of leases
atas sewa dengan memperkenalkan model by introducing a single accounting model
akuntansi tunggal khususnya untuk specifically for lessee. Lessee are
penyewa. Penyewa disyaratkan untuk required to recognize right-of-use
mengakui aset hak-guna dan liabilitas assets and lease liabilities.
sewa.
- Amandemen PSAK 71: Instrumen - Amendement of SFAS 71: Financial

Keuangan tentang fitur percepatan Instruments regarding prepayment
pelunasan dengan kompensasi negatif features with negative compensation
yang mengatur bahwa aset keuangan which regulates that financial assets wich
dengan fitur percepatan pelunasan yang prepayment features that can results
dapat menghasilkan kompensasi negatif negative compensation meets
memenuhi kualifikasi sebagai arus kas qualification as contractual cashflows that
kontraktual yang berasal semata dari are solely payments of principal and
pembayaran pokok dan bunga. Penerapan interest. Early application of this
dini amandemen ini diperkenankan. ammendment is permitted.
Perusahaan dan Entitas Anak sedang The Company and Subsidiaries are presently
mengevaluasi dampak dari standar akuntansi evaluating and has not yet determined the
tersebut dan belum menentukan dampaknya effects of these accounting standards on its
terhadap laporan keuangan Perusahaan. financial statements.
c. Prinsip konsolidasi c. Principles of consolidation
Entitas anak adalah entitas yang dikendalikan Subsidiaries are entities controlled by the
oleh Perusahaan. Perusahaan memiliki Company. The Company controls an entity
pengendalian atas entitas ketika Perusahaan when it is exposed, or has rights, to variable
terekspos atau memiliki hak atas imbal hasil returns from its involvement with the entity and
variabel dari keterlibatannya dengan entitas dan has the ability to affect those returns through its
memiliki kemampuan untuk mempengaruhi power over the entity. When assessing whether
imbal hasil variabel tersebut melalui kekuasaan the Company has power, only substantive
yang dimiliki atas entitas. Ketika menilai apakah rights (held by the Company and other parties)
Perusahaan memiliki kekuasaan, hanya hak are considered.
substantif (baik dari Perusahaan maupun pihak
lain) yang diperhitungkan.


c. Prinsip konsolidasi (lanjutan) c. Principles of consolidation (continued)
Perusahaan dan Entitas Anak menggunakan The Company and Subsidiaries use the
metode akuisisi untuk mencatat kombinasi acquisition method of accounting to account for
bisnis. Imbalan yang dialihkan untuk akuisisi business combinations. The consideration
suatu Entitas Anak adalah sebesar nilai wajar transferred for the acquisition of a subsidiary is
aset yang dialihkan, liabilitas yang diakui dan the fair value of the assets transferred, the
kepentingan ekuitas yang diterbitkan oleh liabilities incurred and the equity interests
Perusahaan dan Entitas Anak. Imbalan yang issued by the Company and Subsidiaries. The
dialihkan termasuk nilai wajar aset atau liabilitas consideration transferred includes the fair value
yang timbul dari kesepakatan imbalan of any asset or liability resulting from a
kontinjensi. Biaya terkait akuisisi dibebankan contingent consideration arrangement.
ketika terjadi. Aset teridentifikasi yang diperoleh Acquisition-related costs are expensed as
dan liabilitas serta liabilitas kontinjensi yang incurred. Identifiable assets acquired and
diambil alih dalam suatu kombinasi bisnis diukur liabilities and contingent liabilities assumed in a
pada awalnya sebesar nilai wajar pada tanggal business combination are measured initially at
akuisisi. their fair values at the acquisition date.
Untuk setiap akuisisi, Perusahaan dan Entitas On an acquisition-by-acquisition basis, the

Anak mengakui kepentingan nonpengendali Company and Subsidiaries recognise any non-
pada pihak yang diakuisisi baik sebesar nilai controlling interest in the acquiree either at fair
wajar atau sebesar bagian proporsional value or at the non-controlling interest’s
kepentingan nonpengendali atas aset neto proportionate share of the acquiree’s net
pihak yang diakuisisi. assets.
Goodwill merupakan selisih lebih antara harga Goodwill represents the excess of the
perolehan investasi dan nilai wajar bagian acquisition cost over the fair value of the
Perusahaan dan Entitas Anak atas aset neto Company’s and Subsidiaries’ share of the net
Entitas Anak yang diakuisisi pada tanggal assets of the acquired subsidiaries at the dates
akuisisi. Goodwill dari akuisisi entitas anak of acquisition. Goodwill on acquisitions of
termasuk dalam kategori “aset tak berwujud”. subsidiaries is included as an “intangible
Goodwill diuji penurunan nilainya setiap tahun asset”. Goodwill is tested annually for
dan dicatat sebesar harga perolehan dikurangi impairment and carried at cost less
dengan akumulasi kerugian penurunan nilai. accumulated impairment losses. Impairment
Kerugian penurunan nilai atas goodwill tidak losses on goodwill are not reversed. Gains and
dapat dipulihkan. Keuntungan dan kerugian losses on the disposal of Subsidiaries include
pelepasan Entitas Anak mencakup jumlah the carrying amount of goodwill relating to the
tercatat goodwill yang terkait dengan Entitas Subsidiaries sold.
Anak yang dijual.
Transaksi pihak berelasi, saldo dan Intercompany transactions, balances and

keuntungan/kerugian antar entitas Perusahaan unrealized gains/losses on transactions
dan Anak Perusahaan yang belum direalisasi between the company and subsidiaries are
telah dieliminasi. eliminated.
Kepentingan nonpengendali merupakan Non-controlling interest represents the

proporsi atas hasil usaha dan aset neto entitas proportion of the results and net assets of
anak yang tidak diatribusikan pada Perusahaan subsidiaries which are not attributable to the
dan Anak Perusahaan. Company and subsidiaries.


d. Transaksi-transaksi dengan pihak berelasi d. Related party transactions
Perusahaan dan Entitas Anak melakukan The Company and Subsidiaries enter into
transaksi dengan pihak-pihak berelasi transactions with related parties as defined in
sebagaimana didefinisikan dalam PSAK 7: SFAS 7: Related Parties Disclosures. All
Pengungkapan Pihak-pihak Berelasi. Seluruh significant transactions and balances with
transaksi dan saldo signifikan dengan pihak- related parties are disclosed in the notes to the
pihak berelasi diungkapkan dalam catatan atas consolidated financial statements.
laporan keuangan konsolidasian.
e. Kas dan setara kas e. Cash and cash equivalents
Kas dan setara kas termasuk kas, bank dan Cash and cash equivalents are cash on hand,
deposito berjangka yang jatuh tempo dalam cash in banks and time deposits with maturity
jangka waktu tiga bulan atau kurang sejak periods of three months or less at the time of
tanggal penempatan yang tidak digunakan placement which are not used as collateral or
sebagai jaminan atau tidak dibatasi are not restricted.
penggunaannya.
Untuk tujuan laporan arus kas, kas dan setara For the purpose of the statements of cash
kas disajikan setelah dikurangi cerukan. flows, cash and cash equivalents are presented
net of overdrafts.
Kas dan setara kas yang dibatasi Cash and cash equivalents which are restricted
penggunaannya yang akan digunakan untuk for repayment of currently maturing obligations
membayar liabilitas yang akan jatuh tempo are presented as restricted cash under the
dalam waktu satu tahun disajikan sebagai kas current assets section, cash and cash
yang dibatasi penggunaannya dan disajikan equivalents which are restricted to repay
sebagai bagian dari aset lancar. Kas dan setara obligations maturing after one year from the
kas yang dibatasi penggunaannya untuk date of consolidated statement of financial
membayar liabilitas yang akan jatuh tempo position are presented as part of other assets
dalam waktu lebih dari satu tahun dari tanggal under the non-current assets section.
laporan posisi keuangan konsolidasian
disajikan dalam aset lain-lain dan disajikan
sebagai bagian dari aset tidak lancar.
f. Instrumen keuangan f. Financial instruments
i. Aset keuangan i. Financial assets
Pengakuan awal Initial recognition
Aset keuangan diklasifikasikan sebagai aset Financial assets are classified as financial
keuangan yang diukur pada nilai wajar assets at fair value through profit or loss,
melalui laba rugi, pinjaman yang diberikan loans and receivables, held-to-maturity
dan piutang, investasi dimiliki hingga jatuh investments, available-for-sale financial
tempo, aset keuangan tersedia untuk dijual, assets, or as derivatives designated as
atau sebagai derivatif yang ditetapkan hedging instruments in an effective hedge.
sebagai instrumen lindung nilai dalam The classification depends on the nature
lindung nilai yang efektif. Pengklasifikasian and purpose for which the asset was
ini tergantung pada hakekat dan tujuan aset acquired and is determined at the time of
keuangan diperoleh dan ditetapkan pada initial recognition. The Company and
saat pengakuan awal. Tidak terdapat Subsidiaries has not classified any of its
klasifikasi aset keuangan Perusahaan dan financial assets as Held To Maturity (HTM).
Entitas Anak sebagai aset keuangan yang
dimiliki hingga jatuh tempo (HTM).


f. Instrumen keuangan (lanjutan) f. Financial instruments (continued)
i. Aset keuangan (lanjutan) i. Financial assets (continued)
Pengakuan awal (lanjutan) Initial recognition (continued)
Aset keuangan pada awalnya diakui pada Financial assets are recognized initially at
nilai wajar, dan dalam hal aset keuangan fair value, in the case of financial assets
yang tidak diakui pada nilai wajar melalui not at fair value through profit or loss,
laba rugi nilai wajar tersebut, ditambah directly attributable transaction costs are
dengan biaya transaksi yang dapat added to the fair value.
diatributasikan secara langsung.
Pengukuran setelah pengakuan Subsequent measurement
Pengukuran setelah pengakuan awal atas The subsequent measurement of financial

aset keuangan bergantung pada klasifikasi assets depends on their classification as
- Aset keuangan yang diukur pada nilai - Financial assets at fair value through
wajar melalui laba rugi profit or loss
Aset keuangan yang diukur pada nilai Financial assets at fair value through
wajar melalui laba rugi termasuk aset profit or loss include financial assets
keuangan untuk diperdagangkan dan held for trading and financial assets
aset keuangan yang ditetapkan pada designated upon initial recognition at
saat pengakuan awal untuk diukur pada fair value through profit or loss.
nilai wajar melalui laba rugi.
- Pinjaman yang diberikan dan piutang - Loans and receivables
Pinjaman yang diberikan dan piutang Loans and receivables are non-
adalah aset keuangan non derivatif derivative financial assets with fixed or
dengan pembayaran tetap atau telah determinable payments that are not
ditentukan, yang tidak mempunyai quoted in an active market.
kuotasi di pasar aktif.


i. Aset keuangan (lanjutan) i. Financial assets (continued)
Pengukuran setelah pengakuan (lanjutan) Subsequent measurement (continued)
- Aset keuangan tersedia untuk dijual - Available-for-sale (AFS) financial

assets
Aset keuangan tersedia untuk dijual AFS financial assets are non-derivative
adalah aset keuangan nonderivatif yang financial assets that are designated as
ditetapkan sebagai tersedia untuk dijual available-for-sale or are not classified
atau yang tidak diklasifikasikan dalam in any of the two preceding categories.
dua kategori sebelumnya. Setelah After initial measurement, AFS
pengukuran awal, aset keuangan financial assets are measured at fair
tersedia untuk dijual diukur dengan nilai value with unrealized gains or losses
wajar dengan keuntungan atau kerugian recognized in equity until the
yang belum terealisasi diakui dalam investment is derecognized. At that
ekuitas sampai investasi tersebut time, the cummulative gain or loss
dihentikan pengakuannya. Pada saat previously recognized in equity is
itu, keuntungan atau kerugian kumulatif reclassified to the consolidated
yang sebelumnya diakui dalam ekuitas statements of profit and loss and other
akan direklasifikasi ke laporan laba rugi comprehensive income as a
dan penghasilan komprehensif lain reclassification adjustment.
konsolidasian sebagai penyesuaian
reklasifikasi.
Penghentian pengakuan Derecognition
Penghentian pengakuan atas suatu aset A financial asset, or where applicable, a

keuangan, atau, bila dapat diterapkan untuk part of a financial asset or part of a group
bagian dari aset keuangan atau bagian dari of similar financial assets, is derecognized
kelompok aset keuangan serupa, terjadi when:
bila:
- hak kontraktual atas arus kas yang - the contractual rights to receive cash
berasal dari aset keuangan tersebut flows from the asset have expired; or
berakhir; atau
- Perusahaan dan Entitas Anak telah - the Company and Subsidiaries have
mengalihkan hak untuk menerima arus transferred their rights to receive cash
kas yang berasal dari aset keuangan flows from the asset or have assumed
tersebut atau menanggung kewajiban an obligation to pay the received cash
untuk membayar arus kas yang diterima flows in full without material delay to a
tersebut tanpa penundaan yang third party under a “pass-through”
signifikan kepada pihak ketiga melalui arrangement, and either (a) the
suatu kesepakatan penyerahan dan (a) Company and Subsidiaries have
Perusahaan dan Entitas Anak secara transferred substantially all the risks and
substansial memindahkan seluruh risiko rewards of the financial asset, or (b) the
dan manfaat atas kepemilikan aset Company and Subsidiaries have neither
keuangan tersebut, atau (b) Perusahaan transferred nor retained substantially all
dan Entitas Anak secara substansial the risks and rewards of the asset, but
tidak memindahkan dan tidak memiliki have transferred control of the asset.
seluruh risiko dan manfaat atas
kepemilikan aset keuangan tersebut,
namun telah memindahkan
pengendalian atas aset keuangan
tersebut.


ii. Liabilitas keuangan ii. Financial liabilities
Pengakuan awal Initial recognition
Liabilitas keuangan diklasifikasikan sebagai Financial liabilities are classified as

liabilitas keuangan yang diukur pada nilai financial liabilities at fair value through
wajar melalui laba rugi dan liabilitas profit or loss and other financial liabilities.
keuangan lainnya. Perusahaan dan Entitas The Company and Subsidiaries determine
Anak menentukan klasifikasi liabilitas the classification of its financial liabilities at
keuangan pada saat pengakuan awal. initial recognition.
Liabilitas keuangan pada awalnya diukur Financial liabilities are recognized initially
pada nilai wajar dan, dalam hal liabilitas at fair value and, in the case of financial
keuangan yang diukur dengan biaya liabilities recognized at amortized cost,
perolehan diamortisasi, ditambah biaya include directly attributable transaction
transaksi yang dapat diatribusikan secara costs.
langsung.
Liabilitas keuangan Perusahaan dan Entitas The Company and Subsidiaries’ financial
Anak yang dikategorikan sebagai liabilitas liabilities which are classified as other
keuangan lainnya meliputi utang usaha, financial liabilities include trade payables,
utang Pemerintah, utang lain-lain, beban due to the Government, other payables,
akrual, pinjaman jangka pendek, liabilitas accrued expenses, short-term loans, long-
jangka panjang, utang obligasi dan utang term liabilities, bonds payable and other
jangka panjang lain-lain. long-term payables.
Pengukuran setelah pengakuan awal Subsequent measurement
Pengukuran liabilitas keuangan tergantung The measurement of financial liabilities

pada klasifikasinya sebagai berikut: depends on their classification as follows:
- Liabilitas keuangan yang diukur pada nilai - Financial liabilities at fair value through
wajar melalui laba rugi profit or loss
Liabilitas keuangan yang diukur pada nilai Financial liabilities at fair value through
wajar melalui laba rugi termasuk liabilitas profit or loss include financial liabilities
keuangan untuk diperdagangkan dan held for trading and financial liabilities
liabilitas keuangan yang ditetapkan pada designated upon initial recognition at
saat pengakuan awal untuk diukur pada fair value through profit or loss.
nilai wajar melalui laba rugi.
Liabilitas keuangan diklasifikasikan Financial liabilities are classified as held

sebagai kelompok diperdagangkan jika for trading if they are acquired for the
mereka diperoleh untuk tujuan dijual atau purpose of selling or repurchasing in
dibeli kembali dalam waktu dekat. the near term. Derivative liabilities are
Liabilitas derivatif juga diklasifikasikan also classified as held for trading unless
sebagai kelompok diperdagangkan they are designated as effective
kecuali mereka ditetapkan sebagai hedging instruments.
instrumen lindung nilai efektif.
Keuntungan atau kerugian atas liabilitas Gains or losses on liabilities held for
yang dimiliki untuk diperdagangkan diakui trading are recognized in the
dalam laporan laba rugi dan penghasilan consolidated statement of profit or loss
komprehensif lain konsolidasian. and other comprehensive income.


ii. Liabilitas keuangan (lanjutan) ii. Financial liabilities (continued)
Pengukuran setelah pengakuan awal Subsequent measurement (continued)

(lanjutan)
- Liabilitas keuangan pada biaya perolehan - Financial liabilities at amortized cost

diamortisasi
Setelah pengakuan awal, liabilitas After initial recognition, interest-bearing
keuangan yang diukur pada biaya loans and borrowings are subsequently
perolehan diamortisasi yang dikenakan measured at cost using the EIR method.
bunga selanjutnya diukur pada biaya At the reporting date, the accrued
perolehan diamortisasi dengan interest is recorded separately from the
menggunakan metode SBE. Pada tanggal respective principal loans as part of
pelaporan, biaya bunga yang masih harus current liabilities. Gains and losses are
dibayar dicatat secara terpisah dari pokok recognized in the consolidated
pinjaman terkait dalam bagian liabilitas statement of profit or loss and other
lancar. Keuntungan dan kerugian diakui comprehensive income when the
dalam laporan laba rugi dan penghasilan liabilities are derecognized as well as
komprehensif lain konsolidasian ketika through the amortization process using
liabilitas dihentikan pengakuannya serta the EIR method.
melalui proses amortisasi menggunakan
metode SBE.
Penghentian pengakuan Derecognition
Ketika sebuah liabilitas keuangan ditukar When an existing financial liability is

dengan liabilitas keuangan lain dari pemberi replaced by another from the same lender
pinjaman yang sama atas persyaratan yang on substantially different terms, or the terms
secara substansial berbeda, atau bila of an existing liability are substantially
persyaratan dari liabilitas keuangan tersebut modified, such an exchange or modification
secara substansial dimodifikasi, pertukaran is treated as a derecognition of the original
atau modifikasi persyaratan tersebut dicatat liability and the recognition of a new liability,
sebagai penghentian pengakuan liabilitas and the difference in the respective carrying
keuangan awal dan pengakuan liabilitas amounts is recognized in the consolidated
keuangan baru, dan selisih antara nilai statement of profit or loss and other
tercatat masing-masing liabilitas keuangan comprehensive income.
tersebut diakui dalam laporan laba rugi dan
penghasilan komprehensif lain konsolidasian.
Liabilitas keuangan dihentikan pengakuannya A financial liability is derecognized when the

pada saat liabilitas tersebut dihentikan atau obligation under the liability is discharged or
dibatalkan atau kadaluarsa. cancelled or has expired.
Metode Suku Bunga Efektif (“SBE”) Effective Interest Rate (“EIR”) method
Metode SBE adalah metode yang digunakan The EIR method is a method of calculating
untuk menghitung biaya perolehan the amortized cost of a financial asset and of
diamortisasi dari aset keuangan dan allocating interest income over the relevant
mengalokasikan pendapatan bunga selama period.
periode yang relevan.


iii. Saling hapus antar instrumen keuangan iii. Offsetting financial instruments
Aset keuangan dan liabilitas keuangan Financial assets and liabilitites are offset
disajikan secara saling hapus dan nilai and the net amount reported in the
netonya disajikan dalam laporan posisi consolidated statements of financial
keuangan konsolidasian, jika terdapat hak position, when there is a legally
yang berkekuatan hukum untuk melakukan enforceable right to offset the recognized
saling hapus atas jumlah yang telah diakui amounts and there is an intention to settle
tersebut dan ada niat untuk menyelesaikan on a net basis, or to realize the asset and
secara neto, atau merealisasikan aset dan settle the liability simultaneously.
menyelesaikan liabilitas secara simultan.
g. Penurunan nilai dari aset keuangan g. Impairment of financial assets
i. Aset yang dicatat berdasarkan biaya i. Assets carried at amortized cost

perolehan diamortisasi
Pada setiap akhir periode pelaporan, The Company and Subsidiaries assesses at
Perusahaan dan Entitas Anak mengevaluasi the end of each reporting period whether
apakah terdapat bukti yang objektif bahwa there is objective evidence that a financial
aset keuangan atau suatu kelompok aset asset or group of financial assets is
keuangan mengalami penurunan nilai. impaired.
Kriteria yang digunakan Perusahaan dan The criteria that the Company and
Entitas Anak untuk menentukan bahwa ada Subsidiaries uses to determine that there is
bukti objektif dari suatu penurunan nilai objective evidence of an impairment loss
meliputi: include:
- debitur gagal membayar atau - default or delinquency in payments by
menunggak pembayaran; the debtor;
- kesulitan keuangan signifikan yang - significant financial difficulty of the
dialami debitur; debtor;
- pelanggaran kontrak, seperti terjadinya - a breach of contract, such as a default or
wanprestasi atau tunggakan delinquency in interest or principal
pembayaran pokok atau bunga; payments;
- pemberi pinjaman, dengan alasan - the lenders, for economic or legal
ekonomi atau hukum sehubungan reasons relating to the borrower’s
dengan kesulitan keuangan yang dialami financial difficulty, granting to the
pihak peminjam, memberikan borrower a concession that the lenders
keringanan kepada pihak peminjam yang would not otherwise consider;
tidak mungkin diberikan jika pihak
peminjam tidak mengalami kesulitan
tersebut;
- terdapat kemungkinan besar bahwa - the probability that the debtor will enter
debitur akan dinyatakan pailit atau bankruptcy or other financial
melakukan reorganisasi keuangan reorganisation;
lainnya;
- hilangnya pasar aktif dari aset keuangan - the disappearance of an active market
akibat kesulitan keuangan; atau for that financial asset because of
financial difficulties; or


g. Penurunan nilai dari aset keuangan (lanjutan) g. Impairment of financial assets (continued)
i. Aset yang dicatat berdasarkan biaya i. Assets carried at amortized cost

perolehan diamortisasi (lanjutan) (continued)
- data yang dapat diobservasi - observable data indicating that there is a

mengindikasikan adanya penurunan measurable decrease in the estimated
yang dapat diukur atas estimasi arus kas future cash flows from a portfolio of
masa depan dari kelompok aset financial assets since the initial
keuangan sejak pengakuan awal aset recognition of those assets, although the
dimaksud, meskipun penurunannya decrease cannot yet be traced to the
belum dapat diidentifikasi ke aset individual financial assets in the portfolio,
keuangan secara individual dalam including:
kelompok aset tersebut, termasuk antara
lain:
• memburuknya status pembayaran • adverse changes in the payment
pihak peminjam dalam kelompok status of borrowers in the portfolio;
tersebut; dan and
• kondisi ekonomi nasional atau lokal • national or local economic conditions
yang berkorelasi dengan wanprestasi that correlate with defaults on the
atas aset dalam kelompok tersebut. assets in the portfolio.
Jika terdapat bukti objektif bahwa kerugian If there is an objective evidence that an
penurunan niIai telah terjadi, maka jumlah impairment loss has occured, the amount of
kerugian tersebut diukur sebesar selisih nilai loss is measured as the difference between
tercatat aset dengan nilai kini estimasi arus the asset’s carrying amount and the present
kas masa depan (tidak termasuk kerugian value of estimated future cash flows
kredit di masa depan yang belum terjadi) (excluding future credit losses that have not
yang didiskonto dengan menggunakan suku been incurred) discounted at the financial
bunga efektif awal dari aset tersebut. Nilai asset’s original effective interest rate. The
tercatat aset tersebut dikurangi, baik secara carrying amount of the asset is reduced
langsung maupun menggunakan pos provisi. either directly or through the use of a
Jumlah kerugian yang terjadi diakui pada provision account. The amount of the loss is
laporan laba-rugi. recognized in the profit or loss.
Jika, pada periode berikutnya, jumlah If, in a subsequent period, the amount of the
kerugian penurunan nilai berkurang dan impairment loss decreases and the decrease
pengurangan tersebut dapat dikaitkan secara can be related objectively to an event
objektif dengan peristiwa yang terjadi setelah occurring after the impairment was
penurunan nilai diakui (seperti meningkatnya recognized (such as an improvement in the
peringkat kredit debitur), maka kerugian debtor’s credit rating), the previously
penurunan nilai yang sebelumnya diakui recognized impairment loss will be reversed
akan dipulihkan, baik secara langsung, atau either directly or by adjusting the provision
dengan menyesuaikan pos provisinya. account. The reversal amount is recognized
Jumlah pemulihan tersebut diakui pada in the profit or loss and the amount cannot
laporan laba-rugi dan jumlahnya tidak boleh exceed what the amortized cost would have
mengakibatkan nilai tercatat aset keuangan been had the impairment not been
melebihi biaya perolehan diamortisasi pada recognized at the date the impairment was
tanggal pemulihan dilakukan seandainya reversed.
tidak ada penurunan nilai.


g. Penurunan nilai dari aset keuangan (lanjutan) g. Impairment of financial assets (continued)
ii. Aset yang tersedia untuk dijual ii. Assets classified as available for sale
Ketika penurunan nilai wajar atas aset When a decline in the fair value of an
keuangan yang diklasifikasikan dalam available-for-sale financial asset has been
kelompok tersedia untuk dijual telah diakui recognized directly in equity and there is
secara langsung dalam ekuitas dan terdapat objective evidence that the assets are
bukti objektif bahwa aset tersebut mengalami impaired, the cummulative loss that had
penurunan nilai, maka kerugian kumulatif been recognized in equity will be
yang sebelumnya diakui secara langsung reclassified from equity to the profit or loss
dalam ekuitas harus dikeluarkan dari ekuitas even though the financial asset has not
dan diakui pada laporan laba-rugi meskipun been derecognized. The amount of the
aset keuangan tersebut belum dihentikan cummulative loss that is reclassified from
pengakuannya. Jumlah kerugian kumulatif equity to the profit or loss is the difference
yang dikeluarkan dari ekuitas dan diakui between the acquisition cost and the
pada laporan laba-rugi merupakan selisih current fair value, less any impairment loss
antara biaya perolehan dengan nilai wajar on that financial asset previously
kini, dikurangi kerugian penurunan nilai aset recognized in the profit or loss.
keuangan yang sebelumnya telah diakui
pada laporan laba-rugi.
Kerugian penurunan nilai atas instrumen The impairment losses recognized in the
ekuitas yang telah diakui pada laporan laba- profit or loss on equity instrument cannot
rugi tidak dapat dipulihkan melalui laporan be reversed through the profit or loss.
laba-rugi.
h. Piutang usaha dan piutang lain-lain h. Trade receivables and other receivables
Piutang usaha merupakan jumlah tagihan dari Trade receivables are amounts due from
pelanggan atas penjualan minyak mentah dan customers for crude oil and natural gas sales in
gas bumi dalam kegiatan usaha normal. Piutang the ordinary course of business. Other
lain-lain adalah jumlah piutang pihak ketiga atau receivables are amounts due from third or
pihak berelasi di luar kegiatan usaha. Bila related parties for transactions beyond the
pembayaran diharapkan akan diterima dalam ordinary course of business. If collection is
jangka waktu satu periode atau kurang, maka expected in one period or less, they are
diklasifikasikan sebagai aset lancar. Bila tidak, classified as current assets. If not, they are
disajikan sebagai aset tidak lancar. presented as non-current assets.
Piutang usaha dan piutang lain-lain pada awalnya Trade and other receivables are recognised
diakui sebesar nilai wajar dan selanjutnya diukur initially at fair value and subsequently
pada biaya perolehan diamortisasi dengan measured at amortised cost using the effective
menggunakan metode bunga efektif, dikurangi interest method, less provision for impairment.
dengan provisi untuk penurunan nilai.
i. Persediaan i. Inventories
Persediaan material seperti suku cadang, bahan Materials such as spare parts, chemicals and
kimia dan sebagainya, dicatat berdasarkan nilai others are stated at the lower of weighted
yang lebih rendah antara harga perolehan average cost.
dengan metode rata-rata tertimbang.
Penyisihan penurunan nilai persediaan usang, An allowance for obsolete, unuseable and slow-
tidak terpakai dan lambat pergerakannya moving materials is provided based on
dilakukan berdasarkan analisis manajemen management’s analysis of the condition of such
terhadap kondisi material tersebut pada akhir materials at the end of the year.
tahun.


i. Persediaan (lanjutan) i. Inventories (continued)
Perusahaan dan Entitas Anak tidak mengakui The Company and Subsidiaries do not
persediaan minyak mentah dan gas bumi karena recognise inventories of crude oil and natural
persediaan tersebut merupakan milik Pemerintah gas as such inventories remain the property of
sampai minyak mentah dan gas bumi tersebut the Government until sold.
dijual.
j. Biaya dibayar di muka j. Prepayments
Biaya dibayar di muka diamortisasi dengan Prepayments are amortised on a straight-line

menggunakan metode garis lurus selama periode basis over the estimated beneficial periods of
manfaat masing-masing biaya dibayar di muka. the prepayments.
k. Investasi jangka panjang k. Long-term investments
Entitas asosiasi adalah seluruh entitas dimana Associates are all entities over which the
Perusahaan dan Entitas Anak memiliki pengaruh Company and Subsidiaries have significant
signifikan namun bukan pengendalian, biasanya influence but not control, generally
melalui kepemilikan hak suara antara 20% dan accompanying a shareholding of between 20%
50%. Investasi entitas asosiasi dicatat dengan and 50% of the voting rights. Investments in
metode ekuitas dan diakui awalnya sebesar associates are accounted for using the equity
harga perolehan. Nilai investasi Perusahaan dan method of accounting and are initially
Entitas Anak atas entitas asosiasi termasuk recognised at cost. The Company’s and
goodwill yang diidentifikasi ketika akuisisi, Subsidiaries’ investments in associates include
dikurangi akumulasi kerugian dan penurunan goodwill identified on acquisition, net of any
nilai. accumulated impairment loss.
Bagian Perusahaan dan Entitas Anak atas laba The Company’s and Subsidiaries’ share of their
atau rugi entitas asosiasi pasca akuisisi diakui associates’ post-acquisition profits or losses are
dalam laba rugi dan bagian atas mutasi recognised in profit or loss and their share of
pendapatan komprehensif lainnya pasca akuisisi post-acquisition movements in other
diakui di dalam penghasilan komprehensif. comprehensive income are recognised in other
comprehensive income.
Keuntungan dan kerugian dilusi yang timbul dari Dilution gains and losses arising from
investasi entitas asosiasi diakui dalam laba rugi. investments in associates are recognised in
profit or loss.
Keuntungan yang belum direalisasi atas transaksi Unrealised gains on transactions between the
antara Perusahaan dan Entitas Anak dan entitas Company and Subsidiaries and their
asosiasinya dieliminasi sebesar kepentingan associates are eliminated to the extent of the
Perusahaan dan Entitas Anak pada entitas Company’s and Subsidiaries’ interests in the
asosiasi. Kerugian yang belum direalisasi juga associates. Unrealised losses are also
dieliminasi kecuali transaksi tersebut memberikan eliminated unless the transaction provides
bukti penurunan nilai aset yang ditransfer. evidence of an impairment of the asset
Kebijakan akuntansi entitas asosiasi disesuaikan transferred. Accounting policies of associates
jika diperlukan untuk memastikan konsistensi have been changed where necessary to ensure
dengan kebijakan yang diterapkan oleh consistency with the policies adopted by the
Perusahaan dan Entitas Anak. Company and Subsidiaries.


l. Aset minyak dan gas bumi l. Oil and gas properties
i. Aset eksplorasi dan evaluasi i. Exploration and evaluation assets
Pengeluaran-pengeluaran sehubungan Oil and natural gas exploration and

dengan kegiatan eksplorasi dan evaluasi evaluation expenditures are accounted for
minyak dan gas dicatat dengan using the successful efforts method of
menggunakan metode akuntansi successful accounting. Costs are accumulated on a
efforts. Biaya-biaya yang terjadi field by field basis or a well by well basis.
diakumulasikan berdasarkan lapangan per
lapangan atau sumur per sumur.
Biaya geologi dan geofisika, termasuk Geological and geophysical costs,

survei seismik untuk tujuan eksplorasi including seismic surveys for exploration
dibebankan pada saat terjadi. purposes are expensed as incurred.
Biaya-biaya pengeboran sumur eksplorasi The costs of drilling exploratory wells and
dan biaya-biaya pengeboran sumur the costs of drilling exploratory - type
eksplorasi - tes stratigrafi dikapitalisasi stratigraphic test wells are capitalised as
sebagai bagian dari aset dalam part of assets under construction -
penyelesaian sumur eksplorasi dan exploratory and evaluation wells, within oil
evaluasi, di dalam aset minyak dan gas and gas properties pending determination
bumi hingga ditentukan apakah sumur of whether the wells have found proved
tersebut menemukan cadangan terbukti. reserves. If the wells have found proved
Jika sumur tersebut menemukan cadangan reserves, the capitalised costs of drilling
terbukti, kapitalisasi biaya pengeboran the wells are tested for impairment and
sumur dievaluasi terhadap penurunan nilai transferred to assets under construction -
dan ditransfer menjadi aset dalam development wells (even though the well
penyelesaian-sumur pengembangan may not be completed as a production
(walaupun sumur tersebut nantinya tidak well). If the well has not found proved
akan dijadikan sumur produksi). Jika sumur reserves, the capitalised costs of drilling
tersebut tidak menemukan cadangan the well are then charged to profit and loss
terbukti, dibebankan ke dalam biaya as a dry hole.
pengeboran sumur yang telah dikapitalisasi
akan laporan laba-rugi sebagai beban
sumur kering (dry hole).
Aset eksplorasi dan evaluasi direklasifikasi Exploration and evaluation assets are
dari aset eksplorasi dan evaluasi ketika reclassified from exploration and
prosedur evaluasi telah selesai. Aset evaluation assets when evaluation
eksplorasi dan evaluasi yang cadangannya procedures have been completed.
secara komersial telah terbukti akan Exploration and evaluation assets for
direklasifikasi menjadi aset pengembangan. which commercially-viable reserves have
Aset eksplorasi dan evaluasi diuji been identified are reclassified to
penurunan nilai sebelum direklasifikasi development assets. Exploration and
keluar dari aset eksplorasi dan evaluasi. evaluation assets are assessed for
impairment immediately prior to
reclassification out of exploration and
evaluation assets.


l. Aset minyak dan gas bumi (lanjutan) l. Oil and gas properties (continued)
ii. Aset pengembangan ii. Development assets
Biaya-biaya pengeboran sumur dalam The costs of drilling development wells

pengembangan termasuk biaya including the costs of drilling unsuccessful
pengeboran sumur pengembangan yang development wells and development-type
tidak menghasilkan dan sumur stratigraphic wells are capitalised as part of
pengembangan stratigrafi dikapitalisasi assets under construction of development
sebagai bagian dari aset dalam wells until drilling is completed. When the
penyelesaian sumur pengembangan hingga development well is completed in a specific
proses pengeboran selesai. Pada saat field, it is transferred to production wells.
pengembangan sumur telah selesai pada
lapangan tertentu, maka sumur tersebut
akan ditransfer sebagai sumur produksi.
iii. Aset produksi iii. Production assets
Aset produksi merupakan agregasi aset Production assets are aggregated

eksplorasi dan evaluasi dan pengeluaran exploration and evaluation assets and
pengembangan yang berhubungan dengan development expenditures associated with
sumur berproduksi. Aset produksi the producing wells. Production assets are
dideplesikan menggunakan metode unit depleted using a unit-of-production method
produksi berdasarkan cadangan terbukti on the basis of proved developed reserves,
yang telah dikembangkan sejak dimulainya from the date of commercial production of
produksi komersialnya dari masing-masing the respective field.
lapangan.
iv. Hak Kepemilikan atas Operasi Unitisasi iv. Ownership Interests in Unitisation
Operations
Aset bersama adalah aset dimana setiap A joint asset is an asset to which each party
pihak mempunyai hak dan kepemilikan has rights and often has joint ownership.
bersama. Setiap pihak memiliki hak eksklusif Each party has exclusive rights to a share
untuk mendapatkan bagian dari aset dan of the asset and the economic benefits
manfaat ekonomis yang dihasilkan oleh aset generated from that asset.
tersebut.
Pada unitisasi, operator dan non-operator In a unitisation, all the operating and non-
mempersatukan aset mereka di dalam satu operating participants pool their assets in a
lapangan produksi untuk membentuk satu producing field to form a single unit and in
unit produksi dan sebagai imbalan return receive an undivided interest in that
menerima kepemilikan di dalam unit unit. As such, a unitisation operation is a
tersebut. Dengan demikian, operasi unitisasi jointly controlled asset arrangement. Under
adalah perjanjian pengendalian bersama this arrangement, the Company records its
aset. Berdasarkan perjanjian ini, share of the joint asset, any liabilities it
Perusahaan mencatat bagiannya atas incurs, its share of any liabilities incurred
pengendalian bersama aset, setiap liabilitas jointly with the other parties relating to the
yang terjadi, bagiannya atas liabilitas yang joint arrangement, any revenue from the
terjadi bersama dengan pihak lain yang sale or use of its share of the output of the
berkaitan dengan perjanjian bersama, setiap joint asset and any expenses it incurs in
penghasilan dari penjualan atau respect of its interest in the joint
penggunaan bagiannya atas output ventura arrangement.
bersama, bersama dengan bagiannya atas
beban yang terjadi pada ventura bersama.


l. Aset minyak dan gas bumi (lanjutan) l. Oil and gas properties (continued)
iv. Hak Kepemilikan atas Operasi Unitisasi iv. Ownership Interests in Unitisation
(lanjutan) Operations (continued)
Apabila Perusahaan sebagai operator, jika When the Company is the operator, if the
bagian penjualan, pengeluaran biaya, non-operator’s share of revenues,
pengeluaran modal dan liabilitas non- expenses, capital expenditure and liabilities
operator melebihi permintaan kas yang exceeded the cash calls received by the
diterima oleh Perusahaan, maka Company, the Company recognises
Perusahaan mengakui piutang kepada non- receivables from the non-operator,
operator, jika sebaliknya Perusahaan otherwise the Company recognises
mengakui utang kepada non-operator payables due to the non-operator.
Operasi Bersama Joint Operations
Operasi bersama mengakui aset, kewajiban, The joint operator recognises the assets,
pendapatan dari penjualan bagiannya atas liabilities, revenue from the sale of its share of
output yang dihasilkan dari operasi bersama, the output generated from operations together
bagiannya atas pendapatan dari penjualan with a share of the revenues from the sale of
output oleh operasi bersama dan beban terkait the output by the joint operation and expenses
dengan kepentingannya dalam operasi related to its interests in the joint operation.
bersama.
m. Sewa m. Leases
Perusahaan dan Entitas Anak The Company and Subsidiaries classifies

mengklasifikasikan sewa berdasarkan sejauh leases based on the extent to which risks and
mana risiko dan manfaat yang terkait dengan rewards incidental to the ownership of a leased
kepemilikan aset sewaan berada pada lessor asset are vested upon the lessor or the lessee,
atau lessee, dan pada substansi transaksi and the substance of the transaction rather
daripada bentuk kontraknya, pada tanggal than the form of the contract, at the time of
pengakuan awal. initial recognition.
Suatu sewa diklasifikasikan sebagai sewa A lease is classified as a finance lease if it

pembiayaan jika sewa tersebut mengalihkan transfers substantially all the risks and rewards
secara substansial seluruh risiko dan manfaat incidental to ownership of the leased assets.
yang terkait dengan kepemilikan aset sewa. Such leases are capitalized at the inception of
Sewa tersebut dikapitalisasi sebesar yang lebih the lease at the fair value of the leased
kecil nilai wajar aset sewaan dan nilai kini property or, if lower, at the present value of
pembayaran sewa minimum. Pembayaran sewa minimum lease payments. Lease payments are
minimum harus dipisahkan antara bagian yang apportioned between the finance charges and
merupakan beban keuangan dan bagian yang reduction of the lease liability so as to achieve
merupakan pelunasan liabilitas, sedemikian rupa a constant periodic rate of interest on the
sehingga menghasilkan suatu tingkat suku remaining balance of the liability. Finance
bunga periodik yang konstan atas saldo liabilitas. charges are charged directly to profit or loss.
Beban keuangan dibebankan langsung dalam
laporan laba rugi.
Suatu sewa diklasifikasikan sebagai sewa A lease is classified as an operating lease if it

operasi jika sewa tidak mengalihkan secara does not transfer substantially all the risks and
substansial seluruh risiko dan manfaat yang rewards incidental to ownership of the leased
terkait dengan kepemilikan aset. Dengan asset. Accordingly, the related lease payments
demikian, pembayaran sewa diakui pada laporan are recognized in profit or loss on a straight-
laba rugi dengan dasar garis lurus (straight-line line basis over the lease term.
basis) selama masa sewa.


m. Sewa (lanjutan) m. Leases (continued)
Aset tetap yang diperoleh melalui sewa Fixed assets acquired under finance leases are
pembiayaan disusutkan dengan metode yang depreciated in a similar manner to owned
sama dengan penyusutan aset tetap yang assets. If there is no reasonable certainty that
dimiliki sendiri. Jika tidak terdapat kepastian the Company will acquire the ownership by the
yang memadai bahwa Perusahaan akan end of the lease term, the asset is depreciated
memiliki aset tersebut pada akhir masa sewa, over the shorter of the useful life of the asset or
aset tersebut disusutkan selama jangka waktu the lease term.
yang lebih pendek antara umur manfaat aset
atau masa sewa.
Penentuan apakah suatu perjanjian merupakan The determination of whether an arrangement

sewa didasarkan atas substansi perjanjian pada contains a lease is based on the substance of
tanggal awal sewa dan bagaimana pemenuhan the arrangement at the inception date, and
perjanjian tergantung pada penggunaan aset whether the fulfillment of the arrangement is
bersangkutan dan perjanjian tersebut dependent on the use of a specific asset and
memberikan suatu hak untuk menggunakan aset the arrangement conveys a right to use the
yang dimaksud. Apabila perjanjian mengandung asset. If an arrangement contains a lease, the
sewa, Perusahaan akan menilai apakah Company will assess whether such lease is a
perjanjian sewa tersebut adalah sewa finance or operating lease. If an arrangement
pembiayaan atau sewa operasi. Jika suatu contains a lease that transfers substantially to
perjanjian mengandung sewa, sewa yang the lessee all of the risks and rewards
mengalihkan secara substansial seluruh risiko incidental to ownership of the leased item, it is
dan manfaat yang terkait dengan kepemilikan classified as a finance lease, otherwise it is
aset akan diklasifikasikan sebagai sewa classified as an operating lease.
pembiayaan, sebaliknya akan diklasifikasikan
sebagai sewa operasi.
n. Provisi untuk biaya restorasi dan reklamasi n. Provision for environmental restoration and
lingkungan hidup reclamation costs
Provisi untuk biaya pembongkaran dan restorasi The provision for decommissioning and site
lokasi aset dicatat untuk mengakui kewajiban restoration costs provides for the legal
hukum berkaitan dengan penarikan aset minyak obligations associated with the retirement of oil
dan gas bumi dan aset jangka panjang lainnya and gas properties and other long-term assets
termasuk fasilitas produksi yang berasal dari including the production facilities that result
akuisisi, konstruksi atau pengembangan from the acquisition, construction or
dan/atau operasi normal dari aset tersebut. development and/or the normal operation of
Penarikan aset tersebut (selain penghentian such assets. The retirement of such assets is
sementara), adalah penghentian pemakaian their (other than temporary) removal from
termasuk penjualan, peninggalan, service including their sale, abandonment,
pendaurulangan atau penghapusan dengan cara recycling or disposal in some other manner.
lain.


lingkungan hidup (lanjutan) reclamation costs (continued)
Kewajiban ini diakui sebagai liabilitas pada saat These obligations are recognised as liabilities
timbulnya kewajiban konstruktif yang berkaitan when a constructive obligation with respect to
dengan penarikan sebuah aset dan pada the retirement of an asset is incurred, with the
awalnya diakui sebesar nilai wajarnya. Biaya initial measurement of the obligation at fair
penarikan aset dalam jumlah yang setara value. An asset retirement cost equivalent to
dengan jumlah liabilitas dikapitalisasi sebagai these liabilities is capitalised as part of the
bagian dari suatu aset tertentu dan kemudian related asset’s carrying value and is
disusutkan atau dideplesi selama masa manfaat subsequently depreciated or depleted over the
aset tersebut. Kewajiban ini diukur pada nilai kini asset’s useful life. These obligations are
dari perkiraan pengeluaran yang diperlukan measured at the present value of the
untuk menyelesaikan kewajiban, menggunakan expenditures expected to be required to settle
tingkat diskonto sebelum pajak yang the obligation using a pre-tax rate that reflects
mencerminkan penilaian pasar atas nilai waktu current market assessments of the time value of
uang dan risiko yang terkait dengan kewajiban money and the risks specific to the obligation.
tersebut.
Peningkatan kewajiban ini sehubungan dengan The increase in these obligations due to the
berlalunya waktu diakui sebagai beban bunga. passage of time is recognised as an interest
Aset yang dikapitalisasi akan disusutkan expense. The capitalised assets are depreciated
berdasarkan metode garis lurus selama taksiran on a straight-line basis over the lesser of their
masa manfaat ekonomis atau masa KBH, mana estimated useful lives or the term of the PSC for
yang lebih rendah dan menggunakan metode other oil and gas assets and using a unit-of-
unit produksi untuk aset produksi. production method for the production assets.
Perubahan dalam pengukuran kewajiban The changes in the measurement of these

tersebut yang timbul dari perubahan estimasi obligations that result from changes in the
waktu atau jumlah pengeluaran sumber daya estimated timing or amount of the outflow of
ekonomis yang diperlukan untuk menyelesaikan resources embodying economic benefits
kewajiban tersebut, atau perubahan dalam required to settle the obligation, or a change in
tingkat diskonto, akan ditambahkan pada atau the discount rate will be added to or deducted
dikurangkan dari harga perolehan aset yang from the cost of the related asset in the current
bersangkutan pada periode berjalan. Jumlah period. The amount deducted from the cost of
yang dikurangkan dari harga perolehan aset the asset should not exceed its carrying amount.
tidak boleh melebihi jumlah tercatatnya. Jika If a decrease in the liability exceeds the carrying
penurunan dalam liabilitas melebihi nilai tercatat amount of the asset, the excess is recognised
aset, kelebihan tersebut segera diakui dalam immediately in profit or loss. If the adjustment
laba rugi. Jika penyesuaian tersebut results in an addition to the acquisition cost of
menghasilkan penambahan pada harga an asset, the Company and Subsidiaries will
perolehan aset, Perusahaan dan Entitas Anak consider whether this is an indication that the
akan mempertimbangkan apakah hal ini new carrying amount of the asset may not be
mengindikasikan bahwa nilai tercatat aset yang fully recoverable. If there is such an indication,
baru mungkin tidak bisa dipulihkan secara the Company and Subsidiaries will test the
penuh. Jika terdapat indikasi tersebut, asset for impairment by estimating its
Perusahaan dan Entitas Anak akan melakukan recoverable amount and will account for any
pengujian penurunan nilai terhadap aset impairment loss incurred.
tersebut dengan melakukan estimasi atas nilai
yang dapat dipulihkan dan akan mencatat
kerugian dari penurunan nilai.


lingkungan hidup (lanjutan) reclamation costs (continued)
Provisi untuk hal-hal yang berkaitan dengan Provision for environmental issues that may not
lingkungan yang tidak berkaitan dengan involve the retirement of an asset, where the
penarikan aset, dimana Perusahaan dan Entitas Company and Subsidiaries are the responsible
Anak merupakan pihak yang bertanggung parties, are recognised when:
jawab, diakui ketika:
- Perusahaan dan Entitas Anak memiliki - the Company and Subsidiaries have a
kewajiban kini, baik yang bersifat hukum present legal or constructive obligation as
maupun konstruktif, sebagai akibat dari a result of past events;
peristiwa masa lalu;
- besar kemungkinan penyelesaian - it is probable that an outflow of resources
kewajiban tersebut mengakibatkan arus will be required to settle the obligation; and
keluar sumber daya; dan
- estimasi yang andal mengenai jumlah - the amount has been reliably estimated.
kewajiban tersebut dapat ditentukan.
Perusahaan dan Entitas Anak diharuskan The Company and Subsidiaries are required to
menempatkan dana di akun bank yang dibatasi place funds in restricted bank accounts, where
penggunaannya, jika ada, yang merupakan applicable, which represent the deposits for the
dana untuk tujuan restorasi lokasi aset, purna site restoration, decommissioning and post
operasi dan kewajiban pasca operasi tersebut. operation obligations. These deposits are
Dana ini disimpan dalam rekening bersama maintained in joint bank accounts between
antara SKK Migas dan Perusahaan dan Entitas SKK Migas and the Company and Subsidiaries
Anak dan hanya dapat digunakan untuk tujuan and can only be used for such purposes with
tersebut di atas dan dengan persetujuan dari approval from SKK Migas, or the amounts
SKK Migas, atau jumlah tersebut ditransfer ke should be transferred to SKK Migas if the
SKK Migas apabila kegiatan tersebut tidak activities are not conducted by the Company
dilakukan oleh Perusahaan dan Entitas Anak. and Subsidiaries.
o. Pengakuan pendapatan dan beban o. Revenue and expense recognition
Pendapatan dari produksi minyak mentah dan Revenues from the production of crude oil and
gas bumi diakui berdasarkan metode provisional natural gas are recognised on the basis of the
entitlements pada saat lifting. Perbedaan lifting provisional entitlements method at the point of
aktual minyak mentah dan gas bumi lifting. Differences between actual liftings of
menghasilkan piutang ketika entitlements final crude oil and natural gas result in a receivable
melebihi lifting minyak mentah dan gas bumi when final entitlements exceed liftings of crude
(posisi underlifting) dan menghasilkan utang oil and natural gas (underlifting position) and in
ketika lifting minyak mentah dan gas bumi a payable when liftings of oil and natural gas
melebihi entitlements final (posisi overlifting). exceed final entitlements (overlifting position).
Volume underlifting dan overlifting dinilai Underlifting and overlifting volumes are valued
berdasarkan harga rata-rata tertimbang tahunan based on the annual weighted average
Minyak Mentah Indonesia - ICP (untuk minyak Indonesian Crude Price - ICP (for crude oil) and
mentah) dan harga yang ditetapkan dalam the price as determined in the respective Sale
Perjanjian Jual Beli Gas yang bersangkutan and Purchase Contracts (for natural gas).
(untuk gas bumi).
Beban diakui pada saat terjadi berdasarkan Expenses are recognised when incurred on an
konsep akrual. accrual basis.


p. Program pensiun dan imbalan kerja p. Pension plan and employee benefits
karyawan
Perusahaan menerima pembebanan biaya jasa The Company is charged for current service
kini atas kewajiban pensiun dan imbalan kerja costs for pension and other employee benefit
untuk karyawan PT Pertamina (Persero) yang obligations for PT Pertamina (Persero)
statusnya diperbantukan ke Perusahaan. employees seconded to the Company.
Perusahaan memberikan imbalan pasca kerja The Company provides post-employment

kepada karyawan tetap (yang statusnya bukan benefits covering all of its permanent
perbantuan) sesuai dengan Kontrak Kerja employees (non seconded employees) in
Bersama (“KKB”). Imbalan pasca kerja karyawan accordance with its Employment Agreement
diakui berdasarkan ketentuan Undang-Undang Contract (“KKB”). Employee benefits involving
Ketenagakerjaan No. 13/2003 tanggal 25 Maret the Company’s post-employment benefit plans
2003 (Undang-Undang) atau program imbalan are recognised in accordance with Labor Law
pasca kerja Perusahaan, mana yang lebih tinggi. No. 13/2003 dated March 25, 2003, or the
Company’s plan, whichever benefit is higher.
Operator di KBH yang participating interest The operators of the PSCs in which
dimiliki oleh Entitas Anak, memberikan imbalan participating interests are owned by the
pasca kerja bagi semua karyawan tetapnya Subsidiaries, provide post-employment benefits
(karyawan yang direkrut secara langsung) covering all of their permanent employees
sesuai dengan KKB Entitas Anak. (direct hired employees) in accordance with the
Subsidiaries’ KKBs.
Kewajiban program pensiun imbalan pasti yang The liability recognised in the statement of
diakui dalam laporan posisi keuangan adalah financial position in respect of the defined
nilai kini kewajiban imbalan pasti pada tanggal benefit pension plans is the present value of the
laporan keuangan dikurangi nilai wajar aset defined benefit obligations at the end of the
program. Besarnya kewajiban imbalan pasti reporting date less the fair value of plan assets.
ditentukan berdasarkan perhitungan aktuaris The defined benefit obligations are calculated
independen yang dilakukan secara tahunan annually by independent actuaries using the
menggunakan metode projected unit credit. Nilai projected unit credit method. The present value
kini kewajiban imbalan pasti ditentukan dengan of the defined benefit obligations is determined
mendiskonto estimasi arus kas keluar masa by discounting the estimated future cash
depan menggunakan tingkat suku bunga obligasi outflows using the interest rates of high quality
korporat berkualitas tinggi dalam mata uang corporate bonds that are denominated in the
yang sama dengan mata uang imbalan yang currency in which the benefits will be paid, and
akan dibayarkan dan waktu jatuh tempo yang that have terms of maturity approximating the
kurang lebih sama dengan waktu jatuh tempo terms of the related pension obligations. If there
imbalan yang bersangkutan. Jika tidak terdapat is no deep market for such bonds, the market
pasar aktif untuk obligasi korporat tersebut, rates on government bonds are used.
digunakan tingkat suku bunga obligasi
pemerintah.
Beban yang diakui di laba rugi termasuk biaya Expense charged to profit or loss includes
jasa kini, beban/pendapatan bunga, biaya jasa current service costs, interest expense/income,
lalu dan keuntungan/kerugian penyelesaian. past service cost and gains and losses on
Keuntungan dan kerugian dari kurtailmen atau settlements. Gains or losses on the curtailment
penyelesaian program manfaat pasti diakui or settlement of a defined benefit plan are
ketika kurtailmen atau penyelesaian tersebut recognised when the curtailment or settlement
terjadi. occurs.


p. Program pensiun dan imbalan kerja p. Pension plan and employee benefits
karyawan (lanjutan) (continued)
Pengukuran kembali yang timbul dari program Remeasurements arising from defined benefit
pensiun manfaat pasti diakui dalam pendapatan retirement plans are recognised in other
komprehensif lain. Pengukuran kembali terdiri comprehensive income. Remeasurements
keuntungan dan kerugian aktuaria, imbal hasil comprise actuarial gains and losses, the return
aset program (diluar pendapatan bunga yang on plan assets (excluding amounts included in
sudah diakumulasi dalam perhitungan bunga net interest on the net defined benefit liability
neto (aset)) dan setiap perubahan atas dampak (asset)) and any change in the effect of the
batas atas aset (diluar pendapatan bunga yang asset ceiling (excluding amounts included in
sudah diakumulasi dalam perhitungan bunga net interest on the net defined benefit liability
neto (aset)). (asset)).
Pesangon pemutusan kontrak kerja terhutang Termination benefits are payable when an
ketika Perusahaan atau Entitas Anak employee’s employment is terminated by the
memberhentikan hubungan kerja sebelum usia Company or Subsidiaries before the normal
pensiun normal atau ketika karyawan menerima retirement date or whenever an employee
penawaran mengundurkan diri secara sukarela accepts voluntary redundancy in exchange for
dengan kompensasi imbalan pesangon. these benefits. The Company and Subsidiaries
Perusahaan dan Entitas Anak mengakui recognise the termination benefits at the earlier
pesangon pemutusan kontrak kerja pada of the following dates: (a) when the Company
tanggal yang lebih awal di antara: (a) ketika and Subsidiaries can no longer withdraw the
Perusahaan dan Entitas Anak tidak dapat lagi offer of those benefits; and (b) when they
menarik tawaran atas imbalan tersebut; dan (b) recognise restructuring costs involving the
ketika mereka mengakui biaya untuk payment of termination benefits. In the case of
restrukturisasi yang melibatkan pembayaran an offer made to encourage voluntary
pesangon. Dalam hal terdapat penawaran untuk resignation, the termination benefits are
mendorong pengunduran diri secara sukarela, measured based on the number of employees
pesangon pemutusan kontrak kerja diukur who are expected to accept the offer. Benefits
berdasarkan jumlah karyawan yang diperkirakan falling due more than 12 months after the end
menerima tawaran tersebut. Pesangon yang of the reporting period are discounted to their
jatuh tempo lebih dari 12 bulan setelah periode present value.
pelaporan harus didiskontokan ke nilai masa
kini.
q. Penjabaran mata uang asing q. Foreign currency translation
i. Mata uang fungsional dan penyajian i. Functional and presentation currency
Pos-pos yang disertakan dalam laporan Items included in the consolidated financial
keuangan konsolidasian Perusahaan dan statements of the Company and
Entitas Anak diukur menggunakan mata Subsidiaries are measured using the
uang yang sesuai dengan lingkungan currency of the primary economic
ekonomi utama dimana Perusahaan dan environment in which the Company and
Entitas Anak beroperasi (“mata uang Subsidiaries operate (the “functional
fungsional”). currency”).
Laporan keuangan konsolidasian disajikan The consolidated financial statements are

dalam Dolar Amerika Serikat (US$ atau presented in United States Dollars (US$ or
Dolar AS) yang merupakan mata uang US Dollars), which is the functional
fungsional Perusahaan dan Entitas Anak. currency of the Company and Subsidiaries.


q. Penjabaran mata uang asing (lanjutan) q. Foreign currency translation (continued)
ii. Transaksi dan saldo ii. Transactions and balances
Transaksi dalam mata uang selain Dolar Transactions denominated in currencies

AS dijabarkan ke dalam mata uang Dolar other than US Dollars are converted into US
AS dengan menggunakan kurs yang Dollars using the exchange rates prevailing
berlaku pada tanggal transaksi. Pada setiap at the dates of the transactions. At each
tanggal pelaporan, aset dan liabilitas reporting date, monetary assets and
moneter dalam mata uang selain Dolar AS liabilities denominated in currencies other
dijabarkan ke dalam mata uang Dolar AS than US Dollars are translated into US
menggunakan kurs penutup. Kurs yang Dollars using the closing exchange rate.
digunakan sebagai acuan adalah kurs yang The exchange rates used as the benchmark
dikeluarkan oleh Bank Indonesia. are the rates which are issued by Bank
Keuntungan dan kerugian selisih kurs yang Indonesia. Foreign exchange gains and
timbul dari penyelesaian transaksi dalam losses resulting from the settlement of such
mata uang selain Dolar AS dan dari transactions and from the translation at
penjabaran aset dan liabilitas moneter period-end exchange rates of monetary
dalam mata uang selain Dolar AS diakui di assets and liabilities denominated in
dalam laba rugi, kecuali jika ditangguhkan currencies other than US Dollars are
di dalam ekuitas sebagai lindung nilai arus recognised in profit or loss, except when
kas dan lindung nilai investasi neto yang deferred in equity as qualifying cash flow
memenuhi syarat. hedges and qualifying net investment
hedges.
Perubahan nilai wajar efek moneter yang Changes in the fair value of monetary
didenominasikan dalam mata uang selain securities denominated in currencies other
Dolar AS yang diklasifikasikan sebagai than US Dollars and classified as available-
tersedia untuk dijual dianalisa antara selisih for-sale are analysed between translation
penjabaran yang timbul dari perubahan differences resulting from changes in the
biaya perolehan diamortisasi efek dan amortised cost of the security and other
perubahan nilai tercatat efek lainnya. changes in the carrying amount of the
Selisih penjabaran terkait dengan security. Translation differences related to
perubahan biaya perolehan diamortisasi changes in amortised cost are recognised
diakui di dalam laba rugi dan perubahan in profit or loss and other changes in
nilai tercatat lainnya diakui pada carrying amount are recognised in other
penghasilan komprehensif lainnya. comprehensive income.
Kurs yang digunakan pada tanggal At the reporting date, the exchange rates
pelaporan adalah sebagai berikut (dalam (full amounts) used were as follows:
nilai penuh):
2018 2017
1.000 Rupiah/Dolar AS 0,07 0,07 1,000 Rupiah/US Dollar

1 Dolar Australia/Dolar AS 0,71 0,78 1 Australian Dollar/US Dollar


r. Pajak penghasilan r. Income tax
Beban pajak terdiri dari pajak kini dan pajak Tax expense comprises current and deferred
tangguhan. Pajak diakui dalam laporan laba tax. Tax is recognised in profit or loss, except to
rugi, kecuali jika pajak tersebut terkait dengan the extent that it relates to items recognised
transaksi atau kejadian yang langsung diakui ke directly in equity. In this case, the tax is also
ekuitas. Pada kasus ini, pajak tersebut masing- recognised in other comprehensive income or
masing diakui di pendapatan komprehensif lain directly in equity, respectively.
atau langsung di ekuitas.
Beban pajak kini dihitung berdasarkan taksiran Current tax expense is provided based on the
laba kena pajak tahun berjalan dan Pajak estimated taxable income for the year and the
penghasilan kini Entitas Anak dihitung Subsidiaries’ current income tax charge is
berdasarkan tarif pajak efektif gabungan yang calculated on the basis of the combined
ditetapkan dalam KBH bersangkutan. effective tax rate as per the respective PSCs.
Untuk entitas anak yang berdasarkan KBH For subsidiaries which based on Gross Split
Gross Split, beban pajak kini dihitung sesuai PSC, current tax expense is calculated in
dengan ketentuan perundang-undangan di accordance with the provisions of the income
bidang pajak penghasilan. tax law.
Pajak penghasilan tangguhan diakui, dengan Deferred income tax is recognised, using the
menggunakan metode balance sheet liability balance sheet liability method, on temporary
untuk semua perbedaan temporer antara dasar differences arising between the tax bases of
pengenaan pajak aset dan liabilitas dengan nilai assets and liabilities and their carrying amounts
tercatatnya pada laporan keuangan. Namun, in the financial statements. However, deferred
liabilitas pajak penghasilan tangguhan tidak tax liabilities are not recognised if they arise
diakui jika berasal dari pengakuan awal goodwill from the initial recognition of goodwill and
atau pada saat pengakuan awal aset dan deferred income tax is not accounted for if it
liabilitas yang timbul dari transaksi selain arises from initial recognition of an asset or
kombinasi bisnis yang pada saat transaksi liability in a transaction other than a business
tersebut tidak mempengaruhi laba rugi akuntansi combination that at the time of the transaction
dan laba rugi kena pajak. Pajak penghasilan affects neither accounting nor taxable profit or
tangguhan ditentukan dengan menggunakan loss. Deferred income tax is determined using
tarif pajak yang telah berlaku atau secara tax rates that have been enacted or
substantif telah berlaku pada akhir periode substantially enacted as at the reporting period
pelaporan dan diharapkan diterapkan ketika aset and are expected to apply when the related
pajak penghasilan tangguhan direalisasi atau deferred income tax asset is realised or the
liabilitas pajak penghasilan tangguhan deferred income tax liability is settled.
diselesaikan.


r. Pajak penghasilan (lanjutan) r. Income tax (continued)
Aset dan liabilitas pajak tangguhan yang berasal Deferred tax assets and liabilities involving
dari kegiatan di luar kegiatan KBH dihitung activities other than PSC activities are
dengan menggunakan tarif pajak yang berlaku measured at the tax rates that have been
atau secara substansial telah berlaku pada enacted or substantively enacted at the
tanggal neraca. Untuk aset dan liabilitas pajak balance sheet date. Deferred tax assets and
tangguhan terkait kegiatan KBH dihitung dengan liabilities involving PSC activities are measured
menggunakan tarif pajak yang berlaku pada at the tax rates in effect at the effective dates of
tanggal efektifnya KBH atau tanggal the PSCs or extensions or amendments of
perpanjangan atau tanggal perubahan KBH. such PSCs. Changes in deferred tax assets
Perubahan nilai tercatat aset dan liabilitas pajak and liabilities as a result of amendments of tax
tangguhan yang disebabkan oleh perubahan rates are recognised in the current year, except
tarif pajak dibebankan pada tahun berjalan, for transactions previously charged or credited
kecuali untuk transaksi-transaksi yang directly to equity.
sebelumnya telah langsung dibebankan atau
dikreditkan ke ekuitas.
Aset pajak tangguhan yang berhubungan Deferred tax assets relating to the carry
dengan saldo rugi fiskal yang belum digunakan forward of unused tax losses and unrecovered
dan biaya KBH yang belum memperoleh costs (for cost recovery PSC) are recognized
penggantian (untuk KBH cost recovery) diakui to the extent that it is probable that in the
apabila besar kemungkinan jumlah laba fiskal future, taxable income will be available against
pada masa mendatang akan memadai untuk the unused tax losses and unrecovered PSCs
dikompensasi dengan saldo rugi fiskal yang costs.
belum digunakan dan biaya KBH yang belum
memperoleh penggantian.
Aset dan liabilitas pajak penghasilan tangguhan Deferred income tax assets and liabilities are
dapat saling hapus apabila terdapat hak yang offset when there is a legally enforceable right
berkekuatan hukum untuk melakukan saling to offset current tax assets against current tax
hapus antara aset pajak kini dengan liabilitas liabilities and when the deferred income taxes
pajak kini dan apabila aset dan liabilitas pajak assets and liabilities relate to income taxes
penghasilan tangguhan dikenakan oleh otoritas levied by the same taxation authority for either
perpajakan yang sama, baik atas entitas kena the same taxable entity or different taxable
pajak yang sama ataupun berbeda dan adanya entities where there is an intention to settle the
niat untuk melakukan penyelesaian saldo-saldo balances on a net basis.
tersebut secara neto.


r. Pajak penghasilan (lanjutan) r. Income tax (continued)
Koreksi terhadap kewajiban perpajakan dicatat Amendments to taxation obligations are

pada saat surat ketetapan pajak diterima, atau recorded when an assessment is received or,
dalam hal Perusahaan dan Entitas Anak for assessment amounts appealed against by
mengajukan banding, ketika: (1) pada saat hasil the Company and Subsidiaries, when: (1) the
dari banding tersebut ditetapkan, kecuali bila result of the appeal is determined, unless there
terdapat ketidakpastian yang signifikan atas is significant uncertainty as to the outcome of
hasil banding tersebut, maka koreksi such an appeal, in which event the impact of
berdasarkan surat ketetapan pajak terhadap the amendment of tax obligations based on an
kewajiban perpajakan tersebut dicatat pada saat assessment is recognised at the time of
pengajuan banding dibuat, atau (2) pada saat making such an appeal, or (2) at the time
dimana berdasarkan pengetahuan dari based on knowledge of developments in
perkembangan atas kasus lain yang serupa similar cases involving matters appealed, in
dengan kasus yang sedang dalam proses rulings by the Tax Court or the Supreme Court,
banding, berdasarkan ketentuan Pengadilan that a positive appeal outcome is adjudged to
Pajak atau Mahkamah Agung, dimana ada be significantly uncertain, in which event the
ketidakpastian signifikan atas hasil proses impact of an amendment of tax obligations is
banding, maka pada saat itu perubahan recognised based on assessment amounts
kewajiban perpajakan diakui berdasarkan appealed.
jumlah ketetapan pajak yang diajukan banding.
s. Utang usaha dan utang lain-lain s. Trade and other payables
Utang usaha dan utang lain-lain pada awalnya Trade and other payables are recognised
diakui pada nilai wajar dan kemudian diukur initially at fair value and subsequently
dengan harga perolehan diamortisasi yang measured at amortised cost using the effective
menggunakan metode suku bunga efektif. interest method. Payables are classified as
Utang diklasifikasikan sebagai liabilitas jangka current liabilities if payment is due within one
pendek apabila pembayaran jatuh tempo dalam year or less (or in the normal operating cycle of
waktu satu tahun atau kurang (atau dalam siklus the business, if longer). If not, they are
normal operasi dari bisnis jika lebih lama). Jika presented as non-current liabilities.
tidak, utang usaha tersebut disajikan sebagai
liabilitas jangka panjang.
t. Pendapatan tangguhan t. Deferred revenue
Pendapatan tangguhan merupakan jumlah yang Deferred revenue represents amounts billed
telah ditagihkan dan diterima sehubungan and collected involving “take or pay” gas
dengan transaksi gas “ambil atau bayar” yang quantities, which will be recognized as revenue
akan diakui sebagai pendapatan ketika when the related gas quantity are delivered to
kuantitas gas tersebut telah dikirimkan ke customers or when the contract expires.
pelanggan atau pada saat perjanjian tersebut
berakhir.


u. Carried interests u. Carried interests
Perusahaan sebagai carried party The Company as a carried party
Perusahaan melalui Entitas Anak memiliki KBH The Company through its Subsidiaries is
untuk melakukan eksplorasi dan produksi involved in PSCs to conduct oil and gas
minyak dan gas bumi bersama dengan exploration and production together with other
kontraktor lain. Dalam kontrak kerjasama JOB contractors. Under JOB and PPI
dan PPI, jika Entitas Anak memilih untuk tidak arrangements, if the Subsidiaries decide not to
melakukan pendanaan maka kewajiban fund the oil and gas operations, the obligation
pembiayaan operasi minyak dan gas bumi to finance oil and gas operations is the
menjadi tanggung jawab kontraktor. Sebagai responsibility of the other contractors. As
kompensasi kepada kontraktor yang membiayai compensation for the contractors for carrying
beban bagian Entitas Anak, kontraktor berhak the Subsidiaries’ portion of expenditures, the
mendapatkan penggantian untuk seluruh biaya contractors are entitled to obtain
yang telah dikeluarkan atas nama Entitas Anak reimbursement for all sunk costs incurred on
yang diambil dari hasil produksi minyak dan gas behalf of the Subsidiaries out of the
bumi bagian participating interest Entitas Anak Subsidiaries’ participating interests in crude oil
ditambah uplift sebesar 50%. Oleh karena itu, and natural gas produced in the contract areas
kompensasi dan uplift, dalam bentuk minyak dan plus an uplift of 50%. Therefore, the
gas bumi tidak diakui sebagai pendapatan oleh reimbursements and the related uplifts, which
Entitas Anak. are settled in terms of oil and natural gas
liftings, are not recognised as the Subsidiaries’
revenue.
Apabila tidak ada produksi minyak dan gas bumi In the event that there is no oil and natural gas
yang dihasilkan ataupun produksi yang production entitlement or the value of the
dihasilkan oleh bagian Entitas Anak tidak Subsidiaries’ share of oil and natural gas
mencukupi untuk membayar seluruh production entitlements is less than the
pembiayaan yang telah dikeluarkan oleh funding incurred by the contractors on behalf
kontraktor atas nama Entitas Anak, maka Entitas of the Subsidiaries, the Subsidiaries have no
Anak tidak diharuskan untuk mengganti obligation to reimburse the contractors for
pembiayaan yang telah dikeluarkan oleh such a funding amount and therefore the
kontraktor tersebut dan oleh karenanya Entitas Subsidiaries do not recognise any liability to
Anak tidak mengakui adanya liabilitas kepada the contractors for such amounts.
kontraktor.
Selain kontrak kerjasama dengan kontraktor, In addition to involved in PSCs with other
Perusahaan melalui Entitas Anak memiliki KBH contractors, The Company through its
untuk melakukan eksplorasi dan produksi Subsidiaries is involved in PSCs to conduct oil
minyak dan gas bumi bersama dengan Badan and gas exploration and production together
Usaha Milik Daerah (“BUMD”) atau Perusahaan with Regional Owned Enterprises ("BUMDs")
Daerah berdasarkan Peraturan Menteri Energi or Regional Companies based on Regulation
dan Sumber Daya Mineral Republik Indonesia of the Minister of Energy and Mineral
No. 37 Tahun 2016 tentang Ketentuan Resources of the Republic of Indonesia No. 37
Penawaran Participating Interest 10% pada year 2016 on Offering Terms of 10%
Wilayah Kerja Minyak dan Gas Bumi. Participating Interest in Oil and Gas Block.


u. Carried interests (lanjutan) u. Carried interests (continued)
Perusahaan sebagai carrying party The Company as a carrying party
Penawaran PI 10% kepada BUMD atau PI 10% offer to BUMD or Regional Company is
Perusahaan Daerah dilaksanakan melalui carried out through Regional Company
Perusahaan Perseroan Daerah (“PPD”) dalam Company ("PPD") in the scheme of
skema kerjasama antara BUMD atau PPD cooperation between BUMD or PPD with the
dengan Perusahaan melalui Entitas Anak Company through Subsidiary as a contractor.
sebagai kontraktor. Skema kerjasama dilakukan The cooperation scheme is carried out by way
dengan cara pembiayaan terlebih dahulu oleh of financing in advance by the contractor on
kontraktor terhadap besaran kewajiban BUMD the amount of the BUMD or PPD obligations.
atau PPD. Besaran kewajiban BUMD atau PPD The amount of BUMD or PPD liabilities is
dihitung secara proporsional dari biaya operasi calculated proportionally from the operating
yang dikeluarkan selama masa eksplorasi dan costs incurred during the exploration and
eksploitasi berdasarkan rencana kerja exploitation period based on the budget work
anggaran. Pengembalian terhadap pembiayaan plan. Returns on financing are taken from the
diambil dari bagian BUMD atau PPD, dari hasil BUMD or PPD, from oil and gas production
produksi minyak dan gas bumi sesuai KBH according to PSC without interest. The amount
tanpa dikenakan bunga. Besaran pengembalian of return every year is carried out according to
setiap tahunnya dilakukan secara kelaziman the custom of the business of the amount of
bisnis dari besaran kewajiban dengan tetap the liability while still guaranteeing the receipt
menjamin adanya penerimaan bagi hasil of profit sharing of oil and gas production in a
produksi minyak dan gas bumi dalam jumlah certain amount for BUMD or PPD. The
tertentu untuk BUMD atau PPD. Jangka waktu repayment period starts at the time of
pengembalian dimulai pada saat produksi production until the obligation of the BUMD or
sampai dengan terpenuhinya kewajiban BUMD PPD is fulfilled within the PSC period.
atau PPD dalam jangka waktu KBH.
v. Penurunan nilai aset non-keuangan v. Impairment of non-financial assets
Sumur eksplorasi diuji untuk penurunan nilai Exploration wells are tested for impairment
pada saat akan direklasifikasi sebagai sumur when reclassified to development wells, or
pengembangan, atau apabila terdapat kejadian whenever events or changes in circumstances
atau perubahan keadaan yang mengindikasikan indicate that the carrying amount may not be
bahwa nilai tercatat tidak dapat dipulihkan. Rugi recoverable. An impairment loss is recognised
penurunan nilai diakui sebesar jumlah dimana for the amount by which the carrying amount of
nilai tercatat dari sumur eksplorasi tersebut the exploration wells exceeds their recoverable
melebihi jumlah terpulihkan, yang merupakan amount, which is the higher of the fair value
nilai tertinggi antara nilai wajar aset dikurangi less cost to sell or value in use of the
biaya untuk menjual atau nilai pakai dari sumur exploration wells. For the purpose of assessing
eksplorasi. Dalam rangka menguji penurunan impairment, assets are grouped at the existing
nilai, aset dikelompokkan kepada unit penghasil cash generating units of production fields that
kas yang ada dari lapangan produksi yang are located in the same geographical region.
terletak di wilayah geografis yang sama. Rugi Impairment losses are recognised in profit or
penurunan nilai diakui dalam laba rugi. loss. Reversal of an impairment is recorded as
Pemulihan penyisihan penurunan nilai diakui income in the year when the reversal occurs.
sebagai pendapatan dalam tahun dimana
pemulihan tersebut terjadi.


v. Penurunan nilai aset non-keuangan (lanjutan) v. Impairment of non-financial assets

(continued)
Aset minyak dan gas bumi yang telah Oil and gas properties with proven reserves
menemukan cadangan terbukti (aset (development and producing assets) and other
pengembangan dan produksi) dan aset minyak oil and gas assets are reviewed for impairment
dan gas bumi lainnya ditelaah untuk penurunan losses when events or changes in
nilai ketika kejadian atau perubahan keadaan circumstances indicate that the carrying
mengindikasikan bahwa nilai tercatat tidak dapat amount may not be recoverable. An
dipulihkan. Rugi penurunan nilai diakui sebesar impairment loss is recognised for the amount
jumlah dimana nilai tercatat dari aset tersebut by which the carrying amount of such
melebihi jumlah terpulihkan, yang merupakan properties exceed their recoverable amount,
nilai tertinggi antara nilai wajar aset dikurangi which is the higher of the fair value less cost to
biaya untuk menjual atau nilai pakai dari aset sell of such assets or their value in use. For
tersebut. Dalam rangka menguji penurunan the purpose of assessing impairment, assets
nilai, aset dikelompokkan hingga unit terkecil are grouped at the lowest levels for which
yang menghasilkan arus kas terpisah. Rugi there are separately identifiable cash flows.
penurunan nilai diakui dalam laba rugi. Impairment losses are recognised in profit or
Pemulihan penyisihan penurunan nilai diakui loss. Reversal of an impairment is recorded as
sebagai pendapatan dalam tahun dimana income in the year when the reversal occurs.
pemulihan tersebut terjadi.
w. Dividen w. Dividends
Distribusi dividen kepada pemegang saham Dividend distributions to the Company’s and
Perusahaan dan Entitas Anak diakui sebagai Subsidiaries’ shareholders are recognised as a
liabilitas dalam laporan keuangan dalam periode liability in the financial statements in the period
dimana pembagian dividen diumumkan. in which the dividends are declared.
x. Pengaturan bersama x. Joint arrangements

Perusahaan dan Entitas Anak merupakan pihak The Company and Subsidiaries are parties to
dalam pengaturan bersama apabila terdapat joint arrangements when there is a contractual
pengaturan kontraktual yang memberikan arrangement that confers joint control over the
pengendalian bersama atas aktivitas relevan relevant activities of the arrangement to the
kepada Perusahaan dan Entitas Anak dan Company and Subsidiaries and at least one
minimal satu pihak lainnya. Pengendalian other party. Joint control is assessed under the
bersama diuji dengan prinsip yang sama same principles as control over subsidiaries.
dengan penilaian pengendalian atas entitas
anak.
Perusahaan dan Entitas Anak The Company and Subsidiaries classify their
mengklasifikasikan kepentingannya dalam interests in joint arrangements as either:
pengaturan bersama sebagai berikut:
- Ventura bersama: ketika Perusahaan dan - Joint ventures: where the Company and
Entitas Anak memiliki hak hanya pada aset Subsidiaries have rights to only the net
neto dari pengaturan bersama assets of the joint arrangement
- Operasi bersama: ketika Perusahaan dan - Joint operations: where the Company and
Entitas Anak memiliki hak atas aset dan Subsidiaries have both the rights to assets
kewajiban atas liabilitas yang terkait dengan and obligations for the liabilities of the joint
pengaturan bersama. arrangement.


x. Pengaturan bersama (lanjutan) x. Joint arrangements (continued)
Dalam melakukan penilaian klasifikasi In assessing the classification of interests in

kepentingan dalam pengaturan bersama, joint arrangements, the Company and
Perusahaan dan Entitas Anak Subsidiaries consider:
mempertimbangkan hal-hal berikut:
- struktur pengaturan bersama; - the structure of the joint arrangement;
- bentuk hukum pengaturan bersama apabila - the legal form of joint arrangements
dibentuk melalui kendaraan terpisah; structured through a separate vehicle;
- persyaratan pengaturan kontraktual - the contractual terms of the joint
bersama; arrangement agreement;
ketika relevan, fakta dan keadaan lain (termasuk any other facts and circumstances (including
pengaturan kontraktual lain). any other contractual arrangements).
Perusahaan dan Entitas Anak mencatat The Company and Subsidiaries account for
kepentingannya dalam ventura bersama their interests in joint ventures using the equity
menggunakan metode ekuitas. method.
Selisih lebih biaya investasi pada ventura Any premium paid for an investment in a joint
bersama dibandingkan dengan nilai wajar aset venture above the fair value of the Company's
teridentifikasi, liabilitas dan liabilitas kontinjen and Subsidiaries’ share of the identifiable
teridentifikasi Perusahaan dan Entitas Anak assets, liabilities and contingent liabilities
dikapitalisasi dan termasuk dalam jumlah acquired is capitalised and included in the
tercatat investasi pada ventura bersama. Jika carrying amount of the investment in joint
terdapat indikasi bahwa investasi pada ventura venture. Where there is objective evidence that
the investment in a joint venture has been
bersama mengalami penurunan nilai, maka
impaired the carrying amount of the investment
dilakukan uji penurunan nilai dengan cara yang is tested for impairment in the same way as
sama dengan uji penurunan nilai pada aset other non-financial assets.
nonkeuangan.
Perusahaan dan Entitas Anak mencatat The Company and Subsidiaries account for
kepentingannya dalam operasi bersama dengan their interests in joint operations by recognising
mengakui hak atas aset, kewajiban atas their share of assets, liabilities, revenues and
liabilitas, pendapatan dan beban sesuai dengan expenses in accordance with their contractually
ketentuan hak dan kewajiban dalam ketentuan conferred rights and obligations.
kontraktual.

4. ESTIMASI DAN PERTIMBANGAN AKUNTANSI 4. CRITICAL ACCOUNTING ESTIMATES AND

PENTING JUDGEMENTS
Penyusunan laporan keuangan konsolidasian The preparation of the consolidated financial

dilakukan sesuai dengan Standar Akuntansi statements is in conformity with Indonesian
Keuangan di Indonesia, dimana prinsip tersebut Financial Accounting Standards, which requires
mengharuskan manajemen untuk membuat estimasi management to make estimates and assumptions
dan asumsi yang mempengaruhi jumlah aset dan that impact the reported amounts of assets and
liabilitas yang dilaporkan dan pengungkapan aset liabilities and disclosure of contingent assets and
dan liabilitas kontinjen pada tanggal laporan liabilities at the date of the consolidated financial
keuangan konsolidasian, serta jumlah pendapatan statements and also the amounts of revenue and
dan beban selama periode pelaporan. Estimasi, expenses during the reporting period. Estimations,
asumsi dan penilaian tersebut dievaluasi secara assumptions and judgements are continually
terus menerus dan berdasarkan pengalaman historis evaluated and are based on historical experience
dan faktor-faktor lainnya, termasuk harapan akan and other factors, including expectations of the
terjadi atau tidak terjadinya peristiwa di masa occurance of future events.
mendatang.
Perusahaan dan Entitas Anak telah mengidentifikasi The Company and Subsidiaries have identified the
kebijakan akuntansi penting berikut dimana following critical accounting policies under which
dibutuhkan pertimbangan, estimasi dan asumsi significant judgements, estimates and assumptions
signifikan yang dibuat dan dimana hasil aktual dapat are made and where actual results may differ from
berbeda dari estimasi tersebut berdasarkan asumsi these estimates under different assumptions and
dan kondisi yang berbeda dan dapat mempengaruhi conditions and may materially affect financial
secara material hasil keuangan atau posisi results or the financial position reported in future
keuangan yang dilaporkan dalam periode periods.
mendatang.
a. Pertimbangan a. Judgements
Pertimbangan-pertimbangan berikut dibuat oleh The following judgements are made by

manajemen dalam proses penerapan kebijakan management in the process of applying the
akuntansi Perusahaan dan Entitas Anak yang Company’s and Subsidiaries’ accounting
memiliki dampak yang paling signifikan terhadap policies that have the most significant effects
jumlah-jumlah yang diakui dalam laporan on the amounts recognised in the Company’s
keuangan Perusahaan dan Entitas Anak. and Subsidiaries’ financial statements.
i. Biaya eksplorasi dan evaluasi i. Exploration and evaluation expenditure
Kebijakan akuntansi Perusahaan dan Entitas The Company’s and Subsidiaries’

Anak untuk biaya eksplorasi dan evaluasi accounting policies for exploration and
mengakibatkan biaya tertentu dikapitalisasi evaluation expenditure results in certain
untuk sebuah area of interest yang dianggap items of expenditure being capitalised for
dapat dipulihkan oleh eksploitasi di masa an area of interest where it is considered
depan atau penjualan atau dimana kegiatan likely to be recoverable by future
belum mencapai tahap tertentu yang exploitation or sale or where the activities
memungkinkan dilakukan penilaian yang have not reached a stage which permits a
wajar atas keberadaan cadangan. Kebijakan reasonable assessment of the existence of
ini mengharuskan manajemen untuk reserves. This policy requires management
membuat estimasi dan asumsi tertentu atas to make certain estimates and assumptions
peristiwa dan keadaan di masa depan, as to future events and circumstances, in
khususnya apakah operasi eksploitasi dapat particular whether an economically viable
dilaksanakan secara ekonomis. extraction operation can be established.


PENTING (lanjutan) JUDGEMENTS (continued)
a. Pertimbangan (lanjutan) a. Judgements (continued)
ii. Biaya pengembangan ii. Development expenditure
Kegiatan pengembangan dimulai setelah Development activities commence after a

dilakukan pengesahan proyek oleh tingkat project is sanctioned by the appropriate level
manajemen yang berwenang. Pertimbangan of management. Judgement is applied by
diterapkan oleh manajemen dalam management in determining when a project
menentukan kelayakan suatu proyek secara is economically viable.
ekonomis.
b. Estimasi dan asumsi b. Estimates and assumptions
Asumsi utama mengenai masa depan dan The key assumptions concerning the future and
sumber utama lain dalam mengestimasi other key sources of estimation uncertainty at
ketidakpastian pada tanggal pelaporan yang the reporting date that have a significant risk of
mempunyai risiko signifikan yang dapat causing a material adjustment to the carrying
menyebabkan penyesuaian material terhadap amounts of assets and liabilities within the next
nilai tercatat aset dan liabilitas dalam periode financial period are disclosed below. The
berikutnya diungkapkan di bawah ini. Company and Subsidiaries based its
Perusahaan dan Entitas Anak mendasarkan assumptions and estimates on parameters
asumsi dan estimasi pada parameter yang available when the consolidated financial
tersedia saat laporan keuangan konsolidasian statements were prepared.
disusun.
i. Estimasi cadangan minyak dan gas bumi i. Oil and gas reserves estimates
Cadangan minyak dan gas bumi terbukti Oil and gas properties with proven reserves
adalah perkiraan jumlah minyak mentah, gas are the estimated quantities of crude oil,
alam dan gas alam cair yang berdasarkan natural gas and natural gas liquids which
data geologis dan teknis dapat diambil geological and engineering data
dengan tingkat kepastian yang memadai di demonstrate with reasonable certainty to be
tahun-tahun mendatang dari reservoir yang recoverable in future years from known
ada berdasarkan kondisi ekonomi dan reservoirs under existing economic and
operasi yang sekarang ada, yaitu harga dan operating conditions, i.e., prices and costs
biaya pada tanggal estimasi tersebut dibuat. as at the date the estimate is made. Proved
Cadangan terbukti meliputi: (i) cadangan reserves include: (i) proved developed
terbukti dikembangkan: jumlah hidrokarbon reserves: amounts of hydrocarbons that are
yang diharapkan akan diambil melalui sumur, expected to be retrieved through existing
fasilitas dan metode operasi yang sekarang wells, facilities and operating methods; and
ada; (ii) cadangan terbukti yang belum (ii) undeveloped proved reserves: amounts
dikembangkan: jumlah hidrokarbon yang of hydrocarbons that are expected to be
diharapkan dapat diambil setelah adanya retrieved as a result of new wells on
pengeboran di area baru atau dari sumur undrilled areas or from existing wells where
yang telah ada dimana dibutuhkan biaya relatively major expenditures is required for
yang relatif besar untuk penyelesaiannya. completion.
Berdasarkan jumlah cadangan ini, Based on these reserves amounts the

Perusahaan telah menetapkan pengeluaran Company has already defined a clear
program pengembangan yang bertujuan development expenditure program which is
untuk mengembangkan cadangan tersebut. an expression of the Company's
Cadangan terbukti tidak termasuk cadangan determination to develop existing reserves.
terindikasi dan cadangan tereka. Proved reserves do not include probable or
possible reserves.


b. Estimasi dan asumsi (lanjutan) b. Estimates and assumptions (continued)
i. Estimasi cadangan minyak dan gas bumi i. Oil and gas reserves estimates (continued)
(lanjutan)
Keakuratan estimasi cadangan terbukti The accuracy of proved reserve estimates
tergantung pada sejumlah faktor, asumsi dan depends on a number of factors,
variabel seperti: kualitas data geologi, teknis assumptions and variables such as: the
dan ekonomi yang tersedia beserta quality of available geological, technical and
interpretasi dan pertimbangan terkait, hasil economic data and their interpretation and
pengeboran, pengujian dan produksi setelah judgment, results of drilling, testing and
tanggal estimasi, kinerja produksi reservoir, production after the date of the estimates,
teknik produksi, proyeksi tingkat produksi di the production performance of the
masa mendatang, estimasi besaran biaya reservoirs, production techniques, projecting
dan waktu terjadinya pengeluaran future rates of production, the anticipated
pengembangan, ketersediaan pasar cost and timing of development
komersial, harga komoditi yang diharapkan expenditures, the availability for commercial
dan nilai tukar. market, anticipated commodity prices and
exchange rates.
Karena asumsi ekonomis yang digunakan As the economic assumptions used to
untuk mengestimasi cadangan berubah dari estimate reserves change from year to year
waktu ke waktu dan tambahan data geologi and additional geological data are generated
yang dihasilkan selama operasi, estimasi during the course of operations, estimates of
cadangan dapat berubah dari waktu ke waktu. reserves may change from year to year.
Perubahan cadangan yang dilaporkan dapat Changes in reported reserves may affect the
mempengaruhi hasil dan posisi keuangan Company’s financial results and financial
Perusahaan dalam berbagai cara, position in a number of ways, including:
diantaranya:
· Penyusutan dan amortisasi yang · Depreciation and amortisation charged in

dibebankan ke dalam laporan laba rugi the statements of profit or loss and other
dan penghasilan komprehensif lain dapat comprehensive income may change
berubah apabila beban-beban tersebut where such charges are determined on a
ditentukan berdasarkan unit produksi, atau unit of production basis, or where the
jika masa manfaat ekonomi sumur aset useful economic lives of assets change.
berubah.
· Provisi biaya pembongkaran, restorasi · Provision for decommissioning, site

lokasi aset dan hal-hal yang berkaitan restoration and environmental provision
dengan lingkungan dapat berubah apabila may change where changes in estimated
terjadi perubahan dalam perkiraan reserves affect expectations about the
cadangan yang mempengaruhi ekspektasi timing or the cost of these activities.
tentang waktu sehingga turut
mempengaruhi estimasi biaya kegiatan ini.
· Nilai tercatat aset/liabilitas pajak · The carrying value of deferred tax

tangguhan dapat berubah karena assets/liabilities may change due to
perubahan estimasi pemulihan manfaat changes in estimated recoverability of
pajak. the tax benefits.
Perusahaan menetapkan cadangan terbukti The Company has establish proven reserves
berdasarkan pada prinsip Petroleum based on the principle of Petroleum
Resources Management System (“PRMS”) Resources Management System ("PRMS")
2007. Karakteristik alamiah reservoir minyak 2007. The characteristics of the estimation of
dan gas bumi yang penuh ketidakpastian natural reservoirs of oil and gas reserve
dapat menyebabkan terjadinya perubahan uncertainty may lead to changes due to the
estimasi cadangan karena penambahan data addition of data obtained by the Company.
yang diperoleh Perusahaan.


b. Estimasi dan Asumsi (lanjutan) b. Estimates and Assumptions (continued)
ii. Provisi untuk biaya pembongkaran dan ii. Provision for decommissioning and site
restorasi lokasi aset restoration
Kebijakan akuntansi Perusahaan dan Entitas The Company’s and Subsidiaries’

Anak atas pengakuan provisi untuk biaya accounting policies for the recognition of
pembongkaran dan restorasi lokasi aset decommissioning and site restoration
membutuhkan estimasi dan asumsi yang provisions require significant estimates
signifikan seperti: persyaratan kerangka and assumptions such as: requirements of
hukum dan peraturan yang relevan, besarnya the relevant legal and regulatory
kemungkinan kontaminasi serta waktu, luas framework, the magnitude of possible
dan biaya yang dibutuhkan untuk kegiatan contamination and the timing, extent and
biaya pembongkaran dan restorasi lokasi costs of required decommissioning and
aset. Ketidakpastian ini dapat mengakibatkan site restoration activities. These
perbedaan antara jumlah pengeluaran aktual uncertainties may result in future actual
di masa depan dari jumlah yang disisihkan expenditure differing from the amounts
pada saat ini. Provisi yang diakui pada setiap currently provided. The provision
lokasi ditinjau secara berkala dan diperbarui recognised for each site is periodically
berdasarkan fakta-fakta dan keadaan pada reviewed and updated based on the facts
saat itu. and circumstances available at the time.
Perusahaan memiliki kewajiban untuk The Company is obliged to carry out future
melakukan pembongkaran fasilitas produksi decommissioning of oil and gas production
minyak dan gas bumi dan pipa pada akhir facilities and pipelines at the end of their
umur manfaat aset-aset tersebut. Kewajiban economic lives. The largest
pembongkaran terbesar yang dihadapi decommissioning obligations facing the
Perusahaan berkaitan dengan penutupan Company relate to the plugging and
dan peninggalan sumur-sumur yang sudah abandonment of wells and the removal
tidak terpakai dan pembuangan platform and disposal of oil and gas platforms and
minyak dan gas alam dan saluran pipa pada pipelines in its contract area.
area kontrak Perusahaan.
Sebagian besar pembongkaran akan Most of these decommissioning events are

dilakukan di masa yang akan datang many years in the future and the precise
sehingga terdapat ketidakpastian mengenai requirements that will have to be met when
persyaratan yang harus dipenuhi pada saat the removal event actually occurs are
dilakukannya pembongkaran. Teknologi uncertain. Decommissioning technologies
pembongkaran dan biaya pembongkaran and costs are constantly changing, as well
terus berubah, termasuk ekspektasi politik, as political, environmental, safety and
lingkungan, keselamatan dan publik. public expectations. Consequently, the
Akibatnya, terdapat ketidakpastian yang timing and amounts of future cash flows
signifikan terkait kapan dan jumlah arus kas are subject to significant uncertainty.
masa depan yang harus dikeluarkan. Changes in the expected future costs are
Perubahan dalam ekspektasi biaya masa reflected in both the provision and the
depan yang diharapkan tercermin dalam aset related asset and could have a material
dan provisi terkait yang dapat memiliki impact on the Company’s financial
dampak yang material terhadap laporan statements.
keuangan Perusahaan.


b. Estimasi dan Asumsi (lanjutan) b. Estimates and Assumptions (continued)
ii. Provisi untuk biaya pembongkaran dan ii. Provision for decommissioning and site
restorasi lokasi aset (lanjutan) restoration (continued)
Jika biaya pembongkaran yang diharapkan If the expected decommissioning costs

berbeda 1% dari estimasi manajemen, used differ by 1% from management’s
jumlah tercatat yang diprovisikan untuk biaya estimates, the carrying amount of
pembongkaran dan restorasi lokasi aset provision for decommissioning and site
akan lebih rendah sebesar US$7.791 atau restoration will be an estimated US$7,791
lebih tinggi sebesar US$7.791 lower or US$7,791 higher.
iii. Pajak penghasilan iii. Income taxes
Pertimbangan dan asumsi dibutuhkan dalam Judgement and assumptions are required
menentukan penyisihan modal dan in determining capital allowances and the
pengurangan beban tertentu selama estimasi deductibility of certain expenses during the
provisi pajak penghasilan untuk Perusahaan estimation of the provision for income taxes
dan Entitas Anak. Banyak transaksi dan for the Company and Subsidiaries. There
perhitungan yang dapat menyebabkan are many transactions and calculations for
ketidakpastian di dalam penentuan kewajiban which the ultimate tax determination is
pajak. Apabila terdapat perbedaan uncertain during the ordinary course of
perhitungan pajak dengan jumlah yang telah business. Where the final tax outcome of
dicatat, perbedaan tersebut akan berdampak these matters is different from the amounts
pada pajak penghasilan dan pajak that were initially recorded, these
tangguhan dalam periode dimana penentuan differences will have an impact on the
pajak tersebut dibuat. income tax and deferred income tax
provisions in the period in which the
determination is made.
Aset pajak tangguhan, termasuk yang timbul Deferred tax assets, including those arising
dari rugi fiskal, penyisihan modal dan from unrecouped tax losses, capital
perbedaan temporer, diakui hanya apabila allowances and temporary differences, are
dianggap lebih mungkin dari pada tidak recognised only where it is considered
bahwa aset pajak tangguhan dapat diterima more likely than not that they will be
kembali, dimana hal ini tergantung pada recovered, which is dependent on the
kecukupan pembentukan laba kena pajak di generation of sufficient future taxable
masa depan. Asumsi pembentukan laba profits. Assumptions about the generation
kena pajak di masa depan bergantung pada of future taxable profits depend on
estimasi manajemen untuk arus kas di masa management’s estimates of future cash
depan. Hal ini bergantung pada estimasi flows. These depend on estimates of future
produksi, volume penjualan, harga production, sales volumes, commodity
komoditas, cadangan, biaya operasi, biaya prices, reserves, operating costs, closure
penutupan dan rehabilitasi, belanja modal, and rehabilitation costs, capital
dividen dan transaksi manajemen lainnya di expenditure, dividends and other capital
masa depan. management transactions.


iv. Penurunan nilai aset non-keuangan iv. Impairment of non-financial assets
Sesuai dengan kebijakan akuntansi In accordance with the Company’s and

Perusahaan dan Entitas Anak, setiap aset Subsidiaries’ accounting policies, each asset
atau unit penghasil kas dievaluasi pada or cash generating unit is evaluated every
setiap periode pelaporan untuk menentukan reporting period to determine whether there
ada tidaknya indikasi penurunan nilai aset. are any indications of impairment. If any
Jika terdapat indikasi tersebut, akan such indication exists, a formal estimate of
dilakukan perkiraan atas nilai aset yang the recoverable amount is performed and an
dapat dipulihkan kembali dan kerugian akibat impairment loss recognised to the extent
penurunan nilai akan diakui sebesar selisih that the carrying amount exceeds the
antara nilai tercatat aset dengan nilai yang recoverable amount. The recoverable
dapat dipulihkan kembali dari aset tersebut. amount of an asset or cash generating unit
Jumlah nilai yang dapat dipulihkan kembali is measured at the higher of fair value less
dari sebuah aset atau kelompok aset costs to sell and value in use.
penghasil kas diukur berdasarkan nilai yang
lebih tinggi antara nilai wajar dikurangi biaya
untuk menjual dan perhitungan nilai pakai.
Aset yang memiliki masa manfaat yang tak Assets that have an indefinite useful life - for
terbatas, seperti goodwill atau aset tak example, goodwill or intangible assets not
berwujud yang belum siap untuk digunakan, ready to use - are not subject to amortisation
tidak diamortisasi dan diuji setiap tahun untuk and are tested annually for impairment.
penurunan nilai.
Penentuan nilai wajar dan nilai pakai The determination of fair value and value in
membutuhkan manajemen untuk membuat use requires management to make
estimasi dan asumsi atas produksi yang estimates and assumptions about expected
diharapkan dan volume penjualan, harga production and sales volumes, commodity
komoditas (mempertimbangkan harga saat prices (considering current and historical
ini dan masa lalu, tren harga dan faktor-faktor prices, price trends and related factors),
terkait), cadangan (lihat “Estimasi Cadangan” reserves (see “Reserve estimates” above),
di atas), biaya operasi, biaya pembongkaran operating costs, decommissioning and site
dan restorasi serta belanja modal di masa restoration costs and future capital
depan. expenditure.
Estimasi dan asumsi ini terpapar risiko dan These estimates and assumptions are
ketidakpastian; sehingga ada kemungkinan subject to risk and uncertainty; hence there
perubahan situasi dapat mengubah proyeksi is a possibility that changes in
ini, yang dapat mempengaruhi nilai aset yang circumstances will alter these projections,
dapat dipulihkan kembali. Dalam keadaan which may impact the recoverable amount
seperti itu, sebagian atau seluruh nilai of the assets. In such circumstances, some
tercatat aset mungkin akan mengalami or all of the carrying value of the assets may
penurunan nilai lebih lanjut atau terjadi be further impaired, or the impairment
pengurangan rugi penurunan nilai yang charge reduced, with impact recorded in the
dampaknya akan dicatat dalam laporan laba profit or loss.
rugi.


v. Aset minyak dan gas bumi v. Oil and gas properties
Perusahaan menerapkan metode successful The Company follows the principles of the
efforts untuk akuntansi kegiatan eksplorasi successful efforts method of accounting for
dan evaluasi minyak dan gas bumi. its oil and natural gas exploration and
evaluation activities.
Untuk sumur eksplorasi dan sumur uji For exploration and exploratory-type
eksplorasi stratigrafi, biaya yang secara stratigraphic test wells, costs directly
langsung terkait dengan pengeboran sumur- associated with the drilling of those wells
sumur tersebut, dikapitalisasi dahulu sebagai are initially capitalized as assets under
aset dalam penyelesaian dalam akun aset construction within oil and gas properties,
minyak dan gas bumi, hingga ditentukan pending determination of whether
apakah telah ditemukan cadangan minyak potentially economically viable oil and gas
dan gas yang berpotensi ekonomis reserves have been discovered by the
berdasarkan pengeboran tersebut. drilling effort. The determination is usually
Penentuan ini biasanya dilakukan dalam made within one year after well completion,
waktu satu tahun setelah penyelesaian but can take longer, depending on the
sumur, tetapi dapat memakan waktu lebih complexity of the geological structure. This
lama, tergantung pada kompleksitas struktur policy requires management to make
geologi. Kebijakan ini mengharuskan certain estimates and assumptions as to
manajemen untuk membuat estimasi dan future events and circumstances, in
asumsi tertentu atas peristiwa dan keadaan particular whether an economically viable
di masa depan, khususnya apakah operasi extraction operation can be established.
eksploitasi dapat dilaksanakan secara
ekonomis.
Setiap estimasi dan asumsi tersebut dapat Such estimates and assumptions may
berubah seiring tersedianya informasi baru. change as new information becomes
Jika sumur tidak menemukan cadangan available. If the well does not discover
yang memiliki potensi ekonomi, biaya sumur potentially economically viable oil and gas
akan dibebankan sebagai beban sumur quantities, the well costs are expensed as a
kering (dry hole) dan diklasifikasikan sebagai dry hole and are reported in exploration
biaya eksplorasi. expense.

5. AKUISISI ENTITAS ANAK DAN PARTICIPATING 5. ACQUISITION OF SUBSIDIARIES AND

INTEREST PARTICIPATING INTERESTS
a. KBH Gross Split Blok Raja dan Blok Jambi a. Raja and Jambi Merang Block Gross Split
Merang PSC
Pada tanggal 31 Mei 2018, PHE Raja Tempirai, On May 31, 2018, PHE Raja Tempirai, PHE
PHE Jambi Merang dan SKK Migas Jambi Merang and SKK Migas signed Gross
menandatangani KBH Gross Split Blok Raja Split Raja Tempirai and Jambi Merang Block
Tempirai dan Jambi Merang yang berlaku efektif with the effective from July 6, 2019 and
masing-masing tanggal 6 Juli 2019 dan February 10, 2019, respectively, with contract
10 Februari 2019 dengan jangka waktu kontrak period of 20 years.
selama 20 tahun.
b. KBH Gross Split Blok Tuban, Blok Ogan b. Tuban, Ogan Komering, OSES and NSO
Komering, Blok OSES dan Blok NSO Gross Split PSC
Pada tanggal 20 April 2018, PHE Tuban East On April 20, 2018, PHE Tuban East Java, PHE
Java, PHE Ogan Komering dan SKK Migas Ogan Komering and SKK Migas signed Gross
menandatangani KBH Gross Split Blok Tuban Split Tuban and Ogan Komering Blocks PSC
dan Ogan Komering yang berlaku efektif sejak which effective from May 20, 2018 with contract
tanggal 20 Mei 2018 dengan jangka waktu period of 20 years. On the same date, PHE
kontrak selama 20 tahun. Pada tanggal yang OSES, PHE NSO and SKK Migas also signed
sama, PHE OSES, PHE NSO dan SKK Migas Gross Split OSES and NSO Block PSC which
juga menandatangani KBH Gross Split Blok effective from September 6, 2018 and
OSES dan NSO yang berlaku efektif masing- October 17, 2018 respectively, with contract
masing tanggal 6 September 2018 dan period of 20 years.
17 Oktober 2018 dengan jangka waktu kontrak
selama 20 tahun.
c. Perpanjangan KBH Blok B pasca terminasi c. Extension of B PSC after termination
KBH “B” berakhir pada tanggal 3 Oktober 2018. “B” PSC expired on October 3, 2018. On
Pada tanggal 25 September 2018, Pemerintah September 25, 2018, the Government through
melalui Badan Pengelola Migas Aceh (BPMA) the Aceh Oil and Gas Management Agency
menunjuk PHE NSB sebagai pengelola Wilayah (BPMA) assigned existing contractor to
Kerja “B” selama 6 (enam) bulan terhitung sejak temporarily manage the “B” contract area for a
tanggal 4 Oktober 2018 atau sampai KBH baru period 6 (six) months starting from October 4,
ditandatangani, mana yang terjadi lebih dahulu, 2018 or until the new PSC is signed, whichever
dengan bentuk dan ketentuan-ketentuan pokok occurs earlier, with the main form and provisions
KBH sesuai dengan Wilayah Kerja “B” saat ini. of the PSC in accordance with the current “B”
contract area.
d. Terminasi KBH Blok Tengah d. Tengah Block PSC Termination
KBH Blok Tengah sudah berakhir pada tanggal Tengah Block PSC has expired on October 4,
4 Oktober 2018. Pemerintah memutuskan tidak 2018. The Government decides not to extend
memperpanjang pengelolaan Wilayah Kerja the management of Tengah Block by the
Tengah oleh Kontraktor eksisting. Sampai existing Contractor. Until this financial
dengan laporan keuangan ini disusun, PHE statements was prepared, PHE Tengah K with
Tengah K bersama dengan kontraktor lainnya other contractors (Total Tengah and Inpex
(Total Tengah dan Inpex Tengah Ltd.) masih Tengah Ltd.) are still in the process of
dalam proses menyelesaikan hak dan kewajiban completing their rights and obligations after
pasca terminasi dengan Pemerintah. termination with the Government.

6. KAS DAN SETARA KAS 6. CASH AND CASH EQUIVALENTS
2018 2017
Kas 1 2 Cash on hand

Kas di bank 217.249 107.501 Cash in banks
Jumlah 217.250 107.503 Total
Rincian kas dan setara kas berdasarkan mata uang The details of cash and cash equivalents based on
dan masing-masing bank adalah sebagai berikut: currency and by individual bank are as follows:
2018 2017
Kas Cash on hand
Dolar AS 1 1 US Dollars
Rupiah - 1 Rupiah
Jumlah kas 1 2 Total cash on hand
Bank Cash in banks

Rekening Dolar AS: US Dollar accounts:
Entitas berelasi dengan Pemerintah Government related entities
- PT Bank Rakyat Indonesia PT Bank Rakyat Indonesia -
(Persero) Tbk. 39.702 19.772 (Persero) Tbk.
- PT Bank Negara Indonesia PT Bank Negara Indonesia -
- PT Bank Mandiri (Persero) Tbk. 28.271 19.475 PT Bank Mandiri (Persero) Tbk. -
Sub jumlah 102.729 50.546 Sub total
Rekening Rupiah: Rupiah accounts:

Entitas berelasi dengan Pemerintah Government related entities
- PT Bank Tabungan Negara PT Bank Tabungan Negara -
- PT Bank Mandiri (Persero) Tbk. 10.009 11.401 PT Bank Mandiri (Persero) Tbk. -
Sub jumlah 114.520 56.955 Sub total
Jumlah kas di bank 217.249 107.501 Total cash in banks
Jumlah kas dan setara kas 217.250 107.503 Total cash and cash equivalents
Lihat Catatan 31b untuk jumlah kas dan setara kas - Refer to Note 31b for total cash and cash
entitas berelasi dengan Pemerintah. equivalents - Government related entities.

7. KAS YANG DIBATASI PENGGUNAANNYA 7. RESTRICTED CASH

2018 2017
Bagian lancar Current portion
PHE NSO dan PHE NSB PHE NSO and PHE NSB
Entitas berelasi dengan Pemerintah Government related entity
(Persero) Tbk. 6.181 - (Persero) Tbk.
PHE Abar, PHE Anggursi, PHE Abar, PHE Anggursi,
PHE Siak, PHE Kampar, PHE PHE Siak, PHE Kampar, PHE
Ambalat Timur dan Ambalat Timur and
North Merangin North Merangin
PHE W Madura Offshore PHE W Madura Offshore
PHE Metana Suban I, Suban II, PHE Metana Suban I, Suban II
PT PHE MNK Sakakemang PHE MNK Sakakemang
PHE Sangatta II dan CPP PHE Sangatta II and CPP
(Persero) Tbk. 750 3.671 (Persero) Tbk.
Perusahaan The Company
(Persero) Tbk. 500 - (Persero) Tbk.
PHE Metana Sumatera 3,6,7 PHE Metana Sumatera 3,6,7
dan PHE MNK Sumatera Utara dan PHE MNK Sumatera Utara
(Persero) Tbk. - 6.185 (Persero) Tbk.
Jumlah kas yang dibatasi Total restricted cash
penggunaannya - bagian lancar 15.300 21.311 - current portion
Bagian tidak lancar Non-current portion
PHE W Madura Offshore PHE W Madura Offshore

PHE ONWJ PHE ONWJ
PHE Ogan Komering dan PHE PHE Ogan Komering and
Tuban East Java PHE Tuban East Java
- PT PT Bank Negara Indonesia PT Bank Negara Indonesia -
(Persero) Tbk. 1.649 - (Persero) Tbk.
PHE NSO dan PHE NSB PHE NSO and PHE NSB
(Persero) Tbk. - 4.109 (Persero) Tbk.
Jumlah kas yang dibatasi
penggunaannya - Total restricted cash
bagian tidak lancar 34.215 34.251 - non-current portion
Jumlah kas yang
dibatasi penggunaannya 49.515 55.562 Total restricted cash

7. KAS YANG DIBATASI PENGGUNAANNYA 7. RESTRICTED CASH (continued)

(lanjutan)
Kas yang dibatasi penggunaannya bagian tidak As at December 31, 2018, the non-current portion
lancar per 31 Desember 2018 merupakan dana yang of restricted cash represents funds for
terkait untuk biaya restorasi dan reklamasi lingkungan environmental restoration and reclamation costs for
hidup untuk KBH Blok West Madura, KBH Blok Ogan the West Madura Block PSC, Ogan Komering
Komering, KBH Blok Tuban East Java dan KBH Blok Block PSC and, Tuban East Java Block PSC and
ONWJ, sedangkan bagian lancar untuk KBH Blok ONWJ Block PSC while the current portion of NSO
NSO and KBH Blok NSB merupakan dana yang Block PSC and NSB Block PSC represents funds
terkait untuk biaya restorasi dan reklamasi lingkungan for environmental restoration and reclamation
hidup, bagian lancar untuk KBH Blok West Madura costs, current portion for West Madura Block PSC
merupakan pendapatan yang belum didistribusi dan represents undistributed revenue and current
bagian lancar untuk entitas lainnya merupakan portion for other entities is the required deposit
deposito yang wajib ditempatkan dalam rangka related to the work programs and joint study to be
pelaksanaan program kerja entitas dan joint study carried out by the Company and Subsidiaries.
Perusahaan dan Entitas Anak.
Lihat Catatan 31b untuk jumlah kas yang dibatasi Refer to Note 31b for total restricted cash -
penggunaannya - entitas berelasi dengan Government related entities.
Pemerintah.
8. PIUTANG USAHA 8. TRADE RECEIVABLES

2018 2017
Trade receivables
Piutang usaha - pihak berelasi related parties -
(lihat Catatan 31c) 87.597 80.347 (refer to Note 31c)
Trade receivables
Piutang usaha - pihak ketiga: - third parties:
Total E&P Indonesie 18.737 8.025 Total E&P Indonesie

Talisman Jambi Merang Ltd. 17.704 19.190 Talisman Jambi Merang Ltd.
Petro Summit Pte. Ltd. 16.504 - Petro Summit Pte. Ltd.
Gas Supply Pte. Ltd. 9.703 6.802 Gas Supply Pte. Ltd.
Sembcorp Gas Pte. Ltd. 5.173 6.382 Sembcorp Gas Pte. Ltd.
PT Panca Amara Utama 4.477 - PT Panca Amara Utama
Petrochina International Petrochina International
Kepala Burung Ltd. 2.369 - Kepala Burung Ltd.
CNOOC SES Ltd. 2.052 12.174 CNOOC SES Ltd.
PT Chevron Pacific Indonesia 1.195 5.708 PT Chevron Pacific Indonesia
Vitol Asia Pte Ltd. - 22.580 Vitol Asia Pte. Ltd.
Petrochina International Petrochina International
Jabung Ltd. - 4.025 Jabung Ltd.
Premier Oil - 1.272 Premier Oil
Lain-lain 5.790 11.794 Others
Jumlah piutang usaha Total trade receivables
- pihak ketiga 83.704 97.952 - third parties
Manajemen berpendapat bahwa seluruh piutang usaha Management believes that the trade receivables
dapat ditagih secara penuh, sehingga penyisihan are fully collectible and therefore a provision for
penurunan nilai tidak diperlukan. impairment is considered not necessary.

9. PIUTANG PEMERINTAH 9. DUE FROM THE GOVERNMENT

2018 2017
Underlifting 25.730 34.535 Underlifting

DMO fees 15.414 37.804 DMO fees
Jumlah 41.144 72.339 Total
Piutang underlifting merupakan piutang Entitas Underlifting receivables represent Subsidiaries’

Anak dari SKK Migas karena volume lifting minyak receivables from SKK Migas due to SKK Migas’s
mentah dan gas bumi SKK Migas melebihi crude oil and natural gas lifting volumes exceeding
entitlement-nya. its entitlements.
Piutang DMO fees merupakan tagihan kepada DMO fees receivables represent amounts due from
Pemerintah sehubungan dengan kewajiban Entitas the Government in relation to the Subsidiaries’
Anak dalam menyediakan minyak mentah untuk obligations to supply crude oil to meet the domestic
memenuhi kebutuhan pasar dalam negeri sesuai market demand in accordance with the PSCs.
KBH.
Manajemen berpendapat bahwa seluruh piutang Management believes that the due from the
Pemerintah dapat ditagih secara penuh, sehingga Government is fully collectible and therefore, a
penyisihan penurunan nilai tidak diperlukan. provision for impairment is considered not
necessary.
10. PIUTANG LAIN-LAIN 10. OTHER RECEIVABLES
2018 2017
- pihak berelasi related parties -
(lihat Catatan 31d) 130.257 131.921 (refer to Note 31d)

- pihak ketiga: third parties -
Piutang yang berasal dari operasi Receivables involving
minyak dan gas bumi pada Subsidiaries’
Entitas Anak 98.385 106.894 oil and gas operations
Uang jaminan 3.413 3.303 Security deposits
Lain-lain 128 154 Others
Jumlah 101.926 110.351 Total
Manajemen berpendapat bahwa seluruh piutang Management believes that the other receivables are
lain-lain dapat ditagih secara penuh, sehingga fully collectible and therefore a provision for
penyisihan penurunan nilai tidak diperlukan. impairment is not considered necessary.
11. PERSEDIAAN 11. INVENTORIES
2018 2017
Material umum 123.067 126.932 General materials

Dikurangi: Less:
Penyisihan penurunan nilai (22.947) (20.075) Allowance for decline in value
Jumlah 100.120 106.857 Total


11. PERSEDIAAN (lanjutan) 11. INVENTORIES (continued)
Persediaan merupakan material umum yang ada di Inventories consist of the Subsidiaries’ general
Entitas Anak. materials.
Manajemen berkeyakinan bahwa jumlah penyisihan Management believes that the allowance for
penurunan nilai telah mencukupi untuk menutup decline in value is adequate to cover the
penurunan nilai persediaan usang, tidak terpakai dan allowance for obsolete, unuseable and slow-
lambat pergerakannya. moving materials.
12. UANG MUKA DAN BIAYA DIBAYAR DI MUKA 12. ADVANCES AND PREPAYMENTS
2018 2017
Uang muka cash call 55.058 55.126 Cash call advances

Biaya dibayar di muka 38.869 38.613 Prepayments
Lain-lain 767 663 Others
Uang muka cash call merupakan uang muka yang Cash call advances represent advances made to
diberikan kepada operator KBH dalam rangka PSC operators for oil and natural gas exploration
melakukan aktivitas eksplorasi dan produksi minyak and production activities.
dan gas bumi.
Biaya dibayar di muka sebagian besar terdiri dari Prepayments mainly consist of the Subsidiaries’
pembayaran di muka atas asuransi dan sewa Entitas prepaid insurance and prepaid rentals.
Anak.
13. INVESTASI JANGKA PANJANG 13. LONG-TERM INVESTMENTS
Perusahaan memiliki investasi jangka panjang The Company’s long-term investments are as
2018 2017
Investasi pada perusahaan asosiasi 279.235 240.455 Investments in associates

Investasi tersedia untuk dijual 7 7 Available-for-sale investments
Investasi diukur pada biaya perolehan 60 60 Investment measured at cost
Jumlah 279.302 240.522 Total
a. Investasi pada perusahaan asosiasi a. Investments in associates
Kepemilikan/ Saldo/
Ownership Balance
2018 2017 2018 2017
Perusahaan Companies
PT Donggi Senoro LNG 29% 29% 279.219 240.439 PT Donggi Senoro LNG
PCPP Operating PCPP Operating
Company Sdn. Bhd. 30% 30% 16 16 Company Sdn. Bhd.
Jumlah 279.235 240.455 Total


13. INVESTASI JANGKA PANJANG (lanjutan) 13. LONG-TERM INVESTMENTS (continued)
a. Investasi pada perusahaan asosiasi (lanjutan) a. Investments in associates (continued)
Berikut adalah pergerakan investasi di The following is the movement of the

PT Donggi Senoro LNG: investment in PT Donggi Senoro LNG:
2018 2017
Saldo awal tahun 240.439 195.084 Balance at beginning of the year

Koreksi atas saldo tahun lalu - 200 Correction of last year’s balance
Laba tahun berjalan Share of income -
yang diatribusikan 38.780 45.155 current year
Saldo akhir tahun 279.219 240.439 Balance at end of the year
Total aset, liabilitas, pendapatan dan laba PT Donggi Senoro LNG’s total assets, liabilities,
PT Donggi Senoro LNG adalah sebagai berikut: revenue and income are as follows:
Persentase
kepemilikan
Negara PHE/
berdiri/ Percentage
Country of Aset/ Liabilitas/ Pendapatan/ Laba/ interest
incorporation Assets Liabilities Revenues Income held by PHE
2018
PT Donggi Senoro LNG Indonesia 2.646.556 1.669.777 1.174.024 133.726 29
2017
PT Donggi Senoro LNG Indonesia 2.466.693 1.627.338 998.208 155.704 29
Berdasarkan penelaahan manajemen Based on the review of the Company’s

Perusahaan, tidak terdapat kejadian-kejadian management, there were no events or changes
atau perubahan-perubahan keadaan yang in circumstances which indicated that there is
mengindikasikan adanya penurunan nilai an impairment in the value of this investment
investasi pada tanggal 31 Desember 2018 dan as at December 31, 2018 and 2017.
2017.
b. Investasi diukur pada biaya perolehan b. Investment measured at cost
Perusahaan memiliki investasi yang diukur pada The Company has an investment measured at
biaya perolehan berupa kepemilikan 30% saham cost in the form of a 30% share ownership
di PT Arun NGL sebesar US$60. Saat ini, interest in PT Arun NGL acquired for an amount
PT Arun NGL dalam proses likuidasi. of US$60. Currrently, PT Arun NGL is in
liquidation process.

14. ASET MINYAK DAN GAS BUMI 14. OIL AND GAS PROPERTIES
2018
Pengalihan/ Penurunan
Saldo awal/ Reklasifikasi/ nilai aset/ Saldo akhir/
Beginning Penambahan/ Pengurangan/ Koreksi/ Transfers/ Impairment Ending
balance Additions Deduction Correction Reclassifications of assets balance
Biaya perolehan Acquisition costs

Sumur 4.160.439 121.564 (107.073) - 106.568 - 4.281.498 Wells
Instalasi 1.657.224 - - - 57.032 - 1.714.256 Installations
Signature and Signature and
production bonuses 46.735 39.798 - - - - 86.533 production bonuses
Sub jumlah 5.864.398 161.362 (107.073) - 163.600 - 6.082.287 Subtotal
Aset dalam Assets under

penyelesaian constructions
Sumur eksplorasi Exploration and
dan evaluasi 283.543 11.913 - (376) - - 295.080 evaluation wells
Sumur Development
pengembangan 487.096 255.328 - (113) (163.600) - 578.711 wells
Jumlah 6.635.037 428.603 (107.073) (489) - - 6.956.078 Total
Akumulasi penyusutan, Accumulated depreciation,

deplesi dan depletion and
amortisasi amortisation
Sumur (2.742.051) (339.373) 38.038 (19.151) - (193.305) (3.255.842) Wells
Instalasi (473.762) (70.993) - (9.548) - - (554.303) Installations
production bonuses (12.186) (2.368) - - - - (14.554) production bonuses
Jumlah (3.227.999) (412.734) 38.038 (28.699) - (193.305) (3.824.699) Total
Nilai buku neto 3.407.038 3.131.379 Net book value
2017
Pengalihan/ Penurunan
Saldo awal/ Reklasifikasi/ nilai aset/ Saldo akhir/
Beginning Penambahan/ Pengurangan/ Transfers/ Impairment Ending
balance Additions Deduction Reclassifications of assets balance
Biaya perolehan Acquisition costs

Sumur 3.920.107 118.170 - 122.162 - 4.160.439 Wells
Instalasi 1.393.783 - - 263.441 - 1.657.224 Installations
production bonuses 41.735 5.000 - - - 46.735 production bonuses
Sub jumlah 5.355.625 123.170 - 385.603 - 5.864.398 Subtotal
Aset dalam Assets under

penyelesaian constructions
Sumur ekplorasi Exploration and
dan evaluasi 323.935 11.744 - (52.136) - 283.543 evaluation wells
Sumur
pengembangan 392.371 428.192 - (333.467) - 487.096 Development wells
Jumlah 6.071.931 563.106 - - - 6.635.037 Total
Akumulasi Accumulated
penyusutan, depreciation,
deplesi dan depletion and
amortisasi amortisation
Sumur (2.189.782) (325.673) - - (226.596) (2.742.051) Wells
Instalasi (265.693) (208.069) - - - (473.762) Installations
production bonuses (1.992) (1.987) - - (8.207) (12.186) production bonuses
Jumlah (2.457.467) (535.729) - - (234.803) (3.227.999) Total
Nilai buku neto 3.614.464 3.407.038 Net book value


14. ASET MINYAK DAN GAS BUMI (lanjutan) 14. OIL AND GAS PROPERTIES (continued)
Penyusutan, deplesi dan amortisasi yang dibebankan Depreciation, depletion and amortisation charged to
pada beban pokok penjualan untuk tahun yang cost of revenue for the years ended
berakhir 31 Desember 2018 dan 2017, masing- December 31, 2018 and 2017 amounted to
masing adalah senilai US$412.734 dan US$535.729. US$412,734 and US$535,729, respectively.
Selama tahun 2018 terdapat koreksi nilai aset minyak For the year 2018, there is a correction value of
dan gas bumi berupa pengukuran kembali atas nilai oil and natural gas assets in the form of the
penutupan dan pemulihan sumur Perusahaan remeasurement of the abandonment and site
sehingga naik sebesar US$121.564 (2017: naik restoration, which caused an increase by
sebesar US$118.170). US$121,564 (2017: increased by US$118,170).
Penurunan nilai aset minyak dan gas bumi Impairment of oil and gas properties
Manajemen melakukan pengujian penurunan nilai Management performed impairment testing for
pada tahun 2018 untuk beberapa blok produksi yang several production blocks which indicated an
terindikasi penurunan nilai. Berdasarkan hasil impairment. Based on the results of testing, there
pengujian, terdapat penurunan nilai di Blok WMO, was an impairment in WMO block in 2018, based on
berdasarkan perubahan rencana strategis changes in the asset management strategic plan in
pengelolaan aset di wilayah kerja WMO. the WMO block.
Estimasi jumlah terpulihkan dan nilai buku aset Estimated recoverable amounts and book values of
minyak dan gas bumi yang diturunkan nilainya pada the oil and gas properties impaired as at
tanggal 31 Desember 2018 dan 2017 adalah sebagai December 31, 2018 and 2017 is as follows:
berikut:
31 Desember 2018/December 31, 2018
Estimasi jumlah Jumlah saldo Penurunan nilai

terpulihkan/ Kerugian goodwill/ pada aset/
Estimated Nilai buku/ Book penurunan nilai/ Outstanding Impairment loss
recoverable amount value Impairment loss goodwill amount on asset
Blok West Madura Offshore (WMO)/ West

Madura Offshore (WMO) Block 42.185 243.786 201.601 - 201.601

Penurunan nilai aset minyak dan gas bumi Impairment of oil and gas properties (continued)
(lanjutan)
Estimasi jumlah Jumlah saldo Penurunan nilai

terpulihkan/ Kerugian goodwill/ pada aset/
Estimated Nilai buku/ Book penurunan nilai/ Outstanding Impairment loss
recoverable amount value Impairment loss goodwill amount on asset
Blok Raja Tempirai/ Raja Tempirai Block - 4.050 4.050 - 4.050

Blok Tuban/ Tuban Block
14.800 19.525 4.725 4.538 187
Blok Salawati Kepala Burung/ Salawati
Kepala Burung Block 5.340 11.924 6.584 - 6.584
Blok Simenggaris/ Simenggaris Block
14.313 15.235 922 - 922
Blok Tengah/ Tengah Block
2.971 7.961 4.990 - 4.990
Blok Kepala Burung/ Kepala Burung Block
- 2.572 2.572 - 2.572
Blok Ambalat/ Ambalat Block
- 7.697 7.697 2.352 5.345
Blok A (Natuna Sea)/ (Natuna Sea) A
Block 99.337 132.829 33.492 - 33.492
Blok West Madura Offshore (WMO)/ West
Madura Offshore (WMO) Block 719.351 855.487 136.136 - 136.136
-
Blok Muara Enim I/ Muara Enim I Block - 4.436 4.436 4.436
-
Blok Tanjung II/ Tanjung II Block - 11.743 11.743 11.743
Blok Muara Enim III/ Muara Enim III Block -
- 4.145 4.145 4.145
-
Blok Suban I/ Suban I Block - 836 836 836
Blok Suban II/ Suban II Block - 2.356 2.356 - 2.356
Blok Air Benakat I/ Air Benakat I Block - 795 795 - 795
Blok Air Benakat II/ Air Benakat II Block - 697 697 - 697
Blok Air Benakat III/ Air Benakat III Block - 3.237 3.237 - 3.237
Blok Sangatta I/ Sangatta I Block - 3.400 3.400 - 3.400
Blok Sangatta II/ Sangatta II Block - 1.843 1.843 - 1.843
Blok Tanjung Enim/ Tanjung Enim Block - 275 275 - 275
Blok Muara Enim/ Muara Enim Block - 600 600 - 600
Blok Muara Enim II/ Muara Enim II Block - 400 400 - 400
Blok Babar Selaru/ Babar Selaru Block - 5.762 5.762 - 5.762
Jumlah/ Total 856.112 1.097.805 241.693 6.890 234.803
Berdasarkan pengujian penurunan nilai di tahun Based on the impairment testing in 2018, the
2018, Perusahaan mengakui kerugian akibat Company has recognised impairment of oil and gas
penurunan nilai aset minyak dan gas bumi untuk blok- properties amounting US$201,601 (2017: 23 blocks
blok tersebut di atas sebesar US$201.601 totally of US$234,803).
(2017: 23 blok sebesar US$234.803).

Penurunan nilai aset minyak dan gas bumi Impairment of oil and gas properties (continued)
(lanjutan)
Jumlah terpulihkan dari Blok minyak dan gas bumi The estimated recoverable amounts of these oil
menggunakan dasar perhitungan nilai wajar dikurangi and gas Blocks are based on the fair value less
biaya untuk menjual atau nilai pakai, mana yang cost to sell calculations or value in use, whichever
memberikan nilai lebih tinggi. value is higher.
Perusahaan menggunakan pendekatan pendapatan The Company used an income approach which is
(income approach) yang diprediksi berdasarkan nilai predicted based upon the value of the future cash
arus kas masa depan yang akan dihasilkan oleh flows that a business will generate going forward.
usaha kedepannya.
Metode discounted cash flow (“DCF”) yang The discounted cash flow (“DCF”) method used
digunakan melibatkan proyeksi arus kas dan involved projecting cash flows and converting them
perubahan nilai arus kas menjadi nilai sekarang into a present value equivalent through discounting.
(“Present Value”) melalui diskonto.
Asumsi harga minyak dan gas bumi serta tingkat The assumptions of oil and gas prices and the
diskonto yang digunakan adalah sebagai berikut: discount rates used are as follows:
Asumsi 2018/2018 Assumptions

Proyeksi ICP/ICP Projection
Harga minyak/barel - 2019 2020 2021 2022 2023 Oil price/barrel -

nilai penuh US$68,6 US$67,9 US$66,2 US$66,6 US$68,1 full amount
Selanjutnya bertambah US$1,6 - US$1,8 per tahun/

Subsequently increases by US$1.6 - US$1.8 per annum
Harga gas bumi Sesuai kontrak penjualan gas/Based on the gas sales agreements Natural gas price
Tingkat diskonto 7.89% p.a. Discount rate
Asumsi 2017/2017 Assumptions

Proyeksi ICP/ICP Projection
Harga minyak/barel - 2018 2019 2020 2021 2022 Oil price/barrel -

nilai penuh US$53,8 US$58,3 US$59,5 US$59,5 US$60,8 full amount
Selanjutnya bertambah US$1,4 - US$1,8 per tahun/

Subsequently increases by US$1.4 - US$1.8 per annum
Harga gas bumi Sesuai kontrak penjualan gas/Based on the gas sales agreements Natural gas price
Tingkat diskonto 7.89% p.a. Discount rate

Pemulihan nilai aset minyak dan gas bumi di Recovery of oil and gas properties in year 2018
tahun 2018
Pada tahun 2018, berdasarkan proyeksi kenaikan In 2018, based on the increase in oil prices
harga minyak per barel yang mempengaruhi formula projection per barrel which affected the gas selling
harga jual gas di Blok Natuna A, Manajemen price formula in the Natuna A Block, Management
mencatat pemulihan nilai buku aset minyak dan gas recorded recovery of oil and gas properties book
bumi di Blok Natuna A. value in the Natuna A Block.
Estimasi jumlah terpulihkan dan nilai buku aset Estimated recoverable and book value of oil and
minyak dan gas bumi pada tanggal 31 Desember gas properties as at December 31, 2018 are as
2018 adalah sebagai berikut: follows:
Estimasi
jumlah
terpulihkan/
Estimated Pemulihan
recoverable Nilai buku/ nilai/ Recovery
amount Book value value
Blok Natuna A/ Natuna A Block
131.303 122.979 8.324
15. GOODWILL 15. GOODWILL
2018 2017
Harga perolehan 113.471 113.471 Acquisition cost

Akumulasi amortisasi (26.755) (26.755) Accumulated amortisation
Penurunan nilai goodwill (32.964) (32.964) Impairment of goodwill
Jumlah goodwill - neto 53.752 53.752 Total goodwill - net
Saldo goodwill berasal dari akuisisi Perusahaan atas The balance of goodwill arose from the Company’s
ONWJ Ltd. (dahulu “BP West Java Ltd.”) pada tahun acquisitions of ONWJ Ltd. (formerly “BP West Java
2009 dan PHE Nunukan Company (dahulu Ltd.”) in 2009 and PHE Nunukan Company
“Anadarko Nunukan Indonesia Company”) pada (formerly “Anadarko Nunukan Indonesia Company”)
tahun 2013. in 2013.
Ringkasan alokasi goodwill adalah sebagai berikut: A summary of the goodwill allocation is presented
below:
2018 2017
PT PHE ONWJ 53.337 53.337 PT PHE ONWJ

PHE Nunukan Company 415 415 PHE Nunukan Company
Manajemen berkeyakinan bahwa jumlah penurunan Management believes that the impairment
nilai goodwill telah mencukupi. recognised for goodwill is adequate.

16. UTANG USAHA 16. TRADE PAYABLES
2018 2017
Utang usaha - pihak berelasi Trade payables - related parties

(lihat Catatan 31e) 109.535 583.321 (refer to Note 31e)
Utang usaha - pihak ketiga: Trade payable - third parties:
Medco E&P Tomori Sulawesi 27.231 4.268 Medco E&P Tomori Sulawesi
Petrochina International
Petrochina International East Java Ltd. 23.258 31.413 East Java Ltd.
PT Meindo Elang Indah 5.920 2.424 PT Meindo Elang Indah
PT BGP Indonesia 5.444 - PT BGP Indonesia
Petrochina International Kepala Petrochina International Kepala
Burung Ltd. 2.701 9.372 Burung Ltd.
Ensco Sarida Offshore 2.619 - Ensco Sarida Offshore
Talisman (Jambi Merang) Ltd. 2.531 2.726 Talisman (Jambi Merang) Ltd.
Star Energy (Kakap) Ltd. 1.768 813 Star Energy (Kakap) Ltd.
Petrochina International
Petrochina International (Jabung) Ltd. 1.288 - (Jabung) Ltd.
PT COSL Indo 1.287 - PT COSL Indo
CNOOC SES Ltd. 1.228 1.501 CNOOC SES Ltd.
PT Sari Pratama 1.028 - PT Sari Pratama
PT Sillo Maritime Perdana Tbk. 1.024 - PT Sillo Maritime Perdana Tbk.
PT Inconis Nusa Jaya 881 - PT Inconis Nusa Jaya
PT Eastern Jason 808 - PT Eastern Jason
PT Gearindo Prakarsa 758 417 PT Gearindo Prakarsa
PT Pelayaran Sumatra Wahana
PT Pelayaran Sumatra Wahana Perkasa 662 - Perkasa
Premier Oil 584 - Premier Oil
PT Timas Suplindo - 8.419 PT Timas Suplindo
PT Rekayasa Industri - 3.880 PT Rekayasa Industri
PT Energi Mega Persada - 3.101 PT Energi Mega Persada
PT Sudjaca Palembang 397 1.516 PT Sudjaca Palembang
Lain-lain 20.421 348 Others
17. UTANG PEMERINTAH 17. DUE TO THE GOVERNMENT

2018 2017
Utang Pemerintah 37.878 59.678 Due to the Government
Utang kepada Pemerintah sebesar Amounts due to the Government of US$37,878

US$37.878 terdiri dari liabilitas overlifting dan consists of overlifting liabilities and Non-tax State
Penerimaan Negara Bukan Pajak (“PNBP”) yang Revenue (“PNBP”) representing the Subsidiaries’
merupakan liabilitas Entitas Anak kepada SKK payables to SKK Migas as a result of the
Migas karena lifting minyak mentah dan gas bumi Subsidiaries’ crude oil and natural gas liftings being
Entitas Anak melebihi entitlement-nya. higher than their entitlements.

18. UTANG LAIN-LAIN 18. OTHER PAYABLES
2018 2017
Utang lain-lain - pihak berelasi Other payables - related parties

(lihat Catatan 31f) 1.628 2.841 (refer to Note 31f)
Utang lain-lain - pihak ketiga: Other payable - third parties:

Utang yang berasal dari
operasi minyak dan gas bumi Payables involving Subsidiaries’
Utang kepada operator - Due to operators -
kekurangan cash calls 24.999 53.718 under cash calls
Jumlah 134.443 302.783 Total
19. BEBAN YANG MASIH HARUS DIBAYAR 19. ACCRUED EXPENSES
2018 2017
Beban yang masih harus dibayar
yang berasal dari operasi Accrued expenses involving
minyak dan gas bumi Subsidiaries’
Insentif karyawan 36.298 61.930 Employee incentives
Jumlah 296.161 272.106 Total
20. PENDAPATAN TANGGUHAN 20. DEFERRED REVENUE
2018 2017
Pendapatan tangguhan atas Deferred revenue involving
take or pay gas gas take or pay
- KBH Blok Jambi Merang 3.712 17.240 Jambi Merang Block PSC -
- KBH Blok Makassar Strait 148 148 Makassar Strait Block PSC -
- KBH Blok Corridor - 2.767 Corridor Block PSC -
- KBH Blok OSES - 691 OSES Block PSC -
- Lain-lain 686 340 Others -


21. LIABILITAS IMBALAN KERJA KARYAWAN 21. EMPLOYEE BENEFITS LIABILITIES
a. Provisi imbalan kerja karyawan a. Provision for employee benefits
Taksiran imbalan kerja Perusahaan dan sebagian The estimated employee benefits obligations of
besar Entitas Anak per 31 Desember 2018 the Company and most of its subsidiaries as of
dan 2017 dihitung berdasarkan laporan December 31, 2018 and 2017 were determined
penilaian dari aktuaris independen, based on the valuation reports of an
PT Dayamandiri Dharmakonsilindo. independent actuary, PT Dayamandiri
Dharmakonsilindo.
2018 2017
Pensiun dan imbalan Pension and other post

pascakerja lainnya employment benefits
- PAP* 13.556 13.213 PAP* -
- MPPK** 3.010 2.428 MPPK** -
- Cuti 666 411 Leave -
- Biaya pemulangan 251 211 Repatriation cost -
Jumlah - Perusahaan 17.483 16.263 Total - the Company
Entitas Anak Subsidiaries

Pensiun dan imbalan Pension and other post
pascakerja lainnya 32.199 38.235 employment benefits
Jumlah - Entitas Anak 32.199 38.235 Total - Subsidiaries

* Penghargaan Atas Pengabdian/Appreciation for Loyalty
** Masa Persiapan Purna Karya/Pension Preparation Period
Rincian estimasi liabilitas imbalan pascakerja dan The details of estimated post-employment
imbalan jangka panjang lainnya untuk masing- benefit obligations and other long-term
masing program yang diselenggarakan employment benefits for each of the
Perusahaan pada tanggal 31 Desember 2018 dan programs operated by the Company as of
2017 sebagai berikut: December 31, 2018 dan 2017 were as follows:
Pemulangan/ Cuti/ MPPK/ Jumlah/

PAP/PAP Repatriasi Leave MPPK Total
Nilai kini kewajiban Present value of the

imbalan pasti 19.618 251 666 3.010 23.545 defined benefit obligations
Nilai wajar aset program (6.062) - - - (6.062 ) Fair value of plan assets
Jumlah - Perusahaan 13.556 251 666 3.010 17.483 Total - the Company
Pemulangan/ Cuti/ MPPK/ Jumlah/

PAP/PAP Repatriasi Leave MPPK Total
Nilai kini kewajiban Present value of the

imbalan pasti 16.898 211 411 2.428 19.948 defined benefit obligations
Nilai wajar aset program (3.685) - - - (3.685 ) Fair value of plan assets
Jumlah - Perusahaan 13.213 211 411 2.428 16.263 Total - the Company

21. LIABILITAS IMBALAN KERJA KARYAWAN 21. EMPLOYEE BENEFITS LIABILITIES (continued)
(lanjutan)
b. Asumsi-asumsi aktuarial b. Actuarial assumptions
Asumsi-asumsi aktuarial signifikan yang Significant actuarial assumptions applied in the

diterapkan dalam perhitungan liabilitas imbalan calculation of post-employment benefit
pascakerja untuk Perusahaan sebagai berikut: obligations for the Company as follows:
2018 2017
Tingkat diskonto Discount rate

- Karyawan Perbantuan 7,50% 5,80% Secondee Employee -
- Karyawan Rekrut Langsung 8,50% 7,50% Direct Hire Employee -
Tingkat inflasi (jangka panjang) 7,00% 7,00% Inflation rate (long-term)
Tingkat pengembalian aset program Return on plan asset

- Karyawan Perbantuan 7,50% 5,80% Secondee Employee -
- Karyawan Rekrut Langsung 8,50% 7,50% Direct Hire Employee -
Kenaikan gaji 9,50% 9.50% Salary increases
Faktor demografis Demographic factors:

- Tingkat kematian Mortality -
Pekerja aktif Tabel Mortalita Tabel Mortalita Active employees
Indonesia 3 (2011) Indonesia 3 (2011)
(“TMI 3” (2011) (“TMI 3” (2011)
- Tingkat cacat 0,75% x TMI 3 (2011) 0,75% x TMI 3 (2011) Disability -
- Pengunduran diri 1% sampai usia 20 1% sampai usia 20 Resignation -
dan menurun secara dan menurun secara
linear sebesar 0,028% linear sebesar 0,028%
per tahun sampai per tahun sampai
usia 55/1% at age usia 55/1% at age
20 and linearly 20 and linearly
decreasing by 0,028% decreasing by 0,028%
per year until per year until
55 years of age 55 years of age
- Pensiun 100% di usia 56/ 100% di usia 56/ Pension -
100% at age 56 100% at age 56
Usia pensiun normal 56 tahun/years 56 tahun/years Normal retirement age
Analisis sensitivitas kualitatif untuk asumsi- The qualitative sensitivity analysis for
asumsi yang signifikan pada tanggal significant assumptions as of December 31,
31 Desember 2018 sebagai berikut: 2018 are as follows:
Kenaikan tingkat diskonto/ Penurunan tingkat diskonto/
Increase in discount rate by 1% Decrease in discount rate by 1%
Dampak terhadap Effect on defined

liabilitas imbalan pasti (2.209) 2.661 benefit obligation
Kenaikan tingkat upah/ Penurunan tingkat upah/

Increase in salary rate by 1% Decrease in salary rate by 1%
Dampak terhadap Effect on defined

liabilitas imbalan pasti 2.654 (2.298) benefit obligation

22. PROVISI UNTUK BIAYA RESTORASI DAN 22. PROVISION FOR ENVIRONMENTAL
REKLAMASI LINGKUNGAN HIDUP RESTORATION AND RECLAMATION COSTS
Entitas Anak mengakui provisi atas kewajiban The Subsidiaries recognise a provision for
penutupan dan restorasi area, pembongkaran, abandonment and site restoration, dismantling,
penutupan dan penanganan pasca operasi (“ARO”) closure and post operations obligations (“ARO”)
sehubungan dengan aset minyak dan gas bumi. associated with facilities involving oil and gas
properties.
ARO merupakan nilai kini atas biaya restorasi dan ARO represents the present value of environmental
reklamasi lingkungan hidup yang diperkirakan terjadi restoration and reclamation costs which are
selama periode KBH. Penyisihan ini telah dihitung expected to be incurred during the terms of the
oleh manajemen. Manajemen berkeyakinan, PSCs. These provisions have been calculated by
berdasarkan kondisi ekonomi saat ini, bahwa management. Assumptions, based on the current
asumsi-asumsi yang digunakan untuk menghitung economic environment, have been made which
liabilitas masa yang akan datang adalah wajar. management believes are a reasonable basis upon
Estimasi tersebut dikaji ulang secara rutin dan which to estimate the future liability. These
disesuaikan apabila ada perubahan asumsi yang estimations are reviewed regularly to take into
material. account any material changes in the assumptions.
Namun demikian, biaya restorasi aktual sangat However, actual restoration costs will ultimately
bergantung pada harga pasar di masa depan untuk depend upon future market prices for
pekerjaan pembongkaran yang mencerminkan decommissioning work required which will reflect
keadaan pasar pada masa terkait. Selain itu, market conditions at the relevant time.
estimasi waktu pembebanan ARO juga tergantung Furthermore, the timing of ARO expenditures is
pada kapan lapangan tersebut berhenti berproduksi also dependent on when the fields cease to
secara ekonomis. produce at economically viable rates.
Mutasi untuk provisi biaya restorasi dan reklamasi The movements in the provision for environmental
lingkungan hidup adalah sebagai berikut: restoration and reclamation costs are as follows:
2018 2017
Saldo awal tahun 696.925 578.100 Balance at beginning of year

Penambahan dan revisi atas estimasi Additions and revisions of
selama tahun berjalan 55.836 94.284 estimates during the year
Biaya akresi 26.388 24.541 Accretion expense
Saldo akhir tahun 779.149 696.925 Balance at end of year
23. MODAL SAHAM 23. SHARE CAPITAL
Pada tanggal 31 Desember 2018 dan 2017, jumlah As at December 31, 2018 and 2017, the
modal Perusahaan yang telah ditempatkan dan Company’s issued and paid-up share capital
disetor adalah sebagai berikut: position is as follows:
Jumlah saham
ditempatkan dan Modal
disetor penuh/ Persentase ditempatkan
Number of kepemilikan/ dan disetor/
issued and Percentage of Issued and paid-
Pemegang saham paid-up shares ownership up share capital Shareholders
PT Pertamina (Persero) 197.440 98,72% 52.890 PT Pertamina (Persero)

PT Pertamina Pedeve Indonesia 2.560 1,28% 686 PT Pertamina Pedeve Indonesia
Jumlah 200.000 100,00% 53.576 Total


24. DIVIDEN 24. DIVIDENDS
Berdasarkan hasil Rapat Umum Pemegang Saham Based on results of the Annual General Meetings of
Tahunan, Perusahaan mengumumkan pembagian Shareholders, the Company declared dividends in
dividen tahun 2018 dan 2017 sebagai berikut: 2018 and 2017 as follows:
Laba neto untuk tahun

Tanggal/ yang berakhir/ Dividen yang dibagikan/
Date Net income for the years ended Dividends declared
1 Maret/March 1, 2017 31 Desember/December 31, 2016 114.156
22 Maret/March 22, 2018 31 Desember/December 31, 2017 74.666
Berdasarkan hasil Rapat Umum Pemegang Saham Based on the results of the Annual General Meeting
Tahunan tanggal 22 Maret 2018, ditetapkan of Shareholders dated March 22, 2018, it is decided
pembagian dividen atas laba neto untuk tahun 2017, that dividends be distributed from 2017 net income
kepada pemegang saham sebesar US$74.666. to shareholders in the amount of US$74,666.
25. SALDO LABA DICADANGKAN 25. APPROPRIATED RETAINED EARNINGS
Amandemen Undang-Undang Perseroan Terbatas An amendment to the Limited Liability Company

Republik Indonesia No. 40/2007 yang diterbitkan Law of the Republic of Indonesia No. 40/2007,
pada bulan Agustus 2007 mengharuskan issued in August 2007 requires the establishment of
pembentukan cadangan wajib dari laba ditahan a statutory reserve for retained earnings amounting
sejumlah minimal 20% dari jumlah modal yang to at least 20% of a company’s issued and paid up
ditempatkan dan disetor. capital.
Jumlah cadangan umum dan investasi per tanggal The total general and investment reserves as at
31 Desember 2018 adalah US$1.311.048 (2017: December 31, 2018 amounted to US$1,311,048
US$1.385.714). (2017: US$1,385,714).
26. PENDAPATAN USAHA 26. REVENUES
2018 2017
Pihak berelasi (lihat Catatan 31h) Related parties (refer to Note 31h)
Pendapatan minyak mentah 1.098.573 789.080 Crude oil revenues
Pendapatan gas 951.468 811.530 Natural gas revenues
Jumlah pendapatan usaha - pihak

berelasi 2.050.041 1.600.610 Total revenues - related parties
Pihak ketiga dan Pemerintah Third parties and Government

Pendapatan gas 352.855 282.100 Natural gas revenues
Pendapatan minyak mentah 73.102 74.706 Crude oil revenues
DMO fees - minyak mentah 52.091 41.668 DMO fees - crude oil
Jumlah pendapatan usaha - pihak Total revenues -

ketiga dan Pemerintah 478.048 398.474 third parties and Government
Jumlah 2.528.089 1.999.084 Total
27. BEBAN EKSPLORASI 27. EXPLORATION EXPENSES
2018 2017
Geologi dan geofisika 29.869 4.536 Geological and geophysical
Administrasi dan eksplorasi 23.871 39.638 Administration and exploration


28. BEBAN PRODUKSI 28. PRODUCTION EXPENSES
2018 2017
Pemeliharaan sumur dan workover 315.455 311.541 Well service and workover
Perbaikan dan pemeliharaan 241.141 183.944 Repair and maintenance
Overhead dan sewa 210.216 156.377 Overhead and rental
Lain-lain 78.830 51.946 Others
Jumlah 845.642 703.808 Total
29. BEBAN UMUM DAN ADMINISTRASI 29. GENERAL AND ADMINISTRATION EXPENSES
2018 2017
Gaji dan tunjangan pekerja 31.767 97.313 Employee salaries and benefit
Jasa konsultan dan profesional 3.937 1.492 Consultant and professional fees
Pajak final dan denda 2.542 4.712 Final tax and penalty
Sewa 2.249 2.779 Rental
Kantor 1.840 2.890 Office
Perjalanan dinas 839 975 Travel
Pemeliharaan - 50 Maintenance
Lain-lain - 78 Others
30. PERPAJAKAN 30. TAXATION
a. Piutang pajak a. Taxes receivable
2018 2017
- Pajak pengalihan Transfer tax -
atas SKPKB 59.903 29.951 due to tax assessments
- PPN yang dapat ditagihkan
kembali 28.009 26.640 Reimbursable VAT -
- Withholding taxes dan PPN Withholding taxes and VAT -
atas SKPKB 350 4.343 due to tax assessments
- Pajak Bumi dan Bangunan - 150 Land and Buildings Tax -
Jumlah piutang pajak lainnya 88.262 61.084 Total other taxes receivable
Dikurangi: piutang pajak lainnya Less: other taxes receivable
- bagian tidak lancar (80.036) (51.818) non-current portion -
Jumlah piutang pajak lainnya Total other taxes receivable -

- bagian lancar 8.226 9.266 current portion
Piutang pajak penghasilan Corporate and dividend taxes

dan dividen receivable

- Pajak penghasilan dan
dividen 9.550 9.283 Corporate and dividend taxes -
Jumlah piutang pajak Total corporate and dividend
penghasilan dan dividen 9.550 9.283 taxes receivable

30. PERPAJAKAN (lanjutan) 30. TAXATION (continued)
b. Utang pajak b. Taxes payable
2018 2017
Utang pajak lainnya Other taxes payable

Pasal 21 922 814 Article 21
Pasal 4(2) 6 6 Article 4(2)
Pasal 26 1 - Article 26

PPN 6.440 12.447 VAT
Pasal 21 3.159 2.420 Article 21
Pasal 4(2) 344 250 Article 4(2)
Jumlah utang pajak lainnya 11.854 16.587 Total other taxes payable
2018 2017
Utang pajak penghasilan Corporate and dividend taxes

dan dividen payable
Perusahaan the Company
Pajak penghasilan - - Corporate taxes

Pajak penghasilan dan
dividen 81.083 56.733 Corporate and dividend taxes
Jumlah utang pajak Total corporate and dividend
penghasilan dan dividen 81.083 56.733 taxes payable
c. Beban/(manfaat) pajak penghasilan c. Income tax expense/(benefit)
2018 2017
Tangguhan 18.789 (27.039) Deferred

Sub jumlah 18.789 (27.039) Subtotal
Kini 302.136 298.590 Current
Tangguhan 222.804 (174.806) Deferred
Adjustments
Penyesuaian tahun lalu (1.316) (2.206) in respect of prior years
Sub jumlah 523.624 121.578 Subtotal
Jumlah Total
Kini 302.136 298.590 Current
Tangguhan 241.593 (201.845 ) Deferred
Penyesuaian tahun lalu (1.316) (2.206) Adjustments in respect of prior years
Jumlah beban pajak penghasilan 542.413 94.539 Total income tax expense

d. Pajak kini d. Current taxes
Perhitungan pajak penghasilan kini dilakukan Current income tax computations are based on
berdasarkan estimasi penghasilan kena pajak. estimated taxable income. The amounts will be
Nilai tersebut akan disesuaikan kembali ketika adjusted when Annual Tax Returns are
Surat Pemberitahuan Tahunan disampaikan ke submitted to the Directorate General of Tax.
Direktorat Jenderal Pajak.
Rekonsiliasi antara beban pajak penghasilan The reconciliation between income tax expense
dengan jumlah teoretis beban pajak penghasilan and the theoretical tax amount on the
yang dihitung berdasarkan laba sebelum pajak Company’s profit before income tax is as follows:
penghasilan Perusahaan sebagai berikut:
2018 2017
Laba konsolidasian sebelum Consolidated profit before
beban pajak penghasilan 1.019.141 345.416 income tax expense
Ditambah: Add:
Eliminasi konsolidasian 111.595 114.896 Consolidation eliminations
Laba sebelum pajak Profit before income tax
- Entitas Anak (1.095.439) (429.945) Subsidiaries -
Laba sebelum pajak Profit before income

penghasilan - Perusahaan 35.297 30.367 tax - the Company
Pajak penghasilan dengan

tarif pajak 25% 8.824 7.592 Income tax at the rate of 25%
Ditambah/(dikurangi): Add/(deduct):
- Pendapatan dividen (28.255) (25.219) Dividend income -
- Keuntungan usaha dari
Perusahaan Asosiasi (9.695) (11.339) Income from Associates -
- Pendapatan yang dikenakan
pajak final (2.182) (1.586) Income subject to final tax -
- Lain-lain 50.097 3.513 Others -
Beban/(manfaat) pajak penghasilan Income tax expense/(benefit)
Perusahaan 18.789 (27.039) of the Company
Beban pajak penghasilan Corporate income tax expense
- Entitas Anak 524.940 123.784 Subsidiaries -
Penyesuaian tahun lalu (1.316) (2.206) Adjustments in respect of prior years
Beban pajak penghasilan Consolidated corporate

konsolidasian 542.413 94.539 income tax expense
Laba konsolidasian Consolidated profit before

sebelum beban pajak penghasilan 1.019.141 345.416 income tax expense
Ditambah: Add:
Eliminasi konsolidasian 111.595 114.896 Consolidation eliminations
Laba sebelum pajak Profit before income tax
- Entitas Anak (1.095.439) (429.945) Subsidiaries -
Laba sebelum pajak Profit before income
penghasilan - Perusahaan 35.297 30.367 tax - the Company
Pajak penghasilan dengan
tarif pajak 25% 8.824 7.592 Income tax at the rate of 25%

d. Pajak kini (lanjutan) d. Current taxes (continued)

2018 2017
Perbedaan tetap: Permanent differences:
- Pendapatan dividen (28.255) (25.219) Dividend income -
- Keuntungan usaha
dari Perusahaan Asosiasi (9.695) (11.339) Gain from Associates -
- Pendapatan yang dikenakan
pajak final (2.182) (1.586) Income subject to final tax -
- Lain-lain 50.097 3.513 Others -
Perbedaan temporer: Temporary differences:
Provisi imbalan kerja karyawan (4.066) 1.184 Provision for employee benefits
Provisi insentif dan bonus Provision for incentives and
kinerja (14.723) 11.476 performance bonuses
Selisih nilai wajar Excess of fair value over
atas nilai buku - 14.379 net book value
Beban pajak penghasilan kini - Current income tax

Perusahaan - - expense - the Company
Beban pajak penghasilan kini - Current income tax

Entitas Anak 302.136 298.590 expense - Subsidiaries
Beban pajak penghasilan Consolidated current
kini konsolidasian 302.136 298.590 income tax expense
Dikurangi: Less:
Kurang bayar tahun lalu Previous year underpayment
pajak dibayar di muka (221.053) (241.857) prepaid taxes
Kekurangan pembayaran pajak Under payment of corporate
penghasilan badan dan dividen 81.083 56.733 and dividend tax
e. Pajak tangguhan e. Deferred tax
2018 2017
Aset pajak tangguhan Deferred tax assets
Entitas Anak: Subsidiaries:
Aset minyak dan gas bumi (74.001) (8.353) Oil and gas properties
Provisi untuk biaya restorasi Provision for decomissioning
dan pembongkaran 116.522 105.709 and site restoration
Provisi imbalan
kerja karyawan 4.188 8.540 Provision for employee benefits
Provisi penurunan nilai Provision for decline in value
persediaan 2.967 3.802 of inventories
Provisi insentif dan Provision for incentive
bonus 1.811 - and bonuses
Provisi aset pajak tangguhan Provision for unrecognized
yang tidak diakui (1.075) (1.075) deferred tax assets
Rugi fiskal yang dapat dibawa
ke masa depan 938 - Carried forward tax losses
Aset Pajak Tangguhan yang Unrecognized Deferred
tidak diakui (4.347) - Tax Asset
Pendapatan tangguhan 71 7.358 Deferred revenue
47.074 115.981

e. Pajak tangguhan (lanjutan) e. Deferred tax (continued)
2018 2017
Aset pajak tangguhan Deferred tax assets at
pada awal tahun 115.981 99.731 beginning of the year
Penyesuaian atas provisi Adjustment for provision
Imbalan kerja karyawan 361 58 for employee benefit
(Didebitkan)/dikreditkan pada (Debited)/credited to consolidated
laporan laba rugi (69.268) 16.192 statements profit or loss
Aset pajak tangguhan pada Deferred tax assets

akhir periode - Entitas Anak 47.074 115.981 at end of the year - Subsidiaries
Aset pajak Deferred tax assets

tangguhan Perusahaan: the Company:
Provisi imbalan
kerja karyawan - 4.066 Provision for employee benefits
Provisi insentif dan Provision for incentives
bonus kinerja - 14.723 and performance bonuses
- 18.789
2018 2017
Aset pajak tangguhan Deferred tax assets at

awal tahun 18.789 4.895 beginning of the year
Dikreditkan pada investasi Credited to available-for-sale
tersedia untuk dijual - 848 investments
Dikreditkan pada penghasilan Credited to other comprehensive
komprehensif lainnya - 387 income
(Didebitkan)/dikreditkan pada laporan (Debited)/credited to consolidated
laba rugi dan penghasilan statements of profit or loss and other
komprehensif lain konsolidasian (18.789) 12.659 compreshensive income
Aset pajak tangguhan Deferred tax assets at end

pada akhir tahun - Perusahaan - 18.789 of the year - the Company
Aset pajak tangguhan Deferred tax assets
pada akhir tahun at end of the year
pada konsolidasi - Jumlah 47.074 134.770 on consolidation - Total
Pemanfaatan aset pajak tangguhan yang diakui The utilisation of deferred tax assets recognised
Perusahaan dan Entitas Anak tergantung pada by the Company and Subsidiaries is dependent
kelebihan laba pajak masa yang akan datang upon future taxable income in excess of income
atas laba yang timbul dari pemulihan perbedaan resulting from the reversal of existing taxable
temporer kena pajak yang tersedia. temporary differences. The Company do a
Perusahaan melakukan penyisihan penilaian valuation allowance for certain deferred tax
atas aset pajak tangguhan tertentu untuk assets has been established if there is an
kompensasi kerugian telah ditetapkan apabila insufficient evidence that it is probable that
tidak adanya bukti yang cukup mengenai certain tax losses carried forward will be utilised
kemungkinan aset pajak tangguhan tersebut before expiring.
dapat dimanfaatkan sebelum kadaluwarsa.

e. Pajak tangguhan (lanjutan) e. Deferred tax (continued)

2018 2017
Liabilitas pajak tangguhan Deferred tax liabilities

Entitas Anak: Subsidiaries:
Aset minyak dan gas bumi (583.781) (415.237) Oil and gas properties
Provisi untuk biaya
pembongkaran dan restorasi Provision for decomissioning
lokasi aset 112.347 107.813 and site restoration
Provisi imbalan
kerja karyawan 10.100 7.283 Provision for employee benefits
Provisi penurunan nilai Provision for decline in value
persediaan 1.909 2.682 of inventories
Pendapatan tangguhan 4.688 1.302 Deferred revenue
Lain-lain 2.710 (576) Others
(452.027) (296.733)
2018 2017
Liabilitas pajak tangguhan (296.733) (454.094) Deferred tax liabilities at
pada awal tahun beginning of the year
Penambahan atas Addition for Gross up
Gross up Blok ONWJ - (989) ONWJ PSC
Penyesuaian atas provisi Adjustment for provision
imbalan kerja karyawan 672 (265) for employee benefits
(Didebitkan)/dikreditkan pada laporan (Debited)/credited to consolidated
laba rugi dan penghasilan statements of profit or loss and other
komprehensif lain konsolidasian (155.966) 158.615 comprehensive income
Liabilitas pajak tangguhan pada Deferred tax liabilities

akhir tahun - Entitas Anak (452.027) (296.733) at end of the year - Subsidiaries
2018 2017
Liabilitas pajak tangguhan: Deferred tax liabilities:

Transaksi pada konsolidasian: Transactions on consolidation:
Selisih nilai wajar Excess of fair value
atas nilai buku (13.187) (14.114) over net book value
(13.187) (14.114)
2018 2017
Liabilitas pajak tangguhan Deferred tax liabilities at

pada awal tahun (14.114) (30.845) beginning of the year
Dikreditkan pada goodwill - 2.352 Credited to goodwill
Dikreditkan pada laporan laba rugi Credited to consolidated statements
dan penghasilan komprehensif of profit or loss and other
lain konsolidasian 927 14.379 comprehensive income

akhir tahun - Perusahaan (13.187) (14.114) at end of the year - the Company
akhir tahun konsolidasi at end of the year
- Jumlah (465.214) (310.847) - on consolidation - Total

f. Administrasi f. Administration
Perusahaan dan Entitas Anak menghitung dan The Company and Subsidiaries calculate and
membayar sendiri jumlah pajak yang terutang. pay their tax obligations separately. Based on
Berdasarkan perubahan terakhir Undang- the most recent amendments of the Income Tax
Undang Pajak Penghasilan yang mulai berlaku Law effective on January 1, 2008, the
efektif sejak tanggal 1 Januari 2008, Direktorat Directorate General of Tax may decide and
Jenderal Pajak dapat menetapkan dan amend tax liabilities within a period of 5 years
mengubah liabilitas pajak dalam batas waktu (10 years for Gross Split PSC in accordance
5 tahun (10 tahun untuk KBH Gross Split sesuai with Government Regulation no. 53 Tahun
dengan Peraturan Pemerintah no. 53 Tahun 2017) from the date taxes payable become due.
2017) sejak tanggal terutangnya pajak.
g. Lain-lain g. Others
i. PHE ONWJ Ltd. i. PHE ONWJ Ltd.

Kurang/lebih bayar atau rugi
fiskal/Underpayment/Overpayment or fiscal
loss
Status pada
Nomor dan tanggal tanggal laporan
penerbitan surat keuangan/
ketetapan/ Tahun Menurut Menurut Status as of
Number and issue pajak/ Direktorat Jendral Perusahaan/ the date of
date of Fiscal Jenis pajak/ Pajak/According to According to the financial
assesment letter year Type of taxes Indonesian Tax Office Company statements
0003/204/01/091/11- Pajak atas bunga, Kurang bayar Nihil/Nil Dalam proses

0003/204/09/091/11 2001 dividen dan sebesar/ review peninjauan
28 Oktober/October - 2009 royalti/ Underpayment of kembali/
2011 Tax on Interest, US$66.173 In judicial review
dividends and process
royalties
Pajak atas bunga, Kurang bayar Nihil/Nil Dalam proses

dividen dan sebesar/ review peninjauan
0004/204/10/081/14
royalti/ Underpayment of kembali/
2 Juli/July 2014 2010
Tax on Interest, US$7.585 In judicial review
dividends and process
royalties
BP West Java (sekarang PHE ONWJ Ltd.) BP West Java (now PHE ONWJ Ltd.) as a
sebagai perusahaan yang berdomisili di negara company domiciled in the United Kingdom
Inggris dikenakan pajak atas Bunga Dividen dan (“UK”), applied a 10% rate of tax on Interest,
Royalti (“PBDR”) sebesar 10% atas pendapatan Dividends and Royalties (“PBDR”) on income
setelah pajak sesuai dengan ketentuan yang after income tax in accordance with the
diatur di dalam Tax Treaty antara Pemerintah provisions stipulated in the Tax Treaty between
Indonesia dan Inggris. Menurut laporan audit the Government of Indonesia and the UK.
Pemerintah tahun 2001-2010, kewajiban Based on the Government audit reports for
pembayaran PBDR yang dilakukan oleh BP 2001-2010, PBDR payments undertaken by BP
West Java seharusnya menggunakan tarif West Java should have been made at the rate of
sebesar 20% atas pendapatan setelah pajak 20% of income after tax based on the provisions
yang berdasarkan kepada ketentuan Undang- of Indonesian Tax Law and that the tax treaty
Undang Perpajakan Indonesia sehingga tarif tax between Indonesian and the UK Government is
treaty antara pemerintah Indonesia dan Inggris not applicable in this circumstance.
tidak berlaku.

g. Lain-lain (lanjutan) g. Others (continued)
i. PHE ONWJ Ltd. (lanjutan) i. PHE ONWJ Ltd. (continued)
PHE ONWJ Ltd. pada tahun 2011 telah PHE ONWJ Ltd has received Tax
menerima Surat Ketetapan Pajak Kurang Underpayment Assessment Letters
Bayar (“SKPKB”) untuk tahun pajak 2001 (“SKPKB”) in 2011 amounting to US$66,173
sampai dengan 2009 sebesar US$66.173 for the 10% difference in the tax rate applied
karena perbedaan tarif pajak 10% untuk for PBDR purposes for fiscal years 2001 to
tujuan perhitungan PBDR. 2009.
Pada tanggal 26 Januari 2012, Perusahaan On January 26, 2012, the Company
sudah membayar seluruh SKPKB tersebut. paid the total assessed amounts. On
Pada tanggal 27 Januari 2012, Perusahaan January 27, 2012, the Company filed
mengajukan surat keberatan atas SKPKB objection letters against these SKPKB to the
tersebut ke kantor pajak. tax office.
Pada bulan Januari 2013, Perusahaan In January 2013, the Company received
menerima hasil keputusan penolakan decisions from the tax office rejecting its
banding dari kantor pajak untuk seluruh appeals for all the SKPKB. Appeal letters
SKPKB tersebut. Surat banding telah were submitted by the Company in February
diajukan oleh Perusahaan di bulan Februari through April 2013 against such decisions to
sampai April 2013 ke pengadilan pajak. the tax court.
Pada bulan Juli 2014, PHE ONWJ Ltd. In July 2014, PHE ONWJ Ltd. received a tax
menerima SKPKB atas PBDR untuk tahun assesment relating to PBDR in the amount
pajak 2010 sebesar US$7.584 yang sudah of US$7,584 for the fiscal year 2010, which
dibayar penuh pada tanggal 24 juli 2014. was fully paid on July 24, 2014.
Pada tanggal 10 September 2014, PHE On September 10, 2014, PHE ONWJ Ltd.
ONWJ Ltd. mengajukan surat keberatan atas filed an objection against the SKPKB for
SKPKB tersebut ke kantor pajak. fiscal year 2010 to the tax office.
Pada bulan September 2015, PHE ONWJ In September 2015, PHE ONWJ Ltd.
Ltd. menerima hasil keputusan penolakan received a decision from the tax office
keberatan dari kantor pajak untuk SKPKB rejecting its objection against the SKPKB
atas PBDR untuk tahun 2010. Surat banding related to PBDR for the fiscal year 2010. An
atas keputusan tersebut telah diajukan oleh appeal letter against such decision was
PHE ONWJ Ltd. ke pengadilan pajak di submitted by PHE ONWJ Ltd. to the tax
bulan Desember 2015. court in December 2015.
Pada tanggal 2 Desember 2016 PHE ONWJ On December 2, 2016 PHE ONWJ Ltd. has
Ltd. telah mendapatkan surat asli Putusan received the original letter of Appeal
Banding dari Pengadilan Pajak yang Decision from the Tax Court stating that he
menyatakan menolak permohonan Banding refused the appeal for 2001 to 2009. For the
untuk tahun 2001 sampai dengan 2009. Atas refusal of the appeal, PHE ONWJ submitted
penolakan permohonan banding tersebut a Judicial Review to the Supreme Court on
PHE ONWJ mengajukan Peninjauan February 28, 2017.
Kembali ke Mahkamah Agung pada tanggal
28 Februari 2017.

i. PHE ONWJ Ltd. (lanjutan) i. PHE ONWJ Ltd. (continued)
Pada tanggal 23 November 2017, On November 23, 2017, the Tax Court
Pengadilan Pajak menolak banding yang rejected the appeal filed by PHE ONWJ
diajukan oleh PHE ONWJ atas PBDR untuk related to PBDR for the fiscal year 2010.
tahun 2010. Berdasarkan hasil putusan Based on the results of the decision PHE
tersebut, PHE ONWJ mengajukan ONWJ submitted a Judicial Review to the
Peninjauan Kembali ke Mahkamah Agung Supreme Court on February 5, 2018.
pada tanggal 5 Februari 2018.
Pada tanggal laporan keuangan ini As of the date of the finalization of these
diselesaikan, manajemen masih menunggu financial statements, management is still
hasil review atas Peninjauan Kembali ke awaiting the results of a review of the Judicial
Mahkamah Agung. Review to the Supreme Court.
ii. KBH WMO ii. PSC WMO

fiskal/Underpayment/overpayment or
fiscal loss
Menurut Status pada tanggal
Direktorat Jendral Menurut laporan keuangan/
Tahun Pajak/According to Perusahaan/ Status as of
Nomor objek pajak/ pajak/ Jenis pajak/ Indonesian Tax According to the date of financial
Tax Object Number Fiscal year Type of taxes Office the Company statements
31.71.000.000.044.4212.3 2014 PBB Lepas Pajak terhutang/ Pajak terhutang/ Dalam proses
23 Mei/May 2015 pantai dan Tax payable Tax payable banding/In
tubuh bumi/ US$22.105 US$ 6.450 appeal process
Offshore and
subsurface tax
31.71.000.000.044.4212.3 2015 PBB Lepas Pajak terhutang/ Pajak terhutang/ Keberatan

5 Mei/May 2015 pantai dan Tax payable Tax payable ditolak/ Rejected
tubuh bumi/ US$29.676 US$7.488 in objection
Offshore and process
subsurface tax
00.00.000.081.420.0076.3 2016 PBB Lepas Pajak terhutang/ Pajak terhutang/ Banding ditolak /
25 April/April 2015 pantai dan Tax payable Tax payable Rejected in
tubuh bumi/ US$14.643 US$1.582 appeal process
Offshore and
subsurface tax
00.00.000.081.420.0076.3 2017 PBB Lepas Pajak terhutang/ Pajak terhutang/ Keberatan

28 April/April 2017 pantai dan Tax payable Tax payable ditolak/ Rejected
tubuh bumi/ US$10.378 US$1.335 in objection
Offshore and process
subsurface tax
00.00.000.081.420-0076.3 2018 PBB Lepas Pajak terhutang/ Pajak terhutang/ Permohonan

17 April/April 2018 pantai dan Tax payable Tax payable pengurangan
tubuh bumi/ US$12.214 US$2.158 pajak ditolak/Tax
Offshore and reduction is
subsurface tax rejected

ii. KBH WMO (lanjutan) ii. WMO PSC (continued)
Sesuai dengan implementasi dari Peraturan In accordance with the implementation of

Pemerintah No. 79 tahun 2010, KBH WMO Government Regulation No.79 of 2010, the
diwajibkan untuk membayar Pajak Bumi dan WMO PSC is required to pay Land
Bangunan (“PBB”) tahun 2018 dengan and Building Tax (“PBB”) for 2018 in the
jumlah Rp176.874.005.460 (nilai penuh) amount of Rp176,874,005,460 (full amount)
(setara dengan US$12.214), 2017 dengan (equivalent to US$12,214), 2017 in the
jumlah Rp150.279.709.771 (nilai penuh) amount of Rp150,279,709,771 (full amount)
(setara dengan US$10.378), tahun 2016 (equivalent to US$10,378), for 2016 in the
dengan jumlah Rp212.044.849.592 (nilai amount of Rp212,044,849,592 (full amount)
penuh) (setara dengan US$14.643), tahun (equivalent to US$14,643), for 2015 in the
2015 dengan jumlah Rp429.734.704.393 amount of Rp429,734,704,393 (full amount)
(nilai penuh) (setara dengan US$29.676), (equivalent to US$29,676) and for 2014 in
dan tahun 2014 dengan jumlah the amount of Rp320,100,866,837 (full
Rp320.100.866.837 (nilai penuh) (setara amount) (equivalent to US$22,105).
dengan US$22.105).
Berdasarkan Surat Pemberitahuan Pajak Based on the PBB payment request which
Tahunan “SPPT” PBB yang telah diterbitkan was published by the Directorate General of
oleh Direktorat Jendral Pajak, PHE WMO Taxation, PHE WMO has paid the full
telah melakukan pembayaran atas SPPT amount of PBB payment request and
PBB tersebut dan mengajukan keberatan submitted the objection letters for all PBB
untuk seluruh SPPT PBB ke kantor pajak. payment request to the tax office.
Pada tanggal 6 September 2016, PHE WMO On September 6, 2016, PHE WMO
menerima surat penolakan keberatan atas received a rejection letter regarding its
SPPT PBB tahun 2015 dan memutuskan objections againts 2015 PBB and decided
untuk tidak mengajukan permohonan not to submit an appeal. The appeal was
banding. Permohonan banding diajukan oleh submitted by PHE WMO for the rejection of
PHE WMO untuk penolakan keberatan atas the 2016 PBB objection, which received on
SPPT PBB tahun 2016, yang diterima pada September 4, 2017. The Appeal Letter was
tanggal 4 September 2017. Surat Banding submitted by PHE WMO on November 28,
tersebut telah disampaikan PHE WMO 2017 but the appeal was rejected on
tanggal 28 November 2017 namun December 18, 2018.
permohonan banding ditolak pada tanggal
18 Desember 2018.

ii. KBH WMO (lanjutan) ii. PSC WMO (continued)
Pada tanggal 11 Agustus 2017, PHE WMO On August 11, 2017, PHE WMO submitted
mengajukan keberatan atas SPPT PBB an objection letter of the 2017 PBB. The
tahun 2017. Hasil pengajuan keberatan telah results of the objection were received on
diterima pada tanggal 10 Agustus 2018, August 10, 2018, where the Tax Court
dimana Pengadilan Pajak menolak keberatan rejected the objection. PHE WMO decided
tersebut. PHE WMO memutuskan tidak not to submit an appeal letter to the Tax
mengajukan banding ke Pengadilan Pajak. Court.
Pada tanggal 6 Agustus 2018, PHE WMO On August 6, 2018, PHE WMO submitted a
mengajukan permohonan pengurangan PBB request for a reduction to the tax office for
Tubuh Bumi tahun 2018 kepada Kantor the 2018 PBB. On December 3, 2018, PHE
Pelayanan Pajak Minyak dan Gas Bumi. WMO has accepted the rejection letter from
Pada tanggal 3 Desember 2018, PHE WMO the Directorate General of Taxation.
telah menerima penolakan permohonan
pengurangan PBB dari Direktorat Jendral
Pajak.
iii. KBH A (NATUNA SEA) iii. PSC A (NATUNA SEA)

fiskal/Underpayment/overpayment or
fiscal loss
Nomor dan tanggal
penerbitan surat Menurut Status pada tanggal
ketetatapan/ Direktorat Jendral Menurut laporan keuangan/
Number and issue Tahun Pajak/According to Perusahaan/ Status as of
date of pajak/ Jenis pajak/ Indonesian Tax According to the the date of financial
assesment letter Fiscal year Type of taxes Office Company statements
00001/240/13/081/15 2013 PPh Pasal 4(2)/ Kurang bayar Nihil/Nil Banding

12 November/ Withholding Tax sebesar/ dikabulkan/
November 2015 Art 4(2) Underpayment Appeal
of US$47.823 granted
00003/245/13/081/15 2013 PPh Pasal 23/26/ Kurang bayar Nihil/Nil Banding

23 November/ Withholding Tax sebesar/ dikabulkan/
November 2015 Art 23/26 Underpayment Appeal
of US$72.239 granted

g. Lainnya (lanjutan) g. Others (continued)
iii. KBH A (NATUNA SEA) (lanjutan) iii. PSC A (NATUNA SEA) (continued)
Pada bulan November 2015, Natuna 2 B.V. In November 2015, Natuna 2 B.V. (50% of
(50% saham dimiliki PHE Oil and Gas) shares owned by PHE Oil and Gas)
menerima SKPKB Pajak Penghasilan Final received a tax assesment (SKPKB) relating
Pasal 4 (2) atas transfer tax tahun pajak to transfer tax involving the transfer of
2013 sebesar Rp647.911.679.507 (nilai shares in 2013 for Rp647,911,679,507 (full
penuh) (setara dengan US$47.823) serta amount) (equivalent to US$47,823) and a
SKPKB atas Branch Profits Tax tahun pajak branch profits tax assesment for 2013 of
2013 sebesar US$72.239. Natuna 2 B.V. US$72,239. Natuna 2 B.V. did not agree
tidak setuju atas penerbitan kedua SKPKB with these SKPKB. On February 11, 2016,
ini. Natuna 2 B.V. telah melakukan Natuna 2 B.V. had paid the SKPKB before
pembayaran pada tanggal 11 Februari 2016 submission of objection letters to avoid the
sebelum mengajukan permohonan imposition of tax penalties of 50% or 100%
keberatan untuk menghindari sanksi 50% if the objection or appeal is rejected.
atau 100% apabila keberatan atau banding
ditolak.
Manajemen mengajukan surat keberatan Management submitted an objection letter

pada tanggal 19 Februari 2016 dan telah on February 19, 2016 and had received the
menerima hasil putusan bahwa keberatan verdict that the objection was rejected on
ditolak pada tanggal 10 Februari 2017. February 10, 2017. Based on this decision,
Berdasarkan keputusan tersebut, management decided to record a provision
manajemen memutuskan untuk of 50% of the portion of PHE Oil and Gas
membukukan provisi 50% dari porsi for US$29,951 and submitted an appeal
PHE Oil and Gas sebesar US$29.951 dan letter on May 9, 2017.
mengajukan banding ke Pengadilan Pajak
tanggal 9 Mei 2017.
Persidangan atas permohonan banding The hearing for the Natuna 2 B.V.’s appeal
Natuna 2 B.V. telah selesai pada tahun was completed in 2018. On October 31,
2018. Pada tanggal 31 Oktober 2018, 2018, Natuna 2 B.V. received an invitation
Natuna 2 B.V. telah menerima undangan to hear the decision from the Tax Court
pembacaan putusan dari Pengadilan Pajak held on November 5, 2018. On hearing of
yang diadakan pada 5 November 2018. the decision No. PUT-
Pada sidang pembacaan putusan No. PUT- 112652.25/2013/PP/MXA year 2018 for
112652.25/2013/PP/MXA Tahun 2018 untuk transfer tax involving the transfer of shares
Pajak Penghasilan Final Pasal 4 (2) atas in 2013 and No. PUT-
transfer tax tahun pajak 2013 dan No. PUT- 112653.35/2013/PP/MXA year 2018 for
112653.35/2013/PP/MXA Tahun 2018 untuk branch profits tax assesment for 2013,
Branch Profit Tax tahun pajak 2013, stated that the Tax Court granted an
dinyatakan bahwa Pengadilan Pajak appeal from Natuna 2 B.V.
mengabulkan permohonan banding dari
Natuna 2 B.V.
Berdasarkan putusan tersebut, PHE Oil and Based on the decision, PHE Oil and Gas
Gas memutuskan untuk melakukan jurnal decided to conduct a reversal on the
balik atas provisi yang telah dibukukan di provision that had been recorded in 2017
tahun 2017 sebesar US$29.951. amounting to US $29,951.

31. SALDO DAN TRANSAKSI DENGAN PIHAK 31. RELATED PARTIES BALANCES AND
BERELASI TRANSACTIONS
a. Sifat dari transaksi pihak berelasi a. Nature of related party transactions
Transaksi pihak berelasi antara Perusahaan Related party transactions between the
dan Entitas Anak dengan Pertamina dan Company and Subsidiaries and Pertamina and
entitas anaknya meliputi pembiayaan, its subsidiaries including financing, fuel
pembelian bahan bakar, pembebanan imbalan purchases, allocation of seconded employees’
kerja karyawan perbantuan, pembebanan biaya past-service costs, interest and insurance
bunga dan biaya asuransi, dividen dan expense, dividends and other goods/services
transaksi penyerahan barang/jasa lainnya. transactions.
Sifat dari hubungan pihak-pihak berelasi yang The nature of the relationships with related
mengadakan transaksi dengan Perusahaan: parties are as follows:
Hubungan/Relations Pihak-pihak berelasi/Related parties
· Pemegang saham/Shareholders PT Pertamina (Persero)

PT Pertamina Pedeve Indonesia (“PDV”)
· Perusahaan asosiasi/Associates PT Donggi Senoro LNG (“DSLNG”)
Natuna 2 B.V.
PT Pertamina Drilling Contractor
PT Pertamina Hulu Indonesia
PT Pertamina Hulu Mahakam
PT PGE Lawu
· Entitas sepengendali/Entities under common control PT Pertamina EP (“PEP”)
PT Pertamina Gas (“Pertagas”)
PT Pertagas Niaga
PT Pertamina Drilling Services Indonesia (“PDSI”)
PT Pelita Air Service (“PAS”)
PT Pertamina Tongkang/PT Pertamina Trans Kontinental
(“PTK”)
PT Pertamina Retail
PT Pertamina Bina Medika (“Pertamedika”)
PT Tugu Pratama Indonesia (“TPI”)
PT Mitra Tours and Travel (“Mitra Tours”)
PT Pertamina EP Cepu (“EP Cepu”)
PT Patra Jasa (“Patra Jasa”)
PT Patra Niaga
PT Pertamina Training and Consulting (“PTC”)
PT Pertamina Geothermal Energy (“PGE”)
PT Nusantara Regas
PT Elnusa (“Elnusa”)
PT Pertamina International Shipping (“PIS”)
· Entitas yang berelasi dengan Pemerintah/ Entities PT Perusahaan Listrik Negara (Persero) (“PLN”)
related to Government PT Perusahaan Gas Negara (Persero) (“PGN”)
PT Pupuk Indonesia (Persero)
PT Petrokimia Gresik
PT Gresik Migas
Perusahaan Daerah Pertambangan dan Energi (“PDPDE”)
PT Bank Mandiri (Persero) Tbk.
PT Bank Negara Indonesia (Persero) Tbk.
PT Bank Rakyat Indonesia (Persero) Tbk.
PT Bank Tabungan Negara (Persero) Tbk.
PT Migas Hulu Jabar ONWJ (“MUJ ONWJ”)
· Personil manajemen kunci/Key management Direksi/Directors
personnel Komisaris/Commissioners

BERELASI (lanjutan) TRANSACTIONS (continued)
a. Sifat dari transaksi pihak berelasi (lanjutan) a. Nature of related party transactions
(continued)
Kebijakan Perusahaan dan Entitas Anak terkait The Company’s and Subsidiaries’ pricing
penetapan harga untuk transaksi dengan pihak- policies related to the transactions with related
pihak berelasi adalah sebagai berikut: parties are as follows:
- Penjualan minyak mentah ke pihak berelasi - Sales of crude oil to related parties are
ditetapkan berdasarkan Indonesian Crude priced based on monthly Indonesian Crude
Prices (“ICP”) bulanan yang ditetapkan oleh Prices (“ICP”) which are determined by
Direktorat Jenderal Migas. Directorate General of Oil and Gas.
- Penjualan gas ke pihak berelasi ditetapkan - Sales of natural gas to related parties are
berdasarkan kontrak-kontrak penjualan gas. priced based on the gas sales contracts.
- Jasa transportasi gas dari Pertagas - Gas transportation fees from Pertagas are
berdasarkan tarif yang ditetapkan oleh priced based on the tariff determined by
Badan Pengatur Hilir Minyak dan Gas Bumi Badan Pengatur Hilir Minyak dan Gas Bumi
(“BPH MIGAS’’). (‘’BPH MIGAS’’).
- Beban usaha dari pihak berelasi lainnya - Other various operating expenses from
berdasarkan harga yang disepakati kedua other related parties are priced based on
belah pihak. agreed prices.
b. Kas dan setara kas dan kas yang dibatasi b. Cash and cash equivalents and restricted
penggunaannya cash
2018 2017
Kas dan setara kas Cash and cash equivalents

(lihat Catatan 6) 217.250 107.503 (refer to Note 6)
Kas yang dibatasi
penggunaannya Restricted cash
(lihat Catatan 7) 49.515 55.562 (refer to Note 7)
Jumlah 266.765 163.065 Total
Persentase terhadap jumlah aset 5,89% 3,41% As a percentage of total assets


c. Piutang usaha - pihak berelasi c. Trade receivables - related parties
2018 2017
DSLNG 28.828 14.789 DSLNG

PLN 19.364 40.204 PLN
PT Pupuk Indonesia (Persero) 14.957 14.817 PT Pupuk Indonesia (Persero)
PGN 10.496 6.098 PGN
PEP 9.278 574 PEP
Pertagas 2.743 1.840 Pertagas
Gresik Migas 931 1.767 Gresik Migas
Lainnya 1.000 258 Others
Persentase terhadap
jumlah aset 1,93% 1,68% As a percentage of total assets
Piutang usaha dari entitas berelasi merupakan The trade receivables from related parties
piutang penjualan minyak mentah atau gas involve crude oil or natural gas sold by the
bumi yang berasal dari Entitas Anak. Subsidiaries.
Manajemen berpendapat bahwa seluruh Management believes that the trade receivables
piutang usaha dari pihak berelasi dapat ditagih from related parties are fully collectible and
secara penuh, sehingga penyisihan penurunan therefore, a provision for impairment is not
nilai tidak diperlukan. considered necessary.
d. Piutang lain-lain - pihak berelasi d. Other receivables - related parties
2018 2017
Bagian lancar: Current portion:

DSLNG 115.500 109.457 DSLNG
Natuna 2 BV 13.212 7.464 Natuna 2 BV
Pertagas 605 2.351 Pertagas
PEP 486 12.589 PEP
Nusantara Regas 431 - Nusantara Regas
SKK Migas 23 60 SKK Migas
Jumlah 130.257 131.921 Total
Persentase terhadap jumlah aset 2,87% 2,76% As a percentage of total assets
Piutang dari DSLNG sebesar US$115.500 (2017: The receivable from DSLNG of US$115,500
US$109.458) ditujukan untuk pembangunan (2017: US$109,458) is for the construction of a
fasilitas produksi Gas Alam Cair (“LNG”) yang Liquified Natural Gas (“LNG”) production facility
berkapasitas 2 juta ton per tahun. PT Donggi with a capacity of 2 million tonnes per year.
Senoro LNG dimiliki oleh PHE (29%), Sulawesi PT Donggi Senoro LNG is owned by PHE
LNG Development Limited (59,9%) dan (29%), Sulawesi LNG Development Limited
PT Medco LNG Indonesia (11,1%). (59.9%) and PT Medco LNG Indonesia (11.1%).

d. Piutang lain-lain - pihak berelasi (lanjutan) d. Other receivables - related parties (continued)
Tingkat suku bunga pinjaman adalah London The interest rate on the loan is the one month
Interbank Offering Rate (“LIBOR”) Dolar AS satu US Dollar London Interbank Offering Rate
bulan ditambah 3,75% per tahun dan jatuh (“LIBOR”) plus 3.75% per annum and interest is
tempo setiap tiga bulan setelah pinjaman due every three months after the loan
dicairkan. Pada tahun 2018 dan 2017, biaya drawdowns. In 2018 and 2017, accrued interest
bunga yang timbul ditambahkan ke pinjaman was added to the loan, since the LNG
pokok karena fasilitas produksi LNG masih production facility is still under construction.
dalam tahap konstruksi. Pendapatan bunga Interest income for 2018 and 2017 is US$7,110
selama 2018 dan 2017 masing-masing adalah and US$4,908, respectively.
US$7.110 dan US$4.908.
Berdasarkan PHE Funding Contribution Based on the PHE Funding Contribution

Agreement tertanggal 16 Desember 2014 antara Agreement dated December 16, 2014, between
Perusahaan dan PT Donggi Senoro LNG dengan the Company and PT Donggi Senoro LNG with
MUFG Union Bank N.A., Perusahaan menyetujui MUFG Union Bank N.A., the Company agreed
untuk membayar kekurangan dana yang to finance any short fall in funds needed for the
dibutuhkan untuk proyek pembangunan LNG LNG development project. There is no
tersebut. Tidak ada pembayaran kembali dari repayment from DSLNG until December 31,
DSLNG sampai 31 Desember 2018. 2018.
e. Utang usaha - pihak berelasi e. Trade payables - related parties
2018 2017
PT Pertamina (Persero) - neto 75.056 557.981 PT Pertamina (Persero) - net

PT MUJ ONWJ 16.303 - PT MUJ ONWJ
Pertagas 3.838 11.613 Pertagas
Elnusa 3.779 2.262 Elnusa
PEP 3.706 2.512 PEP
PDSI 1.842 392 PDSI
PIS 1.198 6.561 PIS
PGE 973 865 PGE
PAS 748 560 PAS
TPI 631 153 TPI
PTK 253 166 PTK
Jumlah 109.535 583.321 Total
Persentase terhadap jumlah

liabilitas 5,27% 21,51% As a percentage of total liabilities

e. Utang usaha - pihak berelasi (lanjutan) e. Trade payables - related parties (continued)
Rincian utang usaha neto dari Pertamina adalah Details of net trade payables from Pertamina are
sebagai berikut: as follows:
2018 2017
Utang usaha: Trade payables:

Utang terkait Payables in relation
pembayaran cash call (310.162) (718.947) to payment of cash calls
Jumlah utang usaha Total trade

ke Pertamina (310.162) (718.947) payables to Pertamina
Utang lain-lain: Other payables:

Utang terkait Payables in relation to
alokasi bunga pinjaman - (39.426) loan interest allocation
Utang sehubungan dengan Payables in relation to
karyawan perbantuan (10.392) (10.708) seconded employees
Utang terkait Payables in relation
transaksi lain-lain (17.291) (11.256) to other transactions
Jumlah utang lain-lain Total other

ke Pertamina (27.683) (61.390) payables to Pertamina
Piutang usaha: Trade receivables:

Piutang terkait penjualan Receivables in relation to
minyak dan gas bumi 261,820 89.806 oil and natural gas sales
Jumlah piutang usaha Total trade

dari Pertamina 261.820 89.806 receivables from Pertamina
Piutang lain-lain: Other receivables:

Piutang terkait Receivables in relation to
Pembayaran lain-lain 969 132.550 other payments
Jumlah piutang lain-lain 969 132.550 Total other receivables
Jumlah utang usaha Total trade payables

ke Pertamina - neto (75.056) (557.981) to Pertamina - net
Perusahaan dan Entitas Anak menjual minyak The Company and Subsidiaries sell crude oil
mentah dan gas bumi kepada Pertamina. and natural gas to Pertamina. Pertamina
Pertamina memberikan dana untuk kegiatan provides funding for the Company’s and
operasi Perusahaan dan Entitas Anak dalam Subsidiaries’ operations in the form of cash calls
bentuk cash calls dan transaksi utang lainnya and transactions involving other payables,
yang kemudian akan diperhitungkan (offset) which are recognised as offsets against
dengan nilai kewajiban Pertamina yang timbul amounts owed by Pertamina in relation to the
dari penjualan Perusahaan dan Entitas Anak Company’s and Subsidiaries’ sales and other
dan transaksi lainnya. transactions.

f. Utang lain-lain - pihak berelasi (lanjutan) f. Other payables - related parties (continued)
2018 2017
PEP 1.552 2.092 PEP
Pertamina Lubricants 51 - Pertamina Lubricants
PDSI 22 96 PDSI
Elnusa 3 88 Elnusa
Pertagas - 478 Pertagas
Lain-lain - 87 Others

liabilitas 0,08% 0,10% As a percentage of total liabilities
Utang lain-lain kepada pihak berelasi The other payables to the related parties
merupakan utang sehubungan dengan utang represent dividend payable declared by
dividen yang didistribusikan oleh Entitas Anak, Subsidiaries, transportation services, training
jasa transportasi, jasa pelatihan dan konsultasi, and consultation services, travel and
biaya perjalanan dan akomodasi, dan lain-lain. accomodation services, etc.
g. Pinjaman - pihak berelasi g. Loan - related party
2018 2017
PT Pertamina (Persero) - 264.738 PT Pertamina (Persero)
Dikurangi: bagian lancar - (92.243) Less: current portion
Jumlah bagian tidak lancar - 172.495 Total non-current portion

liabilitas - 9,76% As a percentage of total liabilities
Pada tanggal 1 Januari 2012, Perusahaan dan On January 1, 2012, the Company and
PT Pertamina (Persero) menandatangani PT Pertamina (Persero) signed a Loan
Perjanjian Pinjaman Dana dengan jangka waktu Agreement for a period of 10 (ten) years. This
10 (sepuluh) tahun. Pinjaman ini digunakan loan is intended for investment activities
untuk kegiatan investasi Perusahaan dan of the Company and Subsidiaries. As at
Entitas Anak. Pada tanggal 31 Desember 2018 December 31, 2018 and 2017, the total loan
dan 2017, jumlah pinjaman yang belum outstanding (excluding unpaid interest) was
dibayarkan (belum termasuk bunga yang belum US$nil and US$264,738, respectively. The
dibayarkan) adalah masing-masing sebesar interest rate applied ranged between 5.06% to
US$nihil dan US$264.738. Tingkat bunga yang 5.17% per annum. Interest expense for 2018
berlaku antara 5,06% sampai dengan 5,17% and 2017 was US$3,046 and US$39,426,
per tahun. Beban bunga selama 2018 dan 2017 respectively. The loan principal repayments
masing-masing adalah US$3.046 dan commenced on June 30, 2015 with the final
US$39.426 Pembayaran angsuran pokok repayment due on December 31, 2021.
pinjaman dimulai tanggal 30 Juni 2015 sampai
31 Desember 2021.

h. Pendapatan usaha - pihak berelasi h. Revenues - related parties
2018 2017
PT Pertamina (Persero) 1.103.746 831.067 PT Pertamina (Persero)

PLN 308.437 294.313 PLN
DSLNG 275.518 141.249 DSLNG
PT Pupuk Indonesia (Persero) 186.607 152.644 PT Pupuk Indonesia (Persero)
PGN 114.367 121.930 PGN
PT Pertagas 43.481 33.375 PT Pertagas
PT Gresik Migas 9.257 9.503 PT Gresik Migas
PDPDE 8.628 6.842 PDPDE
Lain-lain - 9.687 Others
Jumlah 2.050.041 1.600.610 Total

pendapatan usaha 81,09% 80,07% As a percentage of total revenues
Penjualan neto ke Pertamina merupakan The net sales to Pertamina involving crude oil
penjualan domestik minyak mentah yang telah sales after deduction by PNBP. Net sales to
dikurangi dengan PNBP. Penjualan neto kepada other related parties involved sales of natural
pihak berelasi lainnya merupakan penjualan gas gas after deduction of PNBP.
setelah dikurangi dengan PNBP.
i. Pendapatan bunga - pihak berelasi i. Interest income - related parties
2018 2017
PT Bank Rakyat Indonesia PT Bank Rakyat Indonesia
(Persero) Tbk. 919 537 (Persero) Tbk.
PT Bank Tabungan Negara PT Bank Tabungan Negara
PT Bank Negara Indonesia PT Bank Negara Indonesia
PT Bank Mandiri (Persero) Tbk. 181 101 PT Bank Mandiri (Persero) Tbk.
Persentase terhadap laba As a percentage of
sebelum pajak penghasilan 0,20% 0,30% profit before income tax
j. Kompensasi manajemen kunci j. Key management compensation
Manajemen kunci termasuk Direksi dan Key management includes Directors and
Komisaris. Kompensasi yang dibayar atau Commissioners. The compensation paid or
terutang kepada manajemen kunci atas dasar payable to the key management for employee
jasa pekerja adalah sebagai berikut: services is shown below:
2018 2017
Gaji dan imbalan pekerja jangka Salaries and other short-term

pendek lainnya 2.508 2.196 employee benefits
Persentase terhadap laba As a percentage of

sebelum pajak penghasilan 0,25% 0,64% profit before income tax

32. PERJANJIAN, KOMITMEN DAN KONTINJENSI 32. SIGNIFICANT AGREEMENTS, COMMITMENTS

PENTING AND CONTINGENCIES
a. Perjanjian Pasokan Gas a. Gas Supply Agreements
Pada tanggal 31 Desember 2018, Entitas Anak As at December 31, 2018, Subsidiaries has
memiliki kontrak-kontrak perjanjian jual beli gas various significant gas sales agreements with
yang signifikan kepada beberapa pelanggan, various customers, with gas volumes of each
dengan volume gas masing-masing kontrak contract ranging between 0.8 TBTU and 1,418
senilai antara 0,8 TBTU hingga 1.418 TBTU. TBTU. The expiration years of those
Kontrak-kontrak tersebut akan berakhir antara agreements range from 2019 to 2031.
tahun 2019 sampai 2031.
Berdasarkan Peraturan Presiden Republik Based on Indonesian Presidential Regulation

Indonesia No.40 Tahun 2016 tentang Penetapan No.40 year 2016 on Natural Gas Pricing and
Harga Gas Bumi dan Peraturan Menteri Energi Regulation of the Minister of Energy and
dan Sumber Daya Mineral Republik Indonesia Mineral Resources of the Republic of Indonesia
No.40 Tahun 2016 tentang Harga Gas Bumi No.40 year 2016 on Natural Gas Price for
Untuk Industri Tertentu, Perusahaan melakukan Specific Industries, the Company amended for
amandemen penurunan kontrak harga gas declining contract gas prices in gas sales
dalam perjanjian jual beli gas dengan industri agreements with particularly industry and has
tertentu dan berlaku efektif sejak 30 Januari been effective since January 30, 2017.
2017.
b. Sewa Barang Milik Negara - KBH Blok ONWJ b. Lease of the State owned enterprises’s
assets - ONWJ PSC
Aset minyak dan gas bumi eks-KBH ONWJ lama The oil and gas assets of the old ONWJ PSC
yang dimiliki oleh Direktorat Jenderal Kekayaan which are currently owned by the Directorate
Negara (“DJKN”) digunakan oleh kontraktor KBH General of State Assets (“DJKN”) are used by
ONWJ Gross Split dengan skema sewa. the ONWJ Gross Split PSC contractors based
on a lease scheme.
Pada tanggal 16 Januari 2018 Perjanjian Sewa On January 16, 2018, PT PHE ONWJ and
no. PRJ-1/KN/2018 ditandatangani oleh PT PHE DJKN entered into a Lease Agreement
ONWJ dan DJKN untuk periode sewa dari no. PRJ-1/KN/2018 for a lease period from
tanggal 19 Januari 2017 sampai 19 Januari 2018 January 19, 2017 to January 19, 2018, with
dengan nilai sewa sebesar Rp225.603.000.000 lease cost of Rp225,603,000,000 (full amount).
(nilai penuh). Periode sewa dapat diperpanjang The lease period can be extended based on
berdasarkan permohonan tertulis yang diajukan written request from PHE ONWJ to DJKN
oleh PHE ONWJ ke DJKN melalui SKK Migas. through SKK Migas.
Pada tanggal 17 April 2018 Perjanjian Sewa no. On April 17, 2018, PT PHE ONWJ and
PRJ-2/KN/2018 ditandatangani oleh PT PHE DJKN entered into a Lease Agreement
ONWJ dan DJKN untuk periode sewa dari no. PRJ-2/KN/2018 for a lease period from
tanggal 19 Januari 2018 sampai 18 Januari 2019 January 19, 2018 to January 18, 2019, with
dengan nilai sewa sebesar Rp202.650.750.000 lease cost of Rp202,650,750,000 (full amount).
(nilai penuh). Periode sewa dapat diperpanjang The lease period can be extended based on
berdasarkan permohonan tertulis yang diajukan written request from PHE ONWJ to DJKN
oleh PHE ONWJ ke DJKN melalui SKK Migas. through SKK Migas.
Untuk Periode sewa Januari 2019 sampai For lease period January 2019 to January 2020,
dengan Januari 2020, PHE ONWJ masih PHE ONWJ is still waiting for the regulation of
menunggu Peraturan Menteri Keuangan (PMK) the Minister of Finance (PMK) regarding the
terkait dengan perubahan metode perhitungan change to the calculation method for the lease
sewa aset yang akan diterbitkan oleh DJKN. of the assets which will be issued by DJKN.


PENTING (lanjutan) AND CONTINGENCIES (continued)
c. Komitmen eksplorasi c. Exploration commitments
Pada tanggal 31 Desember 2018, beberapa On December 31, 2018, some of the
Entitas Anak masih dalam tahap eksplorasi. Subsidiaries are still in the exploration stage.
Komitmen eksplorasi (komitmen pasti dan The exploration commitments (firm commitment
komitmen kerja) pada Entitas Anak (nilai Gross and working commitment) of the Subsidiaries
PSC) tersebut adalah sebagai berikut: (Gross PSC amounts) are as follows:
Nama Entitas Anak Komitmen Program Kerja dan

dan Wilayah Kerja/ Pengeluaran (nilai penuh)/ Work
No
Name of Subsidiaries Program and Expenditure
and Working Area Commitment (full amount)
PT Pertamina Hulu Energi Metana Kalimantan B - Blok Sangatta II/Sangatta

1. 20.128.179
II Block
PT Pertamina Hulu Energi Metana Sumatera Tanjung Enim - Blok Tanjung

2. 14.483.863
Enim/Tanjung Enim Block
PT Pertamina Hulu Energi Metana Sumatera 2 - Blok Muara Enim/Muara

3. 11.750.000
Enim Block
PT Pertamina Hulu Energi Metana Sumatera 5 - Blok Muara Enim II/Muara

4. 23.850.000
Enim II Block
PT Pertamina Hulu Energi West Glagah Kambuna - Blok West Glagah

5. 55.000.000
Kambuna/West Glagah Kambuna Block
6. PT Pertamina Hulu Energi Semai - Blok Semai II/Semai II Block 214.000.000
PT Pertamina Hulu Energi Randugunting - Blok Randugunting/Randugunting

7. 14.100.000
Block
8. Pertamina Hulu Energi Ambalat Ltd. - Blok Ambalat/Ambalat Block 16.500.000
9. Pertamina Hulu Energi Bukat Ltd. - Blok Bukat/ Bukat Block 48.000.000
PT Pertamina Hulu Energi MNK Sumatera Utara - Blok MNK Sumatera

10. 84.800.000
Utara/MNK Sumatera Utara Block
PT Pertamina Hulu Energi Babar Selaru - Blok Babar Selaru/Babar Selaru

11. 173.000.000
Block
12. PT Pertamina Hulu Energi Abar - Blok Abar/Abar Block 23.800.000
13. PT Pertamina Hulu Energi Anggursi - Blok Anggursi/Anggursi Block 15.800.000
PT Pertamina Hulu Energi MNK Sakakemang - Blok MNK Sakakemang/MNK

14. 35.850.000
Sakakemang Block
PT Pertamina Hulu Energi Ambalat Timur - Blok East Ambalat/East Ambalat

15. 225.000.000
Block


c. Komitmen eksplorasi (lanjutan) c. Exploration commitments (continued)
Komitmen eksplorasi (komitmen pasti dan The exploration commitments (firm commitment
komitmen kerja) Entitas Anak dengan KBH and working commitment) of Subsidiaries with
Gross Split adalah sebagai berikut: Gross Split PSC are as follows:
Nama Entitas Anak Komitmen Program Kerja dan

dan Wilayah Kerja/ Pengeluaran (nilai penuh)/ Work
No
Name of Subsidiaries Program and Expenditure
and Working Area Commitment (full amount)
1. PT Pertamina Hulu Energi ONWJ - Blok ONWJ/ONWJ Block 82.300.000
2. PT Pertamina Hulu Energi NSO - Blok NSO/NSO Block 43.000.000
PT Pertamina Hulu Energi Ogan Komering - Blok Ogan Komering/Ogan

3. 60.600.000
Komering Block
4. PT Pertamina Hulu Energi Tuban East Java - Blok Tuban/Tuban Block 114.070.000
5. PT Pertamina Hulu Energi OSES - Blok OSES/OSES Block 231.000.000
PT Pertamina Hulu Energi Raja Tempirai - Blok Pendopo - Raja/Pendopo -

6. 15.550.000
Raja Block
PT Pertamina Hulu Energi Jambi Merang - Blok Jambi Merang/Jambi Merang
7. 239.300.000
Block
PT Pertamina Hulu Energi Salawati Basin - Blok Kepala Burung/Kepala
8. 61.222.000
Burung Block
9. PT Pertamina Hulu Energi Salawati - Blok Salawati/Salawati Block 36.250.000
PT Pertamina Hulu Energi East Sepinggan - Blok East Sepinggan/East

10. 80.610.000
Sepinggan Block*
* Entitas Anak masih dalam tahap eksplorasi/ the Subsidiary is still in the exploration stage
d. Audit Pemerintah d. Government audit
Sesuai dasar hukum pemeriksaan yakni (1) Based on legal basis for the examination (1)
Peraturan Presiden No.9 tahun 2013 tentang Presidential Decree No.9 of 2013 about the
Penyelenggaraan Pengelolaan Kegiatan Usaha Implementation of Management Upstream Oil
Hulu Minyak dan Gas Bumi; (2) Peraturan and Gas; (2) Presidential Decree No.95 of 2012
Presiden No.95 tahun 2012 tentang Pengalihan about Transfer of Duties and Functions of the
Pelaksanaan Tugas dan Fungsi Kegiatan Upstream Oil and Gas and (3) the Decision of
Usaha Hulu Minyak dan Gas Bumi; serta (3) Minister of Energy and Resources minerals of
Keputusan Menteri Energi dan Sumber Daya the Republic of Indonesia No. 3135 year 2012
Mineral Republik Indonesia No. 3135 tahun on Transfer of Duties, Functions and
2012 tentang Pengalihan Tugas, Fungsi dan Organization in the Implementation of
Organisasi dalam Pelaksanaan Kegiatan Upstream Oil and Gas, Government through
Usaha Hulu Minyak dan Gas Bumi, Pemerintah SKK Migas perform audits related to accounting
melalui SKK Migas melakukan pengujian policies and financial information of PSC
terkait kebijakan akuntansi dan informasi operators which must comply with the PSC and
keuangan dari operator KBH yang harus sesuai other terms set by SKK Migas.
dengan ketentuan KBH dan ketentuan lainnya
yang ditetapkan oleh SKK Migas.
Klaim - klaim yang timbul dari audit oleh SKK Claims arising from these audits are either
Migas dan Pemerintah akan disetujui oleh agreed upon by the PSC operators and
operator KBH dan dicatat dalam pembukuan recorded in the PSC accounting records or
secara akuntansi dari KBH atau didiskusikan discussed with SKK Migas and/or the
lebih lanjut dengan SKK Migas dan/atau Government.
Pemerintah.


e. Perkara hukum e. Legal case
i. Gugatan PT Golden Spike Energy i. PT Golden Spike Energy Indonesia

Indonesia lawsuit
PT Golden Spike Energy Indonesia PT Golden Spike Energy Indonesia (“GSEI”)

(“GSEI”) dan PT Pertamina Hulu Energi and PT Pertamina Hulu Energi Raja
Raja Tempirai (PHE RT), masing-masing Tempirai (PHE RT) are holders of 50%
adalah pemegang participating interest participating interests each in the Raja Block
sebesar 50% di Blok Raja. JOB PSC.
Pada tanggal 5 April 2013, GSEI On April 5, 2013, GSEI submitted a civil
mengajukan gugatan terhadap PHE RT di lawsuit against PHE RT in the Central
Pengadilan Negeri Jakarta Pusat dengan Jakarta District Court on the basis that
dasar kegiatan selama masa eksplorasi operations conducted during the exploration
yang pendanaannya merupakan kewajiban period were GSEI Sole Risk Operations and
GSEI adalah kegiatan operasi sole risk therefore only GSEI was entitled to get
sehingga GSEI berhak atas kompensasi. compensation.
Proses pengadilan, banding, kasasi dan The court, objection, casation and
arbitrase telah diselesaikan. Pada tanggal arbitration process have been finalized. On
17 Februari 2017 Arbitrase ICC telah February 17, 2017 the ICC Arbitration has
menerbitkan Third and Final Award yang issued the Third and Final Award which
memutuskan bahwa PHE RT decided the case in favor of PHE RT.
memenangkan perkara tersebut.
Putusan ICC tersebut telah didaftarkan oleh Such ICC’s Third and Final Award has been
Majelis Arbiter dan diterima oleh registered and received by the Central
Pengadilan Negeri Jakarta Pusat Jakarta District Court based on the Deed
berdasarkan Akta Pendaftaran Putusan Number 02/Pdt/Arb-Int/2017/PN.Jkt.Pst
Arbitrase Internasional Nomor: 02/Pdt/Arb- dated June 14, 2017.
Int/2017/PN.Jkt.Pst. tanggal 14 Juni 2017.
Selanjutnya untuk melakukan eksekusi In order to execute the above Third and
terhadap Third and Final Award di atas, Final Award, PHE RT has filed the
PHE RT telah mengajukan permohonkan requisition for execution to the Central
eksekuatur ke Pengadilan Negeri Jakarta Jakarta District Court on December 31,
Pusat pada tanggal 13 Desember 2017 dan 2017 and has been responded to in 2018.
sudah direspon pada tahun 2018.
Sampai dengan tanggal laporan As of the date of this consolidated report,

konsolidasian ini, PHE RT sedang dalam PHE RT is in the process of submitting
proses untuk memasukkan ‘anmanning’ ke “anmanning” into the Central Jakarta District
PN Jakarta Pusat. Court.


e. Perkara hukum (lanjutan) e. Legal case (continued)
ii. Gugatan Malaysia Offshore Mobile ii. Malaysia Offshore Mobile Production
Production (Labuan) Ltd. (Labuan) Ltd. lawsuit
Perusahaan sebagai pemegang 30% The Company as a 30% shareholder and

saham sekaligus pemegang participating the holder of participating interest in SK-305
interest di Blok SK-305 dari ventura block from joint venture operating in
bersama yang beroperasi di Malaysia Malaysia (PCPP Operating Company Sdn.
(PCPP Operating Company Sdn. Bhd.) Bhd.) was sued by Malaysia Offshore Mobile
digugat oleh Malaysia Offshore Mobile Production (Labuan) Ltd. (“MOMPL”) as a
Production (Labuan) Ltd. (“MOMPL”) vendor of the joint venture in the Malaysian
sebagai vendor ventura bersama di High High Court. The principal claim is the early
Court Malaysia. Pokok gugatan adalah termination of the leasing service contract
pemutusan dini atas kontrak jasa sewa dan and the operation of the Mobile Offshore
pengoperasian unit Mobile Offshore Production Unit (MOPU) unit between the
Production Unit (MOPU) antara ventura Venture and MOMPL. The Company is
bersama dengan MOMPL. Perusahaan requested to be proportionately responsible
diminta bertanggung jawab secara for all debts and joint venture responsibilities
proporsional atas seluruh utang dan and costs incurred during the process. As of
tanggung jawab ventura bersama serta the date of these financial statements, the
biaya perkara yang timbul. Sampai dengan Company still awaiting the summon from the
tanggal laporan keuangan ini, Perusahaan Malaysian High Court.
masih menunggu panggilan sidang dari
High Court Malaysia.
f. Perjanjian Pengalihan 10% Participating f. Agreement to transfer a 10% Participating

Interest di KBH Blok ONWJ Interest in ONWJ PSC
Pada tanggal 19 Desember 2017 PT PHE On December 19, 2017, PT PHE ONWJ and
ONWJ dan MUJ ONWJ menandatangi MUJ ONWJ entered into an agreement to
perjanjian pengalihan 10% Participating Interest transfer a 10% of PT PHE ONWJ’s participating
(“PI”) di KBH Blok ONWJ dari PT PHE ONWJ ke interest (“PI”) in the ONWJ PSC to MUJ ONWJ.
MUJ ONWJ. Perjanjian tersebut berlaku efektif Such transfer will become effective upon
pada tanggal diterimanya persetujuan dari approval by the Minister of Energy and Mineral
Menteri Energi dan Sumber Daya Mineral Resources (“ESDM”) or on a date stated by the
(“ESDM”) atau pada tanggal yang ditetapkan Minister of Energy and Mineral Resources in his
oleh Menteri Energi dan Sumber Daya Mineral approval letter.
dalam surat persetujuannya.


f. Perjanjian Pengalihan 10% Participating f. Agreement to transfer a 10% Participating

Interest di KBH Blok ONWJ (lanjutan) Interest in ONWJ PSC (continued)
Pada tanggal 17 Mei 2018 persetujuan atas On May 17, 2018 the approval of the transfer of
pengalihan PI 10% di wilayah kerja ONWJ the 10% PI was approved by the ESDM minister
telah disetujui oleh menteri ESDM melalui through a letter from the Minister of Energy and
Surat dari Menteri ESDM kepada Kepala SKK Mineral Resources to the Head of SKK Migas
Migas No. 2803/13/MEM.M/2018. Dimana No. 2803/13/MEM.M/2018. The letter states that
dinyatakan dalam surat tersebut bahwa tanggal the date of the transfer of PHE ONWJ to MUJ
peralihan PHE ONWJ kepada MUJ ONWJ ONWJ is from the effective date of the ONWJ
adalah sejak tanggal efektif KBH Blok ONWJ. PSC.
Pada tanggal 17 Desember 2018, nilai On December 17, 2018, the consideration for
pengalihan participating interest (“PI”) tersebut the transfer of the PI was determined through a
ditetapkan melalui Surat dari Menteri ESDM Letter from the Minister of Energy and Mineral
kepada Kepala SKK Migas No. Resources to the Head of SKK Migas No.
3149/12/MEM.M/2018. Nilai pengalihan 3149/12/MEM.M/2018. The consideration is
dihitung dari kewajiban BUMD atas porsi calculated based on BUMD's share of the
besaran jaminan pelaksanaan (Performance Performance Bond for firm commitments and its
Bond) untuk pelaksanaan komitmen kerja pasti share of settlement of unrecovered cost
dan porsi pembayaran unrecovered cost oleh obligation by the new Contractor to the old
KKKS baru kepada KKKS lama dengan nilai Contractor totaling US$43,291,771.
penuh sebesar US$43.291.771.
Lihat catatan 36 untuk perkembangan hal ini di Please refer to note 36 for the development of
tahun 2019. this matter in 2019.
g. Perjanjian Pengalihan 10% Participating g. Agreement to transfer a 10% Participating

Interest di KBH Blok Siak Interest in Siak PSC
Pada tanggal 7 Agustus 2018, PHE Siak dan On August 7, 2018, PHE Siak and PT Riau
PT Riau Petroleum Siak sepakat untuk Petroleum Siak agreed to sign an agreement to
menandatangani perjanjian pengalihan dan transfer and operate a 10% participating
pengelolaan 10% participating interest sesuai interest in accordance with Regulation of the
dengan Peraturan Menteri Energi dan Sumber Minister of Energy and Mineral Resources of
Daya Mineral No.37 Tahun 2016 tentang the Republic of Indonesia No.37 year 2016 on
Ketentuan Penawaran PI 10% pada Wilayah Offering Terms of 10% PI in Oil and Gas
Kerja Minyak dan Gas Bumi. Block.

33. ASET DAN LIABILITAS KEUANGAN 33. FINANCIAL ASSETS AND LIABILITIES
Berikut ini adalah kategori aset dan liabilitas The information given below relates to the
keuangan dari Perusahaan dan Entitas Anak: Company’s and Subsidiaries’ financial assets and
liabilities by category:
Aset yang
tersedia Liabilitas
untuk dijual/ keuangan
Pinjaman dan Available- lainnya/Other
Jumlah/ piutang/Loans for-sale financial
Total and receivables assets liabilities
31 Desember/December 31, 2018
Aset keuangan/Financial assets
Kas dan setara kas/
Cash and cash equivalents 217.250 217.250 - -
Kas yang dibatasi penggunaannya/
Restricted cash 49.515 49.515 - -
Piutang usaha - pihak berelasi/
Trade receivables - related parties 87.597 87.597 - -
Piutang usaha - pihak ketiga/
Trade receivables - third parties 83.704 83.704 - -
Piutang Pemerintah/
Due from the Government 41.144 41.144 - -
Piutang lain-lain - pihak berelasi/
Other receivables - related parties 130.257 130.257 - -
Piutang lain-lain - pihak ketiga/
Other receivables - third parties 101.926 101.926 - -
Uang muka cash calls/
Cash call advances 55.058 55.058 - -
Aset tidak lancar lainnya/
Other non-current assets 16.141 16.141 - -
Investasi tersedia untuk dijual/
Available-for-sale investments 7 - 7 -
Jumlah aset keuangan/
Total financial assets 782.599 782.592 7 -
Liabilitas keuangan/
Financial liabilities
Utang usaha - pihak berelasi/
Trade payables - related parties 109.535 - - 109.535
Utang usaha - pihak ketiga/
Trade payables - third parties 101.838 - - 101.838
Utang Pemerintah/
Due to the Government 37.878 - - 37.878
Utang lain-lain - pihak berelasi/
Other payables - related parties 1.628 - - 1.628
Utang lain-lain - pihak ketiga/
Other payables - third parties 134.443 - - 134.443
Beban yang masih harus dibayar/
Accrued expenses 296.161 - - 296.161
Pendapatan tangguhan/
Deferred revenue 4.546 - - 4.546
Jumlah liabilitas keuangan/
Total financial liabilities 686.029 - - 686.029

33. ASET DAN LIABILITAS KEUANGAN (lanjutan) 33. FINANCIAL ASSETS AND LIABILITIES (continued)
Aset yang
tersedia Liabilitas
untuk dijual/ keuangan
Pinjaman dan Available- lainnya/Other
Jumlah/ piutang/Loans for-sale financial
Total and receivables assets liabilities
31 Desember/December 31, 2017

Kas dan setara kas/
Cash and cash equivalents 107.503 107.503 - -
Kas yang dibatasi penggunaannya/
Restricted cash 55.562 55.562 - -
Trade receivables - related parties 80.347 80.347 - -
Trade receivables - third parties 97.952 97.952 - -
Piutang Pemerintah/
Due from the Government 72.339 72.339 - -
Other receivables - related parties 131.921 131.921 - -
Other receivables - third parties 110.351 110.351 - -
Uang muka cash calls/
Cash call advances 55.126 55.126 - -
Other non-current assets 13.345 13.345 - -
Available-for-sale investments 7 - 7 -
Total financial assets 724.453 724.446 7 -
Utang usaha - pihak berelasi/
Trade payables - related parties 583.321 - - 583.321
Trade payables - third parties 70.198 - - 70.198
Utang Pemerintah/
Due to the Government 59.678 - - 59.678
Other payables - related parties 2.841 - - 2.841
Other payables - third parties 302.783 - - 302.783
Beban yang masih harus dibayar/
Accrued expenses 272.106 - - 272.106
Deferred revenue 21.186 - - 21.186
Pinjaman - pihak berelasi/Loan
related party 264.738 - - 264.738
Total financial liabilities 1.576.851 - - 1.576.851

34. KEBIJAKAN MANAJEMEN RISIKO 34. RISK MANAGEMENT POLICY
Perusahaan dan Entitas Anak memiliki beragam The Company and Subsidiaries has various
kegiatan usaha, sehingga memiliki potensi berbagai business activities, which expose them to various
risiko. Program manajemen risiko yang dimiliki potential risks. The Company’s and Subsidiaries’
Perusahaan dan Entitas Anak ditujukan untuk overall risk management program focuses on
meminimalkan dampak yang tidak diharapkan pada minimising potential adverse effects on the financial
kinerja Perusahaan dan Entitas Anak. Program performance of the Company and Subsidiaries. The
manajemen risiko Perusahaan dan Entitas Anak Company’s and Subsidiaries’ overall risk
secara keseluruhan dipusatkan pada pasar management program focuses on the
keuangan yang tidak dapat diprediksi dan unpredictability of financial markets and seeks to
Perusahaan berusaha untuk memperkecil efek yang minimise potential adverse effects on the
berpotensi merugikan kinerja keuangan Perusahaan Company’s and Subsidiaries’ financial performance.
dan Entitas Anak.
a. Risiko usaha a. Business risk
Aktivitas bisnis Perusahaan dan Entitas Anak The Company and Subsidiaries’s business
dipengaruhi berbagai risiko usaha misalnya activities are exposed to a variety of business
sebagai berikut: risks which are as follows:
i. Perkiraan cadangan minyak mentah, gas i. The Company and Subsidiaries’s crude oil,
alam dan panas bumi milik Perusahaan dan natural gas and geothermal reserves
Entitas Anak tidak pasti dan mungkin estimates are uncertain and may prove to
terbukti tidak akurat dari waktu ke waktu be inaccurate over time or may not
atau mungkin tidak dapat secara akurat accurately reflect actual reserves levels, or
mencerminkan tingkat cadangan yang even if accurate, technical limitations may
sebenarnya, atau bahkan jika akurat, prevent the Company and Subsidiaries
keterbatasan teknis dapat mencegah from retrieving these reserves.
Perusahaan dan Entitas Anak untuk
mendapatkan kembali cadangan ini.
ii. Perusahaan dan Entitas Anak tergantung ii. The Company and Subsidiaries is
kepada kemampuan manajemen untuk dependent on management’s ability to
mengembangkan cadangan yang ada, develop existing reserves, replacing the
mengganti cadangan yang ada dan existing reserves and develop additional
mengembangkan cadangan tambahan. reserves.
b. Risiko pasar b. Market risk
i. Risiko nilai tukar mata uang asing i. Foreign exchange risk
Sebagian besar pendapatan dan The majority of the Company’s and

pengeluaran operasi dari Perusahaan Subsidiaries’ revenue and operating
didenominasi dalam mata uang Dolar AS expenditure is denominated in US Dollars
dan mata uang pelaporan dari Perusahaan and the reporting currency of the Company
dan Entitas Anak adalah Dolar AS, and Subsidiaries is the US Dollar, thus the
sehingga Perusahaan dan Entitas Anak Company and Subsidiaries have a
mempunyai eksposur yang minimal minimum exposure to fluctuations in
terhadap fluktuasi mata uang asing. foreign exchange rates.

34. KEBIJAKAN MANAJEMEN RISIKO (lanjutan) 34. RISK MANAGEMENT POLICY (continued)
b. Risiko pasar (lanjutan) b. Market risk (continued)
i. Risiko nilai tukar mata uang asing i. Foreign exchange risk (continued)
(lanjutan)
Analisis sensitivitas Sensitivity analysis

Penguatan/(pelemahan) Rupiah terhadap A strengthening/(weakening) of Rupiah to
Dolar AS akan meningkatkan/ the US Dollar would have
(menurunkan) laba/(rugi) sebesar jumlah increased/(decreased) profit/(loss) by the
yang ditunjukkan di bawah. Analisis ini amounts shown below. This analysis is
didasarkan pada varian nilai tukar mata based on foreign currency exchange rate
uang asing yang mungkin terjadi pada variances that are considered to be
tanggal pelaporan yang ada di Perusahaan reasonably possible at the reporting dates
dan Entitas Anak. Analisis dilakukan of the Company and Subsidiaries. The
dengan dasar yang sama pada tahun analysis is performed on the same basis
2018, meskipun varian nilai tukar mata for 2018, except that the reasonably
uang asing yang mungkin terjadi berbeda, possible foreign exchange rate variances
seperti ditunjukkan di bawah ini. were different, as shown below.
Penguatan/Strengthening Pelemahan/Weakening
Laba atau (rugi)/Profit or (loss) Laba atau (rugi)/Profit or (loss)
31 Desember 2018 December, 31 2018
IDR (pergerakan 5%) (9.257) 9.776 IDR (movement 5%)
ii. Risiko harga ii. Price risk
Perusahaan terekspos terhadap risiko The Company is exposed to market risk

pasar yang berhubungan dengan associated with the price movements of
pergerakan harga minyak mentah karena crude oil since crude oil is a commodity
minyak mentah adalah produk komoditas product traded on the world crude markets.
yang diperjualbelikan di pasar minyak As a commodity product, global crude oil
dunia. Sebagai produk komoditas, harga prices are principally dependent on the
minyak mentah sangat tergantung pada supply and demand dynamics of crude oil
dinamika pasokan dan permintaan minyak in the world export market which are
mentah di pasar ekspor dunia, yang significantly affected by:
sangat dipengaruhi oleh:
- Faktor-faktor fundamental (seperti - Fundamental factors (such as

produksi, persediaan, kondisi kilang, production, inventory, conditions of
fasilitas pipa dan kebijakan produksi, refineries, pipeline facilities and
tingkat pertumbuhan ekonomi, production policy, economic growth,
kebutuhan, musim dan ketersediaan needs, seasons and the technological
teknologi sumber tenaga alternatif). availability of alterative energy
sources).
- Faktor-faktor non-fundamental - Non-fundamental factors (market

(kekhawatiran pasar akibat gangguan concerns due to political uncertainty,
politik, keamanan dan aksi spekulasi security and speculation in the oil
di pasar minyak). market).

ii. Risiko harga (lanjutan) ii. Price risk (continued)
Harga minyak mentah Perusahaan Prices for the Company’s crude oil are
ditentukan berdasarkan ICP yang based on ICP which are based on global
didasarkan harga minyak mentah dunia crude oil prices with similar grades and
dengan kualitas yang sama sehingga therefore tend to be highly cyclical and
cenderung sangat mengikuti siklus dan subject to significant fluctuations due to
terpengaruh oleh fluktuasi yang signifikan supply and demand dynamics as discussed
yang disebabkan oleh dinamika pasokan above. However, the Company does not
dan permintaan seperti yang didiskusikan use derivative instruments to hedge
di atas. Namun demikian, Perusahaan exposure to crude oil price risk in
tidak melakukan lindung nilai terhadap accordance with instruction from
fluktuasi harga minyak mentah sesuai Pertamina. The risk of crude oil price
dengan instruksi dari Pertamina. Risiko fluctuations is monitored on an ongoing
fluktuasi harga minyak mentah dimonitor basis to determine the magnitude of risk
secara berkesinambungan untuk exposures faced by the Company.
mengetahui besarnya eksposur risiko
yang dihadapi Perusahaan.
Meskipun harga jual gas biasanya terkait Despite the fact that gas prices are typically
dengan harga minyak mentah, rumus linked to the crude oil price, the price
penentuan harga gas biasanya lebih tidak formula for gas sales is typically less
berfluktuasi dibandingkan harga minyak volatile compared to the crude oil price. In
mentah. Selain itu, penjualan gas addition, the nature of gas sales is based
biasanya berdasarkan kontrak jangka on long-term contracts with the capacity for
panjang dengan kemampuan untuk price negotiations. These features make
melakukan negosiasi harga. Ciri-ciri ini the Company’s exposures with gas price
membuat eksposur Perusahaan terhadap movements less than crude price
pergerakan harga gas menjadi berkurang movements. Since all gas sales contracts
dibandingkan pergerakan harga minyak. require negotiation of gas prices at least on
Karena semua kontrak harga gas an annual basis, therefore the Company
ditentukan berdasarkan negosiasi paling can negotiate gas prices for the benefit of
tidak setahun sekali, Perusahaan dapat the Company. This is supported with the
melakukan negosiasi yang memberikan average gas sales prices in Indonesia are
manfaat lebih kepada Perusahaan. Hal ini much lower than global prices.
didukung oleh harga gas di Indonesia
yang lebih rendah daripada harga gas
dunia.
Perusahaan dan Entitas Anak tidak The Company and Subsidiaries are not
terekspos secara signifikan dengan risiko significantly exposed to interest rate risk
suku bunga karena tidak ada aset dan since there are no significant interest
liabilitas berbunga yang signifikan kecuali bearing assets and liabilities except for the
piutang dari PT Donggi Senoro LNG yang receivable from PT Donggi Senoro LNG for
tingkat bunganya dipengaruhi oleh tingkat which the interest rate is impacted by
bunga pasar. Oleh karena itu, market interest rates. Therefore, the
pendapatan dan arus kas yang diperoleh Company’s and Subsidiaries’ income and
dari aktivitas operasi secara substansial operating cash flows are substantially
independen terhadap perubahan suku independent of changes in market interest
bunga pasar. Untuk piutang kepada rates. In respect to the receivable from
DSLNG dan pinjaman dari Pertamina, DSLNG and loan from Pertamina, the
Perusahaan secara berkala memonitor Company regularly monitors market interest
tingkat bunga pasar untuk memitigasi rate to mitigate interest rate risk.
risiko suku bunga.

iii. Risiko suku bunga iii. Interest rate risk

Suku bunga mengambang/ Suku bunga tetap/
Floating rate Fixed rate
Kurang dari Lebih dari Kurang dari Lebih dari Non bunga/
satu tahun/ satu tahun/ satu tahun/ satu tahun/ Non
Less than More than Less than More than interest Jumlah/
31 Desember/December 31, 2018 one year one year one year one year bearing Total

Kas dan kas setara kas/
Cash and cash equivalents 217.250 - - - - 217.250
Kas yang dibatasi
penggunaannya/Restricted cash - - 15.300 34.215 - 49.515
Trade receivables - related parties - - - - 87.597 87.597
Trade receivables - third parties - - - - 83.704 83.704
Piutang Pemerintah/
Due from the Government - - - - 41.144 41.144
Other receivables - related parties - - - - 130.257 130.257
Other receivables - third parties - - - - 101.926 101.926
Uang muka cash call/
Cash call advances - - - - 55.058 55.058
Other non-current assets - - - - 16.141 16.141
Available-for-sale investments - - - - 7 7

Total financial assets 217.250 - 15.300 34.215 515.834 782.599
Utang usaha - pihak yang berelasi/
Trade payables - related parties - - - - 109.535 109.535
Trade payables - third parties - - - - 101.838 101.838
Utang Pemerintah/
Due to the Government - - - - 37.878 37.878
Other payables - related parties - - - - 1.628 1.628
Other payables - third parties - - - - 134.443 134.443
Beban yang masih harus
dibayar/Accrued expenses - - - - 296.161 296.161
Deferred revenue - - - - 4.546 4.546

Total financial liabilities - - - - 686.029 686.029
c. Risiko kredit c. Credit risk
Pada tanggal 31 Desember 2018, jumlah As at December 31, 2018, the total maximum
maksimal eksposur dari risiko kredit adalah exposure to credit risk was US$782,599. Credit
US$782.599. Risiko kredit terutama berasal risk arises from cash and cash equivalents,
dari kas dan setara kas, kas yang dibatasi restricted cash, trade receivables, due from the
penggunaannya, piutang usaha, piutang Government, other receivables, cash call
Pemerintah, piutang lain-lain, uang muka cash advances and other non-current assets.
call dan aset tidak lancar lainnya.

c. Risiko kredit (lanjutan) c. Credit risk (continued)
Semua kas di bank dan dana yang dibatasi All cash in banks and restricted cash are placed
penggunaannya ditempatkan pada bank yang with in state-owned banks which have an AAA,
dimiliki Pemerintah yang mendapatkan AA and AA+ ratings.
peringkat AAA, AA dan AA+.
Manajemen yakin akan kemampuannya untuk Management is confident in its ability to

terus mengendalikan dan mempertahankan continue to control and sustain minimal
eksposur yang minimal terhadap risiko kredit exposure to credit risk given that the Company
mengingat Perusahaan dan Entitas Anak and Subsidiaries have clear policies on the
memiliki kebijakan yang jelas dalam pemilihan selection of customers, legally binding
pelanggan, terdapat perjanjian yang mengikat agreements in place for oil and gas sales
secara hukum untuk transaksi penjualan transactions and historically low levels of bad
minyak dan gas bumi dan secara historis debts. The Company’s and Subsidiaries’
mempunyai tingkat yang rendah untuk piutang general policies for oil and gas sales to new
usaha yang bermasalah. Kebijakan umum and existing customers are as follows:
Perusahaan dan Entitas Anak untuk penjualan
minyak dan gas bumi untuk pelanggan yang
baru dan pelanggan yang sudah ada adalah
sebagai berikut:
- Memilih pelanggan dengan kondisi - Selection of customers with strong financial

keuangan yang kuat dan reputasi yang conditions and good reputations.
baik.
- Menerima pelanggan baru yang disetujui - Acceptance of new customers is approved
oleh pihak yang berwenang sesuai dengan by the authorised personnel according to
kebijakan delegasi kekuasaan Perusahaan the Company’s and Subsidiaries’
dan Entitas Anak. delegation of authority policies.
Pada tanggal 31 Desember 2018, jumlah As at December 31, 2018, total receivables
piutang yang belum jatuh tempo dan tidak neither past due nor impaired amount to
mengalami penurunan nilai sebesar US$353,023.
US$353.023.
Pada tanggal 31 Desember 2018, umur piutang As at December 31, 2018, the aging of trade
usaha, piutang pemerintah dan piutang lain-lain receivables, due from the Government and
yang telah jatuh tempo namun tidak mengalami other receivables that are already past due but
penurunan nilai pada tanggal pelaporan adalah not impaired at the reporting date are as
2018
Lewat jatuh tempo: Over due:
- Kurang dari 3 bulan 41.556 Less than 3 months -
- 3 - 6 bulan 671 3 - 6 months -
- > 6 bulan 10.014 > 6 months -
52.241
Piutang sebesar US$52.241 tersebut berasal The receivables amounting to US$52,241

dari pihak-pihak yang tidak terdapat sejarah involve a number of parties with no history of
wanprestasi dalam dua tahun terakhir. default in the past two years.

c. Risiko kredit (lanjutan) c. Credit risk (continued)
Manajemen telah melakukan penilaian Management has assessed the Company’s and
terhadap debitur Perusahaan dan Entitas Anak Subsidiaries’ debtors and the credit quality of
yang menunjukkan bahwa kualitas kredit dari the borrowers is adjudged to be good, because
para debitur tersebut baik, karena sebagian most payments are made on time.
besar pembayaran dilakukan tepat waktu.
d. Risiko likuiditas d. Liquidity risk
Risiko likuiditas merupakan risiko yang muncul Liquidity risk is defined as a risk that arises in
dalam situasi dimana posisi arus kas situations where the Company’s and
Perusahaan dan Entitas Anak mengindikasikan Subsidiaries’ cash flows indicate that the cash
bahwa arus kas masuk dari pendapatan jangka inflow from short-term revenue is not enough to
pendek tidak cukup untuk memenuhi arus kas cover the cash outflow of short-term
keluar untuk pengeluaran jangka pendek. expenditure. Most of the Company’s and
Sebagian besar arus kas masuk Perusahaan Subsidiaries’ cash inflow depends on funding in
dan Entitas Anak bergantung pada dana dari the form of “cash calls” from Pertamina. The
Pertamina. Manajemen Perusahaan secara Company’s managements regularly monitor the
rutin melakukan monitor atas perkiraan arus projected and actual cash flows and regularly
kas dan arus kas aktual dan melakukan coordinate their funding arrangements with
koordinasi secara rutin atas pendanaan dengan Pertamina.
Pertamina.
2018
Lebih dari
1 tahun dan
kurang dari
5 tahun/
Kurang dari Later than Lebih dari
1 tahun/ 1 year and 5 tahun/
Less than not later than Later than Jumlah/
1 year 5 years 5 years Total
(Berdasarkan PSAK 60) (In accordance with SFAS 60)
Liabilitas keuangan Financial liabilities

Utang usaha 211.373 - - 211.373 Trade payables
Utang Pemerintah 37.878 - - 37.878 Due to the Government
Beban yang masih harus
dibayar 296.161 - - 296.161 Accrued expenses
Utang lain-lain 136.071 - - 136.071 Other payables
Pendapatan tangguhan 4.546 - - 4.546 Deferred revenue
Jumlah liabilitas keuangan 686.029 - - 686.029 Total financial liabilities


e. Perubahan Pada Liabilitas Yang Timbul Dari e. Changes In Liabilities Arising From
Aktivitas Pendanaan Financing Activities
2018 2017
Pinjaman - pihak berelasi Loan - related party
Saldo awal 264.738 914.935 Beginning balance

Arus kas: Cash flow:
- Pembayaran kas (120.000) (425.466) Cash payment -
Perubahan non-kas: Non-cash changes:
- Reklasifikasi pinjaman jangka pendek 307.500 357.104 Reclassification from short term loan -
- Saling hapus dengan piutang Offset to Account Receivable -
Pertamina (452.238) (581.835) from Pertamina
(264.738) (650.197)
Saldo akhir (Catatan 31g) - 264.738 Ending balance (Note 31g)
2018 2017
Utang usaha - pihak berelasi Trade payables - related party
Saldo awal 557.981 345.972 Beginning balance

Arus kas: Cash flow:
- Pinjaman umum 595.500 719.197 General loan -
- Pembayaran kas (90.000) - Cash payment -
Perubahan non-kas: Non-cash changes:
- Reklasifikasi ke pinjaman Reclassificatio to -
jangka panjang (307.500) (357.104) long term loan
- Pinjaman umum Entitas Anak 897 (4.475) General loan - Subsidiaries -
- Saling hapus dengan piutang Offset to Account Receivable -
Pertamina (681.822 ) (145.609) from Pertamina
(482.925 ) 212.009
Saldo akhir utang usaha Total trade payable
ke Pertamina (Catatan 31e) 75.056 557.981 to Pertamina (Note 31e)

f. Nilai wajar f. Fair value
Nilai wajar adalah suatu jumlah dimana suatu Fair value is the amount for which an asset
aset dapat dipertukarkan atau suatu liabilitas could be exchanged or a liability settled
diselesaikan antara pihak yang memahami dan between knowledgeable and willing parties in
berkeinginan untuk melakukan transaksi wajar. an arm's-length transaction.
Aset dan liabilitas keuangan lancar The Company’s and Subsidiaries’ current
Perusahaan dan Entitas Anak diharapkan akan financial assets and liabilities are expected to
dapat direalisasi atau diselesaikan dalam be realised or settled in the near term.
jangka waktu dekat. Oleh karena itu, nilai Therefore, their carrying amounts approximate
tercatatnya mendekati nilai wajarnya. to their fair value.
Tabel di bawah ini menganalisis instrumen The table below analyses financial instruments
keuangan yang dicatat pada nilai wajar carried at fair value, by level of valuation
berdasarkan tingkatan metode penilaian. method. The different levels of valuation
Perbedaan pada setiap tingkatan metode methods have been defined as follows:
penilaian dijelaskan sebagai berikut:
- Harga dikutip (tidak disesuaikan) dari pasar - Quoted prices (unadjusted) in active markets
yang aktif untuk aset atau liabilitas yang for identical assets or liabilities (Level 1);
identik (Tingkat 1);
- Input selain harga yang dikutip dari pasar - Inputs other than quoted prices included
yang disertakan pada Tingkat 1 yang dapat within Level 1 that are observable for the
diobservasi untuk aset dan liabilitas, baik asset or liability, either directly (that is prices)
secara langsung (yaitu sebagai sebuah or indirectly (that is, derived from prices)
harga) atau secara tidak langsung (yaitu (Level 2); and
sebagai turunan dari harga) (Tingkat 2);
dan
- Input untuk aset atau liabilitas yang tidak - Inputs for the asset or liability that are not
didasarkan pada data pasar yang dapat based on observable market data (that is,
diobservasi (informasi yang tidak dapat unobservable inputs) (Level 3).
diobservasi) (Tingkat 3).
Tabel berikut menyajikan aset dan liabilitas The following table presents the Company’s
Perusahaan dan Entitas Anak yang diukur and Subsidiaries’ assets and liabilities that are
sebesar nilai wajar pada 31 Desember 2018. measured at fair value at December 31, 2018.
2018
Tingkat 1/ Tingkat 2/ Tingkat 3/ Jumlah/
Level1 Level 2 Level 3 Total
Aset keuangan Financial asset

Investasi tersedia untuk dijual - - 7 7 Available-for-sale investment
Jumlah aset keuangan - - 7 7 Total financial asset


g. Manajemen risiko permodalan g. Capital risk management
Sesuai dengan kebijakan Pertamina, In accordance with Pertamina’s policy, capital

kebijakan permodalan dan pendanaan and financing activities are arranged by
sepenuhnya diatur oleh Pertamina. Pertamina. The Company and Subsidiaries are
Perusahaan dan Entitas Anak tidak diberikan not authorised to conduct any short-term or
otorisasi untuk melakukan pinjaman, baik long-term borrowings. Therefore, the
jangka pendek maupun jangka panjang. Oleh Company’s and Subsidiaries’s capital in flow is
karena itu, penerimaan modal Perusahaan fully dependent on Pertamina’s ability to obtain
dan Entitas Anak sangat tergantung financing.
sepenuhnya dengan kemampuan Pertamina
mendapatkan pendanaan.
35. AKTIVITAS YANG TIDAK MEMPENGARUHI 35. ACTIVITIES NOT AFFECTING CASH FLOWS
ARUS KAS
Aktivitas investasi Perusahaan yang tidak memiliki Investment activities of the Company which do not
pengaruh arus kas adalah sebagai berikut: affect cash flows are as follows:
2018 2017
Saling hapus piutang Pertamina Offset beetwen Account Receivable

dengan hutang kepada from and Account Payable
Pertamina 1.134.060 627.748 to Pertamina
Pinjaman umum Entitias Anak 897 (4.475) General loan Subsidiaries
Penambahan aset Oil and gas property addition

minyak dan gas yang berasal dari resulting from capitalization due to
pembongkaran dan restorasi 121.564 118.171 decommissioning and site restoration
Penambahan aset minyak dan gas Oil and gas property addition resulting
yang berasal dari gross-up from capitalization due to gross-up of
participating interest 130 278.364 participating interest
Pembayaran dividen kepada Settlement of dividends due to

Pertamina melalui offsetting Pertamina by offset against the
dengan piutang dari Pertamina - 99.695 account receivable from Pertamina

36. KEJADIAN SETELAH TANGGAL NERACA 36. SUBSEQUENT EVENT
a. Addendum perjanjian pengalihan dan a. Addendum on the transfer agreement and

pengelolaan KBH Blok ONWJ management at ONWJ PSC
Pada tanggal 6 Februari 2019, PHE ONWJ dan On February 6, 2019, PHE ONWJ and MUJ
MUJ ONWJ telah menandatangani addendum ONWJ have signed an addendum on the
atas perjanjian pengalihan dan pengelolaan transfer agreement and management of 10% at
10% di KBH Blok ONWJ. Dimana akumulasi ONWJ PSC. Where the accumulation of net
bagi hasil bersih dan kewajiban nilai profit-sharing and liability of a 10% PI transfer
pengalihan PI 10% MUJ ONWJ terhitung sejak MUJ ONWJ from January 19, 2017 to
tanggal 19 Januari 2017 sampai dengan December 31, 2018 is US$ 16,302,702 (full
31 Desember 2018 adalah sebesar amount). Settlement of such obligations was
US$16.302.702 (nilai penuh). Penyelesaian completed on February 8, 2019.
atas kewajiban tersebut telah diselesaikan
pada tanggal 8 Februari 2019.
Dimulai sejak tanggal pengalihan, pembayaran Starting from the date of the transfer, payments
bagi hasil produksi yang menjadi bagian MUJ of MUJ ONWJ’s share of the production will be
ONWJ akan dilakukan oleh PHE ONWJ setiap made on a monthly basis by PHE ONWJ after
bulan, setelah dikurangi bagian MUJ ONWJ deducting MUJ ONWJ’s share of the ONWJ
atas biaya operasi ONWJ PSC dan kewajiban PSC’s operating costs and other obligations in
lainnya sesuai dengan KBH. accordance with the PSC.
Dalam hal bagian bagi hasil produksi MUJ In the event MUJ ONWJ’s share of production in
ONWJ pada bulan berjalan tidak mencukupi the current month is insufficient to cover for MUJ
bagian biaya operasi yang harus dibayarkan ONWJ’s share of operating costs, the
oleh MUJ ONWJ, kekurangan pembayaran cumulative underpayment will be carried over to
biaya operasi tersebut akan diperhitungkan di the following months.
bulan-bulan berikutnya.
Untuk menjamin pendapatan MUJ ONWJ, bagi To ensure MUJ ONWJ’s revenue, the
hasil produksi serta biaya operasi bagian MUJ production sharing and operating costs sharing
ONWJ, dihitung menggunakan persentase with MUJ ONWJ is calculated based on
provisional untuk setahun penuh sesuai provisional percentage for a full year, in
lampiran addendum perjanjian. Jika akumulasi accordance with the attachment to the
biaya operasi yang harus dibayarkan oleh MUJ addendum to the agreement. In the event in any
ONWJ ke PHE ONWJ pada suatu tahun year the cumulative operating costs which is
melebihi bagian MUJ ONWJ atas bagi hasil payable by MUJ ONWJ to PHE ONWJ exceeds
produksi, PHE ONWJ akan memberikan MUJ ONWJ’s share of production, PHE ONWJ
pembayaran kepada MUJ ONWJ sebesar will pay US$1 (full amount) for each month in
US$1 (nilai penuh) setiap bulan pada tahun the following year.
yang berikutnya.
b. KBH Gross Split Blok Maratua b. Maratua Gross Split PSC
Pada tanggal 18 Februari 2019, PHE Lepas On February 18, 2019, PHE Lepas Pantai
Pantai Bunyu menandatangani KBH Gross Bunyu signed the Maratua Block Gross Split
Split blok Maratua dengan jangka waktu PSC for a contract period of 30 years, which
kontrak 30 tahun, yang berlaku efektif sejak became effective from the date of the signing of
tanggal penandatanganan KBH tersebut. such PSC.

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Peringatan dan Batasan Notice and Responsibility

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Pemberitahuan Tabel dan Grafik Information on Table and Graph

2 Laporan Tahunan Terintegrasi 2018

PHE continues to maximize the ass et value for the

3 Laporan Tahunan Terintegrasi 2018

19 IKHTISAR DATA KINERJA OPERASIONAL

LAPORAN DEWAN KOMISARIS DAN DIREKSI

28 LAPORAN DEWAN KOMISARIS

50 TENTANG LAPORAN DAN PELIBATAN PEMANGKU KEPENTINGAN

4 Laporan Tahunan Terintegrasi 2018

66 INFORMASI UMUM PERUSAHAAN

72 PERJALANAN DARI WAKTU KE WAKTU

78 VISI, MISI, DAN BUDAYA PERUSAHAAN

139 DAFTAR ENTITAS ANAK DAN/ATAU

85 KEGIATAN DAN BIDANG USAHA

90 STRUKTUR ORGANISASI DAN PEJABAT

5 Laporan Tahunan Terintegrasi 2018

165 NAMA DAN ALAMAT LEMBAGA DAN/ATAU

ANALISA DAN PEMBAHASAN MANAJEMEN ATAS KINERJA PERUSAHAAN

182 TINJAUAN UMUM

248 IKATAN YANG MATERIAL UNTUK INVESTASI

249 INVESTASI BARANG MODAL YANG

6 Laporan Tahunan Terintegrasi 2018

YANG DICAPAI (REALISASI)

Target or Projection to be Achieved for The Coming

267 URAIAN TENTANG ASPEK PEMASARAN

274 REALISASI PENGGUNAAN DANA HASIL

274 INFORMASI MATERIAL MENGENAI

7 Laporan Tahunan Terintegrasi 2018

293 DASAR HUKUM, PRINSIP-PRINSIP DAN

435 PENGUNGKAPAN MENGENAI

329 KOMISARIS INDEPENDEN

332 URAIAN MENGENAI DIREKSI

REMUNERASI DEWAN KOMISARIS

378 KOMITE MANAJEMEN RISIKO DAN SUMBER

448 PROGRAM KEPEMILIKAN SAHAM OLEH

432 BAHASAN MENGENAI KODE ETIK

8 Laporan Tahunan Terintegrasi 2018

466 KINERJA EKONOMI

580 REFERENSI POJK DAN INDEKS ISI

592 INDEKS TUJUAN PEMBANGUNAN

9 Laporan Tahunan Terintegrasi 2018

Minyak 60,26 MMBO | 60.26 MMBO

Pendapatan Usaha | Operating Revenue

Total Produksi | Total Production Laba Komprehensif | Comprehensive Income

Total Lifting | Total Lifting Laba Bersih | Net Proﬁt

10 Laporan Tahunan Terintegrasi 2018

Nihil kecelakaan kerja fatal | Penghargaan Most Comprehensive in People

PHE Oﬀshore North West Java (ONWJ)

Global CSR Award 2018 The Pinnacle Group

3 Padmamitra Awards Kementerian Sosial |

11 Laporan Tahunan Terintegrasi 2018

Ikhtisar Data Keuangan Penting

Skala Organisasi [102-7]

Organization Scale [102-7]

Jumlah Pekerja | The number of workers

Pekerja PHE | PHE Employee 2.156 1.754 501

Jumlah Area Operasi Wilayah Kerja ( Blok)

3 Pendapatan | Revenue 2.528,09 1.999,08 1.533,13

Total Kapitalisasi | Total Capitalization

Total Kewajiban | Total Liability 2.073,01 2.712,44 2.968,05

6 Total Aset | Total Assets 4.531,67 4.780,79 4.908,39