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TUMBUH &
BERMANFAAT
BAGI SEMUA
Growing AND benefit ALL
Nilai pengeluaran
program CSR 2010:
Bakrieland’s 2010 CSR
program output value:
5.56billion
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LAPORAN BISNIS
BUSINESS REPORT
Rasuna Epicentrum
convenient
PROPERTY
urban
CITY
lifestyle
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Rasuna Epicentrum
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Tinjauan Umum
City Property bergerak dalam pengembangan properti hunian vertikal
yang diintegrasikan secara terpadu dengan properti komersial
(perkantoran, hotel, dan pusat perbelanjaan), termasuk fasilitas
penunjang seperti pusat kebugaran, sarana ibadah dan pendidikan.
City Property terdiri dari 2 (dua) bagian, yaitu City Property I dan City
Property II. Proyek pengembangan City Property I dilaksanakan melalui
PT Bakrie Swasakti Utama, sedangkan City Property II dilaksanakan
melalui PT Bakrie Pangripta Loka dan PT ProVices Indonesia, suatu
perusahaan manajemen properti.
General Overview
City Property concentrates in the property development of vertical
housing areas integrated into commercial properties (office space,
hotels and shopping centers), complete with supporting amenities such
as fitness centers, places of worship and educational facilities.
By building a complete and
integrated residential area in the City Property consists of 2 (two) sections, City Property I and City
center of Jakarta, City Property Property II. The development of City Property I is managed by PT Bakrie
offers an alternative solution for Swasakti Utama while City Property II is under the authority of PT Bakrie
Pangripta Loka and PT ProVices Indonesia, a property management
the traffic congestion problem company.
by allowing people to go back to
the city and live conveniently and The greater part of City Property I lies within the Rasuna Epicentrum
comfortably. superblock sprawled over 53.5 hectares strategically located in
Kuningan, South Jakarta. City Property I has claimed a 26% market
share of the apartment supply available at the CBD Jakarta area. An
on-going City Property II project is the development of the Sentra Timur
Nani Martini
Pedagang jus di Sentra UKM di
Rasuna Epicentrum
Juice seller at SME Center in
Rasuna Epicentrum
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Tahunan
Bakrieland
2010
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35.15 %
Kontribusi terhadap
total pendapatan
Bakrieland.
Contribution to
Bakrieland’s total
revenue.
• Prix D’Excellence Award 2010, Kategori Office • Prix D’Excellence Award 2010 for the Office
Building, diberikan oleh FIABCI dan BNI. Building category, presented by FIABCI and
• Rasuna Epicentrum sebagai Super Block BNI.
Terluas di CBD Jakarta diberikan oleh Rekor • Rasuna Epicentrum as the Largest Super Block
Bisnis. in CBD Jakarta awarded by Rekor Bisnis.
• Gold Category sebagai The Best Indonesia • Gold Category for The Best Indonesia Green
Green Real Estate, diberikan oleh Indonesia Real Estate, from Indonesia Green Awards
Green Awards 2010. 2010.
• Highly Commended sebagai Pengembang • Highly Commended as Best Developer for
Terbaik untuk Pembangunan Ramah Green Development (Built) 2010, awarded by
Lingkungan (Sudah Terbangun) 2010, diberikan Cityscape Awards Real Estate Asia.
oleh Cityscape Awards Real Estate Asia.
Sepanjang tahun 2010, City Property I berhasil Throughout 2010, City Property I succeeded in
mencapai target pengoperasian Bakrie Tower achieving the operational targets of Bakrie Tower
dan Lifestyle, serta melanjutkan pembangunan and Lifestyle, and resumed construction of The
The Groove dan The Wave, maupun membangun Groove and The Wave as well as the necessary
berbagai infrastruktur yang dibutuhkan. development of infrastructure.
Secara keseluruhan, City Property tetap Overall, City Property remains the largest income
memberikan kontribusi terbesar, yaitu sebesar contributor at Rp 480.67 billion or 35.15% of
Rp 480,67 miliar atau 35,15% dari pendapatan Bakrieland’s earnings in 2010. In 2010, Rp 406.58
Bakrieland di tahun 2010. Dari jumlah tersebut, billion was derived from City Property I and
Rp 406,58 miliar berasal dari City Property I dan Rp 74.09 billion from City Property II. The largest
Rp 74,09 miliar berasal dari City Property II. income contribution for City Property was drawn
Kontribusi pendapatan terbesar City Property from Bakrie Tower (Rp 135 billion), City Property II
diperoleh dari proyek Bakrie Tower (Rp 135 miliar), (74 billion), The Wave (Rp 63 billion) and The Grove
City Property II (Rp 74 miliar), The Wave (Rp 63 (Rp 49 billion).
miliar), dan The Grove (Rp 49 miliar).
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The Grove Condominium & Suites The Grove Condominium & Suites
Pembangunan The Grove Condominium telah Construction on The Grove Condominium began in
dimulai sejak tahun 2007 dan ditargetkan selesai 2007 and is scheduled for completion by the end
pada akhir 2011. Kondominium ini terdiri dari 438 of 2011. Comprising 438 units, the condominium
unit dengan konsep ’sanctuary in capital’, yang project with a ‘sanctuary in the capital’ concept
ditujukan untuk segmen pasar menengah atas. is targeted at the upper middle market segment.
The Grove Condominium memiliki 2 (dua) menara The Grove Condominium contains 2 (two) towers
yaitu The Grove Common dan The Grove Private, named The Grove Common and The Grove Private,
yang masing-masing terdiri dari 32 dan 39 lantai, consisting of 32 and 39 floors, respectively, with
dengan total luas area dijual sebesar 49.348 m2. 49,348 m2 of total area on offer.
The Grove Suites merupakan condotel berfasilitas The Grove Suites is a five-star condotel with
bintang 5 yang ditujukan untuk kelas atas. superlative facilities for the upscale market. With
Condotel dengan 12 lantai ini terdiri dari 151 unit 12 floors, the condotel consists of 151 strata-titled
strata-title dengan total luas area dijual sebesar units with 10,674 m2 of saleable area and will be
10.674 m2 dan akan dikelola oleh operator berskala managed by an operator of international repute.
internasional.
Hingga akhir tahun 2010, penjualan The Grove By the end of 2010, sales for The Grove
Condominium dan The Grove Suites masing- Condominium and The Grove Suites registered
masing sebesar 49,3% dan 40,4%. The Grove were at 49.3% and 40.4%, respectively. The Grove
Suites telah memasuki tahap topping-off. Suites has entered the topping-off stage.
Epicentrum Walk – Lifestyle and Entertainment Epicentrum Walk – Lifestyle and Entertainment
Center Center
Epicentrum Walk merupakan kawasan ritel Built on a 29,208 m2 of marketable area, Epicentrum
dengan luas area dijual/sewa sebesar 29.208 Walk is a retail complex that offers a semi outdoor
m2 dengan konsep semi outdoor yang terdiri concept comprising commercial and outdoor
dari Commercial Building dan Outdoor Retail. retail areas. It is designed to synchronize with the
Epicentrum Walk bersinergi untuk mendukung entire Rasuna Epicentrum concept as a lifestyle
keseluruhan konsep Rasuna Epicentrum sebagai and entertainment center. Epicentrum Walk
pusat gaya hidup dan hiburan. Epicentrum Walk covers 7 (seven) levels of which 3 (three) floors are
memiliki 7 (tujuh) lantai, yang terdiri dari 3 (tiga) earmarked for commercial/F&B purposes with a
lantai untuk komersial/F&B dengan sistem sewa leasing system and 4 (four) floors for strata office
dan 4 (empat) lantai atas untuk strata office suites. suites. The commercial section began operation in
Bagian komersial beroperasi sejak Maret 2010 dan March 2010 while office space started in August
LAPORAN
BISNIS
Business Report
perkantoran sejak Agustus 2010, dengan tingkat 2010 with an occupancy rate of 35% and 51.5%,
hunian masing-masing 35% dan 51,5%. Gedung respectively. The building has also secured the
ini juga telah memperoleh sertifikasi OHSAS OHSAS 18001:2001 certification.
18001:2001.
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apartment dan hotel, sedangkan Menara B dengan and hotel building while Tower B contains 226
kapasitas 226 unit merupakan kondominium units designed as residential condominiums. In
hunian. Pada tahun 2010 dilakukan pembangunan 2010, the project was further augmented with an
function room sebagai fasilitas tambahan. additional facility of a function room.
Segmentasi tamu hotel terdiri dari long-stay Hotel visitors are segmented into long-stay
guest 34%, perusahaan 20%, frequent individual guests at 34%, corporate clients at 20%, frequent
travelers (FIT) 10%, biro perjalanan 15%, paket- individual travelers (FIT) at 10%, travel agencies at
paket promosi 8%, pejabat pemerintah/kedutaan 15%, promotional packages at 8%, government/
3%, internet/Aston website 8%, dan segmen embassy officials at 3%, internet/Aston website
lainnya 2%, dengan komposisi geografis tamu bookings at 8% and other segments at 2% with
yang berimbang antara tamu domestik dan tamu a balanced geographical-based composition of
asing. Pada tahun 2010, tingkat hunian rata-rata visitors between domestic and foreign guests.
terus mengalami peningkatan mencapai 83,73%, In 2010, the average occupancy rate enjoyed an
sementara di tahun 2009 dan 2008 masing-masing upward trend of 83.73% while in 2009 and 2008 it
85,52% dan 82,12%. Angka ini juga merupakan reached 85.52% and 82.12% respectively. These
tingkat pencapaian tertinggi dibandingkan kelasnya figures are also the highest as compared to those
yang hanya mencapai 70%. Selain itu, Aston Rasuna from the same segment, which only managed to
Residence berhasil mencapai tingkat revenue per post 70%. In addition, Aston Rasuna Residence
available room (REVPAR) sebesar Rp 414.957, atau succeeded in attaining revenue per available room
di atas tingkat rata-rata industri sejenis sebesar (REVPAR) rate of Rp 414,957 or above the average
Rp 290.000 (Sumber: Hotel Front Line Association rate of the same industry at Rp 290,000 (Source:
Jakarta). Hotel Front Line Association Jakarta).
Kegiatan renovasi Pasar Festival dan perbaikan Renovations to Pasar Festival and the revamping
fasilitas olah raga di Gelora Sumantri Brodjonegoro of facilities at the Sumantri Brodjonegoro Sports
masih terus berlangsung, dengan tujuan untuk Complex will be an ongoing process with the
meningkatkan kualitas fasilitas dan pelayanan purpose of improving the quality of facilities
serta memenuhi peningkatan kebutuhan akan and services, and satisfying the rising need for
pusat perbelanjaan dan sarana olah raga. Selain the convenient blend of a shopping center and
Bakrie School of Management yang sudah sports facilities. Apart from the Bakrie School
ada selama beberapa tahun, pada tahun 2010 of Management that has been established in the
tercatat masuknya beberapa penyewa besar yang area for the past several years, since 2010 several
menambah daya tarik Pasar Festival. Tingkat major tenants have followed suit, adding to the
hunian rata-rata di tahun 2010 mencapai 83,5%. appeal of Pasar Festival. The average occupancy
rate in 2010 was 83.5%.
Elite Rasuna dibawah pengelolaan Gold’s Gym Gold’s Gym International for at least 2 years since
International selama sekitar 2 tahun sejak tahun 2008. Despite this change in management, the
2008. Meskipun terjadi perubahan pengelolanya, club maintained its concept of being a fitness and
klub ini tetap mengusung konsep sebagai wellness facility attuned to the needs of the entire
sarana kebugaran (fitness) dan kesehatan yang family. The club occupies two floors covering 5,215
menyeluruh (wellness) untuk seluruh keluarga. m2 and outfitted with a complete range of sports
Klub ini menempati dua lantai seluas 5.215 m2, amenities including tennis courts, futsal pitches,
dengan fasilitas sangat lengkap yang terdiri dari squash courts, swimming pools, gym areas,
lapangan tenis, futsal, squash, kolam renang, children’s playing arena, lounge, and dining area.
area gym, arena bermain anak-anak, lounge, dan
restoran.
Berkat program-program menarik yang dimiliki Owing to attractive programs on offer reinforced
dan agresivitas tenaga pemasarannya, jumlah with an aggressive marketing team, Elite Club
keanggotaan Elite Club Epicentrum terus Epicentrum continues to attract a greater number
bertambah menjadi sekitar 2.270 anggota, of members, now reaching at least 2,270 members,
meningkat dari 1.451 anggota di tahun an impressive surge compared to 1,451 members
sebelumnya. Faktor pendukung peningkatan in the previous year. This rise in membership is
keanggotaan ini adalah semakin tumbuhnya due to heightened awareness on the importance of
kesadaran masyarakat untuk berolahraga serta sports activities coupled with rapid developments
berkembangnya kawasan hunian dan bisnis di in Kuningan’s residential and business areas,
daerah Kuningan, termasuk diantaranya dengan including the operation of Lifestyle and Bakrie
pengoperasian Lifestyle dan Bakrie Tower. Tower.
The 18th Residence Taman Rasuna The 18th Residence Taman Rasuna
The 18th Residence Taman Rasuna dibangun The 18th Residence Taman Rasuna is expressly
untuk memenuhi kebutuhan segmen masyarakat designed to answer the needs of the upper middle
menengah ke atas akan tempat tinggal berkualitas class segment for quality living in the center of the
di tengah kota. Didirikan di atas lahan seluas 5.000 city. Built on a land area of 5,000 m2 within the Taman
m2 di dalam kompleks Taman Rasuna, kawasan Rasuna complex, this residential area has 2 (two)
hunian ini memiliki 2 (dua) menara masing- towers each with 32 floors. The 750 units on offer
masing 32 lantai. Jumlah unit tersedia sebanyak consist of one or two-bedroom apartments. The
750 unit, terdiri dari apartemen tipe 1 kamar dan apartment building comes equipped with various
2 kamar. Fasilitas yang tersedia antara lain 2 (dua) facilities including 2 (two) parking floors, fitness
lantai parkir, fasilitas kebugaran dan komersial. facilities and commercial areas. Construction on
Apartemen yang pembangunannya selesai pada the property was completed at the end of 2007 and
akhir tahun 2007 ini dikelola oleh PT ProVices is currently managed by PT ProVices Indonesia.
Indonesia.
Concert Hall & Office Tower Concert Hall & Office Tower
Concert Hall adalah gedung pertunjukan kelas The Concert Hall shall make its mark as the first
dunia yang pertama di Jakarta untuk menampilkan ever world-class performance venue in Jakarta
kekayaan warisan budaya Indonesia dalam bentuk to showcase the wealth of Indonesia’s cultural
pertunjukan seni. Concert Hall menurut rencana heritage through art and cultural presentations.
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akan dibangun di atas lahan seluas 6.726 m2, The Concert Hall will be built on a 6,726 m2 land
berdampingan dengan Office Tower seluas 1.637 adjacent to a modern Office Tower, which will cover
m2 yang dibangun dengan konsep perkantoran 1,637 m2. The construction of both structures is
modern. Pembangunan kedua gedung ini expected to begin in 2012 and is scheduled for
diharapkan dapat dimulai pada tahun 2012 dan completion by 2014.
diperkirakan selesai pada tahun 2014.
Pada tahun 2010, City Property II berupaya In 2010, City Property II aims to conduct an evaluation,
melakukan evaluasi dan konsolidasi internal, internal consolidation, differentiation and project
diferensiasi dan persiapan proyek secara lebih preparations in a more organized manner, and
matang, serta meningkatkan kerja sama dengan expand cooperation with strategic partners such
mitra strategis seperti Perum Perumnas, as Perum Perumnas, banking institutions and the
perbankan, dan Pemda DKI Jakarta. Dalam rangka DKI Jakarta provincial government. In order to
mencapai target penyelesaian pembangunan ensure the timely construction of the project and
dan penjualan, City Property II terus berupaya achieve sales targets, City Property II will make all
menjaga agar proses konstruksi berjalan sesuai efforts to guarantee that construction progresses
jadwal dan standar kualitas yang ditetapkan, serta according to planned schedule and expected
menerapkan program penjualan yang menarik quality standards, and by crafting attractive
dan kompetitif. Selain itu, City Property II juga and competitive sales programs. In addition,
mempersiapkan perencanaan pengembangan City Property II also has prepared in advance a
LAPORAN
BISNIS
Business Report
usaha yang dapat saling mendukung dengan business development plan that supports the
apartemen STR dan menyesuaikan pembangunan establishment of the STR apartment complex and
sesuai dengan kebutuhan melalui strategi tailored construction according to need through a
pengembangan bertahap. phased development strategy.
Pada tahun 2010, komitmen penyelesaian In 2010, the commitment to customers with regard
pembangunan kepada pelanggan telah berhasil to project completion was duly proven with the
dicapai melalui penyelesaian konstruksi STR punctual finalization of stage 1 of STR construction
tahap I yang terdiri dari 1.327 unit, lengkap dengan consisting of 1,327 units, complete with facilities
fasilitas dan infrastrukturnya. Proses serah terima and infrastructure. The handing over of units to
kepada penghuni dilakukan secara bertahap mulai occupants was carried out in stages beginning July
bulan Juli 2010. Hingga akhir 2010, sekitar 250 2010. By the end of 2010, some 250-apartment
unit apartemen telah diserahterimakan; sebagian units were handed over; of which several were
langsung dihuni dan sebagian lainnya masih fitting immediately occupied and the others were still
out. Tingkat penjualan per akhir tahun 2010 telah being fitted out. Sales volume by the end of 2010
mencapai 47,8%, dimana sebagian besar penghuni reached 47.8% where the majority of occupants
memiliki pekerjaan di wilayah Jakarta Timur. work around the East Jakarta area.
Selain mengelola properti dalam grup Bakrie Apart from managing properties under Bakrie
seperti Rasuna Office Park, the 18th Rasuna, group, such as Rasuna Office Park, the 18th
Wisma Bakrie 1 dan 2, pada tahun 2010 PT ProVices Rasuna, Wisma Bakrie 1 and 2, in 2010 PT ProVices
Indonesia mulai melakukan pengelolaan properti Indonesia extended its services to properties
di luar grup Bakrie dan memasuki bisnis di outside of the Bakrie group and entered into
bidang pengelolaan jalan tol dan penyediaan the business of toll road management and the
sumber daya manusia. Untuk itu, PT ProVices recruitment of human resources. To undertake
Indonesia telah melakukan berbagai upaya guna these activities, PT ProVices Indonesia found
meningkatkan kemampuan sumber daya manusia it necessary to build the capacity of its human
dan mempertajam strategi pemasarannya. resource and sharpen its marketing strategy.
Pada tahun 2010, PT ProVices Indonesia telah In 2010, PT ProVices Indonesia has succeeded
berhasil mengoptimalkan pengelolaan gedung in optimizing building management to the level
sehingga tercapai zero complaint dengan of zero complaints by paying constant heed to
senantiasa memperhatikan masalah K3, occupational safety and health, continuing with
melanjutkan pengembangan gedung sesuai the development of buildings according to the 2010
rencana bisnis tahun 2010, serta menyempurnakan business plan, and improving standard operating
standar prosedur operasional melalui ISO procedures through gaining ISO 9001:2008 for
9001:2008 untuk gedung Wisma Bakrie 1, 2 dan Wisma Bakrie 1 and 2 as well as The 18th Rasuna
The 18th Rasuna Residence. Residence.
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green
lifestyle
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Bogor Nirwana Residence
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Landed Residential
mengembangkan kawasan
perumahan dengan menggunakan
Bogor Nirwana Residence
konsep ramah lingkungan. Konsep
ini berhasil menciptakan nilai
tambah berupa kawasan perumahan
yang ramah lingkungan dan
menyatu dengan alam.
Tinjauan Umum
Unit Usaha Landed Residential bergerak dalam bidang pengembangan
kawasan pemukiman terpadu, yang berfokus pada pembangunan
perumahan untuk segmen pasar menengah dan menengah atas, mulai
dari tipe standard hingga excellent. Pengembangan kawasan juga
dilengkapi dengan pembangunan berbagai fasilitas yang menjadikannya
sebagai kawasan mandiri.
General Overview
The Landed Residential Business Unit is involved in the development
of integrated residential areas focused on housing units for the middle
and upper-middle market segments, ranging from the standard to
excellent type of housing units. The development of these areas shall
Landed Residential develops come inclusive with an excellent choice of facilities,turning these areas
integrated housing compounds into self-contained settings.
by adhering to the green concept.
This concept has created an added Comparable to other development projects under Bakrieland’s umbrella,
the establishment of integrated housing compounds by Landed
value through its eco-friendly Residential also adheres to the green concept in line with the Integrated
residential units that give new CSR Program of ‘Bakrieland Goes Green’. By embracing this concept,
meaning to comfort living and Landed Residential has managed to create added value through its eco-
blending in with nature. friendly residential units that give new meaning to comfort living, while
ensuring energy savings blend with nature. Together with this concept,
along with a strategic location and assured access, Landed Residential
products are sought by many.
Edi Supriadi
Anggota Keamanan Cluster
Harmony 1, Bogor Nirwana
Residence
Security Officer in Harmony 1
Cluster, Bogor Nirwana Residence
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29.53
Kontribusi terhadap
%
total pendapatan
Bakrieland.
Contribution to
Bakrieland total
revenue.
• Property & Bank Award, kategori Hunian • Property & Bank Award, the Best Green &
Berkonsep Green & Environmental Friendly Environmental Friendly Housing in Malang City
Terbaik Di Pusat Kota Malang untuk Ijen category for Ijen Nirwana Residence.
Nirwana Residence. • Award Ceremony International Professional
• Award Ceremony International Professional Award 2010, for The Best Executive of the Year
Award 2010, kategori The Best Executive of the category for Ijen Nirwana Residence.
Year untuk Ijen Nirwana Residence.
Seluruh proyek pengembangan Landed Residential All Landed Residential development projects are
dilaksanakan oleh PT Graha Andrasentra carried out by PT Graha Andrasentra Propertindo
Propertindo (GAP) beserta anak perusahaannya, (GAP) together with its subsidiaries, PT Mutiara
yaitu PT Mutiara Permata Biru dan PT Dutaperkasa PermataBiru and PT Dutaperkasa Unggullestari.
Unggullestari.
LAPORAN
BISNIS
Business Report
Meskipun secara umum keadaan ekonomi Despite an overall optimistic performance of the
nasional membaik ditahun 2010, namun daya national economy in 2010, consumer purchasing
beli konsumen belum sepenuhnya pulih sehingga power has not fully recovered, hence middle-to-
segmen produk tingkat menengah ke bawah low-end products remain the preferred choice and
masih lebih diminati, dimana Landed Residential Landed Residential can only offer a limited range of
hanya memiliki sedikit produk untuk segmen these product segments. This has led to a less than
tersebut. Kondisi ini menyebabkan pertumbuhan desirable sales growth. To address this setback,
penjualan tidak setinggi yang diharapkan. Untuk efforts are being made to strengthen its marketing
itu, berbagai upaya telah dilakukan dengan function through promotions and special offers and
memperkuat pemasaran melalui promosi dan by allowing greater flexibility in payment methods,
penawaran khusus, menawarkan fleksibilitas cara providing first-rate products and services, and
pembayaran, menyediakan produk dan layanan designing new innovative products while ensuring
dengan kualitas terbaik, serta menciptakan the timely completion of products. Through these
inovasi produk baru dan penyelesaian produk concerted efforts, by the second semester of 2010,
tepat waktu. Melalui upaya ini, pada semester sales showed a significant jump.
kedua 2010 penjualan berhasil meningkat secara
signifikan.
Pada tahun 2010, Landed Residential meluncurkan In 2010, Landed Residential launched 3 (three)
3 (tiga) klaster baru dikawasan Bogor Nirwana new clusters within the Bogor Nirwana Residence
Residence (BNR), serta menyelesaikan dan (BNR) complex, and ensured the completion and
mengoperasikan Aston Bogor Hotel & Resort yang operation of Aston Bogor Hotel & Resort situated
berlokasi di kawasan komersial BNR. at the BNR commercial zone.
Total pendapatan selama tahun 2010 mencapai Total income in 2010 reached Rp 403.90 billion, of
Rp 403,90 miliar, dimana kontribusi terbesar which earnings from the Bogor Nirwana Residence
pendapatan berasal dari proyek Bogor Nirwana project accounts for the largest contribution
Residence sebesar Rp 273,74 miliar, The Jungle to income at Rp 273.74 billion, followed by The
Waterpark sebesar Rp 39,59 miliar, dan Aston Jungle Waterpark at Rp 39.59 billion and Aston
Hotel sebesar Rp 38,28 miliar. Hotel Residence at Rp 38.28 billion.
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Saat ini kawasan BNR telah memiliki 16 (enam BNR currently presents 16 (sixteen) clusters that
belas) klaster dengan konsep hunian tropis, evoke tropical-inspired, minimalist and modern
minimalis tropis, dan country modern. Tiga country lifestyles. Three new clusters unveiled
klaster baru yang diluncurkan pada tahun 2010 in 2010 are Harmony 3, Harmony Boulevard, and
adalah Harmony 3, Harmony Boulevard, dan The Cliff. Two completed clusters are Harmony
The Cliff. Dua klaster yang berhasil diselesaikan 2 and Harmony 5, while the Cendana cluster has
pembangunannya yaitu Harmony 2 dan Harmony reached 42.68% completion.
5, sementara klaster Cendana telah mencapai
42,68% penyelesaian.
Kemajuan Kemajuan
Luas Terjual
Nama Klaster Total Tingkat Infrastruktur Rumah
No Area Sold Stock
Cluster Name (Unit) Penjualan Infrastructure Housing
(Ha) (Unit)
Progress Progress
1 Harmony 2 9,55 388 385 3 99,23% 84,92% 92,71%
2 Harmony 3 4,38 134 25 110 19,00% 50,48% 0,03%
3 The Cliff 6,19 72 4 68 5,00% 33,27% 0,00%
The Jungle Water Park merupakan wahana The Jungle Water Park is designed as the most
permainan air terlengkap dan termodern di modern and all-inclusive water recreational facility
Indonesia. Dibangun di atas lahan seluas 3,5 in Indonesia. Built on a 3.5-hectare parcel of land,
hektar, The Jungle Water Park dilengkapi berbagai the Jungle Water Park offers a variety of fun-filled
sarana hiburan bernuansa pendidikan seperti leisure and yet educational facilities such as the
LAPORAN
BISNIS
Business Report
Giant Aquarium, Bird Park, Dry Park, Fountain Giant Aquarium, Bird Park, Dry Park, Fountain
Futsal, Lazy River, 4D Cinema, Racer Slide, Kiddy Futsal, Lazy River, 4D Cinema, Racer Slide, Kiddy
Pool dan Leisure Pool. Jumlah pengunjung The Pool and Leisure Pool. The Jungle each year draws
Jungle setiap tahunnya mencapai kisaran 900 ribu in 900 thousand visitors.
orang.
The Jungle Mall dan Orchard Walk Arcade The Jungle Mall and Orchard Walk Arcade are
merupakan retail mall yang terletak disekitar The retail malls situated in proximity to The Jungle
Jungle Water Park. The Jungle Mall memiliki luas Water Park. The Jungle Mall offers 10,000 m2 of
area sewa sekitar 10.000 m2, sebagian diantaranya leasable area, part of which is occupied by third
terisi oleh pihak ketiga (rekanan bisnis) yang parties (business associates) setting up their
membuka kantor cabangnya. Sementara Orchard branch offices. The Orchard Walk Arcade on the
Walk Arcade yang terdiri atas 71 unit telah 25,4% other hand, consists of 71 units of which 25.4% are
terjual dan tersewa oleh berbagai pihak. either sold or leased to various parties.
Pembangunan Aston Bogor Hotel & Resort selesai The construction of Aston Bogor Hotel & Resort
pada akhir November 2010 dan mulai beroperasi was completed at the end of November 2010 and
sejak bulan Desember 2010. Hotel bintang empat began operationsin December 2010. The four-star
yang dikelola oleh Aston International ini memiliki hotel under the management of Aston International
3 menara, yaitu menara A (lobby, ballroom, comprises of 3 towers, tower A (lobby, ballroom,
restoran, ruang pertemuan dan kantor), menara B restaurant, meeting hall and offices), tower B (39
(39 unit, retained) dan menara C (85 unit condotel) units, retained) and tower C (85 condotel units)
sudah terjual seluruhnya. Keberadaan Aston of which all units have been sold. The presence
Bogor Hotel & Resort mendapat respon yang of Aston Bogor Hotel & Resort has elicited highly
sangat baik, sebagaimana ditandai dengan tingkat appreciative responses as indicated by an impressive
reservasi hotel mencapai 68%. level of hotel reservations reaching 68%.
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Pembangunan proyek Batam dan Ijen akan The development of the Batam and Ijen projects
dilanjutkan sesuai perencanaan yang telah will continue according to the agreed upon plan.
ditetapkan sebelumnya.
Hotel &
Resort
supporting
tourism
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Pullman Bali Legian Nirwana
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Tinjauan Umum
Unit Usaha Hotel dan Resort berada dibawah pengelolaan PT Bakrie
Nirwana Semesta (BNS), yang bergerak dalam bidang pengembangan
dan pengelolaan hotel dan resor berkualitas internasional di berbagai
daerah tujuan wisata di Indonesia.
General Overview
The Hotel and Resort Business Unit comes under the management of
PT Bakrie Nirwana Semesta (BNS), and is engaged in the development
and management of hotels and resorts of international caliber located
in various places of interest across Indonesia.
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84.65 %
Pertumbuhan
pendapatan Hotel &
Resort.
Revenue growth of
Hotel & Resort.
Berbeda dengan hotel strata, bisnis hospitality Unlike strata hotels, the hospitality business in Bali
hotel di Bali secara umum mengalami penurunan generally experienced a decline in the number of
dalam jumlah wisatawan asing terutama dari foreign tourists particularly from certain countries
negara-negara tertentu yang masih memperbaiki preoccupied with improving their economy
ekonominya (Eropa, Korea, AS, Jepang, dan (Europe, Korea, USA, Japan, and others). The
lainnya). Jumlah wisatawan Cina dan India number of Chinese and Indian tourists is on the
meningkat, sementara wisatawan lokal relatif rise, while local visitors remained relatively stable.
stabil. Hal ini mempengaruhi pendapatan Hotel This undoubtedly affects Hotel and Resort income
dan Resort di Bali. Namun demikian, kondisi di in Bali. Nevertheless, revenue in other operational
daerah operasi lainnya relatif stabil. areas has been comparatively steady.
LAPORAN
BISNIS
Business Report
Kegiatan Hotel dan Resort selama tahun Hotel and Resort activities throughout 2010
2010 masih difokuskan pada penyelesaian remained focused on the completion of Pullman
pembangunan Pullman Bali Legian Nirwana. Hal Bali Legian Nirwana. Other activities include
ini merupakan bagian dari upaya membangun citra the appointment of a new operator and the
sebagai pengembang yang menyelesaikan proyek commencement of renovations on Pan Pacific
tepat waktu. Kegiatan lain mencakup penunjukan Nirwana Bali Resort facilities, realization
operator baru dan dimulainya renovasi atas of cooperative ties on hotel development in
fasilitas Pan Pacific Nirwana Bali Resort, realisasi Tenggarong with the local government, efforts
kerja sama pengembangan hotel di Tenggarong to heighten the appeal of Travellers Krakatoa
bersama pihak Pemda, upaya peningkatan Nirwana Resort Lampung, and initiation of the
daya tarik Travellers Krakatoa Nirwana Resort Balikpapan project construction by applying a
Lampung, dan inisiasi pembangunan proyek new design.
Balikpapan dengan menggunakan disain baru.
Hotel and Resort menghasilkan pendapatan Hotel and Resort has posted earnings worth
sebesar Rp 398,84 miliar sepanjang tahun 2010. Rp 398.84 billion throughout 2010. This impressive
Pencapaian ini meningkat 84,65% dibandingkan outcome is a 84.65% increase from 2009 and
dengan tahun 2009 dan merupakan 29,16% dari accounts for 29.16% of Bakrieland’s total income.
total pendapatan Bakrieland. Pendapatan tahun Earnings for 2010 were derived from:
2010 berasal dari: • Pullman Bali Legian Nirwana in the amount
• Proyek Pullman Bali Legian Nirwana sebesar of Rp 187 billion (47% of total Hotel & Resort
Rp 187 miliar (47% dari total pendapatan Hotel income).
& Resort). • Pan Pacific Nirwana Bali Resort’s operating
• Pendapatan operasi Pan Pacific Nirwana Bali income at Rp 199.50 billion (50% of total Hotel
Resort sebesar Rp 199,50 miliar (50% dari & Resort income).
total pendapatan Hotel & Resort). • Travellers Krakatoa Nirwana Resort’s operating
• Pendapatan operasi Travellers Krakatoa income at Rp 7.50 billion.
Nirwana Resort sebesar Rp 7,50 miliar.
Pada bulan Februari 2011, SAN berhasil On February 2011, SAN officially handed over the
melakukan serah terima hotel kepada operator hotel to the operator for its gradual operations
untuk dioperasikan secara bertahap dengan under the name Pullman Bali Legian Nirwana.
nama Pullman Bali Legian Nirwana. Dibangun di Constructed on a 2.4-hectare plot of land, the
atas lahan seluas 2,4 hektar, kawasan ini terdiri project consists of a commercial area and hotel.
dari area komersial dan hotel. Area komersial Known as Le Nirwana, the commercial area has
yang bernama Le Nirwana telah beroperasi sejak been in operations since June 2009, while the hotel
bulan Juni 2009, sedangkan hotel direncanakan is scheduled for full operation in August 2011. The
untuk beroperasi penuh pada bulan Agustus 2011. hotel has 360 rooms, of which 270 units have been
Hotel ini memiliki 360 unit kamar, dimana 270 unit placed on the market and 90 will be retained. By
tersedia untuk dijual dan 90 unit dipertahankan the end of 2010, only 49 units have not been sold.
(retain). Hingga akhir tahun 2010 tersisa 49 unit This remarkable achievement was made possible
yang belum terjual. Keberhasilan penjualan ini by the application of a well-targeted marketing
tercapai berkat penerapan strategi pemasaran strategy.
yang tepat sasaran.
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Pengembangan Grand ELTY Singgasana dan ELTY Development on Grand ELTY Singgasana and
Suites Lesong Batu dilakukan sejak Juni 2010. ELTY Suites Lesong Batu began in June 2010. This
Hotel ini sebelumnya bernama Hotel Singgasana hotel was previously known as Hotel Singgasana
dan Lesong Batu. Pertumbuhan pendapatan hotel and Lesong Batu. Its income growth throughout
ini selama tahun 2010 terutama didukung oleh 2010 was particularly attributed to the organizing
penyelenggaraan MICE dan kunjungan wisata of MICE and the pilgrimage tour of Indonesian
ziarah umat Hindu Indonesia. Tingkat hunian hotel Hindus. The occupancy rate of this hotel reached
ini mencapai 40%. 40%.
Pan Pacific Nirwana Bali Resort memiliki hotel Pan Pacific Nirwana Bali Resort owns the five-
bintang lima dengan kapasitas 278 kamar, star hotel with a 278 room capacity, an 18-hole
padang golf 18-hole rancangan Greg Norman dan signature golf course designed by Greg Norman
pemukiman eksklusif yang dilengkapi fasilitas and an exclusive residential complex complete
spa dan rekreasi. Resor yang mulai beroperasi with spa and recreational facilities. The resort
pada tahun 1997 ini semula berada di bawah famous for its personal touch began operations
pengelolaan Le Meridien, namun sejak April 2010 in 1997 and was initially under the management
pengelolaannya dialihkan kepada Pan Pacific of Le Meridien before it was eventually handed
yang memiliki ciri khas personal touch. Selain over to Pan Pacific since April 2010. In addition
rebranding ini, Pan Pacific Nirwana Bali Resort to rebranding, Pan Pacific Nirwana Bali Resort
juga melakukan pembaruan dan perbaikan has also undergone renovations and upgrading of
seluruh fasilitas hotel yang ada. Berkat rancangan all existing hotel facilities. Due to its exceptional
dan fasilitas yang dimilikinya, Pan Pacific Nirwana design and facilities on offer, Pan Pacific Nirwana
Bali Resort berulangkali dinobatkan sebagai Bali Resort has time and again been lauded
salah satu resor golf terbaik di Asia dan meraih as one of the best golf resorts in Asia and has
berbagai penghargaan di tingkat nasional maupun earned various awards at both the national and
internasional. international levels.
Sepanjang tahun 2010, tercatat tingkat hunian Throughout 2010, the average hotel occupancy rate
rata-rata hotel sebesar 62,5% dan klub golf registered at 62.5% and the golf club succeeded in
berhasil bertahan pada posisi pertama di antara retaining first rank among glob clubs in Bali, with
klub-klub golf di Bali dengan total golf rounds 38,273 total golf rounds played.
sebanyak 38.273.
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Pada bulan Februari 2011, Hotel dan Resort In February 2011, Hotel and Resort has commenced
telah memulai pengoperasian Pullman Bali the operations of Pullman Bali Legian Nirwana. In
Legian Nirwana. Dari sisi pembangunan, kami terms of construction, we will continue with the
akan melanjutkan program pembaruan dan renovation and upgrading of Pan Pacific Nirwana
perbaikan di Pan Pacific Nirwana Bali Resort dan Bali Resort and the development of Lagoon
pengembangan Lagoon Nirwana Residence di Nirwana Residence in Balikpapan. In addition, we
Balikpapan. Selain itu kami akan terus berupaya will also move forward with efforts to heighten
meningkatkan daya tarik hotel yang sudah ada the hotel’s appeal by augmenting various existing
dengan menambah berbagai fasilitas, serta facilities, and the development of ELTY Hotel in
mengembangkan hotel ELTY di beberapa kota di several cities across Indonesia.
Indonesia.
PROperty-Related
INFRASTRUCTURE
building
the economy
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Kanci-Pejagan Toll Road
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Tinjauan Umum
Unit Usaha Property-Related Infrastructure bergerak dalam
pengembangan proyek infrastruktur terkait properti, seperti
pengembangan jalan tol dan pengelolaan air terpadu (air bersih dan air
kotor). Proyek-proyek ini dilaksanakan oleh PT Bakrie Infrastructure
(BI) dan anak-anak perusahaannya.
General Overview
The Property-Related Infrastructure Business Unit deals with the
development of infrastructure projects associated with property such
as toll road development and integrated water management (clean
water and waste water). These projects are managed by PT Bakrie
Infrastructure (BI) and its subsidiaries.
“As a gardener, I felt like getting Untuk bisnis jalan tol, selain ruas Kanci-Pejagan yang mempunyai masa
an unexpected income. By joining konsesi selama 35 tahun dan sudah mulai beroperasi resmi sejak awal
in the toll road project, I can have 2010, hingga saat ini Bakrieland memiliki hak opsi untuk memiliki konsesi
a fixed income to cover for my 3 (tiga) ruas jalan tol lain dalam jaringan jalan tol Trans Jawa yaitu Pejagan-
children’s expenses. I also get
additional income from collecting
inorganic waste such as plastic
bottles to be sold to the used- Two key factors that inspired Bakrieland’s foray into this business in 2009
plastic dealer.” are the desire to create synergy between the property, toll road development
and integrated water management businesses, as well as the urge to
generate a sustainable source of income comparatively impervious to
economic turbulence. Infrastructure development has highly promising
business growth prospects in view of the crucial role that it plays in the
advancement of Indonesia’s economy. The island of Java currently signifies
the highest business potential due to its population density and the dire
need for adequate road access, both for public transportation and industrial
purposes.
For the toll road business, in addition to the Kanci-Pejagan section with
a 35-year concession period which officially commenced operations in
2010, Bakrieland at present has the option to secure concession rights to 3
(three) other toll road routes along the Trans Java toll road network, namely
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14,000
Peningkatan hingga
mencapai 14.000
kendaraan per hari,
yang sebelumnya
hanya 5.000 kendaraan.
An increase of up to
14,000 vehicles per day
from previously 5.000
vehicles.
Pemalang (58 km), Batang-Semarang (75 km) dan Pejagan-Pemalang (58 km), Batang-Semarang (75
Pasuruan-Probolinggo (45 km) serta 1 (satu) ruas km) and Pasuruan-Probolinggo (45 km) as well
jalan tol lainnya yaitu Ciawi-Sukabumi (54 km) di as 1 (one) other segment connecting Ciawi and
Jawa Barat. Sedangkan untuk bisnis pengelolaan Sukabumi (54 km) in West Java. Concerning the
air, wilayah operasional pemasokan air bersih water management business, the operational area
meliputi Jakarta Utara, sebagian Jakarta Pusat for clean water supply covers North Jakarta, part
dan seluruh Jakarta Timur dengan kali Ciliwung of Central Jakarta and the whole of East Jakarta
sebagai perbatasan. with the Ciliwung river as its border.
persyaratan sebagai pengembang jalan tol dan BTR’s eligibility as a toll road developer and
proyeknya memenuhi standar kelayakan. Hal ini its ability to meet feasibility standards for its
semakin memantapkan langkah BTR untuk terus projects. Such recognition further provides a firm
menjalankan proyek-proyek pengembangan jalan foundation for BTR to carry on with subsequent
tol berikutnya. toll road development projects.
Pada tahun 2010, pengoperasian ruas jalan tol In 2010, the operation of the Kanci-Pejagan
Kanci-Pejagan menunjukkan perkembangan section showed impressive results, notably
yang sangat baik, terutama peningkatan volume with regard to the increasing volume of users.
pengguna jalan. BTR secara kontinu melakukan BTR has unfailingly initiated efforts to build the
berbagai upaya guna meningkatkan kesadaran awareness of toll road users, among others
pengemudi untuk menggunakan jalan tol, through information dissemination and education
diantaranya melalui sosialisasi dan edukasi programs for the public, by conducting surveys
kepada masyarakat, survei untuk mengetahui to identify user preference, and introducing toll
preferensi pengguna jalan tol, serta promosi tariff promotions. In terms of its operations,
tarif tol. Dari segi operasional, BTR berusaha BTR makes all effort to meet the Minimum
untuk memenuhi Standar Pelayanan Minimum Service Standard set by the Toll Road Authority
(SPM) yang ditetapkan Badan Pengelola Jalan Tol concerning measurement, service, security and
(BPJT) dalam hal ukuran, pelayanan, keamanan comfort, and challenges to income security.
dan kenyamanan, serta tantangan pengamanan Furthermore, BTR also continues to foster closer
pendapatan. Selain itu, BTR juga senantiasa ties with surrounding communities through
membina hubungan dengan komunitas sekitar CSR programs in the form of assistance and
melalui pelaksanaan kegiatan CSR baik yang community empowerment.
bersifat bantuan maupun pemberdayaan potensi
masyarakat.
Selama tahun 2010, BTR juga telah melaksanakan Throughout 2010, BTR also undertook preparatory
langkah-langkah persiapan untuk pembangunan steps to develop the Pejagan-Pemalang, Batang-
ruas jalan tol Pejagan-Pemalang, Batang- Semarang, and Ciawi-Sukabumi toll road sections.
Semarang, dan Ciawi-Sukabumi. Berbagai During this preparatory phase, BTR conscientiously
tantangan dalam hal pembebasan lahan, paid attention to various challenges including
ketergantungan terhadap pihak ketiga, dan those related to land acquisition, dependency on
peningkatan kesadaran masyarakat untuk third parties and public awareness on the benefits
menggunakan jalan tol senantiasa menjadi of using the toll road.
perhatian selama proses persiapan berlangsung.
Pendapatan dari bisnis jalan tol sejumlah Rp 84,14 Revenue from the toll road business reached
miliar, berhasil mencapai target yang ditetapkan Rp 84.14 billion which met the target set for the
untuk tahun bersangkutan. year.
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Pembangunan ruas jalan tol Kanci-Pejagan The construction of the Kanci-Pejagan route is
merupakan proyek pertama BTR yang selesai BTR’s first project to be completed, in December
pada bulan Desember 2009 dan diresmikan 2009, and its operations were officially opened
pengoperasiannya pada tanggal 26 Januari by President Susilo Bambang Yudhoyono on
2010 oleh Presiden Susilo Bambang Yudhoyono. 26 January 2010. The Rp 2.2 trillion project
Penyelesaian proyek jalan tol senilai Rp 2,2 triliun is considered an achievement of for BTR as it
ini merupakan suatu prestasi tersendiri bagi was completed in record time in terms of land
BTR karena merupakan proyek jalan tol yang acquisition (7 months) and construction (17
tercepat dalam hal pembebasan lahan (7 bulan) months) as compared to other toll road sections
dan pembangunannya (17 bulan) dibandingkan along the Trans Java network. The Kanci-Pejagan
ruas jalan tol lain dalam jaringan Trans Jawa. section was built on pre-cast- pre-stressed
Ruas jalan tol Kanci-Pejagan dibangun dengan concrete pavement. By using this construction
menggunakan konstruksi precasted-prestressed method, pre-fabricated prime quality materials
concrete pavement. Dengan metode konstruksi ini, were produced in proximity to the project site
produksi dilakukan secara fabrikasi di dekat lokasi which expedited the concrete manufacturing
proyek sehingga proses pembuatan beton menjadi process.
lebih cepat dan hasilnya berkualitas unggul.
Selama satu tahun beroperasi, BTR berhasil One year into its operation, BTR has succeeded in
meningkatkan arus pengguna jalan yang semula increasing the flow of users from a mere 5,000 -
hanya 5.000-6.000 kendaraan per hari di awal 6,000 vehicles each day in early 2010 to more than
tahun 2010 menjadi di atas 14.000 kendaraan per 14,000 vehicles per day by the end of the year.
hari di akhir tahun.
LAPORAN
BISNIS
Business Report
Untuk mencapai pertumbuhan pelanggan dan In ensure an upward trend in the number of
volume air terjual, Aetra melakukan sosialisasi customers and water volume sold, Aetra seeks to
kepada masyarakat pengguna air tanah tentang educate the public on the environmental hazards
dampak lingkungan galian air berupa intrusi air of extracting groundwater which induces seawater
laut. Selain itu Aetra juga melakukan sosialisasi intrusion. In addition, Aetra also disseminates
kenaikan pajak air tanah dan penutupan sumur information on groundwater tax hikes and
air tanah berskala besar pada kawasan industri. widespread closure of groundwater wells in
Secara intern, upaya yang dilakukan adalah industrial zones. Internally, efforts were made
peningkatan efisiensi produksi dan distribusi air to improve production efficiency and clean water
bersih. distribution.
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Aetra menggunakan sumber air baku yang Aetra draws from the Jatiluhur Reservoir which
berasal dari Waduk Jatiluhur yang dikelola oleh is under the management of Perum Jasa Tirta II
Perum Jasa Tirta II (PJT II), yang dialirkan ke (PJT II) for its main source of water channelled
Jakarta melalui saluran terbuka Kanal Tarum to Jakarta through the West Tarum Canal (Kali
Barat (Kali Malang). Pasokan air bersih bagi Malang) open conduit. Clean water supply for
pelanggan diproduksi dengan standar kualitas end customers is produced with drinking water
air minum di tiga Instalasi Pengolahan Air (IPA) quality standards from three Water Treatment
yaitu IPA Buaran I, IPA Buaran II, dan IPA Pulo Installations (WTI), namely Buaran I WTI, Buaran
Gadung. Untuk distribusi air bersih kepada II WTI, and Pulo Gadung WTI. For clean water
seluruh pelanggannya, Aetra memiliki Pusat distribution to all customers, Aetra relies on the
Distribusi Cilincing dan 4 (empat) booster pump Cilincing Distribution Center and 4 (four) booster
yang berlokasi di Pasar Rebo, Sumur Batu, pumps located at Pasar Rebo, Sumur Batu, Sungai
Sungai Bambu dan Tugu. Bambu and Tugu.
Ke depan, kami akan berupaya merealisasikan In the near future, we will attempt to develop
pengembangan sentra Usaha Menengah, Kecil dan commercial centres for Medium, Small and Micro-
Mikro (UMKM) di sekitar jalan tol agar masyarakat Scale Enterprises along the toll roads to allow
sekitar proyek dapat merasakan manfaat positif communities within the vicinity of the project to
keberadaan jalan tol tersebut. Kehadiran sentra enjoy benefits that arise from the presence of these
UMKM diharapkan meningkatkan volume lalu lintas toll roads. It is projected that these commercial
kendaraan dan mempercepat proses pembebasan centres will boost traffic volume and speed up the
lahan untuk proyek-proyek berikutnya. land acquisition process for subsequent projects.
Dalam bisnis pengelolaan air, sosialisasi dan For the water management business, efforts will
kampanye pemakaian air akan dilanjutkan continue to be made to promote and conduct
untuk meningkatkan volume pasokan air dan campaigns on water consumption in order to
total pendapatan. Bisnis ini berpeluang untuk increase water supply and total income. This
berkembang karena kebutuhan air bersih yang business venture has a promising outlook as the
berkualitas di Jakarta terus meningkat dan belum demand for quality clean water in Jakarta is on the
sepenuhnya dapat terpenuhi. rise yet is not entirely met by current supplies.
RENCANA KE DEPAN
Fokus 2011
Tahun 2011 merupakan tahun tinggal landas bagi Bakrieland setelah di
tahun 2010 Bakrieland semakin memperkuat struktur permodalannya,
diantaranya melalui Penawaran Umum Terbatas. Kondisi keuangan
global yang semakin membaik juga mendukung Bakrieland untuk lebih
meningkatkan kinerjanya.
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Setelah melakukan akuisisi beberapa lahan Having performed some strategic land acquisitions
strategis di tahun 2010 yang didukung oleh dana in 2010, supported by proceeds from the Limited
yang berasal dari Penawaran Umum Terbatas, Public Offering, from 2011 Bakrieland will focus
mulai tahun 2011 Bakrieland menitikberatkan its development efforts on converting owned land
pengembangan usahanya pada konversi lahan- into cash flow for the Company.
lahan yang telah dimiliki untuk menjadi cash flow
bagi Perusahaan.
Dalam upaya penerapan prinsip-prinsip GCG, In an attempt to apply GCG principles, Bakrieland
Bakrieland akan terus memperbaiki dan will continue to improve and develop a structure
mengembangkan struktur yang dapat mendukung that can support the GCG implementation based
pelaksanaan GCG berdasarkan best practices on best practices and in line with Bakrieland’s
yang sejalan dengan perkembangan Bakrieland progress towards becoming a solid and prominent
menuju perusahaan yang sehat dan terkemuka. company.
Sasaran Jangka Menengah dan Panjang Medium and Long Term Goals
Bakrieland saat ini telah dikenal sebagai Bakrieland is currently known as the largest
pengembang properti terbesar di CBD Jakarta. property developers in the Jakarta CBD. Based
Berpijak pada hal ini, Bakrieland akan berusaha on this, Bakrieland will try to achieve its vision
mencapai visinya untuk menjadi perusahaan to become the world’s leading companies in real
terkemuka di dunia dalam bidang real estate, estate, property, infrastructure and other property-
properti, infrastruktur dan bidang usaha terkait related business.
properti lainnya.
Dalam upaya mempercepat pengembangan usaha In order to accelerate business development while
sekaligus mengurangi risiko usaha, Bakrieland also reducing business risk, Bakrieland will seek
akan mencari mitra strategis yang tidak hanya strategic partners with strong financial background
memiliki keuangan yang kuat namun juga as well as experience and good reputation in their
pengalaman dan reputasi baik dibidangnya. respective fields.
PEMASARAN
Marketing
Didukung oleh kondisi ekonomi yang positif, tingkat bunga yang relatif rendah
dan stabil, serta meningkatnya daya beli masyarakat Indonesia selama
tahun 2010, industri properti terus mengalami pertumbuhan. Permintaan
produk properti perkantoran maupun perumahan menunjukkan tren yang
menggembirakan. Di sisi penawaran, para pengembang berusaha keras
untuk menyediakan beragam produk properti dengan paket yang menarik
untuk dapat menjaring pembeli. Menghadapi persaingan yang ketat ini,
selain menjaga kualitas produk, unit-Unit Usaha Bakrieland melakukan
penajaman fokus pemasaran sehingga kegiatan pemasaran dapat mencapai
sasaran.
In addition to Supported by positive economic conditions, relatively low and stable interest
maintaining product rates, and increased purchasing power of Indonesian people during 2010,
the property industry continued to experience growth. Demand for office
quality, Bakrieland
and residential property products showed an encouraging trend. On the
sharpened its
supply side, developers were trying hard to provide a variety of property
marketing focus to products by providing attractive packages to motivate buyers. Facing
ensure well-targeted intense competition, in addition to maintaining product quality and accuracy
marketing activities. of project delivery, Bakrieland’s Business Units sharpened their marketing
focus to ensure marketing activities achieve goals.
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Strategi pemasaran yang berbeda diterapkan oleh Different marketing strategies were adopted by
City Property II yang memiliki target pasar tidak City Property II, whose target market is not the
sama dengan City Property I. Kegiatan pemasaran same as City Property I. Marketing activities were
dilakukan melalui: conducted through:
1. Pameran dan canvassing. 1. Exhibition and canvassing.
2. Optimalisasi perangkat pemasaran (flyer, 2. Optimization of marketing tools (flyers,
brosur, tanda, spanduk, billboard, newsletter). brochures, signs, banners, billboards,
3. Pendekatan korporasi untuk menghasilkan newsletters).
penjualan dalam jumlah besar. 3. Corporate approach to generate sales in large
4. Penerapan sistem penjualan referral (buyer quantities.
get buyer). 4. Application of sales referral system (buyer
5. Kerja sama dengan pihak ketiga (agen dan gets buyer).
institusi). 5. Cooperation with third parties (agents and
institutions).
Pada tahun 2010, City Property (I dan II) In 2010, the City Property (I and II), spent
membelanjakan Rp 4.839.405.737 untuk Rp 4,839,405,737 to finance marketing activities.
membiayai kegiatan pemasaran.
Dengan semakin lengkapnya fasilitas yang telah As the facilities available in Bogor Nirwana
tersedia di Bogor Nirwana Residence serta Residence neared completion, and with the future
rencana pengembangan akses menuju perumahan plans to build access to the area, marketing
ini, maka pemasaran dilakukan dengan “menjual efforts were performed by “selling the region.”
kawasan.” Landed Residential juga melakukan Landed Residential also conducted exhibitions
pameran di mal-mal di Bogor dan melakukan in shopping malls in Bogor as well as providing
barter. barter schemes.
Untuk mempertahankan jumlah pengunjung the To maintain the number of visitors of the Jungle
Jungle yang targetnya adalah anak-anak dan which is targeted to children and families, Landed
keluarga, Landed Residential melakukan beberapa Residential performed some new breakthroughs,
terobosan baru, misalnya dengan menyediakan for example by providing pick-up service to
fasilitas penjemputan ke sekolah dan memberikan schools and giving free tickets for teachers and
tiket gratis bagi guru dan anggota keluarganya, their family members, as well as conducting
serta melakukan promosi intensif ke sekolah- intensive promotions to non-moslem schools
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sekolah non-muslim selama bulan Ramadhan. during the month of Ramadan. We also extended
Kami juga memperluas jangkauan pemasaran our marketing coverage by advertising the Jungle
dengan memasang iklan the Jungle di pesawat on Garuda Indonesia airlines. Fun activities
Garuda Indonesia. Kegiatan-kegiatan menarik continued to be performed to attract crowds. In
terus dilaksanakan untuk menjaring pengunjung. addition, Jungle visitors also were also informed
Selain itu, para pengunjung the Jungle juga about Bogor Nirwana Residence products.
menjadi target pemasaran produk-produk Bogor
Nirwana Residence.
Pada tahun 2010, Landed Residential In 2010, Landed Residential spent Rp 5,898,628,252
membelanjakan sebesar Rp 5.898.628.252 untuk for its marketing activities.
membiayai seluruh kegiatan pemasarannya.
Untuk meningkatkan angka penjualan, di tahun To increase sales, in 2010 Hotel & Resort began
2010 Hotel & Resort mulai mengembangkan kerja to develop cooperation with schools by offering
sama dengan sekolah-sekolah untuk menawarkan family vacation packages, as well as expanding
paket liburan keluarga, serta memperluas its marketing coverage to other major cities
jangkauan pemasaran ke kota-kota besar lain such as Surabaya, Bandung and Makassar. In
seperti Surabaya, Bandung, dan Makassar. Selain addition, starting this year, Hotel & Resort issued
itu, mulai tahun ini Hotel & Resort menerbitkan the a Progress Report for its projects that enable
Progress Report proyek sehingga para pemilik owners to obtain regular information on project
memperoleh informasi berkala mengenai completion progress. The availability of such
kemajuan penyelesaian proyek. Adanya Progress Progress Reports has increased sales.
Report telah meningkatkan penjualan unit.
pemasaran
Marketing
Pada tahun 2010, Hotel & Resort membelanjakan In 2010, Hotel & Resort spent Rp 2.8 billion for
dana sejumlah Rp 2,8 miliar untuk keperluan marketing activities.
kegiatan pemasarannya.
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Perusahaan.
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Presiden Direktur & CEO. Pertanggungjawaban & CEO. Accountability is delivered periodically in
disampaikan secara berkala dalam bentuk laporan the form of a report submitted to the President
yang disampaikan kepada Presiden Direktur & Director & CEO and through the Audit Committee
CEO serta melalui Komite Audit kepada Dewan to the Board of Commissioners.
Komisaris.
Dalam menjalankan kegiatannya yang mencakup In performing its activities which cover all
seluruh divisi operasional di Bakrieland maupun operational divisions in Bakrieland as well as
Unit Usaha, Divisi Audit Internal memiliki Business Units, the Internal Audit Division has the
wewenang sebagai berikut: following authorities:
1. Mengakses seluruh informasi yang relevan 1. To access all relevant information concerning
tentang Perusahaan maupun Unit Usaha the Company and Business Units in regard
terkait dengan tugas dan fungsinya. with its duties and functions.
2. Melakukan komunikasi langsung maupun 2. To have direct communication and meetings
rapat dengan Direksi, Dewan Komisaris, dan with the Board of Directors, Board of
Komite Audit. Commissioners, and Audit Committee.
3. Melakukan koordinasi kegiatan dengan Auditor 3. To coordinate its activities with the External
Eksternal. Auditors.
4. Mengalokasikan sumber daya audit, 4. To allocate audit resources, determine the
menentukan fokus, ruang lingkup dan jadwal focus, audit scope and schedule, and implement
audit, serta menerapkan teknik audit yang audit techniques that are considered necessary
dipandang perlu untuk mencapai tujuan audit. to achieve the audit purpose.
Piagam Audit Internal yang telah disetujui Direksi The Internal Audit Charter was approved by the
dan Dewan Komisaris senantiasa menjadi acuan Board of Directors and Board of Commissioners
dalam melaksanakan seluruh kegiatan Audit and serves as a constant reference in carrying
Internal. Untuk mendukung efektivitas tugasnya, out Internal Audit activities. To support the
Divisi Audit Internal mengomunikasikan Piagam effectiveness of its work, the Internal Audit division
Audit Internal kepada semua lapisan karyawan communicates the Internal Audit Charter to all
yang ada di Perusahaan, baik dengan cara employees within corporate ranks through the
Audit Internal
Internal Audit
membagikannya dalam bentuk brosur untuk distribution of brochures that rouse employees’
dibaca dan dipahami maupun dengan melakukan interest in reading and understanding the
aktivitas sosialisasi lainnya. Aktivitas ini charter, and other sensitization activities geared
diharapkan dapat meningkatkan pemahaman atas at improving the understanding towards internal
visi dan misi audit internal dalam mengedepankan audit vision and mission in promoting control,
pengendalian, risiko, dan tata kelola perusahaan. risks, and corporate governance.
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Pada tahun 2010, Divisi Audit Internal In 2010, the Internal Audit Division focused its
memfokuskan kegiatan auditnya terhadap audits on various activities that contain risk and
berbagai kegiatan yang mengandung risiko dan have significant influence for accomplishing
berpengaruh cukup berarti bagi pencapaian the Company objectives. Among the activities
tujuan Perusahaan. Diantara kegiatan yang performed by the Internal Audit Division were
dilakukan oleh Divisi Audit Internal adalah to examine the internal control adequacy in
menguji kecukupan pengendalian interen atas operations risks of Kanci-Pejagan toll-road,
risiko operasional tol Kanci-Pejagan, proses serah handling over of product to customer, management
terima produk kepada konsumen, pengelolaan of receivables, accountability in advance payment,
piutang, pertanggungjawaban uang muka, dan and internal control survey.
survei pengawasan internal.
Divisi Audit Internal telah membahas seluruh The Internal Audit Division has discussed all audit
temuan audit dengan para pihak yang diaudit dan findings with the auditee and together formulated
bersama-sama merumuskan langkah perbaikan. improvement steps. All audit reports are submitted
Seluruh laporan audit disampaikan kepada to the President Director & CEO and Board of
Presiden Direktur & CEO dan Dewan Komisaris Commissioners through Audit Committee. The
melalui Komite Audit. Laporan juga disampaikan reports are also delivered to auditee as a source
kepada para pihak yang diaudit sehingga dapat of information to conduct follow-up actions. Audit
digunakan sebagai sumber informasi untuk results and work programs are also presented at
melakukan tindak lanjut. Hasil audit dan program the meetings with the Audit Committee.
kerja audit juga disampaikan pada rapat dengan
Komite Audit.
Kegiatan Audit Internal di tahun 2011 akan terus Internal Audit activities in 2011 will be focused on
difokuskan pada upaya meyakinkan terlaksananya efforts to assure the implementation of adequate
pengendalian internal yang memadai pada internal audit on strategic activities that potentially
kegiatan-kegiatan strategis yang berpotensi inhibit the achievement of Company goals. The
menghambat pencapaian tujuan Perusahaan. Internal Audit Division plans to review the internal
Divisi Audit Internal berencana untuk mengkaji audit implementation on activities such as advance
pengendalian internal dalam kegiatan seperti payment propositions and accountability, cash and
proses pengajuan dan pertanggungjawaban uang bank expenses, management of receivables, as well
muka, pengeluaran kas dan bank, pengelolaan as building constructure process and supporting
piutang, serta proses pembangunan gedung dan infrastructure. Further, the Internal Audit Division
infrastuktur penunjang. Selain itu, Divisi Audit will conduct an audit on the Pejagan-Pemalang
Internal akan melakukan audit atas efektivitas toll-road project’s risk assessment effectiveness
penilaian risiko pada rencana proyek tol Pejagan- and actively participate in the Whistleblower
Pemalang dan berperan aktif dalam proses System socialization and implementation.
sosialiasi dan penerapan Sistem Pelaporan
Pelanggaran.
Profil Kepala Divisi Audit Internal Profile of Internal Audit Division Head
Posisi Kepala Divisi Audit Internal Bakrieland The Head of Bakrieland’s Internal Audit Division
dijabat oleh Jordan Lubis sejak tahun 2006 hingga has been assumed by Jordan Lubis since 2006.
saat ini. Memulai karirnya sejak tahun 1990 pada Starting his career in 1990 at several financial and
berbagai institusi keuangan dan properti, selama property institutions, during his time at Bakrieland
bergabung di Bakrieland beliau pernah menjabat he was posted as Investor and Government
sebagai Kepala Divisi Hubungan Investor dan Relations, and Corporate Secretary. He was
Pemerintah, dan Sekretaris Perusahaan. Beliau born in Padang, 7 October 1962 and earned his
lahir di Padang, 7 Oktober 1962, dan meraih gelar Mechanical Engineering degree from Sumatera
Sarjana Teknik Mesin dari Universitas Sumatera Utara University and Economics degree from
Utara dan Sarjana Ekonomi dari Universitas Medan Area University. He also holds the Qualified
Medan Area. Beliau juga telah memiliki sertifikasi Internal Audit - QIA certification.
internal audit (Qualified Internal Audit - QIA).
MANAJEMEN RISIKO
Risk Management & Compliance
& KEPATUHAN
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cukup sehubungan dengan pencapaian tujuan Company goals. Through the ERM approach,
Perusahaan. Melalui pendekatan ERM, Bakrieland Bakrieland is capable of identifying and managing
mampu mengidentifikasi dan mengelola risiko risks by developing an unfailing risk management
dengan mengembangkan sistem pengelolaan and oversight system that enhances its capacity
dan pengawasan risiko yang handal, yang to achieve stated goals in order to provide added
meningkatkan kemampuannya dalam mencapai value for stakeholders.
tujuan untuk memberikan nilai tambah bagi para
pemangku kepentingan.
Manfaat yang diperoleh Bakrieland dengan Among the advantages gained by Bakrieland with
mengimplementasikan ERM diantaranya adalah the implementation of ERM are the ability to reach
terciptanya pemahaman yang sama mengenai a common understanding on risk management for
manajemen risiko bagi semua karyawan, all employees, the establishment of a Company
terbentuknya profil risiko Perusahaan yang mampu risk profile that helps prioritize risk levels, and the
memberikan gambaran prioritas tingkatan risiko, availability of a strategy to deal with risks in order
serta tersedianya strategi penanggulangan risiko to reduce risk incidents and impacts.
untuk mengurangi kejadian dan dampak risiko.
Divisi Risk Management & Compliance (RMC) The Risk Management & Compliance (RMC) division
secara fokus memfasilitasi pelaksanaan ERM is dedicated to facilitate ERM implementation by
melalui pemberian masukan kepada seluruh providing inputs to all organizational functions
fungsi organisasi secara menyeluruh dan in a comprehensive and sustainable manner
berkesinambungan, terutama pada saat tahapan primarily during the risk identification stage and
Manajemen Risiko & Kepatuhan
Risk Management & Compliance
identifikasi risiko dan pelaksanaan strategi the implementation of control strategy on risks
kontrol terhadap risiko yang melibatkan pemilik that involve risk owners. During an on-going ERM
risiko. Pada proses ERM yang berkesinambungan, process, every risk owner is expected to follow
setiap pemilik risiko (risk owner) diharapkan through their own risk management process
melakukan sendiri proses pengelolaan risiko beginning from risk identification and assessment
mulai dari identifikasi dan penilaian atas to the advising and implementing of controls and
risiko hingga mengusulkan dan menerapkan the carrying out risk mitigation measures. The
pengendalian serta melakukan mitigasi terhadap main objectives are to further minimize potential
risiko tersebut. Tujuan utamanya adalah untuk losses and of utmost importance to increasingly
lebih meminimalkan potensi kerugian dan yang maximize the achievement of goals in the respective
terpenting adalah untuk lebih memaksimalkan functions and structures of the Company.
pencapaian tujuan di masing-masing fungsi dan
struktur Perseroan.
Tahapan fundamental yang dipenuhi demi A fundamental stage necessary to ensure effective
tercapainya efektivitas pelaksanaan manajemen implementation of risk management is building
risiko adalah pemahaman yang sama oleh common understanding among all functions
semua fungsi di Bakrieland mengenai risiko within Bakrieland concerning risks that must be
yang dihadapi dan strategi yang ditempuh untuk dealt with and strategies to be employed in order
mengendalikannya. Oleh karena itu, telah to keep such risks under control. It is therefore
dilakukan sosialisasi mengenai kepedulian dan crucial to build awareness and concern about the
kesadaran akan risiko-risiko yang dihadapi range of risks that Bakrieland is confronted with.
oleh Bakrieland. Tahapan berikutnya adalah The following stage relates to the identification
melakukan identifikasi atas semua risiko yang ada of all risks within Bakrieland by involving risk
di Bakrieland dengan melibatkan pemilik risiko, owners, and mapping out of potential risks within
serta melakukan pemetaan risiko yang mungkin the organization. Results of this risk mapping
terjadi di organisasi. Hasil dari proses pemetaan exercise are later encapsulated into a risk matrix
risiko ini kemudian diaplikasikan ke dalam which helps prioritize risks that Bakrieland must
suatu matriks risiko yang mampu menunjukkan contend with and effectively control. The method
prioritas risiko yang akan dihadapi dan harus adopted for ERM implementation is through the
dikontrol oleh Bakrieland. Metode yang digunakan use of workshops to identify risks found throughout
dalam implementasi ERM tersebut adalah metode the processes involved in business operations and
workshop yang berfungsi untuk mengidentifikasi ensure the involvement of employees in Business
risiko yang terdapat pada proses operasi bisnis, Units and their functions. Throughout 2010,
dengan melibatkan karyawan di Unit Usaha several workshops were organized to conduct
dan fungsi-fungsinya. Selama tahun 2010 telah risk appraisals in several projects managed by
dilaksanakan beberapa workshop untuk menilai Business Units.
risiko di beberapa proyek Unit Usaha.
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Setelah ERM dilaksanakan, divisi Audit Internal Once the ERM is implemented, the Internal Audit
melakukan audit berbasis risiko, yang dapat Division performs a risk-based audit in order
memberikan masukan dan melakukan monitor to provide input and monitor the effectiveness
terhadap efektivitas proses manajemen risiko, of the risk management process, including risk
termasuk didalamnya evaluasi dan strategi evaluation and risk control strategies. Evaluation
pengendalian risiko. Evaluasi dilakukan atas is carried out on the entire continuum of the
seluruh rangkaian proses manajemen risiko, risk management process aimed at generating
sehingga menghasilkan suatu rekomendasi yang constructive recommendations for ensuring
berguna bagi proses pembaruan pengendalian improvements to the subsequent risk control
risiko berikutnya. mechanism.
Pada tahun 2010, kegiatan utama yang telah In 2010, key activities conducted in relation to ERM
dilakukan dalam pengembangan ERM adalah: development were as follows:
1. Mengesahkan kebijakan ERM melalui SK No. 1. Approval of ERM Policy through Directive No.
010/DIR-BLD/SK/II/10 tertanggal 24 Februari 010/DIR-BLD/SK/II/10 dated 24 February
2010. 2010.
2. Melakukan sosialisasi kebijakan ERM tersebut 2. Disseminate information on the ERM Policy
kepada Unit Usaha dan divisi di Bakrieland. to Business Units and Divisions within
3. Menyelenggarakan workshop dalam rangka Bakrieland.
melakukan penilaian (assessment) atas risiko 3. Conduct workshops for the assessment of
untuk beberapa proyek Unit Usaha. risks in several Business Unit projects.
Workshop Penilaian Risiko Proyek dan evaluasi The workshops for project risk assessment and the
atas Kebijakan ERM masih akan dilakukan secara evaluation of ERM Policy will continue on a regular
rutin pada tahun-tahun mendatang. Selain itu, basis for years to come. In addition, outcomes from
hasil dari workshop ERM tersebut akan ditinjau the ERM workshop will be reviewed by the RMC
ulang oleh divisi RMC untuk memastikan Division to guarantee actual implementation.
pelaksanaannya.
Untuk mengoptimalkan manajemen risiko dengan To optimize the risk management function by
pendekatan transaction based ini, Bakrieland adopting the transaction-based method, Bakrieland
juga telah membentuk Komite Investasi melalui has established an Investment Committee through
penerbitan Surat Keputusan Direksi No.156/ the issuance of Board of Directors’ Directive No.
SK/DIR-BLD/HST/IX/07. Komite ini mempunyai 156/SK/DIR-BLD/HST/IX/07. This Committee
peranan dalam proses persetujuan atas setiap plays a central role in the approval process of
pengajuan dan pengembangan proyek-proyek every proposal and development of projects to be
yang akan dilaksanakan. implemented.
Kepatuhan Compliance
Kepatuhan merupakan suatu aspek penting di Compliance is an essential element in running any
dalam menjalankan usaha, baik untuk menjamin business to guarantee the smooth implementation
kelancaran kegiatan operasional maupun of operations and to maintain the Company’s
menjaga reputasi suatu perusahaan sebagai reputation as a good corporate citizen. In order to
warga korporasi yang baik. Guna mendukung ensure compliance within the Company, the active
terciptanya kepatuhan dalam suatu perusahaan role of all company employees is pivotal. Every
diperlukan peran serta aktif dari seluruh karyawan employee must fully understand and responsibly
perusahaan. Setiap karyawan wajib memahami dan abide by all existing rules and regulations for every
secara bertanggung jawab melaksanakan seluruh operational function that he or she is accountable
ketentuan dan perundangan yang berlaku untuk for. Non-compliance of rules and regulations can
setiap fungsi operasional yang dijalankannya. lead to a word of warning from regulators and may
Ketidakpatuhan terhadap peraturan perundangan tarnish the Company’s reputation.
dapat berakibat teguran dari pihak regulator dan
mencemarkan reputasi baik perusahaan.
Sebagai salah satu bentuk penerapan aspek As a way of ensuring the aforementioned level of
kepatuhan di atas, Bakrieland telah menerapkan compliance, Bakrieland has adopted the Database
Database Monitoring System sejak tahun 2009. Monitoring System since 2009. Throughout 2010,
Sepanjang tahun 2010, divisi RMC telah telah the RMC Division has kept track of 646 documents
melakukan monitoring terhadap 646 dokumen dari belonging to all divisions within Bakrieland.
semua divisi di Bakrieland. Semua divisi tersebut These divisions have actively followed up on their
secara aktif melakukan follow up atas dokumen respective monitoring documents. Monitoring
monitoring masing-masing. Hasil monitoring results revealed heightened participation
menunjukkan bahwa terdapat peningkatan and awareness on ensuring compliance and
partisipasi dan kesadaran terhadap pelaksanaan administrative conformity from every division.
kepatuhan dan penertiban administrasi dari setiap Applying the Database Monitoring System in
divisi. Penerapan Database Monitoring System unison with the implementation of ISO 9001:2008
bersaman dengan implementasi ISO 9001:2008 contributes to the minimizing of risks and increases
mendukung minimalisasi risiko dan meningkatkan the effectiveness of operational activities.
kelancaran kegiatan operasional.
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Ketatnya persaingan usaha dalam industri Fierce business rivalry in the property industry
properti dan beragamnya konsep yang and the wide array of concepts offered by
ditawarkan oleh pesaing berpotensi competitors may lower demand for Bakrieland
mengurangi permintaan atas produk-produk products. In dealing with this, Bakrieland
Bakrieland. Menghadapi hal ini, Bakrieland constantly strives to offer innovative products
selalu mengeluarkan produk yang inovatif to meet market needs and focuses on the
sehingga memenuhi kebutuhan pasar dan development of projects with proven and
memfokuskan pengembangan pada proyek- measurable performance. Furthermore, in the
proyek yang telah memiliki kinerja yang development of its vertical projects, Bakrieland
telah terukur selama ini. Selain itu, dalam adopts the take-up rate policy ranging from
pengembangan vertical project, Bakrieland 30% to 40% in starting the development of its
menerapkan take up rate policy sebesar 30- projects.
40% untuk memulai pembangunan proyeknya.
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Dalam mengelola risiko SDM, Bakrieland In managing its human resource risk,
selalu menempatkan sumber daya manusia Bakrieland at all times look upon its human
sebagai aset utama dalam mencapai tujuan resources as main assets in attaining Company
Perusahaan. Usaha yang telah dilakukan , goals. Efforts initiated to achieve this include
antara lain melaksanakan jajak pendapat opinion polls on employee satisfaction to
kepuasan karyawan guna mengetahui tingkat understand the extent to which employees
kepuasan karyawan terhadap berbagai hal are content with all aspects offered by the
yang telah diberikan oleh Perusahaan, selalu Company, participatory employee assessments
mengadakan penilaian kinerja karyawan that involve both supervisor and subordinate,
berbasis dua arah antara atasan dan bawahan, and competitive remuneration compared to
dan memberikan renumerasi yang kompetitif similar companies in the industry in order to
dengan perusahaan sejenis untuk menjaga sustain low employee turnover.
rendahnya tingkat pergantian karyawan.
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SUMBER DAYA
MANUSIA
Human Capital
Selama beberapa tahun terakhir, Divisi Sumber Daya Manusia (SDM) secara
bertahap melakukan transformasi fungsi SDM dari fungsi penunjang
menjadi mitra strategis Perusahaan. Dalam proses transformasi ini, Divisi
SDM secara aktif meningkatkan keterlibatannya dalam proses penyusunan
strategi bisnis Perusahaan sehingga dapat menyelaraskan kebutuhan SDM
dan organisasi dengan perkembangan bisnis yang ada.
Alignment of The Human Resource (HR) Division in the past several years has taken gradual
measures in transforming the human resource function from a supporting
human resource
role to becoming a Company strategic partner. During the transformation
and organizational process, the HR Division has actively heightened its involvement in preparing
needs with existing Company business strategy to align human resource and organizational
business developments needs with existing business developments.
are continuously
To propel Bakrieland’s growth, by the end of 2009 the Board of Directors had
undertaken to
initiated a series of strategic decisions associated with the setting up of the
elevate Bakrieland’s organizational structure, planning of new business models and enhancing
performance. human resource competencies. In 2010, human resource development
focused on organizational restructuring of the parent Company and business
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Penyelarasan kebutuhan
SDM dan organisasi dengan
perkembangan bisnis yang ada
terus dilakukan untuk
mendorong kinerja Bakrieland
menjadi lebih baik.
unit-unit usaha untuk tingkat manajemen puncak. units for top management. This is implemented
Hal ini dilakukan melalui tahapan proses seleksi through a selection and personnel placement
dan penempatan SDM serta pengembangan process, as well as through competency building
kompetensi dan fungsional yang mencakup and functional enhancements that encompasses
efektivitas perorangan dan pelatihan teknis untuk personal effectiveness and technical training
tingkat manajemen puncak. Selain itu, Divisi for the upper management. In addition, the HR
SDM juga mengembangkan Sistem Informasi Division has also developed its Human Resource
SDM (HRIS) untuk korporasi dan unit usaha Information System (HRIS) for the corporate
untuk mempermudah serta mempercepat akses and business unit levels to ease and accelerate
informasi tentang layanan SDM secara akurat dan information access regarding HR service accurately
terkini. and up to date.
Langkah-langkah yang dilakukan oleh Divisi SDM Measures undertaken by the Human Resource
selama tahun 2010 adalah sebagai berikut: Division in 2010 included the following:
dan pengambilan keputusan menjadi lebih increasingly focused and help expedite decision
cepat, sehingga Bakrieland dapat meraih target making, all for the purpose of ensuring that
pertumbuhan yang tinggi di masa depan. Bakrieland attains high growth targets in the
future.
Untuk mendukung hal tersebut, Divisi SDM In relation to this, the HR Division has taken
melaksanakan program penyelarasan tim measures to align the top management team,
manajemen puncak, revisi deskripsi jabatan revise personnel job description from the
personil dari tingkatan Direksi hingga dua Board of Directors level to two tiers below, have
lapisan dibawahnya, penyusunan mekanisme in place an effective relationship mechanism
hubungan kerja korporasi dan unit usaha, serta at the corporate and business unit levels, and
penempatan personil untuk tingkat eksekutif di assign the most fitting personnel for executive
Unit Usaha. Hingga saat ini, struktur organisasi positions in business units. To date, the new
baru sudah mulai diimplementasikan dan organizational structure has been put into
deskripsi jabatan serta mekanisme kerja sudah effect, and job descriptions as well as work
disosialisasikan kepada manajemen puncak mechanisms have been informed and made
pada masing-masing Unit Usaha, bersamaan known to the upper management of each
dengan mekanisme kerja. Business Unit.
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Penerapan HRIS di Bakrieland telah dilakukan The application of HRIS in Bakrieland relates to
dalam hal penyimpanan data karyawan, penilaian the storage of employee records, performance
prestasi, dan rekrutmen. Pada tingkat Unit appraisal and recruitment. At the Business Unit
Usaha, sementara ini baru City Property dan level, only City Property and Toll Road Development
Pengembangan Jalan Tol yang menerapkan HRIS. have implemented HRIS. The further development
Pengembangan HRIS yang sudah terimplementasi of existing HRIS will also continue by augmenting
akan terus dilakukan dengan menambahkan modules for the establishment of KPI along
modul penyusunan KPI berikut penilaian kinerja with individual performance and competency
dan kompetensi individual, modul pelayanan assessment, in addition to modules on transaction
dukungan transaksi yang berkaitan dengan support services concerning human resource-
kegiatan SDM seperti modul absensi, kesehatan, related activities such as guidelines on attendance,
perjalanan dinas, dan cuti, serta modul kontrol health, official trips and work leave, as well as a
anggaran yang terintegrasi dengan transaksi module for budget control integrated into human
kegiatan SDM. resource activities.
441 758
353 370
281
74 82
11 5 9 5
2010 2009
BOC Sr. Management Supervisor Non-Staff
BOD Management Staff
Berdasarkan Pendidikan
1,251
By Education
1,116
751
626
517
470
186 194
141
50 87
1 1 41
2010 2009
S3 S1 SMU SD
S2 D III SLTP
Berdasarkan Usia
By Age
673 665
617
589
77 64
30
–
2010 2009
< = 25 Tahun | Year 31 - 35 Tahun | Year 41 - 45 Tahun | Year 51 - 55 Tahun | Year
26 - 30 Tahun | Year 36 - 40 Tahun | Year 46 - 50 Tahun | Year 55 Tahun ke atas | Year
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Laporan Tahunan 2010 Bakrieland
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Annual Report 2010 Bakrieland
1,763
1,352
1,183
1,053
836 772
1,262
797
664
422 449
79 117 95
65
2010 2009
Holding Landed Residential Infrastructure & Toll Road
City Property Hotel & Resort
Judgement
Conceptual Planning & Organizational Impact & Result
Manager Team Leadership Customer & Decision
Thinking Organizing Awareness Influence Orientation
Behavior Service making
Pelatihan Training
Salah satu kunci penting untuk menjaga kualitas One of the key elements in maintaining
kinerja Bakrieland adalah dengan mengembangkan Bakrieland’s performance quality relates to the
dan mendidik karyawan secara berkesinambungan. constant process of developing and educating its
Sepanjang tahun 2010 Bakrieland dan Unit Usaha pool of employees. Throughout 2010, Bakrieland
menyelenggarakan serangkaian kegiatan pelatihan and its Business Units organized many series of
dan pengembangan kompetensi karyawan, dengan training and competency enrichment programs
nilai total pengeluaran sejumlah Rp 1,27 miliar. for employees and allocated Rp 1.27 billion in total
expenditure.
Sumber Daya Manusia
Human Capital
Pada tahun 2010, pelatihan di Bakrieland dan Unit In 2010, training sessions in Bakrieland and
Usaha diarahkan pada personal effectiveness Business Units were focused on personal
dengan fokus pada pengembangan motivasi effectiveness by highlighting motivation
dan penyelarasan dengan budaya perusahaan. development and alignment with corporate
Pelatihan di tingkat Unit Usaha umumnya culture. Training at the Business Unit level mainly
bersifat pelatihan teknis seperti pemasaran dan involved technical training such as marketing and
keuangan. finance.
Rencana pelatihan tahun 2011 mencakup program Training plans for 2011 shall cover external
ekstern untuk kepemimpinan tingkat eksekutif, programs for executives, senior and middle
senior dan manajemen madya, serta program management levels and functional training
pelatihan fungsional seperti manajemen proyek, programs such as project management,
pemahaman dan keterampilan di bidang akuntansi enrichment of accounting and financial knowledge
dan keuangan, motivasi SDM, teknologi informasi, and skills, human resource motivation, information
hukum, dan lain-lain. technology, legal affairs and others.
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Kepatuhan untuk menjalankan aplikasi berbasis Division to run a web-based application used in
web yang digunakan dalam rangka penerapan implementing the Monitoring System Database.
Database Monitoring System. Dalam rangka In order to improve service for its users, in 2010
meningkatkan layanan bagi para penggunanya, the IT Department added new devices to support
di tahun 2010 Departemen TI melakukan business operations. The IT Department also
penambahan perangkat baru untuk mendukung facilitated the use of information technology in the
operasional Perusahaan. Departemen TI juga fields of accounting, budget control, the Company
memfasilitasi penggunaan teknologi informasi di website, and the Human Resources information
bidang akuntansi, pengawasan anggaran, situs system.
Perusahaan, dan sistem informasi Sumber Daya
Manusia.
Di tingkat Unit Usaha, penerapan dan At the Business Unit level, IT applications
pengembangan TI dikoordinasikan oleh and development are coordinated by each IT
departemen TI masing-masing sesuai kebutuhan department according to its operational needs. IT
operasionalnya. Penerapan TI dilakukan secara implementation is done in stages while preparing
bertahap sambil mempersiapkan sumber daya competent human resources for operation.
manusia yang kompeten untuk menjalankannya.
Teknologi Informasi
Information Technology
Sejalan dengan mulai beroperasinya Hotel Aston In line with the Aston Bogor Hotel operation in
Bogor pada tahun 2010, Unit Usaha Landed 2010, Landed Residential Business Unit expanded
Residential memperluas penggunaan TI dalam the use of IT in its operational activities. The hotel
kegiatan operasionalnya. Hotel Aston Bogor uses the VHP system (Vision Hotel Program)
menggunakan sistem VHP (Vision Hotel Program) which generates integrated reports for preparing
yang menghasilkan laporan terintegrasi untuk the general ledger and records all hotel income
keperluan penyusunan buku besar dan mencatat by remote access. Meanwhile, at Bogor Nirwana
semua pemasukan hotel secara remote access. Residence, IT is utilized to support the financial
Sementara itu di Bogor Nirwana Residence, TI accounting and marketing activities. Going forward,
digunakan untuk mendukung kegiatan akuntansi the use of IT will be developed to include internal
keuangan dan pemasaran. Ke depan, penggunaan communication and external communication
TI akan dikembangkan untuk mencakup access.
komunikasi internal dan akses komunikasi ke
luar.
Di Pan Pacific Nirwana Bali Resort, Hotel & At Pan Pacific Nirwana Bali Resort, Hotel &
Resort menerapkan sistem yang terintegrasi Resort implements an integrated system from
mulai dari pemesanan, penagihan, hingga sistem ordering and billing up to the accounting system.
akuntansi. Untuk sistem reservasi kamar dan For the room reservation system and worldwide
kegiatan pemasaran ke seluruh dunia, Hotel marketing activities, Hotel & Resort uses the
& Resort menggunakan piranti lunak Opera, Opera software, while to support the strata sales
sedangkan untuk mendukung sistem penjualan system, billing control system, and sending short
strata, sistem pengawasan penagihan, serta messages to buyers and installers it uses ePRO
pengiriman pesan pendek kepada pembeli software. Looking at the growing needs of the
dan pengangsur menggunakan piranti lunak community for internet connection, Hotel & Resort
ePro. Melihat berkembangnya kebutuhan provides free wifi in most of its properties.
masyarakat akan koneksi internet, Hotel & Resort
menyediakan fasilitas wifi pada hampir seluruh
properti yang dimilikinya.
City Property menekankan pemanfaatan TI dalam City Property emphasizes the use of IT in building
hal pengelolaan gedung dan penerapan Human management and Human Resource Information
Resource Information System (HRIS). TI juga System (HRIS). IT is also utilized for financial
dimanfaatkan untuk kegiatan akuntansi keuangan, accounting, sales and marketing database. In
basis data penjualan dan pemasaran. Dalam hal building management, City Property uses the
manajemen gedung, City Property menggunakan ePRO software. In addition, City Property in
piranti lunak ePro. Selain itu, City Property bekerja collaboration with providers developed smart unit
sama dengan provider mengembangkan smart / building in The Groove project by implementing
unit/building dalam proyek The Groove dengan online CCTV system.
menerapkan sistem CCTV online.
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Dalam menangani kebutuhan perangkat keras To handle its hardware and software needs,
dan lunak, Unit Usaha Infrastruktur Terkait Property Related Infrastructure Business
Properti melakukan kerja sama dengan Unit works with component manufacturers.
produsen komponen. Unit ini menggunakan TI The unit uses IT in expediting the toll tickets
dalam memperlancar pengumpulan tiket tol collection and vehicles clarification through the
dan klarifikasi kendaraan melalui pemanfaatan use of Automatic Vehicle Classification (AVC),
Automatic Vehicle Classification (AVC), mendukung supporting the implementation of the Enterprise
penerapan Enterprise Resource Program (ERP) Resource Program (ERP), which includes finance,
yang mencakup bidang keuangan, akuntansi, dan accounting, and other daily activities, developing
kegiatan sehari-hari lainnya, mengembangkan the Human Resource Information System (HRIS),
Human Resource Information System (HRIS), and monitoring operational activities in the field.
serta memonitor kegiatan operasional di Currently, the Bakrie Toll Road is one of toll road
lapangan. Saat ini Bakrie Toll Road merupakan developers that can directly monitor the traffic on
salah satu perusahaan pengembang jalan tol yang highways and activities at toll booths as well as by
dapat memonitor secara langsung lalu lintas di the operational office.
jalan tol dan kegiatan di gerbang tol dan kantor
operasional.
Memasuki tahun 2011, Departemen TI akan terus Entering 2011, the IT Department will continue
meningkatkan layanan dukungan kepada unit- to improve its support services to other business
unit kerja lainnya dengan cara menyempurnakan units by improving IT organization, enhancing IT
organisasi TI, meningkatkan infrastruktur TI, infrastructure, and formulating the integration
serta merumuskan pengintegrasian seluruh of systems both at the Parent Company and
sistem baik di tingkat Perusahaan Induk dan Business Units into a centralized corporate
Unit Usaha ke dalam suatu basis data korporasi database. The integrated system is expected to
yang tersentralisasi. Sistem yang terintegrasi provide fast, complete and accurate information
ini diharapkan akan menyediakan informasi that will improve the quality of decision-making at
yang cepat, lengkap dan akurat, sehingga Parent Company and Business Unit level, as well
meningkatkan kualitas pembuatan keputusan di as to facilitate the control process. At Business
tingkat Perusahaan Induk maupun Unit Usaha, Unit level, each IT department will continue to
serta memudahkan proses pengawasan. Pada expand services to other functions and improve
tingkat Unit Usaha, departemen TI masing-masing the quality of existing systems. All of these efforts
akan terus memperluas layanan ke fungsi-fungsi will support Bakrieland in achieving a better
lainnya dan meningkatkan kualitas sistem yang performance.
sudah ada. Kesemua hal ini akan memberikan
dukungan bagi peningkatan kinerja Bakrieland.
Keselamatan, kesehatan
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Bersama seluruh anak perusahaannya, Bakrieland its subsidiaries, Bakrieland continues to work
terus berusaha meminimalisasi dampak negatif towards minimizing the negative impact of its
terhadap lingkungan yang ditimbulkan dari business operations on the environment. Where
kegiatan usahanya. Dimanapun lokasi operasinya the Company has set up operations, Bakrieland
berada, Bakrieland berupaya mematuhi peraturan shall spare no effort to conform to prevailing
lingkungan dan tata cara berusaha yang berlaku. environmental regulations and business
procedures.
Penerapan K2L pada unit usaha Bakrieland berada The implementation of SHE norms in Bakrieland’s
dalam pengawasan Divisi Operational Asset business units is under the supervision of the
Management, yang membawahi Departemen Operational Asset Management Division which
Kesehatan, Keselamatan, dan Lingkungan. oversees the Health, Safety and Environment
Departemen ini antara lain bertugas memastikan Department. This Department, among others,
berfungsinya seluruh peralatan keamanan helps to ensure the functioning of all building
gedung, lingkungan kerja yang memenuhi standar safety equipment, a workplace that meets health
kesehatan, keselamatan kerja bagi seluruh standards, occupational safety for all employees,
karyawan, dan keterampilan petugas keamanan and well-trained safety officers capable in
dalam bertugas dalam keadaan normal maupun handling normal and emergency situations.
darurat.
Untuk mengatasi berbagai masalah yang terkait In addressing various SHE-related issues
K2L dalam lingkup operasionalnya, Bakrieland within its operational scope, Bakrieland at all
senantiasa mengacu kepada perundangan dan times refers to rules and regulations set by the
peraturan Pemerintah, Depnaker, maupun instansi government, Ministry of Manpower and other
terkait lainnya. relevant institutions.
Skema perlindungan karyawan atas kecelakaan The employee protection scheme for occupational
kerja diwujudkan dalam bentuk: accidents covers the following:
1. Jamsostek melalui program JKK (Jaminan 1. Employee social security through the Work-
Kecelakaan Kerja). related Accident Insurance.
2. JKDK (Jaminan Kecelakaan Diri dan Kematian 2. Personal Accident and Life Insurance Outside
dalam Hubungan Kerja untuk diluar Jam of Working Hours.
Kerja). 3. Health Insurance provided by the insurance
3. Asuransi Kesehatan yang disediakan baik oleh company and the Company itself.
perusahaan asuransi maupun oleh Perusahaan
sendiri.
Khusus untuk bisnis pengembangan jalan tol, Specifically for the toll road development business,
asuransi all risks diterapkan bagi kegiatan an all risk insurance coverage is applied for its
operasional yang mencakup karyawan, konsumen, operational activities encompassing employees,
dan para pemangku kepentingan. Dalam keadaan customers and stakeholders. In the event of an
darurat dan kecelakaan, Bakrieland menyediakan emergency and accident, Bakrieland provides free
fasilitas gratis tim penyelamat, ambulans, mobil facilities including rescue teams, ambulances, tow
derek, dan patroli. trucks and patrol vehicles.
Penerapan K2L/K3 selalu menjadi persyaratan The application of SHE principles becomes
pada setiap pelaksanaan pekerjaan konstruksi a requisite for the implementation of every
dan dimasukkan dalam RKS (Rencana Kerja construction work and incorporated into the Work
Syarat-syarat) sejak proses tender. BSU, salah Plan and Requirements since the tender process.
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satu anak perusahaan Bakrieland, juga telah BSU, one of Bakrieland’s subsidiaries also applies
menerapkan OHSAS 18001:2007 dalam semua OHSAS 18001:2007 in all building operational
kegiatan operasional gedung. Penerapan program activities. The on-site implementation of SHE
K2L dan OHSAS 18001:2007 di lapangan selalu and OHSAS 18001:2007 is periodically reviewed
ditinjau ulang secara periodik oleh konsultan yang by an appointed consultant and the building
ditunjuk dan tim K2L manajemen gedung. management’s SHE team.
Selama tahun 2010, tidak terdapat perubahan There are no significant regulatory changes made
peraturan yang signifikan, kecuali peraturan in 2010, except for Jakarta Provincial Government
Daerah DKI Jakarta No. 88 tahun 2010 terkait Regulation No. 88/2010 concerning the smoking
larangan merokok di lingkungan kerja dan ban in working and commercial environments. All
komersial. Seluruh peraturan dari departemen regulations issued by relevant ministries such as
terkait seperti Depnaker dan Pemda DLL the Ministry of Manpower and Local Traffic Office
telah dijalankan oleh Bakrieland maupun anak have been implemented by Bakrieland and its
perusahaannya. Tercatat ada 52 aturan yang subsidiaries. Some 52 regulations are being put
dijalankan untuk mendukung program K2L ini. into practice to support SHE-related programs.
Upaya untuk menyempurnakan sistem dan prosedur Efforts to improve systems and procedures will
K2L sehingga memenuhi standar internasional still continue until all international standards are
masih berlanjut. Melalui proses penilaian yang met. Through a rigorous assessment process,
ketat, Bakrieland berhasil meraih sertifikasi OHSAS Bakrieland succeeded in securing the OHSAS
18001:2007 pada akhir tahun 2010. 18001:2007 certification at the end of 2010.