Untitled

Performa 2021 Laporan Manajemen Profil Perusahaan Fungsi Penunjang Bisnis
2021 Performance Management Report Company Profile Business Support Function
Sanggahan dan Batasan

Tanggung Jawab
Disclaimer and Limitations Responsibility
Selamat datang di Laporan Tahunan 2021 Surveyor Indonesia Welcome to the 2020 Annual Report of Surveyor Indonesia with
dengan tema “Value Enhancement Achieving Greater the theme “(Value Enhancement Achieving Greater Performance)”
Performance”. Tema tersebut dipilih berdasarkan analisis dan The theme was selected based on in-depth analysis and study
kajian yang mendalam berdasarkan fakta dan perkembangan based on the facts and business developments of Surveyor
bisnis Surveyor Indonesia sepanjang tahun 2021 serta masa Indonesia throughout 2020 and the future of the Company’s
depan keberlanjutan bisnis Perusahaan. business sustainability.
Laporan Tahunan 2021 ini diterbitkan sesuai Peraturan Menteri This 2021 Annual Report is published in accordance with the
BUMN PER-09/MBU/2012 tanggal 6 Juli 2012 tentang Perubahan Minister of SOEs Regulation Number PER-09/MBU/2012 dated
atas Peraturan Menteri Negara Badan Usaha Milik Negara Nomor July 6, 2012 as Amendments to the Minister of State for State-
PER-01/MBU/2011 tentang Penerapan Tata Kelola Perusahaan Owned Enterprises Regulation Number PER-01/MBU/2011
yang Baik (Good Corporate Governance) pada Badan Usaha concerning the Implementation of Good Corporate Governance.
Milik Negara. In State Owned Enterprises.
Kerangka penyusunan Laporan Tahunan ini mengacu pada The framework for preparing this Annual Report refers to the
ketentuan yang berlaku terkait penyusunan laporan tahunan, applicable provisions regarding the preparation of the annual
dalam hal ini adalah Peraturan Otoritas Jasa Keuangan Nomor report, in this case the Financial Services Authority Regulation
29/POJK.04/2016 tentang Laporan Tahunan Emiten atau Number 29/POJK.04/2016 concerning the Annual Report of
Perusahaan Publik dan Surat Edaran Otoritas Jasa Keuangan Issuers or Public Companies and the Financial Services Authority
Nomor 16/SEOJK.04/2021 tentang Bentuk dan Isi Laporan Circular Letter Number 16/SEOJK.04 /2021 concerning the Form
Tahunan Emiten atau Perusahaan Publik serta Kriteria Annual and Content of the Annual Report of Issuers or Public Companies
Report Award sebagai standar penyusunan Laporan Tahunan di and the Criteria for the Annual Report Award as a standard for
Indonesia dengan beberapa penyesuaian. preparing Annual Reports in Indonesia with several adjustments.
2 Laporan Tahunan 2021

PT Surveyor Indonesia
Analisis dan Pembahasan Manajemen Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan
Management and Discussion Analysis Good Corporate Governance Corporate Social Responsibility
Laporan Tahunan ini memuat pernyataan kondisi keuangan, This Annual Report contains statements on the financial
hasil operasi, proyeksi, rencana, strategi, kebijakan, serta tujuan condition, results of operations, projections, plans, strategies,
Perusahaan yang digolongkan sebagai pernyataan ke depan policies and objectives of the Company, which are classified
dalam pelaksanaan perundang-undangan yang berlaku, as forward-looking statements in the implementation of the
kecuali hal-hal yang bersifat historis. Pernyataan-pernyataan prevailing laws and regulations, except for historical matters.
tersebut memiliki prospek risiko, ketidakpastian, serta dapat These statements have the prospect of risk, uncertainty and
mengakibatkan perkembangan aktual secara material berbeda could result in actual developments being materially different
dari yang dilaporkan. from those reported.
Pernyataan-pernyataan prospektif dalam Laporan Tahunan Prospective statements in this Annual Report are made based
ini dibuat berdasarkan berbagai asumsi mengenai kondisi on various assumptions regarding current and future conditions
terkini dan kondisi mendatang, serta lingkungan bisnis di mana as well as the business environment in which Surveyor Indonesia
Surveyor Indonesia menjalankan kegiatan usaha. Pernyataan conducts business. The statements contained in this Annual
yang terdapat di Laporan Tahunan ini bukan menjadi jaminan Report are not a guarantee of future performance, considering
kinerja di masa yang akan datang, mengingat kinerja aktual di that actual future performance may differ from the statements in
masa depan dapat berbeda dengan pernyataan pada Laporan this Annual Report because they may be influenced by several
Tahunan ini karena dapat dipengaruhi oleh beberapa faktor di factors beyond the Company’s control.
luar kendali Perusahaan.
Laporan Tahunan ini memuat kata Surveyor Indonesia yang This annual report contains the word Surveyor Indonesia which
menjalankan kegiatan usaha di bidang survei, verifikasi, inspeksi, engages business activities in Survey, Verification, Inspection,
sertifikasi, dan konsultansi. Penyebutan satuan mata uang Certification and Consultation. The desgination of the currency
“rupiah”, “Rp”, atau “IDR” merujuk pada mata uang resmi Republik unit “Rupiah”, “Rp” or IDR refers to the official currency of the
Indonesia, sedangkan “Dolar AS” atau USD merujuk pada Republic of Indonesia, while “US Dollar” or USD refers to the
mata uang resmi Amerika Serikat. Semua informasi keuangan official currency of the United States of America. All financial
disajikan dalam mata uang rupiah. information are presented in Indonesian Rupiah.
Laporan ini disajikan dalam dua bahasa, yaitu bahasa Indonesia This report is presented in bilingual, Indonesian and English,
dan bahasa Inggris dengan menggunakan jenis dan ukuran using easy-to-read font sizes and types that are printed in good
huruf yang mudah dibaca dan dicetak berkualitas yang baik. quality. This Annual Report can be viewed and downloaded on
Laporan Tahunan ini dapat dilihat dan diunduh di website resmi the official Surveyor Indonesia website, namely www.ptsi.co.id.
Surveyor Indonesia yaitu www.ptsi.co.id.
Annual Report 2021

3
Penjelasan Tema
Theme Explanation
Value Enhancement
Achieving Greater
Performance
Meningkatkan Nilai Mencapai
Kinerja Terbaik
Dinamika perekonomian pasca pandemi COVID-19 telah The dynamics of the economy after the COVID-19 pandemic has
membuat kondisi dunia bisnis mengalami perubahan yang sangat made the condition of the business world experience enormous
besar. Karena itu, Surveyor Indonesia juga harus melakukan changes. Therefore, Surveyor Indonesia must also make
penyesuaian terkait produk dan layanan yang diberikan kepada adjustments regarding the products and services provided to
pelanggan. Sebagai salah satu pemain terbesar di industri jasa customers. As one of the biggest players in the Testing, Inspection
Testing, Inspection & Certification (TIC), fokus utama Surveyor & Certification (TIC) service industry, Surveyor Indonesia’s main
Indonesia tahun 2021 adalah untuk meningkatkan nilai kepada focus in 2021 is to increase value to customers.
pelanggan.
Surveyor Indonesia meyakini dengan memberikan produk dan Surveyor Indonesia believes that by providing value-added
pelayanan yang bernilai tambah kepada pelanggan, Surveyor products and services to customers, Surveyor Indonesia can
Indonesia dapat melalui berbagai tantangan yang dihadapi overcome various challenges faced and achieve sustainable
dan meraih pertumbuhan usaha yang berkelanjutan. Selain itu, business growth. In addition, Surveyor Indonesia can also build
Surveyor Indonesia juga dapat membangun fondasi yang kuat a strong foundation to achieve sustainable growth in the future.
untuk meraih pertumbuhan berkelanjutan di masa depan.

Kesinambungan Tema
Theme Continuity
Menjaga Kepercayaan, Meningkatkan Performa

Fostering Trust, Improving Performance
Surveyor Indonesia menghadapi tantangan yang sangat berat di tahun 2020

seiring dengan merebaknya pandemi COVID-19 yang telah membuat kondisi
perekonomian dan bisnis mengalami kemerosotan yang cukup tajam. Di
tengah kondisi tersebut, Surveyor Indonesia berusaha untuk melakukan
berbagai upaya agar dapat melewati berbagai tantangan tersebut. Salah satu
langkah yang dilakukan adalah dengan melakukan berbagai inovasi, agar
dapat tetap memberikan pelayanan terbaik kepada pelanggan.
Berbagai upaya yang dilakukan Surveyor Indonesia di tahun 2020 adalah

untuk terus menjaga kepercayaan pelanggan dan meningkatkan peran
industri testing, inspecting & certification, (TIC) dalam penguatan industri
dan korporasi Indonesia. Dengan menerapkan berbagai strategi tersebut,
Perusahaan dapat melalui masa krisis dengan capaian kinerja yang cukup baik.
Selain itu, Perusahaan juga dapat membangun fondasi yang kuat untuk meraih
pertumbuhan berkelanjutan di masa depan.
Surveyor Indonesia faces very tough challenges in 2020 along with the outbreak
of the COVID-19 pandemic which has made economic and business conditions
experience a sharp decline. In the midst of these conditions, Surveyor Indonesia
strives to make various efforts in order to overcome these challenges. One
of the steps taken is to carry out various innovations, in order to continue to
provide the best service to customers.
Various attempts were made by Surveyor Indonesia in 2020 is to continue

to maintain customer confidence and enhance the role of industry Testing,
Inspecting & Certification (TIC) in the industrial and corporate strengthening
Indonesia. By implementing these various strategies, the Company was able
to get through the crisis period with a fairly good performance. In addition, the
Company can also build a strong foundation to achieve sustainable growth in
the future.
Annual Report 2021

5
Memperkuat Proposisi Bisnis

Menciptakan Peluang Di Era Disrupsi
Enhancing Business Value:
Creating Opportunities in A World of Disruption
Menghadapi tahun 2019 yang penuh tantangan, Surveyor Indonesia justru

berupaya untuk memperkuat kompetensi dan keunggulaan kompetitif yang
dimilikinya, khususnya dalam mendorong peran industri testing, inspecting,
& certification (TIC) sebagai supporting industry yang memegang peranan
penting dalam penguatan industri dan korporasi Indonesia. Terutama dengan
program percepatan pembangunan yang diusung pemerintah Indonesia,
industri TIC tentu memiliki peran strategis untuk memberikan fondasi yang
kokoh bagi industri dan korporasi untuk dapat memperkuat proses bisnis
dan organisasinya. Dengan keinginan kuat dan strategi, Surveyor Indonesia
untuk menciptakan peluang di tengah situasi yang penuh tantangan. Surveyor
Indonesia justru mampu membuktikan diri dengan pencapaian kinerja yang
dicatat di sepanjang tahun 2019. Hal ini membuktikan, penguatan proposisi
bisnis khususnya dalam menghadapi tantangan era disrupsi memberikan
dampak positif bagi kinerja Surveyor Indonesia, yang diharapkan dapat
memberikan landasan yang kuat bagi pertumbuhan yang berkesinambungan
di masa-masa mendatang.
Facing 2019 which is full of challenges, Surveyor Indonesia is actually trying

to strengthen its competence and competitive advantages, especially in
encouraging the role of the Testing, Inspecting & Certification (TIC) industry as a
supporting industry which plays an important role in strengthening Indonesian
industries and corporations. Especially with the accelerated development
program carried out by the Indonesian government, the TIC industry certainly
has a strategic role to provide a solid foundation for industry and corporations
to be able to strengthen their business processes and organization. With
Surveyor Indonesia strong desire and strategy to create opportunities in the
midst of challenging situations, Surveyor Indonesia is actually able to prove
itself with the performance achievements recorded throughout 2019. This
proves that strengthening the business proposition, especially in facing the
challenges of the era of disruption, has a positive impact on Surveyor Indonesia
performance, which is expected to provide a solid foundation for sustainable
growth in the future.

Tantangan dan Transformasi: Menciptakan Nilai

untuk Tumbuh Secara Berkelanjutan
Challenges and Transformation:
Creating Values for a Sustainable Growth
Kunci untuk dapat mencapai keberhasilan adalah keinginan untuk terus belajar,
khususnya dalam menghadapi tantangan. Melakukan serangkaian inovasi dan
terobosan di setiap lini menjadi bagian penting dari proses untuk menghadapi
tantangan tersebut, dan menjadi besar di masa-masa yang akan datang. Surveyor
Indonesia telah melakukan berbagai langkah untuk dapat menjawab tantangan
yang muncul di sepanjang tahun 2018. Baik dari aspek layanan untuk menciptakan
service excellence, kinerja keuangan Surveyor Indonesia, hingga aspek Good
Corporate Governance (GCG). Berbagai inovasi dan terobosan ini diharapkan
mampu memberikan fondasi yang kuat bagi Surveyor Indonesia untuk dapat
bertransformasi dan tumbuh secara berkelanjutan.
Tema “Challenges and Transformation: Creating Values for a Sustainable Growth”

atau “Tantangan dan Transformasi: Menciptakan Nilai untuk Tumbuh Secara
Berkelanjutan” sebagai tema Laporan Tahunan 2018 mencoba memberikan
gambaran berbagai upaya Surveyor Indonesia dalam bertransformasi dan
menjawab tantangan yang ada. Melalui upaya-upaya yang telah dilakukan,
Surveyor Indonesia akan mampu terus menciptakan peluang untuk tumbuh dan
memberikan nilai tambah secara berkelanjutan.
The key to achieve success is the desire to keep on learning, especially in facing
challenges. Performance of a series of innovations and breakthroughs in every line
becomes an important part of the process to face such challenges to be huge in
the future. Surveyor Indonesia has conducted various measures to answer the
challenges occurred throughout 2018. From services aspect to create service
excellence, Surveyor Indonesia’s financial performance, to Good Corporate
Governance (GCG) aspect. These various innovations and breakthroughs are
expected to be able to create strong foundation for Surveyor Indonesia in order to
transform and grow sustainably.
The theme “Challenges and Transformation: Creating Values for a Sustainable

Growth” or “Tantangan dan Transformasi: Menciptakan Nilai untuk Tumbuh Secara
Berkelanjutan” as the theme for 2018 Annual Report provides overviews of various
efforts of Surveyor Indonesia in transforming and answering the existing challenges.
Through the efforts carried out, Surveyor Indonesia will be able to keep creating
opportunities to grow and provide sustainable added value.
Annual Report 2021

7
Pencapaian Penting
Important Achievements
13,07 % Pendapatan Usaha

Business Revenues
Pendapatan Usaha yang dibukukan Surveyor Indonesia tahun 2021

mencapai Rp1,60 triliun, naik 13,07% dari tahun sebelumnya Rp1,42 triliun.
The Business Revenue recorded by the Surveyor Indonesia in 2021

reached IDR1.60 trillion, up 13.07% from the previous year of IDR1.42
trillion.
51,88 % Laba Bersih Tahun Berjalan

Net Profit for the Year
Surveyor Indonesia membukukan laba tahun berjalan sebesar Rp155,57

miliar, naik 51,88% dari tahun sebelumnya Rp102,43 miliar.
Surveyor Indonesia posted a profit for the year of IDR155.57 billion, an

increase of 51.88% from the previous year of IDR102.43 billion.

8,73 % Total Aset

Total Assets
Total Aset Surveyor Indonesia tahun 2021 mencapai Rp1,99 triliun, naik
8,73% dari tahun sebelumnya Rp1,83 triliun.
Surveyor Indonesia total assets in 2021 reached IDR1.99 trillion, up 8.73%

from the previous year of IDR1.83 trillion.
9,05 % Ekuitas
Equity
Total Ekuitas Surveyor Indonesia tahun 2021 mencapai Rp1,49 triliun, naik
9,05% dari tahun sebelumnya Rp1,37 triliun.
Total Surveyor Indonesia Equity in 2021 reached IDR1.49 trillion, an

increase of 9.05% from the previous year of IDR1.37 trillion.
Annual Report 2021

9
88,99
Skor Assessment GCG
The GCG Surveyor Assessment
Skor Assessment GCG Surveyor Indonesia tahun 2021 mencapai 88,99%

dengan predkat “Sangat Baik”, meningkat dari tahun sebelumnya
dimana Perusahaan meraih skor 84,97 dengan predikat “Baik”.
The GCG Surveyor Indonesia Assessment Score in 2021 reached 88.99%

with a “Very Good” predicate, an increase from the previous year where
the Company achieved a score of 84.97 with a “Good” predicate.

Pemerintah secara resmi telah membentuk Holding BUMN The government has officially established a Survey Service
Jasa Survei melalui Peraturan Pemerintah (PP) Nomor 66 Tahun BUMN Holding through Government Regulation (PP) Number 66
2021. Holding yang diberi nama ID Survey dipimpin oleh PT Biro of 2021. The holding, which is named ID Survey, is led by PT Biro
Klasifikasi Indonesia (Persero) dan beranggotakan PT Sucofindo Statistik Indonesia (Persero) and consists of PT Sucofindo and
dan Surveyor Indonesia. Surveyor Indonesia.
Holding BUMN Jasa Survei ini dibentuk agar menciptakan nilai This BUMN Holding Survey Service was formed to create added
tambah, efisiensi, penguatan rantai pasokan, hingga inovasi value, efficiency, strengthen supply chains, and innovate business
bisnis model sehingga kian kompetitif dan mampu bersaing tidak models so that they are more competitive and able to compete
hanya di dalam negeri, tetapi juga memberikan pelayanan jasa not only domestically, but also to provide survey services in the
survei di pasar global. ID Survey akan fokus dalam melakukan global market. ID Survey will focus on developing new services
pengembangan jasa baru dan perluasan pasar baik di dalam and expanding markets both domestically and internationally.
negeri maupun internasional.
Annual Report 2021

11
Visi, Misi, dan Budaya Perusahaan

Vision, Mission and Corporate Value
Visi
Vision
Menjadi perusahaan Independent Assurance Nasional yang diakui

dunia dalam memberikan solusi menyeluruh kepada pelanggan.
To become a world-recognized National Independent Assurance company in
delivering comprehensive solutions to the customers.
Berdasarkan visi yang ditetapkan di atas, Surveyor Indonesia Based on the Vision set out above, Surveyor Indonesia further
menetapkan indikator pencapaian visi tersebut sebagai berikut: determine the indicators for achieving this Vision which are as
follows:
Visi Indikator Pencapaian Visi

Vision Indicator of Vision Achievement
• Akreditasi International • International Accreditation

• Sertifikasi International • International Certification
Diakui Dunia
• IT Based Business Process • IT Based Business Process
Recognized the World
• International Accreditation Personel • International Accreditation Personel
• Overseas Outlets/Branchs • Overseas Outlets/Branchs
• Customer Needs: Innovation, Diversifikasi • Customer Needs: Innovation, Product
Produk Diversification
Solusi yang Menyeluruh • Customer Satisfaction • Customer Satisfaction
Overall Solution • Advanced Technologies (Investment) • Advanced Technologies (Investment)
• Effective & Efficient Internal Business • Effective & Efficient Internal Business
Process (ERP, BSC, KPKU) Process (ERP, BSC, KPKU)
Berdasarkan Segmentasi/Sektor Based on Segmentation/Sector
• Migas dan Sistem Pembangkit • Oil and Gas and Generating System
• Penguatan Institusi dan Kelembagaan • Institutions and Institutional Strengthening
Pelanggan
• Mineral dan Batubara • Minerals and Coal
Customers
• Infrastruktur • Infrastructure
• Berdasarkan Pemain (Nasional dan • Based on Players (National and International)
Internasional)

Misi
Mission
1. Mendorong pelanggan untuk mampu memenuhi 1. Encourage customers to be able to meet global customer
persyaratan pelanggan global sehingga memiliki daya saing requirements so as to have global competitiveness.
global.
2. Mitra strategis pemerintah, swasta, dan lainnya untuk 2. Strategic partner to Government, private and others to
mengoptimalkan pemanfaatan sumber daya dan produk optimize the utilization of domestic resources and products
dalam negeri pada bidang infrastruktur, kemaritiman, in the areas of infrastructure, maritime, energy, and food
energi, dan ketahanan pangan. security.
3. Menyediakan sumber daya manusia yang memiliki 3. Provide human resources with national and/or international
kompetensi nasional dan/atau internasional dan teknologi competence and latest technology to meet market
terkini untuk memenuhi tuntutan pasar. demands.
Nilai Perusahaan
Corporate Value
Sebagai anak perusahaan BUMN, Surveyor Indonesia As a subsidiary of a state-owned enterprise, Surveyor Indonesia
menetapkan kebijakan nilai-nilai utama (Core Value) AKHLAK establishes a policy of core values (Core Value) of AKHLAK
yang merupakan akronim dari Amanah, Kompeten, Harmonis, which is an acronym for Amanah, Competent, Harmonious,
Loyal, Adaptif dan Kolaboratif sebagai identitas dan perekat Loyal, Adaptive and Collaborative as an identity and adhesive for
budaya kerja serta menjadi dasar pembentukan karakter SDM work culture as well as the basis for forming the character of HR
di lingkungan Surveyor Indonesia. within Surveyor Indonesia.
Review atas Visi, Misi, dan Budaya Review of the Vision, Mission and
Perusahaan Tahun 2021 Corporate Culture for 2021
Pada tahun 2021, manajemen masih menganggap bahwa visi, In 2021, management still considers that the current vision,
misi, dan nilai Perusahaan yang dimiliki saat ini masih relevan mission and values of the Company are still relevant to the
dengan kondisi dan kemajuan Surveyor Indonesia. Kajian periodik condition and progress of the Surveyor Indonesia. The periodic
yang dilakukan bersamaan dengan Rapat Rencana Kerja dan review carried out in conjunction with the 2021 Work Plan
Anggaran Perusahaan (RKAP) tahun 2021 telah mendapatkan and Budget Meeting (RKAP) has received approval from all
persetujuan dari seluruh manajemen dan pemegang saham. management and shareholders.
Annual Report 2021

13
Jejak Langkah
Milestone
1991
Surveyor Indonesia didirikan pada tanggal 1 Agustus 1991 dengan misi awal membantu
Pemerintah Republik Indonesia dalam memperlancar aliran barang modal dan peralatan ke
Indonesia. Didukung kantor cabang di 22 negara, Surveyor Indonesia menjalankan fungsi
Preshipment Inspection (PSI) dengan melakukan pemeriksaan pra-pengapalan yang bertaraf
internasional.
Surveyor Indonesia was established on August 1, 1991 with the initial mission to assist the
Republic of Indonesia Government in supporting capital goods and equipment flows to
Indonesia. Supported by branch offices across 22 countries, Surveyor Indonesia carries
out the Preshipment Inspection (PSI) function by conducting international pre-shipment
inspections
1998 2008
Surveyor Indonesia melakukan Surveyor Indonesia melakukan re-
sejumlah diversifikasi produk focusing pada bisnis yang sudah
jasa berbasis survei, verifikasi, dijalankan dengan mengoptimalkan
monitoring, dan konsultansi. kekuatan sebagai independent
Surveyors Indonesia carried assurance.
out a number of product Surveyors Indonesia conducted a
diversification services based on re-focusing on existing businesses
1997 survey, verification, monitoring

and advisory.
by optimizing the strength as
independent assurance.
Dengan berakhirnya penugasan PSI, sejak April

1997, Surveyor Indonesia telah merumuskan misi
sebagai perusahaan jasa surveyor dalam arti luas. 2010
Kami memberikan beberapa layanan berupa
pemeriksaan teknis, survei, pengkajian, penilaian
pengawasan, auditing, serta konsultansi.
Following end of PSI assignment, since April 1997, Surveyor Indonesia membentuk 6 (enam) Unit Bisnis
Surveyor Indonesia has formulated a mission as Strategis dengan mengembangkan kompetensi
a surveyor service company in a broad sense. karyawan terkait.
We provide several services in form of technical Surveyors Indonesia established 6 (six) Strategic
inspections, surveys, studies, supervisory Business Units by developing competencies of
assessments, auditing and advisory. related employees.

2021
Bergabung dengan Holding BUMN
Jasa Survey IDSurvey.
Joined the Holding BUMN Survey
Services IDSurvey.
Mengubah core value Perusahaan menjadi AKHLAK

Changing core value into AKHLAK
2020
2016
Surveyor Indonesia meluncurkan tagline baru: Your
Trusted Partner for Assurance.
Surveyor Indonesia launched a new tagline: Your
Trusted Partner for Assurance
2015
Penguatan pada empat sektor bisnis, yaitu institusi
kelembagaan, infrastruktur, mineral dan batubara,
migas, dan sistem pembangkit.
Strengthening four business sectors, such as
Strengthening Institutional Institutions, Infrastructure,
Minerals and Coal, Oil and Gas and Power Generation
Systems.
Annual Report 2021

15
Daftar Isi
Table of Contents
Penjelasan Tema 4 Penjelasan Logo 77

Explanation of Themes Logo Explanation
Bidang Usaha 78
Kesinambungan Tema 5 Line of Business
Theme Continuity
Wilayah Operasional Perusahaan 92
Pencapaian Penting 8 Company Operational Area
Important Achievements
Struktur Organisasi 94
Visi, Misi, dan Budaya Perusahaan 12 Organization Structure
Vision, Mission and Corporate Value Profil Dewan Komisaris 96
Jejak Langkah 14 Board of Commissioners’ Profile
Milestone Profil Direksi 104
Board of Directors’ Profile
Profil Pejabat Eksekutif 110
01 Ikhtisar Kinerja 18 Profile of Executive Officers
Financial Highlights Struktur dan Komposisi Pemegang 115
Ikhtisar Keuangan 20 Saham
Financial Highlights Shareholders Structure and Composition
Ikhtisar Saham 26 Entitas Anak dan Asosiasi 117

Share Highlights Subsidairy and Associated Companies
Ikhtisar Efek Lainnya 27 Struktur Grup Perusahaan 120

Other Effects Overview Corporate Group Structure
Penghargaan dan Sertifikasi 28 Keanggotaan Asosiasi 121

Awards and Certifications Association Membership
Peristiwa Penting 37 Kronologi Pencatatan Saham 122

Significant Event Share Listing Chronology
Kronologi Pencatatan Efek Lainnya 122
Chronology of Other Securities Listing
02 Laporan Manajemen 44 Lembaga dan/atau Profesi Penunjang 123
Management Report Perusahaan
Laporan Dewan Komisaris 46 Supporting Institutions and/or Professions
Board of Commissioner Report Informasi Pada Situs Website Perusahaan 126
Laporan Direksi 56 Information on Company Website
Board of Directors Report
Surat Pernyataan Anggota Dewan 68
Komisaris dan Direksi Tentang Tanggung 04 Fungsi Penunjang Bisnis 128
Jawab atas Kebenaran Isi Laporan Business Support Function
Tahunan 2021 PT Surveyor Indonesia Sumber Daya Manusia 130
Accountability Statement of The Board of Human Resources
Commissioners and Board of Directors for the
2021 Annual Report of PT Surveyor Indonesia Teknologi Informasi 157
Information Technology
03 Profil Perusahaan 70
Company Profile 05 Analisa Dan Pembahasan 168
Identitas Perusahaan 72
Manajemen
Corporate Identity Management Discussion and Analysis
Sekilas Surveyor Indonesia 74 Tinjauan Ekonomi dan Industri 170

Surveyor Indonesia at a Glance Economic and Industry Overview
Tinjauan Operasi Per Segmen Usaha 178
Operational Review Per Business Segment

Strategi Pemasaran 191 Komite Nominasi dan Remunerasi 344

Marketing Strategy Nomination and Remuneration Committee
Tinjauan Keuangan 196 Sekretaris Perusahaan 348
Financial Review Corporate Secretary
Satuan Pengawas Intern 356
Internal Supervisory Unit
06 Tata Kelola Perusahaan yang Baik 246 Akuntan Publik 369
Good Corporate Governance Public Accountant
Komitmen Penerapan Tata Kelola secara 248 Manajemen Risiko 377
Berkelanjutan Risk Management
Commitment to Sustainable Governance
Implementation Sistem Pengendalian Intern 382
Internal Control System
Kerangka Penerapan Tata Kelola 253
Perusahaan Perkara Hukum 386
Corporate Governance Implementation Litigation
Framework Sanksi Administratif 390
Peningkatan Kualitas Penerapan GCG 261 Administrative Sanctions
Secara Berkelanjutan Akses Informasi dan Data Perusahaan 391
Quality Improvement of Sustainable GCG Access to Company Information and Data
Implementation
Kode Etik 396
Struktur dan Mekanisme Organ Tata 269 Code of Ethics
Kelola
Structure and Mechanism of Governance
Sistem Pelaporan Pelanggaran 400
Whistleblowing System
Organs
Rapat Umum Pemegang Saham 271 Pemberian Dana untuk Kegiatan Politik 406
Provision of Funds for Political Activities
General Meeting of Shareholders
Dewan Komisaris 287 Antikorupsi dan Gratifikasi 407
Anti Corruption and Gratification
Board of Commissioners
Komisaris Independen 295 LHKPN 48
LHKPN
Independent Commissioners
Direksi 296 Kebijakan Pengadaan Barang dan Jasa 412
Policy of Procurement of Goods and Services
Board of Directors
Independensi dan Transparansi Terkait 304 Transparansi Praktik Bad Governance 414
Transparency of Bad Governance Practices
Dewan Komisaris dan Direksi
Independence and Transparency Related to
the Board of Commissioners and
the Board of Directors 07 Tanggung Jawab Sosial 416
Penilaian Kinerja Dewan Komisaris dan 310 Perusahaan
Direksi Corporate Social Responsibility
Performance Assessment of the Board of
Commissioners and Board of
Tanggung Jawab Sosial Perusahaan 418
Corporate Social Responsibility
Directors
Nominasi dan Prosedur Penetapan 317
Remunerasi Dewan Komisaris dan Direksi
Nomination and Procedure for Determining Cross-Reference dengan Surat Edaran 420
Remuneration for the Board of OJK No. 16/SEOJK.04/2021 tentang
Commissioners and the Board of Directors Bentuk dan Isi Laporan Tahunan Emiten
Rapat Dewan Komisaris dan Direksi 324 atau Perusahaan Publik
Meeting of The Board of Commissioners and Cross-Reference based on OJK Circular Letter No.
The Board of Directors 16/SEOJK.04/2021 regarding Format and Content
Organ Pendukung Dewan Komisaris 332 of the Annual Report of Issuers or Public Companies
Board of Commissioners Supporting Organs
Sekretaris Dewan Komisaris 333
Secretary of the Board of Commissioners Laporan Keuangan 448
Komite Audit 337 Financial Report
Audit Committee
Annual Report 2021

17
Ikhtisar Keuangan
Financial Highlights
Laporan Posisi Keuangan dalam juta Rupiah

Statement of Financial Position in million Rupiah
Uraian
2021 2020 2019 2018 2017
Description
Kas dan Setara Kas

720.281 494.489 410.027 461.848 366.301
Cash and Cash Equivalents
Investasi pada Ventura Bersama
21.569 31.863 46.802 20.771 43.559
Investment in Joint Ventures
Aset Tetap
505.650 488.506 528.982 497.293 411.168
Fixed Assets
Aset Lancar
1.245.769 1.104.554 1.064.054 968.612 824.488
Current Assets
Aset Tidak Lancar
741.097 722.715 678.100 607.378 522.608
Non-current Assets
Total Aset
1.986.865 1.827.269 1.742.154 1.575.989 1.347.096
Total Assets
Liabilitas
Liabilities
Liabilitas Jangka Pendek
351.020 352.963 380.544 362.953 257.959
Current Liabilities
Liabilitas Jangka Panjang
141.668 104.129 74.603 68.833 63.725
Non-current Liabilities
Total Liabilitas
492.688 457.092 455.147 431.785 321.684
Total Liabilities
Total Ekuitas
1.494.177 1.370.177 1.287.007 1.144.204 1.025.412
Total Equity
Investasi pada Ventura Bersama dalam juta Rupiah Aset Tetap dalam juta Rupiah
Investment in Joint Venture in million Rupiah Fixed Assets in million Rupiah
528.982
46.802
505.650
497.293
43.559
488.506
411.168
31.863
21.569
20.771
2017 2018 2019 2020 2021 2017 2018 2019 2020 2021

Aset dalam juta Rupiah

Assets in million Rupiah
1.986.865
1.827.269
1.742.154
1.575.989
1.347.096
2017 2018 2019 2020 2021
Liabilitas dalam juta Rupiah Ekuitas dalam juta Rupiah

Liabilities in million Rupiah Equity in million Rupiah
1.494.177
457.092
455.147
1.370.177
431.785
1.287.007
1.144.204
1.025.412
321.684
2017 2018 2019 2020 2021 2017 2018 2019 2020 2021
Annual Report 2021

21
Laporan Laba Rugi dan Penghasilan Komprehensif dalam juta Rupiah

Profit or Loss and Other Comprehensive Income in million Rupiah
Uraian
2021 2020 2019 2018 2017
Description
Pendapatan Usaha Jasa

1.604.633 1.419.102 1.471.142 1.242.870 1.024.311
Services Business Revenues
Migas dan Sistem Pembangkit
535.011 581.471 555.705 416.955 383.576
Oil and Gas and Power Generating System
Penguatan Institusi dan Kelembagaan
420.907 310.651 375.677 303.875 202.897
Institutional Strengthening
Mineral dan Batubara
296.309 276.463 323.778 313.711 238.019
Mineral and Coal
Infrastruktur
352.405 250.517 215.982 208.329 199.819
Infrastructure
Beban Pokok Usaha Jasa
(1.196.092) (1.081.604 ) (1.072.712) (909.915) (750.308)
Cost of Service operations
Laba Bruto sebelum Bagian Laba Kerja
Sama Operasi
408.540 337.499 398.431 332.955 274.004
Gross Profit before Income Portion from JO
Project
Bagian Laba Kerja Sama Operasi
121.168 101.160 180.528 174.550 180.069
Profit JO Project
Laba Bruto setelah Bagian Laba Kerja Sama
Operasi
529.709 438.659 578.959 507.504 454.072
Gross Profit Before Income Portion of JO
Project
Beban Pemasaran, Umum, dan Administrasi
Marketing, General, and Administrative (331.508) (297.837) (364.038) (330.111) (298.101)
Expenses
Laba Usaha
198.201 140.822 214.921 177.394 155.972
Profit
Pendapatan dan Beban di Luar Usaha
3.376 (7.073) 13.167 6.125 (5.592)
Non-Business Revenues and Expenses
Laba sebelum Pajak Penghasilan
201.576 133.750 228.088 183.519 150.379
Profit Before Income Tax
Manfaat (Beban) Pajak Penghasilan - Bersih
(46.006) (31.322) (65.796) (47.542) (40.414)
Income Tax Benefits (Expenses) – Net
Laba Bersih Tahun Berjalan
155.570 102.428 162.292 135.977 109.965
Pendapatan Komprehensif Lain
(21.202) (2.365) (1.820) (4.032) (10.853)
Other Comprehensive Income
Laba Komprehensif Tahun Berjalan
134.368 100.063 160.472 131.945 99.112
Comprehensive Income for the Current Year
Laba Bersih Tahun Berjalan yang
Diatribusikan kepada Entitas Induk
154.844 103.384 165.035 137.433 109.294
Net Profit for the Current year Attributable to
the Parent Entity

Uraian
2021 2020 2019 2018 2017
Description
Laba Bersih Tahun Berjalan yang

Diatribusikan kepada Kepentingan Non-
Pengendali 726 (957) (2.743) (1.456) 671
Net Profit for the Current year Attributable to
Non-Controlling Interest
Laba Komprehensif Tahun Berjalan yang
Diatribusikan kepada Entitas Induk
133.643 101.024 163.217 133.399 98.441
Comprehensive Profit for the Current Year
Attributable to the Parent Entity
Laba Komprehensif Tahun Berjalan yang
Diatribusikan kepada Kepentingan Non-
Pengendali 725 (961) (2.745) (1.454) 671
Comprehensive Income for the year
Attributable to Non-Controlling Interests
Laba per Saham (Nilai Rupiah Penuh)
6.193.763 4.135.375 6.601.387 5.497.322 4.371.748
Profit per Share (in Rupiah Full Amount)
Pendapatan Usaha Jasa dalam juta Rupiah Laba Bersih Tahun Berjalan dalam juta Rupiah
Service Business Revenues in million Rupiah Net Profit for The Year in million Rupiah
1.604.633
162.292
155.570
1.471.142
1.419.102
135.977
1.242.870
109.965
102.428
1.024.311
2017 2018 2019 2020 2021 2017 2018 2019 2020 2021
Jumlah Pendapatan Komprehensif Laba Bersih Tahun Berjalan yang

Tahun Berjalan Diatribusikan kepada Entitas Induk
Comprehensive Income for The Current Net Profit for The Current Year Attributable
Year dalam juta Rupiah to The Parent Entity dalam juta Rupiah
in million Rupiah in million Rupiah
165.035
154.844
160.472
137.433
134.368
131.945
109.294
103.384
100.063
99.112
2017 2018 2019 2020 2021 2017 2018 2019 2020 2021
Annual Report 2021

23
Laporan Arus Kas dalam juta Rupiah

Statement of Cash Flow in million Rupiah
Uraian
2021 2020 2019 2018 2017
Description
Arus Kas dari Aktivitas Operasi

207.717 93.823 (96.338) 41.470 (26.691)
Cash Flow form Operating Activities
Arus Kas dari Aktivitas Investasi
28.442 7.190 62.186 67.192 115.843
Cash Flow from Investing Activities
Arus Kas dari Aktivitas Pendanaan
(10.367) (16.552) (17.669) (13.115) (8.578)
Cash Flow from Financing Activities
Kenaikan/(Penurunan) Kas dan
Setara Kas Net
225.792 84.462 (51.821) 95.547 80.574
Net Increase/ (Decrease) of Cash and
Cash Equivalents
Kas dan Setara Kas Awal Tahun
Cash and Cash Equivalents at Beginning of 494.489 410.027 461.848 366.301 285.727
the Year
Kas dan Setara Kas Akhir Tahun
Cash and Cash Equivalents at End of the 720.281 494.489 410.027 461.848 366.301
Year
Perhitungan Rasio-Rasio dalam juta Rupiah

Calculation of Ratios in million Rupiah
Uraian Satuan
2021 2020 2019 2018 2017
Description Unit
Rasio Likuiditas
Liquidity Ratio
Cash Ratio
% 205,2 140,1 107,75 127,25 142,00
Cash Ratio
Acid Test Ratio
% 275,9 214,6 197,81 197,31 234,49
Acid Test Ratio
Current Ratio
% 354,9 312,9 279,61 266,87 319,62
Current Ratio
Net Working Capital to Sales
% 55,8 53,0 46,46 48,73 55,19
Net Working Capital to Sales
Rasio Aktivitas
Activity Ratio
Inventory Turn Over
% 0,34 0,27 0,27 0,11 0,11
Inventory Turn Over
Collection Period Hari
56 68 85 75 85
Collection Period days
Total Asset
% 89,2 84,4 96,26 91,22 90,44
Total Asset
Sales to Net Working Capital Kali
1,79 1,99 2,15 2,05 1,81
Sales to Net Working Capital times

Uraian Satuan
2021 2020 2019 2018 2017
Description Unit
Rasio Leverage
Leverage Ratio
Debt to Total Assets
% 24,8 25,0 26,13 27,04 23,88
Debt to Total Assets
Rasio Solvabilitas
Solvability Ratio
Solvability Ratio
% 403,3 399,8 382,77 364,99 418,76
Solvability Ratio
Debt to Equity Ratio
% 33,0 33,4 35,36 37,74 31,37
Debt to Equity Ratio
Rasio Rentabilitas
Profitability Ratio
EBITDA Margin
% 16.0 14,1 18,90 18,31 18,26
EBITDA Margin
Net Profit Margin
% 12,6 7,2 11,03 10,94 10,74
Net Profit Margin
Return on Investment
% 13,1 10,6 15,96 14,44 13,88
Return on Investment
Return on Equity
% 11,6 8,1 14,46 13,51 12,00
Return on Equity
Annual Report 2021

25
Ikhtisar Saham
Share Highlights
Jumlah Saham Number of shares
Jumlah saham Surveyor Indonesia terdiri dari 1 lembar saham The number of shares of Surveyor Indonesia consists of 1 dual-
seri A dwiwarna yang dimiliki oleh Pemerintah Republik Indonesia color series A share owned by the Government of the Republic
melalui Kemeterian BUMN dan 25.000 lembar saham seri B, yaitu of Indonesia through the Ministry of SOEs and 25,000 series
sebanyak 21.279 lembar saham atau 85,12% dimiliki oleh PT Biro B shares, which are 21,279 shares or 85.12% owned by PT Biro
Klasifikasi Indonesia (Persero), 2.600 lembar saham atau 10,40% Statistik Indonesia (Persero), 2,600 shares. shares or 10.40%
dimiliki oleh Societe Generale de Surveillance, SA dan 1.120 lembar owned by Societe Generale de Surveillance, SA and 1,120 shares
saham atau 4,48% dimiliki oleh PT Sucofindo. Surveyor Indonesia or 4.48% owned by PT Sucofindo. Surveyor Indonesia does not
tidak memperdagangkan sahamnya kepada publik. trade its shares to the public.
Informasi tentang Perdagangan Saham dan Information on Share Trading and Share
Kepemilikan Saham oleh Publik Ownership by the Public
Hingga 31 Desember 2021, Surveyor Indonesia tidak As of December 31, 2021, Surveyor Indonesia did not trade its
memperdagangkan sahamnya kepada publik. Dengan shares to the public. Therefore, there is no information related
demikian, tidak terdapat informasi terkait perdagangan saham to share trading that contains market capitalization based on the
yang memuat kapitalisasi pasar berdasarkan harga pada bursa prices on the Stock Exchange where the shares are listed; the
efek tempat saham dicatatkan; harga saham tertinggi, terendah, highest, lowest, and closing share price based on the prices on
dan penutupan berdasarkan harga pada bursa efek tempat the Stock Exchange where the shares are listed, share trading
saham dicatatkan; volume perdagangan saham pada bursa efek volume on the Stock Exchange where the shares are listed and
tempat saham dicatatkan; dan informasi dalam bentuk grafik information in graphical form that contains at least the closing
yang memuat paling kurang harga penutupan berdasarkan price based on the prices on the Stock Exchange where the
harga pada bursa efek tempat saham dicatatkan dan volume shares are listed and the share trading volume on the Stock
perdagangan saham pada bursa efek tempat saham dicatatkan Exchange where the shares are listed for every quarter in the
untuk setiap masa triwulan dalam 2 (dua) tahun buku terakhir; last 2 (two) fiscal years, including temporary suspension of share
termasuk penghentian sementara perdagangan saham dalam 2 trading in the last 2 (two) years (2018-2019).
(dua) tahun terakhir (2018-2019).

Ikhtisar Efek Lainnya

Other Effects Overview
Hingga 31 Desember 2021, Surveyor Indonesia tidak melakukan As of December 31, 2021, Surveyor Indonesia did not record
pencatatan obligasi, sukuk atau obligasi konversi, maupun bonds, sukuk or convertible bonds, or other securities listing.
pencatatan efek lainnya. Dengan demikian, tidak terdapat therefore. There is no information on number of bonds/sukuk/
informasi terkait jumlah obligasi/sukuk/obligasi konversi yang convertible bonds in circulation (outstanding), interest/return
beredar (outstanding), tingkat bunga/imbalan, tanggal jatuh rates, maturity dates, and bond/sukuk ratings. Surveyor
tempo, dan peringkat obligasi/sukuk. Surveyor Indonesia juga Indonesia also does not have other funding such as Medium-
tidak memiliki pendanaan lainnya seperti Surat Berjangka term Notes, or Medium-term Notes.
Menengah, atau Medium-term Notes.
Annual Report 2021

27
Penghargaan dan Sertifikasi

Awards and Certifications
Penghargaan
Awards
Penghargaan dari Gubernur Jawa Barat

Award from the Governor of West Java 01
Surveyor Indonesia meraih penghargaan sebagai Badan Usaha yang
telah berkontribusi atas peningkatan Rasio Elektrifikasi di Jawa Barat
melalui Program “CSR Jabar Caang”.
Surveyor Indonesia won an award as a Business Entity that has
contributed to increasing the Electrification Ratio in West Java through
the “CSR Jabar Caang” Program.
BUMN TRACK 2021

SOE’s TRACK 2021 02
Surveyor Indonesia meraih penghargaan sebagai BUMN Terbaik II dalam

Kategori Strategi Bertahan dan Tumbuh.
Surveyor Indonesia won an award as the 2nd Best BUMN in the Category
of Defense and Growth Strategy.
Human Capital On Resilience Excellent Award 2021

Human Capital On Resilience Excellent Award 2021 03
Surveyor Indonesia meraih penghargaan sebagai The Best Employee

Value & Performance 2021.
Surveyor Indonesia won an award as The Best Employee Value &
Performance 2021.


Surveyor Indonesia meraih penghargaan sebagai The Best Human

Capital Based on Technology 2021.
Surveyor Indonesia won an award as The Best Human Capital Based on
Technology 2021.

The Best Leader Focus in HC 2021.

The Best Leader Focus in HC 2021.
Public Relations Indonesia Awards 2021

Public Relations Indonesia Awards 2021 06
Surveyor Indonesia meraih penghargaan the Bronze Winner award in

the SOE category, Digital PR sub-category.
Surveyor Indonesia won the Bronze Winner award in the SOE category,
Digital PR sub-category.
Annual Report 2021

29
Public Relations Indonesia Awards 2021

Public Relations Indonesia Awards 2021 07
Surveyor Indonesia meraih penghargaan Bronze Winner dalam kategori

BUMN Sub Kategori Brand Guideline.
Surveyor Indonesia won the Bronze Winner award in the SOE category,
Brand Guideline sub category.
Award Winner 2021

Award Winner 2021 08
Inspiring CEO BUMN Award Winner 2021 CSR for social investment &
sustainable development.
Inspiring CEO BUMN Award Winner 2021 CSR for social investment &
sustainable development.
Successful Women Award 2021

Successful Women Award 2021 09
Successful Women In Environment.

Successful Women In Environment.

Sertifikasi
Certifications
SNI ISO 9001:2015

SNI ISO 9001:2015
Masa Berlaku 11 Maret 2023
Valid Period March 11, 2023
Lingkup Sertifikasi The provision of survey, inspection, verification and consulting,
Scope of Certification agriculture commodities survey services, including its supporting
processes
The provision of survey, inspection, verification and consulting,
agriculture commodities survey services, including its supporting
processes
Lembaga TÜV Rheinland
(yang memberikan) TÜV Rheinland
Institutions (which
provide)
Tahun Perolehan 12 Maret 2020
Acquisition Year March 12, 2020
Deskripsi Singkat Persyaratan sistem manajemen mutu yang ditentukan dalam
Short Description standar ini melengkapi persyaratan untuk produk dan jasa
The quality management system requirements specified in this
standard complement the requirements for products and services
SMK3 PP 50 Tahun 2012

SMK3 PP 50 Year 2012
Masa Berlaku 29 Maret 2022
Valid Period March 29, 2022
Lingkup Sertifikasi Kantor Pusat
Scope of Certification Head Office
Lembaga PT Jatim Asspek Nusantara
(yang memberikan) PT Jatim Asspek Nusantara
Institutions (which
provide)
Deskripsi Singkat Sistem Manajemen Keselamatan dan Kesehatan Kerja Sesuai
Short Description dengan PP 50 Tahun 2012 dengan hasil pencapaian 96,39% untuk
kategori tingkat lanjutan
Occupational Health and Safety Management System In
accordance with PP 50 Year 2012 with the achievement of 96.39%
for the advanced level category
Annual Report 2021

31
SNI ISO/IEC 17025:2017 - Cabang Medan

ISO 17025:2017 - Medan Branch
Masa Berlaku 02 Mei 2026
Valid Period May 02, 2026
Lingkup Sertifikasi Laboratorium Penguji
Scope of Certification Testing Laboratory
Ditetapkan tanggal : 3 Mei 2021
LP-1496-IDN
Diberikan kepada
Berlaku hingga : 2 Mei 2026 Lembaga Komite Akreditasi Nasional (KAN)
PT Surveyor Indonesia Cabang Medan
di (yang memberikan) National Accreditation Committee (KAN)
Jl. Sunggal No. 197, Medan, Sumatera Utara
yang telah menunjukkan kompetensinya sebagai
LABORATORIUM PENGUJI
Institutions (which
dengan menerapkan secara konsisten
SNI ISO/IEC 17025:2017 (ISO/IEC 17025:2017)

Persyaratan Umum Untuk Kompetensi Laboratorium Pengujian dan Laboratorium Kalibrasi
untuk ruang lingkup seperti dalam lampiran
provide)
KOMITE AKREDITASI NASIONAL
Drs. KUKUH S. ACHMAD, M.Sc

KETUA
Tahun Perolehan 03 Mei 2021
Sertifikat ini memberikan hak kepada laboratorium untuk menggunakan tanda akreditasi pada sertifikat/laporan yang diterbitkan, kop surat, iklan, dan tujuan promosi lainnya sesuai ketentuan yang berlaku.
Acquisition Year May 03, 2021

Sertifikat ini tidak boleh direproduksi sebagian, kecuali secara keseluruhan, tanpa izin tertulis dari Komite Akreditasi Nasional.
Deskripsi Singkat Persyaratan Umum Untuk Kompetensi Laboratorium Pengujian

Short Description dan Laboratorium Kalibrasi
General Requirements for Competency of Testing Laboratory and
Calibration Laboratory
ISO 45001:2018 - Cabang Surabaya

ISO 45001:2018 - Surabaya Branch
Lingkup Sertifikasi Office based activities associated with provision of technical
Certificate of Approval Scope of Certification inspection, survey, management system consultancy & training
PT Surveyor Indonesia Surabaya Branch
This is to certify that the Management System of:
and valuation services.
Office based activities associated with provision of technical
Jl. Comal No. 7-9, SURABAYA, 60265, INDONESIA, Indonesia
has been approved by LRQA to the following standards:

ISO 45001:2018
inspection, survey, management system consultancy & training

and valuation services.
Basem Obaid
Issued by: PT. Lloyd's Register Indonesia
for and on behalf of: Lloyd's Register Quality Assurance Limited
Current issue date: 16 May 2019 Original approval(s):
Lembaga Lloyd’s Register Quality Assurance

Expiry date: 15 May 2022 ISO 45001 – 16 May 2019
Certificate identity number: 10191768 OHSAS 18001 – 20 January 2007
Approval number(s): ISO 45001 – 0044708
The scope of this approval is applicable to:

Office based activities associated with provision of technical inspection, survey, management system
consultancy & training and valuation services. (yang memberikan) Lloyd’s Register Quality Assurance
Institutions (which
provide)
Lloyd's Register Group Limited, its affiliates and subsidiaries, including Lloyd's Register Quality Assurance Limited (LRQA), and their respective officers, employees or agents are, individually and collectively, referred to in this clause as
'Lloyd's Register'. Lloyd's Register assumes no responsibility and shall not be liable to any person for any loss, damage or expense caused by reliance on the information or advice in this document or howsoever provided, unless that person
Deskripsi Singkat Tujuan dan hasil yang diharapkan dari SMK3 adalah mencegah
has signed a contract with the relevant Lloyd's Register entity for the provision of this information or advice and in that case any responsibility or liability is exclusively on the terms and conditions set out in that contract.
Issued by: PT. Lloyd's Register Indonesia, LRQA Indonesia, Dea Tower 1 12th Floor, Kawasan Mega Kuningan, Jl. Mega Kuningan Barat IX Kav. E4.3 No.1, Jakarta 12950, Indonesia for and on behalf of: Lloyd's Register Quality Assurance
Limited, 1 Trinity Park, Bickenhill Lane, Birmingham B37 7ES, United Kingdom
Page 1 of 1
Short Description cedera dan gangguan kesehatan dalam hubungan kerja pada
pekerja dan untuk menyediakan tempat kerja yang aman dan
sehat; oleh karena itu, sangat penting bagi organisasi untuk
menghilangkan bahaya dan meminimalkan risiko K3 dengan
melakukan tindakan pencegahan dan perlindungan yang efektif
The objectives and expected outcomes of SMK3 are to prevent
injuries and health problems in the employment relationship to
workers and to provide a safe and healthy workplace; therefore, it is
very important for organizations to eliminate hazards and minimize
OHS risks by taking effective preventive and protective measures

SNI ISO 9001:2015 Cabang Surabaya

ISO 9001:2015 - Surabaya Branch
Current issue date:
Expiry date:
Certificate identity number:
18 September 2020
16 May 2023
10292726
Original approval(s):
ISO 9001 - 17 May 2005
Lingkup Sertifikasi Provision of Technical Inspection, Survey, Management System
Scope of Certification Consultancy and Training, and Valuation Services
Certificate of Approval
This is to certify that the Management System of:
Provision of Technical Inspection, Survey, Management System
PT Surveyor Indonesia Surabaya
Branch Consultancy and Training, and Valuation Services
Surabaya Branch, Jl. Comal No. 7 - 9, Surabaya, 60265, Indonesia
has been approved by Lloyd's Register to the following standards:
ISO 9001:2015 Lembaga Lloyd’s Register Quality Assurance

Approval number(s): ISO 9001 – 0044456
The scope of this approval is applicable to:
Provision of Technical Inspection, Survey, Management System Consultancy and Training, and Valuation Services.
(yang memberikan) Lloyd’s Register Quality Assurance
Institutions (which
provide)
Luis Cunha
Tahun Perolehan 18 September 2020
Area Operations Manager - SAMEA
Issued by: PT. Lloyd's Register Indonesia
for and on behalf of: Lloyd's Register Quality Assurance Limited
Lloyd's Register Group Limited, its affiliates and subsidiaries, including Lloyd's Register Quality Assurance Limited (LRQA), and their respective officers, employees or agents
are, individually and collectively, referred to in this clause as 'Lloyd's Register'. Lloyd's Register assumes no responsibility and shall not be liable to any person for any loss,
Acquisition Year September 18, 2020
damage or expense caused by reliance on the information or advice in this document or howsoever provided, unless that person has signed a contract with the relevant Lloyd's
Register entity for the provision of this information or advice and in that case any responsibility or liability is exclusively on the terms and conditions set out in that contract.
Issued by: PT. Lloyd's Register Indonesia, LRQA Indonesia, Dea Tower 1 12th Floor, Kawasan Mega Kuningan, Jl. Mega Kuningan Barat IX Kav. E4.3 No.1, Jakarta 12950,
Deskripsi Singkat Persyaratan sistem manajemen mutu yang ditentukan dalam

Indonesia for and on behalf of: Lloyd's Register Quality Assurance Limited, 1 Trinity Park, Bickenhill Lane, Birmingham B37 7ES, United Kingdom
Page 1 of 1
Short Description standar ini melengkapi persyaratan untuk produk dan jasa
The quality management system requirements specified in this
standard complement the requirements for products and services
ISO 45001:2018 Sistem Manajemen Keselamatan dan Kesehatan Kerja

ISO 45001:2018 Occupational Safety and Health Management System
Lingkup Sertifikasi Head Office and Jakarta Branch activities and supporting process
Scope of Certification for survey, inspection, verification, and consulting services
Head Office and Jakarta Branch activities and supporting process
This is to certify that:
for survey, inspection, verification, and consulting services
Lembaga SAI Global
PT. Surveyor Indonesia (Persero)
Graha Surveyor Indonesia Lt 4-11 Jl. Jend. Gatot Subroto Kav. 56 Jakarta, 12950 Indonesia
(yang memberikan) SAI Global

operates an
OCCUPATIONAL HEALTH & SAFETY MANAGEMENT SYSTEM

which complies with the requirements of
ISO 45001:2018 Occupational health and safety management systems --

Requirements with guidance for use
for the following scope
Institutions (which
provide)
Head Office and Jakarta Branch activities and supporting process for survey, inspection,
verification, and consulting services
Certificate No: HSM41482

Issued: 26 May 2020 Originally Certified: 26 May 2020
Expires: 25 May 2023 Current Certification: 26 May 2020

Heather Mahon
Global Head of Technical Services
Deskripsi Singkat
SAI Global Assurance
Tujuan dan hasil yang diharapkan dari SMK3 adalah mencegah

Registered by:
SAI Global Certification Services Pty Ltd (ACN 108 716 669) 680 George Street Sydney NSW 2000 Australia with PT SAI
Short Description cedera dan gangguan kesehatan dalam hubungan kerja pada
Global Indonesia Graha Iskandarsyah 4th fl Jl. Iskandarsyah Raya No. 66 C Kebayoran Baru Jakarta 12160 Indonesia (“SAI
pekerja dan untuk menyediakan tempat kerja yang aman dan

Global”) and subject to the SAI Global Terms and Conditions for Certification. While all due care and skill was exercised in
carrying out this assessment, SAI Global accepts responsibility only for proven negligence. This certificate remains the property
of SAI Global and must be returned to SAI Global upon its request. To verify that this certificate is current please refer to SAI
Global On-Line Certification register at http://register.saiglobal.com/
sehat; oleh karena itu, sangat penting bagi organisasi untuk

menghilangkan bahaya dan meminimalkan risiko K3 dengan
melakukan tindakan pencegahan dan perlindungan yang efektif
The objectives and expected outcomes of SMK3 are to prevent
injuries and health problems in the employment relationship to
workers and to provide a safe and healthy workplace; therefore, it is
very important for organizations to eliminate hazards and minimize
OHS risks by taking effective preventive and protective measures
Annual Report 2021

33
ISO 14001:2015 Sistem Manajemen Lingkungan

ISO 14001:2015 Environmental Management System
Lingkup Sertifikasi Head Office and Jakarta Branch activities and supporting process
Scope of Certification for survey, inspection, verification, and consulting services
Head Office and Jakarta Branch activities and supporting process
This is to certify that: for survey, inspection, verification, and consulting services
PT. Surveyor Indonesia (Persero)
Graha Surveyor Indonesia Lt 4-11 Jl. Jend. Gatot Subroto Kav. 56 Jakarta, 12950 Indonesia
Lembaga SAI Global
operates an
ENVIRONMENTAL MANAGEMENT SYSTEM

which complies with the requirements of
(yang memberikan) SAI Global
ISO 14001:2015
for the following scope
Head Office and Jakarta Branch activities and supporting process for survey, inspection,
Institutions (which
verification, and consulting services
Certificate No: EMS41536

Issued: 26 May 2020 Originally Certified: 26 May 2020
provide)
Expires: 25 May 2023 Current Certification: 26 May 2020

Heather Mahon
Global Head of Technical Services
SAI Global Assurance Acquisition Year May 26, 2020
Deskripsi Singkat Tujuan dari standar ini adalah memberikan organisasi suatu
Registered by:
SAI Global Certification Services Pty Ltd (ACN 108 716 669) 680 George Street Sydney NSW 2000 Australia with PT SAI Global
Indonesia Graha Iskandarsyah 4th fl Jl. Iskandarsyah Raya No. 66 C Kebayoran Baru Jakarta 12160 Indonesia (“SAI Global”) and
subject to the SAI Global Terms and Conditions for Certification. While all due care and skill was exercised in carrying out this
Short Description kerangka kerja untuk melindungi lingkungan dan tanggap
assessment, SAI Global accepts responsibility only for proven negligence. This certificate remains the property of SAI Global and
must be returned to SAI Global upon its request. To verify that this certificate is current please refer to SAI Global On-Line
terhadap perubahan kondisi lingkungan dalam menyeimbangkan

Certification register at http://www.saiglobal.com
kebutuhan sosial-ekonomi
The purpose of this standard is to provide organizations with a
framework for protecting the environment and being responsive
to changing environmental conditions in order to balance socio-
economic needs
SNI ISO/IEC 17020:2012 - Cabang Surabaya

SNI ISO/IEC 17020:2012 - Surabaya Branch
Masa Berlaku 13 Juni 2026
Valid Period June 13, 2026
Lingkup Sertifikasi Lembaga Inspeksi – Tipe A
Scope of Certification Inspection Agency – Type A
Ditetapkan tanggal : 04 Oktober 2021
LI-025-IDN
Berlaku hingga: 13 Juni 2026 Lembaga Komite Akreditasi Nasional (KAN)
(yang memberikan) National Accreditation Committee (KAN)
Diberikan kepada
PT Surveyor Indonesia Cabang Surabaya

di
Institutions (which
Jalan Comal No. 7-9, Surabaya
LEMBAGA INSPEKSI
SNI ISO/IEC 17020:2012 Penilaian kesesuaian – Persyaratan untuk pengoperasian berbagai tipe lembaga inspeksi
provide)
Drs. KUKUH S. ACHMAD, M.Sc.
KETUA
Sertifikat ini memberikan hak kepada lembaga inspeksi untuk menggunakan tanda akreditasi pada sertifikat/laporan yang diterbitkan, kop surat, iklan, dan tujuan promosi lainnya sesuai ketentuan yang berlaku.
Tahun Perolehan 04 Oktober 2021
Acquisition Year October 04, 2021

Deskripsi Singkat Penilaian Kesesuaian – Persyaratan Pengoperasian Berbagai Tipe
Short Description Lembaga Inspeksi
Conformity Assessment – Operation Requirements of Different
Types of Inspection Bodies

Lembaga Sertifikasi Sistem Manajemen

Management System Certification Institute
Masa Berlaku 16 Juni 2025
Valid Period June 16, 2025
Lingkup Sertifikasi Lembaga Sertifikasi Sistem Manajemen Mutu SNI ISO 9001:2015
Scope of Certification SNI ISO 9001:2015 Quality Management System Certification
Ditetapkan tanggal : 17 Juni 2020
LSSM-070-IDN
Berlaku hingga : 16 Juni 2025
Institution
Diberikan kepada
PT Surveyor Indonesia (Persero)

(Surveyor Indonesia Certification)
di
Lembaga Komite Akreditasi Nasional (KAN)
Graha Surveyor Indonesia, Jl. Jenderal Gatot Subroto Kav. 56, Jakarta Selatan
LEMBAGA SERTIFIKASI SISTEM MANAJEMEN MUTU SNI ISO 9001:2015
SNI ISO/IEC 17021-1:2015 Penilaian kesesuaian - Persyaratan lembaga penyelenggara audit dan sertifikasi sistem manajemen - Bagian 1:Persyaratan
Institutions (which
SNI ISO/IEC 17021-3:2017 Penilaian kesesuaian - Persyaratan lembaga penyelenggara audit dan sertifikasi sistem manajemen
Bagian 3: Persyaratan kompetensi untuk audit dan sertifikasi sistem manajemen mutu
Drs. KUKUH S. ACHMAD, M. Sc

provide)
KETUA
Sertifikat ini memberikan hak kepada lembaga sertifikasi untuk menggunakan tanda akreditasi pada sertifikat/laporan yang diterbitkan, kop surat, iklan, dan tujuan promosi lainnya sesuai ketentuan yang berlaku.
Tahun Perolehan 17 Juni 2020

Acquisition Year June 17, 2020

Deskripsi Singkat Penilaian kesesuaian - Persyaratan lembaga penyelenggara audit
Short Description dan sertifikasi sistem manajemen
Conformity assessment - Requirements of management system
audit and certification organization
SNI ISO/IEC 17025:2017 - Cabang Palembang

ISO 17025:2017 - Palembang Branch
Masa Berlaku 28 Juli 2024
Valid Period July 28, 2024
Ditetapkan tanggal : 2 Maret 2020
LP-928-IDN
Diberikan kepada
Berlaku hingga: 28 Juli 2024 Lembaga Komite Akreditasi Nasional (KAN)
PT Surveyor Indonesia Cabang Palembang
Jl. Soekarno Hatta No. 3040, Palembang, Sumatera Selatan
Institutions (which
provide)

Prof. Dr. BAMBANG PRASETYA

KETUA

Annual Report 2021

35
ISO/IEC 27001:2013 Sistem Manajemen Keamanan Informasi

ISO/IEC 27001:2013 Information Security Management System
Masa Berlaku 15 September 2024
Valid Period September 15, 2024
Lingkup Sertifikasi The Information Security Management System of Data Center
Scope of Certification The Information Security Management System of Data Center
CERTIFICATE
Lembaga Intertek
OF REGISTRATION
(yang memberikan) Intertek
Institutions (which
This is to certify that the management system of: Certificate Number:
provide)
0084313-01
PT Surveyor Indonesia Initial Certification Date:

14 September 2018
(Persero) Date of Certification Decision:

29 November 2021

Last Certificate Expiry Date:
Main Site: Graha Surveyor Indonesia
15 September 2021
Jl. Jend. Gatot Subroto Kav.56
Jakarta 12950 - Indonesia Date of Last Recertification Audit:
29 June – 2 July 2021
has been registered by Intertek as conforming to the requirements of: Certification Cycle Start Date:
ISO/IEC 27001:2013
15 September 2021
Valid Until:
15 September 2024
The management system is applicable to:
The Information Security Management System of Data Center.

This is in accordance with The Statement of Applicability Document
Number: LM-MR00-08, Revision 01, Date: 14 June 2021.
Deskripsi Singkat Standar ini dibuat untuk menyediakan persyaratan untuk
Short Description penetapan, penerapan, pemeliharaan, dan perbaikan berkelanjutan
Calin Moldovean
President, Business Assurance
PT.Intertek Utama Services
Beltway Office Park, Building A, 2nd floor
terhadap Sistem Manajemen Keamanan lnformasi (SMKI). SMKI
Jl. Ampera Raya No. 9-10, Jakarta-12550
Indonesia
PT.Intertek Utama Services is a KAN

accredited certification body under
schedule no LSSMKI-004-IDN
melindungi kerahasiaan (confidentiality), keutuhan (integrity), dan
to whom it must be returned upon request.
ketersediaan (availability) informasi dengan menerapkan proses

manajemen risiko dan memberikan kepercayaan kepada pihak
yang berkepentingan bahwa risiko dikelola secara memadai
This standard was created to provide requirements for the
establishment, implementation, maintenance, and continual
improvement of Information Security Management Systems
(ISMS). ISMS protects the confidentiality, integrity, and availability
of information by implementing risk management processes and
providing confidence to interested parties that risks are adequately
managed
SNI ISO/IEC 17025 : 2017 - Divisi Bisnis MIGAS

ISO 17025:2017 - Oil and Gas Business Division
Masa Berlaku 24 September 2024
Valid Period September 24, 2024
Institutions (which
provide)

ISO 37001:2016 Sistem Manajemen Anti Penyuapan

ISO 37001:2016 Anti-Bribery Management System
Masa Berlaku 05 Oktober 2023
Valid Period October 05, 2023
Lingkup Sertifikasi Unit Pendukung di Kantor Pusat
Scope of Certification Unit Pendukung di Kantor Pusat
Lembaga The British Standards Institution (BSI)
(yang memberikan) The British Standards Institution (BSI)
Institutions (which
provide)
Deskripsi Singkat Standar ini berlaku hanya untuk penyuapan. Standar ini menentukan
Short Description persyaratan dan menyediakan panduan sistem manajemen yang
dirancang untuk membantu organisasi mencegah, mendeteksi
dan menangani penyuapan serta mematuhi peraturan perundang-
undangan yang terkait dengan anti penyuapan dan komitmen
sukarela yang sesuai dengan aktivitas tersebut
This standard applies only to bribery. This International Standard
defines requirements and provides guidance on management
systems designed to help organizations prevent, detect and deal
with bribery and comply with laws and regulations relating to anti-
bribery and the voluntary commitments associated with these
activities
SNI ISO/IEC 17020:2012 - Cabang Pekanbaru

SNI ISO/IEC 17020:2012 - Pekanbaru Branch
Masa Berlaku 24 Oktober 2021
Valid Period October 24, 2021
Institutions (which
provide)
Annual Report 2021

37
SNI ISO/IEC 17020:2012

SNI ISO/IEC 17020:2012
Masa Berlaku 17 November 2024
Valid Period November 17, 2024
Institutions (which
provide)
Tahun Perolehan 19 November 2019
Acquisition Year November 19, 2019
SNI ISO/IEC 17025:2017 - Cabang Semarang

ISO 17025:2017 - Semarang Branch
Ditetapkan tanggal : 22 April 2020
LP-945-IDN
Diberikan kepada
Berlaku hingga : 17 November 2024
PT Surveyor Indonesia Cabang Semarang
di
Jl. Dr. Cipto No. 232A, Kelurahan Karang Tempel, Semarang
Institutions (which
provide)
Dr. Ir. PUJI WINARNI, M.A

Plt. KETUA Tahun Perolehan 22 April 2020
Acquisition Year April 22, 2020


SNI ISO/IEC 17025:2017 - Cabang Batam

ISO 17025:2017 - Batam Branch
Ditetapkan tanggal : 24 November 2021
LP-773-IDN
Diberikan kepada
Berlaku hingga : 22 November 2026 Lembaga Komite Akreditasi Nasional (KAN)
PT Surveyor Indonesia Batam
Jl. Kerapu No. 2, Batu Ampar, Batam
Institutions (which

provide)
Drs. KUKUH S. ACHMAD, M.Sc

KETUA
Tahun Perolehan 24 November 2021
Acquisition Year November 24, 2021



Peristiwa Penting
Significant Event
29 Januari 2021
January 29, 2021 01
RUPS Penetapan RKAP 2021
GMS Determination of RKAP 2021
Rapat diselenggarakan pada tanggal 29 Januari 2021 melalui video

conference zoom, dengan dihadiri oleh Pemegang Saham, Dewan
Komisaris, Direksi dan saksi-saksi. Rapat mengesahkan Rencana Kerja
dan Anggaran Perusahaan (RKAP) Tahun 2021 dan Rencana Kerja dan
Anggaran Program Tanggung Jawab Sosial dan Lingkungan (TJSL)
Tahun 2021.
The meeting was held on January 29, 2021 via video conference zoom,
attended by the Shareholders, the Board of Commissioners, the Board
of Directors and witnesses. The meeting ratified the Company’s Work
Plan and Budget (RKAP) for 2021 and the Work Plan and Budget for the
Social and Environmental Responsibility Program (TJSL) for 2021.
15 Februari 2021
February 15, 2021 02
Pertemuan dengan Kedubes Afganistan
Meeting with the Embassy of Afghanistan
Surveyor Indonesia menggelar pertemuan penjajakan bersama dengan

Kedutaan Besar Indonesia untuk Afganistan dan Kedutaan Besar
Afganistan untuk Indonesia. Pertemuan ini bertujuan sebagai langkah
penjajakan kerjasama strategis yang diharapkan mampu mendorong
perbaikan ekonomi dan pengembangan iklim investasi untuk kedua
negara di tengah kondisi pandemi global.
Surveyor Indonesia held a joint exploratory meeting with the Indonesian

Embassy for Afghanistan and the Afghan Embassy for Indonesia.
This meeting aims as a step to explore strategic cooperation which
is expected to be able to encourage economic improvement and the
development of the investment climate for both countries in the midst
of a global pandemic.
Annual Report 2021

39
Maret 2021
March 2021 03
Rapat Pimpinan Surveyor Indonesia
Indonesian Surveyor Leadership Meeting
Surveyor Indonesia menggelar rapat pimpinan dengan mengambil

tema “Business and Operational Resilience to Grow & Sustain in the New
Normal”.
Surveyor Indonesia held a leadership meeting with the theme “Business

and Operational Resilince to Grow & Sustain in the New Normal”.
8 April 2021
April 8, 2021 04
Surveyor Indonesia menerima Piagam Penghargaan CSR Jabar Caang
Indonesian Surveyor Receives West Java Caang CSR Award Certificate
Surveyor Indonesia menerima Piagam Penghargaan CSR Jabar Caang

dari Gubernur Jawa Barat sebagai Badan Usaha yang telah berkontribusi
atas peningkatan Rasio Elektrifikasi di Jawa Barat melalui Program “CSR
Jabar Caang” Tahun 2020.
Surveyor Indonesia received the Jabar Caang CSR Award Certificate

from the Governor of West Java as a Business Entity that has contributed
to increasing the Electrification Ratio in West Java through the “Jabar
Caang CSR” Program in 2020.
Juli 2021
July 2021 05
Pisah Sambut Direksi
Farewell to the Board of Directors
Surveyor Indonesia menggelar acara Pisah Sambut Direksi setelah

Pemegang Saham melalui RUPS Sirkler yang diselenggarakan 2 Juli
2021 memutuskan untuk mengganti jajaran Direksi Perusahaan.
Surveyor Indonesia held a farewell event for the Board of Directors after
the Shareholders through the Sirkler GMS held on July 2, 2021 decided
to replace the Company’s Board of Directors.

2 Agustus 2021
August 2, 2021 06
Perayaan HUT ke-30 Surveyor Indonesia
Surveyor Indonesia 30th Anniversary Celebration
Di tengah suasana pandemi COVID-19 yang masih belum berakhir,

Surveyor Indonesia menggelar puncak peringatan HUT ke-30 secara
virtual. Acara melibatkan sekitar 1000 pegawai Surveyor Indonesia dari
berbagai kantor cabang dan dihadiri oleh Direktur Utama Surveyor
Indonesia beserta jajarannya.
In the midst of the ongoing COVID-19 pandemic, Surveyor Indonesia

held a virtual peak of the 30th Anniversary commemoration. The event
involved around 1000 Surveyor Indonesia employees from various
branch offices and was attended by the President Director of Surveyor
Indonesia and his staff.
September 2021
September 2021 07
Rapat Koordinasi RKAP
RKAP Coordination Meeting
Surveyor Indonesia menggelar rapat kordinasi RKAP secara hybrid

yang dihadari oleh jajaran Direksi dan jajaran mnajemen dan seluruh
pimpinan cabang.
Surveyor Indonesia held a hybrid RKAP coordination meeting attended

by the Board of Directors and management and all branch leaders..
Annual Report 2021

41
September 2021
September 2021 08
Surveyor Indonesia Raih TOP GRC Award
Indonesian Surveyor Wins TOP GRC Award
Surveyor Indonesia meraih TOP GRC Award, setelah Perusahaan dinilai

berhasil dalam menerapkan konsep governance, risk management and
compliance alias tata kelola, manajemen risiko dan kepatuhan.
Surveyor Indonesia won the TOP GRC Award, after the Company was
deemed successful in implementing the concept of governance, risk
management and compliance.
Oktober 2021
October 2021 09
Rapat Koordinasi HJS
HJS Coordination Meeting
Jajaran manajemen Surveyor Indonesia menghadiri rapat koordinasi

Holding Jasa Survey.
Surveyor Indonesia’s management attended a coordination meeting of

Holding Survey Services.

November 2021
November 2021 10
Sosialisasi TKDN di Jawa Tengah
TKDN socialization in Central Java
Surveyor Indonesia menyelenggaran kegiatan sosialisasi TKDN di Jawa

Tengah yang dihadiri oleh Gubernur Jawa Tengah Ganjar Pranowo.
Surveyor Indonesia held a TKDN socialization activity in Central Java

which was attended by the Governor of Central Java, Ganjar Pranowo.
17 Desember 2021
December 17, 2021 11
Terbentuknya Holding BUMN Jasa Survei (IDSurvey)
The establishment of the Holding for Survey Service SOE’s (IDSurvey)
Holding BUMN Jasa Survei resmi beroperasi setelah dilakukan soft

launching dengan penyerahan Akta Inbreng dari Sucofindo dan
Surveyor Indonesia kepada PT Biro Klasifikasi Indonesia (Persero).
Holding bernama ID Survey itu berkomitmen memperluas pasar
internasional.
“Pemerintah berharap agar Holding Jasa Survei semakin optimal

dengan beroperasi bersama melalui keunggulan kompetensi, teknologi
dan aset-aset yang dimilikinya,”
The Survey Services BUMN Holding officially operates after a soft launch
with the submission of the Inbreng Deed from Sucofindo and Surveyor
Indonesia to PT Biro Statistik Indonesia (Persero). The holding, named ID
Survey, is committed to expanding the international market.
“The government hopes that the Survey Services Holding will be more
optimal by operating together through the advantages of competence,
technology and assets it has,”
Annual Report 2021

43
Laporan Dewan Komisaris

Board of Commissioner Report
Dewan Komisaris melakukan

pengawasan aktif terhadap
pengelolaan Surveyor Indonesia
yang dilakukan oleh Direksi. Dewan
Komisaris memberikan apresiasi
terhadap upaya-upaya yang dilakukan
Direksi dalam menghadapi
berbagai tantangan
sepanjang 2021.
The Board of
“
Commissioners carries
out active supervision
of Surveyor Indonesia’s
management which is
carried out by the Board
of Directors. The Board
of Commissioners
appreciates the efforts
made by the Board
of Directors in facing
various challenges
throughout 2021.
Dody Widodo
Komisaris Utama
President Commissioner

Pemegang Saham dan Pemangku Dear Shareholders and Stakeholders,

Kepentingan yang terhormat,
Puji dan syukur marilah terebih dahulu kita panjatkan ke hadirat Firstly, we express our praise and gratitude to the presence of God
Tuhan Yang Maha Esa atas rahmat dan karunia-Nya sehingga Almighty for His mercy and grace so that Surveyor Indonesia can
Surveyor Indonesia dapat melewati tahun 2021 dengan capaian pass 2021 with good performance achievement. Then, allow us
kinerja yang baik. Selanjutnya, izinkan kami untuk menyampaikan to submit the “Report on Supervision Function Implementation”
“Laporan Pelaksanaan Fungsi Pengawasan” yang dijalankan carried out by Board of Commissioners upon the Company
Dewan Komisaris terhadap pengelolaan Perseroan untuk management for the financial year ending on December 31, 2021.
tahun buku yang berakhir pada 31 Desember 2021. Laporan This report is one of realization of the implementation of Good
ini merupakan salah satu wujud dari pelaksanaan prinsip Tata Corporate Governance principle at Surveyor Indonesia.
Kelola Perusahaan yang Baik di Surveyor Indonesia.
Kondisi Ekonomi dan Industri Tahun 2021 Economic and Industrial Conditions in 2021
Penanganan pandemi COVID-19 telah menunjukkan kemajuan The handling of the COVID-19 pandemic has shown very
yang sangat berarti di tahun 2021. Hal tersebut membuat kinerja significant progress in 2021. This has made global economic
ekonomi global secara umum mengalami peningkatan yang performance in general to improve extremely well compared to
sangat baik dibandingkan dengan tahun sebelumnya. Kendati the previous year. Nevertheless, the COVID-19 pandemic remains
demikian, pandemi COVID-19 tetap menjadi tantangan utama a major challenge for the global economy in 2021. The fluctuation
bagi perekonomian global di tahun 2021. Fluktuasi jumlah in the number of daily cases and virus mutation resulting in the
kasus harian dan mutasi virus yang mengakibatkan terjadinya occurrence of the second and third waves have left the global
gelombang kedua dan ketiga membuat ekonomi global masih economy remaining shrouded in uncertainty.
diliputi oleh ketidakpastian.
Pembatasan mobilitas ketat dan berbagai penyesuaian kebijakan Strict mobility restriction and various policy adjustments are
serentak dilakukan dunia untuk mencoba mengendalikan simultaneously carried out by the world in attempts to control
pandemi COVID-19. Selain itu, program vaksinasi juga secara the COVID-19 pandemic. In addition, vaccination program is also
gencar dan serentak dilakukan d hampir semua negara di dunia. intensively and simultaneously carried out in almost all countries
Melalui kebijakan tersebut, pandemi dapat ditanggulangi in the world. Through this policy, the pandemic can be handled
dengan lebih baik dan ekonomi dunia pun mulai menunjukkan better and the world economy has begun to show positive
perkembangan positif. Indikator pemulihan ekonomi sebagaimana development. Indicators of economic recovery are as reflected
tercermin pada tren aktivitas global, kinerja manufaktur, harga in the trend of global activity, manufacturing performance,
komoditas, hingga arah pertumbuhan ekonomi berbagai negara commodity price, and the direction of economic growth in
yang terus menguat. Selain itu, Indeks Keyakinan Konsumen (IKK) various countries that continues to strengthen. In addition,
yang menjadi salah satu indikator juga menunjukkan kenaikan, Consumer Confidence Index (CCI), one of the indicators, also
hal ini merupakan respon positif dari masyarakat yang biasanya shows an increase, this is a positive response from the public
diikuti dengan peningkatan daya beli. which is usually followed by an increase in purchasing power.
Annual Report 2021

47
Pertumbuhan ekonomi Indonesia tahun 2021 berhasil tumbuh Indonesia’s economic growth in 2021 managed to grow positively
positif sebesar 3,69%. Situasi pandemi yang mulai terkendali by 3.69%. The pandemic situation which has started to be under
telah mendorong peningkatan aktivitas ekonomi domestik control has prompted an increase in domestic economic activity
dengan pertumbuhan positif dari sisi Konsumsi Rumah Tangga with positive growth in terms of Household Consumption of
2,02% sejalan dengan meningkatnya kapasitas produksi dunia 2.02% in line with the increasing production capacity of the
usaha. Neraca perdagangan Indonesia tahun 2021 juga tercatat business world. Indonesia’s trade balance in 2021 also recorded
mengalami surplus yang cukup baik, yaitu sebesar US$35,34 a fairly good surplus, amounting to US$35.34 billion, much higher
miliar, jauh lebih tinggi dibandingkan tahun sebelumnya sebesar than the previous year of US$21.74 billion.
US$21,74 miliar.
Sejalan dengan membaiknya kondisi ekonomi, kebutuhan akan In line with improving economic conditions, the need for survey
jasa survei dan pemastian juga semakin meningkat. Hal ini and assurance services is also increasing. This is because many
disebabkan banyak perusahaan yang sudah menunda ekspansi companies have postponed their business expansion due to the
usahanya karena pandemi COVID-19. COVID-19 pandemic.
Penilaian atas Kinerja Direksi Assessment of the Board of Directors

Performance
Pada tahun buku 2021 ini, Dewan Komisaris memandang kinerja In the 2021 financial year, Board of Commissioners views that the
Direksi dalam menjalankan usaha Surveyor Indonesia sangat Board of Directors performance in running Surveyor Indonesia’s
baik. Hal ini terlihat dari kinerja yang positif, serta penerapan tata business is extremely good. This can be seen from the positive
kelola perusahaan dan manajemen risiko yang baik. Realisasi performance, as well as the good corporate governance and
pada akhir tahun, secara umum sesuai dengan target yang risk management implementation. The realization at the end of
ditetapkan di dalam Rencana Kerja dan Anggaran Perusahaan the year is generally in accordance with the targets set in the
(RKAP). Company’s Work Plan and Budget (WPB).
Dewan Komisaris juga menilai Direksi mampu secara jeli Board of Commissioners also considers that Board of Directors
memahami situasi dan kondisi yang ada serta dengan cermat is able to observantly understand the existing situation and
melakukan beragam inisiatif yang bersifat strategis dalam condition and thoroughly carries out various strategic initiatives
menjalankan bisnis dan operasional Perusahaan, serta meraih in running the Company’s business and operations, as well as
kinerja sesuai target yang diharapkan. achieving performance according to the expected targets.
Dewan Komisaris menilai bahwa Direksi mampu mengatasi Board of Commissioners considers that Board of Directors
segala halangan dan rintangan yang ada serta menjaga is able to overcome all existing obstacles and hindrances and
kinerjanya dengan optimal dalam mengelola Perusahaan. Harus maintain optimal performance in managing the Company. It
diakui, masih terdapat target kinerja yang capaiannya belum must be admitted, there are still performance targets whose
memuaskan, namun hal tersebut tetap merupakan hasil kerja achievements have not been satisfactory, but these are still the
keras dari berbagai upaya dan inisiatif yang dilakukan Direksi result of hard work of various efforts and initiatives carried out by
serta seluruh jajaran manajemen dalam mengantisipasi dan Board of Directors and all levels of management in anticipating
mengatasi segala tantangan yang ada di tahun 2021. and overcoming all the existing challenges in 2021.
Tahun 2021, Surveyor Indonesia membukukan pendapatan In 2021, Surveyor Indonesia recorded operating income of
usaha sebesar Rp1.604,63 miliar yang setara dengan 110,00% IDR1,604.63 billion, equivalent to 110.00% of the 2021 WPB
dari target RKAP 2021, dengan laba bersih tahun berjalan target, with net profit for the current year of IDR155.57 million

sebesar Rp155,57 juta yang setara dengan 100,73% dari target equivalent to 100.73% of the 2021 WPB target. Likewise, from
RKAP 2021. Demikian juga dari aspek fundamental, Surveyor the fundamental aspect, Surveyor Indonesia recorded assets of
Indonesia mencatat aset sebesar Rp1.986,87 miliar yang juga IDR1,986.87 billion which was also above the WPB target.
berada di atas target RKAP.
Dari aspek operasional, penetrasi layanan Surveyor Indonesia On the operational aspect, the penetration of Surveyor Indonesia
juga terus menunjukkan peningkatan. Hal ini akan memberikan services also continues to show improvement. This will have a
dampak yang besar terhadap kinerja Perseroan di tahun-tahun major impact upon the Company’s performance in the years to
mendatang, karena daya saing Surveyor Indonesia semakin come, as Surveyor Indonesia’s competitiveness is increasing.
meningkat.
Atas pencapaian yang baik tersebut, Dewan Komisaris For this good achievement, Board of Commissioners gives high
memberikan apresiasi yang tinggi kepada Direksi dan seluruh appreciation to Board of Directors and all levels of management.
jajaran manajemen. Dewan Komisaris juga mendorong Direksi Board of Commissioners also encourages Board of Directors
dan jajarannya untuk mempertahankan dan meningkatkan and management to maintain and improve the Company’s
kinerja Perusahaan di tahun-tahun mendatang. performance in the years to come.
Pelaksanaan Fungsi Pengawasan Dewan Implementation of Supervisory Function of

Komisaris Board of Commissioners
Dewan Komisaris senantiasa memperhatikan strategi dan Board of Commissioners always pays attention to the strategies
langkah-langkah yang diambil oleh Direksi untuk memastikan and steps taken by Board of Directors to ensure the Company
Perusahaan dapat mencatat kinerja yang baik dan can record good and sustainable performance.
berkesinambungan.
Dewan Komisaris menerapkan pengawasan aktif sepanjang Board of Commissioners implements active supervision
tahun 2021 melalui rapat berkala maupun sewaktu-waktu throughout 2021 through regular and occasional meetings with
bersama Direksi dan jajaran manajemen dalam rangka Board of Directors and management in order to obtain various
mendapatkan berbagai informasi yang dibutuhkan Dewan information needed by Board of Commissioners to carry out
Komisaris untuk menunaikan tugas pengawasannya, serta its supervisory duty, as well as through meetings and studies
melalui rapat maupun kajian-kajian yang dilakukan oleh komite- conducted by the committees of Board of Commissioners to
komite Dewan Komisaris untuk merumuskan beragam hal yang formulate various things needed by Board of Commissioners in
dibutuhkan Dewan Komisaris dalam menjalankan tugasnya. carrying out its duties.
Dewan Komisaris menyampaikan pandangan dan saran terkait Board of Commissioners conveys views and suggestions
kebijakan dan strategi kepada Direksi melalui rapat maupun regarding policies and strategies to Board of Directors through
memorandum. Sepanjang tahun 2021, Dewan Komisaris meetings and memorandums. Throughout 2021, Board of
mengadakan rapat sebanyak 11 kali, serta rapat gabungan Commissioners held meetings for 11 times, as well as joint
dengan Direksi sebanyak 26 kali. Mayoritas rapat masih meetings with Board of Directors for 26 times. The majority of
dilakukan dengan bantuan media konferensi video dan jalur meetings are still held with the assistance of video conferencing
online lainnya mengingat adanya kebijakan pembatasan sosial media and other online channel, given the social restriction
di masa pandemi. policy during the pandemic.
Annual Report 2021

49
Sepanjang tahun 2021, terdapat banyak nasihat dan rekomendasi Throughout 2021, there were many advices and
yang diberikan oleh Dewan Komisaris kepada Direksi. Pada recommendations given by Board of Commissioners to Board
intinya, nasihat dan rekomendasi dari Dewan Komisaris ditujukan of Directors. In essence, the advices and recommendations
agar target kinerja Perusahaan dapat tercapai walau di tengah from Board of Commissioners are intended for the Company’s
situasi penuh tantangan di tahun 2021, dan segala kiprah yang performance targets able to be achieved even in the midst of the
dijalankan Surveyor Indonesia sebagai entitas bisnis, Direksi, challenging situation in 2021, and for all the activities carried out
serta seluruh jajaran manajemen agar tetap mengedepankan by Surveyor Indonesia as a business entity, Board of Directors,
kepatuhan terhadap hukum dan peraturan, praktik tata and all levels of management continuing to prioritize compliance
kelola perusahaan yang baik (GCG), praktik etika bisnis, serta with the law and regulation, good corporate governance (GCG)
senantiasa mengantisipasi potensi risiko maupun peluang yang practice, business ethic practice, as well as at all time anticipating
ada melalui inovasi-inovasi berkelanjutan. any potential risks and existing opportunities through continuous
innovation.
Selain melalui mekanisme rapat, pengawasan juga dilakukan In addition to the meeting mechanism, supervision is also
dengan mengoptimalkan peran komite di bawah Dewan carried out by optimizing the role of committees under Board
Komisaris. Dewan Komisaris senantiasa mengarahkan komite- of Commissioners. Board of Commissioners always directs
komite yang ada di bawah Dewan Komisaris untuk berkoordinasi the committees under Board of Commissioners to coordinate
secara intens dan efektif dengan jajaran manajemen dalam intensely and effectively with the management in order to
rangka melakukan kajian-kajian yang dibutuhkan oleh conduct studies required by Board of Commissioners in carrying
Dewan Komisaris dalam melaksanakan tugas pengawasan out supervisory and advisory duties, while maintaining aspects
dan penasihatan, dengan tetap menjaga aspek tata kelola of good corporate governance.
perusahaan yang baik.
Pandangan atas Prospek Usaha yang View on Business Prospect Prepared by

Disusun Direksi Board of Directors
Kondisi perekonomian pada tahun 2022 masih akan dipengaruhi Economic conditions in 2022 will remain be influenced by a
oleh sejumlah faktor, termasuk keberhasilan penanganan number of factors, including the successful handling of COVID-19,
COVID-19, pulihnya konsumsi masyarakat, dan prospek recovery in public consumption, and prospect for global
pertumbuhan ekonomi global. Secara umum, pertumbuhan economic growth. In general, economic growth is expected to
ekonomi diharapkan akan membaik, yakni Bank Indonesia improve, namely Bank Indonesia predicts that national economic
memprediksi pertumbuhan ekonomi nasional tahun 2022 akan growth in 2022 will be in the range of 4.7% - 5.5%.
berada pada kisaran 4,7% - 5,5%.
Direksi telah menyusun RKAP tahun 2022 dan telah mendapat Board of Directors has prepared the 2022 WPB and has received
persetujuan dari pemegang saham. RKAP tersebut memuat approval from the shareholders. The WPB contains a number of
sejumlah target beserta langkah dan strategi yang akan targets along with the steps and strategies to be implemented.
dijalankan. Target serta strategi yang akan dijalankan tersebut The targets and strategies to be implemented have also been
juga telah disesuaikan dengan aspirasi pemegang saham adjusted to the shareholders aspirations by taking into account
dengan mempertimbangkan dinamika ekonomi dan industri the economic and industrial dynamics of the survey service.
jasa survei.

Dewan Komisaris menilai, target-target yang ditetapkan Direksi Board of Commissioners considers that the targets set by
merupakan target yang cukup menantang namun masih sangat Board of Directors are quite challenging targets but remain very
realistis untuk diwujudkan. Dewan Komisaris menilai, industri realistic to be realized. Board of Commissioners considers that
jasa survei masih memiliki prospek yang sangat baik. Selain itu, the survey service industry remain to have very good prospects.
Dewan Komisaris juga menilai dan meyakini bahwa target dan In addition, Board of Commissioners also assesses and believes
strategi yang ditetapkan oleh Direksi dalam RKAP 2022 telah that the targets and strategies set by Board of Directors in the
selaras dengan RJPP Surveyor Indonesia. 2022 WPB are in line with the Company Long Term Plan of
Surveyor Indonesia.
Dewan Komisaris menilai bahwa prospek usaha Surveyor Board of Commissioners considers that Surveyor Indonesia’s
Indonesia ke depan masih sangat besar dan potensial untuk business prospects in the future are still extremely big and have
digarap dan dikembangkan, baik melalui sinergi dalam Holding the potential to be worked on and developed, either through
Jasa Survey (ID Survey), maupun potensi pengembangan bisnis synergy in the Survey Services Holding (ID Survey), or any
yang dapat dibangun oleh Surveyor Indonesia sendiri. Selain itu, potential business development built by Surveyor Indonesia
Dewan Komisaris melihat bahwa tren perkembangan teknologi itself. In addition, Board of Commissioners views that the trend
digital, serta pasar yang secara cepat mampu beradaptasi of digital technology development, as well as the market ability
dengan perubahan teknologi, sebagai peluang bisnis yang dapat to promptly adapt to technological changes, are business
di eksplorasi dan di eksploitasi secara positif bagi perkembangan opportunities that can be explored and exploited positively for
bisnis Perusahaan di masa mendatang. the Company’s business development in the future.
Dewan Komisaris menyambut baik terbentuknya ID Survey di Board of Commissioners receives well the formation of ID Survey
mana Surveyor Indonesia menjadi bagian di dalamnya. Tidak in which Surveyor Indonesia takes part. In addition, Board of
hanya itu, Dewan Komisaris meyakini bahwa Perusahaan telah Commissioners believes that the Company is fully prepared to
memiliki kesiapan secara penuh untuk berkontribusi dalam contribute to the synergy built through this holding, not solely for
sinergi yang terbangun melalui holding ini, tidak hanya demi the Surveyor Indonesia’s business interests, but also to support
kepentingan bisnis Surveyor Indonesia semata, melainkan juga government policies and programs.
dalam rangka mendukung kebijakan dan program pemerintah.
Pandangan atas Penerapan Tata Kelola View on Good Corporate Governance

Perusahaan Implementation
Implementasi prinsip Tata Kelola Perusahaan yang Baik (GCG) The implementation of Good Corporate Governance (GCG)
merupakan tugas dan tanggung jawab Dewan Komisaris bersama principles is the duty and responsibility of Board of Commissioners
dengan Direksi beserta seluruh jajarannya. Dewan Komisaris alongwith Board of Directors and all management. Board
dan dengan Direksi berkomitmen untuk mengimplementasikan of Commissioners and Board of Directors are committed to
prinsip tata kelola perusahaan yang baik pada setiap aktivitas implementing the principles of good corporate governance in
Perusahaan. Dewan Komisaris tidak hanya bertanggung jawab every activity of the Company. Board of Commissioners is not
pada hasil akhir tetapi juga senantiasa memantau proses untuk only responsible for the final results but also constantly monitors
mencapai hasil yang diharapkan apakah telah sesuai dengan the process in achieving the expected results to be in compliance
peraturan dan prosedur yang berlaku. with applicable regulations and procedures.
Annual Report 2021

51
Sesuai dengan arahan pemegang saham, Dewan Komisaris In accordance with the shareholders direction, Board of
melalui komite yang berada di bawah Dewan Komisaris secara Commissioners through the committees under Board of
seksama melakukan pemantauan dan peninjauan mengenai Commissioners thoroughly monitors and reviews the suitability
kesesuaian aktivitas operasional Perusahaan terhadap peraturan of the Company’s operational activities with the prevailing
perundang-undangan yang berlaku dan best practices statutory regulations and best practices of GCG implementation,
penerapan GCG, baik yang berlaku di Indonesia maupun pada both in Indonesia and at the international level.
tingkat internasional.
Dewan Komisaris menilai bahwa Perusahaan telah dikelola Board of Commissioners considers that the Company has been
dengan baik dan sesuai dengan peraturan perundang- managed properly and in accordance with the prevailing statutory
undangan yang berlaku. Selain itu, kualitas penerapan GCG di regulations. Moreover, the quality of GCG implementation in the
lingkungan Perusahaan juga terus mengalami peningkatan yang Company’s environment also continues to improve as shown by
ditunjukkan dari semakin baik dan lengkapnya infrastruktur, the better and more complete infrastructure, soft structure, and
soft structure, serta mekanisme GCG yang dikembangkan GCG mechanisms developed by the Company.
Perusahaan.
Selain itu, hasil penilaian kualitas penerapan GCG berdasarkan In addition, the result of assessment on GCG implementation
Salinan Keputusan Sekretaris Kementerian BUMN No. SK- quality based on Copy of Decree of Secretary of Ministry of
16/S.MBU/2012 tentang Indikator/Parameter Penilaian dan SOE No. SK-16/S.MBU/2012 concerning Indicator/Parameter
Evaluasi atas Penerapan Tata Kelola Perusahaan yang Baik of Assessment and Evaluation of Implementation of Good
(Good Corporate Governance) pada BUMN juga menunjukkan Corporate Governance in SOEs also shows improvement. This
peningkatan. Hal ini dapat diartikan bahwa kualitas penerapan means that the GCG implementation quality in the Company is
GCG di Perusahaan semakin membaik. getting better.
Meskipun demikian, Dewan Komisaris tetap mengingatkan Nevertheless, Board of Commissioners remains to remind
Direksi untuk terus meningkatkan kualitas penerapan GCG Board of Directors to continue to improve the quality of GCG
dengan melakukan benchmarking terhadap best practices baik implementation by benchmarking against best practices from
dari perusahaan di Indonesia maupun di luar negeri. companies in Indonesia and abroad.
Pandangan dan Peran Dewan Komisaris View and Role of Board of Commissioners in
dalam Whistleblowing System Whistleblowing System
Surveyor Indonesia memiliki sistem pengaduan pelanggaran Surveyor Indonesia has whistleblowing system that can be used
(whistleblowing system) yang dapat digunakan oleh pihak by internal and external parties to report any fraud or internal
internal dan eksternal untuk melaporkan tindakan fraud atau violations through several channels provided by the Company.
pelanggaran internal melalui beberapa saluran yang disediakan Surveyor Indonesia continuously socialize the initiative to
Perusahaan. Surveyor Indonesia secara berkesinambungan employees, among others by e-learning and e-poster.
terus melakukan sosialisasi inisiatif tersebut kepada para
karyawan, di antaranya melalui e-learning dan e-poster.

Whistleblowing system diharapkan dapat mendeteksi dan Whistleblowing system is expected to detect and provide early
memberikan early warning sign terhadap potensi fraud warning sign against any potential fraud and violation so as to
dan pelanggaran sehingga mendukung penerapan GCG di support GCG implementation within the Company. Surveyor
lingkungan Perusahaan. Surveyor Indonesia telah memiliki unit Indonesia has special work unit that manages WBS, which is
kerja khusus yang mengelola WBS bertanggung jawab kepada responsible to President Director and reports directly to Board
Direktur Utama dan melapor secara langsung kepada Dewan of Commissioners. Board of Commissioners has conveyed
Komisaris. Dewan Komisaris telah menyampaikan arahan dan directions and supervised the preparation and implementation
melakukan pengawasan atas penyusunan dan penerapan of the whistleblowing system.
whistleblowing system.
Dewan Komisaris menilai bahwa penerapan whistleblowing Board of Commissioners considers that whistleblowing system
system di Perusahaan telah berjalan dengan cukup baik. implementation in the Company has been running quite well.
Dewan Komisaris mendorong untuk lebih ditingkatkan lagi Board of Commissioners encourages its implementation to
penerapannya melalui sosialisasi yang lebih masif kepada be further improved through more massive socialization to
para pemangku kepentingan sehingga lebih optimal lagi stakeholders for more optimal benefits.
kebermanfaatannya.
Penilaian Kinerja Komite di Bawah Dewan Assessment on Performance of Committees

Komisaris Under Board of Commissioners
Dalam menjalankan tugas dan tanggung jawabnya, Dewan In carrying out its duties and responsibilities, Board of
Komisaris dibantu oleh dua komite, yakni Komite Audit dan Commissioners is assisted by two committees, namely Audit
Komite Nominasi dan Remunerasi. Selama tahun 2021. Dewan Committee and Nomination and Remuneration Committee.
Komisaris menilai kedua komite tersebut telah melaksanakan During 2021, Board of Commissioners assessed that the two
fungsinya dengan baik serta memberikan pendapat dan committees had carried out their functions well and provided
saran kepada Dewan Komisaris dalam menjalankan fungsi opinions and suggestions to Board of Commissioners in carrying
pengawasan terhadap pengelolaan Perusahaan. out its supervisory function on the Company management.
Komite Audit menjalankan tugas dan tanggung jawabnya sesuai Audit Committee carries out its duties and responsibilities in
dengan Piagam Komite Audit dan telah memberikan sejumlah accordance with Audit Committee Charter and has provided
rekomendasi yang sangat berguna dalam pelaksanaan a number of recommendations extremely useful in the Board
tugas Dewan Komisaris. Komite Audit telah memastikan of Commissioners’ duties implementation. Audit Committee
terselenggaranya pengendalian internal dan secara efektif has ensured the implementation of internal control and
membantu Dewan Komisaris dalam pengawasan atas effectively assisted Board of Commissioners in supervising
pelaksanaan fungsi audit internal dan eksternal, implementasi the implementation of internal and external audit functions,
tata kelola perusahaan dan kepatuhan terhadap peraturan implementation of corporate governance and compliance with
perundang-undangan yang berlaku. Dalam pelaksanaan applicable statutory regulations. In carrying out its duties, Audit
tugasnya, Komite Audit telah mengadakan rapat dengan Dewan Committee has held meetings with Board of Commissioners
Komisaris dan rapat dengan mengundang Direktorat Keuangan and invited Directorate of Finance and Strategic Planning, and
dan Perencanaan Strategis, dan Satuan Pengawasan Intern Internal Audit Unit, as well as related Divisions.
(SPI), serta Divisi terkait.
Annual Report 2021

53
Demikian juga halnya dengan Komite Nominasi dan Remunerasi Likewise, Nomination and Remuneration Committee which
yang telah memberikan berbagai masukan terkait sistem has provided various inputs related to the human resources
pengelolaan dan manajemen sumber daya manusia dan sistem management system and remuneration system in the Company.
remunerasi di Perusahaan.
Perubahan Komposisi Dewan Komisaris Changes in Composition of Board of

Commissioners
Komposisi Dewan Komisaris pada tahun 2021 mengalami The composition of the Board of Commissioners in 2021 will
perubahan sebagaimana keputusan Rapat Umum Pemegang change according to the decision of the General Meeting
Saham tanggal 29 November 2021, Perusahaan telah of Shareholders on November 29, 2021, the Company has
memberhentikan dengan hormat Bambang Adi Winarso respectfully dismissed Bambang Adi Winarso as commissioner,
sebagai komisaris, untuk kemudian mengangkat Wawan and then appointed Wawan Sunarjo as Commissioner, so that
Sunarjo sebagai Komisaris, sehingga susunan Dewan Komisaris the composition of the Board of Commissioners at the end of
pada akhir tahun 2021 adalah sebagai berikut: 2021 is as follows:
Komisaris Utama : Iman Pambagyo President Commissioner : Iman Pambagyo

Komisaris Independen : Paulus Prananto Independent Commissioner : Paulus Prananto
Komisaris : Ferry Andrianto Commissioner : Ferry Andrianto
Komisaris : Wawan Sunarjo Commissioner : Wawan Sunarjo
Komisaris : Dody Widodo Commissioner : Dody Widodo
Atas nama Perusahaan, saya memberikan apresisasi dan ucapan On behalf of the Company, I would like to express my appreciation
terima kasih kepada Sdr. Iman Pambagyo dan Sdr. Bambang Adi and gratitude to Mr. Iman Pambagyo and Mr. Bambang Adi
Winarso atas dedikasi dan kontribusi yang diberikan selama Winarso for the dedication and contribution during their tenure
menjabat sebagai Dewan Komisaris Perusahaan. as the Company’s Board of Commissioners.
Apresiasi Appreciation
Surveyor Indonesia telah berhasil melalui tahun 2021 dengan Surveyor Indonesia has made it through 2021 with good
kinerja yang baik. Dewan Komisaris mengucapkan terima kasih performance. Board of Commissioners would like to thank
kepada pemegang saham atas kepercayaan dan dukungan the shareholders for their trust and support so that Board of
yang diberikan sehingga Dewan Komisaris dapat menjalankan Commissioners can carry out its duties and responsibilities
tugas dan tanggung jawabnya dengan baik. properly.

Dewan Komisaris juga mengucapkan terima kasih kepada Board of Commissioners would also like to thank customers,
pelanggan, mitra kerja, dan seluruh pemangku kepentingan atas business partners, and all stakeholders for the good
kerja sama yang telah terjalin dengan baik. Surveyor Indonesia cooperation. Surveyor Indonesia is committed to continuing to
berkomitmen untuk terus memberikan nilai dan manfaat yang provide sustainable value and benefits to Indonesian customers,
berkelanjutan kepada pelanggan, pemangku kepentingan, dan stakeholders and society.
masyarakat Indonesia.
Kepada Direksi dan seluruh Insan Surveyor Indonesia, Dewan To Board of Directors and all Surveyor Indonesia people, Board of
Komisaris memberikan apresiasi dan ucapan terima kasih Commissioners expresses its appreciation and gratitude for the
atas dedikasi dan kerja keras yang diberikan sehingga dapat dedication and hard work given bringing the Company to achieve
membawa Perusahaan meraih kinerja yang baik selama tahun good performance during 2021. Board of Commissioners invites
2021. Dewan Komisaris mengajak seluruh Insan Surveyor all Surveyor Indonesia people to continue to give their best in
Indonesia untuk terus memberikan kemampuan terbaiknya order to help the Company achieves sustainable performance
agar dapat membantu Perusahaan meraih pertumbuhan kinerja growth.
yang berkelanjutan.
Jakarta, 30 Juni 2022

Jakarta, June 30, 2022
Atas nama Dewan Komisaris
On behalf of Board of Commissioners
Dody Widodo
Komisaris Utama
Annual Report 2021

55
Laporan Direksi
Board of Directors Report
Di tengah berbagai tantangan yang
baik. Perusahaan semakin optimis

“
dihadapi, Surveyor Indonesia dapat
tetap bergerak dengan lincah dan
mampu membukukan kinerja yang
dapat meraih kinerja yang lebih baik lagi

di tahun-tahun mendatang.
In the midst of the various challenges

faced, Surveyor Indonesia was able
to remain agile and was able to
record a good performance. The
Company has become more
optimistic to achieve better
performance in the coming
years.
M. Haris Witjaksono
Direktur Utama
President Director

Pemegang Saham dan Para Pemangku Dear Shareholders and Stakeholders,

Kepentingan yang Terhormat,
Pertama-tama, izinkan kami atas nama Direksi untuk Firstly, allow us on behalf of Board of Directors to express our
memanjatkan puji dan syukur ke hadirat Tuhan Yang Mahakuasa praise and gratitude to the presence of God Almighty for His
atas nikmat dan karunianya kepada kita semua. Berkat izin-Nya favors and gifts to all of us. Thanks to His permission, Surveyor
pula, Surveyor Indonesia dapat melalui tahun 2021 yang Indonesia can go through 2021 which is full of challenges with
penuh tantangan dengan capaian kinerja yang baik. Sebuah good performance achievements. It is an honor for me on behalf
kebanggaan bagi saya atas nama Direksi untuk menyajikan of Board of Directors to present Surveyor Indonesia Annual
Laporan Tahunan Surveyor Indonesia beserta Laporan Keuangan Report along with the 2021 Financial Report, which has been
tahun buku 2021, yang telah diaudit oleh Kantor Akuntan Publik audited by Public Accounting Firm of Paul Hadiwinata, Hidajat,
Paul Hadiwinata, Hidajat, Arsono, Retno, Palilingan & Rekan dan Arsono, Retno, Palilingan & Partners and obtained unqualified
memperoleh opini wajar dalam semua hal yang material. opinion in all material respects.
Kondisi Ekonomi dan Industri TIC Tahun 2021 TIC Economic and Industrial Condition in 2021
Tahun 2021, pandemi COVID-19 telah memasuki tahun In 2021, the COVID-19 pandemic has entered its second year.
kedua. Namun demikian, pandemi belum berakhir dan masih However, the pandemic is not over yet and remains a major
menjadi tantangan utama bagi perekonomian global. Tingkat challenge for the global economy. The level of restrictions on
pembatasan mobilitas manusia atas terjadinya gelombang human mobility due to the occurrence of second wave of Delta
kedua penyebaran varian Delta dan kekhawatiran kemungkinan variant spread and concerns about the possibility of a third wave
terjadinya gelombang ketiga berpengaruh perekonomian di affect the economy in various countries.
berbagai negara.
Ekonomi Indonesia mulai bangkit di kuartal II/2021 dengan The Indonesian economy began to rise in the second quarter
membukukan pertumbuhan yang sangat kuat 7,07%. Namun, of 2021 by recording extremely high growth of 7.07%. However,
merebaknya varian Delta yang menyebabkan terjadinya the spread of Delta variant which caused a spike in daily cases
lonjakan kasus harian dan korban jiwa membuat ekonomi and fatalities made the Indonesian economy slop back in the
Indonesia kembali melandai di kuartal III/2021. Menghadapi hal third quarter of 2021. Facing this, the government implemented
tersebut, pemerintah menerapkan kebijakan Pemberlakukan a policy of Community Activities Restriction Enforcement (CARE)
Pembatasan Kegiatan Masyarakat (PPKM) dengan aturan yang with more detailed rules than the previous policy. This policy has
lebih detail dibandingkan kebijakan sebelumnya. Kebijakan ini proven to be effective in reducing the number of daily cases.
terbukti efektif untuk menekan jumlah kasus harian.
Sejalan dengan pemberlakukan PPKM, pemerintah juga telah In line with CARE implementation, the government has also
mengeluarkan sejumlah paket stimulus fiskal skala besar melalui issued a number of large-scale fiscal stimulus packages through
program Pemulihan Ekonomi Nasional (PEN) dengan anggaran National Economic Recovery program with a budget of IDR744.7
Rp744,7 triliun. Program PEN merupakan bentuk respons trillion. National Economic Recovery program is a form of policy
kebijakan yang ditempuh oleh pemerintah dalam upaya menjaga response taken by the government in effort to maintain and
dan mencegah aktivitas usaha dari pemburukan lebih lanjut, prevent business activities from further deteriorating, reduce
mengurangi semakin banyaknya pemutusan hubungan kerja the number of layoffs by providing credit interest subsidy for
dengan memberikan subsidi bunga kredit bagi debitur usaha affected micro, small and medium business debtors, accelerate
mikro, kecil, dan menengah yang terdampak, mempercepat national economic recovery, and support state financial policies.
pemulihan ekonomi nasional, serta untuk mendukung kebijakan
keuangan negara.
Annual Report 2021

57
Pemerintah tidak hanya memberikan dukungan dari sisi The government not only provides support from the demand
permintaan, tapi juga membuka keran permintaan termasuk side, but also opens the demand valve, including supporting
mendukung pembiayaan bagi UMKM dengan memberikan financing for MSME by providing credit interest subsidy stimulus
stimulus subsidi bunga kredit agar sektor UMKM dapat kembali for MSME sector back to operate. The government also makes
bergerak. Pemerintah juga berupaya meningkatkan konsumsi effort to increase consumption in the form of social assistance,
dalam bentuk bantuan sosial, ada juga stimulus pelonggaran stimulus for relaxing PPnBM (Sales tax on luxury goods), and VAT
PPnBM, dan stimulus PPN, untuk mendorong masyarakat stimulus, to encourage purchase by people.
berbelanja.
Kebijakan pemerintah tersebut juga didukung oleh Bank This government policy is also supported by Bank Indonesia
Indonesia (BI) yang di tahun 2021 menurunkan tingkat suku (BI) which in 2021 lowers the BI 7 Days Repo Rate by 25 bps to
bunga BI 7 Days Repo Rate sebesar 25 bps menjadi 3,50%, 3.50%, while Financial Services Authority (OJK) has also made
sedangkan Otoritas Jasa Keuangan (OJK) juga telah membuat a policy to extend the relaxation period for the affected debtors
kebijakan untuk memperpanjang masa relaksasi bagi debitur until March 2023.
yang terdampak hingga Maret 2023.
Melalui berbagai kebijakan tersebut, ekonomi Indonesia tumbuh Through these various policies, the Indonesian economy grows
lebih baik di tahun 2021, yaitu sebesar 3,69% dengan tingkat better in 2021, of 3.69% with the inflation rate being maintained
inflasi yang terjaga di level yang cukup rendah 1,87%. Neraca at a fairly low level of 1.87%. Indonesia’s trade balance in 2021 also
perdagangan Indonesia tahun 2021 juga tercatat mengalami recorded a fairly good surplus, amounting to US$35.34 billion,
surplus yang cukup baik, yaitu sebesar US$35,34 miliar, jauh much higher than the previous year of US$21.74 billion.
lebih tinggi dibandingkan tahun sebelumnya sebesar US$21,74
miliar.
Kendati demikian, di tengah kondisi tersebut industri jasa survei However, in the midst of these conditions, the survey service
masih menghadapi sejumlah tantangan. Hal ini disebabkan industry remain to face a number of challenges. This is because
masih banyak perusahaan yang masih sangat berhati-hati many companies remain very cautious in conducting business
dalam melakukan pengembangan usaha karena ketidakpastian development due to uncertainty in the COVID-19 pandemic
dalam penanganan pandemi COVID-19. Hal tersebut membuat handling. This makes the demand for survey and assurance
permintaan akan jasa survei dan pemastian relatif tidak services relatively not experience any significant growth
mengalami pertumbuhan yang berarti sepanjang tahun 2021. throughout 2021.
Kebijakan Strategis Perusahaan Company Strategic Policy
Menghadapi berbagai tantangan di tahun 2021, Surveyor Facing various challenges in 2021, Surveyor Indonesia remains
Indonesia tetap fokus untuk mencapai target-target yang focused on achieving the targets set in the Company’s Work
telah ditetapkan dalam Rencana Kerja dan Anggaran Plan and Budget (WPB) 2021. Surveyor Indonesia seeks to
Perusahaan (RKAP) 2021. Surveyor Indonesia berupaya untuk optimize every existing potential and opportunity by focusing on
mengoptimalkan setiap potensi dan peluang yang ada dengan the strength of the Company’s resources.
berfokus pada kekuatan sumber daya yang dimiliki Perusahaan.

Untuk mencapai sasaran perusahaan di tahun anggaran 2021, To achieve the company’s targets in the 2021 fiscal year, a
maka disusun Program Strategis Korporat sesuai dengan 5 Corporate Strategic Program is prepared in accordance with 5
prioritas BUMN: Nilai Ekonomi dan Sosial untuk Indonesia, Inovasi SOE (State-Owned Enterprise) priorities: Economic and Social
Model Bisnis, Kepemimpinan Teknologi, Peningkatan Investasi Value for Indonesia, Business Model Innovation, Technology
dan Pengembangan Talenta, dengan masing-masing leading Leadership, Investment Enhancement and Talent Development,
unit yang bertanggung jawab terhadap inisiatif strategis tersebut. with each leading unit responsible for the strategic initiative.
Implementasi dari strategi perusahaan dan inisiatif strategis The implementation of the corporate strategy and the sub-
sub-klaster Surveyor diturunkan menjadi 37 program strategis cluster strategic initiatives of Surveyor is reduced to 37
korporat yang pelaksanaannya dilakukan dari tahun 2020-2024. corporate strategic programs, the implementation of which is
Sehingga untuk RKAP 2021, ditentukan beberapa program carried out from 2020-2024. Therefore for the 2021 WPB, several
strategis yang akan diimplementasikan di tahun 2021 untuk strategic programs are determined to be implemented in 2021
ditindaklanjuti oleh masing-masing unit dari sektor bisnis dan to be followed up by each unit from the business sector and
unit pendukung sebagai program kerja. supporting units as work program
1. Nilai Ekonomi dan Sosial untuk Indonesia 1. Economic and Social Value for Indonesia
Keberadaan BUMN harus meningkatkan nilai ekonomi dan The existence of SOE must increase the economic value and
dampak sosial terutama di bidang ketahanan pangan, social impact, especially in food sustainability, energy, and
energi, dan kesehatan. Dalam merealisasikan tujuan health sector. In realizing these goals, Surveyor Indonesia
tersebut, Surveyor Indonesia akan melakukan program will carry out strategic programs.
strategis.
2. Inovasi Model Bisnis 2. Business Model Innovation
Restrukturisasi model bisnis melalui pembangunan Restructuring the business model through ecosystem
ekosistem, kerja sama, perkembangan kebutuhan development, cooperation, stakeholders needs
stakeholders, dan fokus pada core bisnis. development, and focusing on core business.
3. Kepemimpinan Teknologi 3. Technology Leadership
BUMN harus memimpin secara global dalam teknologi SOE must take the global lead in strategic technology and
strategis dan melembagakan kapabilitas digital seperti data institutionalize digital capabilities such as data management,
management, advance management, big data, artifical advance management, big data, artificial intelligence, etc.
intelligence, dll. Untuk mendukung tujuan tersebut, Surveyor To support this goal, Surveyor Indonesia has developed
Indonesia mengembangkan program strategis terkait strategic programs related to digitalization for the company’s
digitalisasi untuk kepentingan internal maupun eksternal internal and external interests.
perusahaan.
4. Peningkatan Investasi 4. Investment Enhancement
BUMN harus mengoptimalkan nilai aset dan menciptakan SOE must optimize asset value and create healthy
ekosistem investasi yang sehat. Untuk mewujudkan tujuan investment ecosystem. To achieve this goal, Surveyor
ini, Surveyor Indonesia menetapkan inisiatif strategis dan Indonesia has established strategic initiatives and several
beberapa program strategis. strategic programs.
5. Pengembangan Talenta 5. Talent Development
BUMN mempunyai tugas untuk mengedukasi dan melatih SOE has the duty of educating and training workers
tenaga kerja mengembangkan SDM berkualitas untuk to develop quality human resources for Indonesia,
Indonesia, profesionalisasi tata kelola, dan sistem seleksi professionalizing governance, and HR selection system.
SDM.
Annual Report 2021

59
Selain itu, Surveyor Indonesia juga melakukan strategi mapping In addition, Surveyor Indonesia also carried out mapping
yang dilakukan melalui pendekatan balanced scorecard untuk strategy through balanced scorecard approach to map the
memetakan kaitan antar komponen strategi dalam RJPP 2020- linkages between strategic components in the 2020-2024 WPB.
2024. Strategi korporat untuk tahun 2020-2024 pada tingkat The corporate strategy for 2020-2024 at the corporate level is
korporat adalah “RISE”, yaitu strategi korporat untuk semakin “RISE”, which is a corporate strategy to move up and become
naik dan menjadi pemain dominan di pasar TIC terutama di dominant player in TIC market, especially in sectors on which the
sektor-sektor yang menjadi fokus korporat. corporate focuses.
Strategi yang telah diformulasikan adalah sebagai berikut: The strategies that have been formulated are as follows:
1. Reinforce existing business to become a dominant player 1. Reinforce existing business to become a dominant player
2. Increase and expand through new business development 2. Increase and expand through new business development
3. Synergize internal business processes and organization 3. Synergize internal business processes and organization
structure structure
4. Enhance company competitiveness and capability 4. Enhance company competitiveness and capability
Tantangan yang Dihadapi dan Upaya Challenges Faced and Efforts to Overcome
Mengatasinya Them
Pandemi COVID-19 masih menjadi tantangan utama The COVID-19 pandemic remains be a major challenge for
bagi Surveyor Indonesia di tahun 2021. Hal ini khususnya Surveyor Indonesia in 2021. This is particularly relevant to the
berkaitan dengan operasional Perusahaan yang masih harus Company’s operations, which still have to adjust to various
menyesuaikan dengan berbagai pembatasan yang diberlakukan restrictions imposed in connection with the COVID-19 pandemic.
sehubungan dengan terjadinya pandemi COVID-19.
Di tengah kondisi tersebut, Surveyor Indonesia berupaya In the midst of these conditions, Surveyor Indonesia strives
untuk mempertahankan eksistensi TIC di pasar, baik melalui to maintain the existence of TIC in the market, either through
pembaharuan teknologi untuk bisnis eksisting, memasuki sektor updating technology for existing businesses, entering secondary
sekunder maupun tersier yang belum tersentuh oleh industri TIC, and tertiary sectors that have not been touched by TIC industry,
serta menciptakan model bisnis baru sesuai dengan peluang and creating new business models according to existing
yang ada. opportunities.
Tantangan lain yang dihadapi Surveyor Indonesia di tahun 2021 Other challenges faced by Surveyor Indonesia in 2021 are
adalah pertumbuhan ekonomi yang masih belum sepenuhnya economic growth that has not yet fully recovered and fears of
pulih dan kekhawatiran akan terjadinya gelombang selanjutnya the next wave of the COVID-19 pandemic, which has forced
dari pandemi COVID-19 yang membuat banyak pelaku usaha many business actors to postpone their business expansion
yang menunda rencana ekspansi usahanya. Hal ini membuat plans. As the result, demand growth for TIC services remains
pertumbuhan permintaan akan jasa TIC masih relatif stagnan relatively stagnant compared to the previous year.
dibandingkan tahun sebelumnya.

Kinerja Surveyor Indonesia Tahun 2021 Surveyor Indonesia Performance in 2021
Melalui berbaga insiatif strategis yang dijalankan sepanjang Through various strategic initiatives carried out throughout
tahun 2021, Surveyor Indonesia dapat membukukan kinerja 2021, Surveyor Indonesia is able to record quite encouraging
operasional dan keuangan yang cukup membanggakan. operational and financial performance. The company recorded
Perusahaan mencatat pendapatan usaha jasa sebesar service operating revenues of IDR1,604,633 million, an increase
Rp1.604.633 juta, naik 13,07% dari tahun sebelumnya Rp1.419.102 of 13.07% from the previous year of IDR1,419,102 million.
juta.
Pertumbuhan pendapatan usaha tersebut salah satunya One of the reasons for this growth in operating income is the
dikontribusi oleh Segmen Penguatan Institusi dan Kelembagaan Agency and Institutional Strengthening Segment, which during
yang selama tahun 2021 meningkat 35,49% menjadi Rp420.907 2021 increased 35.49% to IDR420,907 million from IDR310,651
juta dari tahun sebelumnya Rp310.651 juta. Demikian pula dengan million in the previous year. Likewise, the Infrastructure Segment
Segmen Infrastruktur yang mencatat pertumbuhan pendapatan recorded revenue growth of 40.67% to IDR352,405 million.
sebesar 40,67% menjadi Rp352.405 juta.
Di lain pihak, beban pokok usaha jasa Surveyor Indonesia On the other hand, Surveyor Indonesia’s services operating
tahun 2021 hanya tercatat mengalami peningkatan 10,59% expenses in 2021 only recorded an increase of 10.59% to
menjadi Rp1.196.092 juta, sehingga laba tahun berjalan yang IDR1,196,092 million, thus profit of the year recorded by the
dibukan Perusahaan meningkat 51,88% menjadi Rp155.570 juta. Company increased 51.88% to IDR155,570 million. The increase
Peningkatan laba tahun berjalan tersebut juga diiringi dengan in profit of the year was also accompanied by an increase in Net
meningkatnya Net Profit Margin dari 7,2% di tahun 2020 mejadi Profit Margin from 7.2% in 2020 to 9.7% in 2021.
9,7% di tahun 2021.
Perusahaan juga berhasil mencatat pertumbuhan aset sebesar The company also managed to record asset growth of 4.89%
4,89% menjadi Rp1.827.269 juta, meningkat 4,89%. Selain to IDR1,827,269 million, an increase of 4.89%. In addition, the
itu, ekuitas Perusahaan tahun 2021 juga tercatat mengalami Company’s equity in 2021 also recorded an increase of 8.73% to
peningkatan sebesar 8,73% menjadi Rp1.494.178 juta. IDR1,494,178 million.
Perbandingan Target dan Realisasi Target and Realization Comparison
Kinerja Surveyor Indonesia tahun 2021 secara umum berada Surveyor Indonesia Performance in 2021 in general is above the
di atas target yang ditetapkan pada RKAP 2021. Walaupun target set in the 2021 WPB. However, a number of performance
demikian, masih terdapat sejumlah indikator kinerja yang masih indicators are still below the target set.
berada di bawah target yang ditetapkan.
Uraian RKAP 2021 (Rp juta) Realisasi 2021 (Rp juta) Pencapaian (%)
Description WPB 2021 (IDR million) Realization 2021 (IDR million) Achievement (%)
Pendapatan Usaha
1.458.712 1.604.633 110,0
Operating Income
Beban Jasa
1.050.188 1.196.092 113,9
Service Expenses
Laba Operasi Sebelum Bagian Laba Kerja Sama
Operasi (KSO)
408.524 408.540 100,0
Operation Profit Before Share of Joint Operation
Profit
Annual Report 2021

61
Uraian RKAP 2021 (Rp juta) Realisasi 2021 (Rp juta) Pencapaian (%)
Description WPB 2021 (IDR million) Realization 2021 (IDR million) Achievement (%)
Laba Kerja Sama Operasi (KSO)

115.000 121.168 105,4
Joint Operation Profit
Laba Operasi
523.524 529.709 101,2
Operation Profit
Beban Pemasaran, Umum & Administrasi (PUA)
326.438 331.508 101,6
Marketing, General & Administrative Expenses
Laba Usaha
197.086 198.201 100,6
Operating Profit
Pendapatan & Beban di Luar Usaha
6.000 3.376 56,3
Non-Business Income & Expenses
Laba/(Rugi) Bersih Sebelum Pajak
203.086 201.576 99,3
Net Profit/(Loss) Before Tax
Taksiran Pajak Penghasilan Badan
48.647 46.006 94,6
Estimated Corporate Income Tax
Laba/(Rugi) Bersih Tahun Berjalan
154.439 155.570 100,7
Net Profit/(Loss) for the Year
Pendapatan Komprehensif Lainnya
- (21.202) n,a
154.439 134.368 87,0
Comprehensive Profit for the Year
Laba Bersih Tahun Berjalan yang diatribusikan kepada:
Net Profit for the Year attributable to:
Pemilik Entitas Induk
154.114 154.844 100,5
Parent Entity Owner
Kepentingan Non-Pengendali
325 726 223,7
Non-controlling Interests
Laba Komprehensif Tahun Berjalan yang diatribusikan kepada:
Comprehensive Income for the Year attributable to:
154.114 133.643 86,7
Parent Entity Owner
325 725 223,5
Prospek Usaha Business Prospect
Tahun 2022 masih akan menjadi tahun yang menantang. 2022 will still be a challenging year. The COVID-19 pandemic
Perkembangan pandemi COVID-19 menjadi faktor yang sangat development is a factor that greatly affects economic
mempengaruhi perkembangan perekonomian. Meskipun development. Nevertheless, the process of economic recovery
demikian, proses pemulihan ekonomi masih akan terus will continue and the national economy is predicted to grow
berlanjut dan ekonomi nasional diprediksi akan tumbuh lebih better in 2022. Bank Indonesia predicts Indonesia’s economic
baik di tahun 2022. Bank Indonesia memprediksi pertumbuhan growth in 2022 will be in the range of 4.7% - 5.5%. The economic
ekonomi Indonesia tahun 2022 akan berada pada kisaran 4,7% growth will be supported by increase in household consumption
- 5,5%. Pertumbuhan ekonomi tersebut akan ditopang oleh and increase in exports, especially commodity products.
peningkatan konsumsi rumah tangga dan peningkatan ekspor,
khususnya produk komoditas.

Sektor industri diprediksi akan tumbuh lebih baik di tahun The industrial sector is predicted to grow better in 2022 in line
2022 sejalan dengan membaiknya pertumbuhan ekonomi. with improving economic growth. The company is optimistic to
Perusahaan optimis menghadapi tahun 2022 dan telah face 2022 and has prepared various strategies. In accordance
menyiapkan berbagai strategi. Sesuai peta strategi RJPP Tahun with the 2020-2024 WPB strategy map, in 2022 the Company
2020-2024, pada tahun 2022 Perusahaan mempunyai target has target to “Set National Dominance” or become dominant
untuk “Set National Dominance” atau menjadi pemain dominan player in the Indonesian TIC market. In 2022, it is estimated that
di pasar TIC Indonesia. Di tahun 2022 diperkirakan akan terjadi economy will recover with the COVID-19 pandemic being under
pemulihan ekonomi seiring dengan terkendalinya Pandemi control in Indonesia with massive mass vaccinations. Indication of
COVID-19 di Indonesia dengan masifnya vaksinasi masal. Indikasi economic recovery can be seen from the global manufacturing
pemulihan ekonomi dapat terlihat dari Purchasing Managers Purchasing Managers Index (PMI) which is in the expansion zone
Index (PMI) manufaktur global yang berada pada zona ekspansif & rising commodity prices due to increasing global demand.
& kenaikan harga komoditas karena meningkatnya permintaan The dynamics of the COVID-19 pandemic in 2022 must remain a
global. Dinamika Pandemi COVID-19 di tahun 2022 harus tetap concern as it is downside risk in the pace of economic recovery.
menjadi perhatian karena menjadi downside risk dalam laju
pemulihan ekonomi.
Pasar TIC pada 12 sektor bisnis di pasar domestik pasca- TIC market in 12 business sectors in domestic market after
COVID-19 mengalami penurunan signifikan, hampir di seluruh COVID-19 experienced a significant decline, in almost all sectors
sektor kecuali farmasi dan jasa kesehatan, serta makanan except pharmaceuticals and health services, as well as staple
pokok. Pasar TIC Global pun mengalami penurunan hingga foods. The Global TIC market also experienced a decline to
rata-rata pertumbuhan hanya 1,1% dari analisis BCG di tahun an average growth of only 1.1% from BCG analysis in 2020. It
2020. Diharapkan di tahun 2022 mengalami rebound dengan is expected that in 2022 there will be rebound with normal
telah dimulainya operasional sektor-sektor tersebut secara operations of these sectors starting. This potential can be
normal. Potensi ini dapat dioptimalkan dengan melakukan optimized by developing products and services, especially in
pengembangan produk dan jasa khususnya pada sektor-sektor new industrial sectors that the Company has not yet entered.
industri yang baru yang belum dimasuki Surveyor Indonesia. In order to facilitate the penetration of new industrial sectors,
Dalam rangka mempermudah penetrasi sektor industri yang Surveyor Indonesia synergizes and collaborates with members
baru, Perusahaan bersinergi dan berkolaborasi dengan anggota of Survey Services Holding SOE with the following strategies:
BUMN Holding Jasa Survei dengan strategi sebagai berikut:
• Melakukan sinergi dalam rangka meningkatkan efisiensi • Performing synergy in order to increase efficiency and
dan utilisasi, berupa pemanfaatan sumber daya bersama utilization, by utilizing shared resources in all operating facilities,
pada seluruh fasilitas operasi, sarana prasarana, kompetensi infrastructure, personnel competencies, and laboratories
personil, dan laboratorium yang tersebar di seluruh wilayah spread across the working areas of Survey Services SOE;
kerja BUMN Jasa Survei;
• Berkolaborasi dengan sesama anggota BUMN Jasa Survei • Collaborating with fellow members of Survey Services SOE
dalam memperkuat posisi dan meningkatkan keunggulan in strengthening the position and increasing the competitive
kompetitif BUMN Holding Jasa Survei melalui: advantage of Survey Services Holding SOE by:
— Memprioritaskan pelaksanaan pekerjaan sesama — Prioritizing the implementation of work of fellow members
anggota BUMN HJS dalam rangka menurunkan tingkat of Survey Services Holding SOE in order to reduce the level
ketergantungan kepada pihak ketiga; of dependence on third parties;
— Melakukan kolaborasi bisnis dalam rangka pengembangan — Conducting business collaboration in the context of
bisnis : (1) Investasi yang besar; (2) Market yang besar; (3) business development: (1) Big investment; (2) large market;
Infrastruktur dan sumber daya yang besar. (3) Huge infrastructure and resources.
Annual Report 2021

63
• Melakukan integrasi dan standarisasi untuk common function • Performing integration and standardization for common
dengan tujuan untuk meningkatkan efektivitas dan efisiensi functions for increasing the effectiveness and efficiency as
serta tingkat layanan kepada pelanggan melalui: well as the level of service to customers through:
— Pemanfaatan dan adaptasi terhadap teknologi terkini; — Utilization and adaptation to the latest technology;
— Peningkatan kapasitas dan kapabilitas Human Capital — Increasing the capacity and capability of Human Capital
berstandar global. with global standards.
Penerapan Tata Kelola Perusahaan yang Implementation of Good Corporate

Baik Governance
Surveyor Indonesia memiliki kewajiban moral yang tinggi untuk Surveyor Indonesia has a high moral obligation to apply the
menerapkan prinsip-prinsip Tata Kelola Perusahaan yang Baik principles of Good Corporate Governance (GCG), consisting
atau Good Corporate Governance (GCG) yang terdiri dari 5 of 5 (five) principles, namely transparency, accountability,
(lima) dasar, yaitu transparansi, akuntabilitas, responsibilitas, responsibility, independence, and fairness. The implementation
independensi, dan kewajaran. Pelaksanaan prinsip GCG tertuang of GCG principles is contained in the organizational structure
dalam skema struktur organisasi, pedoman dan kebijakan, scheme, guidelines and policies, activity program, and individual
program kegiatan, dan perilaku individu. behavior.
Penyempurnaan struktur organisasi telah dilakukan Surveyor Surveyor Indonesia has made improvement to the organizational
Indonesia pada 21 Oktober 2021 dengan tujuan agar organisasi structure on October 21, 2021 in order to make the company’s
perusahaan menjadi lebih dinamis, lincah, dan responsif organization more dynamic, agile, and responsive to business
terhadap kebutuhan usaha. Penyusunan pedoman juga needs. Guideline is also prepared by Board of Commissioners
dilakukan oleh Dewan Komisaris dan Direksi untuk memberikan and Board of Directors to limit the responsibilities of each of
batasan tanggung jawab kepada setiap organ Perusahaan agar the Company’s organs so that the inter-organ relations can
pola hubungan antarorgan dapat terjalin dengan harmonis dan be established harmoniously and able to achieve the existing
mampu mencapai visi dan misi yang ada. Keberadaan organ vision and mission. The existence of supporting organs will be
pendukung akan didukung oleh perangkat kebijakan sebagai supported by policy instrument as process and mechanism
proses dan mekanisme dari good governance yang secara of good governance which are periodically reviewed and
berkala ditinjau dan dimutakhirkan agar relevan terhadap updated to be relevant to business development and applicable
perkembangan usaha dan regulasi yang berlaku. regulations.
Surveyor Indonesia juga telah menginternalisasikan budaya Surveyor Indonesia has also internalized the AKHLAK – SOE
AKHLAK – BUMN selama satu tahun terakhir dan menerbitkan (Trustworthy, Competent, Harmonious, Loyal, Adaptive, and
buku putih dan panduan perilaku AKHLAK di lingkungan Surveyor Collaborative) culture over the past year and published white
Indonesia. Berdasarkan hasil survei awareness AKHLAK tahun paper and guidelines for AKHLAK behavior within Surveyor
2021, skor awareness karyawan Surveyor Indonesia terhadap Indonesia. Based on the results of AKHLAK awareness survey
budaya AKHLAK mencapai skor 80,99 dan 84% karyawan telah in 2021, the awareness score of Surveyor Indonesia employees
mencapai tingkat awareness yang baik. towards AKHLAK culture reached a score of 80.99 and 84% of
employees had achieved a good level of awareness.
Penerapan prinsip dan praktik tata kelola perusahaan yang baik The good corporate governance practices and principles
di Surveyor Indonesia mengalami peningkatan setiap tahunnya. implementation in Surveyor Indonesia has increased every year.
Perusahaan melakukan assessment atau penilaian atas The company conducts assessment on GCG implementation in

penerapan GCG tahun 2021 dengan mengacu pada Keputusan 2021 by referring to Decree of Secretary of Ministry of SOE No.
Sekretaris Kementerian BUMN No. SK-16/S.MBU/2012 tertanggal SK-16/S.MBU/2012 dated June 6, 2012 concerning Indicator/
6 Juni 2012 tentang Indikator/Parameter Penilaian dan Evaluasi Parameter of Assessment and Evaluation of Implementation of
atas Penerapan Tata Kelola Perusahaan yang Baik (Good Good Corporate Governance in State-Owned Enterprise.
Corporate Governance) pada Badan Usaha Milik Negara.
Pada tahun 2021, Surveyor Indonesia mendapatkan skor 88,99 In 2021, Surveyor Indonesia obtained a score of 88.99. An
Meningkat dibandingkan dengan tahun sebelumnya yaitu 84,97. increase compared to the previous year which was 84.97.
Perubahan Komposisi Direksi Change in Composition of Board of Directors
Komposisi Direksi pada tahun 2021 mengalami perubahan The composition of Board of Directors in 2021 has changes
sebagaimana keputusan Rapat Umum Pemegang Saham according to the decision of General Meeting of Shareholders
tanggal 2 Juli 2021, Perusahaan telah memberhentikan dengan dated July 2, 2021, the Company has honorably dismissed
hormat Dian M. Noer sebagai Direktur Utama, Tri Widodo sebagai Dian M. Noer as President Director, Tri Widodo as Commercial
Direktur Komersial 1, dan Darwin Abas sebagai Direktur Komersial Director 1, and Darwin Abas as Commercial Director 2, to then
2, untuk kemudian mengangkat Muhammad Haris Witjaksono appoint Muhammad Haris Witjaksono and Saifuddin Wijaya as
dan Saifuddin Wijaya masing-masing sebagai Direktur Utama President Director and Commercial Director respectively, thus
dan Direktur Komersial, sehingga susunan Direksi pada akhir the composition of Board of Directors at the end of 2021 is as
tahun 2021 adalah sebagai berikut: follows:
Direktur Utama : Muhammad Haris Witjaksono President Director : Muhammad Haris Witjaksono
Direktur Komersial : Saifuddin Wijaya Director of Commercial : Saifuddin Wijaya
Direktur Sumber Daya Manusia : Lussy Ariani Seba Director of Human Resources : Lussy Ariani Seba
Direktur Keuangan dan Director of Finance and
Manajemen Risiko Perusahaan : Rosmanidar Zulkifli Risk Management : Rosmanidar Zulkifli
Atas nama Perusahaan, kami memberikan apresiasi dan ucapan On behalf of the Company, we express our appreciation and
terima kasih kepada Sdr. Dian M. Noer, Sdr. Tri Widodo, dan Sdr. gratitude to Mrs. Dian M. Noer, Mr. Tri Widodo, and Mr. Darwin
Darwin Abas atas dedikasi dan kontribusi yang diberikan kepada Abas for their dedication and contribution to the Company
Perusahaan selama menjabat sebagai Direksi Perusahaan. during their tenure as the Company’s Directors.
Penutup Closing
Secara khusus, Direksi menyampaikan syukur dan rasa bangga In particular, Board of Directors expresses gratitude and pride
atas seluruh kerja sama dan kerja keras yang telah ditunjukkan for all the cooperation and hard work that has been shown by
seluruh pihak dalam menghadapi tantangan di tahun 2021. all parties in facing the challenges in 2021. Board of Directors
Direksi menyampaikan apresiasi dan terima kasih kepada expresses appreciation and gratitude to the shareholders for
pemegang saham atas kepercayaan dan sumbangsihnya dalam their trust and contribution in the business development of
pengembangan usaha Surveyor indonesia. Surveyor Indonesia.
Annual Report 2021

65
Direksi juga berterima kasih kepada Dewan Komisaris dan Board of Directors would also like to thank Board of
regulator yang telah memberikan bimbingan dan nasihat dalam Commissioners and regulators who have provided guidance and
perjalanan Surveyor Indonesia, kami berkomitmen untuk terus advice in the course of Surveyor Indonesia, we are committed to
meningkatkan tata kelola dan kinerja Surveyor Indonesia yang continuously improve the better governance and performance
lebih baik di masa mendatang. of Surveyor Indonesia in the future.
Apresiasi juga kami sampaikan bagi seluruh karyawan dan mitra We also extend our appreciation to all employees and business
bisnis yang telah menjadi bagian penting dalam perjalanan partners who have become important part in Surveyor
Surveyor Indonesia. Kami meyakini, Surveyor Indonesia Indonesia’s journey. We believe that Surveyor Indonesia will
akan tumbuh secara positif dan berkesinambungan berkat grow positively and sustainably thanks to the trust and good
kepercayaan dan kerja sama yang baik antara manajemen cooperation between management and various stakeholders.
dengan beragam pemangku kepentingan yang ada.
Surveyor Indonesia akan terus memberikan usaha dan layanan Surveyor Indonesia will continue to provide the best effort and
yang terbaik dan bersama mencapai visi untuk “Menjadi service and together achieve the vision to “Become National
perusahaan Independent Assurance Nasional yang diakui dunia Independent Assurance company recognized worldwide in
dalam memberikan solusi menyeluruh kepada pelanggan”. providing comprehensive solutions to customers”.

Atas nama Direksi
On behalf of Board of Directors
Muhammad Haris Witjaksono

Direktur Utama
President Director

Annual Report 2021

67
Surat Pernyataan Anggota Dewan Komisaris Tentang

Tanggung Jawab atas Kebenaran Isi
Laporan Tahunan 2021 PT Surveyor Indonesia
Accountability Statement of The Board of Commissioners
for the 2021 Annual Report of PT Surveyor Indonesia
Kami yang bertanda tangan di bawah ini, Dewan Komisaris We, the undersigned, Board of Commissioners of PT Surveyor
PT Surveyor Indonesia menyatakan bahwa semua informasi Indonesia declare that all information in the 2021 Annual Report
dalam Laporan Tahunan PT Surveyor Indonesia 2021 telah of PT Surveyor Indonesia has been disclosed completely and
dimuat secara lengkap dan bertanggung jawab penuh atas we are fully responsible for the truthfulness of the content of the
kebenaran isi Laporan Tahunan Perusahaan. Company Annual Report.
Demikian pernyataan ini dibuat dengan sebenarnya. This statement is made truthfully.

Paulus Prananto Ferry Andrianto

Komisaris Independen Komisaris
Independent Commissioner Commissioner
Dody Widodo
Komisaris Utama
Wawan Sunarjo Djatmiko Bris Witjaksono

Komisaris Komisaris
Commissioner Commissioner

Surat Pernyataan Anggota Direksi Tentang

Tanggung Jawab atas Kebenaran Isi
Laporan Tahunan 2021 PT Surveyor Indonesia
Accountability Statement of The Board of Directors
for the 2021 Annual Report of PT Surveyor Indonesia
Kami yang bertanda tangan di bawah ini, Direksi PT Surveyor We, the undersigned, Board of Directors of PT Surveyor
Indonesia menyatakan bahwa semua informasi dalam Laporan Indonesia declare that all information in the 2021 Annual Report
Tahunan PT Surveyor Indonesia 2021 telah dimuat secara lengkap of PT Surveyor Indonesia has been disclosed completely and
dan bertanggung jawab penuh atas kebenaran isi Laporan we are fully responsible for the truthfulness of the content of the
Tahunan Perusahaan. Company Annual Report.
Demikian pernyataan ini dibuat dengan sebenarnya. This statement is made truthfully.

Muhammad Haris Witjaksono Rosmanidar Zulkifli

Direktur Utama Direktur Keuangan dan Perencanaan Strategis
President Director Director of Finance and Strategic Planning
Saifuddin Wijaya Lussy Ariani Seba

Direktur Komersial Direktur Sumber Daya Manusia
Director of Commercial Director of Human Resources
Annual Report 2021

69
“
Identitas Perusahaan
Corporate Identity
Kini Surveyor Indonesia kian mantap mencapai visi menjadi

perusahaan Independent Assurance kelas dunia.
Now Surveyor Indonesia is increasingly determined to achieve the vision of
becoming a world-class Independent Assurance company.

Nama Perusahaan
Company Name
Status Badan Hukum Perseroan Terbatas/Badan Usaha Milik Negara (BUMN)
Legal Entity Status Limited Liabilities Company/State-Owned Enterprise (SOE)
Tanggal Pendirian 1 Agustus 1991

Date of Establishment August 1, 1991
Akta Pendirian No. 154 tanggal 29 Juli 1991 yang dibuat di hadapan Muhani Salim, SH., Notaris yang berkedudukan
Dasar Hukum Pendirian di Jakarta, yang kemudian diubah dengan Akta No. 20 tanggal 6 November 1991 di hadapan notaris yang sama.
Deed of Establishment Deed of Incorporation No. 154 dated July 29, 1991, made before Muhani Salim, SH., a Notary domiciled in Jakarta,
which was then amended by Deed No. 20 dated November 6, 1991 made before the same notary.
Melakukan kegiatannya pada bidang Survei, Verifikasi, Inspeksi, Sertifikasi dan Konsultansi dengan proses bisnis
secara umum dibagi menjadi 2 (dua), yaitu proses Bisnis terkait Operasional dan Proses Bisnis yang terkait dengan
Kegiatan Usaha
Pembuatan kebijakan Perusahaan.
Business Activities
Inspection, Certification and Consultancy in which the business process is generally divided into 2 (two), which are
Business Process related to Operations and Business Process related to Company Policy Making.
Negara/Pemerintah Republik Indonesia
Kepemilikan PT Biro Klasifikasi Indonesia (Persero) 85,12%
Ownership Societe Generale de Surveillance SA 10,40%
PT Sucofindo 4,48%
Modal Dasar Rp50.000.000.000,-

Authorized Capital IDR50,000,000,000.-
Modal DItempatkan dan Disetor Penuh Rp25.000.000.000,-

Issued and Fully Deposited Capital IDR25,000,000,000.-
Jaringan Usaha 11 kantor cabang dalam negeri dan 1 kantor cabang di luar negeri
Business Network 11 domestic branches and 1 overseas branch
Karyawan Tetap 545 orang

Permanent employees 545 people
Graha Surveyor Indonesia

Alamat Kantor Pusat Jl. Jend. Gatot Subroto Kav. 56
Head Office Address Jakarta 12950
Indonesia
Telepon
+62-21-526 55 26
Telephone
Faksimile
+62-21-526 55 25
Facsimile
Surat Elektronik
surveyorindonesia@ptsi.co.id
E-mail
Situs Web
www.ptsi.co.id
Website
Facebook : Surveyor Indonesia
Media Sosial Instagram : @surveyor.id
Social Media Twitter : @surveyor_id
Linkedin : Surveyor Indonesia
Ngakan Made Oka Dhyana
Sekretaris Perusahaan Telp./Phone : +6221 526 55 26
Company Secretary Fax : +6221 526 55 31
E-mail : nm.okadhyana@ptsi.co.id
Annual Report 2021

73
Sekilas Surveyor Indonesia

Surveyor Indonesia at a Glance
Kilas Sejarah Surveyor Indonesia Brief History of Surveyor Indonesia
Surveyor Indonesia, atau disebut juga “Surveyor Indonesia”, Surveyor Indonesia , or “Surveyor Indonesia”, was established
didirikan pada tanggal 1 Agustus 1991 sebagai suatu badan usaha on August 1, 1991 as a joint venture between the Government of
bersama antara Pemerintah Republik Indonesia, PT Sucofindo, the Republic of Indonesia, PT Sucofindo, and Societe Generale
dan Societe Generale de Surveillance, SA (SGS) berdasarkan de Surveillance, SA (SGS), based on the Foreign Investment
Undang-Undang Penanaman Modal Asing No. 1 Tahun 1967, Law No. 1 of 1967, Law No. 11 of 1970, Government Regulation No.
Undang-Undang No. 11 Tahun 1970, Peraturan Pemerintah No. 45 of 1991 and the approval of the President of the Republic of
45 Tahun 1991, dan Persetujuan Presiden Republik Indonesia Indonesia No. B-243/Pres/7/1991 dated July 25, 1991, through
No. B-243/Pres/7/1991 tanggal 25 Juli 1991, melalui Surat the Notification Letter on Presidential Approval from the the
Pemberitahuan tentang Persetujuan Presiden dari Ketua Badan Investment Coordinating Board Chairman No. 208/I/PMA/1991
Koordinasi Penanaman Modal No. 208/I/PMA/1991 tanggal 27 dated 27 July 1991.
Juli 1991.

Perusahaan didirikan berdasarkan Akta Notaris Muhani Salim, The Company was established based on the Notarial Deed of
S.H., No. 154 tanggal 29 Juli 1991 yang berkedudukan di Jakarta, Muhani Salim, SH, No. 154 dated July 29, 1991 domiciled in Jakarta,
yang kemudian diubah dengan Akta No. 20 tanggal 6 November which was later amended by deed No. 20 dated November 6,
1991 di hadapan notaris yang sama. Akta pendirian dan 1991 before the same notary. The deed of establishment and
perubahan tersebut telah memperoleh pengesahan Menteri amendments have been approved by the Minister of Justice
Kehakiman Republik Indonesia dengan Surat Keputusan No. C2- of the Republic of Indonesia with Decree No. C2-7104HT.01.01
7104HT.01.01 tanggal 26 November 1991 dan telah diumumkan dated November 26, 1991 and has been published in the State
pada Berita Negara Republik Indonesia No. 3 tanggal 10 Januari Gazette of the Republic of Indonesia No. 3 dated January 10,
1992 Tambahan No. 120/1991. 1992 Supplement No. 120/1991.
Pendirian Surveyor Indonesia dilakukan dengan misi membantu Establishment of Surveyor Indonesia was done with the mission
Pemerintah Republik Indonesia dalam memperlancar aliran of assisting the Government of the Republic of Indonesia in
barang modal dan peralatan ke Indonesia dari seluruh dunia facilitating flow of capital goods and equipment to Indonesia
melalui jasa pemeriksaan pra-pengapalan yang bertaraf from around the world by means of international standard
internasional. Sejak bulan April 1997, Surveyor Indonesia pre-shipment inspection services. Since April 1997, Surveyor
merumuskan misi sebagai perusahaan jasa survei dalam arti Indonesia has formulated the mission as a survey service
yang lebih luas. company in a broader definition.
Kini Surveyor Indonesia kian mantap mencapai visi menjadi Surveyor Indonesia is currently firmer to achieve its vision of
perusahaan independent assurance kelas dunia. Sebagai becoming a world-class Independent Assurance company. As a
perusahaan pemberi jaminan kepastian yang tidak memihak company that provides impartial assurance in every transaction
dalam setiap transaksi (independent assurance), Surveyor (Independent Assurance), Surveyor Indonesia has experience
Indonesia memiliki pengalaman melayani pasar jasa tersebut, in serving the service market, supported by human resources
didukung oleh sumber daya manusia dengan kompetensi tinggi with high competence in providing excellent service for Surveyor
dalam memberikan pelayanan terbaik bagi para pelanggan Indonesia customers.
Surveyor Indonesia.
Layanan independent assurance dari Surveyor Indonesia Independent Assurance services from Surveyor Indonesia are
difokuskan pada 5 (lima) sektor yaitu industri dan perdagangan, focused on 5 (five) sectors, namely industry and trade, energy
energi dan sumber daya mineral, telematika, transportasi, and mineral resources, telematics, transportation, agriculture,
pertanian, kehutanan, kelautan, dan lingkungan hidup. forestry, marine and the environment. Competencies in the five
Kompetensi dalam kelima sektor tersebut mencakup 6 (enam) sectors cover 6 (six) service areas, namely industry and facilities,
bidang jasa, yaitu industri dan fasilitas, pemerintahan dan institusi, government and institutions, safety certification and public
sertifikasi keselamatan dan jasa umum, migas dan petrokimia, services, oil and gas and petrochemicals, minerals and coal, as
mineral dan batubara, serta energi dan sistem pembangkit listrik. well as energy and power generation systems.
Dalam melaksanakan kegiatan independent assurance, In carrying out Independent Assurance activities, Surveyor
Surveyor Indonesia berhasil meraih akreditasi ISO 17020 dan Indonesia managed to achieve ISO 17020 and ISO 17025
ISO 17025 untuk kegiatan Inspeksi dan pengujian laboratorium. accreditations for inspection and laboratory testing activities.
Sistem manajemen yang diterapkan saat ini telah memenuhi The currently implemented management system has met the
persyaratan ISO 9001 dan OHSAS 18001 serta SMK3 yang requirements of ISO 9001 and OHSAS 18001 as well as SMK3
didukung 125 tenaga ahli dari berbagai disiplin ilmu serta supported by 125 experts from various disciplines as well as
dukungan kerja sama dari berbagai lembaga nasional dan cooperation support from various national and international
internasional. institutions.
Annual Report 2021

75
Melalui pengalaman di berbagai bidang, Surveyor Indonesia Through experience in various fields, Surveyor Indonesia has
telah membangun pengetahuan luas dalam proses bisnis yang built extensive knowledge in business processes that enables
membuat Surveyor Indonesia mampu memberikan pelayanan Surveyor Indonesia to provide services that are tailored to the
yang sesuai dengan kebutuhan khusus dari pengguna jasa. specific needs of service users. Surveyor Indonesia continues
Surveyor Indonesia terus melakukan inovasi jasa-jasa baru to innovate new services with technology support to provide
dengan dukungan teknologi sehingga memberi nilai tambah added value to customers. These innovative services have
kepada pelanggan. Jasa-jasa inovatif ini mempunyai manfaat appropriate benefits and make a strategic contribution to the
yang sesuai dan memberi kontribusi yang strategis bagi national interest in the long term.
kepentingan nasional dalam jangka panjang.
Surveyor Indonesia berkantor pusat di Jakarta dan memiliki 11 Head Office of Surveyor Indonesia is in Jakarta and has 11 (eleven)
kantor cabang di seluruh Indonesia dan 1 (satu) kantor cabang di branch offices throughout Indonesia and 1 (one) branch office
Singapura yang menyediakan layanan baik di pasar dalam negeri in Singapore that provides services both in the domestic and
maupun luar negeri. Untuk memastikan penyajian jasa yang foreign markets. To ensure optimal service delivery, Surveyor
optimal, jaringan internasional Surveyor Indonesia didukung oleh Indonesia international network is supported by a number
sejumlah mitra kerja dari seluruh dunia yang memiliki reputasi of partners from around the world who have international
internasional di bidangnya masing-masing. reputations in their respective fields.
Tahun 2021, pemerintah membentuk Holding BUMN Jasa In 2021, the government will form a Survey Service BUMN
Survey melalui Peraturan Pemerintah (PP) Nomor 66 Tahun Holding through Government Regulation (PP) Number 66 of
2021. Holding yang diberi nama ID Survey dipimpin oleh PT Biro 2021. The holding, which is named ID Survey, is led by PT Biro
Klasifikasi Indonesia (Persero) dan beranggotakan PT Sucofindo Klasifikasi Indonesia (Persero) and consists of PT Sucofindo and
dan Surveyor Indonesia, sehingga saat ini status Perusahaan Surveyor Indonesia, so that the current status of the company is
adalah sebagai entitas anak dari BKI. as a subsidiary of BKI.
Informasi tentang Perubahan Nama Information about Change of Company

Perusahaan Name
Sejak berdirinya hingga saat ini, Surveyor Indonesia tidak pernah Since Its Establishment Until Now, Surveyor Indonesia Has Never
melakukan pergantian nama, yaitu Surveyor Indonesia. Changed Its Name, Namely Surveyor Indonesia.

Penjelasan Logo
Logo Explanation
Makna: Meaning:
Identitas visual dari brand Surveyor Indonesia terbangun dari The visual identity of the Surveyor Indonesia brand is built from
beberapa elemen visual yang mampu memperkuat tampilan several visual elements that are able to strengthen the visual
visual brand Surveyor Indonesia secara keseluruhan. appearance of the Surveyor Indonesia brand as a whole.
Bentuk peta dunia merepresentasikan visi Surveyor Indonesia The shape of the world map represents Surveyor Indonesia’s
untuk menjadi pemimpin nasional dan perusahaan independent vision to become a national leader and a regionally recognized
assurance yang diakui secara regional. independent assurance company.
Bentuk mata dan koordinat mewakili kredibilitas dan keakuratan The eye shape and coordinates represent the credibility and
layanan Surveyor Indonesia untuk menghasilkan proses bisnis accuracy of Surveyor Indonesia’s services to produce the best
terbaik dalam membangun layanan TIC terpadu secara cepat business processes in building integrated TIC services quickly
dan berkelanjutan. and sustainably.
Bentuk melindungi mewakili peran Surveyor Indonesia sebagai The form of protecting represents the role of the Indonesian
agen pembangunan dan penciptaan nilai untuk mendukung Surveyor as an agent of development and value creation to
pemerintah dalam membangun masa depan Indonesia yang support the government in building a better future for Indonesia.
lebih baik.
Konfigurasi warna pada logo Surveyor Indonesia adalah biru The color configuration of the Surveyor Indonesia logo is dark
tua dan biru muda. Warna biru menggambarkan kepercayaan, blue and light blue. Blue color represents trust, loyalty, integrity &
loyalitas, integritas, dan profesionalisme. Hal ini sesuai dengan professionalism. This is in accordance with Surveyor Indonesia’s
nilai-nilai Surveyor Indonesia yang mengedepankan inovasi, values which prioritize innovation, competence, integrity &
kompetensi, integritas, dan kepedulian untuk mencapai concern to achieve a business position as “Indonesia’s Leading
posisi bisnis sebagai “Indonesia’s Leading End-to-End Testing, End-to-End Testing, Inspection & Certification Company”.
Inspection & Certification Company”.
Annual Report 2021

77
Bidang Usaha
Line of Business
Berdasarkan Anggaran Dasar Perusahaan yang terakhir diubah Based on the Company’s Articles of Association which was
melalui Akta No. 29 tanggal 28 Juni 2011 yang dibuat di hadapan last amended by Deed No. 29 dated June 28, 2011 which was
Vera Dewi Rochyati, S.H., M.Kn., Notaris di Depok, Jawa Barat, made before Vera Dewi Rochyati SH., MKn., A notary in Depok,
maksud dan tujuan serta kegiatan usaha Surveyor Indonesia West Java, the aims and objectives and business activities
adalah melakukan usaha di bidang survei, verifikasi, inspeksi, of Surveyor Indonesia are conducting business in the fields
sertifikasi, dan konsultansi, serta optimalisasi pemanfaatan of Survey, Verification, Inspection, Certification and Advisory
sumber daya Surveyor Indonesia untuk menghasilkan barang as well as optimizing resource utilization. Surveyor Indonesia
dan/atau jasa yang bermutu tinggi dan berdaya saing kuat power to produce goods and/or services of high quality and
untuk mendapatkan dan/atau mengejar keuntungan guna strong competitiveness to obtain and/or pursue profits in order
meningkatkan nilai Surveyor Indonesia dengan menerapkan to increase the value of Surveyor Indonesia by applying the
prinsip-prinsip Perseroan Terbatas. principles of Limited Liability Companies.

Kegiatan usaha yang dijalankan Perusahaan dapat dilihat pada The business activities carried out by the Company can be seen
tabel di bawah ini: in the table below:
Kegiatan Usaha Penjelasan Keterangan

Business Activities Explanation Description
Melakukan kegiatan survei yang meliputi perencanaan, Kegiatan survei yang meliputi perencanaan, pengawasan Telah dijalankan
pengawasan pemeriksaan, validasi, verifikasi, audit, dan pemeriksaan, validasi, verifikasi, audit, dan konsultasi/
konsultasi/pengkajian menentukan nilai dan/atau harga- pengkajian seperti Marine Survey, Survei Geologi dan
harga secara independen. Geoteknik, dan Survei Pemetaan Laut, Darat, dan Udara.
Conducting survey activities which include planning, Survey activities that include planning, inspection Has been executed
inspection supervision, validation, verification, audit and supervision, validation, verification, auditing, and
consultation/assessment of determining values and/or consultation/assessment such as Marine Surveys,
prices independently. Geological and Geotechnical Surveys and Marine, Land
and Air Mapping Surveys.
Menyediakan/melakukan jasa pemeriksaan pra- Kegiatan pemeriksaan pra-pengapalan berupa Verifikasi Telah dijalankan
pengapalan dan jasa-jasa yang berhubungan untuk Impor merupakan verifikasi atau penelusuran teknis yang
menunjang pemeriksaan pra-pengapalan. meliputi keterangan mengenai negara pembuat barang,
spesifikasi barang yang mencakup nomor HS, uraian
barang dan komposisi bahan, jumlah dan jenis barang
serta waktu pengapalan yang dituangkan dalam bentuk
Laporan Surveyor, untuk digunakan oleh importir sebagai
salah satu kelengkapan dokumen impor dalam rangka
proses customs clearance di pelabuhan tujuan.
Provide/perform pre-shipment inspection services and Pre-shipment inspection activity in the form of Import Has been executed
related services to support pre-shipment inspection. Verification is a verification or technical inquiry which
includes information regarding the country of manufacture
of goods, specifications of goods including HS number,
description of goods and composition of materials, quantity
and type of goods and time of shipment as outlined in the
form of Surveyor Report, for use by the importer as one
of the complete import documents in the context of the
‘Customs Clearance’ process at the destination port.
Melakukan kegiatan inspeksi dan sertifikasi yang meliputi Kegiatan inspeksi dan sertifikasi berupa Quantity and Telah dijalankan
perencanaan, pengawasan, pemeriksaan, pengujian, Quality Survey Komoditi Mineral dan Batubara, Studi
penjaminan dan pengendalian mutu, validasi, verifikasi, Kelayakan Tambang, NDT Conventional and Advanced,
audit, fumigasi dan konsultasi atau pengkajian yang Riksa Uji K3. Independent Verification Services (Project
berkaitan atas kualitas, kuantitas, kondisi, komiditi, atau Management Consultation, QA/QC Inspeksi), Sertifikat Laik
objek usaha dalam upaya menentukan nilai dan/atau Operasi: Pembangkit dan Gardu Induk, Transmisi, Distribusi,
harga secara independen. Pelanggan Besar dan Menengah.
Conducting inspection and certification activities which Inspection and certification activities are in the form Has been executed
include planning, supervision, inspection, testing, quality of Quantity and Quality Survey of Mineral and Coal
assurance and control, validation, verification, audit, Commodities, Mine Feasibility Studies, Conventional and
fumigation and consultation or assessment related to Advanced NDT, K3 Checks. Independent Verification
quality, quantity, conditions, commodities or business Services (Project Management Consultation, QA/QC
objects in an effort to determine value and/or price Inspection), Operation Eligibility Certificate: Generating and
independently. Substation, Transmission, Distribution, Large and Medium
Customers.
Annual Report 2021

79

Melakukan jasa-jasa yang meliputi:

Perform services which include:
Pelayanan manajemen mutu dan lingkungan, Keselamatan Jasa pelayanan di bidang manajemen mutu dan Telah dijalankan
dan Kesehatan Kerja (K3), serta manajemen risiko. lingkungan, Keselamatan dan Kesehatan Kerja (K3) dan
manajemen risiko berupa pelatihan, konsultasi, dan audit.
Quality and environmental management services, Services in the fields of quality and environmental Has been executed
Occupational Safety and Health (K3), and risk management. management, Occupational Safety and Health (K3) and risk
management in the form of training, advisory and auditing..
Pelayanan manajemen mutu dan lingkungan, Keselamatan Jasa pelayanan di bidang manajemen mutu dan Telah dijalankan
dan Kesehatan Kerja (K3), serta manajemen risiko. lingkungan, Keselamatan dan Kesehatan Kerja (K3) dan
manajemen risiko berupa pelatihan, konsultasi, dan audit.
Quality and environmental management services, Services in the fields of quality and environmental Has been executed
Occupational Safety and Health (K3), and risk management. management, Occupational Safety and Health (K3) and risk
management in the form of training, advisory and auditing..
Konsultasi investasi dan perdagangan. Jasa konsultasi investasi dan perdagangan berupa kajian Telah dijalankan
seperti studi kelayakan highest best use.
Investment and trade consulting. Investment and trade consulting services in form of studies Has been executed
such as the Highest Best Use feasibility study.
Konsultasi pertambangan umum dan migas. Jasa konsultasi pertambangan umum dan migas antara Telah dijalankan
lain perencanaan, pemetaan dan pengawasan tambang,
environmental baseline analysis study, pengelolaan limbah
pemboran dan produksi migas, serta waste management.
General mining and oil and gas consulting. General mining and oil and gas consulting services include Has been executed
planning, mapping and monitoring of mines, Environmental
Baseline Analysis Study, management of drilling waste and
oil and gas production and Waste Management.
Pelatihan, uji kompetensi, dan sertifikasi. Jasa pelatihan berupa pelatihan terkait sistem manajemen. Telah dijalankan
Training, competency testing, and certification. Provision of human resources related to the Company’s Has been executed
line of business.
Penyediaan sumber daya manusia yang terkait dengan Jasa penyediaan sumber daya manusia (man power Telah dijalankan
bidang usaha Perusahaan. supply) untuk pekerjaan inspeksi.
Provision of human resources related to the Company’s Services for providing human resources (man power Has been executed
line of business. supply) for inspection work.
Konsultasi kegiatan teknik rekayasa bangunan sipil, Jasa konsultasi kegiatan teknik rekayasa bangunan Telah dijalankan
rekayasa hidrolik, rekayasa lalu lintas, rekayasa listrik, dan sipil berupa Penyusunan Masterplan Infrastruktur,
rekayasa elektronik. Inspeksi Konstruksi Bangunan, Kehandalan Infrastruktur
(Engineering & Assessment FS, FEED & DEDC), Supervisi
Konstruksi dan Project Management Supervision.
Consulting on civil engineering, hydraulic engineering, Consulting services for civil engineering engineering Has been executed
traffic engineering, electrical engineering and electronic activities in the form of Infrastructure Master Plan
engineering. Preparation, Building Construction Inspection,
Infrastructure Reliability (Engineering & Assessment FS,
FEED & DEDC), Construction Supervision and Project
Management Supervision.


Konsultasi penyelidikan geologi serta survei dan pemetaan. Jasa konsultasi penyelidikan geologi serta survei dan Telah dijalankan
pemetaan berupa Survei Geologi dan Geoteknik, serta
Survei Pemetaan Laut, Darat, dan Udara.
Geological investigation consultation as well as survey and Geological investigation consulting services as well as Has been executed
mapping. surveys and mapping in the form of Geological and
Geotechnical Surveys and Marine, Land and Air Mapping
Surveys.
Konsultasi dan penyediaan data/informasi bisnis. Jasa konsultasi dan dan penyediaan data/informasi bisnis Telah dijalankan
antara lain jasa due diligence dan manajemen aset.
Consultation and provision of business data/information. Consulting services and provision of business data/ Has been executed
information, including due diligence and asset management
services.
Konsultasi dan pelayanan yang berkaitan dengan Jasa konsultasi dan pelayanan yang berkaitan dengan Telah dijalankan
pengembangan database. pengembangan database berupa kegiatan survei dengan
IT Laverage (aplikasi sistem informasi manajemen).
Consulting and services related to database development. Consulting services and services related to database Has been executed
development in the form of survey activities with IT leverage
(management information system application).
Jasa pengujian laboratorium. Jasa laboratorium untuk pengujian komoditi mineral dan Telah dijalankan
batubara (Laboratorium Mineral dan Batubara, pengujian
pelumas (Laboratorium Pelumas) dan analisis air dan udara
(Laboratorium Lingkungan).
Laboratory testing services. Laboratory services for mineral and coal commodity testing Has been executed
(Mineral and Coal Laboratory, lubricant testing (Lubricant
Laboratory) and water and air analysis (Environmental
Laboratory).
Jasa analisis dan uji teknis lainnya yang meliputi: Inspeksi Jasa analisis dan uji teknis Instalasi Tenaga Listrik berupa Telah dijalankan
Teknik Instalasi Tenaga Listrik, Uji Mekanikal, Uji Elektrikal Supervisi Konstruksi Migas dan Pembangkit Listrik,
dan Uji Kimia. Penyusunan Rencana Induk Pelabuhan/Terminal Khusus
Migas dan Pembangkit, Asesmen Dermaga/Jetty pada
terminal khusus Migas dan Pembangkit, Sertifikat Laik
Operasi: Pembangkit dan Gardu Induk, Transmisi, Distribusi,
Pelanggan Besar dan Menengah.
Other technical analysis and testing services which include: Analysis and technical testing services for Electrical Power Has been executed
Electrical Power Installation Engineering Inspections, Installations in the form of Supervision of Construction of Oil
Mechanical Testing, Electrical Testing and Chemical Testing. and Gas and Power Plants, Compilation of Master Plans for
Special Ports/Terminals for Oil and Gas and Power Plants,
Jetty/Jetty Assessments at special Oil and Gas and Power
Plant terminals, Certificate of Operational Eligibility: Main
Generators and Substation, Transmission, Distribution,
Large and Medium Customers.
Kegiatan konsultasi manajemen lainnya. Jasa konsultasi manajemen berupa konsultasi Telah dijalankan
pembangunan sistem manajemen ISO 9001 dan SMK3.
Other management consulting activities. Management consulting services in the form of consulting Has been executed
on the construction of ISO 9001 and SMK3 management
systems.
Annual Report 2021

81

Jasa perancangan khusus. Jasa perancangan khusus merupakan jasa perancangan Telah dijalankan
yang diberikan sesuai kebutuhan pengguna.
Special design services. Special design services are design services provided baed Has been executed
on user needs.
Jasa profesional, ilmiah dan teknis lainnya. Jasa profesional, ilmiah dan teknis antara lain Quality of Telah dijalankan
Service Operator Selular, Remaining Life Assesment (RLA),
Risk Based Inspection (RBI) Inspection, Pipeline Integrity
Management System (PIMS) dan Verifikasi Smelter.
Other professional, scientific and technical services. Professional, scientific and technical services include Has been executed
Quality of Service for Cellular Operators, Remaining Life
Assessment (RLA), Risk Based Inspection (RBI) Inspection,
Pipeline Integrity Management System (PIMS) and Smelter
Verification.
Optimalisasi pemanfaatan sumber daya yang dimiliki Jasa penyewaan properti meliputi penyewaan ruang Telah dijalankan
Surveyor Indonesia untuk penyewaan properti dan kantor di Graha Surveyor Indonesia dan Gedung L’Avenue,
peralatan, serta pengusaha sarana dan prasarana yang Record Management.
dimiliki.
Optimizing the use of resources owned by Surveyor Property rental services include leasing office space at Has been executed
Indonesia for the rental of property and equipment as well Graha Surveyor Indonesia and L’Avenue Building, Record
as businessmen of owned facilities and infrastructure. Management.
Segmen Usaha Business Segment
Berdasarkan Keputusan Direksi Surveyor Indonesia No.007/ Based on Surveyor Indonesia Board of Director’s Decree No.
DRU-V/ DSDM/2015 tentang Addendum Kesembilan Keputusan 007/DRU-V/ DSDM/2015 on the Ninth Addendum of the Board
Direksi No. 001/DRU-SP/DSDM/I/2012 tentang Penyempurnaan of Director’s Decree No. 001/DRU-SP/DSDM/I/2012 on Improving
Struktur Organisasi Perusahaan Tahun 2012, Surveyor Indonesia the Company’s Organization Structure In 2012, Surveyor
membuat perubahan pada nomenklatur unit bisnis yang Indonesia changed the Business Unit nomenclature affecting the
berpengaruh terhadap kebijakan sektor usaha atau segmen business sector policy or Surveyor Indonesia operating segment.
operasi Surveyor Indonesia.
Sektor usaha atau segmen operasi melalui Divisi Bisnis Strategis The business sector or operating segment through Surveyor
Surveyor Indonesia terbagi menjadi 4 (empat), yaitu: Indonesia Strategic Business Division is divided into 4 (four):
1. Oil, Gas & Energy 1. Oil, Gas & Energy
2. Government & Institution 2. Government & Institution
3. Coal and Minerals 3. Coal and Minerals
4. Infrastructure 4. Infrastructure

Independent Assurance
Independent Assurance
Segmen
Segment
Oil, Gas, & Energy Government & Institution Coal & Mineral Infrastructure
Oil, Gas, & Energy Government & Institution Coal & Mineral Infrastructure
Produk dan Jasa Products and Services
Surveyor Indonesia memiliki beberapa produk atau jasa dengan Surveyor Indonesia has several products or services by verifying,
melakukan verifikasi, inspeksi, survei, konsultasi, konsultansi, inspecting, surveying, advisory, consultancy, testing, and
testing dan sertifikasi terkait pada beberapa sektor industri certification related to several industry sectors as listed below:
seperti yang tercantum di bawah ini:
Sektor Mineral dan Batubara Mineral and Coal Sector

1. Verifikasi 1. Verification
Surveyor Indonesia melakukan verifikasi ekspor produk Surveyor Indonesia verifies the export of mineral and coal
mineral dan batubara, dengan ruang lingkup pekerjaan products, where the scope of inspection work on mining
inspeksi pada mineral pertambangan lazimnya mencakup minerals typically includes checking on quantity and quality.
pengecekan atas kuantitas dan kualitas. Kegiatan verifikasi This verification activity takes place in several stages, such
ini berlangsung dalam beberapa tahapan antara lain kegiatan as activities at the mine site, processing, and in the delivery
di lokasi penambangan, pemrosesan, maupun dalam proses process. All quantity or quality verification activities are
pengiriman. Semua kegiatan verifikasi kuantitas ataupun performed thoroughly and accurately.
kualitas dilakukan secara saksama dan akurat.
2. Inspeksi 2. Inspection
» Laboratorium Mineral dan Batubara Pengawasan » Laboratory of Mineral and Coal Production Supervision
Produksi (Inspeksi), dalam layanan jasa ini, Surveyor (Inspection), in this service, Surveyor Indonesia equips
Indonesia melengkapi peralatan laboratorium batubara laboratory equipment of coal and minerals accredited
serta mineral yang terakreditasi oleh KAN, ISO by KAN, ISO 17025: 2008.
17025:2008.
Annual Report 2021

83
» Stockpile Management, lingkup kerja yang ditawarkan; » Stockpile Management, the scope of work offered:
pengaturan penempatan komoditas, pengecekan Arrangement of commodity placement, checking of
temperatur batubara, sampling dan analisis, pengaturan coal temperature, Sampling and analysis, blending
blending, dan pengawasan proses bongkar muat arrangement, and Supervision of loading and unloading
komoditas. process of commodities.
» Volumetrik Survey, jasa layanan yang diberikan: » Volumetric Survey, services provided: scanning the

melakukan scanning area stockpile, dengan stockpile area using 3D laser scanner and performing
menggunakan 3D laser scanner, dan melakukan data processing using software.
pengolahan data dengan menggunakan software.
» Survei Eksplorasi Tambang Mineral Batubara, » Survey of Coal Mineral Mining Exploration is a validation
merupakan validasi atas semua data singkapan of all data on all outcrop data if any, drill holes, naming
apabila ada, lubang bor, penamaan lapisan batubara. coal seams. Conduct an interpretation of the geological
Melakukan interpretasi struktur geologi, mengambil structures, retrieve all outcrop data and drill holes for
semua data singkapan dan lubang bor untuk dijadikan consideration. Through this service, Surveyor Indonesia
pertimbangan. Melalui jasa ini, Surveyor Indonesia prepares Experts on Mining Engineering.
menyiapkan Tenaga Ahli Teknik Pertambangan.
» Survei Geoteknik dan Geofisik, merupakan supervisi » Geotechnical and Geophysical Survey is a supervision
pada lubang bor dan sampling geoteknik. Melalui jasa of drill holes and geotechnical sampling. Through this
ini, Surveyor Indonesia menyiapkan Tenaga Ahli Teknik service, Surveyor Indonesia prepares Experts on Mining
Pertambangan. Engineering.
3. Konsultasi 3. Advisory
Due Dilligence Tambang Mineral Batubara, untuk Due Diligence of Coal Mineral Mine, to obtain a description
mendapatkan suatu gambaran atau informasi aspek or information of legal aspect about a mine so that the due
hukum mengenai suatu lahan tambang sehingga hasil due diligence result becomes one of the considerations for the
diligence merupakan salah satu bahan pertimbangan bagi interested parties.
pihak yang berkepentingan.
Sektor Infrastruktur Infrastructure Sector

» Aviation Inspection, Surveyor Indonesia sudah » Aviation Inspection, Surveyor Indonesia has been
ditetapkan sebagai Lembaga Inspeksi Keselamatan designated as the Registered Heliport Safety Inspection
Heliport Ber-register yang tertuang dalam Sertifikat Agency as stipulated in the Certificate of Safety
Lembaga Inspeksi Keselamatan No. 004/SLIK-DBU/ Inspection Agency No. 004/SLIKDBU/XI/2013.
XI/2013.
» Quality of Service Operator Selular, Surveyor Indonesia » Service Quality of Cellular Operator, Surveyor Indonesia
memiliki peralatan ukur berlisensi resmi dari Nemo has the officiallylicensed measuring equipment from
Anite teknisi perangkat ukur berpengalaman dalam Nemo Anite Measurement Equipment Technicians who
mengoperasikan alat ukur yang digunakan tim are experienced in operating the measuring equipment
reporting dan analisis dilakukan oleh tenaga yang used by the Reporting and Analysis Team conducted by
berpengalaman memiliki pengalaman QOS di beberapa experienced personnel having QOS experience in some
operator seluler, seperti Indosat, Telkom, Axis, dll. of the cellular operators such as Indosat, Telkom, Axis,
etc.

» Jembatan, Jalan dan gedung, Surveyor Indonesia » Bridges, Roads and Buildings, Surveyor Indonesia has
memiliki peralatan terkini dalam rangka pemastian the latest equipment in order to ensure the results of the
hasil evaluasi kegiatan berupa hammer test, ultrasonic evaluation of activities such as Hammer Test, Ultrasonic
pulse velocity (UPV) Pundit dan Rebar Locator dengan Pulse Velocity (UPV) Pundit and Rebar Locator with
Profometer, Surveyor Indonesia juga memiliki personil Profometer, Surveyor Indonesia also has trained and
yang terlatih dan berpengalaman. experienced personnel.
» Asset Integrity Management, suatu kegiatan » Asset Integrity Management, an integrated asset
pengelolaan asset yang terintegrasi pada industri management activity in the Infrastructure industry.
infrastruktur. Surveyor Indonesia memiliki ternaga Surveyor Indonesia has competent experts and
ahli yang kompeten dan peralatan pendukung yang adequate supporting equipment and work experience.
memadai, serta berpengalaman kerja.
» Statutory Inspection untuk Instalasi dan peralatan listrik » Statutory Inspection for Electrical Installation and
(non-K3), merupakan suatu kegiatan inspeksi peralatan Equipment (Non K3), is an inspection activity of electrical
kelistrikan akibat diberlakukannya suatu peraturan atau equipment due to the enactment of a law or regulation.
undang-undang. Surveyor Indonesia memiliki tenaga Surveyor Indonesia has Experts Level II and III who are
ahli level II dan III yang berpengalaman serta ditunjang experienced and supported with modern operational
dengan peralatan operasi yang modern. equipment.
2. Konsultansi 2. Advisory
» Front End Engineering Design (FEED), basic engineering » Front End Engineering Design (FEED), Basic engineering
yang dilakukan setelah selesainya conceptual design conducted after the completion of the Conceptual
atau feasibility study dari suatu fasilitas infrastruktur. Design or Feasibility Study of an Infrastructure facility.
Produk jasa ini masih dalam proses pengembangan. This service product is still in development process.
» Detail Engineering Design, merupakan produk » Detail Engineering Design, is a product used in making
digunakan dalam membuat sebuah perencanaan a detailed drawing of civil buildings such as buildings,
(gambar kerja) detail bangunan sipil seperti gedung, swimming pools, roads, bridges, dams, and construction
kolam renang, jalan, jembatan, bendungan, dan works. This service product is still in development
pekerjaan konstruksi. Produk jasa ini masih dalam process.
proses pengembangan.
» Project Management, Surveyor Indonesia memilki » Project
Management, Surveyor Indonesia has
tenaga konsultan yang berpengalaman serta memiliki experienced consultant staffs and has experience in
pengalaman dibeberapa kegiatan seperti konsultan several activities such as Independent Consultant of
Independen Palapa Ring Tengah dan Barat, PERINUS. Central and West Palapa Ring, PERINUS.
» QA/QC Supervisi, jasa asistensi teknis dan nasihat » QA/QC Supervision, technical assistance services and
terkait kualitas dan pemastian perencanaan selama life advice regarding quality and planning assurance during
cycle kegiatan konstruksi. Produk jasa ini masih dalam the life cycle of construction activities. This service
proses pengembangan. product is still in development process.
» Supervisi Konstruksi, Surveyor Indonesia sudah » Construction Supervision, Surveyor Indonesia already
memiliki beberapa pengalaman dalam rangka kegiatan has some experience in the framework of Supervision
supervisi konstruksi di antaranya supervisi proyek construction activities such as supervision of ASDP
pembangunan Dermaga ASDP di Bakahauni. dock construction project in Bakahauni.
Annual Report 2021

85
» Studi Pelabuhan dan Master Pelabuhan, kegiatan » Study of Ports and Master Ports, Consultancy Activities
konsultansi dalam rangka penyusunan master plant in order to prepare the port master plant. Surveyor
pelabuhan. Surveyor Indonesia sudah mempunyai Indonesia already has experience in preparing master
pengalaman dalam rangka penyusunan master plant di plant of several ports.
beberapa pelabuhan.
» Jasa Operation & Maintenance (O&M), merupakan » Operation & Maintenance Service (O&M), is an
kegiatan dalam rangka pelaksanaan kegiatan operasi activity in the framework of operation and maintenance
dan perawatan suatu fasilitas industri atau pembangkit. activities of an industrial facility or plant. This service
Produk jasa ini masih dalam proses pengembangan. product is still in development process.
» ISPS Code Verification, Merupakan kegiatan pemastian » ISPS Code Verification, is an assurance activity on the
terhadap keamanan fasilitas pelabuhan (port), kapal security of facilities of port, ship, and Shipping company.
(ship), dan perusahaan pengapalan (shipping company). Decree of the Directorate General of Sea Transportation
Keputusan Ditjen Perhubungan laut No. KL002/1/7/ No. KL002/1/7/ DJPL-17 on Extension of Establishment
DJPL-17 tentang Perpanjangan Penetapan Surveyor of Surveyor Indonesia as a Recognized Security
Indonesia sebagai Organisasi Pengamanan yang Diakui Organization in the fields of ship and port facility.
(Recognized Security Organization di bidang kapal dan
fasilitas pelabuhan).
» Verifikasi kemampuan Perusahaan (vendor » Verification of Company ability (Vendor Assessment),
assessment), memiliki SOP yang teruji, verifikator yang has proven SOP, experienced Verifiers scattered
berpengalaman dan tersebar di cabang Surveyor at Surveyor Indonesia branches as well as work
Indonesia serta pengalaman kerja baik di sektor experience in public and private sectors.
pemerintah maupun swasta.
» Verifikasi TKDN, assessor Surveyor Indonesia sebagai » Verification of TKDN (local contents), Surveyor Indonesia
pelaksana verifikasi TKDN merupakan tenaga ahli Assessors as executor of TKDN verification are skilled
terlatih dan berpengalaman dengan latar belakang dari and experienced experts with background from
berbagai disiplin keilmuan teknik. Surveyor Indonesia various technical disciplines. Surveyor Indonesia has
telah berpengalaman melakukan verifikasi TKDN sejak had experiences in conducting TKDN Verification since
tahun 2000. 2000.
4. Sertifikasi 4. Certification
» Sertifikasi Layak Operasi Pembangkit/Jaringan/ » Eligible Operations Certification of Power Generating/
Distribusi Listrik, Surveyor Indonesia sudah memiliki TA Network/Distribution, Surveyor Indonesia already has
ahli level II dan III untuk bidang Pembangkit listrik (PLTD, Experts Level II and III for Power Plant (Diesel Power Plant,
PLTG, PLTU, PLTA, PLTP), peralatan kerja yang modern, Gas Power Plant, Steam Power Plant, Water Power Plant,
serta pengalaman seluruh wilayah kerja Surveyor Geothermal Power Plant), modern work equipment, and
Indonesia. experience in the entire Surveyor Indonesia working areas.
» Sertifikasi Produk, dalam proses pengembangan. » Product Certification, in development process. The
Produk yang akan disertifikasi disesuaikan dengan products to be certified are adjusted to the Laboratory
laboratorium yang sudah dimiliki Surveyor Indonesia. owned by Surveyor Indonesia.

» Sertifikasi Usaha Pariwisata, Surveyor Indonesia » Tourism Business Certification, Surveyor Indonesia
memperoleh Surat Keputusan Menteri Pariwisata obtained the Decree of the Minister of Tourism and
dan Ekonomi Kreatif RI No. KM.47/HK.501/MPEK/2014 Creative Economy of RI No. KM.47/HK.501/MPEK/2014
tentang Penunjukan dan Penetapan Surveyor Indonesia on the Appointment and Establishment of Surveyor
sebagai Lembaga Sertifikasi Usaha Bidang Pariwisata. Indonesia as a Tourism Business Certification Institute.
» Sertifikasi Audit SMK3, Surveyor Indonesia adalah » SMK3 Audit Certification, Surveyor Indonesia is an SOE
Perusahaan BUMN yang ditunjuk pemerintah melalui Company designated by the Government through
Surat Keputusan Menakertrans No. KEP. 14/M/DJPPKJ/ Decree of Minister of Manpower and Transmigration
III/2012 tentang Perpanjangan sebagai Penyelenggara No. KEP. 14/M/DJPPKJ/III/2012 on extension as
Audit SMK3 siap membantu perusahaan lain dengan the organizer of SMK3 Audit, ready to assist other
menawarkan jasa audit SMK3 berdasarkan PP 50/2012 companies by offering SMK3 Audit services pursuant
tersebut. to PP 50/2012.
» Sertifikasi Sistem Manajemen, merupakan sertifikasi » Management System Certification, is a certification of
Sistem Manajemen Mutu ISO. Surveyor Indonesia ISO Quality Management System. Surveyor Indonesia
memiliki tenaga konsultan yang berpengalam dan has experienced and certified Consultants.
bersertifikat.
Sektor Migas dan Sistem Pembangkit Oil and Gas and Generating System Sector
» Quality dan Quantity (minyak, gas, dan bahan bakar lain, » Inspection Quality and Quantity (Oil, gas, and other
serta Petrokimia), Surveyor Indonesia akan melakukan fuels as well as Petrochemicals), Surveyor Indonesia
identifikasi dari produk tersebut baik terhadap mutu will identify the product both towards the quality and
maupun jumlahnya dengan melakukan pengambilan quantity by taking sampling¸ measuring amount,
sampling¸ pengukuran jumlah, penelitian terhadap researching on the cargo/container/ compartment/etc.
cargo/container/compartemen/dll.
» Advanced NDT, layanan Surveyor Indonesia di » Advanced NDT, Surveyor Indonesia services include
antaranya adalah corrosion mapping, phased array corrosion mapping, phased array and Long Range
and long range ultrasonics (LRUT), ToFD (time of flight Ultrasonics (LRUT), ToFD (time of flight diffraction);
diffraction); detection of hydrogen induced cracking detection of hydrogen induced cracking and high
and high temperature hydrogen attack, tube inspection temperature hydrogen attack, Tube Inspection on site
on site metallography and ACFM (alternating current metallography and ACFM (alternating current field
field measurement). measurement).
» Riksa Uji K3, dilakukan dalam rangka meningkatkan » Examination of K3 Test is conducted in order to improve
Sistem Manajemen Keselamatan dan Kesehatan Kerja the Occupational Safety and Health Management
(SMK3) serta meningkatkan produktivitas perusahaan System (SMK3), to improve the company’s productivity
guna menangani masalah kecelakaan kerja di tempat to handle occupational accident problem in the
kerja serta mewujudkan produktivitas kinerja secara workplace, and to realize the optimal performance
optimal. Surveyor Indonesia telah berpengalaman productivity. Surveyor Indonesia has experiences in
dalam kegiatan sejenis di berbagai perusahaan. similar activities in various companies.
» Aset Integrity Manajemen. Dalam memenuhi keinginan » Asset Integrity Management, in fulfilling customer’s

pelanggan, Surveyor Indonesia menggabungkan needs, Surveyor Indonesia combines design, technical
desain, rekayasa teknik, dan operasional secara utuh. engineering, and operational all intact.
Annual Report 2021

87
» Underwater Inspection. Surveyor Indonesia dalam » Underwater Inspection, Surveyor Indonesia is in the
tahap pengembangan pekerjaan-pekerjaan inspeksi development stage of sub-sea inspection work.
bawah laut. Dalam tahap pengembangan ini, dilakukan In this development stage, joint development and
kerja sama pengembangan dan pemasaran dengan marketing cooperation with foreign affiliated partners is
mitra afiliasi luar negeri. undertaken.
2. Testing 2. Testing
Laboratorium Core Analysis, Laboratorium Migas, dan Core Analysis Laboratory, Oil and Gas Laboratory, and
Laboratorium Petrokimia, Surveyor Indonesia dalam tahap Petrochemical Laboratory, Surveyor Indonesia is in the
pengembangan bisnis untuk membuat laboratorium Migas business development stage to make oil and gas laboratory
sebagai tuntutan pekerjaan-pekerjaan khususnya dalam as job demand especially in supporting activities of Q&Q Oil
menopang kegiatan Q&Q Migas dan VPTEI Migas & BBL. & Gas and VPTEI Oil & Gas & BBL. During this time, the work
Selama ini, pekerjaan tersebut dikerjasamakan dengan is in collaboration with other accredited laboratories.
laboratorium terakreditasi lainnya.
3. Konsultasi 3. Consultancy
» Topografi dan Batimetri. Surveyor Indonesia telah » Topography and Bathymetry, Surveyor Indonesia has
melaksanakan pekerjaan sejenis di antaranya di PT performed similar work, among others, in PT Pertamina,
Pertamina, Genting Oil Carsuri, dan PT Pelindo. Genting Oil Carsuri, and PT Pelindo.
» Survei Geologi, Geoteknik, dan Geofisik (3G). Surveyor » Geological, Geotechnical, and Geophysical (3G) Survey,
Indonesia memberikan pelayanan berupa: survei Surveyor Indonesia provides services such as: Seismic
seismik, survei dengan metode kelistrikan, survei Survey, Survey with Electricity Method, Survey with
dengan metode gelombang elektromagnet, survei Electromagnetic Waves, Method, Magnetic Survey,
magnetik, survei gravitasi, survei kegempaan, survei Gravity Survey, Seismic Survey, Volcanic Survey, and
kegunungapian, dan lainnya. others.
» Audit Energi. Surveyor Indonesia telah berpengalaman » Energy Audit, Surveyor Indonesia has had experiences
dalam kegiatan audit energi di antaranya Survei in energy audit activities such as Soekarno Hatta Airport
Kelistrikan Bandara Soekarno Hatta, Audit Kinerja Electrical Survey, Performance Audit of Refined Sugar
Teknologi Industri Gula Rafinasi dan Survei Green House Industry Technology and Green House Gas Survey.
Gas.
» Energy Services Company (ESCO), lingkup pekerjaan » Energy Services Company (ESCO), ESCO’s scope
ESCO antara lain memberikan saran/konsultansi, of work includes advice/consultancy, conducting
melakukan assessment (audit energi), Feasibility Study assessment (energy audit), Feasibility Study (FS),
(FS), Investment Grade Audit (IGA), Detailed Engineering Investment Grade Audit (IGA), Detailed Engineering
Design (DED), procurement, installation, commissioning, Design (DED), Procurement, Installation, Commissioning,
operation & maintenance (O&M), measurement & Operation & Maintenance (O&M), Measurement
verification (M&V), performance guarantee dan financial & Verification (M&V), Performance Guarantee and
assistance. Financial Assistance.
» Pelatihan dan Pembinaan K3. Lingkup pekerjaan yang » OHS Training and Development, Scope of work offered
ditawarkan antara lain Pelatihan AK3 Umum, Pelatihan includes General AK3 Training, Training of drafting
Penyusunan HIRARC, HIRADC, JSA dan Pelatihan HIRARC, HIRADC, JSA, and SMK3.
Penyusunan SMK3.

» Pengawasan Lifting Minyak Mentah. Surveyor Indonesia » Supervision of Crude Oil Lifting, Surveyor Indonesia
telah dipercaya oleh perusahaan global dalam has been trusted by global companies in carrying
melaksanakan kegiatan sejenis di antaranya cargo out similar activities such as Cargo Monitoring of
monitoring Pertamina (Persero), cargo monitoring Pertamina (Persero), Cargo monitoring of Pertamina
Pertamina Transkontinental – TNI AL dan pengawasan Transkontinental - Indonesian Navy and Crude Oil Lifting
lifting minyak mentah SKK Migas. Control of SKK Migas.
» Lidar dan Foto Udara. Lingkup pekerjaan yang » Lidar and Air Photo, Scope of work offered by Surveyor
ditawarkan Surveyor Indonesia di antaranya akuisisi Indonesia includes Air Photo Acquisition, Airborne video
foto udara, perekaman video udara menurut jalur recording by flight route, Digitizing Image/Air photo,
terbang, digitasi citra/foto udara, pengolahan data GPS, GPS data processing, Data processing
pengolahan data.
» Prosess Safety Control Management (PSCM), Process » Process of Safety Control Management (PSCM),
Safety Management Services adalah layanan jasa Process Safety Management Services is a Surveyor
Surveyor Indonesia dalam penerapan prinsip-prinsip Indonesia service in applying management and system
manajemen dan sistem untuk mengidentifikasi, principles to identify, understand, and control hazards in
memahami, dan mengontrol bahaya pada suatu a process to prevent accidents related to the process.
proses untuk mencegah terjadinya kecelakaan yang
berhubungan dengan proses tersebut.
» Front End Engineering Design (FEED). Surveyor » Front End Engineering Design (FEED), Surveyor
Indonesia telah berpengalaman dalam kegiatan sejenis Indonesia has had experiences in similar activities such
di antaranya FEED pembangunan CNG di Palembang as FEED of CNG development in Palembang Directorate
Ditjen Migas, FEED SPM Soekarno – Hatta PT Pertamina General of Oil & Gas, FEED of SPM Soekarno–Hatta PT
serta FEED & DEDC Pembangunan Jaringan Gas Pertamina, and FEED & DEDC of Cilegon Gas Network
Cilegon. Development.
» Detail Engineering Design. Lingkup yang ditawarkan » Detail Engineering Design, Scope offered by Surveyor
oleh Surveyor Indonesia di antaranya Memberikan Indonesia includes Providing assistance on purchasing
asistensi pada pembelian peralatan utama dan main equipment and its supporting equipment, Making
pendukungnya, pembuatan dan pengembangan and Developing Piping and Diagram of Instruments to
piping dan diagram instrumen yang akan dirilis untuk be released for construction, Making and Developing
konstruksi, pembuatan dan pengembangan gambar detailed pipe drawings, including isometrics and stress
pipa rinci, termasuk isometrics dan perhitungan calculations, Developing detailed drawings related to
stress, pengembangan gambar rinci terkait dengan Instrumentation, electrical facilities and civil works,
instrumentasi, fasilitas listrik dan pekerjaan sipil, vendor selection management, cost monitoring plans
manajemen penyeleksian vendor, rencana monitoring and Start-up procedure schedules.
biaya, dan jadwal prosedur start-up.
» Project Management » Project Management
» Vendor Assessment » Vendor Assessment
» QA/QC Supervisi » QA/QC Supervision
» Jasa Operation & Maintenance (O&M). Surveyor » Operation & Maintenance (O&M) Service, Surveyor
Indonesia sedang melakukan pengembangan jasa Indonesia is currently developing these services
ini khususnya di pembangkit listrik. Sudah dilakukan especially in Power Plant. Preparations have been made
persiapan-persiapan untuk memenuhi persyaratan to comply with the requirements under the applicable
sesuai regulasi yang berlaku. regulations.
Annual Report 2021

89
» Supervisi Konstruksi » Construction Supervision

» Studi Pelabuhan dan Master Pelabuhan. Surveyor » Study of Ports and Master Ports, Surveyor Indonesia
Indonesia memiliki layanan yang berhubungan dengan has services related to these activities including land
kegiatan ini diantaranya survei persiapan lahan, studi preparation surveys, Port Study, Soil & Topographic
pelabuhan, soil & topographic survey, bathymetry, Survey, Bathymetry, Topography, Geotechnical
topography, geotechnical & geoelectrical services for & Geoelectrical Services for Site Selection, and
site selection, serta survei topography dan bathymetry. Topographic and Bathymetry Surveys.
» Verifikasi Masterlist/RIB. Surveyor Indonesia » Verification of Masterlist/RIB, Surveyor Indonesia
memberikan layanan berupa verifikasi administrasi provides services in the forms of administrative
(kontrak, PPA, identitas, dan lainnya), verifikasi aspek Verification (Contract, PPA, identity, etc.), Verification of
teknis (daftar jenis barang, kuantitas barang, spesifikasi technical aspects (list of goods type, quantity of goods,
teknis, asal barang, SLD, P&ID, PFD, dll.), penggunaan technical specifications, origins of goods, SLD, P&ID,
produksi dalam negeri (Pos Tarif dan lainnya) terhadap PFD, etc., Utilization of domestic Productions, Tariff Post,
Rencana Impor Barang (RIB) yang diajukan. Surveyor and others) to the proposed Goods Import Plan (RIB).
Indonesia didukung oleh tenaga profesional yang telah Surveyor Indonesia is supported by professionals who
berpengalaman dalam kegiatan sejenis sejak tahun have had experiences in similar activities since 1995.
1995.
» VPTEI (Verifikasi Penelusuran Teknis Ekspor Impor) » VPTEI (Import Export Technical Tracing Verification)
minyak bumi, gas bumi, dan bahan bakar lain. Surveyor of Petroleum, Natural Gas, and Other Fuel. Surveyor
Indonesia memiliki rekam jejak yang baik dalam Indonesia has a good track record of similar activities
kegiatan sejenis pada lebih dari 28 produk impor non- on more than 28 non-oil and gas imported products.
migas.
Sektor Institusi dan Kelembagaan Institutions and Institutional Sector

Komoditi pertanian, perkebunan, dan lain-lain. Surveyor Agricultural, plantations, and other Commodities, Surveyor
Indonesia akan melakukan identifikasi dari produk tersebut Indonesia will identify the product towards the quality and
baik terhadap mutu maupun jumlahnya dengan melakukan quantity by taking sampling, measuring amount, researching
pengambilan sampling¸ pengukuran jumlah, penelitian on the cargo/ container/ compartment/ etc. Therefore, a
terhadap cargo/container/compartemen/dll. untuk itu report is issued in the form of a Survey Report.
dikeluarkan laporan berupa Laporan Survei.
» Verifikasi Penelusuran Teknis Barang Impor. » Imported Goods Technical Tracing Verification.
» Verifikasi Barang Modal Bukan Baru (SHG). » Verification of Non-New Capital Goods (SHG).
» Verifikasi Barang yang Mendapat Fasilitas Pembebasan » Verification of Goods Receiving Import Duty Exemption
Bea Masuk (IJEPA, BMDTP). Facility (IJEPA, BMDTP).
» Verifikasi Kendaraan Bermotor (LCGC). » Motor Vehicle Verification (LCGC).
» Verifikasi terkait jasa komersial perdagangan di » Verification related to commercial trade services
antaranya verifikasi Persetujuan Impor Barang (PIB), including verification of approval of imported goods
post audit kinerja importir/eksportir, dan lain-lain. (PIB), post-audit of the performance of importers/
exporters, and others.

3. Survei 3. Survey
Survei dan Pendataan. Surveyor Indonesia memiliki Survey and Data Collection, Surveyor Indonesia has
tenaga survei yang berpengalaman dan terampil didalam experienced and skilled survey personnel in conducting
melaksanakan kegiatan survei. Surveyor Indonesia memiliki survey activities. Surveyor Indonesia has Organizational
Organizational Process Asset yang diantaranya metode dan Process Assets that include methods and SOP in conducting
SOP dalam pelaksanaan kegiatan survei yang disesuaikan surveys that are tailored to the purpose, goals, and objectives
dengan maksud, tujuan, dan sasaran kegiatan. Surveyor of the activities. Surveyor Indonesia is ready to develop
Indonesia siap mengembangkan sistem pengumpulan data data collection system based on information technology
berbasis teknologi informasi di antaranya survei/pendataan such as survey/data gathering on an android basis.
berbasis Android.
4. Konsultansi 4. Consultancy
» Environmental Baseline Analysis Study » Environmental Baseline Analysis Study
» Penyusunan Dokumen AMDAL, UKL/UPL » Preparation of AMDAL, UKL/UPL Documents
» Audit Lingkungan » Environmental Audit
» Konsultasi ISPO » ISPO Consulting
» Konsultasi Manajemen ISO, SMK3, dan lain-lain » ISO, SMK3, and other Management Consulting
Pasar yang Dilayani Market Served
Pasar yang dilayani Surveyor Indonesia, sebagian besar The markets served by Surveyor Indonesia are mostly
merupakan perusahaan yang bergerak pada sektor perindustrian companies engaged in the industrial and trade sectors, the oil
dan perdagangan, sektor migas dan sistem pembangkit, sektor and gas sector and power generating systems, the mineral and
mineral dan batubara, serta sektor infrastruktur. Selain di coal sector and the infrastructure sector. Apart from Indonesia,
Indonesia, Surveyor Indonesia juga memiliki kantor perwakilan Surveyor Indonesia also has a representative office domiciled in
yang berdomisili di Singapura, sebagai langkah ekspansi pasar Singapore, as a step to expand the market overseas.
ke luar negeri.
Annual Report 2021

91
Wilayah Operasional Perusahaan

Company Operational Area
11
Cabang Surveyor Indonesia Tersebar
di seluruh Indonesia
Surveyor Indonesia branches are located
across Indonesia
ACEH
MEDAN
BATAM
PEKANBARU
PALEMBANG
JAKARTA
SEMARANG
SURABAYA

1 Kantor Perwakilan di Singapura

Representative office in Singapore
BALIKPAPAN
BANJARBARU
MAKASSAR
Annual Report 2021

93
Struktur Organisasi
Organization Structure
• Iman Pambagyo • Wawan Sunarjo

Komisaris
• Ferry Andrianto • Dody Widodo
Commissioner • Paulus Pranato
Direktur Utama
President Director
Direktur Keuangan & Manajemen Risiko

Director of Finance & Risk Management
Rosmanidar Zulkifli
Divisi Keuangan & Akuntansi

Finance & Accounting Division
Yusuf Setyabudhi
Divisi Perencanaan Korporat &

Manajemen Risiko
Corporate Strategic Planning & Risk
Management Division
David Januardi
Divisi Manajemen Aset

Asset Management Division
Edwin Pantas Partunggul
Unit Tanggung Jawab

Sosial & Lingkungan (TJSL)
Social Responsibility Unit & Environment
(TJSL)
Syahrul Ramadhan
KSO
KSO
Anak Perusahaan
Subsidiary

Struktur Organisasi Surveyor Indonesia telah diperbaharui pada The Organizational Structure of Surveyor Indonesia has been
tanggal 21 Oktober 2021 dan disahkan dengan Surat Keputusan updated on October 21, 2021 and ratified by the Decree of
Direksi No. 001/DRU-X/DHC/2021 tentang Struktur Organisasi the Board of Directors No. 001/DRU-X/DHC/2021 concerning
Perusahaan. Company Organizational Structure.
Garis Komando Garis Koordinasi

Command Line Coordination Line
Direktur Komersial Direktur Sumber Daya Manusia

Director of Commercial Director of Human Resources
Saifuddin Wijaya Lussy Ariani Seba
Divisi Bisnis Strategis Oil, Gas & Energy Divisi Human Capital
Oil, Gas & Energy Business Strategic Human Capital Division
Division
Agus Rahmad Deddi Nurmal
Divisi Bisnis Strategis Coal & Mineral Divisi Teknologi Informasi

Coal & Mineral Business Strategic Information Technology Division
Division
Djusep Sukriatno Muhammad Chairuddin
Divisi Infrastruktur
Infrastructure Division Strategic Transformation Office
Baron Agung Wicaksono Euis Emalia Noor
Divisi Bisnis Strategis

Government & Institution
Government & Institution Strategic Sekretaris Perusahaan
Business Division Corporate Secretary
Firza Mahdar
Ngakan Made Oka Ohyana
Divisi Operasi
Operation Division
Satuan Pengawasan Intern
Internal Audit Unit
R. Benny Susanto
Abubakar Alhadar
Divisi Pemasaran dan

Pengembangan Perusahaan
Company Marketing and
Development Division
Winda Ary Susanti
Annual Report 2021

95
Profil Dewan Komisaris

Board of Commissioners’ Profile
Paulus Prananto Iman Pambagyo

Komisaris Independen Komisaris Utama
Independent Commissioner President Commissioner

Ferry Andrianto Wawan Sunarjo Dody Widodo

Komisaris Komisaris Komisaris
Commissioner Commissioner Commissioner
Annual Report 2021

97
Iman Pambagyo
Komisaris Utama
Kewarganegaraan
Indonesia
Citizenship
Domisili
Jakarta
Domicile
Usia 61 tahun
Age 61 years
Dasar Hukum Penunjukan Keputusan RUPS 2018, Akta No.20 tanggal 7 Juni 2018
Legal Basis of Appointment Resolution of the 2018 GMS, Deed No. 20 June 7, 2018
Periode Menjabat Periode Pertama: 25 Mei 2018 - Penutupan RUPS Tahun 2023
Serving Period 1st Period: May 25, 2018 - Closing of the 2023 GMS
Jabatan Rangkap — Direktur Jenderal untuk Negosiasi Perdagangan Internasional, Kementerian Perdagangan (2016-sekarang)
Concurrent Position — Kepala Perunding untuk Indonesia - EU Comprehensive Economic Partnership Agreement (2015-sekarang)
— Ketua Trade Negotiating Committee of the Regional Comprehensive Economic Partnership/ RCEP (2012-sekarang)
— Director General for International Trade Negotiations, Ministry of Trade (2016-present)
— Head of Negotiator for Indonesia - EU Comprehensive Economic Partnership Agreement (2015-present)
— Chairman of the Trade Negotiating Committee of the Regional Comprehensive Economic Partnership/ RCEP (2012-present)
Riwayat Jabatan — Duta Besar Indonesia untuk WTO (2014-2015)

Position History — Direktur Jenderal untuk Kerja sama Perdagangan Internasional, Kementerian Perdagangan (2012-2014)
— Direktur untuk Kerja sama ASEAN, Kementerian Perdagangan (2010-2012)
— Direktur untuk Kerja sama Regional, Kementerian Perdagangan (2007-2010)
— Direktur Urusan Umum dan Hubungan Masyarakat, Kementerian Perdagangan (2005-2007)
— Atase Perdagangan & Industri untuk Washington, D.C. (2001-2005)
— Wakil Direktur Urusan APEC, Kementerian Perindustrian dan Perdagangan (1998-2000)
— Asisten Deputi Direktur untuk Urusan APEC Kementerian Perindustrian dan Perdagangan (1996-1998)
— Ambassador of Indonesia to WTO (2014-2015)
— Director General for International Trade Cooperation, Ministry of Trade (2012-2014)
— Director for ASEAN Cooperation, Ministry of Trade (2010-2012)
— Director for Regional Cooperation, Ministry of Trade (2007-2010)
— Director of Public Affairs and Public Relations, Ministry of Trade (2005-2007)
— Trade & Industry Attaché for Washington, D.C. (2001-2005)
— Deputy Director of APEC Affairs, Ministry of Industry and Trade (1998-2000)
— Assistant Deputy Director for APEC Affairs, Ministry of Industry and Trade (1996-1998)
Riwayat Pendidikan — S1 Hubungan Internasional di Universitas Gadjah Mada (1986)

Educational background — S2 International Politics di McMaster University, Ontario-Canada, (1996)
— S1 International Relations at Gadjah Mada University (1986)
— Master’s Degree in International Politics at McMaster University, Ontario-Canada, (1996)
Kepemilikan Saham Nihil

Shares Ownership Nill
Hubungan Afiliasi Tidak ada hubungan afiliasi dengan anggota Dewan Komisaris, anggota Direksi lainnya dan pemegang saham utama
Affiliated Relationship There is no affiliation with Board of Commissioners or Board of Directors members and majority shareholders

Ferry Andrianto
Komisaris
Commissioner
Kewarganegaraan
Indonesia
Citizenship
Domisili
Bekasi
Domicile
Usia 48 tahun
Age 48 years
Dasar Hukum Penunjukan Keputusan RUPS Tahun 2019, Akta Perubahan No. 31 tanggal 13 November 2019
Legal Basis of Appointment Decision of the 2019 GMS, Deed of Amendment No. 31 November 13, 2019
Periode Menjabat Periode Pertama: 17 Oktober 2019 - Penutupan RUPS Tahun 2024
Serving Period 1st Period: October 17, 2019 - Closing of the AGM in 2024
Jabatan Rangkap Kasubbag Protokol Kementerian BUMN dan kini menjabat sebagai Kepala Bagian Humas dan Protokoler Kementerian BUMN
Concurrent Position (2017-sekarang)
Head of the Protocol Subsection of the Ministry of SOEs and currently serves as Head of the Public Relations and Protocol Section
of the Ministry of SOEs (2017-present)
Riwayat Jabatan — Komisaris/Anggota Dewas, PT Nusantara Regas (2016 – 2019)

Position History — Kepala Bidang Analisis Data Kementerian BUMN (2015 – 2017)
— Komisaris/Anggota Dewas, PT Jalan Tol Lingkar Luar Jakarta (2015 – 2016)
— Kepala Bidang Pengembangan SDM Eksekutif BUMN (2014)
— Kasubbag Administrasi Sumber Daya Manusia Kementerian BUMN (2013)
— Sekretaris Dekom/Dewas, PT Asuransi Kredit Indonesia (Persero) (2012 – 2017)
— Anggota Komite, PT Nindya Karya (2009 – 2013)
— Commissioner/Member of the Supervisory Board, PT Nusantara Regas (2016 – 2019)
— Head of Data Analysis Division of the Ministry of SOEs (2015 – 2017)
— Commissioner/Member of the Council, PT Jakarta Outer Ring Road Toll Road (2015 – 2016)
— Head of BUMN Executive HR Development Division (2014)
— Head of Sub Division of Human Resources Administration of the Ministry of SOE (2013)
— Secretary of the Board of Commissioners/Dewans, PT Asuransi Kredit Indonesia (Persero) (2012 – 2017)
— Committee Member, PT Nindya Karya (2009 – 2013).
Riwayat Pendidikan — S1 Manajemen Keuangan Universitas STIE Malangkucecwara (1996)

Educational background — S2 Ilmu Administrasi Universitas Indonesia (2006)
— S1 Financial Management STIE Malangkucecwara University (1996)
— Master of Administrative Sciences, University of Indonesia (2006)

Annual Report 2021

99
Paulus Prananto
Komisaris Independen
Independent Commissioner
Kewarganegaraan
Indonesia
Citizenship
Domisili
Jakarta
Domicile
Usia 74 tahun
Age 74 years
Dasar Hukum Penunjukan Keputusan RUPS Tahun 2018, Akta No. 20 tanggal 7 Juni 2018
Legal Basis of Appointment Resolution of the 2018 GMS, Deed No. 20 June 7, 2018
Periode Menjabat Periode Pertama: 25 Mei 2018 - Penutupan RUPS Tahun 2023
Serving Period 1st Period: May 25, 2018 - Closing of the 2023 GMS
Jabatan Rangkap — Direktur PT Bytech Bina Nusantara (2018-sekarang)

Concurrent Position — Direktur PT Toba Sejahtra (2017-sekarang)
— Director of PT Bytech Bina Nusantara (2018-present)
— Director of PT Toba Sejahtra (2017-present)
Riwayat Jabatan — Desk Siber Kemenko Polhukam (2016)

Position History — Satuan Tugas Boeing Offiset Kemenko Pulhukam (2016)
— Presiden Direktur PT Toba Del Mandiri (2015)
— Presiden Direktur PT Toba Mer (2015)
— Cyber Desk Kemenko Polhukam (2016)
— Boeing Offset Task Force Kemenko Pulhukam (2016)
— President Director of PT Toba Del Mandiri (2015)
— President Director of PT Toba Mer (2015)
Riwayat Pendidikan — S2 program Master of Science in Computer Engineering dan Master of Science in Administrative Science di Naval Post Graduate
Educational background School Monterey, California USA. (1990)
— Doctor di bidang Information Technology (1992)
— Program Pasca Doktoral dari Universitas Parahyangan, Bandung (2007)
— Master of Science in Computer Engineering and Master of Science in Administrative Science program at Naval Post Graduate
School Monterey, California USA (1990)
— Doctor in Information Technology (1992)
— Post-Doctoral Program from Parahyangan University, Bandung (2007)


Wawan Sunarjo
Komisaris
Commissioner
Kewarganegaraan
Indonesia
Citizenship
Domisili
Tangerang
Domicile
Usia 54 tahun
Age 54 years
Dasar Hukum Penunjukan Keputusan RUPS Tahun 2020, Akto No. 35 tanggal 13 Desember 2021
Legal Basis of Appointment Resolution of the 2020 GMS, Act No. 35 December 13, 2021
Periode Menjabat Periode Pertama: 29 November 2021 - Penutupan RUPS Tahun 2026
Serving Period 1st Period: November 29, 2021 - Closing of the AGM 2026
Jabatan Rangkap Tidak Ada

Concurrent Position None
Riwayat Jabatan — Direktur di Direktorat Penerimaan Negara Bukan Pajak Kementerian/Lembaga (2018)
Position History — Kepala Subdirektorat, Direktorat Penyusunan Anggaran Pendapatan dan Belanja Negara, Direktorat Jenderal Anggaran
Kementerian Keuangan (2012)
— Kepala Subdirektorat Harmonisasi Peraturan Jaminan Sosial, Direktorat Harmonisasi Peraturan Penganggaran, Direktorat
Jenderal Anggaran Kementerian Keuangan (2011)
— Director at the Directorate of Non-Tax State Revenue of Ministries/Agencies (2018)
— Head of Sub-directorate, Directorate of State Revenue and Expenditure Budgeting, Directorate General of Budget Ministry of
Finance (2012)
— Head of Sub-directorate of Harmonization of Social Security Regulations, Directorate of Harmonization of Budgeting Regulations,
Directorate General of Budget Ministry of Finance (2011)
Riwayat Pendidikan — Diploma IV di Badan Diklat Keuangan Kementerian Keuangan (1996)

Educational background — Master di University of Birmingham (2001)
— Diploma IV at the Finance Education and Training Agency of the Ministry of Finance (1996)
— Masters at the University of Birmingham (2001)

Annual Report 2021

101
Dody Widodo
Komisaris
Commissioner
Kewarganegaraan
Indonesia
Citizenship
Domisili
Bekasi
Domicile
Usia 58 tahun
Age 58 years
Dasar Hukum Penunjukan Keputusan RUPS Tahun 2022, Akta Perubahan No. 02 tanggal 01 Maret 2022
Legal Basis of Appointment Resolution of the 2022 GMS, Deed of Amendment No. 02 March 01, 2022
Periode Menjabat Periode Pertama: 21 September 2020 - Penutupan RUPS Tahun 2025
Serving Period 1st Period: September 21, 2020 - Closing of the 2025 GMS
Jabatan Rangkap Direktur Jenderal Ketahanan, Perwilayahan dan Akses Industri Internasional.
Concurrent Position Director General of Resilience, Territorial and International Industrial Access.
Riwayat Jabatan — Staf Ahli Menteri Bidang Penguatan, Penyebaran dan Pendalaman Industri (2020)
Position History — Staf Ahli Bidang Pendalaman, Penguatan dan Penyebaran Industri (2019-2020)
— Direktur Akses Industri Internasional (2018-2019)
— Direktur Ketahanan Industri (2016-2018)
— Kepala Bagian Program, Evaluasi dan Pelaporan pada Sekretariat Direktorat Jendral Industri Kecil (2014-2016)
— Kepala Bagian Program, Evaluasi dan Pelaporan (2014)
— Expert Staff of the Minister for Industrial Strengthening, Dissemination and Deepening (2020)
— Expert Staff for Industrial Deepening, Strengthening and Dissemination (2019-2020)
— Director of International Industrial Access (2018-2019)
— Director of Industrial Resilience (2016-2018)
— Head of Program, Evaluation and Reporting at the Secretariat of the Directorate General of Small Industry (2014-2016)
— Head of Program, Evaluation and Reporting (2014)
Riwayat Pendidikan — Sarjana Kimia Tekstil dari Sekolah Tinggi Teknologi Tekstil (1988)
Educational background — S2 Magister Perencanaan Kebijakan Publik, Fakultas Ekonomi di Universitas Indonesia (2001).
— Bachelor of Textile Chemistry from the College of Textile Technology (1988)
— Master’s Degree in Public Policy Planning, Faculty of Economics at the University of Indonesia (2001).


Annual Report 2021

103
Profil Direksi
Board of Director Profile
Saifuddin Wijaya Rosmanidar Zulkifli

DIrektur Komersial Direktur Keuangan dan Manajemen Risiko Perusahaan
Director of Commercial Director of Finance and Risk Management

Muhammad Haris Witjaksono Lussy Ariani Seba

Direktur Utama Direktur Sumber Daya Manusia
President Director Director of Human Resources
Annual Report 2021

105

Direktur Utama
President Director
Kewarganegaraan
Indonesia
Citizenship
Domisili
Jakarta
Domicile
Usia 54 tahun
Age 54 years
Dasar Hukum Penunjukan Surat Keputusan Pemegang Saham No: SK-224/MBU/07/2021 tanggal 2 Juli 2021
Legal Basis of Appointment Shareholders’ Decree No: SK-224/MBU/07/2021 dated July 2, 2021
Periode Menjabat Periode Pertama: 2 Juli 2021 hingga penutupan RUPS tahun 2026
Serving Period 1st Period: July 2, 2021 until the closing of the GMS in 2026

Riwayat Jabatan — Direktur Komersial 2 di PT Sucofindo (Persero) (2018-2021)

Position History — Kepala SBU Government 1 PT SUCOFINDO (Persero)
— Deputy Operasi SBU Government PT SUCOFINDO (Persero) (2012-2014)
— Vice President SBU KKL PT SUCOFINDO (Persero) (2008-2012)
— Commercial Director 2 at PT Sucofindo (Persero) (2018-2021)
— Head of SBU Government 1 PT SUCOFINDO (Persero) (2014-2015)
— Deputy Operations SBU Government PT SUCOFINDO (Persero) (2012-2014)
— Vice President SBU KKL PT SUCOFINDO (Persero) (2008-2012)
Riwayat Pendidikan — Sarjana Manajemen Kehutanan dari Institut Petanian Bogor (1991)
Educational background — Magister Ekonomi Universitas Trisakti (2019)
— Bachelor of Forestry Management from Institut Pertanian Bogor (1991)
— Master of Economics Trisakti University (2019)


Rosmanidar Zulkifli
Direktur Keuangan dan Manajemen Risiko Perusahaan
Director of Finance and Risk Management
Kewarganegaraan
Indonesia
Citizenship
Domisili
Jakarta
Domicile
Usia 54 tahun
Age 54 years
Dasar Hukum Penunjukan Keputusan RUPS Tahun 2018, Akta No. 01 tanggal 3 Juli 2018
Legal Basis of Appointment Resolution of the 2018 GMS, Deed No. 01 July 3, 2018
Periode Menjabat Periode Pertama: 28 Juni 2018 - Penutupan RUPS Tahun 2023
Serving Period 1st Period: September 28 2018 – 2023 GMS Closing

Riwayat Jabatan — Vice Coordinator Procurement Indonesia Asean Games Organizing Committee (INASGOC) (2018)
Position History — Staff Ahli Keuangan PT Hutama Karya (Persero) (2016-2018)
— Consultant Face to Face Unit World Wildlife Fund for Nature (WWF) Indonesia (2015)
— Finance and Administration Director PT Energy Management Indonesia (Persero) (2007-2012)
— Head Division of Finance PT Energy Management Indonesia (Persero) (2006-2007)
— Sales Executive, International Airport O’Hare Chicago, Illinois, Amerika Serikat (2004-2005)
— Office Manager, Primitif Ltd Los Angeles, California, Amerika Serikat (2001-2004)
— Branch Manager Surveyor Indonesia di Houston, Texas, Amerika Serikat pada tahun 2001
— Branch Analysis PT Sucofindo (Persero) (1990-1991)
— Vice Coordinator of Procurement Indonesia Asean Games Organizing Committee (INASGOC) (2018)
— Financial Expert Staff of PT Hutama Karya (Persero) (2016-2018)
— Consultant Face to Face Unit World Wildlife Fund for Nature (WWF) Indonesia (2015)
— Finance and Administration Director PT Energy Management Indonesia (Persero) (2007-2012)
— Head of Division of Finance PT Energy Management Indonesia (Persero) (2006-2007)
— Sales Executive, International Airport O’Hare Chicago, Illinois, United States (2004-2005)
— Office Manager, Primitive Ltd Los Angeles, California, United States (2001-2004)
— Branch Manager Surveyor Indonesia in Houston, Texas, United States in 2001
— Branch Analysis PT Sucofindo (Persero) (1990-1991)
Riwayat Pendidikan — Postgraduate Finance Specialist, New South West University Sydney, Australia (1995);
Educational background — Ekonomi Manajemen (ext), Universitas Indonesia (1991 – 1992);
— Manajemen Keuangan, Universitas Persada Indonesia (1992 – 1994);
— Sekolah Tinggi Ilmu Perbankan Bandung (1985 – 1989).
— Postgraduate Finance Specialist, New South West University Sydney, Australia (1995)
— Management Economics (ext), University of Indonesia (1991 – 1992)
— Financial Management, University of Persada Indonesia (1992 – 1994)
— Bandung College of Banking Science (1985 – 1989).

Annual Report 2021

107
Saifuddin Wijaya
Direktur Komersial
Director of Commercial
Kewarganegaraan
Indonesia
Citizenship
Domisili
Jakarta
Domicile
Usia 58 tahun
Age 58 years
Dasar Hukum Penunjukan Surat Keputusan Pemegang Saham No: SK-224/MBU/07/2021 tanggal 2 Juli 2021
Legal Basis of Appointment Shareholders’ Decree No: SK-224/MBU/07/2021 dated July 2, 2021
Periode Menjabat Periode Pertama: 2 Juli 2021 hingga penutupan RUPS tahun 2026
Serving Period 1st Period: July 2, 2021 until the closing of the GMS in 2026

Riwayat Jabatan — Direktur Pengembangan Sumber Daya, di PT Biro Klasifikasi Indonesia (Persero) (2017-2021)
Position History — Sekretaris Perusahaan, PT Biro Klasifikasi Indonesia (Persero) (2013-2017)
— Ka. Penelitian & pengembangan, PT Biro Klasifikasi Indonesia (Persero) (2011-2013)
— Pj.Kepala Satuan Perencanaan, PT Biro Klasifikasi Indonesia (Persero) (2005-2011)
— Director of Resource Development, PT Biro Klasifikasi Indonesia (Persero) (2017-2021)
— Corporate Secretary, PT Biro Klasifikasi Indonesia (Persero) (2013-2017)
— Ka. Research & development, PT Biro Klasifikasi Indonesia (Persero) (2011-2013)
— Act. Head of Planning Unit, PT Biro Klasifikasi Indonesia (Persero) (2005-2011)
Riwayat Pendidikan — Sarjana Teknik Perkapalan lulusan Institut Teknologi Sepuluh Nopember (1987)
Educational background — Master of Business dari Indonesian Institute of Management (1993)
— Bachelor of Marine Engineering graduated from the Institut Teknologi Sepuluh Nopember (1987)
— Master of Business from the Indonesian Institute of Management (1993)


Lussy Ariani Seba

Direktur Sumber Daya Manusia
Director of Human Resources
Kewarganegaraan
Indonesia
Citizenship
Domisili
Tasikmalaya
Domicile
Usia 47 tahun
Age 47 years
Dasar Hukum Penunjukan Keputusan Pemegang Saham Nomor SK-299/MBU/09/2020; Nomor SGS-2020.09.16-1; Nomor 1559/DRU-IXSP/2020 Tanggal 21
Legal Basis of Appointment September 2020
Shareholders’ Decision Number SK-299/MBU/09/2020; Number SGS-2020.09.16-1, Number 1559/DRU-IXSP/2020 Dated
September 21, 2020
Periode Menjabat Periode Pertama: 21 September 2020 - Penutupan RUPS Tahun 2025
Serving Period 1st Period: September 21 2020- 2025 GMS Closing

Riwayat Jabatan — Group Head Jasa Marga Learning Institute PT Jasa Marga (Persero) Tbk, (2019-2020)
Position History — Vice President Human Capital Development PT Jasa Marga (Persero) Tbk, (2018-2019)
— Vice President Human Capital Strategy and Policy, PT Jasa Marga (Persero) Tbk, (2018)
— Senior Manager Career Management, PT Jasa Marga (Persero) Tbk, (2016-2018)
— Assistant Vice President Human Capital Development, PT Jasa Marga (Persero) Tbk, (2013-2016)
— Group Head Jasa Marga Learning Institute PT Jasa Marga (Persero) Tbk, (2019-2020)
— Vice President Human Capital Development of PT Jasa Marga (Persero) Tbk, (2018-2019)
— Vice President Human Capital Strategy and Policy, PT Jasa Marga (Persero) Tbk, (2018)
— Senior Manager Career Management, PT Jasa Marga (Persero) Tbk, (2016-2018)
— Assistant Vice President Human Capital Development, PT Jasa Marga (Persero) Tbk, (2013-2016)
Riwayat Pendidikan S1 Teknik Informatika Universitas Respati Indonesia (2007)

Educational background S1 Informatics Engineering, Respati Indonesia University (2007)

Annual Report 2021

109
Profil Pejabat Eksekutif

Profile of Executive Officers
Ngakan Made Oka Dhyana Abubakar Alhadar

Sekretaris Perusahaan Kepala Satuan Pengawasan Intern
Corporate Secretary Head of Internal Audit Unit
Yusuf Setyabudhi Deddi Nurmal

VP Keuangan dan Akuntansi VP Human Capital
VP of Finance & Accounting VP of Human Capital
Edwin Pantas P Winda Ary Susanti

VP Manajemen Aset VP Pemasaran & Pengembangan Perusahaan
VP of Asset Management Division VP of Marketing & Corporate Development Division

David Januardi Muhammad Chairuddin

VP Perencanaan Korporat & Manajemen Risiko VP Teknologi Informasi
VP of Corporate Planning & Risk Management Division VP of Information Technology Division
R. Benny Susanto Syahrul Ramadhan

VP Operasi VP Tanggung Jawab Sosial & Lingkungan (TJSL)
VP of Operations Division VP of Social & Environmental Responsibility Unit (TJSL)
Euis Emalia Noor Baron Agung Wicaksono

VP Strategic Transformation Office VP Divisi Bisnis Strategis Infrastructure
VP of Strategic Transformation Office VP of Infrastructure Strategic Business Division
Annual Report 2021

111
Firza Mahdar Agus Rahmad

VP Divisi Bisnis Strategis Government & Institution VP Divisi Bisnis Strategis Oil, Gas & Energy
VP of Government & Institution Strategic Business Division VP of Oil, Gas & Energy Strategic Business Division
Djusep Sukriatno Epi Darlis

VP Divisi Bisnis Strategis Coal & Mineral General Manager Cabang Jakarta
VP of Coal & Mineral Strategic Business Division General Manager Jakarta Branch
Syafrial Negari Karunia Adi

General Manager Cabang Pekanbaru General Manager Cabang Surabaya
General Manager Pekanbaru Branch General Manager Surabaya Branch

Rully Marinto Tri Yulianto

General Manager Cabang Palembang General Manager Cabang Makassar
General Manager Palembang Branch General Manager Makassar Branch
Ibnu Khaldun Wilson Manurung

General Manager Cabang Medan General Manager Cabang Batam
General Manager Medan Branch General Manager Batam Branch
Fitri Agungnugroho Epi Darlis

General Manager Cabang Balikpapan Pjs General Manager Cabang Semarang
General Manager Balikpapan Branch Act General Manager Semarang Branch
Annual Report 2021

113
Wahyu Johnson Lumbantoruan

General Manager Cabang Aceh General Manager Cabang Banjarbaru
General Manager Aceh Branch General Manager Banjarbaru Branch
Mukti Wibowo
General Manager Cabang Singapura
General Manager Singapore Branch

Struktur dan Komposisi

Pemegang Saham
Shareholders Structure and Composition
Jalur Pengendali Jalur Non Pengendali

Controlling Route Non-Controlling Route
Komposisi Kepemilikan Saham

Shareholders Composition
1 Januari 2021 31 Desember 2021

January 1, 2021 December 31, 2021
Pemegang Saham Persentase Persentase
Shareholders Jumlah Saham Nominal Kepemilikan Jumlah Saham Nominal Kepemilikan
Total Shares Nominal Ownhership Total Shares Nominal Ownership
Percentage Percentage
Pemerintah Republik Indonesia 21.280 21.280.000.000 85,12 1 Dwiwarna 1.000.000 -
Government of the Republic of Indonesia
PT Biro Klasifikasi Indonesia (Persero) 0 0 0 21.279 21.279.000.000 85,12
Societe Generale de Surveillance, SA 2.600 2.600.000.000 10,40 2.600 2.600.000.000 10,40
PT Sucofindo 1.120 1.120.000.000 4,48 1.120 1.120.000.000 4,48
Jumlah 25.000 25.000.000.000 100,00 25.000 25.000.000.000 100,00
Total
Nominal per lembar saham = Rp1.000.000

Shares Par Value = IDR1,000,000
Annual Report 2021

115
Kepemilikan Saham Oleh Dewan Komisaris dan Direksi

Board of Commissioners and Board of Directors Share Ownership
Jumlah Kepemilikan Saham

Nama Jabatan
Surveyor Indonesia
Name Position
Total Surveyor Shares Ownership
Komisaris Utama Nihil
Iman Pambagyo
President Commissioner Nill
Komisaris Nihil
Ferry Andrianto
Commissioner Nill
Komisaris Nihil
Wawan Sunarjo
Commissioner Nill
Komisaris Nihil
Dody Widodo
Commissioner Nill
Komisaris Independen Nihil
Paulus Prananto
Independent Commissioner Nill
Direktur Utama Nihil
President Director Nill
Direktur Komersial Nihil
Saifuddin Wijaya
Director of Commercial Nill
Direktur Keuangan dan Manajemen Risiko Perusahaan Nihil
Rosmanidar Zulkifli
Director of Finance and Risk Management Nill
Direktur Sumber Daya Manusia Nihil
Lussy Ariani Seba
Director of Human Resources Nill
Informasi tentang Pemegang Saham Utama/ Pengendali Hingga Nama Pemilik Akhir
Information about the Main/Controlling Shareholders to the Name of the Final Owner
Pemerintah Republik Indonesia melalui Kementerian BUMN yang The Government of the Republic of Indonesia through the
memiliki 1 lembar saham Dwiwarna merupakan pemegang Ministry of SOEs, which owns 1 Dwiwarna share, is the controlling
saham pengendali Perusahaan, sedangkan PT Biro Klasifikasi shareholder of the Company, while PT Biro Statistik Indonesia
Indonesia (Persero) yang menguasai 21.279 saham merupakan (Persero) which controls 21,279 shares is the main shareholder
pemegang saham utama Perusahaan. of the Company.

Entitas Anak dan Asosiasi

Subsidairy and Associated Companies
Entitas Anak
Subsidairy Companies
Jumlah Aset
Tahun
Kepemilikan Saham Kepemilikan Saham
Tahun Penyertaan
(%) (Rp Juta)
Nama Bidang Usaha Domisili Berdiri Modal Status
Shares Ownership Total assets
Name Line of Business Domicile Year of Year of Status
(%) Share Ownership
Incorporation Capital
(IDR Million)
Investment
2021 2020 2021 2020
PT Surveyor Jasa inspeksi, survei dan Jakarta 2002 2002 Beroperasi 99 99 281.660 237.168
Carbon Consulting uji laboratorium di industri Operating
Indonesia (SCCI) pertambangan batubara
Inspection
Inspection services,
survey and laboratory
testing in the coal mining
industry Inspection
PT Synerga Tata Jasa manajemen energi, Jakarta 2013 2008 Beroperasi 60 60 12.682 11.846
Internasional (STI) jasa kontraktor di bidang Operating
penyediaan infrastruktur,
ketenagalistrikan, dan jasa
perdagangan lainnya
Energy management
services, contractor
services in the provision
of electricity infrastructure
and other trading services
Kerja Sama Operasi

Joint Operation
Tahun Kepemilikan Saham
Tahun Penyertaan (%)
Nama Bidang Usaha Domisili Berdiri Modal Status Shares Ownership
Name Line of Business Domicile Year of Year of Status (%)
Incorporation Capital
2021 2020
Investment
KSO SCISI Verifikasi dan penelusuran teknis barang impor Jakarta 2002 2002 Beroperasi 50 50
Pre Shipment (VPTI) dalam lingkup fasilitas industri dan Operating
Inspection (PSI) perdagangan
Verification and technical tracing of imported goods
(VPTI) within the scope of industrial and trade
facilities
KSO SISCI Survei kondisi Peti Kemas di Gate Out dan Jakarta - 2017 Beroperasi 50 50
Kontainer pemeriksaan Peti Kemas kosong di Depo Peti Operating
Kemas berbasis Teknologi Informasi di seluruh
wilayah Indonesia.
Survey on container condition at Gate Out and
inspection of empty containers at Depo Information
Technology-based containers throughout Indonesia.
Annual Report 2021

117
Profil Singkat Entitas Anak

Brief Profile of Subsidiaries
PT Surveyor Carbon Consulting Indonesia (SCCI)
Kepengurusan Komisaris Utama : Djusep Sukriatno

Management President Commissioner
Komisaris : Umar Ali Lessy
Commissioner
Direktur Utama : Imam Dasuki
President Director
Direktur Operasi : I Wayan Sanjaya
Director of Operational
Direktur Pemasaran dan Pengembangan Bisnis : Dwi Dewi Bondan Lukitasari
Director of Marketing and Business Development
Profil Singkat PT Surveyor Carbon Consulting Indonesia (SCCI) bergerak dalam bidang usaha jasa analisa laboratorum, inspeksi, dan konsultasi
Brief Profile di bidang industri batubara. SCCI memiliki visi yang selaras dengan Surveyor Indonesia, yaitu menjadi perusahaan independent
assurance di pasar nasional dan internasional untuk produk pertambangan. Dalam kegiatan usahanya SCCI melakukan semua
kegiatan yang bersifat superintending dan non-superintending dengan fokus pengembangan bisnis pada kedua kegiatan tersebut.
Sasaran SCCI menjadi pelaku usaha superintending dengan pangsa pasar mencapai 15%; sementara pengembangan usaha non-
superintending dilakukan untuk memperkuat bisnis inti superintending.
Surveyor Indonesia memiliki saham 99,00% atas SCCI, sementara sisanya dimiliki oleh Koperasi Surveyor Indonesia (KOPSURINDO).
PT Surveyor Carbon Consulting Indonesia (“SCCI”) is engaged in the business of laboratory analysis, inspection and consulting
services in the coal industry. SCCI has a vision that is in line with Surveyor Indonesia, namely to become an independent assurance
company in the national and international markets for mining products. In its business activities, SCCI carries out all activities that are
Superintending and Non-Superintending with a focus on business development in these two activities. SCCI’s target is to become a
Superintending business actor with a market share of 15%; while the development of the Non-Superintending business is carried out
to strengthen the core superintending business.
Surveyor Indonesia owns 99.00% shares in SCCI, while the rest is owned by the Indonesian Surveyor Cooperative (KOPSURINDO).

PT Synerga Tata Internasional (STI)
Kepengurusan Plt. Komisaris : Ponky L. Kardono

Management Act. Commissioner
Plt Direktur Utama : Ajat Jatnika
Act. President Director
Profil Singkat Mulai beroperasi komersial pada tahun 2012, PT Synerga Tata Internasional (STI) diakuisisi oleh Surveyor Indonesia pada tahun 2013.
Brief Profile Sesuai dengan kegiatan utama STI di bidang Engineering, Procurement dan Construction (EPC), fokus bisnis STI terlihat selaras
dengan fokus Surveyor Indonesia dalam mengembangkan unit bisnis Infrastruktur. Potensi usaha yang sangat terbuka bagi STI
terlihat dari fokus pembangkitan energi listrik 35.000 MW sebagai bagian dari program percepatan pembangunan infrastruktur
oleh pemerintah. Diharapkan, melalui dukungan yang lebih besar dari Surveyor Indonesia, STI dapat berperan serta dalam program
pemerintah tersebut.
Surveyor Indonesia memiliki saham 60,00% atas STI, sementara sisanya dimiliki oleh PT Rizki Anugrah Pratama (30,00%) dan
Mochamad Sidik Darmawan (10,00%).
Starting commercial operations in 2012, PT Synerga Tata Internasional (“STI”) was acquired by Surveyor Indonesia in 2013. In
accordance with STI’s main activities in Engineering, Procurement and Construction (EPC), STI’s business focus looks in line with
Surveyor Indonesia’s focus in developing units. Infrastructure business. The business potential that is very open to STI can be seen
from the focus on generating 35,000 MW of electric energy as part of the government’s accelerated infrastructure development
program. It is hoped that, through greater support from Surveyor Indonesia, STI can participate in the Government program.
Surveyor Indonesia owns 60.00% of STI shares, while the rest is owned by PT Rizki Anugrah Pratama (30.00%) and Mochamad Sidik
Darmawan (10.00%).
Annual Report 2021

119
Struktur Grup Perusahaan

Corporate Group Structure
Societe Generale de Surveillance, SA PT Sucofindo (Persero)
10,40 % 85,12 % 4,48 %
99,00% 60,00 % 50,00 % 50,00 %
KSO SISCI
PT Surveyor
Kontainer Changes
Carbon Consulting PT Synerga Tata
KSO SCISI
KSO SCIPS
SI in Administrator
Indonesia Internasional
of KSO SCISI
Container
Keterangan
Remark
Pemegang Saham Utama/Pengendali sekaligus Entitas Pemilik Akhi r

Major/Controlling Shareholders as well as Ultimate Entity Owner
Pemegang Saham Lainnya

Other Shareholders
Entitas Anak
Subsidiaries
Ventura Bersama/Kerja Sama Operasi (KSO)

Joint Venture/Joint Operation (JO)

Keanggotaan Asosiasi
Association Membership
Surveyor Indonesia telah tergabung dalam keanggotaan Surveyor Indonesia has joined the membership of the
organisasi, hal ini bertujuan untuk memperkuat bisnis organization, this is aimed at strengthening the Company’s
Perusahaan. Organisasi di mana Surveyor Indonesia turut serta business. The organizations in which Surveyor Indonesia is
di dalamnya, antara lain: involved include:
1. Asosiasi Perusahaan Inspeksi Teknik Indonesia (APITINDO) 1. Association of Indonesian Engineering Inspection Companies
(APITINDO)
2. Indonesian Mining Association (IMA) 2. Indonesian Mining Association (IMA)
3. Kamar Dagang Indonesia (KADIN) 3. Indonesian Chamber of Commerce (KADIN)
4. Asosiasi Independen Surveyor Indonesia (AISI) 4. The Independent Association of Surveyors of Indonesia (AISI)
5. Ikatan Konsultan Indonesia (INKINDO) 5. Indonesian Consultants Association (INKINDO)
6. Asosiasi Perusahaan Pemboran Minyak, Gas dan Panas 6. The Association of Indonesian Oil, Gas and Geothermal
Bumi Indonesia (APMI) Drilling Companies (APMI)
7. Asosiasi Perusahaan Survey Pemetaan dan Informasi 7. Association of Geospatial Mapping and Information Survey
Geospasial (APSPIG) Companies (APSPIG)
8. Asosiasi Jasa Pertambangan Indonesia (Aspindo) 8. Indonesian Mining Services Association (Aspindo)
Annual Report 2021

121
Kronologi Pencatatan Saham

Share Listing Chronology
Hingga tanggal 31 Desember 2021, Surveyor Indonesia tidak As of December 31, 2021, Surveyor Indonesia has not conducted
melakukan Penawaran Umum Perdana Saham dan tidak an Initial Public Offering of shares and does not trade its shares
memperdagangkan sahamnya di bursa saham manapun, on any stock exchange, thus there is no information regarding
dengan demikian tidak terdapat informasi terkait tahun the year of issuance of shares, number of shares, nominal value
penerbitan saham, jumlah saham, nilai nominal saham, harga of shares, share offering price for each corporate action. action),
penawaran saham untuk masing-masing tindakan korporasi the number of shares listed after each corporate action, and the
(corporate action), jumlah saham tercatat setelah masing- name of the stock exchange where Surveyor Indonesia shares
masing tindakan korporasi (corporate action), dan nama bursa were listed.
di mana saham Surveyor Indonesia dicatatkan.
Kronologi Pencatatan Efek Lainnya

Chronology of Other Securities Listing
Hingga tanggal 31 Desember 2021 Surveyor Indonesia tidak As of December 31, 2021 Surveyor Indonesia has not issued any
menerbitkan efek lainnya dalam bentuk apapun, dengan other securities in any form, thus there is no information regarding
demikian tidak terdapat informasi terkait nama efek lainnya, the names of other securities, the year of issuance of other
tahun penerbitan efek lainnya, tingkat bunga/imbalan efek securities, interest rates/other securities returns, and maturity
lainnya, dan tanggal jatuh tempo efek lainnya; nilai penawaran dates of other securities; offering value of other securities; name
efek lainnya; nama bursa di mana efek lainnya dicatatkan; dan of exchange where other securities are listed; and effect rating.
peringkat efek.

Lembaga dan/atau Profesi

Penunjang Perusahaan
Supporting Institutions and/or Professions
Konsultan Hukum
Legal Consultant
Nama Perusahaan HERMAWAN AND PARTNERS
Company Name
Alamat Jl. Artzimar III No.37, Kel. Tegallega Kec. Bogor Tengah
Address Kota Bogor/Bogor City,
Jawa Barat/West Java
Ruang Lingkup Pekerjaan Jasa Konsultan Hukum untuk Penanganan Perkara SKEBP Legal Consultant Services for Handling Cattle and Crab
Scope of Work Sapi dan Rajungan SKEBP Cases
Periode Penugasan 23 Februari 2021
Assignment Period February 23, 2021
Biaya Rp1.170.000.000
Fees IDR1,170,000,000
Konsultan Hukum
Legal Consultant
Nama Perusahaan KJPP RUKY, SAFRUDIN & REKAN
Company Name KJPP RUKY, SAFRUDIN & PARTNERs
Alamat Jl. Patal Senayan Raya No.3B, RW.7, Grogol Utara, Kec. Kby. Lama,
Address Kota Jakarta Selatan/South Jakarta City,
Daerah Khusus Ibukota Jakarta 12210
Ruang Lingkup Pekerjaan Jasa Penilaian Saham dan Aset Tetap milik Pemerintah di Government-owned Shares and Fixed Assets Valuation
Scope of Work Surveyor Indonesia per 31 Desember 2020 Services at Surveyor Indonesia as of December 31, 2020
Periode Penugasan 27 Mei 2021
Assignment Period May 27, 2021
Biaya Rp177.300.000
Fees IDR177,300,000
Annual Report 2021

123
Konsultan Hukum
Legal Consultant
Nama Perusahaan KARIMSYAH LAW FIRM
Company Name
Alamat Alamanda,
Address Jl. TB Simatupang No.23-24, RT.1/RW.1, West Cilandak, Cilandak,
South Jakarta City, Jakarta 12430
Ruang Lingkup Pekerjaan Jasa Konsultan Hukum untuk Restrukturisasi Asuransi Legal Consultant Services for Insurance Restructuring
Scope of Work PT Asuransi Jiwasraya (Persero) PT Asuransi Jiwasraya (Persero)
Periode Penugasan 19 April 2021
Assignment Period April 19, 2021
Biaya Rp150.000.000
Fees IDR150,000,000
Konsultan Hukum
Legal Consultant
Nama Perusahaan KJPP DINO SUHARIANTO DAN REKAN
Company Name KJPP DINO SUHARIANTO NAD PARTNERS
Alamat Rasuna Office Park, Unit OO-09 Epicentrum,
Address Jl. Taman Rasuna Tim. RT.16/RW.1, Menteng Atas, Kecamatan Setiabudi,
Kota Jakarta Selatan/South Jakarta City,
Daerah Khusus Ibukota Jakarta 12960
Ruang Lingkup Pekerjaan Pekerjaan Jasa Penilaian Aset berupa Peralatan Kantor Asset Valuation Services in the form of Office Equipment
Scope of Work sebanyak 251 Objek Penilaian di Graha Surveyor Indonesia as many as 251 Objects of Assessment at Graha Surveyor
Indonesia
Periode Penugasan 19 April 2021
Assignment Period April 19, 2021
Biaya Rp30.000.000
Fees IDR30,000,000
Kantor Akuntan Pajak

Tax Accountant Firm
Nama Perusahaan KAP Paul Hadiwinata, Hidajat, Arsono, Retno, Palilingan & Rekan
Company Name KAP Paul Hadiwinata, Hidajat, Arsono, Retno, Palilingan & Partners
Alamat UOB Plaza Lt. 42,
Address Jl. M.H. Thamrin, RT.9/RW.5,
Gondangdia, Menteng, Jakarta Pusat/Central Jakarta,
Jakarta 10350
Ruang Lingkup Pekerjaan Jasa Audit Laporan Keuangan Surveyor Indonesia Financial Report Audit Services of Surveyor Indonesia and
Scope of Work dan Entitas Anak untuk Tahun Buku yang Berakhir 31 its Subsidiaries for the Fiscal Year Ended December 31,
Desember 2020 2020
Periode Penugasan 15 Oktober 2021
Assignment Period October 15, 2021
Biaya Rp680.400.000
Fees IDR680,400,000

Konsultan Hukum
Legal Consultant
Nama Perusahaan DR. EFENDI SARAGIH, S.H., M.H
Company Name
Alamat Graha Mas Fatmawati Blok B-3,
Address Jl. RS. Fatmawati Raya No.71,
Jakarta 12150
Ruang Lingkup Pekerjaan Konsultan Hukum untuk Bantuan Hukum Legal Consultants for Legal Assistance
Scope of Work
Periode Penugasan 2 September 2021
Assignment Period September 2, 2021
Biaya Rp4.000.000.000
Fees IDR4,000,000,000
Konsultan Hukum
Legal Consultant
Nama Perusahaan FEDHLI FAISAL & PARTNERS
Company Name
Alamat Epicentrum Walk., 5 Th Floor, Suites South 529A,
Address Jl Rasuna Said, Setia Budi,
Jakarta Selatan/South Jakarta
Ruang Lingkup Pekerjaan Konsultan Hukum atas Gugatan Hubungan Industrial dari Legal Consultant for Industrial Relations Lawsuits from
Scope of Work Mantan Pegawai Former Employees
Periode Penugasan 6 September 2021
Assignment Period September 6, 2021
Biaya Rp142.860.000
Fees IDR142,860,000
Annual Report 2021

125
Informasi Pada Website Perusahaan

Information on Company Website
Situs web Surveyor Indonesia menyajikan berbagai informasi Surveyor Indonesia’s website provides a variety of information
yang dimaksudkan sebagai suatu pengenalan dan panduan intended as an introduction and guide to the business of Surveyor
tentang bisnis Surveyor Indonesia. Informasi yang disediakan Indonesia. The information provided contains, among others,
berisikan antara lain Profil Perusahaan, Profil Dewan Komisaris dan the Company Profile, the Profile of the Board of Commissioners
Direksi, Pemegang Saham, Kode Etik, RUPS, Struktur Organisasi and Directors, Shareholders, Code of Ethics, GMS, Company
Perusahaan, Laporan Keuangan Perusahaan, Pedoman Dewan Organizational Structure, Company Financial Statements,
Komisaris dan Direksi, dan Pedoman Komite. Selain itu, situs web Guidelines for the Board of Commissioners and Directors and
Surveyor Indonesia juga memuat informasi produk dan layanan Committee Guidelines. In addition, Surveyor Indonesia’s website
yang diberikan Perusahaan, Informasi-informasi yang disajikan also contains information on products and services provided
dalam website senantiasa diperbarui secara berkala. by the Company. The information presented on the website is
always updated regularly.

Keseluruhan informasi di dalam situs Perusahaan yang beralamat All information on the Company’s website which is located at
di https://www.ptsi.co.id; tersaji dalam bahasa Indonesia dan https://www.ptsi.co.id; presented in Indonesian and English. The
bahasa Inggris. Situs web yang tersedia merupakan bagian dari available website is part of the disclosure of information carried
keterbukaan informasi yang dilakukan Surveyor Indonesia, agar out by Surveyor Indonesia, so that stakeholders and the wider
pemangku kepentingan dan masyarakat luas dapat dengan community can easily access and obtain various information
mudah mengakses dan memperoleh berbagai informasi terkait related to the Company.
dengan Perusahaan.
Berikut merupakan tabel pemenuhan informasi pada situs The following is a table of information fulfillment on the Company’s
Perusahaan: website:
Ketersediaan di Situs
Cakupan Informasi www.ptsi.co.id
No
Information Coverage Availability in
www.ptsi.co.id Website
Informasi pemegang saham sampai dengan pemilik akhir individu
1 √
Shareholder information up to individual final owners
Isi Kode Etik
2 √
Fill in the Code of Ethics
Informasi Rapat Umum Pemegang Saham (RUPS) paling kurang meliputi bahan mata acara yang dibahas
dalam RUPS, ringkasan risalah RUPS, dan informasi tanggal penting yaitu tanggal pengumuman RUPS,
tanggal pemanggilan RUPS, tanggal RUPS, tanggal ringkasan risalah RUPS diumumkan
3 Information on the General Meeting of Shareholders (GMS) at least includes the material for the agenda √
discussed in the GMS, summary of the minutes of the GMS, and important date information, namely the date
of the announcement of the GMS, the date of the summons for the GMS, the date of the GMS, the date of the
summary of the minutes of the GMS was announced
Laporan keuangan tahunan terpisah (5 tahun terakhir)
4 √
Separate annual financial statements (last 5 years)
Profil Dewan Komisaris dan Direksi
5 √
Profile of the Board of Commissioners and Directors
Piagam/Charter Dewan Komisaris, Direksi, Komite-komite, dan Unit Audit Internal
6 √
Charter of the Board of Commissioners, Board of Directors, Committees, and the Internal Audit Unit
Annual Report 2021

127
Sumber Daya Manusia

Human Resources
Sumber Daya Manusia (SDM) merupakan elemen penting Human Resources (HR) is an important element in providing the
dalam memberikan pelayanan terbaik bagi seluruh pelanggan. best service for all customers. For this reason, Surveyor Indonesia
Karena itulah, Surveyor Indonesia berkomitmen untuk terus is committed to continuously improving the quality and capacity
meningkatkan kualitas dan kapasitas SDM yang dimilikinya of its human resources in order to support the achievement of
agar dapat menunjang pencapaian visi misi Perusahaan dan the Company’s vision and mission and to manage employees
melakukan pengelolaan karyawan secara baik yang dilakukan properly from recruitment to employees entering their retirement
sejak dari rekrutmen hingga karyawan memasuki masa purna period.
bakti.
Secara konsisten dan berkesinambungan, Perusahaan Consistently and continuously, the Company improves
meningkatkan kompetensi karyawan dengan employee competence by considering the Company’s Work
mempertimbangkan Rencana Kerja dan Anggaran Perusahaan Plan and Budget and the direction of the Company’s business
dan arah pengembangan bisnis Perusahaan dalam jangka development in the long term. Surveyor Indonesia is very
panjang. Surveyor Indonesia sangat menyadari, SDM yang aware that human resources with good knowledge, skills and
memiliki pengetahuan, keterampilan, dan perilaku yang baik behavior will be highly motivated, so as to encourage increased
akan memiliki motivasi tinggi, sehingga dapat mendorong productivity and make a positive contribution to the Company’s
peningkatkan produktivitas serta memberikan kontribusi positif operations and business.
bagi operasional dan bisnis Perusahaan.
SDM Surveyor Indonesia terdiri dari tim yang profesional Surveyor Indonesia’s HR consists of a professional and reliable
dan andal, seperti para surveyor, inspektur, konsultan, dan team, such as certified surveyor, inspectors, consultants,
assessor yang bersertifikat yang sudah diakui secara nasional and assessors who have been recognized both nationally
maupun internasional. Para profesional ini berdedikasi tinggi and internationally. These professionals are highly dedicated
untuk memberikan garansi produk bermutu demi tercapainya to providing quality product guarantees in order to achieve
kuantitas dan kualitas jasa yang ditargetkan demi kepuasan the targeted quantity and quality of services for customer
pelanggan. satisfaction.

Organisasi Pengelola SDM HR Management Organization
Sebagai wujud komitmennya, Surveyor Indonesia melakukan As a form of its commitment, Surveyor Indonesia manages
pengelolaan SDM yang dimiliki termasuk semua intangibles its human resources including all of its intangibles, namely
yang dimilikinya, yaitu kompetensi (competence), berupa competence, in the form of knowledge, skills and attitude.
pengetahuan (knowledge), Keterampilan (skill) dan perilakunya Management includes all aspects of being able to attracting,
(attitude). Pengelolaan meliputi semua aspek yang mampu developing, and retaining talented employees.
menarik (attracting), mengembangkan (developing), dan
mempertahankan (retaining) pegawai yang berbakat.
Pengelolaan SDM di lingkungan Surveyor Indonesia dijalankan HR management within Surveyor Indonesia is carried out by the
oleh Divisi Human Capital yang dipimpin kepala divisi dan Human Capital Division, which is led by the division head and is
bertanggung jawab kepada Direktur Sumber Daya Manusia. responsible to the Director of Human Resources.
Struktur Organisasi Divisi Human Capital Human Capital Division Organizational

Structure
Dalam organisasinya, Divisi Human Capital terbagi dalam 3 (tiga) Within its organization, the Human Capital Division is divided into
bagian, yaitu: 3 (three) parts, namely:
1. Bagian Pengembangan Sistem dan Manajemen Talenta 1. Talenta Management and System Development Section
2. Bagian Learning and Development 2. Learning and Development Section
3. Bagian Human Capital Services 3. Human Capital Services Section
VP
Human Capital
Human Capital AVP AVP

Business Partner Learning and Development Human Capital Service
Annual Report 2021

131
Tugas dan Tanggung Jawab Masing-Masing Duties and Responsibilities of Each Division
Divisi
Masing-masing bagian pada Divisi Human Capital memiliki tugas Each division in the Human Capital Division has different duties
dan tanggung jawab yang berbeda namun memiliki keterkaitan and responsibilities but has other interrelationships. The duties
satu dengan lainnya. Tugas dan tanggung jawab masing-masing and responsibilities of each section are listed in the following
bagian tertuang dalam tabel berikut: table:
Divisi Tugas dan Tanggung Jawab

Division Duties and Responsibilities
Bagian Pengembangan Sistem dan 1. Merencanakan, melaksanakan, memantau, dan mengevaluasi program transformasi
Manajemen Talenta perusahaan meliputi panyesuaiai struktur organisasi Perusahaan, internalisasi budaya,
dan tata nilai Perusahaan.
2. Merencanakan, melaksanakan, monitoring, dan mengevaluasi sistem penilaian kinerja
pegawai sesuai dengan kebijakan, pedoman, dan prosedur yang berlaku.
3. Mengembangkan, memantau, dan mengevaluasi sistem manajemen talenta sesuai
arah dan strategi Perusahaan.
4. Menyususn acuan kerja pengembangan sistem dan manajemen talenta sesuai
persyaratan dan ketentuan yang berlaku.
Talent Management and System 1. Plan, implement, monitor and evaluate the company’s transformation program
Development Division including the Company’s organizational structure adjustment, internalizing the culture
and values of the Company.
2. Plan, implement, monitor and evaluate employee performance appraisal system in
accordance with applicable policies, guidelines and procedures.
3. Develop, monitor, and evaluate the Talent Management System in accordance with
the direction and strategy of the Company.
4. Prepare work references for system development and talent management in
accordance with applicable terms and conditions.

Divisi Tugas dan Tanggung Jawab

Division Duties and Responsibilities
Bagian Learning and Development 1. Merencanakan, melaksanakan, memantau, dan mengevaluasi program learning
and development pegawai sesuai dengan kebijakan, pedoman, dan prosedur yang
berlaku
2. Merencanakan, melaksanakan, monitoring, dan mengevaluasi sistem manajemen
pengetahuan (knowledge management)
3. Memastikan ketersediaan personil dan/atau data personil untuk memenuhi kebutuhan
unit komersial dalam pelaksanaan operasinya
4. Menyusun acuan kerja learning and development sesuai persyaratan dan ketentuan
yang berlaku
Learning and Development Division 1. Plan, implement, monitor and evaluate employee Learning and development programs
in accordance with applicable policies, guidelines and procedures
2. Plan, implement, monitor and evaluate knowledge management systems
3. Ensure the availability of personnel and/or personnel data to meet the needs of
commercial units in carrying out their operations
4. Prepare learning and development work references in accordance with applicable
terms and conditions
Bagian Human Capital Services 1. Merencanakan, melaksanakan, memantau, dan mengevaluasi layanan kepegawaian
meliputi rekrutmen, penempatan, imbal jasa pegawai, reward and punishment, sesuai
dengan kebijakan, pedoman, dan prosedur yang berlaku.
2. Mengelola kegiatan-kegiatan dalam rangka pengelolaan hubungan industrial antara
pegawai dengan manajemen
3. Melakukan koordinasi dengan lembaga yang terkait dengan ketenagakerjaan (BPJS
Ketenagakerjaan, BPJS Kesehatan, Disnaker, asuransi, dll.)
4. Menyusun acuan kerja pengelolaan human capital services sesuai persyaratan dan
ketentuan yang berlaku.
Human Capital Services Division 1. Plan, implement, monitor and evaluate personnel services including recruitment,
placement, employee benefits, rewards and punishments, in accordance with
applicable policies, guidelines and procedures.
2. Manage activities in the context of managing industrial relations between employees
and management
3. Coordinate with institutions related to employment (BPJS Keenagakerjaan, BPJS
Health, Manpower, Insurance, etc.)
4. Prepare a working reference for the management of human capital services in
accordance with the applicable terms and conditions.
Annual Report 2021

133
Road Map Pengelolaan SDM

HR Management Road Map
Potensi Investasi
Unit Kerja Strategi Human Capital Program/Inisiatif Strategis Investment Potential
Work Unit Human Capital Strategy Program/Strategic Initiative Total Keperluan SDM Total Keperluan Investasi
Total HR Needs Total Investment Needs
Divisi Human Capital Melakukan aligning proses bisnis internal Evaluasi dan penyesuaian Pengembangan Organisasi di bawah DPKMR
(DHC) melalui penyesuaian tugas dan fungsi terhadap tugas dan fungsi pada Organization Development under DPKMR
Human Capital organisasi serta pedoman dan kebijakan sektor bisnis, divisi, dan cabang
Division perusahaan Evaluation and adjustment
(DHC) (DPKMR) of duties and functions in the
Aligning internal business processes business sector, divisions, and
through adjusting organizational tasks and branches
functions as well as company guidelines
and policies
(DPKMR)
Peningkatan kompetensi dan kapabilitas Development TIC Institute

Internal Resource terutama skill teknis (Holding JS)
untuk menciptakan SDM yang inovatif, Development TIC Institute
agile, dan berbasis digital (digital savvy) (Holding JS)
dan memiliki risk/K3LL awareness (kinerja
tinggi)
Competence improvement and capability
of Internal Resources, especially technical
skills to create innovative, agile, and digital-
based human resources (digital savvy)
and have risk/K3LL awareness (high
performance)

Rencana Aksi
Action Plan
2020 2021 2022 2023 2024
— Desain curriculum program — Integrasi data karyawan HCIS — Standarisasi kompetensi u/ — Standarisasi kompetensi u/ — Pelaksanaan diklat untuk
leadership, khususnya u/ level dengan LMS JS kelompok jabatan fungsional kelompok jabatan fungsional fungsional
BoD-2 — Implementasi blended (inspektor, surveyor, (inspektor, surveyor, — Pelaksanaan diklat
— Develop aplikasi Learning learning program leadership konsultan, dll.) konsultan, dll.) kompetensi jabatan
Management System (LMS) BoD-2 menggunakan aplikasi — Pelaksanaan diklat untuk — Pelaksanaan diklat untuk — Implementation of training for
bersama JS LMS-JS fungsional fungsional functional
— Pelaksanaan diklat leadership — Standarisasi kompetensi u/ — Competency standardization — Pelaksanaan diklat — Implementation of job
BoD-2 (intermediate) kelompok jabatan fungsional for functional position kompetensi jabatan competency training
— Design of Leadership program (inspektor, surveyor, groups (Inspector, Surveyor, — Competency standardization
curriculum, especially for konsultan, dll.) Consultant, etc.) for functional position
BoD-2 level — Integration of HCIS employee — Implementation of training for groups (Inspector, Surveyor,
— Develop Learning data with LMS JS functional Consultant, etc.)
Management System (LMS) — Implementation of the BoD-2 — Implementation of training for
applications with JS leadership program blended functional
— implementation of BoD- learning using the LMS-JS — Implementation of job
2 leadership training application competency training
(intermediate) — Standardization of
competence for functional
position groups (Inspector,
Surveyor, Consultant, etc.)
Annual Report 2021

135
Potensi Investasi
Melakukan pelatihan dan
sertifikasi teknis yang disesuaikan
dengan kebutuhan bisnis
Conduct technical training and
certification tailored to business
needs

Rencana Aksi
Action Plan
2020 2021 2022 2023 2024
— Mapping ulang prioritas — Realisasi Pelatihan & — Mengidentifikasi pegawai — Mengidentifikasi pegawai — Evaluasi pegawai fungsional
kebutuhan Sektor Bisnis Sertifikasi Sektor Bisnis fungsional yang potensial spesialis yang potensial dan spesialis yang sudah
disesuaikan dengan disesuaikan Bisnis baru yang untuk mengikuti diklat TIC untuk mengikuti diklat yang mengikuti diklat TIC Jasa
tantangan dan kondisi saat ini. akan dikembangkan Jasa Survey dan lainnya dibutuhkan Survey atau pelatihan lain
Contoh realisasi pelatihan: Contoh: — Menyusun program-program — Menyusun program-program — Identifikasi potensial talent
a. SB dan DB Migas: ISO/IEC a. SB Migas: Jasa Drone sertifikasi (perpanjangan, sertifikasi (perpanjangan, untuk mengikuti diklat
17025:2017Pengelolaan Patrol, Pengembangan peningkatan level atau diklat/ peningkatan level atau diklat/ fungsional dan kompetensi
Laboratorium, Petugas Lab Oil Conditioning & sertifikasi baru) bagi pegawai sertifikasi baru) bagi pegawai jabatan
Pengambilan Contoh Monitoring dll. fungsional potensial spesialis potensial — Realisasi pelatihan & sertifikasi
(PPC) B30 b. SB Minba: Jasa Coal — Realisasi diklat dan sertifikasi — Realisasi diklat dan sertifikasi baru, perpanjangan, dan
b. SB dan DB Minba: SMKP, Handling Assurance, bagi pegawai fungsional bagi pegawai spesialis peningkatan level
Pembekalan Surveyor Mining Environmental — Merancang kompetensi — Identifying potential specialist — Evaluation of functional
c. SB dan DB Infras: ISO Monitoring and Audit, dll. teknikal untuk jabatan employees to attend the employees and specialists
17065 dan Internal Audit, c. SB Infras: SLO, Jasa TICC spesialis required training who have attended the
Sertifikasi Audiotor Halal pekerjaan Jalan Tol dan — Identifying potential functional — Develop certification Survey Services TIC training
d. SB dan DB PIK: ISO Jalan Nasional employees to take part in the programs (extension, level or other training
17065 dan Internal Audit, d. SB PIK: Jasa Sektor Survey Services TIC training increase or new training/ — Identification of potential
Sertifikasi Auditor Halal Agrikultur (Program and others certification) for potential talents to take part in
Re-mapping the priority Rehabilitasi Hutan dan — Develop certification specialist employees functional training and
needs of the Business Sector Lahan), Jasa Sektor programs (extension, level — Realization of training and position competencies
according to the current Makanan (Pengolahan increase or new training/ certification for specialist — Realization of new training &
challenges and conditions. makanan, Pengecekan certification) for potential employees certifications, extensions and
Example of training realization: Nutrisi) functional employees level ups
a. SB and DB Migas: ISO/ — Merancang kompetensi — Realization of training and
IEC 17025:2017 Laboratory teknikal untuk jabatan certification for functional
Management, Sampling fungsional employees
Officer (PPC) B30 Realization of customized — Designing technical
b. Minba SB and DB: SMKP, Business Sector Training & competencies for specialist
Surveyor Briefing Certification New businesses positions
c. SB and DB Infras: ISO to be developed
17065 and Internal Audit, Example:
Halal Auditor Certification a. SB Migas: Drone Patrol
d. SB and DB PIK: ISO 17065 Services, Oil Conditioning
and Internal Audit, Halal & Monitoring Lab
Auditor Certification Development, etc
b. SB Minba: Coal Handling
Assurance Services,
Mining Environmental
Monitoring and Audit, etc
c. SB Infras: SLO, TICC
Services for Toll Roads
and National Roads
d. SB PIK: Agricultural Sector
Services (Forest and Land
Rehabilitation Program),
Food Sector Services
(Food Processing,
Nutrition Checking)
— Designing technical
competencies for functional
positions
Annual Report 2021

137
Potensi Investasi
Digitalisasi Sistem Pengelolaan
Sumber Daya Manusia
Digitizing Human Resource
Management System
Meningkatkan kapabilitas SDM melalui Optimalisasi human capital

rekrutmen dan pengembangan yang sebagai upaya efisiensi Zero
didukung oleh talent management system Growth
agar memenuhi kebutuhan industri Optimization of human capital
Improving HR capabilities through as an effort to efficiency Zero
recruitment and development supported Growth
by a talent management system to meet
industry needs

Rencana Aksi
Action Plan
2020 2021 2022 2023 2024
— HCIS tahap 1: Perumusan — HCIS Tahap 2: Proses Surveyor Indonesia Talent Pengembangan Aplikasi HCIS - Pengembangan Aplikasi
pelaporan terkait Demografi, Rekrutmen Online dan Bagian Management System (SITMS) E-Learning Pegawai yang in line HCIS - Bagian Remunerasi dan
laporan Manajemen bulanan, Pengembangan dan Pelatihan tahap 3/ untuk BOD-3 dengan TIC Institute; Hubungan Industrial ;
triwulan, semester, dan Pegawai; Penyesuaian soft competency Digunakan oleh: DHC, sebagian Digunakan oleh: DHC dan seluruh
tahunan — Surveyor Indonesia Talent pegawai BOD-2 dan BOD-3 fungsi SDM/HC Unit Kerja fungsi SDM/HC Unit Kerja
— Surveyor Indonesia Talent Management System (SITMS) dengan kompetensi baru yang Operasi serta Pegawai sebagai Operasi.
Management System (SITMS) tahap 2/ untuk BOD-2 sudah diselaraskan dengan 12 user mandiri (Employee Self Digunakan untuk: HCIS sebagai
tahap 1 berkaitan dengan — Pengembangan HCIS Thp 3: kompetensi BUMN Service). aplikasi yang terhubung dengan
Program ITMSBUMN (BOD Aplikasi database pendukung Digunakan untuk: database, Digunakan untuk: aplikasi lain yang ada di Surveyor
dan BOD-1) Operasi (Tender) monitoring, Proses profiling Pengembangan Kompetensi Indonesia terkait Audit, GCG,
— HCIS stage 1: Formulation — Pengembangan Aplikasi hingga Tools untuk menentukan pegawai, media belajar online, KPKU serta migrasi payroll ke
of reports related to Absensi Online pergerakan Karir Pegawai dan knowledge sharing dan dalam 1 sistem yang terintegrasi
Demographics, Monthly, — HCIS Phase 2: Online termasuk proses perhitungan pelatihan online/ webinar (opsional)
Quarterly, Semester and Recruitment Process and Kredit Fungsional. Pengembangan Aplikasi HCIS HCIS Application Development
Annual Management reports Employee Development and Surveyor Indonesia Talent - E-Learning Pegawai yang - Remuneration and Industrial
— Surveyor Indonesia Talent Training Section; Management System (SITMS) in line dengan TIC Institute; Relations Division; Used by: DHC
Management System — Surveyor Indonesia Talent stage 3/ for BOD-3 Adjustment Digunakan oleh: DHC, sebagian and all HR/HC Operations Unit
(SITMS) phase 1 related to the Management System (SITMS) of soft competencies for fungsi SDM/HC Unit Kerja functions. Used for: HCIS As an
ITMSBUMN Program (BOD phase 2/ for BOD-2 BOD-2 and BOD-3 employees Operasi serta Pegawai sebagai application that is connected to
and BOD-1) — Development of HCIS Thp 3: with new competencies that User mandiri (Employee Self other applications at Surveyor
Operation support database have been aligned with 12 Service). Digunakan untuk: Indonesia related to Audit, GCG,
application (Tender) BUMN competencies Used for: Pengembangan Kompetensi KPKU and Payroll migration into 1
— Online Attendance Application Database, Monitoring, Profiling pegawai, Media belajar online integrated system (Optional)
Development Process to Tools to determine dan Knowledge Sharing dan
Employee Career movements Pelatihan Online/ Webinar
including the process of
calculating Functional Credit.
— Tidak ada pengangkatan — Tidak ada pengangkatan

pegawai baru pegawai baru
— Evaluasi proyek yang dalam — Memberlakukan pensiun dini
tahap pending selama 2020 kepada pegawai yang kurang
serta kaitannya dengan produktif untuk mengurangi
kebutuhan PKUWT proyek. beban biaya personil.
— Otomasi proses kerja melalui — Mengevaluasi jumlah
digitalisasi untuk optimalisasi kebutuhan pegawai
produktivitas pegawai berdasarkan beban kerja
— Mengevaluasi jumlah setiap posisi di unit kerja
kebutuhan pegawai — Melakukan pemenuhan
berdasarkan beban kerja kebutuhan jumlah pegawai
setiap posisi di unit kerja melalui rolling/mutasi pada
— No new employee recruitment posisi yang teridentifikasi
— Evaluation of pending projects kekurangan pegawai dan
during 2020 and their relation review kebutuhan pada posisi
to project PKUWT needs yang teridentifikasi berlebih
— Automation of work untuk ditindaklanjuti
processes through — No new employee
digitalization to optimize appointments
employee productivity — Implement early retirement
— Evaluating the number of for employees who are less
employee needs based on the productive to reduce the
workload of each position in burden of personnel costs
the work unit — Evaluating the number of
employee needs based on the
workload of each position in
the work unit
— Meeting the number of
employees needs through
rolling/mutation of positions
identified as understaffed and
reviewing needs for positions
identified as excessive for
follow-up
Annual Report 2021

139
Potensi Investasi
Program MT dan MDP
MT and MDP Programs
Mengembangkan Corporate
Competency melalui
pengembangan dan rekrutmen
selektif
Developing Corporate
Competency through selective
development and recruitment

Rencana Aksi
Action Plan
2020 2021 2022 2023 2024
Tidak ada program MT dan Tidak ada program MT dan — Evaluasi & penyempurnaan — Recruitment peserta MT — Realisasi program
MDP baru MDP baru program MT & MDP yang batch 2 pengembangan BOD-2
No new MT and MDP programs No new MT and MDP programs disesuaikan dengan — Program MT batch 2 mengkombinasikan LSM
kebutuhan bisnis & masukan — Evaluasi & penyempurnaan Jasa Survey dengan program
program sebelumnya program MDP Blended pengembangan internal
— Seleksi talent\ MDP BoD-1 & Learning LMS Jasa Survey — Evaluasi & penyempurnaan
BoD-3 BoD-2 program MDP Blended
— Pelaksanaan program MDP — Mendesain ulang program Learning LMS Jasa Survey
BoD-1 & BoD-3 tahap awal pengembangan untuk BOD-2 BoD-1 dan BOD-3
— Evaluation & improvement of — Recruitment of MT batch 2 — Realization of the BOD-2
MT & MDP programs tailored participants development program
to business needs & previous — MT program batch 2 combining NGO Survey
program inputs — Evaluation & improvement of Services with internal
— MDP BoD-1 & BoD-3 talent the MDP Blended Learning development programs
selection talent LMS program for Survey — Evaluation & improvement of
— Implementation of the initial Services BoD-2 the MDP Blended Learning
stage of the MDP BoD-1 & — Redesigned development LMS program for Survey
BoD-3 program program for BOD-2 Services BoD-1 and BOD-3
Rekrutmen & Pengembangan Lanjutan Rekrutmen & — Rekrutmen untuk pemenuhan — Rekrutmen untuk pemenuhan — Rekrutmen untuk pemenuhan
yang paling dibutuhkan dimasa Pengembangan yang paling kompetensi sesuai dengan kompetensi sesuai dengan kompetensi sesuai dengan
pandemi: dibutuhkan pasca pandemi: kebutuhan Sektor Bisnis kebutuhan Sektor Bisnis kebutuhan Sektor Bisnis
Contoh — SB Minba: Rekrut 1 TA IT — Merancang internal soft — Mengidentifikasi talent — Menyusun rencana jalur
— SB Infras: Rekrut 1 org TA automasi Lab competency yang baru untuk berdasarkan hasil karir baik untuk pegawai
Konstruksi — SB Migas: Pengembangan semua level jabatan agar assessment soft competency fungsional, spesialis dan
— DB Infras: Rekrut 1 TA IT u/ karyawan internal u/ Industri selaras dengan kompetensi yang baru dan memberikan struktural
Pengembangan produk IoT Energi terbarukan BUMN dalam rangka pengembangan lebih lanjut — Mengaitkan job grade dengan
— SB PIK: Rekrut Verifikator — SB PIK: Rekrut TA & pemenuhan talent BUMN — Melakukan penyesuaian sistem karir
pengawasan limbah B3 dan Pengembangan karyawan — Melakukan penilaian untuk job description — Penyesuaian terhadap
Pengembangan karyawan internal u/ bisnis baru PIK kembali (assessment) untuk — Melakukan job evaluation compensation and benefit
internal u/ jadi Auditor — SB Minba: Rekrut SDM dan struktural dengan internal soft untuk job description yang berdasarkan job grade yang
Lingkungan & Limbah K3 Pengembangan pegawai competency yang baru agar baru baru
— SB Minba: Rekrut SDM terkait terkait Jasa PLTU (Unloading siap untuk ITMS BUMN — Recruitment to fulfill — Recruitment to fulfill
Jasa PLTU (unloading to to Boiler) dan Jasa Tambang — Recruitment to fulfill competencies in accordance competencies in accordance
boiler) dan Jasa Tambang (Pit (Pit to Port Montoring) competencies in accordance with the needs of the with the needs of the
to Port Montoring) — Membuat sinkronisasi 12 with the needs of the Business Sector Business Sector
Recruitment & Development kompetensi BUMN dengan Business Sector — Identifying talent based on — Develop career path plans
most needed during the internal soft competency — Designing new internal soft the results of the new soft for functional, specialist and
pandemic: Advanced Recruitment & competencies for all levels competency assessment structural employees
Example Development most needed of positions to be in line with and providing further — Linking job grades to the
— SB Infras: Recruit 1 person FY post-pandemic: BUMN competencies in order development career system
Construction — SB Minba: Recruit 1 FY IT to fulfill BUMN talents — Make adjustments to the job — Adjustment of compensation
— Infras DB: Recruit 1 IT TA for Automation Lab — Conducting a reassessment description and benefits based on the
IoT product development — SB Migas: Internal employee for the structure with a new — Conducting job evaluations new job grade
— SB PIK: Recruit B3 waste development for the internal soft competency so for new job descriptions
supervisory Verifiers and Renewable Energy Industry that it is ready for SOE ITMS
develop internal employees to — SB PIK: TA Recruitment
become K3 Environmental & & Internal employee
Waste Auditors development for PIK’s new
— SB Minba: Recruit HR related business
to PLTU Services (Unloading — SB Minba: HR Recruitment
to boiler) and Mining Services and Employee Development
(Pit to Port Montoring) related to PLTU Services
(Unloading to boiler) and
Mining Services (Pit to Port
Montoring)
— Synchronizing 12 BUMN
competencies with internal
soft competencies
Annual Report 2021

141
Potensi Investasi
Corporate Culture Transformation Menerapkan transformasi budaya
Corporate Culture Transformation kinerja tinggi melalui tahapan
awareness, understanding, buy in
& ownership (AUBO)
High Performance Culture
Transformation Implementation
through the stages of Awareness,
Understanding, Buy in &
Ownership (AUBO)

Rencana Aksi
Action Plan
2020 2021 2022 2023 2024
Membangun tahap Awareness Membangun tahap Membangun tahap Ownership Pencapaian produktivitas kinerja Evaluasi dan merancang kembali
& Understanding Budaya Kinerja Understanding dan Buy In Budaya Kinerja Tinggi kerja yang tinggi melalui hasil kerja budaya Surveyor Indonesia
Tinggi kepada seluruh pegawai Budaya Kinerja Tinggi kepada kepada seluruh pegawai yang efektif, inovatif, agile, dan disesuaikan dengan tantangan
PT SI dengan melakukan: seluruh pegawai PT SI & Surveyor Indonesia & berbasis digital (digital savvy) dan dinamika baru bisnis
— Sosialisasi Budaya Kinerja membangun Awareness ke membangun understanding ke dengan tetap mengutamakan Evaluate and redesign Surveyor
Tinggi kepada seluruh stakeholder, diantaranya: stakeholder, diantaranya: risk/K3LL awareness sudah Indonesia culture in accordance
karyawan — Sosialisasi dan Implementasi — Evaluasi hasil implementasi menjadi gaya hidup baru with new challenges and
— Paham tata cara dan tools sistem pengukuran pengukuran produktivitas baik di lingkungan Surveyor business dynamics
serta jalur koordinasi & produktivitas online dan online dan offline kinerja Indonesia, baik pegawai maupun
komunikasi saat online untuk offline kinerja pegawai pegawai stakeholders.
tetap memiliki Kinerja Tinggi — Penegakan disiplin, Survey & — Tindak lanjut dari hasil The achievement of high
— Penyuluhan, Video & Audit Implementasi Kinerja evaluasi pengukuran performance productivity
Kompetisi penerapan Budaya Tinggi di seluruh unit kerja produktivitas kinerja tinggi through effective, innovative,
Kinerja Tinggi kepada — Sosialisasi, Video & Kompetisi pegawai agile, and digital-based work
pegawai Surveyor Indonesia penerapan Budaya Kinerja — Penerapan digital working (digital savvy) while prioritizing
— Mengimplementasikan Tinggi di lingkungan dan yang lebih komprehensif risk/K3LL awareness has
koordinasi dan komunikasi stakeholder Surveyor pada stakeholders Surveyor become a new lifestyle both
melalui jalur online secara Indonesia Indonesia within Surveyor Indonesia, both
efektif — Memiliki Kampung Tangguh Building the Ownership employees and stakeholders
— Merancang sistem atau Pasar Tangguh Binaan stage of a High Performance
pengukuran produktivitas di sekitar lingkungan Kantor Culture of work to all Surveyor
online dan offline kinerja Pusat Surveyor Indonesia Indonesia employees & building
pegawai Building the stage of understanding with stakeholders,
Building the Awareness & Understanding and Buying a including:
Understanding stage of High High Performance Culture for all — Evaluation of the results of
Performance Culture to all Surveyor Indonesia employees the implementation of online
Surveyor Indonesia employees & building Awareness to and offline productivity
by doing: stakeholders, including: measurement of employee
— Dissemination of High — Socialization and performance
Performance Culture to all implementation of online — Follow-up on the results of
employees and offline productivity the evaluation of the high
— Understand the procedures measurement systems for performance productivity
and tools as well as the employee performance measurement of employees
lines of coordination & — Discipline enforcement, High — A more comprehensive
communication when online Performance Implementation application of digital working
to still have High Performance Survey & Audit in all work to Surveyor Indonesia
— Counseling, Video & units stakeholders
Competition on the — Socialization, Video
application of High & Competition for the
Performance Culture implementation of High
to Surveyor Indonesia Performance Culture
employees in Surveyor Indonesia
— Implementing coordination environment and
and communication through stakeholders
online channels effectively — Have a Tangguh Village or
— Designing an online and offline Tangguh Market built around
productivity measurement the Surveyor Indonesia Head
system for employee Office environment
performance
Annual Report 2021

143
Demografi Karyawan Employee Demography
Jumlah karyawan Surveyor Indonesia pada tahun 2021 The number of Surveyor Indonesia employees in 2021 is 2,070
adalah sebanyak 2.070 orang, mengalami peningkatan people, an increase of 3.04% compared to 2020 as many as
3,04% dibandingkan tahun 2020 sebanyak 2.009 orang yang 2,009 people, dominated by 1,620 male employees or 78.26%
didominasi oleh pegawai pria sebanyak 1.620 orang atau 78,26% and 450 female employees or 21.74%.
dan pegawai wanita sebanyak 450 orang atau 21,74%.
Perkembangan Jumlah Karyawan

Tahun 2017-2021 (Orang)
Total Employee Growth
in 2017-2021 (Person)
1.982 2.158 2.310 2.009 2.070
2017 2018 2019 2020 2021
Guna menunjang kegiatan operasionalnya, Perusahaan To support its operational activities, the Company allocates its
mengalokasikan SDM yang dimilikinya maupun anak human resources as well as its subsidiaries. As of December
perusahaan. Per 31 Desember 2021, tercatat jumlah karyawan 31, 2021, it was recorded that the number of employees at the
di Perusahaan induk masih mendominasi sebanyak 90,05% parent company still dominated as much as 90.05% while the
sedangkan karyawan di anak perusahaan berjumlah 206 orang. employees at the subsidiary company amounted to 206 people.

Berikut data rinci jumlah dan komposisi karyawan pada tahun The following is detailed data on the number and composition of
2021: employees in 2021:
Jumlah dan Komposisi Pekerja Berdasarkan Induk dan Anak Perusahaan

Number and Composition of Employees Based on Parent and Subsidiaries
Kenaikan/ Penurunan
2021 2020
Increase/Decrease
Pria Wanita Jumlah Pria Wanita Jumlah Jumlah
% % %
Male Female Total Male Female Total Total
Perusahaan Induk
1.461 403 1.864 90,05 1.450 361 1.811 90,14 53 2,93
Parent Company
Anak Perusahaan
159 47 206 9,95 151 47 198 9,86 8 4,04
Subsidiary
Jumlah
1.650 450 2.070 100,00 1.601 408 2.009 100 61 3,04
Total
Jumlah dan Komposisi Pekerja Berdasarkan Level Organisasi

Number and Composition of Employees Based on Organizational Level
Kenaikan/ Penurunan
2021 2020
Increase/Decrease
% % %
Kepala Unit Kerja (termasuk
Pimpinan KSO)
29 6 35 1,69 29 2 31 1,54 4 12,90
Head of Work Unit (Including
Head of KSO)
Kepala Bagian
51 19 70 3,19 57 19 76 7,57 (6) (7,89)
Head of Division
Kepala Seksi / Setara
54 19 73 7,00 47 23 70 6,82 3 4,29
Section Head/ Equal
Tugas Karya sebagai Pimpinan
Anak Perusahaan
1 1 2 0,10 2 1 3 0,30 (1) (33,33)
Work Duties as Leader of
Subsidiary
Ahli Utama
12 0 12 0,58 10 1 11 0,55 1 9,09
Primary Experts
Fungsional (Assessor, Analis,
Consultant, Surveyor, Inspector)
844 62 906 43,77 789 60 849 42,26 57 6,71
Functional (Assessor, Analyst,
Consultant, Surveyor, Inspector)
Spesialis (Officer, Staf, Non Staf)
Specialist (Officer, Staff, Non 629 343 972 46,96 667 302 969 48,23 3 0,31
Staff)
Jumlah
1.620 450 2.070 100,00 1.601 408 2.009 100,00 61 3,04
Total
Annual Report 2021

145
Jumlah dan Komposisi Pekerja Berdasarkan Pendidikan

Number and Composition of Employees Based on Education
Kenaikan/ Penurunan
2021 2020
Increase/Decrease
% % %
S2 91 27 118 5,70 56 11 67 3,33 51 76,12
S1 1.105 346 1.451 70,10 1.132 314 1.446 71,98 5 0,35
D3 235 67 302 14,59 188 71 259 12,89 43 16,60
<D3 189 10 199 9,66 225 12 237 11,80 (38) (15,61)
Jumlah
1.620 450 2.070 100,00 1.601 408 2.009 100,00 61 3,04
Total
Jumlah dan Komposisi Pekerja Berdasarkan Status Kepegawaian

Number and Composition of Employees Based on Employment Status
Kenaikan/ Penurunan
2021 2020
Increase/Decrease
% % %
Tetap
400 146 546 26,38 408 138 546 27,18 0 0,00
Permanent
Non Tetap
1.220 304 1.524 73,62 1.193 270 1.463 72,82 61 4,17
Non-Permanent
Jumlah
1.620 450 2.070 100,00 1.601 408 2.009 100,00 61 3,04
Total
Jumlah dan Komposisi Pekerja Berdasarkan Penempatan

Number and Composition of Employees Based on Placement
Kenaikan/ Penurunan
2021 2020
Increase/Decrease
% % %
Kantor Pusat dan KSO
519 215 734 35,44 452 138 590 29,37 144 24,41
Head office and KSO
Kantor Cabang
1.131 206 1.337 64,56 1.149 270 1.419 70,63 (82) (5,78)
Brach Offices
Jumlah
1.620 450 2.070 100,00 1.601 408 2.009 100,00 61 3,04
Total

Jumlah dan Komposisi Pekerja Berdasarkan Usia

Number and Composition of Employees Based on Ages
Kenaikan/ Penurunan
2021 2020
Increase/Decrease
% % %
>46 280 67 347 16,76 411 173 584 29,07 (237) (40,58)
36-45 476 89 565 27,28 653 118 771 38,38 (206) (26,72)
25-35 745 232 977 51,76 423 92 515 25,63 557 108,16
<25 119 62 181 4,20 114 25 139 6,92 52 37,41
Jumlah
1.620 450 2.070 100,00 1.601 408 2.009 100,00 61 3,04
Total
Jumlah dan Komposisi Pekerja Berdasarkan Masa Kerja

Number and Composition of Employee Based on Working Period
Kenaikan/ Penurunan
2021 2020
Increase/Decrease
% % %
<2 tahun / years 75 24 99 4,78 318 67 385 19,16 (286) (288,89)
2-10 tahun / years 1.143 312 1.455 70,29 896 227 1.123 55,90 332 22,82
11-20 tahun / years 315 67 382 18,45 292 65 357 17,77 25 6,54
>20 tahun / years 87 47 134 6,47 95 49 144 7,17 (10) (7,46)
Jumlah
1.620 450 2.070 100,00 1.601 408 2.009 100,00 61 3,04
Total
Jumlah dan Komposisi Pekerja Berdasarkan Jenis Kelamin

Number and Composition of Employee Based on Gender
Kenaikan/ Penurunan
2021 2020
Increase/Decrease
Jumlah Jumlah Jumlah
% % %
Total Total Total
Pria
1.620 78,26 1.601 79,69 19 3,06
Male
Wanita
450 21,74 408 20,31 42 3,19
Female
Jumlah
2.070 100,00% 2.009 100,00% 61 3,04
Total
Annual Report 2021

147
Manajemen Human Capital Human Capital Management
Surveyor Indonesia menerapkan Sistem Manajemen SDM Surveyor Indonesia implements an integrated Competency-
Berbasis Kompetensi (MSDM-BK) terpadu sebagai sistem Based HR Management System (MSDM-BK) as a system
yang dirancang dengan mengintegrasikan semua sistem designed to integrate all HR management systems, namely
pengelolaan SDM, yaitu manajemen seleksi dan rekrutmen, selection and recruitment management, remuneration
manajemen remunerasi, manajemen kinerja dan manajemen management, performance management and career
karir. Semua proses dan kebijakan tersebut dilakukan sesuai management. All processes and policies are carried out in
dengan peraturan yang berlaku dan kualitas pelaksanaannya accordance with applicable regulations and the quality of their
terus ditingkatkan sehingga target terkait dengan SDM dapat implementation is continuously improved so that targets related
tercapai. to HR can be achieved.
Manajemen Seleksi dan Rekrutment Selection and Recruitment Management
Rekrutmen karyawan dilakukan oleh Surveyor Indonesia dalam Employee recruitment is carried out by Surveyor Indonesia
upaya untuk mendapatkan karyawan yang memenuhi persyaratan in an effort to get employees who meet the competency
kompetensi yang dibutuhkan perusahaan untuk mengisi formasi requirements needed by the company to fill vacant or vacant
jabatan dan formasi tenaga kerja yang kosong atau akan kosong job formations and workforce formations in order to ensure
dalam rangka menjamin kontinuitas ketersediaan Karyawan untuk continuity of employee availability to support operations,
mendukung operasional, peningkatan kinerja, dan pencapaian improve performance, and achieve the company’s vision.
visi perusahaan. Surveyor Indonesia terus mengimbangi Surveyor Indonesia continues to balance the fulfillment of HR
pemenuhan kebutuhan SDM baik yang sudah berpengalaman needs, both experienced and fresh graduates to be in line with
maupun fresh graduate agar selaras dengan perkembangan the development and growth of Surveyor Indonesia’s business.
dan pertumbuhan bisnis Surveyor Indonesia. Perekrutan SDM di HR recruitment within Surveyor Indonesia is carried out by
lingkungan Surveyor Indonesia dilaksanakan dengan mengacu referring to the projection of employee needs for the current
pada proyeksi kebutuhan pegawai untuk tahun berjalan serta year and referring to competency standards by adhering to
mengacu kepada standar kompetensi dengan memegang teguh Surveyor Indonesia’s values.
pada nilai-nilai Surveyor Indonesia.
Dalam upaya memenuhi kebutuhan tersebut, Surveyor In an effort to meet these needs, Surveyor Indonesia provides
Indonesia memberikan kesempatan yang sama kepada semua equal opportunities to all Indonesian citizens to be accepted as
Warga Negara Republik Indonesia untuk dapat diterima menjadi employees. Surveyor Indonesia also supports the Ministry of
karyawan Surveyor Indonesia juga turut mendukung program SOE’s programs through the recruitment of disabled employees
Kementerian BUMN melalui yaitu rekrutmen pegawai Disabilitas and the recruitment of Papua sons and daughters and the
dan rekrutmen Putra-Putri Papua dan program Magang Certified Apprenticeship program by coordinating reporting to
Bersertifikat dengan berkoordinasi pelaporannya kepada Forum the Indonesian Human Capital Forum (FHCI).
Human Capital Indonesia (FHCI).
Program Management Trainee bertujuan untuk: The Management Trainee Program aims to:
1. Mendapatkan sumber daya manusia yang berkualitas yang 1. Obtain quality human resources that come from new
berasal dari rekrut baru. recruits.

2. Mempersiapkan tenaga kerja yang mempunyai kompetensi 2. Preparing a workforce who has competence above average
di atas rata-rata (kemampuan lebih dari pegawai rata-rata), (the ability is more than the average employee), so that they
sehingga diharapkan mampu menjalankan bisnis Surveyor are expected to be able to run Surveyor Indonesia’s business
Indonesia dengan pencapaian kinerja yang unggul. with superior performance achievements.
3. Mempercepat pembentukan kader pimpinan di masa yang 3. Accelerate the formation of leadership cadres in the future.
akan datang.
Selain itu, untuk memperoleh tenaga kerja yang kompeten In addition, to obtain a competent workforce, Surveyor Indonesia
Surveyor Indonesia telah mengatur dalam prosedur penerimaan has regulated employee recruitment procedures. Employee
pegawai. Penerimaan pegawai dibagi dalam 2 (dua) yaitu proses recruitment is divided into 2 (two), namely the process of hiring
penerimaan pegawai untuk perjanjian kerja waktu tertentu employees for a certain time work agreement (PKUWT) and the
(PKUWT) dan proses penerimaan pegawai untuk menjadi process of hiring employees to become permanent employees
pegawai tetap Surveyor Indonesia. of Surveyor Indonesia.
1. Proses penerimaan pegawai PKUWT meliputi: 1. The PKUWT recruitment process includes:
a. Evaluasi/seleksi persyaratan administrasi (pendidikan, a. Evaluation/selection of administrative requirements
kesehatan, dll) (education, health, etc.)
b. Persyaratan jabatan b. Job requirements
c. Wawancara oleh fungsi pengelolaan SDM atau Divisi c. Interview by the HR management function or the HR
SDM Division
d. Uji teknis secara tertulis dan/atau melalui wawancara d. Technical tests in writing and/or through interviews by
oleh unit pengguna user units
e. Asessment test (untuk posisi/jabatan tertentu) e. Assessment test (for certain positions/positions)
2. Proses penerimaan pegawai tetap meliputi: 2. The process of hiring permanent employees includes:
a. Evaluasi/seleksi persyaratan administrasi (pendidikan a. Evaluation/selection of administrative requirements
minimal S-1, lulus tes kesehatan medical check up, surat (minimum education of S-1, passing the Medical Check
keterangan kelakuan baik, dan lain-lain) Up health test, certificate of good behavior, etc.)
b. Persyaratan jabatan yang dituju b. The intended position requirements
c. Asessment test c. Assessment test
d. Wawancara oleh fungsi pengelola SDM atau Divisi SDM d. Interview by the HR management function or the HR
Division
e. Uji teknis secara tertulis dan/atau melalui wawancara e. Technical tests in writing and/or through interviews by
oleh unit pengguna user units
Penilaian Kinerja Karyawan Employee Performance Appraisal
Surveyor Indonesia telah memiliki sistem penilaian karyawan Surveyor Indonesia has an employee appraisal system that refers
yang mengacu pada kinerja sebagai stimulus untuk mendorong to performance as a stimulus to encourage human resources
SDM agar memberikan output terbaiknya. Dengan begitu, to give their best output.That way,employees get faster career
karyawan mendapatkan kesempatan peningkatan karir yang advancement opportunities.
lebih cepat.
Annual Report 2021

149
Dijelaskan dalam Pedoman Prosedur Penilaian Kinerja Pegawai Described in the Guidelines for the Employee Performance
Nomor 04 tanggal 1 Mei 2020, terdapat 4 hal pokok yang menjadi Assessment Procedure Number 04 dated May 1, 2020, there are
dasar dalam penilaian kinerja pegawai yaitu: 4 (four) fundamental items to evaluate employee performance,
including:
1. KPI Individu 1. Individual KPIs
2. Penilaian Kompetensi perilaku 2. Behavioral Competency Assessment
3. Penilaian dampak pendidikan dan pelatihan (diklat) terhadap 3. Assessment of the impact of education and training
peningkatan kompetensi pegawai (training) on improving employee competence
4. Penilaian terhadap catatan administrasi kepegawaian 4. Assessment of personnel administration records
Penilaian dilakukan 2 (dua) kali setahun dengan pola perhitungan The assessment is carried out 2 (two) a year with the final
akhir penilaian ditetapkan sebagai berikut: calculation pattern of the assessment set as follows:
a. KPI = 60% a. KPI = 60%
b. Kompetensi perilaku dan dampak diklat terhadap b. Behavioral competence and the impact of education and
peningkatan kompetensi = 35% training on competency improvement = 35%
c. Catatan administrasi pegawai = 5% c. Employee administrative records = 5%
Ketentuan nilai akhir total ditetapkan sebagai berikut: The terms for the final total score are set as follows:
a. 4.5-5.0 = A (Baik Sekali) a. 4.5-5.0 = A (Very Good)
b. 3.5-4.4 = B (Baik) b. 3.5-4.4 = B (Good)
c. 2.5-3.4 = C (Cukup) c. 2.5-3.4 = C (Fair)
d. 1.5-2.4 = D (Kurang) d. 1.5-2.4 = D (Poor)
e. ≤ 1.4 = E (Kurang Sekali) e. ≤ 1.4 = E (Very Poor)
Manajemen Karir Career Management
Surveyor Indonesia memberikan kesempatan bagi setiap Surveyor Indonesia provides an opportunity for every employee
karyawan untuk meningkatkan karirnya. Peningkatan karir to improve his career. Career advancement can be obtained if
bisa didapatkan apabila karyawan memiliki kinerja yang baik. employees have good performance. To be able to maximize good
Untuk dapat memaksimalkan kinerja yang baik, karyawan performance, employees must have increasing competence. In
harus memiliki kompetensi yang terus meningkat. Berkaitan this regard, Surveyor Indonesia is always committed to providing
dengan hal itu, Surveyor Indonesia senantiasa berkomitmen training to improve employee competencies. Surveyor Indonesia
untuk memberikan pelatihan guna meningkatkan kompetensi guarantees the availability of positions for employees with high
karyawan. Surveyor Indonesia menjamin ketersediaan posisi qualifications, competencies and performance, regardless of
bagi karyawan yang memiliki kualifikasi, kompetensi, dan kinerja gender, age and years of service, so that career development
yang tinggi, tanpa memandang jenis kelamin, usia, dan masa opportunities can be pursued by all employees. Surveyor
kerja, sehingga kesempatan pengembangan karir bisa dikejar Indonesia also supports employee career development by
oleh seluruh karyawan. Surveyor Indonesia juga mendukung providing education and training programs to increase the
pengembangan karir karyawan dengan memberikan program capacity and competence of employees in order to carry out
pendidikan dan pelatihan untuk meningkatkan kapasitas dan their duties and responsibilities at a higher level.
kompetensi karyawan agar dapat melaksanakan tugas dan
tanggung jawab pada jenjang yang lebih tinggi.

Remunerasi, Kesejahteraan karyawan dan Remuneration, Employee Welfare and

Penghargaan Awards
Surveyor Indonesia menyusun kebijakan remunerasi sebagai Surveyor Indonesia formulates a remuneration policy as an effort
upaya mendukung peningkatan kinerja karyawan dan to support employee performance improvement and also as a
juga sebagai langkah mempertahankan karyawan terbaik. step to retain the best employees. The remuneration provided by
Remunerasi yang diberikan Surveyor Indonesia sangat Surveyor Indonesia is very competitive based on grade, position
kompetitif yang didasarkan pada grade, jabatan dan kinerja and employee performance. In general, remuneration is provided
karyawan. Secara umum remunerasi diberikan dalam bentuk in the form of salaries, allowances, benefits and facilities where the
gaji, tunjangan, benefit dan fasilitas di mana pajak penghasilan income tax earned by employees is borne and paid by Surveyor
yang diperoleh karyawan ditanggung dan dibayarkan oleh Indonesia.
Surveyor Indonesia.
Terdapat juga motivational rewards berupa pemberian jasa There are also motivational rewards in the form of providing
produksi yang pembagiannya didasarkan pada kinerja, baik production services whose distribution is based on performance,
kinerja Surveyor Indonesia, kinerja unit dan kinerja individu. both company performance, unit performance and individual
performance.
Sebagai wujud penghargaan Surveyor Indonesia terhadap As a form of Surveyor Indonesia’s appreciation for employees
karyawan yang memasuki masa purnabakti, selain hak kompensasi entering their retirement period, in addition to compensation
sesuai PKB, Surveyor Indonesia juga memberikan penghargaan rights according to the CLA, Surveyor Indonesia also provides
lain berupa pin emas dan plakat. Adapun terhadap karyawan yang other awards in the form of gold pins and plaques. As for
diangkat sebagai karyawan tetap Surveyor Indonesia sebelum employees who were appointed as permanent employees of
16 Juli 2007 Surveyor Indonesia mengikutsertakan karyawan Surveyor Indonesia prior to July 16, 2007 Surveyor Indonesia
dalam suatu program kesejahteraan hari tua yang ketentuannya enrolls employees in an old age welfare program whose
diatur dalam satu ketentuan tersendiri. Selain itu bagi karyawan provisions are regulated in a separate provision. In addition, for
yang memasuki masa persiapan pensiun, Surveyor Indonesia employees entering the retirement preparation period, Surveyor
memberikan pembekalan berupa pendidikan dan pelatihan yang Indonesia provides training and education tailored to the
disesuaikan dengan minat karyawan. interests of employees.
Program Pensiun Pension Program
Salah satu bentuk penghargaan Surveyor Indonesia terhadap As a form of Surveyor Indonesia’s commitment to the welfare
kesejahteraan karyawannya, Surveyor Indonesia memberikan of its employees, both during their service and those who have
fasilitas perlindungan paska bekerja dengan memberikan retired, Surveyor Indonesia has prepared various programs that
berbagai jenis manfaat sebagai wujud terima kasih atas will assist employees in preparing for their retirement, including:
pengabdian dan dedikasi yang diberikan karyawan kepada
Surveyor Indonesia, antara lain:
1. Pin Emas @ 10 gram 1. Gold Pin @ 10 gram
2. Plakat 2. Placard
3. Hak Kompesasi sesuai PKB 3. Compensation Rights according to the CLA
Annual Report 2021

151
Selain itu, seluruh karyawan diikutsertakan dalam Program In addition, all employees are included in the Employment Social
Jaminan Sosial Ketenagakerjaan (BPJS Ketenagakerjaan), Security Program (BPJS Ketenagakerjaan), which consists of
yang terdiri dari Jaminan Hari Tua (JHT), Jaminan Pensiun (JP), Old Age Security (JHT), Pension Security (JP), Work Accident
Jaminan Kecelakaan Kerja (JKK) dan Jaminan Kematian (JKM). Insurance (JKK) and Death Security (JKM). Contributions of 3%
Iuran sebesar 3% menjadi beban pegawai dan sebesar 6,24% are expensed to employees and 6.24% to be borne by Surveyor
menjadi beban Surveyor Indonesia. Indonesia.
Program Pendidikan dan Pelatihan Employee Education and Training Program

Karyawan
Surveyor Indonesia senantiasa meningkatkan kapasitas Human resource development Surveyor Indonesia focuses on
dan kapabilitas setiap karyawan dalam mendukung kinerja developing work professionalism and enhancing the competitive
organisasi secara berkelanjutan. Pengembangan SDM Surveyor advantage of HR as the main driver of Surveyor Indonesia’s
Indonesia berfokus pada pengembangan profesionalisme growth. Surveyor Indonesia develops a competency-based
kerja serta peningkatan keunggulan kompetitif SDM sebagai HR Management System, so that starting from the recruitment
pendorong utama pertumbuhan Surveyor Indonesia. Surveyor stage to evaluating employee performance is based on fulfilling
Indonesia mengembangkan Sistem Manajemen SDM berbasis HR competencies and personnel needs in all work units.
kompetensi, sehingga mulai dari tahap rekrutmen hingga
evaluasi kinerja pegawai dilandaskan pada pemenuhan
kompetensi SDM dan kebutuhan personel di seluruh unit kerja.
Program pendidikan dan pelatihan (diklat) tahunan disusun The annual education and training program (diklat) is prepared
berdasarkan kebutuhan korporat dan unit kerja, yang disusun based on the needs of the corporate and work units, which is
dan diajukan untuk permintaan persetujuan kepada kepala unit prepared and submitted for approval to the head of the unit or
atau Divisi Human Capital (DHC). DHC akan melakukan evaluasi the Human Capital Division (DHC). DHC will evaluate the proposal
terhadap pengajuan usulan dengan mempertimbangkan: submission by considering:
1. Kebutuhan dan kondisi Surveyor Indonesia 1. Company needs and conditions
2. Kebutuhan kompetensi dan pengembangan masing- 2. Competence and development needs of each employee
masing pegawai
3. Anggaran diklat Surveyor Indonesia 3. Company education and training budget;
4. Memastikan diklat yang diajukan unit kerja tidak termasuk 4. Ensure that the training proposed by the work unit is not
dalam program diklat korporat. included in the corporate training program.
Perencanaan Program Pendidikan dan Planning for Employee Education and

Pelatihan Karyawan Training Programs
Pelaksanaan program pendidikan dan pelatihan bagi karyawan The implementation of education and training programs for
memiliki prosedur tersendiri. Dimulai dengan mengajukan employees has its own procedures. Starting with submitting
persetujuan anggaran kepada Direksi terkait melalui nota budget approval to the relevant Directors through an official
dinas dan menginformasikan waktu pelaksanaan, lokasi dan memorandum and informing the implementation time, location
pegawai yang akan melakukan diklat. Setelah mendapatkan and employees who will conduct the training. After obtaining

persetujuan, Surveyor Indonesia akan menerbitkan Surat Tugas. approval, Surveyor Indonesia will issue a Letter of Assignment.
Pendidikan dan pelatihan atas penugasan Surveyor Indonesia Education and training on company assignments signed by the
ditandatangani oleh pejabat yang berwenang. authorized official.
Penandatanganan surat tugas adalah sebagai berikut: The signing of the assignment letter is as follows:
1. Untuk kepala dan wakil kepala unit kerja, surat tugas 1. For the head and deputy head of the work unit, the
ditandatangani oleh direktur yang membawahi unit kerja assignment letter is signed by the director in charge of the
yang bersangkutan. work unit concerned.
2. Untuk pegawai di bawah kepala dan wakil kepala unit 2. For employees under the head and deputy head of the
pendukung, surat tugas ditandatangani oleh Kepala DHC. support unit, the assignment letter is signed by the Head of
DHC.
3. Untuk pegawai di bawah kepala dan wakil kepala unit 3. For employees under the head and deputy head of the
operasional, surat tugas ditandatangani oleh bisnis/divisi, operational unit, the assignment letter is signed by the
bisnis/cabang, yang bersangkutan. business/division, business/branch, concerned.
4. Khusus pendidikan dan pelatihan yang merupakan 4. Specifically for education and training which is a corporate
program korporat, surat tugas ditandatangani oleh Kepala program, the letter of assignment is signed by the Head of
DHC (kecuali untuk jabatan kepala/wakil kepala unit kerja, DHC (except for the position of head/ deputy head of the
ditandatangani oleh direksi yang membawahi unit kerja work unit, signed by the board of directors in charge of the
yang bersangkutan). work unit concerned).
5. Untuk pendidikan dan pelatihan yang dilaksanakan di luar 5. For education and training carried out abroad, a letter of
negeri, surat tugas ditandatangani oleh Direktur Utama. assignment is signed by the President Director
Pelaksanaan Program Pendidikan dan Implementation of Employee Education and

Pelatihan Karyawan Training Programs
Program pendidikan dan pelatihan bagi karyawan disusun Education and training programs for employees are prepared by
dengan memperhatikan efektivitas, dampak dan tujuan taking into account the effectiveness, impact and objectives to
yang ingin dicapai. Penyelenggaraan program dilakukan be achieved. Program implementation is carried out by taking
dengan memperhatikan kualitas peningkatan keahlian teknis, into account the quality of improving technical, operational,
operasional, manajemen, soft skills, dan kepemimpinan. management, soft skills, and leadership skills.
Berikut merupakan data pendidikan dan pelatihan bagi karyawan The following is the education and training data for Surveyor
Surveyor Indonesia sepanjang tahun 2021: Indonesia employees throughout 2021:
Dari target 165 Sertifikasi Personil, dapat terealisasi sebanyak From the target of 165 Personnel Certification, 527 Personnel
527 Sertifikasi Personil, atau sebesar 319%. Kelebihan tersebut Certification can be realized, or 319%. This advantage is due to
disebabkan karena ada percepatan Pemenuhan Kompetensi the acceleration of Competency Fulfillment for Business and
untuk Fungsi Jabatan ENABLER Bisnis dan Korporasi. Corporate ENABLER Position Functions.
Annual Report 2021

153
Adapun 527 sertifikasi tersebut terbagi menjadi: The 527 certifications are divided into:
Judul Pelatihan Jumlah Sertifikasi

No
Training Title Number of Certifications
1 Auditor Halal 21
Halal Auditor
2 Brevet Pajak 4
3 Cargo Monitoring 10
4 CHSE 58
5 Confinned Space 4
6 Draught Survey 14
7 Geodesi 1
8 INDI 4.0 21
9 K3 22
10 KNK 1
11 Loading Master 17
12 Mgt. Mutu (ISO) 5
13 MP 97
14 NDT 1
15 Offshore 3
16 Pengambil Sampling 5
Sampling Taker
17 Pengawas Operasional 3
Operations Supervisor
18 QnQ Migas 30
19 QnQ Minba 30
20 Remunerasi 2
Remuneration
22 Sea Survival 7
22 SLO 20
23 SMK3 80
24 Survey B30 18
25 TKDN 48
26 VPTI 5
Jumlah/Total 527

Biaya Pelaksanaan Program Pendidikan dan Costs of Implementing Employee Education

Pelatihan Karyawan and Training Programs
Dari jumlah biaya yang dianggarkan sebesar Rp6.698.315.000,- Of the total budgeted costs of IDR6,698,315,000.- the absorption
penyerapannya sebesar 83,96%, atau sekitar Rp5.316.426.117,- hal was 83.96%, or around IDR5,316,426,117.- this was due to several
ini disebabkan oleh adanya beberapa Pelatihan yang mengalami trainings that were delayed due to the lockdown COVID-19
penundaan akibat lockdown Pandemi COVID-19. Pandemic.
Internalisasi Budaya Surveyor Indonesia Internalization of Corporate Culture
Surveyor Indonesia menerapkan AKHLAK sebagai Budaya Surveyor Indonesia applies AKHLAK as Corporate Culture (core
Surveyor Indonesia (core values) sesuai arahan Kementerian values) in accordance with the direction of the Ministry of SOEs
BUMN sebagai Pemegang Saham Pengendali dan mendukung as the Controlling Shareholder and supports this by issuing
hal tesebut dengan mengeluarkan kebijakan Surat Keputasan the Decree of the Board of Directors No. SKD: 004/DRU-X/
Direksi No. SKD:004/DRU-X/DHC/2020 tentang Nilai Nilai Utama DHC/2020 concerning the Core Values of Human Resources of
(Core Values) Sumber Daya Manusia Surveyor Indonesia. Surveyor Indonesia.
Dalam rangka proses internalisasi AKHLAK, Surveyor Indonesia In the context of the process of internalizing AKHLAK, Surveyor
bersama ID Survey mengeluarkan kebijakan Surat Keputusan Indonesia together with ID Survey issued a joint Board of
Direksi bersama No : DU.264/KP.008/KI-21 No : 2706/DRU-X/ Directors Decree No : DU.264/KP.008/KI-21 No : 2706/DRU-X/
SP/2021 No : SKD-002/DRU-X/SP/2021 tentang Buku Putih SP/2021 No : SKD-002/ DRU-X/SP/2021 regarding the White
Panduan Budaya BUMN Holding Jasa Survei Tahun 2021 - 2024. Book of Cultural Guidelines for BUMN Holding Survey Services in
2021 - 2024
AKHLAK merupakan akronim dari Amanah, Kompeten, AKHLAK is an acronym for Amanah, Competent, Harmonious,
Harmonis, Loyal, Adaptif, dan Kolaboratif yang core value seluruh Loyal, Adaptive, and Collaborative which is the core value of all
perusahaan yang berada di lingkungan BUMN, termasuk anak companies in the BUMN environment, including the children and
cucu perusahaan BUMN. Core value AKHLAK diharapkan dapat grandchildren of BUMN companies. The core value of AKHLAK is
menjadi identitas dan perekat budaya kerja yang mendukung expected to be the identity and adhesive of a work culture that
peningkatan kinerja secara berkelanjutan di setiap BUMN. supports continuous performance improvement in every BUMN.
Surveyor Indonesia melakukan sosialisasi dan internalisasi Surveyor Indonesia conducts socialization and internalization
terkait core values ini kepada seluruh insan Surveyor Indonesia. related to these core values to all Indonesian Surveyors. As
Adapun kegiatan sosialisasi dan internalisasi yang dilakukan for the socialization and internalization activities carried out
Surveyor Indonesia tahun 2021 antara lain dengan melakukan by Surveyor Indonesia in 2021, among others, by conducting
kegiatan sosialisasi AKHLAK bersama HJS, Survei AKHLAK, juga AKHLAK socialization activities with HJS, AKHLAK Surveys, as
melalui Social Media lainnya. well as through other Social Media.
Annual Report 2021

155
Rencana Pengelolaan SDM ke Depan Future HR Management Plans
Arsitektur Human Capital menjadi dasar pengembangan The Human Capital architecture is the basis for developing various
berbagai strategi pengelolaan sumber daya manusia yang human resource management strategies that are expected to
diharapkan mampu beradaptasi dan mendukung strategi bisnis be able to adapt and support the company’s dynamic business
perusahaan yang dinamis. Dasar ini telah ditetapkan ke dalam strategy. This basis has been stipulated in a Decree of the Board
suatu Keputusan Direksi Nomor 005/DRU-XII/DHC/2020. of Directors Number 005/DRU-XII/DHC/2020.
Berkaitan dengan agenda transformasi perusahaan, In relation to the company’s transformation agenda, human
pengelolaan sumber daya manusia turut mengalami resource management also undergoes business process
remodelling process business untuk mendukung tercapainya remodeling to support the achievement of the company’s
sasaran strategis perusahaan yang diharapkan. Fungsi expected strategic goals. In the future, the Human Capital
Human Capital ke depan akan menjalankan perannya function will carry out its role as a business partner with various
sebagai business partner dengan berbagai stakeholder guna stakeholders in order to realize several corporate transformation
mewujudkan beberapa agenda transformasi perusahaan, agendas, such as aligning individual performance with company
seperti penyelarasan kinerja individu dengan sasaran kinerja performance targets as reflected in performance management,
perusahaan yang tercermin dalam pengelolaan performance, centralizing the business processes of the Human Capital function
sentralisasi proses bisnis fungsi Human Capital sebagai bentuk as a form of aligning corporate policies, enhancing capabilities/
penyelarasan kebijakan korporat, peningkatan kapabilitas/ personnel competence in accordance with the company’s
kompetensi personil sesuai dengan fokus bisnis perusahaan, business focus, and various other strategic transformation steps
dan berbagai langkah strategis transformasi lainnya yang carried out in stages.
dilakukan secara bertahap.
Pengelolaan sumber daya manusia ke depan juga akan lebih In the future, human resource management will also focus
memfokuskan pada digitalisasi proses bisnis Human Capital more on digitizing Human Capital business processes through
melalui HC Technology yang saling terintegrasi integrated HC Technology.

Teknologi Informasi
Information Technology
Bagi Surveyor Indonesia, Teknologi Informasi (TI) memiliki For Surveyor Indonesia, Information Technology (IT) has an
peran penting dalam menunjang proses bisnis. Oleh karena itu, important role in supporting business processes. Therefore,
Surveyor Indonesia berkomitmen untuk terus meningkatkan Surveyor Indonesia is committed to continuously improving IT
kapasitas TI serta mengikuti perkembangannya untuk capacity and following its developments to be implemented in
diterapkan dalam rangka mendukung produktivitas kerja yang order to support optimal work productivity. Thus, the existence
optimal. Dengan demikian, keberadaan TI diharapkan mampu of IT is expected to be able to support the targets that have been
mendukung target-target yang telah ditentukan. determined.
Struktur Organisasi Divisi TI IT Division Organizational Structure
Divisi Teknologi Informasi berada di bawah Direktur Sumber Daya The Information Technology Division which is under the Director
Manusia, sebagaimana tertuang pada Surat Keputusan Direksi of Human Resources. as stated in the Decree of the Board of
(SKD) No. 001/DRU-X/DHC/DHC/2021 , tanggal 21 Oktober 2021. Directors (SKD) No. 001/DRU-X/DHC/DHC/2021, October 21, 2021.
VP Teknologi Informasi
VP of Information Technology
Steering
Committee TI
IT Steering
Committee
AVP IT Korporasi AVP IT Business

AVP of Corporate IT AVP IT Business
Annual Report 2021

157
Fungsi perencanaan, pengembangan, pengelolaan, dan The planning, development, management, and support functions
dukungan layanan TI berada di bawah Divisi Teknologi Informasi of IT services are under the Information Technology Division
yang terbagi menjadi 2 (dua) bagian dengan fungsi dan which is divided into 2 (two) sections with different functions
tanggung jawab yang berbeda namun menjadi satu kesatuan and responsibilities but are integrated and complementary,
dan saling melengkapi, yaitu IT Korporasi dan IT Business. Selain namely Corporate IT and Business IT. In addition, in order for
itu, agar Divisi Teknologi Informasi dapat menjalankan tugas the Information Technology Division to carry out its duties and
dan tanggung jawabnya dengan baik, Surveyor Indonesia telah responsibilities properly, Surveyor Indonesia has established an
membentuk Steering Committee Teknologi Informasi. Information Technology Steering Committee.
Tanggung jawab Divisi Teknologi Informasi meliputi: The Information Technology Division’s responsibilities include:
1. Menyusun rencana kerja jangka pendek dan panjang untuk 1. Develop short and long term work plans for the unit in
unitnya sesuai dengan strategi perusahaan. accordance with the company’s strategy.
2. Mengendalikan anggaran unit sesuai rencana perusahaan 2. Controlling the unit budget according to the company’s
jangka panjang maupun tahunan. long-term and annual plans.
3.
Mengelola dan mengembangkan SDM-nya agar tercipta 3. Manage and develop its human resources in order to create
SDM yang berkualitas. quality human resources.
4.
Memastikan kepatuhan implementasi Sistem Manajemen 4. Ensure compliance with the implementation of the Quality
Mutu, K3, Lingkungan dan Anti Penyuapan. Management System, K3, Environment and Anti-Bribery.
5. Memastikan penerapan pengelolaan kinerja baik kinerja 5. Ensure the implementation of performance management,
individu maupun kinerja unit. both individual performance and unit performance.
6.
Memastikan penerapan Sistem Manajemen Risiko dan 6. Ensure the implementation of the Risk Management System
prinsip prinsip Good Corporate Governance sesuai dengan and the principles of Good Corporate Governance in
ketentuan yang berlaku. accordance with applicable regulations.
7. Memastikan pemenuhan data dan keamanan Sistem 7. Ensuring compliance with data and information system
Informasi yang diterapkan perusahaan. security implemented by the company.
8. Menindaklanjuti temuan audit dan asesmen internal/ 8. Follow up audit findings and internal/external assessments.
eksternal.
9. Berkoordinasi dan bersinergi dengan internal maupun 9. Coordinate and synergize with internal and external
eksternal perusahaan sesuai dengan fungsi unit. companies in accordance with the function of the unit.
Steering Committee Teknologi Informasi Information Technology Steering Committee
1. Mengawasi keselarasan Strategi Teknologi Informasi 1. Supervise the alignment of Information Technology Strategy
dengan Strategi Perusahaan. with Company Strategy
2. Meningkatkan keunggulan bersaing Perusahaan melalui 2. Increasing the Company’s competitive advantage through
pemanfaatan teknologi informasi yang tepat guna. the use of appropriate information technology
3. Melakukan evaluasi secara berkala atas dukungan TI pada 3. Conduct regular evaluations of IT support in business
kegiatan bisnis. activities.
4. Memastikan investasi TI memberikan nilai tambah kepada 4. Ensure that IT investment provides added value to the
Perusahaan. Company.

Fungsi TI Korporasi Corporate IT Functions
1. Merencanakan, monitoring dan evaluasi implementasi 1. Planning, monitoring and evaluating the implementation of
sistem IT Korporasi dalam rangka otomasi dan integrasi the Corporate IT system in the context of automation and
proses bisnis internal perusahaan serta mempercepat integration of the company’s internal business processes
proses evaluasi, control dan pengambilan keputusan oleh as well as accelerating the evaluation, control and decision-
manajemen. making processes by management.
2. Mengelola pusat sistem aplikasi Enterprise Resource 2. Manage the Enterprise Resource Planning (ERP) application
Planning (ERP), Pusat Data Perusahaan, Infrastruktur Jaringan system center, Corporate Data Center, Communication
Komunikasi, Sistem Keamanan Data Perusahaan untuk Network Infrastructure, Corporate Data Security System for
kantor pusat dan cabang dan aplikasi pendukung lainnya. head office and branches and other supporting applications.
3. Menyusun dan merekomendasikan standar spesifikasi 3. Develop and recommend standard technical specifications
teknis infrastruktur, server dan perangkat teknis IT for the company’s IT infrastructure, servers and technical
perusahaan. equipment.
4. Menyusun acuan kerja pengelolaan IT Korporasi sesuai 4. Prepare work reference for Corporate IT management in
persyaratan dan ketentuan yang berlaku. accordance with applicable terms and conditions.
Fungsi TI Business Corporate IT Business
1. Merencanakan dan mengembangkan teknologi informasi 1. Plan and develop information technology and other
dan teknologi pendukung lainnya dalam rangka peningkatan supporting technologies in order to increase the digitization
digitalisasi produk jasa serta layanan kepada pelanggan. of service products and services to customers.
2. Melakukan pengelolaan digitalisasi produk dan jasa serta 2. Manage the digitization of products and services as well as
layanan kepada pelanggan bekerja sama dengan Unit services to customers in collaboration with the Operations
Operasi. Unit.
3. Melakukan pemantauan, analisa dan evaluasi tren 3. Monitoring, analyzing and evaluating trends in the
perkembangan Teknologi Informasi di Industri TIC yang development of Information Technology in the TIC Industry
selaras dengan kebutuhan perusahaan. in line with company needs.
4. Menyusun acuan kerja pengelolaan IT Komersial sesuai 4. Prepare work reference for Commercial IT management in
persyaratan dan ketentuan yang berlaku. accordance with applicable terms and conditions.
Strategi TI IT Strategy
Strategi TI diturunkan dari strategi bisnis, kondisi eksisting dan The IT strategy is derived from the business strategy, existing
kebutuhan TI holding jasa survey. Strategi TI terdiri dari visi TI conditions and the need for IT holding survey services. The IT
dan enam pilar strategi sebagai berikut: strategy consists of an IT vision and six strategic pillars as follows:
Annual Report 2021

159
Digital Excellence
Data, IT
Dashboard/ Application Infrastructure Governance
Digitalization Smart TIC Maturity
Analytics Sharing Sharing
Enhancement
Digital Excellence meliputi: Digital Excellence includes:

• Digitalisasi customer engagement • Digitizing customer engagement
• Digitalisasi operasional • Operational digitization
• Digitalisasi layanan bisnis • Digitizing business services
Sedangkan pilar strategi TI meliputi: While the pillars of IT strategy include:

• Dashboard/analytics • Dashboard/analytics
Pengembangan dashboard dan layanan analitikal dalam Development of dashboards and analytical services in order
rangka peningkatan kapabilitas surveillance atas keberjalanan to increase surveillance capabilities for the operations of
anak perusahaan subsidiaries
• Application sharing • Application sharing
Efisiensi TI melalui sharing aplikasi di tingkat Holding untuk IT efficiency through application sharing at Holding level for
digunakan bersama oleh anak perusahaan shared use by subsidiaries
• Infrastructure sharing • Infrastructure sharing
Efisiensi dan standardisasi TI melalui sharing infrastruktur IT efficiency and standardization through IT infrastructure
TI di tingkat Holding untuk digunakan bersama oleh anak sharing at Holding level for shared use by subsidiaries
perusahaan
• Digitalization • Digitalization
Transformasi proses bisnis dengan digital pada masing- Transformation of business processes to digital in each
masing anak perusahaan, dengan mempertimbangkan subsidiary, taking into account the standardization of business
standardisasi proses bisnis dan data di tingkat Holding processes and data at the Holding level
• Smart TIC • Smart TIC
Optimalisasi penggunaan teknologi dalam proses testing, Optimizing the use of technology in the process of testing,
inspection, maupun certification kepada customer inspection, and certification to customers
• Data, IT Governance Maturity Enhancement • Data, IT Governance Maturity Enhancement
Percepatan peningkatan Data, IT Maturity melalui pendekatan Data improvement acceleration, IT Maturity through an
terintegrasi. integrated approach.

Visi dan Misi Penerapan Sistem TI di Vision and Mission of IT System

Perusahaan Implementation in the Company
Visi IT IT Vision
Menjadi strategic tools Perusahaan dalam rangka mencapai IT becomes the Company’s strategic tool in order to achieve
kinerja yang unggul. superiorr performance.
Misi Mission
— Membangun otomasi proses terintegrasi secara menyeluruh — Build a comprehensive integrated process automation that
yang menciptakan proses bisnis yang terkendali, efisiensi, creates controlled, efficient and effective business processes.
dan efektif.
— Membangun Dashboard Executive yang mendukung — Build an Executive Dashboard that supports Management
manajemen dalam melakukan monitoring, evaluasi, serta in monitoring, evaluating and making decisions quickly and
pengambilan keputusan dengan cepat dan akurat yang accurately covering all strategic aspects within the Company.
mencakup semua aspek strategis di dalam Perusahaan.
— Membuat Sistem TI yang memberikan nilai tambah bagi — Creating an IT system that provides added value to customers
pelanggan dengan cara mengintegrasikan sistem TI dengan by integrating IT systems with products and services while
produk dan jasa sekaligus menciptakan keunggulan creating a competitive advantage for the Company.
kompetitif bagi Perusahaan.
Annual Report 2021

161
Roadmap Pengembangan TI IT Development Roadmap
Perusahaan telah menyusun strategi teknologi informasi (TI The company has developed a long-term information
strategic planning) jangka panjang, yang memperlihatkan technology strategy (IT Strategic planning), which shows the
kondisi bisnis, pemanfaatan teknologi, kultur-budaya, dan juga business conditions, utilization of technology, cultures, as well as
tata laksana secara menyeluruh dan terbuka menginformasikan management in a comprehensive and open manner informing
langkah-langkah luar biasa yang telah dilakukan Surveyor the extraordinary steps that have been taken by Surveyor
Indonesia, untuk mencapai kondisi saat ini, dan situasi positif Indonesia, to achieve the current condition, and positive situations
yang telah berhasil dalam langkah-langkah yang telah lewat. that have worked in the past steps. To prepare the Company to
Untuk mempersiapkan Perusahaan memasuki tranformasi enter the transformation towards the application of technology
menuju penerapan teknologi untuk mencapai Revolusi to achieve the Industrial Revolution 4.0, Surveyor Indonesia has
Industri 4.0, maka Surveyor Indonesia telah menyusun strategi developed a strategy for implementing technology on all sides
penerapan teknologi pada semua sisi dari Perusahaan untuk of the Company to ensure the continuity of Surveyor Indonesia
menjamin kelangsungan usaha Surveyor Indonesia. business.
2022 2023 2024 2025
Governance
Information & Application
Infrastructure
Security
Human Capital

Program Strategis Fungsional Tahun 2021 Functional Strategic Program 2021
Meningkatkan cost leadership melalui lean operations Improving cost leadership through lean operations
a. Pengembangan dan penggunaan Aplikasi Pendukung a. Development and use of Supporting Applications for Joint
Pengadaan Bersama Peralatan Laboratorium Procurement of Laboratory Equipment
Dalam rangka pemanfaatan Sumber Daya Bersama BUMN In order to utilize the Joint Resources of SOEs for Survey
Jasa Survei pada Jasa Laboratorium, Divisi Teknologi Services on Laboratory Services, the Information Technology
Informasi melakukan kolaborasi bersama BKI dan Sucofindo Division collaborated with BKI and Sucofindo in the
dalam pembangunan aplikasi Share Resources Order untuk development of the Share Resources Order application to be
dapat digunakan oleh seluruh entitas bisnis Laboratorium used by all business entities of the Holding Survey Services
Holding Jasa Survei (HJS). Laboratory (HJS).
b. Penyusunan Master Plan Teknologi Informasi (MPTI) sesuai b. Preparation of Information Technology Master Plan (MPTI)
Peraturan Menteri PER-2/MBU/2013 in accordance with Ministerial Regulation PER-2/MBU/2013
Penyusunan MPTI klaster Jasa Survey telah selesai dengan The preparation of the Survey Services Cluster MPTI has
telah diterimanya Berita Acara Serah Terima Pekerjaan IT been completed with the receipt of the Handover of IT Work
Masterplan Kluster Holding Jasa Survei 2021-2025 Untuk Masterplan Cluster Holding Survey Services 2021-2025
PT Biro Klasifikasi Indonesia (Persero), PT Sucofindo dan for PT Biro Statistik Indonesia (Persero), PT Sucofindo and
PT Surveyor Indonesia. PT Surveyor Indonesia.
c. Asesmen IT Maturity Level c. IT Maturity Level Assessment

Audit teknologi informasi dilakukan untuk selama 3 (tiga) Information technology audits are carried out for 3 (three)
tahun, yaitu tahun 2020 sampai dengan tahun 2022 oleh KAP years, from 2020 to 2022 by KAP Rama Wendra & Mc Millan
Rama Wendra & Mc Millan Woods, dengan ruang lingkup Woods, with the following scope:
sebagai berikut :
1. Tata Kelola dan struktur organisasi teknologi informasi 1. Governance and organizational structure of information
technology
2. Pengelolaan keamanan informasi 2. Information security management
3. Operasional teknologi informasi 3. Information technology operations
4. Sistem andalan yang menjadi focus area (NAV) 4. The mainstay system that becomes the focus area (NAV)
Metodologi yang diterapkan dalam audit ini adalah: The methodology applied in this audit is:
1. Pendekatan pemeriksaan berbasis risiko dan dilakukan 1. The audit approach is risk-based and is carried out through:
melalui:
• Wawancara dengan pihak manajemen dan personil terkait • Interviews with management and related personnel
• Observasi proses yang dijalankan • Observation of running processes
• Pemeriksaan dokumen, laporan dan kertas kerja • Inspection of documents, reports and working papers
• Pemeriksaan perangkat keras, perangkat lunak dan • Hardware, software and settings checks
pengaturannya
• Pengujian sistem, aplikasi dan data • System, application and data testing
Annual Report 2021

163
2. Metode pengujian menggunakan referensi COBIT 4.1 2. The test method uses COBIT 4.1 (Control Object for Information
(Control Object for Information and related Technology 4.1) and related Technology 4.1) references
Berdasarkan penerapan COBIT 4.1, untuk tahun 2020 PTSI Based on the implementation of COBIT 4.1, for 2020 PTSI
mencapai Maturity Level 2.25 dengan rincian base line will reach Maturity Level 2.25 with details of the base line as
sebagai berikut : follows:
Base Line Skor

Base Line Score
Plan and Organize 2
Acquire and Implement 3
Deliver and Support 2
Monitor and Evaluate 2
Level 2.3
Untuk tahun 2021 atas hasil Audit TI diperoleh skor sebagai For 2021 on the results of the IT Audit, the following scores
berikut: were obtained:
» Dengan Maturity Level berdasarkan penerapan COBIT 5.0 » With Maturity Level based on the implementation of COBIT
diperoleh skor 2 5.0 obtained a score of 2
» Dengan Maturity Level berdasarkan penerapan COBIT 4.1 » With Maturity Level based on the implementation of COBIT
dengan skor 2.8 4.1 with a score of 2.8
Memperkuat teknologi digital untuk menciptakan Strengthen digital technology to create efficiencies
efisiensi
a. Kajian Penyelarasan ERP dalam klaster a. ERP Alignment Study within the cluster
Sesuai laporan akhir konsultan, disampaikan rekomendasi According to the consultant’s final report, recommendations
untuk mengimplementasikan sharing aplikasi secara were made to implement application sharing in stages
bertahap sesuai dengan kebutuhan kesiapan berbagai according to the readiness needs of various supporting
sumberdaya pendukung. resources.
b. Optimalisasi pemanfaatan Big Data sebagai tools untuk b. Optimizing the use of Big Data as a tool for analysis on the
analisis pada sistem ERP Eksisting Existing ERP system
Terimplementasinya Power BI Dashboard Keuangan HJS Implementation of the HJS Financial Dashboard Power BI for
untuk pengolahan data & pelaporan, pada Triwulan III. data processing & reporting, in Quarter III.

c. Pengembangan Sistem Manajemen Aset (Alat Operasi & c. Asset Management System Development (Operations &
Lab) Lab Tools)
Telah dilakukan serah terima aplikasi Sistem Manajemen Aset The handover of the Asset Management System application to
ke Fungsi Procurement, yaitu aplikasi yang berisi database the Procurement Function has been carried out, which is an
aset yang akan digunakan dalam proses share services HJS application that contains an asset database that will be used in
dalam kerangka optimalisasi aset HJS. the process of sharing HJS services within the framework of
optimizing HJS assets.
d. Implementasi Digital Signature d. Digital Signature Implementation

Telah terimplementasi Digital Signature Dewan Direksi. The Board of Directors Digital Signature has been implemented.
Dokumentasi Digital Signature digunakan pada dokumen Digital Signature documentation is used for documents that
yang membutuhkan, contoh PMO IT HJS oleh Direktur require it, for example PMO IT HJS by the Commercial Director,
Komersial, PMO Procurement BUMN oleh Direktur Keuangan PMO Procurement BUMN by the Director of Finance & Risk
& Manajemen Risiko. Management.
Inovasi model operasi melalui digitalisasi Operational model innovation through digitization
a. Penyelarasan aplikasi E-Certificate a. E-Certificate application alignment
Dengan latar belakang menerbitkan sertifikat dari bentuk With a background in issuing certificates from paper form
kertas dengan menggunakan secure paper (kertas using secure paper (holographic paper) into a form of
berhologram) menjadi bentuk sertifikat elektronik yang aman electronic certificate that is safe and can be traced its validity.
dan dapat ditelusuri keabsahannya. Untuk saat ini, masih For now, socialization is still being carried out on the use of
dilakukan sosialisasi terhadap penggunaan E-Certificate. E-Certificate.
b. Pengembangan pemanfaatan teknologi digital untuk Jasa b. Development of the use of digital technology for TIC
TIC Services
• Monitoring & Evaluasi (MonEv) • Monitoring & Evaluation (MonEv)
Aplikasi ini digunakan untuk peningkatan proses This application is used to improve the performance
monitoring kinerja. monitoring process.
• Sertifikasi Laik Operasi (SLO) • Operation Worthy Certification (SLO)
SLO merupakan aplikasi yang telah diimplementasikan SLO is an application that has been implemented in
pada tahun 2019 dimana PTSI melakukan inspeksi/ 2019 where PTSI conducts inspection/commissioning
komisioning atas suatu instalasi ketenagalistrikan of an electricity installation as a technical requirement,
sebagai persyaratan teknis, kontrak & operasi sebelum contract & operation prior to operation, as well as support
dioperasikan, sekaligus dukungan terhadap keamanan for installation reliability security and environmental
keandalan instalasi serta akrab lingkungan sebagai friendliness as conformance to the specified requirements
kesesuaian persyaratan yang ditentukan & dinyatakan & declared ready for operation (PERMEN ESDM No. 05 of
siap dioperasikan (PERMEN ESDM No. 05 Tahun 2014). 2014)
Annual Report 2021

165
Dalam perkembangannya untuk mempermudah proses In its development to facilitate the process of issuing SLO
penerbitan SLO sebagai pengakuan secara prosefisonal, as a professional, formal & legal acknowledgment, in the
formal & legal, maka pada periode Triwulan II - 2021 ini period of Quarter II - 2021, the SLO application has been
aplikasi SLO sudah terintegrasi dengan Direktorat Jenderal integrated with the Directorate General of Electricity,
Kelistrikan Energi Sumber Daya Mineral (DJK ESDM) Energy and Mineral Resources (DJK ESDM)
• Aplikasi TKDN • TKDN Application

• Aplikasi B30 • B30 app
• Aplikasi Halal • Halal Application
Aplikasi yang digunakan utk pemeriksa produk halal. Applications used for inspectors of halal products.
• Aplikasi Peminjaman Dokumen Perusahaan • Corporate Document Loan Application
Aplikasi yang digunakan untuk peminjaman dokumen Application used for borrowing company documents.
perusahaan.
• Aplikasi Manajemen Risiko • Risk Management Application
Diperlukan penyesuaian kembali dan akan dilanjutkan Re-adjustment required and will resume in 2022
tahun 2022
• Aplikasi E-Pengadaan V2 • V2 E-Procurement Application
Untuk peningkatan proses pengadaan For procurement process improvement
• Aplikasi SITMS (SI Talent Management System) • SITMS (SI Talent Management System) application
Memasuki layanan baru TIC Digital Entering the new TIC Digital service
a. Bekerja sama dengan DPPB dalam Pengembangan dan a. Cooperating with DPPB in the development and
pengelolaan platform layanan digital bekerjasama dengan management of digital service platforms in collaboration
mitra strategis dalam: with strategic partners in:
• Bidang perlindungan konsumen • Consumer protection field
• Bidang perdagangan luar negeri (ekspor/impor) • Foreign trade sector (export/import)
Aplikasi E-Garansi pada Bidang Perlindungan Konsumen The E-Warranty Application in the Consumer Protection
adalah garansi barang yang beredar di Indonesia, terutama Sector is a guarantee of goods circulating in Indonesia,
barang-barang elektronik yang tadinya berupa kartu garansi especially electronic goods which were previously in the form
(cetak/kertas) menjadi dalam bentuk Digital/Elektronik. of a warranty card (printed/paper) to be in the form of Digital/
Electronic.
b. Asesmen Indonesia Industry 4.0 Readiness Index (INDI 4.0) b. Assessment of Indonesia Industry 4.0 Readiness Index
Saat ini proses pemasaran yang dilakukan PTSI untuk INDI (INDI 4.0)
4.0 melibatkan 56 BUMN dengan 52 BUMN yang diajukan Currently, the marketing process carried out by PTSI for INDI 4.0
proposal dan 11 BUMN yang telah menandatangani kontrak involves 56 SOEs with 52 SOEs who have submitted proposals
asesmen. and 11 SOEs that have signed assessment contracts.

Tata Kelola TI IT Governance
Tata Kelola TI mengatur tata kelola TI dengan kewenangan IT Governance regulates IT governance with respective authorities.
masing-masing. Tata Kelola tersebut bertujuan meningkatkan The Governance aims to increase IT management capacity so that
kapasitas pengelolaan TI sehingga bisa mendukung tujuan it can support the company’s goals. IT Governance consists of 7
perusahaan. Tata Kelola TI terdiri dari 7 komponen yang meliputi components which include organizational structure, principles,
struktur organisasi, prinsip, kebijakan, prosedur, informasi, kultur, policies, procedures, information, culture, personnel and tools.
personil dan tools.
Implementasi komponen Tata Kelola TI/Data Perusahaan The implementation of the IT/Company Data Governance
meliputi: component includes:
a. Struktur Tata Kelola TI, IT Steering Committee, Data a. IT Governance Structure, IT Steering Committee, Data
Governance Board, IT Shared Service Center Governance Board, IT Shared Service Center
b. Adopsi Governance/Management Practices berbasis COBIT b. Adoption of Governance/Management Practices based on
2019 COBIT 2019
c. Pengunaan tool untuk mendukung implementasi seluruh c. Use of tools to support the implementation of all Governance/
Governance/Management Management
Untuk pengembangan kompetensi, difokuskan pada: For competency development, it is focused on:
a. Identifikasi lingkup kompetensi dan pemetaannya ke masing- a. Identify the scope of competence and mapping it to each key
masing posisi kunci di perusahaan position in the company
b. Implementasi program bersama pengembangan kompetensi TI b. Implementing a joint program for IT competency development
Annual Report 2021

167
Tinjauan Ekonomi dan Industri

Economic and Industry Overview
Kondisi Ekonomi Global Tahun 2021 Global Economic Conditions in 2021
Lembaga Dana Moneter Internasional (IMF) dalam laporan World The International Monetary Fund (IMF) in its World Economic
Economic Outlook yang dirilis pada Januari 2022 memprediksi Outlook report released in January 2022 predicts global
pertumbuhan ekonomi global tahun 2021 mencapai 5,9%. Hal ini economic growth in 2021 to reach 5.9%. This indicates that
menandakan proses pemulihan ekonomi global akibat pandemi the process of global economic recovery due to the COVID-19
COVID-19 telah berjalan dengan sangat baik, yakni pada tahun pandemic has been going very well, namely in 2020 the global
2020 ekonomi global mengalami kontraksi 3,5% dan memicu economy contracted 3.5% and triggered an economic recession.
terjadinya resesi ekonomi.
Pemulihan ekonomi global salah satunya ditunjang oleh program Global economic recovery is supported by among others the
vaksinasi yang secara serentak dilaksanakan oleh hampir simultaneous vaccine program implemented by almost all
semua negara di dunia. Program vaksinasi ini ditujukan untuk countries in the world. This vaccination program is designated to
membentuk herd immunity sehingga masyarakat lebih berani form herd immunity therefore community members will be more
dan lebih merasa aman untuk beraktivitas kembali. courageous and feel safer to return to their activities.
Selain itu, sebagian negara di dunia juga menerapkan kebijakan In addition, several countries in the world have also implemented
ekonomi yang nyaris sama, yaitu memberikan stimulus moneter almost the same economic policies, namely providing monetary
dan fiskal kepada pelaku usaha agar ekonomi dapat kembali and fiscal stimulus to business actors so that the economy can
bergerak. Di lain pihak, mereka juga menjalankan program get back on track. On the other hand, they are also running
jaringan pengaman sosial untuk membantu masyarakat yang a social safety net program to help people who are directly
terdampak secara langsung oleh pandemi COVID-19. affected by the COVID-19 pandemic.

Kebijakan-kebijakan tersebut juga didukung oleh kebijakan Such policies were also supported by central bank policy to not
bank sentral yang tidak menaikkan tingkat suku bunga, bahkan increase interest rate, some central banks even took a policy
beberapa bank sentral mengambil kebijkan untuk menurunkan to decrease interest rate. The United States Central Bank, the
tingkat suku bunga. Bank Sentral Amerika Serikat, The Federal Federal Reserve (The Fed) maintained interest rate at 0.25%
Reserve (The Fed) tetap mempertahankan tingkat suku bunga level. The same policy was also taken by Uni Europe Central
pada level 0,25%. Kebijakan yang sama juga diambil oleh Bank (ECB). In addition to not increasing interest rate, both
Bank Sentral Uni Eropa (ECB). Selain tidak menaikkan tingkat world central banks also injected liquidity to capital market by
suku bunga, kedua bank sentral utama dunia tersebut juga purchasing asset in large amount.
menyuntikan likuiditas ke pasar modal dengan melakukan
pembelian aset dalam jumlah besar.
Namun, menjelang akhir tahun 2021, ketidakpastian ekonomi However, approaching the end of 2021, economic uncertainty
kembali meningkat seiring dengan menyebarnya varian increased again along with the spread of Omicron variant in
Omicron di berbagai negara. Selain itu, juga terdapat kendala various countries. In addition, there were obstacles in chain of
pada rantai pasokan global dan ancaman krisis energi yang supply and energy crisis threat which highly affected the global
sangat berdampak pada pertumbuhan ekonomi global. Selain economic growth. In addition, The Fed and ECB also planned
itu, The Fed dan ECB juga berencana untuk melakukan tapering to perform tapering off which would highly affect the capital
off yang akan sangat berpengaruh terhadap pasar modal dan market and global economy. Therefore, IMF predicted that in
ekonomi dunia. Karena itu, IMF memprediksi pertumbuhan 2022 global economic growth would reach the level of 4.4%.
ekonomi global tahun 2022 akan melandai pada level 4,4%
Kondisi Ekonomi Indonesia Tahun Indonesia Economic Condition In 2021

2021
Setelah melalui masa yang sangat berat dan mengalami Subsequent to the hardship and economic contraction in 2020,
kontraksi ekonomi di tahun 2020, ekonomi Indonesia kembali Indonesia economy rose again in 2021. The government and
bangkit di tahun 2021. Pemerintah dan pihak-pihak lainnya other parties have sought efforts to mitigate COVID-19 pandemic
telah melakukan berbagai hal untuk menanggulangi pandemi and at the same time recovered the national economy.
COVID-19 sekaligus untuk memulihkan ekonomi nasional.
Pemerintah meningkatkan kapasitas dan kualitas fasilitas The government increased the capacity and quality of health
kesehatan agar dapat menangani warga yang terpapar facilities in order to improve treatment for community members
COVID-19 dengan lebih baik. Selain itu, pemerintah juga secara who were exposed by COVID-19. In addition, the government also
gencar melakukan program vaksinasi di seluruh wilayah aggressively provided vaccination program accross Indonesia
Indonesia secara gratis. Untuk menekan penyebaran virus dan for free. To press the spread of virus and decrease daily cases
menurunkan kasus harian, pemerintah menjalankan kebijakan the government took the Community Restricted Activity
Pemberlakukan Pembatasan Kegiatan Masyarakat (PPKM) yang (Pemberlakukan Pembatasan Kegiatan Masyarakat (PPKM))
terbukti efektif dalam menekan jumlah kasus harian. which was proven to be effective and pressed the number of
daily cases.
Annual Report 2021

171
Untuk mendorong pertumbuhan ekonomi, pemerintah To drive economic growth, the government continued The
melanjutkan program Pemulihan Ekonomi Nasional (PEN) National Economic Recovery program (Pemulihan Ekonomi
yang terbukti memberikan dampak yang besar terhadap Nasional (PEN)) which was proven to provide large impact on
perekonomian nasional. Tahun 2021, pemerintah menambah the national economy. In 2021, the government increased PEN
anggaran program PEN menjadi Rp744,7 triliun dari tahun program budget to become IDR744.7 trillion from the previous
sebelumnya Rp695,2 triliun. year in the amount of IDR695.2 trillion.
Pemerintah tidak hanya menggelontorkan dana dukungan The government did not only disburse supporting fund from
dari sisi permintaan masyarakat tapi juga membuka keran community demand perspective but also opened the fawcet
permintaan termasuk mendukung pembiayaan bagi UMKM of inquiries including financing support for Small Medium
dengan memberikan stimulus subsidi bunga kredit agar sektor Enterprises (UMKM) by providing credit interest subsidy
UMKM dapat kembali bergerak. Pemerintah juga berupaya stimulation in order for UMKM sector to run again. The
meningkatkan konsumsi dalam bentuk bantuan sosial, ada government also sought the consuption increase in the form of
juga stimulus pelonggaran PPnBM, dan stimulus PPN, untuk social aid, there was also Sales Tax on Luxury Goods (PPnBM)
mendorong masyarakat berbelanja. easing stimulation and Value Added (PPN) stimulation to drive
prople to shop.
Bank Indonesia (BI) juga terus mengoptimalkan seluruh bauran Bank Indonesia (BI) also continued to optimize all combinations of
kebijakan untuk menjaga stabilitas makroekonomi dan sistem policy to maintain macro economy and financial system stability
keuangan serta mendukung upaya perbaikan ekonomi lebih and support the effort of further economic improvement, one of
lanjut, salah satunya dengan menurunkan tingkat suku bunga BI which was by decreasing interest rate BI 7 Days Repo Rate in the
7 Days Repo Rate sebesar 0,25 bsp menjadi menjadi 3,50%. amount of 0.25 bsp to become 3.50%.
Melalui upaya dan kebijakan yang diambil oleh pemerintah dan Through the effort and policy taken by the government and
pihak-pihak lainnya, tahun 2021 Indonesia berhasil keluar dari many other parties, in 2021 Indonesia succeeded in exiting the
jerat resesi ekonomi dan membukukan pertumbuhan ekonomi entanglement of economic reccession and booked an economic
sebesar 3,51% (hingga kuartal III) dengan tingkat inflasi yang growth of 3.51% (up to III quarter) with maintained inflation rate on
terjaga pada level yang cukup rendah 1,87%. a relatively low level of 1.87%.
Neraca perdagangan Indonesia tahun 2021 juga tercatat In 2021 Indonesia trading scale was also recorded to experience a
mengalami surplus yang cukup baik, yaitu sebesar US$35,34 relatively favorable surplus, i.e. in the amount of US$35.34 billion,
miliar, jauh lebih tinggi dibandingkan tahun sebelumnya sebesar much higher compared to the previous year in the amount of
US$21,74 miliar. US$21.74 billion.
Berkaca pada pertumbuhan yang positif di tahun 2021, BI Reflecting to the positive growth in 2021, BI was optimistic that
optimis pertumbuhan ekonomi yang positif akan terus berlanjut positive economic growth would continue to the year 2022.
di tahun 2022. BI memprediksi pertumbuhan ekonomi Indonesia BI predicted that Indonesia economic growth in 2022 would
tahun 2022 akan berada pada kisaran 4,7%-5,5%. Lembaga be approximately 4.7%-5.5%, the Fitch Rating institution even
pemeringkat Fitch Ratings bahkan memperkirakan pertumbuhan predicted that Indonesia economic growth in 2022 would rocket
ekonomi Indonesia pada tahun 2022 akan meroket ke 6,8%. to 6.8%.
Pertumbuhan yang kuat tersebut masih didorong oleh kinerja Such powerful growth was still driven by export performance,
ekspor, ditambah dengan peningkatan kinerja konsumsi rumah added by the household consumption performance and also
tangga dan juga investasi. investment.

Kebijakan Strategis 2021 2021 Strategic Policy
Kondisi perekonomian nasional dan global yang tertekan dampak The national and global economic condition pressed by
pandemi COVID-19 menjadi tantangan tersendiri bagi Surveyor COVID-19 pandemic impact became a challenge for Company
Indonesia untuk tetap dapat mengusahakan pertumbuhan dalam to remain managing growth in supporting the National Economic
mendukung Pemulihan Ekonomi Nasional (PEN) di tahun 2021. Recovery (PEN) in 2021. Along with that, Company prepared a
Sejalan dengan hal tersebut, Surveyor Indonesia menyiapkan number of working programs which were the implementation of
sejumlah program kerja yang merupakan implementasi dari Survey Service Sub-Cluster strategic initiatives and its success
inisiatif strategis Sub-Kluster Jasa Survei, serta akan diukur rate was measured using KPI BUMN.
tingkat keberhasilannya menggunakan KPI BUMN.
Secara umum, program kerja Surveyor Indonesia mencakup In general, Company working programs cover existing business
rencana penguatan bisnis eksisting dan ekstensifikasi pada strengthening and extensification on new sectors. Support in the
sektor baru. Dukungan dalam bentuk sinergisasi proses bisnis form of synergizing of internal business process and increase
internal serta peningkatan kapabilitas dan perbaikan layanan of capability and improvement of service is highly needed to
sangat diperlukan untuk memastikan keberhasilannya. ensure its success.
1. Penguatan dan Pengembangan Bisnis 1. Business strengthening and development
Bisnis perusahaan saat ini yaitu testing, inspection, Company business which covers testing, inspection,
certification, dan consultation (TIC-C) perlu diperkuat certification, and consultation (TIC-C) needs to be
terutama di sektor-sektor eksisting yang menjadi fokus strengthened particularly in existing sectors which are the
perusahaan tahun ini. Sektor-sektor eksisting tersebut main focus of company this year. Such existing sectors are
antara lain: as follows:
• Migas & Sistem Pembangkit • Oil gas & Generator System
• Mineral & Batubara • Mineral & Coal
• Infrastruktur • Infrastructure
• Penguatan Institusi Kelembagaan (PIK) • Institutional Agency Strengthening (Penguatan Institusi
Kelembagaan (PIK))
Dalam penguatan keempat sektor bisnis eksisting, In the strengthening of the existing four sectors, the Company
Perusahaan dihadapkan pada berbagai tantangan antara is faced by various challenges among others the adoption
lain adopsi layanan dan produk berbasis teknologi digital of digital technology based service and production and
dan automasi, upgrading peralatan operasi dan laboratorium automation, upgrading of operational tools and laboratory
dengan teknologi terkini, serta perluasan pangsa pasar. with the latest technology and market share expansion.
Annual Report 2021

173
Selain memperkuat bisnis eksisting, perusahaan juga akan In addition to strengthening the existing business, the
melakukan pengembangan bisnis dengan menawarkan Company will also develop business by offering TIC-C
layanan jasa TIC-C pada sektor-sektor baru yang potensial. service to potential new sectors. The new sectors entered
Adapun sektor baru yang akan dimasuki Surveyor Indonesia by Surveyor Indonesia this year include:
tahun ini meliputi:
• Information Communication Technology • Information Communication Technology
• Agriculture & Environment (Pertanian dan Lingkungan • Agriculture & Environment
Hidup)
• Food (Makanan) • Food
• Health (Kesehatan) • Health
• Renewable Energy (Energi Baru Terbarukan) • Renewable Energy
• Transportation Infrastructure (Infrastruktur Transportasi) • Transportation Infrastructure
2. Sinergisasi Proses Bisnis Internal 2. Internal Business Process Synergizing

Untuk meningkatkan efisiensi bisnis proses internal di dalam To increase internal process business efficiency in the
perusahaan, salah satu tantangan yang dihadapi Surveyor Company, one of the challenges fased by Surveyor Indonesia
Indonesia adalah melakukan penyelarasan struktur is coordination of organizational structure in internal business
organisasi dan proses bisnis internal melalui penyesuaian process through organizational assignment and function as
tugas dan fungsi organisasi serta prosedur dan kebijakan well as company procedure and policy adjustments.
perusahaan.
3. Peningkatan Kapabilitas dan Perbaikan Layanan 3. Increase of Capability and Improvement of Service
Surveyor Indonesia harus terus melakukan investasi agar Surveyor Indonesia must continue to invest in order to always
inovasi dapat terus dilakukan. Investasi tersebut berupa innovate. Such investment is in the form of Human Resources
peningkatan kompetensi SDM melalui pelatihan, sertifikasi, competence increase through trainings, certification, and
dan rekrutmen yang didukung oleh talent management recruitment supported by talent management system. Along
system. Seiring dengan peningkatan kompetensi SDM with the performance of Human Resources competence
dilakukan, perlu juga dilakukan transformasi budaya increase, company cultural transformation also needs to
perusahaan untuk menciptakan SDM yang inovatif, digital be perfomed to create innovative, digital savvy Human
savvy, serta memiliki risk awareness. Dengan begitu Resources which also have risk awareness. Therefore the
Perusahaan akan mampu memberikan competitive Company will be able to provide competitive advantage to
advantage sehingga dapat mengungguli pesaingnya outperform its competitors in the market. The challenge
di pasar. Tantangan yang dihadapi perusahaan dalam faced by the Company in increasing capability and service
peningkatan kapabilitas dan perbaikan layanan adalah improvement is the development of talent management
pembangunan talent management system dan transformasi system and company culture transformation.
budaya perusahaan.
Strategi dan Inisiatif Strategis Korporat Initiative Strategy and Corporate Strategy
Dalam upaya mencapai sasaran korporat yang ditetapkan oleh In its effort of achieving corporate targets set out by shareholders,
pemegang saham, Surveyor Indonesia telah melakukan strategi Surveyor Indonesia has performed strategy mapping through
mapping yang dilakukan melalui pendekatan balanced scorecard balanced scorecard approach to map strategy inter coIDRoration
untuk memetakan kaitan antar komponen strategi dalam RJPP relation in RJPP 2020-2024. The Company strategy for the year

2020-2024. Strategi korporat untuk tahun 2020-2024 pada 2020-2024 on coIDRorate level is “RISE”, a corporate strategy
tingkat korporat adalah “RISE”, yaitu strategi korporat untuk in order to continue to increase and become dominant player
semakin naik dan menjadi pemain dominan di pasar TIC terutama at TIC market particularly in sectors that have always been
di sektor-sektor yang menjadi fokus Surveyor Indonesia. Surveyor Indonesia focus.
Strategi yang telah diformulasikan adalah sebagai berikut: The formulated strategies are as follows:
1. Reinforce existing business to become a dominant player 1. Reinforce existing business to become a dominant player
2. Increase and expand through new business development 2. Increase and expand through new business development
3. Synergize internal business processes and organization 3. Synergize internal business processes and organization
structure structure
4. Enhance company competitiveness and capability 4. Enhance company competitiveness and capability
Dari strategi tersebut diselaraskan dengan dengan 5 prioritas Such strategies are adjusted to State Owned Enterprises (BUMN)
BUMN, sehingga gambarannya sebagai berikut: 5 priorities which descriptions are as follows:
Strategi Bisnis Surveyor Indonesia

Surveyor Indonesia Business Strategy
Menjadi Perusahaan
Independent Assurance Nasional yang diakui Dunia
dalam memberikan solusi menyeluruh kepada pelanggan
To be a National Independent Assurance Company that is recognized by

the world in providing comprehensive solutions to customers
Reinforce existing Increase and expand Synergize internal business Enhance company
business to become a through new business processes and orrganization competitiveness and
dominant player development structure capability
Business
Model B A C
Corporate Strategy
Technology Grow High Rejuvenate Empower Core Activate New Transform

Innovation Leadership Performance strategic Business Business business
Economic & Culture and partnership to through Development operating
Customer create Expansion and to expand the model through
Social Value Focus opportunities Acceleration business digitalization
for Indonesia
Unleash Energize 1 2 3 4 5
Talent E D
Investment
Functional Business Business Business Functional
Human Capital & Organization
Finance, Risk, & GCG Compliance

Strategic
Enabler
Marketing
IT & Asset Management
5 PRIORITAS BUMN NO PILAR PILAR STRATEGIS SURVEYOR INDONESIA

NO
SOEs 5 PRIORITIES PILLAR NO SURVEYOR INDONESIA STRATEGIC PILLARS
Economic and Social Value 1 Grow High Performance Culture and Costumer Focus
A for Indonesia
2 Rejuvenate Startegic Partnership to Create Opportunities

B Business Model Innovation
4 Activate Organic Strategy to Expand Business
Transform Business Operating Model Through

C Technology Leadership 5 Digitalization
4 Activate Organic Strategy to Expand Business

D Energize Investment
2 Rejuvenate Strategic Partnership to Create Opportunities
E Unleash Talent Strategic Human Capital & Organization

Enabler
Annual Report 2021

175
Sejalan dengan disusunnya strategi korporat, dalam dokumen In line with the composing of corporate strategies, in BUMN
Rencana Strategis Kementerian BUMN telah ditetapkan 5 Ministry Strategic Plan document SOEs 5 priorities have been set
prioritas BUMN yang diturunkan menjadi 13 Inisiatif Strategis out which are decreased to become 13 Surveyor Indonesia Sub
Sub-klaster Surveyor Indonesia sebagai berikut. Cluster Strategies as follows.
No Lima Prioritas BUMN Inisiatif Strategis Sub-klaster Surveyor

BUMN Five Priorities Surveyor Sub Cluster Strategic Initiative
1 Nilai Ekonomi dan Sosial untuk Indonesia 1. Integrasi Bisnis TIC di KI/KEK/KAPET
2. Membangun kolaborasi dengan pemerintah dan BUMN
Economic and Social Value for Indonesia 1. TIC di KI/KEK/KAPET Business Integration
2. Developing collaboration with the government and BUMN
2 Inovasi Model Bisnis 1. Meningkatkan cost leadership melalui lean operations.

2. Meningkatkan brand market positioning (seperti perbaikan key account management,
customer loyalty programme, etc.)
3. Meningkatkan tingkat layanan dan retensi pelanggan.
4. Memperluas penawaran jasa TIC melalui E2E (end-to-end) services.
5. Memperkuat Corporate Governance
Business Model Innovation 1. Developing cost leadership through lean operations.

2. Increasing brand market positioning (such as the improvement of key account
management, customer loyalty programme, etc.)
3. Increasing service level and customer retention.
4. Expanding TIC service offering through E2E (end-to-end) services.
5. Strengthening Corporate Governance
3 Kepemimpinan Teknologi 1. Memperkuat teknologi digital untuk menciptakan efisiensi

2. Inovasi model operasi melalui digitalisasi.
3. Memasuki layanan baru TIC digital
Techological Leadership 1. Strengthening digital technology to create efficiency

2. Operational model innovation through digitalization.
3. Entering digital TIC new service
4 Peningkatan Investasi 1. Membentuk secondary & tertiary sector focus melalui strategic partnership &
acquisition
Investement Increase 1. Establishing secondary & tertiary sector focus through strategic partnership &
acquisition
5 Pengembangan Talenta 1. Meningkatkan kapabilitas dan memperbaiki kualitas layanan.

2. Membangun budaya kinerja grup melalui KPI berbasis kinerja
Talent Develpment 1. Increasing capability and improving service quality.

2. Developing group performance culture through performance based KPI

Implementasi dari strategi perusahaan dan inisiatif strategis Implementation of company stategy and Surveyor Indonesia
Sub-klaster Surveyor Indonesia diturunkan menjadi 37 program Sub Cluster strategy was decreased into 37 corporate strategic
strategis korporat yang pelaksanaannya dilakukan dari tahun programs which implementation is performed from 2020 to
2020-2024. Sehingga untuk RKAP 2021, ditentukan beberapa 2024. Therefore for RKAP 2021, several strategic programs
program strategis yang akan diimplementasikan di tahun 2021 have been set out which would be implemented in 2021 to be
untuk ditindaklanjuti oleh masing-masing unit dari sektor bisnis followed up by each unit of business sector and supporting unit
dan unit pendukung sebagai program kerja. as working programs.
1. Nilai Ekonomi dan Sosial untuk Indonesia 1. Economic and Social Value for Indonesia
Keberadaan BUMN harus meningkatkan nilai ekonomi dan The presence of SOE must increase economic value and
dampak sosial terutama di bidang ketahanan pangan, social impact particularly in food, energy and health security.
energi, dan kesehatan. Dalam merealisasikan tujuan In realizing such purpose, Surveyor Indonesia will adopt
tersebut, Surveyor Indonesia akan melakukan program strategic programs.
strategis
2. Inovasi Model Bisnis 2. Business Model Innovation
Restrukturisasi model bisnis melalui pembangunan Business model restructurization through ecosystem
ekosistem, kerja sama, perkembangan kebutuhan development, collaboration stakeholder need development
stakeholders dan fokus pada core bisnis and focus on core business
3. Kepemimpinan Teknologi 3. Technological Leadership
BUMN harus memimpin secara global dalam teknologi SOE must lead globally in strategic technology in
strategis dan melembagakan kapabilitas digital seperti data institutionalizing digital capability such as data management,
management, advance management, big data, artifical advance management, big data, artifical intelligence, etc.
intelligence, dll. Untuk mendukung tujuan tersebut, Surveyor To support such purpose, Surveyor Indonesia develops
Indonesia mengembangkan program strategis terkait strategic programs in relation to digitalization for both
digitalisasi untuk kepentingan internal maupun eksternal company internal and external interests.
perusahaan.
4. Peningkatan investasi 4. Investment Increase
BUMN harus mengoptimalkan nilai aset dan menciptakan SOE must optimize asset value and create healthy
ekosistem investasi yang sehat. Untuk mewujudkan tujuan investment ecosystem. To seek this purpose, Surveyor
ini, Surveyor Indonesia menetapkan inisiatif strategis dan Indonesia set out strategic initiative and several strategic
beberapa program strategis programs.
5. Pengembangan Talenta 5. Talent Development
BUMN mempunyai tugas untuk mengedukasi dan melatih SOE has the duty to educate and train manpower to develop
tenaga kerja mengembangkan SDM berkualitas untuk quality Human Resources for Indonesia, governance
Indonesia, profesionalisasi tata kelola, dan sistem seleksi SDM. professionality, and Human Resources selecting system.
Annual Report 2021

177
Tinjauan Operasi Per Segmen Usaha

Operational Review Per Business Segment
Surveyor Indonesia melakukan kegiatan usaha di bidang survei, Surveyor Indonesia conducts business activities in the fields of
verifikasi, inspeksi, sertifikasi, dan konsultansi, serta optimalisasi Survey, Verification, Inspection, Certification and Consultancy
pemanfaatan sumber daya Perusahaan untuk menghasilkan as well as optimizing the use of Company resources to produce
barang dan/atau jasa yang bermutu tinggi dan berdaya saing high quality and highly competitive goods and/or services to
kuat untuk mendapatkan dan/atau mengejar keuntungan guna obtain and/or pursue profits in order to increase the value of the
meningkatkan nilai Perusahaan dengan menerapkan prinsip- Company by applying the principles of the principle of a Limited
prinsip Perseroan Terbatas. Liability Company.
Hingga akhir tahun 2020, laporan keuangan konsolidasian As end of 2020, the Company’s consolidated financial statements
Perusahaan yang telah diaudit oleh Kantor Akuntan Publik Paul that had been audited by the Public Accounting Firm Paul
Hadiwinata, Hidajat, Arsono, Retno, Palilingan & Rekan tidak Hadiwinata, Hidajat, Arsono, Retno, Palilingan & Partners did not
menerapkan Pernyataan Standar Akuntansi Keuangan (PSAK) apply the Statement of Financial Accounting Standards (PSAK)
5 tentang Segmen Operasi. untuk dapat menjelaskan segmen 5 regarding the Operating Segments. To be able to explain its
usahanya, manajemen menggunakan pendekatan struktur business segments, management uses a revenue structure
pendapatan yang terdiri dari 4 (empat) segmen yaitu Migas approach consisting of 4 (four) segments, namely Oil and Gas
dan Sistem Pembangkit, Penguatan Institusi dan Kelembagaan, and Power Generation Systems, Strengthening Institutions and
Mineral dan Batubara, serta Infrastruktur. Institutions, Minerals and Coal, and Infrastructure.
Hingga akhir tahun 2021, segmen Migas dan Sistem Pembangkit As end of 2021, the Oil and Gas and Generation System segments
masih menjadi kontributor terbesar bagi pendapatan Surveyor were still the largest contributors to Surveyor Indonesia revenue
Indonesia diikuti oleh segmen Penguatan Institusi dan followed by the Institutional and Institutional Strengthening
Kelembagaan, segmen Mineral dan Batubara, dan segmen segment, the Mineral and Coal segment and the Infrastructure
Infrastruktur. segment.
22,0% 33,3% 17,65% 40,97%

Infrastruktur Migas dan Sistem Pembangkit Infrastruktur Migas dan Sistem Pembangkit
Infrastructure Oil and Gas and Generator System Infrastructure Oil and Gas and Generator System
2021 2020
18,5% 19,48%
Mineral dan Mineral dan
Batubara Batubara
MIneral and Coal MIneral and Coal
26,2% 21,89%
Penguatan Institusi dan Kelembagaan Penguatan Institusi dan Kelembagaan
Institutional Strengthening Institutional Strengthening

Tabel Pendapatan Per Segmen dan Kontribusinya bagi Table of Revenue Per Segment and Contribution for Company
Pendapatan Usaha Jasa Perusahaan Service Business
Kenaikan (Penurunan)
2021 2020
Increase (Decrease)
Segmen Bisnis
Nominal (Rp-juta)
Business Segments Jumlah (Rp-juta) Kontribusi (%) Jumlah (Rp-juta) Kontribusi (%) Persentase (%)
Nominal
Total (IDR-million) Contribution (%) Total (IDR-million) Contribution (%) Percentage (%)
(IDR-million)
Migas dan Sistem
Pembangkit
535.011 33,34% 581.471 37,77% (46.460) (7,99%)
Oil and Gas and
Generator System
Penguatan Institusi dan
Kelembagaan
420.907 26,23% 310.651 25,54% 110.256 35,49%
Institutional
Strengthening
Mineral dan Batubara
296.309 18,47% 276.463 22,01% 19.846 7,18%
Minerals and Coals
Infrastruktur
352.405 21,96% 250.517 14,68% 101.888 40,67%
Infrastructure
Jumlah Pendapatan
Usaha Jasa
1.604.633 100,00% 1.419.102 100,00% 185.531 13,07%
Total Service Business
Revenues
Segmen Migas dan Sistem Pembangkit Oil and Gas and Generator Segments
Sebagai salah satu primary sector, yang menawarkan jasa TIC As one of the primary sectors, which offer TIC end to end (E2E)
end to end (E2E) value chain, sektor Migas terbagi menjadi value chain services, Oil and Gas segment is divided into
upstream (hulu), midstream, dan downstream (hilir). Kegiatan upstream, midstream, and downstream. Oil and Gas upstream
usaha hulu migas adalah kegiatan eksplorasi dan penggalian gas activities are natural gas and crude oil exploration and excavation.
alam dan minyak mentah. Eksplorasi meliputi studi geologi, studi Exploration includes geological study, geophysical study, seismic
geofisika, survei seismik, dan pengeboran eksplorasi adalah survey and exploration drilling is the initial stage of all oil and gas
tahap awal dari seluruh kegiatan usaha hulu migas. Kegiatan upstream business activities. If exploration result finds relatively
ini bertujuan mencari cadangan baru. Jika hasil eksplorasi economical oil and gas reserve to be developed, exploratiive
menemukan cadangan migas yang cukup ekonomis untuk activities will continue to production.
dikembangkan, kegiatan eksplorasi akan dilanjutkan dengan
kegiatan produksi.
Sedangkan kegiatan usaha midstream adalah kegiatan produksi, Meanwhile midstream busines activities are production activities
yaitu mengangkat migas ke permukaan bumi. Aliran migas akan namely lifting oil and gas to earth surface. Oil and Gas will flow into
masuk ke dalam sumur, lalu dinaikkan ke permukaan melalui wells, then is lifted to the earth surface through tubing (chanelling
tubing (pipa salur yang dipasang tegak lurus). Migas yang telah pipe installed peIDRendicularly). Oil and Gas that has been lifted
diangkat akan dialirkan menuju separator (alat pemisah minyak, will be channelled heading to separator ( an oil, gas and water
gas, dan air) melalui pipa salur. Separator akan memisahkan separating tool) through channelling pipe. Separator will separate
minyak (liquid) dan gas. Kegiatan usaha downstream adalah oil (liquid) from gas. Downstream business activities are oil and
Annual Report 2021

179
kegiatan distribusi migas ke konsumen pengguna minyak dan gas distruting activities to oil and gas using customers, for
gas, misalnya pembangkit listrik, pengguna petrokimia, retail, instance power houses, petrochemical users, retails, industries,
industrial, bahan bakar kendaraan, dan aviasi, serta diesel even vehicle fuel and aviation, as well as crude oil refinery disesel.
pengilangan minyak mentah.
Pada sektor Sistem Pembangkit, infrastruktur terdiri dari On Generator System sector, Infrastructure consists of 3 (three)
menjadi 3 (tiga) yaitu Pembangkit, Transmisi dan Distribusi, namely Generator, Transmission and Distribution as well as
serta pengguna. Pembangkit terdiri atas pembangkit listrik users. Generator consists of power houses (coal fuel), nuclear
(bahan bakar batubara), tenaga nuklir, dan pembangkit sumber power, and alternative power resource generator. Transmission
tenaga alternatif. Transmisi dan distribusi terdiri atas transformer and distribution consist of transformer (conversion for efficient
(konversi untuk transportasi yang efisien), transmission lines transportation), transmission lines (connecting electric
(kabel listrik penyambung), substation transformer (konversi cable), substation transformer (conversion of low voltage for
pada tegangan rendah untuk distribusi), dan lini distribusi. distribution), and distribution line. While from user perspectiove
Sedangkan dari sisi pengguna terdiri atas rumah tangga, it consists of household, electric power storage, and commercial
penyimpanan tenaga listrik, dan pengguna komersil. users.
Tantangan yang Dihadapi Challenges Faced
Seiring dengan meningkatnya kebutuhan sektor transportasi di Along with the increasing demand for the transportation sector
tahun 2021 berpengaruh positif pada peningkatan permintaan in 2021, it will have a positive effect on increasing demand for oil
layanan Q&Q migas dan Energi Baru terbarukan. Selain itu and gas Q&Q services and renewable New Energy. In addition,
peluang pasar pada sektor industri energi baru dan terbarukan market opportunities in the new and renewable energy industry
semakin terbuka dengan meningkatnya kampanye penggunaan sector are increasingly open with increasing campaigns for the
energi bersih secara global, use of clean energy globally,
Tantangan yang dihadapi Segmen Migas dan Sistem Pembangkit The challenge faced by the Oil and Gas Segment and Power
di sektor hilir migas adalah pada persaingan harga layanan jasa Generation System in the downstream oil and gas sector is
khususnya jasa Q&Q, Inpesksi, QA QC yang memiliki tingkat the price competition for services, especially Q&Q, Inspection,
persaingan harga tinggi. Sedangkan tantangan di sektor hulu QA QC services which have a high level of price competition.
migas terkait pesaing lokal yang berpengalaman di dalam negeri Meanwhile, the challenges in the upstream oil and gas sector are
mau pun pesaing asing masih mendominasi kegiatan eksplorasi related to experienced local competitors in the country as well
atau kegiatan di sektor hulu migas lainnya sehingga butuh upaya as foreign competitors who still dominate exploration activities
yang tinggi untuk bisa masuk ke pasar sektor hulu migas. or other activities in the upstream oil and gas sector, so it takes a
high effort to enter the upstream oil and gas sector.
Strategi Segmen Migas dan Sistem Pembangkit Oil and Gas Segment Strategy and Generator System
Strategi yang digunakan oleh Segmen Migas dan Sistem The strategy used by the Oil and Gas Segment and Power
Pembangkit adalah strategi peningkatan kualitas layanan Generation System is a strategy to improve service quality by
jasa dengan meningkatka kompetensi dan integritaspersonil, increasing competence and personnel integrity, using reporting
menggunakan aplikasi pelaporan agar tepat waktu dan menjaga applications to be timely and maintaining operational efficiency,
efisiensi operasional, serta memanfaatkan teknologi/digitalisasi as well as utilizing technology/digitalization to improve service
untuk meningkatkan kualitas layanan dan mendapatkan efisiensi quality and gain efficiency so that service prices are more
sehingga harga layanan jasa lebih kompetitif. competitive.

Selain strategi peningkatan kualitas layanan, strategi lain yang In addition to the strategy to improve service quality, another
digunakan adalah strategi mempertahanakan pelanggan strategy used is the strategy of retaining customers by always
dengan senantiasa menjaga hubungan yang baik dengan maintaining good relationships with customers.
pelanggan.
Kinerja Segmen Migas dan Sistem Pembangkit Performance of Oil and Gas and Generator System
Segment
2021 2020
Uraian Increase (Decrease)
Description Jumlah (Rp-juta) Kontribusi (%) Jumlah (Rp-juta) Kontribusi (%) Nominal (Rp-juta) Persentase (%)
Total (Rp-million) Contribution (%) Total (Rp-million) Contribution (%) Nominal (IDR-million) Percentage (%)
Testing
19.206 3,6 11.118 1,9 8.088 72,74
Testing
Inspeksi
314.177 58,1 312.463 53,6 1.714 0,55
Inspection
Sertifikasi
11.887 2,2 8.611 1,5 3.277 38,05
Certification
Konsultasi
195.592 36,2 250.558 43,0 (54.966) (21,94)
Advisory
Jumlah
540.862 100,0 582.750 100,0 (41.888) (7,19)
Total
Tahun 2021, Segmen Migas dan Sistem Pembangkit In 2021, Oil and gas and Generator System segment booked a
membukukan pendapatan sebesar Rp535.011 juta. Pendapatan revenue of IDR535,011 million. Such revenue was corrected into
tersebut terkoreksi 7,99% dibandingkan tahun sebelumnya 7.99% compared to the previous year IDR581,471. The decrease
Rp581.471 juta. Turunnya pendapatan tersebut disebabkan in revenue was due to lower revenues from Q&Q Liquid Cargo,
turunnya pendapatan dari Q&Q Liquid Cargo, Supervisi Construction Supervision/(QA/QC), as well as technical staffing
Konstruksi/ (QA/QC), serta jasa technical staffing. services.
Pendapatan Segmen Migas dan Sistem Pembangkit

Revenue from Oil and Gas Segment and Power Generation System
582.750
555.704
540.862
416.995
353.576
2017 2018 2019 2020 2021
Annual Report 2021

181
Segmen Penguatan Institusi dan Segment of Institutional and Institutional

Kelembagaan Strengthening
Lingkup kegiatan usaha sektor Penguatan Institusi dan Scope of Institutional Strengthening sector business activities is
Kelembagaan selain di pemerintahan juga di bidang Lingkungan, not only in the government but also in the fields of Environment,
Pertanian dan Perkebunan, Makanan dan Kesehatan, serta Agriculture, food and Health, as well as industries in terms of
Industri dalam hal memfasilitasi pemerintah dan industri dalam facilitating the government and industry in applying policy
menerapkan kebijakan yang telah diatur, dengan melakukan that has been regulated, by verification on facilities utilization
verifikasi terhadap pemanfaatan fasilitas yang diberikan oleh provided by the government.
pemerintah.
Selama tahun 2021, selain tantangan pandemi COVID-19 yang During 2021, in addition to the challenges of the COVID-19
masih tinggi, tantangan lain yang dihadapi segmen Penguatan pandemic which are still high, another challenge faced by the
Institusi dan Kelembagaan adalah perubahan regulasi Institutional and Institutional Strengthening segment is changes
pemerintah yang berdampak pada berakhirnya pekerjaan in government regulations that have an impact on ending existing
eksisting yang sudah berjalan sebelumnya. Pada aspek teknis work that has been running previously. In terms of technical
dan kualitas layanan jasa tantangan yang dihadapi adalah aspects and service quality, the challenges faced are customer
persyaratan pelanggan yang mensyaratkan perusahaan untuk requirements which require companies to provide Experts with
menyediakan Tenaga Ahli yang memiliki keahlian yang semakin increasingly specific skills.
spesifik.
Strategi Segmen Penguatan Institusi dan Segment Strategy for Institutional and Institutional
Kelembagaan Strengthening
Untuk menghadapi tantangan yang dihadapi tersebut, maka To deal with the challenges faced, the Institutional and
segmen Penguatan Institusi dan Kelembagaan, menggunakan Institutional Strengthening segment uses a quality improvement
strategi peningkatan kualitas dengan memberikan kualitas teknis strategy by providing technical quality work that exceeds
pekerjaan yang melebihi ekspektasi, strategi kerjasama dengan expectations, a strategy of cooperation with global consulting
perusahaan konsultan global untuk rangka meningkatkan companies to increase Company Capability, especially in the
Kapabilitas Perusahaan khususnya di segment penguatan institutional and institutional strengthening segment as well as a
institusi dan kelembagaan serta strategi komunikasi yang baik good communication strategy. with customers in order to retain
dengan pelanggan dalam rangka mempertahankan pelanggan. customers.

Kinerja Segmen Penguatan Institusi dan Performance of Institutional Strengthening Segment

Kelembagaan
2021 2020
Testing
17.494 4,2 13.106 4,2 4.387 33,48
Testing
Inspeksi
96.826 23,3 154.806 49,9 (57.980) (37,45)
Inspection
Sertifikasi
1.904 0,5 1.446 0,5 458 31,69
Certification
Konsultasi
299.400 72,0 140.586 45,4 158.814 112,97
Advisory
Jumlah
415.623 100,0 309.944 100,0 105.679 34,10
Total
Tahun 2021, Segmen Penguatan Institusi dan Kelembagaan In 2021, the Institutional and Institutional Strengthening Segment
mencatat pertumbuhan kinerja yang sangat baik, yaitu tumbuh recorded a very good performance growth, which grew by
sebesar 34,10% dibandingkan tahun sebelumnya dengan 34.10% compared to the previous year with the Revenue
Pendapatan yang dibukukan Segmen Penguatan Institusi recorded by the Institutional and Institutional Strengthening
dan Kelembagaan mencapai Rp415.623 juta. Pertumbuhan Segment reaching Rp415,623 million. The revenue growth mainly
pendapatan tersebut utamanya berasal dari jasa. came from services.
Kontribusi total pendapatan terbesar (Proyek): Monitoring The largest total revenue contribution (Project): Monitoring and
dan Evaluasi Program pemerintah (Verifikasi IJEPA), National Evaluation of government programs (IJEPA Verification), National
Regulation Assessment (Verifikasi BMDTP), serta Survei Kepuasan Regulation Assessment (BMDTP Verification), and Customer
Pelanggan (Project Implementation Unit Literasi Digital). Satisfaction Survey (Digital Literacy Project Implementation Unit).
Kontribusi total pendapatan terbesar (Total Produk): Konsultan The largest contribution to total revenue (Total Product):
Manajemen, National Regulation Assessment, serta Survei Management Consultant, National Regulation Assessment, and
Kepuasan Pelanggan. Customer Satisfaction Survey.
Kontribusi pertumbuhan (Proyek baru atau naik nilainya): Contribution to growth (new project or increase in value):
Project Implementation Unit Literasi Digital, Pendampingan Project Implementation of Digital Literacy Unit, Project
Manajemen Proyek Pengembangan Angkutan Massal Berbasis Management Assistance in the Development of Road-Based
Jalan di Kawasan Perkotaan (Buy The Service), Verifikasi Lokasi, Mass Transportation in Urban Areas (Buy The Service), Location
Penyusunan Rancangan Rehabilitasi, Pengawasan dan Penilaian Verification, Preparation of Rehabilitation Design, Monitoring and
Rehabilitasi DAS Assessment of Watershed Rehabilitation.
Annual Report 2021

183
Pendapatan Segmen Penguatan Institusi dan Kelembagaan

Business Income for Institutional Strengthening Segments
415.623
375.677
309.944
303.875
202.897
2017 2018 2019 2020 2021
Segmen Mineral dan Batubara Mineral and Coal Segments
Jasa TIC end to end (E2E) value chain pada sektor Mineral TIC end to end (E2E) value chain service on Mineral and Coal
dan Batubara terbagi menjadi exploration dan site production sector is divided into exploration and site production (primary)
(primer) dan mineral processing (sekunder). Kegiatan primer and mineral processing (secondary). Primary activity is divided
terbagi menjadi hulu dan hilir minerba, yang mengolah mineral into mineral and coal upstream and downstream, which manage
logam, mineral non-logam, batuan, dan batubara untuk metal mineral, non-metal mineral, and coal to be continued to
dilanjutkan ke usaha sekunder sedangkan kegiatan sekunder secondary business while secondary activity manages in
mengolah produk antara menjadi produk akhir. between product to become final product.
Tantangan yang dihadapi pada Segmen Mineral dan Batubara The challenges faced in the Mineral and Coal Segment in the
pada aspek pasar yaitu masih terbukanya peluang pasar market aspect are the still open market opportunities for quality
jasa quality & quantity batubara & mineral, semakin tingginya & quantity of coal & mineral services, the increasing customer
kepedulian pelanggan terhadap lingkungan dalam operasional concern for the environment in mining operations and the
tambang serta menurunnya harga pekerjaan QnQ batubara declining price of coal QnQ work, especially at PLTU.
khususnya di PLTU.
Selain tantangan pada aspek pasar, segmen Mineral dan In addition to challenges in the market aspect, the Mineral
Batubara juga menghadapi tantangan atas open policy and Coal segment also faces challenges to the Indonesian
Pemerintah RI yang memberikan kemudahan bagi Perusahaan Government’s open policy which makes it easier for Foreign
Asing (Pesaing Luar Negeri) untuk masuk ke pasar dan bekerja Companies (Overseas Competitors) to enter the market and
langsung di Indonesia yang berdampak pada persaingan harga work directly in Indonesia which has an impact on fierce price
yang ketat. Terbitnya beberapa regulasi terkait larangan ekspor competition. The issuance of several regulations related to the
raw material (nikel ore dan bauxite ore menyusul) menyebabkan ban on the export of raw materials (nickel ore and bauxite ore
berakhirnya/hilangnya beberapa layanan jasa Surveyor followed) led to the end/disappearance of several Surveyor
Indonesia (Verifikasi Ekspor Nikel Ore). Indonesia (Export Verification of Nickel Ore) services.

Tantangan lain yang dihadapi Segmen Mineral dan Batubara Another challenge faced by the Mineral and Coal Segment is
adalah tantangan teknologi, dimana dengan semakin the technological challenge, where with the development and
berkembang dan dikenalnya teknologi survei menyebabkan recognition of survey technology, competitors and customers
pesaing dan pelanggan berinvestasi pada alat survei seperti invest in survey tools such as Laser Scanners, thereby potentially
Laser Scanner sehingga berpotensi mengurangi permintaan reducing the demand for QnQ services to Surveyor Indonesia.
layanan jasa QnQ kepada Surveyor Indonesia.
Strategi Segmen Mineral dan Batubara Mineral and Coal Segment Strategy
Strategi di sektor Mineral dan Batubara yaitu pengembangan Mineral and Coal sector strategy is new product/business
produk/bisnis baru berupa 7 (tujuh) inisiatif strategi: development in the form of 7 (seven) strategic initiatives:
Inisiatif Strategis Program Kerja

No
Strategic Intiatives Working Programs
1 Memperluas penawaran jasa TIC melalui E2E Pembukaan kantor wilayah pemasaran dalam rangka penetrasi pasar baru
(end to end) services
Pengembangan bisnis eksplorasi/hulu minerba dengan vertical integration
Program bersama BUMN Jasa Survei Pengembangan Jasa Equipment Analysis &
Evaluation: risk-based inspection, engineering services di sektor mineral dan batubara
Pengembangan hilirasi Sektor Minerba: Monitoring pelaksanaan reklamasi dan

pengembangan terkait hilirisasi batubara
Expansion of offering of TIC through E2E (end Opening marketing area office in the framework of new market penetration
to end) services
Mineral and coal exploration/ upstream business Development with vertical integration
A joint program of Development Survey Service BUMN Equpment Analysis & Evaluation:
risk-based inspection, engineering services in mineral and coal sector
Mineral and coal sector downstream development: Monitoring reclamation and

development related to coal downstream
2 Membangun kolaborasi dengan pemerintah Kegiatan Quantity & Quality Inspection Batubara (PT PLN)
dan BUMN
Kegiatan SIC: Penunjukkan sebagai Lembaga Pemeriksa Jaminan Halal oleh BPJPH
- Kegiatan Audit Eksternal Sistem Manajemen Keselamatan Pertambangan Mineral &
Batubara - Kegiatan Audit Sertifikasi Sistem Manajemen Mutu ISO 9001:2015
Developing collaboration with the government Coal Quantity & Quality Inspection activity (PT PLN)
and BUMN
SIC activity: Appointment as Halal Product Assurance Organizing Agency by BPJPH
–External Auditing Activity Mineral & Coal Mining Safety Management System –
Certification Audit Activity Quality Management Certification ISO 9001:2015
3 Inovasi model operasi melalui digitalisasi Digitalisasi layanan Laboratorium Minerba
Operational model innovation through Mineral and coal Service Digitalization Service
digitalization
Annual Report 2021

185

No
Strategic Intiatives Working Programs
4 Meningkatkan cost leadership melalui lean Program bersama BUMN Jasa Survei Pemanfaatan Bersama Infrastruktur dan Aset
operations Operasi pada layanan laboratorium
Program bersama BUMN Jasa Survei Pemasaran dan Penjualan Bersama Jasa
Laboratorium BUMN Jasa Survei
Program Bersama BUMN Jasa Survei Penerapan Harga Khusus untuk Order dari
sesama BUMN Jasa Survei
Program bersama BUMN Jasa Survei Pengadaan Bersama Alat Operasi Utama
Laboratorium dan Consumables Laboratorium BUMN Jasa Survei
Increasing cost leadership through lean BUMN Joint program Survey Service Joint utilization of Operational Infrastructure and
operations Asset on laboratory service
BUMN Joint program Joint Marketing Survey Service and Joint Sales BUMN Laboratory
Service Survey Service
BUMN joint Special Pricing Survey Service for Order of fellow Survey Service BUMN
BUMN Joint program Joint Procurement Survey Service BUMN Laboratory Main
Operational Tool and Consumables Laboratory Survey Service
5 Membentuk secondary & tertiary sector focus Program bersama BUMN Jasa Survei Kajian Investasi Bersama layanan kelaboratoriuman
melalui strategic partnership & acquisiton di sektor life science
Establishing secondary & tertiary sector focus BUMN Joint program Investment Study Survey Service laboratory service in life science
through strategic partnership & acquisiton sector
6 Meningkatkan brand/market positioning Program bersama BUMN Jasa Survei Penyelarasan Kebijakan Harga Pokok Penjualan
Jasa Laboratorium serta Standarisasi Tarif Imbal Jasa Personil Operasi untuk Pelaksana
Lab
Increasing brand/market positioning BUMN joint program Sales Principle Price Policy Adjustment Survey Service Laboratory
Service as well as Operational Personal Service Reward Tariff Standardization for Lab
Implementation
7 Meningkatkan tingkat layanan dan retensi Program bersama BUMN Jasa Survei Penetapan Service Level Agreement pada jasa
pelanggan laboratorium optimalisasi cross selling produk Jasa DB Minerba
Increasing service level and customer retention BUMN Joint Program Service and Level Agreement Determintation Survey Service on
laboratory service optimizing DB Mineral and coal service product cross selling
Kinerja Segmen Mineral dan Batubara Performance of Mineral and Coal Segment
2021 2020
Testing
1.090 0,4 1.945 0,7 (855) (43,96)
Testing
Inspeksi
216.710 73,2 149.626 54,2 67.083 44,83
Inspection
Sertifikasi
3.865 1,3 1.983 0,7 1.882 94,90
Certification
Konsultasi
74.244 25,1 122.287 44,3 (48.043) (39,29)
Advisory
Jumlah
295.909 100,0 275.841 100,0 20.067 7,27
Total

Sejalan dengan peningkatan harga komoditas di tahun 2021, In line with the increase in commodity prices in 2021, the Mineral
Segmen Mineral dan Batu Bara mencatat pertumbuhan kinerja and Coal Segment recorded a fairly good performance growth.
yang cukup baik. Pendaatan Segmen Mineral dan Batu Bara Mineral and Coal Segment revenue grew 7.27% to IDR296,309
tumbuh 7,27% menjadi Rp296.309 juta dari Rp276.463 juta di million from IDR276,463 million in 2020. The increase in
tahun 2020. Peningkatan pendapatan Segmen Mineral dan Batu revenue for the Mineral and Coal Segment mainly came from
Bara utamanya berasal dari jasa Verifikasi Domestik/Penjualan Domestic Verification services/Domestic Sales of Coal Mineral
Dalam Negeri Komoditi Mineral Batubara, serta Verifikasi Ekspor/ Commodities, as well as Export Verification/ Overseas Sales of
Penjualan Luar Negeri Komoditi Mineral dan batubara. Mineral and Coal Commodities.
Pendapatan Segmen Mineral dan Batubara

Business Income for The MIneral and Coal Segments
323.779
313.711
295.909
283.019
275.841
2017 2018 2019 2020 2021
Segmen Infrastruktur Infrastructure Segment
Lingkup kegiatan usaha sektor Infrastruktur dengan Infrastructure sector business activity scope is providing
menyediakan layanan pemastian terhadap perencanaan, certainty service on planning, development, development and
pembangunan, dan pemeliharaan suatu proyek infrastruktur, maintenance of an infrastructure project, Domestic Component
Tingkat Komponen Dalam Negeri (TKDN), dan layanan sertifikasi. Level (Tingkat Komponen Dalam Negeri (TKDN)), and certification
Sektor infrastruktur sebagai secondary sector menerapkan service. Infrastructure sector as secondary sector applies
strategi percepatan kapabilitas melalui strategic partnerships capability acceleration strategy through strategic partnerships
antara lain pada bidang transportasi dan komunikasi. among others in transportation and communication fields.
Tahun 2021 Layanan jasa TKDN masih mendominasi Segmen In 2021 TKDN services will still dominate the Infrastructure
Infrastruktur dengan nilai pendapatan yang meningkat cukup Segment with a significant increase in revenue value due
signifkan karena program fasilitas sertifikat TKDNn yang to the TKDNn certificate facility program facilitated by the
difasilitasi Kementerian Perindustrian, dimana pendapatan Ministry of Industry, where revenue grows by 55% coming from
tumbuah 55% yang berasal dari kegiatan Infrastruktur dan infrastructure activities and non-TKDN certification.
sertifikasi non TKDN.
Tantangan yang dihadapi pada Segmen Infrastruktur adalah The challenges faced in the Infrastructure Segment are related
terkait perubahan perijinan seperti SBU menjadi KBLI kegiatan to licensing changes such as SBU to KBLI for Infrastructure
Infrastruktur, dimana persyaratan dan prosedur perijinan sangat activities, where the licensing requirements and procedures
Annual Report 2021

187
berbeda dengan yang sebelumnya. Secara umum tidak ada are very different from the previous ones. In general, there is
peningkatan pesaing di segmen Infrastruktr dan Surveyor no increase in competitors in the Infrastructure and Surveyor
Indonesia unggu dari pesaing pada layanan transportasi Indonesia segments from competitors in transportation services,
khususnya di bidang Perkeretapian. especially in the Railway sector.
Strategi Segmen Infrastruktur Infrastructure Segment Strategy
Sebagai upaya untuk meningkatkan jumlah pelanggan As an effort to increase the number of customers, especially in
khususnya pada layanan jasa TKDN, maka Segmen Infrastruktur TKDN services, the Infrastructure Segment uses a Marketing
menggunakan Strategi Komunikasi Pemasaran dengan Communication Strategy by conducting campaigns and
melakukan kampanye dan sosialiasi TKDN bersama Kemenperin socializing TKDN with the Ministry of Industry to K/L, local
ke K/L, pemda dan BUMN. Selain menggunakan strategi governments and SOEs. In addition to using a communication
komunikasi, Segmen Infrastruktur juga menggunakan strategi strategy, the Infrastructure Segment also uses a synergy
sinergi dengan mitra bisnis Perusahaan Asing yang berkualitas strategy with quality foreign company business partners as an
sebagai upaya memenangkan persaingan bisnis. effort to win business competition.
Strategi di Segmen Infrastruktur yaitu pengembangan produk/ Strategy in Infrastructure Segment is new product/business
bisnis baru berupa 5 (lima) inisiatif strategi: development in the form of 5 (five) strategic initiatives:

No
Strategic Initiatives Working Programs
1 Meningkatkan Tingkat Layanan dan Retensi Optimalisasi cross selling produk jasa DB Infrastruktur
Pelanggan
Increasing Service Level and Customer Optimizing DB Infrastructure service product cross selling
Retention
2 Memperluas penawaran jasa TIC melalui E2E Perluasan pasar jasa TKDN ke sektor konstruksi PUPR, farmasi, automotif (mobil
(end-to-end) services listrik), dan infrastruktur perhubungan (perkeretapian, bandara, pelabuhan, sarana
perhubungan darat)
Mengembangkan jasa Konsultasi untuk penyiapan proyek-proyek KPBU (PSN yang
menggunakan skema pendanaan OBC-FBC-TA-FC)
Mengembangkan jasa Assessment infrastruktur (Bangunan Gedung dan Sipil, Peralatan
Utama Pembangkit, Jalan, Jembatan, Bendungan, serta Prasarana Strategis lainnya)
Mengembangkan jasa Operation & Maintenance Infrastruktur Telekomunikasi (Manage
Service): BTS, Jaringan Backbone (FO), Satelit
Operation & Maintenance Readiness LRT
Expanding TIC through E2E (end-to-end) TKDN service market expansion to PUPR construction pharmacy, automotive (electric
services offering car) and transport infrastructure (train, airport, seaport, land transport facility)
Development of Consulting service to prepare projects of KPBU (PSN which uses OBC-
FBC-TA-FC funding scheme)
Development of Infrastructure Assessment (Building and Civil Construction, Main Tool
for Generator, Road, Bridge, Dam, as well as other strategic facilites)
Development of Telecommunication Infrastructure Operation & Maintenance service:
BTS, Backbone Network (FO), Satellite
Operation & Maintenance Readiness LRT
3 Inovasi model operasi melalui digitalisasi Optimalisasi layanan digital Sertifikasi Laik Operasi
Operational model innovation through Optimizing Worth the Operation Certification digital service
digitalization


No
Strategic Initiatives Working Programs
4 Membangun kolaborasi dengan pemerintah Project management consultancy untuk keproyekan Kereta Api (PT KAI), infrastruktur
dan BUMN prasarana transportasi lain (airport, seaport) dan pembangunan ibu kota baru
Pengembangan jasa/produk dalam mendukung ketahanan data nasional di sektor
tertentu. Koordinasi subklaster BUMN Jasa Survei dalam perolehan penugasan untuk
verifikasi TKDN dari Kementerian Perindustrian
Pengembangan pasar melalui Program Strategis Pemerintah: Pembangunan
Fasilitas Pengolahan Sampah TPST Bantargebang – Pemerintah Provinsi DKI Jakarta
mengunakan dana PEN (Pemulihan Ekonomi Nasional)
Membentuk kemitraan dengan BUMN armasi
Establishing collaboration with the government Project management consultancy for Indonesia Train (PT KAI) project, other
and BUMN transportation infrastructure facilities (airport, seaport) and development of new capital
city.
Development of service/product in supporting national data security in certain sectors.
Survey Service BUMN Sub Cluster Coordination in assignment acquisition to verify
TKDN from Ministry of Industry
Development of market through Government Strategic Program: Bantargebang TPST
Waste Management Development – DKI Jakarta Province Government uses the
National Economy Recovery (Pemulihan Ekonomi Nasional (PEN)) fund
Establish partnership with BUMN pharmacy
5 Membentuk secondary & tertiary sector focus Pengembangan produk baru dari sektor baru (infrastruktur tranportation dan
melalui strategic partnership & acquisition information, communication dan technology)
Establishment of secondary & tertiary Development of new product from new sector (tranportation and information,
sector focus through strategic partnership & communication and technology infrastructure
acquisition
Kinerja Segmen Segmen Infrastruktur Performance of Infrastructure Segment
2021 2020
Testing
1.114 0,3 1.135 0,5 (21) (1,87)
Testing
Inspeksi
65.043 18,5 58.119 23,2 6.925 11,91
Inspection
Sertifikasi
80.234 22,9 38.214 15,3 42.020 109,96
Certification
Konsultasi
204.341 58,3 153.100 61,1 51.241 33,47
Advisory
Jumlah
350.732 100,0 250.567 100,0 100.165 39,98
Total
Segmen Infrastruktur membukukan pertumbuhan kinerja The Infrastructure segment posted a fairly good performance
yang cukup baik di tahun 2021 dengan mencatat penigkatan growth in 2021 by recording a 39.98% increase in revenue to
pendapatan sebesar 39,98% menjadi Rp350.732 juta dari IDR350,732 million from IDR250,567 million in 2020. The increase
Rp250.567 juta di tahun 2020. Peningkatan pendapatan tersebut in revenue came from TKDN Verification, Technical Staffing
berasal dari Verifikasi TKDN, Technical Staffing System, serta System, and Construction Supervision (QA/QC).
Supervisi Konstruksi/ (QA/QC).
Annual Report 2021

189
Pendapatan Segmen Infrastuktur

Infrastructure Segment Operating Income
350.732
250.567
215.982
208.329
199.819
2017 2018 2019 2020 2021
Profitabilitas Segmen Usaha Business Segment Profitability

dalam juta Rupiah
in million Rupiah
Pertumbuhan (Penurunan)
Uraian
2021 2020 Growth (Decrease)
Description
Rp / IDR %
1.604.633 1.419.102 185.531 13,07%
Operating Revenues
Beban Pokok Usaha Jasa
(1.196.092) (1.081.604) (114.488) 10,59%
Service Operating Cost
Laba Bruto Sebelum Bagian Laba Kerja Sama Operasi
408.540 337.499 71.041 21,05%
Gross Profit Before Share of Joint Operating Profits
Tahun 2021, Surveyor Indonesia membukukan pendapatan In 2021, Surveyor Indonesia posted service revenues of
usaha jasa sebesar Rp1.604.633 juta, meningkat 13,07% IDR1,604,633 million, an increase of 13.07% compared to the
dibandingkan tahun sebelumnya Rp1.419.102 juta. Demikian previous year of IDR1,419,102 million. Likewise, the cost of
juga halnya dengan beban pokok usaha jasa yang mengalami operating services increased 10.59% to IDR1,196,092 million
peningkatan 10,59% menjadi Rp1.196.092 juta dari Rp1.081.604 from IDR1,081,604 million in 2020. With this performance, in 2021
juta di tahun 2020. Dengan kinerja tersebut, tahun 2021 the Company posted a gross profit of IDR408,540 million, an
Perusahaan membukukan laba bruto sebesar Rp408.540 juta, increase of 21.05%. from the previous year of IDR337,499 million.
naik 21,05% dari tahun sebelumnya Rp337.499 juta.

Strategi Pemasaran
Marketing Strategy
Strategi Pemasaran sejalan dengan aspirasi pemegang The Marketing Strategy is in line with the aspirations of the
saham, arahan manajemen yang tertuang pada Rencana shareholders, the management directives contained in the
Jangka Panjang Perusahaan 2020-2024 yang berfokus untuk Company’s 2020-2024 Long Term Plan which focuses on
meningkatkan pangsa pasar (market share) melalui inovasi agar increasing market share through innovation in order to continue
terus memberikan layanan yang komprehensif. Terdapat dua to provide comprehensive services. There are two major
strategi besar dalam kegiatan pemasaran marketing yaitu: strategies in marketing marketing activities, namely:
Meningkatkan usaha pemasaran dengan menjadi Center of Memperkuat kompetensi perusahaan melalui Strategic
Marketing Inteliigence Partnership
Improving marketing efforts by becoming the Center of Strengthening the company’s competence through Strategic
Marketing Intelligence Partnership
Center of Marketing Intelligence dilakukan untuk Center of Marketing Intelligence is carried out to improve
meningkatkan data-data yang akurat, informatif yang dapat accurate, informative data that can be followed up through
ditindaklanjutin melalui kegiatan riset pasar dan marketing intense market research and marketing intelligence activities
intelligence secara intens yang dilakukan oleh seluruh lini carried out by all lines of the company. Through this strategy,
perusahaan. Melalui strategi ini, perusahaan dapat memetakan companies can map and analyze market needs and wants,
dan menganalisa kebutuhan dan keinginan pasar, perilaku pasar market behavior and trends that are happening in the market.
dan tren yang sedang terjadi di pasar. Kegiatan riset pada dan Research activities on and marketing intelligence include
marketing intelligence meliputi kegiatan analisa kondisi ekonomi analyzing global and national economic conditions, regulations
global dan nasional, regulasi dan program-program strategis and strategic programs to customer expectations in certain
hingga harapan pelanggan di industri tertentu yang berpengaruh industries that affect the potential and development of the
terhadap potensi dan pengembangan produk perusahaan. company’s products. Through this information, the company
Melalui informasi tersebut, perusahaan memiliki dasar yang has a comprehensive basis in product diversification activities,
komprehensif dalam kegiatan diversifikasi produk, manajemen product management and retail product price management,
produk dan manajemen harga produk retail, pengembangan new market development, to regional market development
pasar baru, hingga pengembangan pasar regional.
Annual Report 2021

191
Strategic Partnership yaitu menjalankan operasi dan Strategic Partnership, namely carrying out Surveyor
layanan jasa Surveyor Indonesia untuk mendapatkan tingkat Indonesia’s operations and services to obtain the maximum level
kepuasan pelanggan yang maksimal. Perusahaan membangun of customer satisfaction. The company builds communication
komunikasi dengan mitra strategis global, regional maupun with global, regional and national strategic partners with the aim
nasional dengan tujuan memperluas peluang pasar perusahaan of expanding the company’s market opportunities both from
baik dari jangkauan maupun kompetensi perusahaan sehingga the reach and competence of the company so as to provide
dapat memberikan pelayanan terbaik dan meningkatkan value the best service and increase the company’s value proposition.
proposition perusahaan. Kegiatan Kerja sama dengan mitra bisnis Cooperation activities with business partners include but are not
termasuk namun tidak terbatas pada kegiatan pengembangan limited to business and product development activities in new
bisnis dan produk di sektor bisnis baru dan pemetaan potensi di business sectors and mapping potential in new areas to support
wilayah baru hingga mendukung pengembangan pasar global. global market development.
Melalui strategi tersebut, perusahaan memiliki informasi Through this strategy, the company has information on external
kondisi ekternal yang berpengaruh terhadap pasar serta conditions that affect the market and measures the company’s
mengukur posisi perusahaan dalam upaya perusahaan position in the company’s efforts to penetrate new market share
melakukan penetrasi pangsa pasar baru dan untuk mendukung and to support the implementation of product development
implemantasi pengembangan produk dan bisnis perusahaan and company business in accordance with customer needs
sesuai dengan customer needs and wants. Data informasi yang and wants. The information data obtained previously and
diperoleh sebelumnya dan ditambah dengan Kerja sama dengan coupled with collaboration with strategic partners, the company
mitra strategis, perusahaan diharapkan dapat meningkatkan is expected to improve the company’s business capabilities,
kapabilitas bisnis perusahaan, perluasan pasar hingga ke pasar expand the market to the global market and provide end-to-end
global serta menyediakan layanan end to end. services.
Strategic Partnership Market Share
Strategic Partnership merupakan jalinan Kerja sama dengan Strategic Partnership is a partnership with strategic business
mitra bisnis strategis untuk bekerja sama dalam mencapai partners to work together in achieving a common goal based on
suatu tujuan bersama berdasarkan kesepakatan prinsip dan an agreement in principle and their respective roles. The forms
peran masing-masing. Bentuk Kerja sama yang dilakukan oleh of cooperation carried out by the Company are in the form of
Perusahaan berbentuk beberapa hal seperti di bawah ini: several things as follows:
1. Kerja sama Operasi (KSO), adalah bentuk Kerja sama usaha 1. Joint Operation (KSO), is a form of business cooperation
antara Perusahaan dengan badan usaha lain, dimana between the Company and other business entities, where
kedua pihak menanamkan modal yang dimilikinya dalam both parties invest their capital in one business, then both
salah satu usaha, selanjutnya kedua pihak secara bersama- parties jointly or take turns managing management and
sama atau bergantian mengelola manajemen dan proses operational processes, profits are shared according to the
operasionalnya, keuntungan dibagi sesuai dengan besarnya amount of participation (sharing).
penyertaan (sharing).
2. Joint Venture, adalah Kerja sama Perusahaan dengan badan 2. Joint Venture, is cooperation between the Company and
usaha lain untuk membentuk entitas usaha baru. Entitas other business entities to form a new business entity. This
baru ini kemudian akan dikelola oleh manajemen baru dan new entity will then be managed by new management and
diposisikan sebagai anak usaha dari Perusahaan. positioned as a subsidiary of the Company.

Aliansi Strategis Perusahaan Corporate Strategic Alliance
Nama Lima Prioritas BUMN Inisiatif Strategis Subklaster Surveyor

Name BUMN Five Priorities Surveyor Sub Cluster Strategic Initiative
SGS Swasta Asing Quality assurance and laboratory

Foreign Private
CCIC Swasta Asing Cargo Survey

Foreign Private
Expertise Diagnostics Services LTD Swasta Asing Testing and Inspection

(EDS) Foreign Private
Phoenix QC Company Limited Swasta Asing Field and Offshore Quantity Inspection
Foreign Private
SYSTRA S.A Swasta Asing International engineering and consulting in rail and public transport
Foreign Private
Intertek Internasional Ltd Swasta Asing Laboratorium Pengujian dan Inspeksi Halal
Foreign Private Halal Inspection and Testing Laboratory
ELC Electroconsult S.P.A Swasta Asing Pembangunan pembangkit listrik Energi Baru dan Terbarukan (EBT)
Foreign Private Construction of New and Renewable Energy (EBT) power plants
Korea Western Power Co., Ltd. Swasta Asing Pembangunan Proyek Pembangkit di Indonesia
Foreign Private Power Generation Project Development in Indonesia
Prasarana Malaysia Berhad BUMN Asing Konsultasi Pembangunan LRT Jabodebek dan proyek perkeretaapian
(PRASARANA) Foreign SOEs lainnya
Consultation on Jabodebek LRT Development and other railway
projects
PT Geo Dipa Energi (Persero) BUMN Sinergi BUMN

SOEs SOE Synergy
Institut Pertanian Bogor Institusi/Lembaga Kerja sama Dalam Bidang Pendidikan, Penelitian, dan Pemberdayaan
Bogor Agricultural Institute Institution Masyarakat
Cooperation in the Fields of Education, Research, and Community
Empowerment
Universitas Teknologi Sepuluh Institusi/Lembaga Kerja sama di Bidang Pendidikan, Penelitian, dan Pengabdian kepada
Nopember Institution Masyarakat
Teknologi Sepuluh Nopember Cooperation in Education, Research, and Community Service
University
Badan Penelitian dan Institusi/Lembaga Penelitian dan Pengembangan Serta Pemanfaatan Energi dan Sumber
Pengembangan Energi dan Institution Daya Mineral
Sumber Daya Mineral Kementerian Research and Development and Utilization of Energy and Mineral
Energi dan Sumber Daya Mineral Resources
Energy and Mineral Resources
Research and Development
Agency, Ministry of Energy and
Mineral Resources
Universitas Syah Kuala Institusi/Lembaga Kerja sama Tridarma Perguruan Tinggi

Institution Higher Education Tridharma Cooperation
Lembaga Pengkajian Pangan, Institusi/Lembaga Pengembangan dan/atau Pelaksanaan Kegiatan Bersama dalam
Obat-Obatan dan Kosmetik Majelis Institution industri halal untuk makanan, minuman, obat-obatan dan kosmetika
Ulama Indonesia (LPPOM MUI) Development and/or Implementation of Joint Activities in the halal
Lembaga Pengkajian Pangan, industry for food, beverages, medicines and cosmetics
Obat-Obatan and Kosmetik Majelis
Ulama Indonesia (LPPOM MUI)
Annual Report 2021

193
Dewan Pimpinan Pusat Institusi/Lembaga Perkebunan Kelapa Sawit

APKASINDO (Asosiasi Petani Institution Oil palm plantation
Kelapa Sawit Indonesia)
PT Bureau Veritas Indonesia Swasta Kegiatan Quality Assurance, Project Management Consultant (PMC),
Private Supervisi/pengawasan, serta bidang terkait lainnya
Activities of Quality Assurance, Project Management Consultant
(PMC), Supervision/supervision, and other related fields
PT Cotecna Inspection Indonesia Swasta Piagam Kerja sama

Private Cooperation Charter
PT Bureau Veritas Indonesia Swasta Kerja sama dalam jasa pemastian penerapan Protokol New Normal
Private dan/atau pencegahan COVID-19
Cooperation in services to ensure the implementation of the New
Normal Protocol and/or prevention of COVID-19
PT Gamatechno Indonesia dan Swasta Kerja sama Pengembangan, Pemasaran dan Pengelolaan
PT Mandiri Surya Lestari Private Sistem Aplikasi Garansi Elektronik “eGaransi” Untuk Barang Yang
PT Gamatechno Indonesia and Diperdagangkan di Indonesia
PT Mandiri Surya Lestari Cooperation in the Development, Marketing and Management of the
“eGaransi” Electronic Guarantee Application System for Goods Traded
in Indonesia
PT Sistem Teknologi Multikarya Swasta Kerja sama Pengembangan dan/atau Pelaksanaan Kegiatan Bersama
Private Asesmen Indonesia Readiness Index 4.0 (INDI 4.0)
Cooperation in Development and/or Implementation of Joint Activities
Assessment of Indonesia Readiness Index 4.0 (INDI 4.0)
PT Mutu Agung Lestari Swasta Kerja sama Kolaborasi Pelaksanaan Kegiatan Jasa Survei, Inspeksi,
Private Sertifikasi dan Pengujian
Collaboration for the Implementation of Survey, Inspection, Certification
and Testing Service Activities
Badan Pengkajian dan Penerapan Institusi/Lembaga Pengkajian dan Penerapan Teknologi di Bidang Survei, Inspeksi,
Teknologi Institution Pengujian, Konsultansi dan Sertifikasi
Assessment and Application of Technology in the Field of Survey,
Inspection, Testing, Consultancy and Certification
PT Pertamina (Persero) BUMN Kerja sama untuk mendukung kegiatan operasional dari hulu hingga
SOEs hilir termasuk anak perusahaan dan afiliasinya sesuai dengan
kompetensi masing-masing-masing pihak
Cooperation to support operational activities from upstream to
downstream including subsidiaries and affiliates in accordance with
the competence of each party
Vinacontrol Swasta Asing Kerja sama Pemasaran dan Pengembangan Bisnis di Wilayah Republik
Foreign Private Indonesia, Vietnam dan Asia Tenggara di Industri Testing, Inspeksi,
Sertifikasi dan Konsultansi (TICC)
Marketing and Business Development Cooperation in the Regions of
the Republic of Indonesia, Vietnam and Southeast Asia in the Testing,
Inspection, Certification and Consulting (TICC) Industry
PT Wijaya Karya (Persero) Tbk BUMN Kerja sama Pengembangan Sumber Daya Manusia, Pemasaran, dan
SOEs Pelaksanaan Kegiatan Pada Sektor Infrastruktur dan Transportasi Di
Dalam dan Luar Negeri (Global)
Cooperation in Human Resource Development, Marketing, and
Implementation of Activities in the Infrastructure and Transportation
Sector at Home and Abroad (Global)
Universitas Gadjah Mada Institusi/Lembaga Kerja sama Pendidikan, Penelitian dan Pengabdian Kepada Masyarakat
Gadjah Mada University Institution Cooperation in Education, Research and Community Service

Universitas Teknologi Sepuluh Institusi/Lembaga Kerja sama Pendidikan, Penelitian dan Pengabdian Kepada Masyarakat
Nopember Institution Cooperation in Education, Research and Community Service
Teknologi Sepuluh Nopember
University
PT Jasa Marga Related Business BUMN Kerja sama Kegiatan Survei, Inspeksi, Pengujian, Verifikasi, Konsultansi
SOEs dan Sertifikasi untuk Mendukung Pengembangan Bisnis Non-Jalan Tol
Cooperation in Survey, Inspection, Testing, Verification, Consultancy and
Certification Activities to Support Non-Toll Road Business Development
PT Adhi Karya (Persero) BUMN Kerja sama pengembangan bisnis kegiatan pengelolaan limbah dan
SOEs sampah
Cooperation in the development of waste and waste management
activities
National Battery Research Institute Swasta Pengembangan dan/atau Pelaksanaan Kegiatan Bersama Dalam
Private Bidang Baterai, Kendaraan Listrik, Energi Baru & Terbarukan serta
Perubahan Iklim
Development and/or Implementation of Joint Activities in the Field
of Batteries, Electric Vehicles, New & Renewable Energy and Climate
Change
Pangsa Pasar Market Share
Industri Testing, Inspection & Certification (TIC) berkembang The Testing, Inspection & Certification (TIC) industry is developing
sejalan dengan peningkatan kebutuhan akan kualitas, in line with the increasing need for quality, safety, and company
keamanan, dan keandalan perusahaan untuk memenuhi reliability to meet the ever-increasing global demands on the
tuntutan global yang terus meningkat terhadap kualitas produk, quality of products, processes and company assets to maximize
proses dan aset perusahaan untuk memaksimalkan pendapatan company revenues and minimize risks that may impact the
perusahaan serta meminimalkan risiko yang dapat berdampak Company.
pada Perusahaan.
Berdasarkan hasil kajian KPMG, nilai pasar TIC di tahun 2021 di Based on the results of the KPMG study, the market value of TIC
Indonesia adalah sebesar US$634,2 juta dengan average growth in 2021 in Indonesia is US$634.2 million with an average growth
sebesar 5,6% per tahun. Market share Surveyor Indonesia pada of 5.6% per year. The market share of Surveyor Indonesia in 2021
tahun 2021 mencapai nilai 14,70%. will reach a value of 14.70%.
Forecast
800 5.5 5.6 5.6 5.6 5.6 5.6 6.0
5.3 2018-2024
5.1 CGAR
700
5.0
732.7
600
699.4
666.5
4.0
634.2
500
602.8
USD Juta
GDP (%)
572.1
542.3
513.1
400 3.0
300
2.0
200
1.0
100
5,1%
0 0.0
2017 2018 2019 2020 2021 2022 2023 2024
Annual Report 2021

195
Tinjauan Keuangan
Financial Review
Analisis dan pembahasan kinerja keuangan dalam Laporan The analysis and discussion of financial performance in this
Tahunan ini mengacu pada Laporan Keuangan untuk tahun Annual Report refers to the Financial Statements for the year
yang berakhir pada 31 Desember 2021 yang telah diaudit oleh ended December 31, 2021 which have been audited by the Public
Kantor Akuntan Publik Paul Hadiwinata, Hidajat, Arsono, Retno, Accounting Firm of Paul Hadiwinata, Hidajat, Arsono, Retno,
Palilingan & Rekan. Laporan Keuangan Perseroan telah disusun Palilingan & Partners. The Company’s Financial Statements
sesuai dengan Standar Akuntasi Keuangan di Indonesia yang have been prepared in accordance with Financial Accounting
meliputi Pernyataan Standar Akuntansi Keuangan (PSAK) dan Standards in Indonesia which include Statements of Financial
Interpretasi Standar Akuntansi Keuangan (ISAK) yang diterbitkan Accounting Standards (PSAK) and Interpretation of Financial
oleh Dewan Standar Akuntansi Keuangan – Ikatan Akuntan Accounting Standards (ISAK) issued by the Financial Accounting
Indonesia (DSAKIAI). Laporan Keuangan disusun sesuai dengan Standards Board – Indonesian Institute of Accountants (DSAKIAI).
PSAK 1 (2009) tentang “Penyajian Laporan Keuangan” dan The Financial Statements were prepared in accordance with
mendapat opini “Wajar dalam semua hal yang material”. PSAK 1 (2009) concerning “Presentation of Financial Statements”
and received an opinion of “Fair in all material respects”.

Laporan Posisi Keuangan

Konsolidasian
Consolidated Statements of Financial Position
dalam juta Rupiah

in million Rupiah
Uraian
Description
Rp / IDR %
Aset
1.986.865 1.827.269 159.596 8,73%
Asset
Liabilitas
492.688 457.092 35.596 7,79%
Liability
Ekuitas
1.494.178 1.370.177 124.001 9,05%
Equity
Posisi keuangan Perusahaan tahun 2021 secara umum The Company’s financial position in 2021 in general has increased
mengalami peningkatan dibandingkan tahun 2020. Baik aset, compared to 2020. Both the assets, liabilities, and equity of the
liabilitas, maupun ekuitas Perusahaan tercatat mengalami Company recorded an increase from the previous year.
peningkatan dari tahun sebelumnya.
Total Aset Total Asset
Total aset Surveyor Indonesia tahun 2021 tercatat sebesar Surveyor Indonesia’s total assets in 2021 were recorded at
Rp1.986.865 juta, meningkat 8,73% dibandingkan tahun IDR1,986,865 million, an increase of 8.73% compared to the
sebelumnya sebesar Rp1.827.269 juta. Tahun 2020, aset lancar previous year of IDR1,827,269 million. In 2020, the Company’s
Perusahaan meningkat 12,78% sedangkan aset tidak lancar current assets increased by 12.78% while non-current assets
meningkat 2,54%. Kendati demikian, komposisi aset Surveyor increased by 2.54%. Nevertheless, the composition of Surveyor
Indonesia tahun 2020 masih didominasi oleh aset lancar, yaitu Indonesia’s assets in 2020 was still dominated by current assets,
mencapai 62,70% dari total aset Perusahaan. which reached 62.70% of the Company’s total assets.
37,30% 39,55%
Aset Tidak Lancar Aset Tidak Lancar
Non-Current Assets Non-Current Assets
2021 2020
62,70% 60,45%
Aset Lancar Aset Lancar
Current Assets Current Assets
Annual Report 2021

197
Aset Lancar Current Assets
Jumlah aset lancar Surveyor Indonesia pada akhir tahun 2021 The total current assets of Surveyor Indonesia at the end of 2021
tercatat sebesar Rp1.245.769 juta, meningkat 12,78% dari tahun were recorded at IDR1,245,769 million, an increase of 12.78% from
sebelumnya Rp1.104.554 juta. Peningkatan tersebut utamanya the previous year of IDR1,104,554 million. The increase was mainly
disebabkan oleh meningkatnya kas dan setara Kas Perusahaan due to the increase in the Company’s cash and cash equivalents
di tahun 2021. in 2021.
dalam juta Rupiah
in million Rupiah
Uraian
Description
Rp / IDR %
Aset
Assets
Aset lancar
Current Assets
Kas dan setara kas
720.281 494.489 225.792 45,66%
Cash and Cash Equivalents
Piutang usaha
Accounts Receivable
Pihak berelasi
85.301 96.793 (11.492) (11,87%)
Related Parties
Pihak ketiga
162.999 166.351 (3.352) (2,02%)
Third Party
Piutang lain-lain
Other Receivables
Pihak berelasi
16.872 0 16.872 100,00%
Related Parties
Pihak ketiga
6.123 8.639 (2.516) (29,12%)
Third Parties
Persediaan
1.495 1.179 316 26,80%
Stock
Beban dibayar dimuka
91.034 116.706 (25.672) (22,00%)
Prepaid Expenses
Uang muka
16.648 26.977 (10.329) (38,29%)
Down Payment
Pajak dibayar dimuka
63.524 53.492 10.032 18,75%
Tax Advances
Pendapatan akan diterima
81.493 139.929 (58.436) (41,76%)
Income Will Be Received
Jumlah aset lancar
1.245.769 1.104.554 141.215 12,78%
Total Current Assets
Kas dan Setara Kas Cash and Cash Equivalents

Jumlah kas dan setara kas Surveyor Indonesia pada akhir tahun The amount of cash and cash equivalent of Surveyor Indonesia at
2021 tercatat sebesar Rp720.281 juta, meningkat 45,66% dari the end of 2021 was recorded in the amount of IDR720,281 million,
tahun sebelumnya Rp494.489 juta. Peningkatan jumlah kas dan an increase by 45.66% from the previous year IDR494,489 million.
setara kas tersebut utamanya disebabkan adanya percepatan The increase of the amount of such cash and cash equivalent was
realisasi cash-in atas pembayaran piutang ke perusahaan yang mainly caused by there is an accelerated cash-in realization for
meningkat pada tahun 2021 sebagaimana tercermin pada payment of receivables to companies which will increase in 2021
peningkatan arus kas dari aktivitas operasi dan penurunan as reflected in an increase in cash flow from operating activities
jumlah hari kolektibilitas piutang. and a decrease in the number of days receivable collectibility

Piutang Usaha Accounts Receivable

Jumlah piutang usaha Surveyor Indonesia tahun 2021 mengalami The total Accounts Receivable of Surveyor Indonesia in 2021
penurunan sebesar 5,64% menjadi Rp248.300 juta dari Rp263.144 decreased by 5.64% to IDR248,300 million from IDR263,144
juta di tahun 2020. Penurunan tersebut dikarenakan adanya million in 2020. The decrease was due to the acceleration/
percepatan/perbaikan atas penagihan piutang sebagaimana improvement of receivables collection as reflected in the
tercermin pada penurunan jumlah hari kolektibilitas piutang. decrease in the number of days receivable collectibility.
Piutang Lain-lain Other Receivables

Jumlah piutang lain-lain Perusahaan tahun 2021 tercatat sebesar The amount of miscellaneous receivables of the Company in
Rp22.995 juta, meningkat 166,18% dari tahun sebelumnya 2021 was recorded in the amount of IDR22,995 million, increased
Rp8.639 juta. Peningkatan piutang lain-lain tersebut disebabkan by 166.18% from the previous year IDR8,639 million. The increase
antara lain tertundanya pembayaran piutang lain-lain KSO yang in other receivables was due to, among other things, delays in
baru teralisasi diawal tahun 2022. payment of other receivables from KSO which had only been
realized in early 2022.
Persediaan Stock
Persediaan Surveyor Indonesia tahun 2021 sebesar Rp1.495 Inventory of Surveyor Indonesia in 2021 was in the amount of
juta, meningkat 26,80% dari tahun sebelumnya Rp1.179 juta. IDR1,495 million, increased by 26.80% from the previous year
Peningkatan tersebut disebabkan adanya peningkatan IDR1,179 million. The increase was due to an increase in the need
kebutuhan consumable laboratorium di tahun 2021. for consumable laboratories in 2021.
Beban Dibayar Dimuka Prepaid Expenses

Jumlah beban dibayar dimuka tahun 2021 mencapai Rp91.034 The amount of charges paid in advance in 2021 reached
juta, menurun 22,00% dibandingkan tahun sebelumnya Rp116.706 IDR91,034 million, decreased by 22.00% compared to the
juta. Penurunan tersebut disebabkan antara lain berkurangnya previous year IDR116,706 million. The decrease was due to,
proyek carry over di tahun 2021. among other things, the reduction in carry over projects in 2021.
Uang Muka Down Payment

Uang muka yang diperoleh Surveyor Indonesia tahun 2021 tercatat Advanced Payment obtained by Surveyor Indonesia in 2021 was
sebesar Rp16.648 juta, mengalami penurunan 38,29% dibandingkan recorded ion the amount of IDR16,648 million, an increase by
tahun 2020 sebesar Rp26.977 juta. Penurunan tersebut disebabkan 38.29% compared to the year 2020 in the amount of IDR26,977
adanya perbaikan dalam proses pertanggungjawaban atas Uang million. The decrease was due to an improvement in the process
Muka dibandingkan tahun sebelumnya. of accountability for Advances compared to the previous year.
Uang Muka Pajak Tax Advances

Jumlah uang muka pajak Surveyor Indonesia tahun 2021 tercatat The amount of tax advanced payment of Surveyor Indonesia in
sebesar Rp63.524 juta, naik 18,75% dari tahun sebelumnya Rp53.492 2021 was recorded in the amount of IDR63,524 million, increased
juta. Peningkatan tersebut disebabkan terbayarnya Piutang Usaha by 18.75% from the previous year IDR53,492 million. The decrease
yang disertai dengan peningkatan kolektibilitas Uang Muka PPh 23. was due to the tighter recognition of revenue to be received.
Pendapatan Akan Diterima Income Will Be Received

Jumlah pendapatan akan diterima Surveyor Indonesia tahun 2021 The amount of revenue to be received by Surveyor Indonesia in
tercatat sebesar Rp81.493 juta, menurun 41,76% dibandingkan tahun 2021 was recorded in the amount of IDR81,493 million, decreased
sebelumnya Rp139.929 juta. Penurunan tersebut disebabkan oleh by -41.76% compared to the previous year IDR139,929 million. The
lebih diperketatnya pengakuan atas pendapatan akan diterima. decrease was due to the tighter recognition of revenue to be received.
Annual Report 2021

199
Aset Tidak Lancar Non-Current Assets

dalam juta Rupiah
in million Rupiah
Uraian
2021 2020 Increase (Decrease)
Description
Rp / IDR %
Aset tidak lancar
Non-Current Assets
Investasi pada ventura bersama
21.569 31.863 (10.294) (32,31%)
Investments in Joint Ventures
Property investasi
77.930 72.728 5.202 7,15%
Property Investation
Aset tetap
505.650 488.505 17.145 3,51%
Fixed Assets
Aset Hak Guna Usaha
28.264 26.495 1.769 6,68%
Commercial Use Right Asset
Piutang lain-lain
Other Receivables
Pihak berelasi
3.005 3.005 0 0,00%
Related Parties
Jaminan
20.092 25.116 (5.024) (20,00%)
Guarantee
Aset tidak lancar lainnya
36.066 28.569 7.497 26,24%
Other Non-current assets
Aset pajak tangguhan
45.976 41.907 4.069 9,71%
Deferred Tax Assets
Goodwill
2.544 4.527 (1.983) (43,80%)
Goodwill
Jumlah aset tidak lancar
741.097 722.715 18.382 2,54%
Total Non-Current Assets
Investasi pada Ventura Bersama Investments in Joint Ventures

Perusahaan mencatat investasi pada ventura bersama tercatat The Company recorded investment on joint venture in the
sebesar Rp21.569 juta atau menurun 32,31% dari tahun amount of IDR21,569 million or decreased by 32.31% from the
sebelumnya yaitu Rp31.863 juta. Penurunan tersebut selain previous year namely IDR31,863 million. The decrease was not
disebabkan adanya peningkatan cash in atas laba KSO SCISI only due to an increase in cash in on the profit of KSO SCISI VPTI,
VPTI, juga dipengaruhi dilakukannya impairment atas investasi it was also affected by the impairment of KSO SCISI Container
KSO SCISI Kontainer. investment.
Properti Investasi Investment Property

Pada tahun 2021 properti investasi Surveyor Indonesia tercatat In 2021 Surveyor Indonesia investment property was recorded
sebesar Rp77.930 juta meningkat 7,15% dari tahun 2020 yaitu in the amount of IDR77,930 million, increased by 7.15% from 2020
sebesar Rp72.728 juta. Peningkatan tersebut disebabkan namely in the amount of IDR72,728 million. The increase was
adanya reklas aset tetap bangunan kantor cabang Medan ke due to the reclassification of fixed assets of Medan branch office
aset properti investasi. buildings to investment property assets.

Aset Tetap Fixed Assets

Jumlah aset lancar Surveyor Indonesia tahun 2021 tercatat The amount of Surveyor Indonesia current asset in 2021 was
sebesar Rp505.650 juta, meningkat 3,51% dari tahun 2020 recorded in the amount of IDR505,650 million, increased by
sebesar Rp488.505 juta. Peningkatan tersebut disebabkan 3.51% from 2020 in the amount of IDR488,505 million. The
penambahan atau perolehan investasi aset tetap di tahun 2021. increase was due to the addition or acquisition of fixed asset
investments in 2021..
Piutang Lain-lain Other Receivables

Jumlah piutang lain-lain Surveyor Indonesia tahun 2021 tidak The amount of Surveyor other receivables in 2021 did not change
mengalami perubahan, yaitu sebesar Rp3.005 juta. compared to the previous year, which was Rp3,005 million.
Jaminan Security
Jumlah jaminan tahun 2021 tercatat sebesar Rp20.092, menurun The amount of security in 2021 was recorded in the amount
20,00% dari tahun 2020 sebesar Rp25.116 juta. Penurunan of IDR20,092, decreased by 20.00% from 2020 in the amount
tersebut disebabkan cairnya beberapa jaminan pelaksanaan of IDR25,116 million. The decrease was due to the liquidation of
proyek diakhir tahun 2021. several project implementation guarantees at the end of 2021.
Aset Pajak Tangguhan Deferred Tax Assets

Jumah aset pajak tangguhan tahun 2021 tercatat sebesar The amount of deffered tax asset in 2021 was recorded in
Rp45.976 juta, meningkat 9,71% dari tahun sebelumnya Rp41.907 the amount of IDR45,976 million, increased by 9.71% from the
juta. Peningkatan tersebut terutama disebabkan oleh efek previous year IDR41,907 million. The increase was mainly due to
perubahan tarif pajak dan adanya penambahan kewajiban the effect of changes in tax rates and the additional obligation for
imbalan pasca kerja akibat wanprestasi PT Jiwasraya. post-employment benefits due to PT Jiwasraya’s default.
Goodwill Goodwill
Tahun 2021, Surveyor Indonesia mencatat goodwill sebesar In 2021, Surveyor Indonesia recorded a goodwill in the amount
Rp2.544 juta, menurun 43,80% dari tahun 2020 sebesar Rp4.527 of IDR2,544 million, decreased by 4.,80% from the year 2020
juta. Penurunan tersebut disebabkan dilakukannya impairment in the amount of IDR4,527 million. The decrease was due to the
atas nilai goodwill anak perusahaan PT Synerga Tata Internasional impairment of the goodwill value of a subsidiary of PT Synerga Tata
(STI). Internasional (STI).
Aset Tidak Lancar Lainnya Other Non-current Assets

Jumlah aset tidak lancar lainnya tahun 2021 tercatat sebesar The Amount of other non-current asset in 2021 was recorded in
Rp36.066 juta, meningkat 26,24% dari tahun 2020 sebesar the amount of IDR36,066 million, increased by 26.24% from the
Rp28.569 juta. Peningkatan tersebut disebabkan penambahan year 2020 in the amount of IDR28,569million. The increase was
atau perolehan investasi biaya ditangguhkan di tahun 2021. due to the addition or acquisition of deferred cost investments in
2021.
Annual Report 2021

201
Liabilitas Liabilities
Jumlah liabilitas Surveyor Indonesia tahun 2021 tercatat sebesar Surveyor Indonesia’s total liabilities in 2021 were recorded at
Rp492.688 juta, naik 7,79% dari tahun sebelumnya Rp457.092 IDR492,688 million, an increase of 7.79% from the previous
juta. Komposisi liabilitas Perusahaan tahun 2021 utamanya year of IDR457,092 million. The composition of the Company’s
berupa liabilitas jangka panjang yang mencapai 71,25% dari total liabilities in 2021 is mainly in the form of long-term liabilities which
liabilitas. Komposisi tersebut relatif tidak mengalami perubahan reached 71.25% of total liabilities. The composition remained
dibandingkan tahun sebelumnya. relatively unchanged from the previous year.
28,75% 22,78%
Liabilitas Jangka Liabilitas Jangka
Panjang Panjang
Long-Term Liabilities Long-Term Liabilities
2021 2020
71,25% 77,22%
Liabilitas Jangka Liabilitas Jangka
Pendek Pendek
Short-Term Liabilities Short-Term Liabilities
Liabilitas Jangka Pendek Short-Term Liabilities

dalam juta Rupiah
in million Rupiah
Uraian
Description
Rp / IDR %
Liabilitas
Liabilities
Liabilitas jangka pendek
Short-Term Liabilities
Utang usaha
Accounts Payable
Pihak berelasi
3.430 3.703 (273) (7,37%)
Related Parties
Pihak ketiga
68.046 70.782 (2.736) (3,87%)
Third Parties
Beban yang masih harus dibayar
214.069 245.517 (31.448) (12,81%)
Accrued Expenses
Utang pajak
25.674 8.380 17.294 206,37%
Tax Payable

Uraian
Description
Rp / IDR %
Pendapatan diterima dimuka
13.448 7.200 6.248 86,78%
Revenue Paid In Advance
Utang jangka pendek lainnya
26.353 17.380 8.973 51,63%
Other Short-term Debt
Jumlah liabilitas jangka pendek
351.020 352.963 (1.943) (0,55%)
Total Short-Term Liabilities
Jumlah liabilitas jangka pendek Surveyor Indonesia tahun 2021 The amount of short term liability of Surveyor Indonesia in 2021
tercatat sebesar Rp351.020 juta, turun 0,55% dari tahun 2020 was recorded in the amount of IDR351,020 million, decreased
sebesar Rp352.963 juta. Penurunan jumlah liabilitas jangka by 0.55% from 2020 in the amount of IDR352,963 million. Such
pendek tersebut utamanya disebabkan turunnya jumlah beban short term liability amount decrease was mainly caused by the
yang masih harus dibayar. decrease of the amount of charges payable.
Liabilitas Jangka Pendek Surveyor Indonesia 2017-2021

(dalam juta Rupiah)
Surveyor Indonesia Short Term Liabilities 2017-2021
(in million Rupiah)
380.544
362.953
352.963
352.963
257.959
2017 2018 2019 2020 2021
Utang Usaha Accounts Payable

Jumlah utang usaha Surveyor Indonesia tahun 2021 tercatat Amount of account payable Surveyor Indonesia in 2021 was
sebesar Rp71.476 juta, turun 4,04% dari tahun 2020 sebesar recorded in the amount of IDR71,476 million, decreased by 4.04%
Rp74.485 juta. Penurunan tersebut disebabkan upaya from 2020 in the amount of IDR74,485 million. The decrease was
perusahaan dalam menjaga cash flow dengan lebih selektif due to the company’s efforts to maintain cash flow by being
dalam melakukan pembayaran utang perusahaan. more selective in paying the company’s debts.
Beban yang Masih Harus Dibayar Accrued Expenses

Jumlah beban yang masih harus dibayar tahun 2021 tercatat The amount of charges payable in 2021 was recorded to decrease
mengalami penurunan sebesar 12,81% menjadi Rp214.069 juta dari by 12.81% to become IDR214,069 million from IDR245,517 million
Rp245.517 juta di tahun 2020. Penurunan tersebut disebabkan in 2020. The decrease was due to a decrease in several cost
adanya penurunan beberapa pos cadangan biaya antara lain reserve items, including reserves for severance pay and project
cadangan atas beban pesangon dan beban keproyekan. expenses.
Annual Report 2021

203
Utang Pajak Tax Payable

Utang pajak Surveyor Indonesia tahun 2021 tercatat sebesar Surveyor Indonesia in 2021 was recorded in the amount
Rp25.674 juta, naik 206,37% dari tahun sebelumnya sebesar Rp8.380 IDR25,674 million, increased by 206.37% from the previous year
juta. Peningkatan tersebut disebabkan Peningkatan tersebut in the amount of IDR8,380 million. The increase was due to the
terutama disebabkan oleh kenaikan hutang pajak PPh pasal 29 increase mainly due to an increase in income tax payable Article
dikarenakan naiknya Laba sebelum pajak dan menurunnya Uang 29 due to an increase in Profit before tax and a decrease in
Muka PPh pasal 25 sebagai pengurang hutang pajak PPh Pasal 29 Advances for PPh Article 25 as a deduction from Article 29 PPh
dikarenakan tidak lagi mendapatkan fasilitas pengurangan pajak tax payable due to no longer receiving the government borne
ditanggung pemerintah (DTP) PPh pasal 25 sejak bulan Juli sampai tax reduction facility (DTP) for PPh Article 25 since the month
dengan Desember 2021, berdasarkan ketentuan yang berlaku. July to December 2021, based on applicable regulations.
Pendapatan Diterima Dimuka Revenue Paid In Advance

Jumlah pendapatan diterima dimuka tahun 2021 tercatat sebesar The amount of revenue paid in advance in 2021 was recorded in
Rp13.448 juta, menurun 12,81% dari tahun 2020 sebesar Rp7.200 the amount of IDR13,448 million, decreased by 1.81% from 2020
juta. Penurunan tersebut disebabkan disebabkan menurunnya in the amount of IDR7,200 million. The decrease was due to a
uang muka pelanggan atas beberapa proyek di tahun 2021. decrease in customer advances for several projects in 2021.
Utang Jangka Pendek Lainnya Other Short Term Debt

Jumlah utang jangka pendek lainnya tahun 2021 mencapai Other short term account payable in 2021 amounted to
sebesar Rp26.353 juta, meningkat 51,63% dari tahun 2020 IDR26,353 million, increased by 51.63% from 2020 in the amount
sebesar Rp17.380 juta. Peningkatan tersebut disebabkan adanya of IDR17,380 million. The increase was due to an increase in
peningkatan beberapa pos cadangan biaya. several cost reserve items.
Liabilitas Jangka Panjang Long-Term Liabilities

dalam juta Rupiah
in million Rupiah
Uraian
Description
Rp / IDR %
Liabilitas jangka panjang
Long-term Liabilities
Utang affiliasi
10.343 10.343 0 0,00%
Affiliate Payable
Utang sewa
23.924 26.033 (2.109) -8,10%
Rent payable
Liabilitas imbalan paska kerja
107.400 67.752 39.648 58,52%
Employee Benefits Liabilities
Jumlah libilitas jangka panjang
141.668 104.129 37.539 36,05%
Total Long-term Liabilities
Tahun 2021, jumlah liabilitas jangka panjang Surveyor Indonesia In 2021, Surveyor Indonesia’s total long-term liabilities were
tercatat sebesar Rp141.668 juta, meningkat 36,05% dari tahun recorded at IDR141,668 million, an increase of 36.05% from the
sebelumnya sebesar Rp104.129 juta. Peningkatan tersebut seiring previous year of IDR104,129 million. This increase was in line
dengan meningkatnya jumlah liabilitas imbalan pasca kerja. with the increase in the number of post-employment benefits
liabilities.

Liabilitas Jangka Panjang Surveyor Indonesia 2017-2021

(dalam juta Rupiah)
Surveyor Indonesia Long-Term Liabilities 2017-2021
(in million Rupiah)
104.129
74.603
68.833
63.725
51.969
2017 2018 2019 2020 2021
Utang Afiliasi Affiliate Payable

Jumlah utang afiliasi tahun 2021 tercatat sebesar Rp10.343 juta, The amount of affiliated debt in 2021 was recorded at IDR10,343
tidak mengalami perubahan dibandingkan tahun sebelumnya. million, unchanged from the previous year.
Utang Sewa Rent Payable

Jumlah utang sewa tahun 2021 mencapai Rp23.924 juta, The amount of rental receivable in 2021 reached IDR23,924
menurun 8,10% dari tahun sebelumnya Rp26.033 juta. Penurunan million, decreased by 8.10% from the previous year IDR26,033
tersebut disebabkan depresiasi dan bunga atas aset sewa guna million. The decrease was due to depreciation and interest on
usaha yang dimiliki perusahaan. leased assets owned by the company.
Liabilitas Imbalan Kerja Employee Benefits Liabilities

Tahun 2021, jumlah liabilitas imbalan pasca kerja tercatat In 2021, the amount of post work return was recorded to increase
meningkat 58,52% menjadi Rp107.400 juta dari Rp67.752 juta di by 58.52% to become IDR107,400 million from IDR67,752 million in
tahun 2020. Peningkatan tersebut disebabkan oleh dampak dari 2020. The increase was due to the impact of the restructuring of
restrukturisasi Asuransi Jiwasraya. Asuransi Jiwasraya.
Annual Report 2021

205
Ekuitas Equity dalam juta Rupiah

in million Rupiah
Uraian
Description
Rp / IDR %
Ekuitas
Equity
Modal saham
25.000 25.000 0 0,00%
Paid-up Capital
Tambahan modal disetor
105 105 0 0,00%
Additional Paid-in Capital
Cadangan bertujuan
103.229 103.229 0 0,00%
Appropriation of General Reserves
Cadangan umum
1.039.687 946.642 93.045 9,83%
General Reserve
Laba bersih tahun berjalan
154.844 103.384 51.460 49,78%
Komponen ekuitas lainnya
176.695 197.897 (21.202) -10,71%
Other Components of Equity
Kepentingan non pengendali
(5.383) (6.080) 697 -11,46%
Jumlah ekuitas
1.494.178 1.370.177 124.001 9,05%
Total Equity
Jumlah ekuitas Perusahaan tahun 2021 tercatat sebesar The Company’s total equity in 2021 was recorded at IDR1,494,178
Rp1.494.178 juta, meningkat 8.73% dari tahun 2020 sebesar million, an increase of 8.73% from 2020 of IDR1,370,177 million. The
Rp1.370.177 juta. Peningkatan jumlah ekuitas tersebut disebabkan increase in equity was due to an increase in general reserves
meningkatnya jumlah cadangan umum dan laba bersih tahun and net income for the year.
berjalan.
Ekuitas Surveyor Indonesia 2017-2021

(dalam juta Rupiah)
Surveyor Indonesia Equity 2017-2021
(in million Rupiah)
1.370.177
1.287.007
1.144.204
1.025.412
935.646
2017 2018 2019 2020 2021

Modal Disetor Paid-up Capital

Tahun 2021, jumlah modal disetor Surveyor Indonesia tidak In 2021, the total paid-up capital of Surveyor Indonesia did not
mengalami perubahan, yaitu sebesar Rp25.000 juta. change, which was IDR25,000 million.
Tambahan Modal Disetor Additional Paid-in Capital

Nilai tambahan modal disetor tahun 2020 tercatat sebesar The value of additional paid-in capital in 2021 was recorded at
Rp105 juta, tidak mengalami perubahan dari tahun sebelumnya. IDR105 million, unchanged from the previous year.
Cadangan Umum General Reserve

Jumlah cadangan umum tahun 2021 tercatat sebesar The amount of general reserve in 2021 was recorded to be in
Rp1.039.687 juta, meningkat 9,83% dari tahun 2020 sebesar the amount of IDR1,039,687 million, increased by 9.83% from the
Rp946.642 juta. Peningkatan tersebut disebabkan hasil year 2020 in the amount of IDR946,642 juta. The increase was
penetapan RUPS Tahunan Tahun Buku 2020 tanggal 30 Juni due to the decision of the 2020 Fiscal Year Annual GMS on June
2021 atas alokasi penggunaan laba bersih konsolidasian tahun 30, 2021 on the allocation of the use of 2020 consolidated net
2020 ke cadangan umum sebesar Rp93.046 juta. income to general reserves amounting to IDR93,046 million.
Laba Bersih Tahun Berjalan Net Income for the Year

Laba bersih tahun berjalan sampai dengan akhir tahun 2021 Net profit for the year until the end of 2021 was recorded
tercatat sebesar Rp154.844 juta, meningkat 49,78% dibandingkan at IDR154,844 million, increase 49.78% compared to 2020
tahun 2020 sebesar Rp103.384 juta. amounting to IDR103,384 million.
Annual Report 2021

207
Laporan Laba Rugi dan Penghasilan

Komprehensif Lain Konsolidasian
Consolidated Statement of Profit and Loss and Other Comprehensive Income
dalam juta Rupiah
in million Rupiah
Uraian
Description
Rp / IDR %
Pendapatan usaha jasa
1.604.633 1.419.102 185.531 13,07%
Service Business Revenue
Beban usaha jasa
(1.196.092) (1.081.604) (114.488) 10,59%
Cost of Service Operations
Laba bruto sebelum bagian laba Kerja Sama Operasi
408.540 337.499 71.041 21,05%
Gross Profit Before Income Portion of JO Project
Bagian laba Kerja Sama Operasi
121.168 101.160 20.008 19,78%
Joint Operation Profit
Laba bruto setelah bagian laba Kerja Sama Operasi
529.709 438.659 91.050 20,76%
Gross Profit After Income Portion of JO Project
Beban pemasaran, umum, dan administrasi
(331.508) (297.837) (33.671) 11,31%
Marketing, General and Administrative Expenses
Pendapatan lain-lain
46.932 21.107 25.825 122,35%
Other Income
Beban lain-lain
(43.556) (28.180) (15.376) 54,56%
Other Expenses
Laba sebelum pajak penghasilan
201.576 133.750 67.826 50,71%
Profit Before Income Tax
Pajak penghasilan
Income Tax
Pajak kini
(44.095) (26.920) (17.175) 63,80%
Current Tax
Pajak tangguhan
(1.911) (4.402) 2.491 -56,59%
Deferred Tax
Beban pajak penghasilan - Bersih
(46.006) (31.321) (14.685) 46,89%
Income Tax Expense-Net
Laba bersih tahun berjalan
155.570 102.428 53.142 51,88%
Pendapatan komprehensif lainnya
Pengukuran kembali liabilitas imbalan kerja
(21.202) (2.365) (18.837) 796,49%
Remeasurement of employee benefit liabilities
Laba komprehensif tahun berjalan
134.368 100.063 34.305 34,28%
Comprehensive Income For The Year
Laba bersih yang diatribusikan kepada:
Net Profit Attributable to:
Pemilik entitas induk
154.844 103.384 51.460 49,78%
Owners of Parent Entity
Kepentingan non-pengendali
726 (957) 1.683 (175,86%)
Non-Controlling Interests
155.570 102.428 53.142 51,88%

Laba komprehensif yang diatribusikan kepada:

Comprehensive Income Attributable to:
Pemilik entitas induk
133.643 101.024 32.619 32,29%
Owners of Parent Entity
Kepentingan non-pengendali
725 (961) 1.686 (175,44)
134.368 100.063 34.305 34,28%
Pendapatan Usaha Jasa Service Business Revenue

Tahun 2021, Surveyor Indonesia mencatat pendapatan In 2021, Surveyor Indonesia recorded service business revenues
usaha jasa sebesar Rp1.604.633 juta, naik 13,07% dari tahun of IDR1,604,633 million, an increase of 13.07% from the previous
sebelumnya Rp1.419.102 juta. Pendapatan usaha jasa Surveyor year of IDR1,419,102 million. Surveyor Indonesia’s service
Indonesia tahun 2021 dikontribusi oleh Segmen Migas dan revenues in 2021 were contributed by the Oil and Gas and
Sistem Pembangkit (33,34%), Segmen Penguatan Institusi dan Power Generation System Segment (33.34%), Institutional and
Kelembagaan (21,89%), Segmen Mineral dan Batubara (19,48%), Institutional Strengthening Segment (21.89%), Mineral and Coal
dan Segmen Infrastruktur (17,65%). Segment (19.48%), and Infrastructure Segment (17.65%).
Tahun 2021, Segmen Penguatan Institusi dan Kelembagaan In 2021, the Institutional and Institutional Strengthening Segment
dan Segmen Infrastruktur mencatat pertumbuhan pendapatan and the Infrastructure Segment recorded very good revenue
yang sangat baik, yaitu masing-masing bertumbuh 35,49% dan growth, which grew by 35.49% and 40.67%, respectively, while
40,67%, sedangkan Segmen Mineral dan Batubara mengalami the Mineral and Coal Segment experienced a revenue growth of
pertumbuhan pendapatan sebesar 7,18%. Namun, Segmen Migas 7.18%. However, the Oil and Gas and Generating System Segment
dan Sistem Pembangkit mengalami penurunan pendapatan experienced a 7.99% decrease in revenue.
sebesar 7,99%.
Beban Pokok Usaha Jasa Service Operating Cost

Tahun 2021, jumlah beban pokok usaha jasa tercatat mengalami In 2021, the amount of service business principle charges was
peningkatan 10,59% menjadi Rp1.196.092 juta dari Rp1.081.604 juta di recorded to increase by 10.59% to become IDR1,196,092 million
tahun 2020. Peningkatan tersebut disebabkan adanya peningkatan from IDR1,081,604 million in 2020. The increase was due to an
kegiatan operasi di tahun 2021 sebagaimana tercermin dari adanya increase in operating activities in 2021 as reflected in an increase
peningkatan pendapatan usaha jasa ditahun 2021. in service business revenues in 2021.
Bagian Laba Kerja Sama Operasi Share of Profit for Joint Operations
Tahun 2020, Surveyor Indonesia membukukan bagian laba In 2020, Surveyor Indonesia booked profit share of operational
kerja sama operasi sebesar Rp121.168 juta, naik 19,78% dari tahun collaboration in the amount of IDR121,168 million, increased by
sebelumnya Rp101.160 juta. Peningkatan tersebut disebabkan 19.78% from the previous year IDR101.160 million. The increase
pertumbuhan impor tahun 2021 yang berdampak pada was due to import growth in 2021 which had an impact on
peningkatan pendapatan usaha KSO. increasing KSO operating income.
Annual Report 2021

209
Beban Pemasaran, Umum, dan Administrasi Marketing, General and Administrative Expenses
Jumlah beban pemasaran, umum, dan administrasi Surveyor The amount of marketing, general and administration charges of
Indonesia tahun 2021 tercatat mengalami peningkatan 11,31% Surveyor Indonesia in 2021 was recorded to increase by 11.31% to
menjadi Rp331.508 juta, dari Rp297.837 juta di tahun 2020. become IDR331,508 million, from IDR297,837 million in 2020. The
Peningkatan tersebut selain disebabkan adanya peningkatan increase was due to an increase in operating activities in 2021,
kegiatan operasi di tahun 2021, terdapat juga beban tambahan there is also expenses as a result of the restructuring of AJS and
sebagai dampak restrukturisasi AJS dan peningkatan CKPN. an increase in CKPN.
Pendapatan Lain-Lain Other Income

Tahun 2021, Surveyor Indonesia membukukan pendapatan lain- In 2021, Surveyor Indonesia booked miscellaneous revenue in
lain sebesar Rp46.932 juta, meningkat 122,35% dibandingkan the amount of IDR46,932 million, increased by 12.35% compared
tahun sebelumnya Rp21.107 juta. Peningkatan tersebut antara to the previous year IDR21,107 million. The increase was partly
lain disebabkan adanya koreksi atas pencadangan biaya yang due to the correction of the allowance for expenses that had
telah diakui tahun-tahun sebelumnya. been recognized in previous years.
Beban Lain-Lain Other Expenses

Jumlah beban lain-lain Surveyor Indonesia tahun 2021 tercatat The amount of miscellanous charges of Surveyor Indonesia in
sebesar Rp43.556 juta, meningkat 54,56% dari tahun sebelumnya 2021 was recorded in the amount of IDR43,556 million, increased
Rp28.180 juta. Peningkatan tersebut disebabkan antara lain by 54.56% from the previous year IDR28,180 million. The increase
adanya impairment atas investasi KSO SCISI Kontainer dan was due to, among other things, the impairment of the SCISI
terdapatnya beban tambahan sebagai dampak restrukturisasi Container KSO investment and additional expenses as a result of
AJS. the restructuring of AJS.
Laba Sebelum Pajak Penghasilan Profit Before Income Tax

Jumlah laba sebelum pajak penghasilan Surveyor Indonesia Total profit before income tax for Surveyor Indonesia in 2021 was
tahun 2021 tercatat sebesar Rp201.576 juta, meningkat 50,71% recorded at IDR201,576 million, an increase of 50.71% from 2020
dari tahun 2020 Rp133.750 juta. of IDR133,750 million.
Manfaat (Beban) Pajak Penghasilan Income Tax Benefits (Expenses)

Jumlah beban pajak penghasilan tahun 2021 tercatat sebesar Total income tax expense in 2021 was recorded at IDR46,006
Rp46.006 juta, meningkat 46,89% dibandingkan tahun million, an increase of 46.89% compared to the previous year of
sebelumnya sebesar Rp31.322 juta. IDR31,322 million.
Laba Tahun Berjalan Current Year Profit

Tahun 2021, Surveyor Indonesia membukukan laba taun berjalan In 2021, Surveyor Indonesia posted a profit for the year of
sebesar Rp155.570 juta, meningkat 51,88% atau sebesar Rp53.142 IDR155,570 million, an increase of 51.88% or IDR53,142 million
juta dari tahun 2020 sebesar Rp102.428 juta. from 2020 of IDR102,428 million.
Laba Komprehensif Tahun Berjalan Comprehensive Income for the Year

Jumlah laba komprehensif tahun berjalan yang dibukukan Surveyor Total comprehensive profit for the year recorded by Surveyor
Indonesia tahun 2021 mencapai Rp134.368 juta, meningkat 34,28% Indonesia in 2021 reached IDR134,368 million, an increase of
dibandingkan tahun sebelumnya Rp100.063 juta. 34.28% compared to the previous year of IDR100,063 million.

Laporan Arus Kas Konsolidasian

Consolidated Statements of Cash Flow
dalam juta Rupiah

in million Rupiah
Uraian
Description
Rp / IDR %
207.717 93.823 113.894 121,39%
Cash Flow from Operating Activities
28.442 7.190 21.252 295,58%
Cash Flow from Investing Activities
(10.367) (16.552) 6.185 -37,37%
Kenaikan/ (Penurunan) Kas dan Setara Kas Net
225.792 84.462 141.330 167,33%
Increase/(Decrease) in Net Cash and Cash Equivalents
Kas dan Setara Kas Awal Tahun
494.489 410.027 84.462 20,60%
Cash and Cash Equivalents at the Beginning of the Year
Kas dan Setara Kas Akhir Tahun
720.281 494.489 225.792 45,66%
Cash and Cash Equivalents at the End of the Year
Jumlah kas dan setara kas Surveyor Indonesia pada akhir Surveyor Indonesia’s total cash and cash equivalents at the
tahun 2021 tercata sebesar Rp720.281 juta, meningkat 45,66% end of 2021 was recorded at IDR720,281 million, an increase of
dibandingkan jumlah kas dan setara kas pada awal tahun 2020 45.66% compared to the total cash and cash equivalents at the
sebesar Rp494.489 juta. Peningkatan tersebut seiring dengan beginning of 2020 which was IDR494,489 million. The increase
meningkatkan perolehan kas dan setara kas dari aktivitas was in line with the increase in cash and cash equivalents from
operasi dan investasi. operating and investing activities.
Annual Report 2021

211
Arus Kas dari Aktivitas Operasi Cash Flows from Operating Activities
dalam juta Rupiah
in million Rupiah
Uraian
Description
Rp / IDR %
Cash Flows from Operating Activities
Penerimaan kas dari pelanggan
1.672.414 1.475.960 196.454 13,31%
Cash Receipts from Customers
Pembayaran kas kepada karyawan
(714.036) (655.730) (58.306) 8,89%
Cash Payments to Employees
Pembayaran kas kepada pemasok
(561.287) (527.566) (33.721) 6,39%
Cash Payments to Suppliers
Pembayaran kas untuk beban operasional dan lainnya
(146.561) (139.693) (6.868) 4,92%
Cash Payments for Operating Expenses and Others
Pembayaran kas untuk pajak
(42.814) (59.148) 16.334 -27,62%
Cash Payments for Taxes
Arus Kas dari (Digunakan untuk) Aktivitas Operasi
207.717 93.823 113.894 121,39%
Cash Flow (used for)/obtained from Operating Activities
Arus kas bersih yang diperoleh dari aktivitas operasi tahun 2021 Net cash flow obtained from operating activities in 2021 was
tercatat sebesar Rp207.717 juta, naik 121,39% dibandingkan tahun recorded at IDR207,717 million, an increase of 121.39% compared
sebelumnya sebesar Rp98.823 juta. Arus kas masuk utamanya to the previous year of IDR98,823 million. Cash inflows are
diperoleh dari penerimaan kas dari pelanggan. Sedangkan arus mainly derived from cash receipts from customers. Meanwhile,
kas keluar utamanya digunakan untuk pembayaran kepada cash outflows are mainly used for payments to employees and
karyawan dan pemasok. suppliers.
Arus Kas dari Aktivitas Investasi Cash Flows from Investing Activities
dalam juta Rupiah
in million Rupiah
Uraian
Description
Rp / IDR %
Cash Flows from Investing Activities
Penerimaan dari penyertaan kerja sama usaha
112.608 103.249 9.359 9,06%
Revenue from Participation in Business Cooperation
Perolehan properti investasi
0 0 0 0
Acquisition of Investment Property
Perolehan aset tetap
(76.581) (89.028) 12.447 (13,98%)
Acquisition of Fixed Assets
Perolehan aset lainnya
(7.584) (7.031) (553) 7,87%
Acquisition of Other Assets
28.442 7.190 21.252 295,58%
Flows Are Obtained from Investing Activities

Arus kas bersih yang yang diperoleh dari aktivitas investasi tahun The net cash flow obtained from investing activities in 2021 was
2021 tercatat sebesar Rp28.442 juta, naik 295,58% dibandingkan recorded at IDR28,442 million, an increase of 295.58% compared
tahun sebelumnya Rp7.190 juta. Arus kas masuk diperoleh dari to the previous year of IDR7,190 million. Cash inflows are obtained
penerimaan dari penyertaan kerja sama usaha. Sedangkan arus from receipts from participation in joint ventures. While the cash
kas keluar utamanya digunakan untuk perolehan aset tetap. outflow is mainly used for the acquisition of fixed assets.
Arus Kas dari Aktivitas Pendanaan Cash Flow from Financing Activities
dalam juta Rupiah
in million Rupiah
Uraian
Description
Rp / IDR %
Pembayaran dividen
112.608 103.249 9.359 9,06%
Dividend Payment
Arus kas bersih yang digunakan untuk aktivitas pendanaan Net cash flows used for financing activities in 2021 were
tahun 2021 tercatat sebesar Rp10.367 juta yang digunakan untuk recorded at IDR10,367 million, the amount of dividends paid to
pembayaran dividen kepada pemagang saham. the Shareholders.
Annual Report 2021

213
Rasio Keuangan
Financial Ratio
Uraian Satuan
2021 2020
Description Unit
Rasio Likuiditas
Liquidity Ratio
Cash Ratio % 205,2 140,1
Acid Test Ratio % 275,9 214,6
Current Ratio % 354,9 312,9
Net Working Capital to Sales % 55,8 53,0
Rasio Aktivitas
Activity Ratio
Inventory Turn Over % 0,34 0,27
Collection Period Hari 56 68
Total Asset % 82,2 84,4
Sales to Net Working Capital Kali 1,79 1,89
Rasio Leverage
Leverage Ratio
Debt to Total Assets % 25,0
Rasio Solvabilitas
Solvability Ratio
Solvability Ratio % 403,3 399,8
Debt to Equity Ratio % 33,0 33,4
Rasio Rentabilitas
Rentablity Ratio
EBITDA Margin % 16,0 14,1
Net Profit Margin % 12,6 7,2
Return on Investment % 13,1 10,6
Return on Equity % 11,6 8,1

Kemampuan Perusahaan dalam

Menghasilkan Keuntungan
Company Ability in Generating Profit
Kemampuan Surveyor Indonesia dalam menghasilkan Surveyor Indonesia’s ability to generate profits can be measured
keuntungan dapat diukur dengan menggunakan rasio using the profitability ratio, namely through the ratio of EBITDA
rentabilitas, yaitu melalui rasio margin EBITDA, Margin Laba Margin, Net Profit Margin (NPM), Return on Investment (ROI), and
Bersih atau Net Profit Margin (NPM), Tingkat Imbalan Investasi Return on Equity (ROE).
atau Return on Investment (ROI), dan Tingkat Imbalan kepada
Pemegang Saham atau Return on Equity (ROE).
Margin EBITDA EBITDA Margin
Margin EBITDA digunakan untuk mengukur besaran keuntungan EBITDA margin is used to measure the amount of profit before
sebelum pajak, beban bunga, beban penyusutan, dan beban tax, interest expense, depreciation expense and amortization
amortisasi yang diperoleh Perusahaan dari hasil penjualan. expense that the Company receives from sales.
dalam juta Rupiah

in million Rupiah
Uraian
Description
Rp / IDR %
EBITDA
257.127 199.944 57.183 28,60%
EBITDA
1.604.633 1.419.102 185.531 13,07%
Service Business Revenue
Margin EBITDA (%)
16,00 14,09 1,91 13,56%
EBITDA Margin (%)
Nilai EBITDA baik secara absolut maupun secara margin di tahun The value of EBITDA, both in absolute terms and on a margin
2021 mengalami peningkatan dibandingkan tahun sebelumnya. basis, in 2021 has increased compared to the previous year. In
Secara absolut EBITDA meningkat sebesar 28,60% dibandingkan absolute terms, EBITDA increased by 28.60% compared to the
tahun sebelumnya, yaitu dari Rp199.944 juta di tahun 2020 previous year, from IDR199,944 million in 2020 to IDR257,127
menjadi Rp257.127 juta di tahun 2021. Sedangkan margin EBITDA million in 2021. Meanwhile, EBITDA margin increased by 13.56%,
naik sebesar 13,56%, dari 14,09% di tahun 2020 menjadi 16,00% from 14.09% in 2020 to 16.00% in 2021.
di tahun 2021.
Annual Report 2021

215
Margin Laba Bersih Net Profit Margin
Margin laba bersih digunakan untuk mengukur besaran The net profit margin is used to measure the amount of net profit
keuntungan bersih yang diperoleh Perusahaan dari hasil the Company receives from sales.
penjualan.
dalam juta Rupiah

in million Rupiah
Uraian
Description
Rp / IDR %
Penjualan dan Pendapatan Usaha Lainnya
1.604.633 1.419.102 185.531 13,07
Sales and Other Operating Revenues
Laba Bersih
155.570 102.428 53.142 51,88
Net Profit
Margin Laba Bersih (%)
9,7 7,2 2,5 34,72
Net Profit Margin (%)
Nilai laba bersih baik secara absolut maupun secara margin The net profit value both in absolute and margin terms in 2021
di tahun 2021 mengalami peningkatan dibandingkan tahun increased compared to the previous year. In absolute terms,
sebelumnya. Secara absolut laba bersih meningkat 51,88%, dari net profit increased by 51.88%, from IDR102,428 million in 2020
sebesar Rp102.428 juta di tahun 220 menjadi Rp155.570 juta di to IDR155,570 million in 2021. Likewise, the Net Profit margin
tahun 2021. Demikian juga dengan margin Laba Bersih yang increased by 34.72%, from 7.2% in 2020 to 9.7% in 2021.
mengalami peningkatan 34,72%, dari 7,2% di tahun 2020 menjadi
9,7% di tahun 2021.
Tingkat Imbalan Investasi (ROI) Return on Investment (ROI)
ROI merupakan rasio yang digunakan untuk mengukur ROI is the ratio used to measure the ability of Surveyor Indonesia
kemampuan Surveyor Indonesia dengan keseluruhan dana with the overall funds invested in assets used for the Company’s
yang ditanamkan pada aset yang digunakan untuk operasi operations in order to generate profits.
Perusahaan dalam rangka menghasilkan keuntungan.
dalam juta Rupiah

in million Rupiah
Uraian
Description
Rp / IDR %
EBITDA
257.127 199.944 57.183 28,60%
EBITDA
Jumlah Aset
1.986.865 1.827.269 159.596 8,73%
Total Assets
Tingkat Imbalan Investasi (%)
13,31 10,61 - 23,82%
Return on Investment (ROI) (%)

Tingkat Imbalan kepada Pemegang Saham Return on Equity (ROE)

(ROE)
ROE merupakan rasio yang digunakan untuk mengukur ROE is the ratio used to measure the income available to the
penghasilan yang tersedia bagi pemilik Perusahaan atas modal owner of the company on the capital invested in the Company.
yang diinvestasikan di dalam Surveyor Indonesia.
dalam juta Rupiah

in million Rupiah
Uraian
Description
Rp / IDR %
Laba Bersih
155.570 102.428 53.142 51,88%
Net Profit
Total Ekuitas
1.494.178 1.370.177 124.001 9,05%
Total Equity
Tingkat Imbalan kepada Pemegang Saham (%)
11,61 8,14 - 42,51%
Rate of Return to Shareholders (%)
Annual Report 2021

217
Kemampuan Membayar Utang dan

Kolektibilitas Piutang
Ability to Pay Debt and Debt Collectibility Levels
Kemampuan Membayar Utang Ability to Pay Debt
Kemampuan Surveyor Indonesia dalam memenuhi kewajibannya Surveyor Indonesia’s ability to meet its obligations can be
dapat diukur dengan menggunakan rasio solvabilitas dan rasio measured using the solvency ratio and liquidity ratio. The liquidity
likuiditas. Rasio likuiditas merupakan rasio untuk mengukur ratio is a ratio to measure the Company’s ability to pay Short-
kemampuan Perusahaan dalam membayar utang jangka term debt. Meanwhile, the solvency and leverage ratios are ratios
pendek. Sedangkan rasio solvabilitas dan leverage merupakan that measure the Company’s ability to pay all its debts, both short
rasio yang mengukur kemampuan Perusahaan membayar and long-term.
seluruh utangnya baik jangka pendek maupun jangka panjang.
Kemampuan Membayar Utang Jangka Pendek Ability to Pay Short-term Debt
Perusahaan mengukur rasio likuiditas melalui 4 (empat) rasio, The company measures the liquidity ratio through 4 (four) ratios,
yaitu Rasio Kas, Acid Test Ratio atau Rasio Cepat, Rasio Lancar, namely Cash Ratio, Acid Test Ratio or Quick Ratio, Current Ratio,
dan Net Working Capital To Sales. Berikut disampaikan kinerja and Net Working Capital To Sales. The following shows the
dari ke-4 rasio tersebut. performance of the 4 ratios.
Uraian Satuan
2021 2020
Description Unit
Rasio Likuiditas
Liquidity Ratio
Cash Ratio % 205,2 140,10
Acid Test Ratio % 275,9 214,65
Current Ratio % 354,9 312,91
Net Working Capital to Sales % 55,8 52,96
Kemampuan Membayar Utang Jangka Pendek dan Ability to Pay Short and Long-term Debt
Jangka Panjang
Dalam mengukur kemampuannya untuk membayar utang In measuring its ability to pay Short-term and long-term debt,
jangka pendek maupun jangka panjang, Surveyor Indonesia Surveyor Indonesia uses a solvency and leverage ratio, which
menggunakan rasio solvabilitas dan leverage, yang terdiri dari consists of the Solvency Ratio, Debt to Equity Ratio (DER),
Rasio Solvabilitas, Rasio Utang terhadap Ekuitas atau Debt to and Debt to Assets Ratio (DAR). ). The following shows the
Equity Ratio (DER), dan Rasio Utang terhadap Aset atau Debt to performance of the 3 ratios.
Asset Ratio (DAR). Berikut disampaikan kinerja dari ke-3 rasio
tersebut.

Uraian Satuan
2021 2020
Description Unit
Rasio Solvabilitas
Solvency Ratio
Solvability Ratio % 403,3 410,6
Debt to Equity Ratio % 33,0 32,2
Debt to Asset Ratio % 24,8 25,02
Kolektibilitas Piutang Collectability Level
Kemampuan Surveyor Indonesia dalam mengumpulkan piutangnya Surveyor Indonesia’s ability to collect its receivables can be
dapat diketahui dengan menghitung nilai Collection Period. Semakin determined by calculating the Collection Period value. The
kecil nilai Collection Period menunjukkan kemampuan Perusahaan smaller the Collection Period value, the faster the Company’s
dalam mengumpulkan piutang semakin cepat. ability to collect receivables.
dalam juta Rupiah

in million Rupiah
Uraian
Description
Rp / IDR %
Piutang usaha
248.300 263.144 (14.844) (5,64)
Accounts Receivable
Pendapatan usaha jasa
1.604.633 1.419.102 185.531 13,07
Service Operating Income
Collection Period (Hari)
56 68 0 0
Collection Period (Days)
Collection Period tahun 2021 selama 56 hari, mengalami The Collection Period in 2021 is 56 days, an improvement
perbaikan dibandingkan dengan Collection Period tahun 2020 compared to the Collection Period in 2020 of 68 days. This is
sebesar 68 hari. Hal tersebut disebabkan adanya percepatan due to the acceleration of the process of collecting accounts
proses penagihan piutang usaha ke klien yang dilakukan oleh receivable to clients by the company at the end of 2021.
perusahaan di akhir tahun 2021.
Annual Report 2021

219
Struktur Modal dan Kebijakan

Struktur Modal
Capital Structure and Management Policy on Capital Structure
Struktur Modal tahun 2021 2021 Capital Structure
2021 2020
Uraian
Jumlah (Rp juta) Komposisi (%) Jumlah (Rp juta) Komposisi (%)
Description
Amount (IDR million) Composition (%) Amount (IDR million) Composition (%)
351.020 71,25% 352.963 77,22%
Short-term Liabilities
141.668 28,75% 104.129 22,78%
Long-term Liabilities
Jumlah Liabilitas
492.688 24,80% 457.092 25,02%
Total Liabilities
Jumlah Ekuitas
1.494.178 75,20% 1.370.177 74,98%
Total Equity
Jumlah Liabilitas dan Ekuitas
1.986.865 100,00% 1.827.269 100,00%
Total Liabilities and Equity
Kebijakan Struktur Modal Policy on Capital Structure
Ekuitas Surveyor Indonesia masih memungkinkan untuk Surveyor Indonesia’s equity is still possible to support the
menopang keseluruhan struktur permodalan Perusahaan. Company’s overall capital structure. Likewise for 2021, the
Demikian pula untuk tahun 2021, Perusahaan tidak membukukan Company did not record interest-based debt for capital needs
utang berbasis bunga untuk kebutuhan permodalan seperti as in previous years.
halnya tahun-tahun sebelumnya.

Ikatan Material Investasi Barang Modal

Material Commitments Investment of Capital Goods
Sepanjang tahun 2021, Surveyor Indonesia tidak melakukan Throughout 2021, Surveyor Indonesia did not make any
pengikatan dengan pihak manapun terkait investasi barang agreements with any parties related to investment in capital
modal. goods.
Investasi Barang Modal

Capital Goods Investment
Jenis Barang Modal Tujuan 2021 2020

Types of Capital Goods Purpose (Rp juta / IDR million) (Rp juta / IDR million)
Bangunan Investasi dan penunjang operasional

28.652 23.419
Buildings Investment and Operational Support
Tanah Penunjang operasional
12.550 7.504
Land Operational support
Peralatan Operasi & Laboratorium Penunjang operasional
26.315 41.109
Operation & Laboratory Equipment Operational support
Kendaraan Penunjang operasional
203 4.467
Vehicle Operational support
Peralatan dan Perabotan Kantor Penunjang operasional
9.229 7.308
Furniture and Equipment Office Operational support
Aset dalam Pembangunan Penunjang operasional
0 5.221
Construction In Progress Operational support
Jumlah
77.059 89.028
Total
Tahun 2021, Surveyor Indonesia merealisasikan investasi barang In 2021, Surveyor Indonesia realized capital goods investment
modal sebesar Rp77.059 juta yang utamanya digunakan untuk of IDR77,059 million, which was mainly used to support the
menunjang aktivitas operasional Perusahaan. Company’s operational activities.
Annual Report 2021

221
Informasi dan Fakta Material

yang Terjadi Setelah Tanggal
Laporan Akuntan
Material Information and Facts that Occurred after
The Accountant’s Report Date
Tidak terdapat informasi dan fakta material yang terjadi setelah There is no material information and facts that occurred after the
tanggal laporan akuntan. date of the accountant’s report.
Dampak Perubahan Harga

Terhadap Kinerja
The Impact of Price Changes on Performance
Sepanjang tahun 2021 tidak terdapat perubahan harga yang Throughout 2021 there were no significant price changes for
signifikan dari layanan yang ditawarkan Surveyor Indonesia. the services offered by Surveyor Indonesia. Likewise, the prices
Demikian juga dengan harga yang diperoleh Perusahaan dari obtained by The Company from vendors or suppliers, so there is
vendor atau supplier, sehingga tidak terdapat analisis dampak no analysis of the impact of price changes that can be presented
perubahan harga yang bisa disajikan pada laporan ini. in this report.

Perbandingan antara Target dan

Realisasi serta Proyeksi
Satu Tahun Ke Depan
Comparison Between Targets and Realization and
Projection One Year Future
Realisasi Tahun
RKAP 2021 Realization Year
Uraian (Rp-juta) 2021 2020
Pencapaian (%) Pertumbuhan
Description (IDR-million) (Rp-juta) (Rp-juta)
Achievement (%) Growth
(IDR-million) (IDR-million)
(1) (2) (3) (2/1) (2/3)
Pendapatan Usaha
1.458.712 1.604.633 1.419.102 110,0 113,1
Operating Income
Beban Jasa
1.050.188 1.196.092 1.081.604 113,9 110,6
Service Expense
Laba Operasi Sebelum Bagian Laba Kerja
Sama Operasi (KSO)
408.524 408.540 337.499 100,0 121,0
Operating Profit before Profit for Joint
Operations (KSO)
Laba Kerja Sama Operasi (KSO)
115.000 121.168 101.160 105,4 119,8
Profit for Joint Operations (KSO)
Laba Operasi
523.524 529.709 438.659 101,2 120,8
Operating Profit
Beban Pemasaran, Umum & Administrasi
(PUA)
326.438 331.508 297.837 101,6 111,3
Marketing, General & Administrative (PUA)
Expenses
Laba Usaha
197.086 198.201 140.822 100,6 140,7
Operating profit
Pendapatan & Beban di Luar Usaha
6.000 3.376 (7.073) 56,3 (47,7)
Income & Expenses Outside of Operation
Laba/(Rugi) Bersih Sebelum Pajak
203.086 201.576 133.750 99,3 150,7
Net Profit/(Loss) Before Tax
Taksiran Pajak Penghasilan Badan
48.647 46.006 31.322 94,6 146,9
Estimated Corporate Income Tax
Laba/(Rugi) Bersih Tahun Berjalan
154.439 155.570 102.428 100,7 151,9
Net Profit/(Loss) for the Year
Pendapatan Komprehensif Lainnya
- (21.202) (2.365) n,a 896,4
154.439 134.368 100.063 87,0 134,3
Comprehensive Profit for the Year
Annual Report 2021

223
Realisasi Tahun
RKAP 2021 Realization Year
Uraian (Rp-juta) 2021 2020
Pencapaian (%) Pertumbuhan
Description (IDR-million) (Rp-juta) (Rp-juta)
Achievement (%) Growth
(IDR-million) (IDR-million)
(1) (2) (3) (2/1) (2/3)
Laba Bersih Tahun Berjalan yang diatribusikan kepada:
Net Profit for the Year attributable to:
154.114 154.844 103.384 100,5 149,8
Owners of the Parent
325 726 (957) 223,7 (75,9)
Laba Komprehensif Tahun Berjalan yang diatribusikan kepada:
Comprehensive Income for the Year attributable to:
154.114 133.643 101.024 86,7 132,3
Owners of the Parent
325 725 (961) 223,5 (75,5)
Target/Proyeksi 1 (satu) Tahun ke Depan Target/Projections for the Next 1 (one) Year
Memasuki tahun 2022, Perusahaan telah menetapkan sejumlah Entering 2022, the Company has set a number of targets as
target yang dituangkan dalam RKAP 2022 dengan rincian outlined in the 2022 RKAP with the following details:
sebagai berikut:
Uraian RKAP 2022

Description (Rp-juta / IDR-million)
Laba (Rugi) dan Penghasilan Komprehensif Lain Konsolidasian

Consolidated Statement of Profit or Loss and Other Comprehensive Income
Pendapatan Usaha (Rp juta)
1.731.475
Operating Income (IDR-million)
Laba Kerja Sama Operasi (KSO) (Rp juta)
130.000
Profit for Joint Operations (KSO) (IDR-million)
Laba Operasi (Rp juta)
609.401
Operating Profit (IDR million)
Laba Usaha (Rp juta)
261.156
Operating Profit (IDR-million)
Laba Bersih Tahun Berjalan (Rp juta)
189.528
Net Profit for the Year (IDR-million)
Laba Komprehensif Tahun Berjalan (Rp juta)
187.426
Comprehensive Income for the Year (IDR-million)
Posisi Keuangan
Financial Position
Aset Lancar (Rp juta)
1.288.550
Current Assets (IDR-million)
Investasi Jangka Panjang (Rp-juta)
31.863
Long-term investment (IDR-million)

Uraian RKAP 2022

Description (Rp-juta / IDR-million)
Properti Investasi (Rp-juta)

66.463
Investment Property (IDR-million)
Aset Tetap (Rp-juta)
573.296
Fixed Assets (IDR-million)
Aset Tak Berwujud (Rp-juta)
2.544
Intangible Assets (IDR-million)
Aset Lain-Lain (Rp-juta)
136.328
Other Assets (IDR-million)
Total Aset (Rp-juta)
2.099.044
Total Assets (IDR-million)
Liabilitas Jangka Pendek (Rp-juta)
379.897
Short-term Liabilities (IDR-million)
Liabilitas Jangka Panjang (Rp-juta)
113.362
Long-term Liabilities (IDR-million)
Ekuitas (Rp-juta)
1.605.785
Equity (IDR-million)
Rasio Keuangan
Financial Ratio
Return on Equity (ROE) (%)
13,38
Return on Equity (ROE) (%)
ROI (Return on Investment) (%)
14,94
ROI (Return on Investment) (%)
Cash Collection (hari)
76
Cash Collection (days)
Current Ratio (%)
339,18
Current Ratio (%)
Cash Ratio (%)
159,27
Cash Ratio (%)
TATO (x)
89,40
TATO (x)
Annual Report 2021

225
Dividen
Dividend
Kebijakan Dividen Dividend Policy
Berdasarkan Undang-Undang No. 40 Tahun 2007 tentang Based on Law No.40 of 2007 concerning Limited Liability
Perseroan Terbatas, pembagian dividen dilakukan berdasarkan Companies, the distribution of dividends is based on the decision
keputusan Rapat Umum Pemegang Saham. Sebelum of the General Meeting of Shareholders. Prior to the end of the
berakhirnya tahun keuangan, dividen interim dapat dibagikan financial year, interim dividends may be distributed to the extent
sepanjang diperbolehkan oleh Anggaran Dasar Perusahaan permitted by the Company’s Articles of Association and the
dan pembagian dividen interim tidak menyebabkan aset bersih distribution of interim dividends does not cause the Company’s
Perusahaan kurang dari modal ditempatkan dan disetor penuh Net Assets to be less than the issued and fully paid capital and
serta cadangan wajib Perusahaan. the Company’s mandatory reserves.
Jumlah Dividen Tahun Buku 2019-2020 Total Dividends for the 2019-2020 Financial
Year
Uraian Tahun Buku 2020 Tahun Buku 2019

Description 2020 Fiscal Year 2019 Fiscal Year
Laba Bersih yang diatribusikan ke Entitas Induk (Rp juta)

103.384 165.035
Net Income Attributable to Parent Entity (IDR-million)
Laba yang Dibagikan (Rp juta)
103.384 165.035
Profit Distributed (IDR-million)
Jumlah Dividen (Rp juta)
10.338 16.503
Total Dividend (IDR-million)
Dividen Kas per Saham (Rp)
413.537 660.139
Cash Dividend per Share (IDR)
Cadangan Modal (Rp juta)
93.046 148.531.206.318
Capital Reserves (IDR-million)
Payout Ratio (%)
10,00% 10,00%
Payout Ratio (%)
Tanggal Pengumuman 30 Juni 2021 30 Juni 2020
Announcement Date June 30, 2021 June 30, 2020
Tanggal Pembayaran 30 Juli 2021 29 Juli 2020
Payment date July 30, 2021 July 29, 2020

Kontribusi Terhadap Negara

Contribution to The State
Jenis Pajak 2021 (Rp-juta) 2020 (Rp-juta)

Type of Tax 2021 (IDR-million) 2020 (IDR-million)
Pajak Penghasilan Badan

34.758 16.881
Corporate Income Tax
PPh Perorangan (Pajak Penghasilan Perorangan)
23.250 31.451
Personal Income Tax
PPn
167.262 155.676
Value Added Tax
BPHTB
- -
BPHTB
Pajak/Retribusi lainnya
6.534 11.913
Other Taxes/Retributions
PBB
976 1.086
Land & Building Tax
Jumlah Pajak yang Dibayarkan kepada Negara
232.780 217.008
Amount of Tax Paid to the State
Selain memberikan dividen, Surveyor Indonesia juga In addition to providing dividends, Surveyor Indonesia also
memberikan kontribusi finansial kepada pemerintah dalam provides financial contributions to the Government in the form of
bentuk pembayaran pajak. Tahun 2021, jumlah pajak yang tax payments. In 2021, the amount of taxes paid by the Company
dibayarkan Perusahaan mencapai Rp233 juta, meningkat reached IDR233 million, an increase compared to the previous
dibandingkan tahun sebelumnya Rp213 juta. year of IDR213 million.
Program Kepemilikan Saham oleh

Karyawan dan/atau Manajemen
Employee and/or Management Share Ownership Program
Hingga akhir tahun 2021, Surveyor Indonesia tidak menerapkan Until the end of 2021, Surveyor Indonesia did not implement a
program kepemilikan saham oleh karyawan dan/atau share ownership program for employees and/or management.
manajemen.
Annual Report 2021

227
Informasi Material Mengenai Investasi,

Ekspansi, Divestasi, Penggabungan/
Peleburan Usaha, Akuisisi,
Restrukturisasi Utang/Modal
Material Information Regarding Investment, Expansion, Divestment, Merger/
Consolidation, Acquisition, Debt/Capital Restructuring
Sepanjang tahun 2021, Surveyor Indonesia tidak memiliki Throughout 2021, Surveyor Indonesia did not have material
informasi dan fakta meterial terkait investasi, ekspansi, divestasi, information and facts related to Investment, Expansion,
penggabungan/peleburan usaha, akuisisi, dan restrukturisasi Divestment, Merger/Consolidation, Acquisition and Debt/Capital
utang/modal. Restructuring.
Realisasi Penggunaan Dana Hasil

Penawaran Umum
Realization of Use of Proceeds from The Public Offering
Sepanjang tahun 2021, Surveyor Indonesia tidak melakukan Throughout 2021, Surveyor Indonesia did not conduct public
penawaran umum di bursa mana pun, sehingga tidak terdapat offerings on any exchange, so there is no information regarding
informasi mengenai penggunaan dana hasil penawaran umum the use of proceeds from the public offering that can be
yang dapat disampaikan pada laporan ini. submitted in this report.

Informasi Transaksi Material yang

Mengandung Benturan Kepentingan
dan/atau Transaksi dengan
Pihak Afiliasi
Information on Material Transactions Containing Conflict of Interest and/or
Transactions with Affiliated Parties/Related Parties
Perusahaan telah mengungkapkan seluruh sifat dan transaksi The Company has disclosed all the nature and transactions
dengan pihak-pihak berelasi sebagai bagian dari Kebijakan with related parties as part of the Important Accounting Policies
Akuntansi Penting terkait Pernyataan Standar Akuntansi related to Statement of Financial Accounting Standards (PSAK)
Keuangan (PSAK) No. 7 tentang “Pengungkapan Pihak-Pihak No. 7 regarding “Disclosure of Related Parties”, which can be
yang Berelasi”, yang dapat dilihat pada Laporan Keuangan seen in the Company’s 2019 Consolidated Financial Statements
Konsolidasian Perusahaan tahun 2019 Catatan No. 31. Note No. 31.
Definisi Pihak Berelasi Definition of Related Parties
Suatu pihak dianggap berelasi dengan Perusahaan jika: A party is considered to be related to the Company if:
1. Orang atau anggota keluarga terdekat mempunyai relasi 1. A person or immediate family member has a relationship
dengan Perusahaan jika orang tersebut: with the Company if that person:
a. Memiliki pengendalian atau pengendalian bersama atas a. Has control or joint control over the Company;
Perusahaan;
b. Memiliki pengaruh signifikan atas Perusahaan; atau b. Has significant influence over the Company; or
c. Personil manajemen kunci Perusahaan atau entitas c. The key management personnel of the Company or of
induk Perusahaan. the Company’s parent entities.
2. Suatu entitas berelasi dengan Perusahaan jika memenuhi 2. An entity is related to the Company if it fulfills one of the
salah satu hal berikut: following conditions:
a. Entitas dan Perusahaan adalah anggota dari kelompok a. The entity and the Company are members of the
usaha yang sama (artinya entitas induk, entitas anak, same group of businesses (meaning that the parent,
dan entitas anak berikutnya saling berelasi dengan subsidiaries and the next subsidiaries are related to
entitas lain). each other with other entities).
b. Suatu entitas adalah entitas asosiasi atau ventura b. An entity is an associate or joint venture of the other
bersama dari entitas lain (atau entitas asosiasi atau entity (or an associate or joint venture of a member of a
ventura bersama yang merupakan anggota suatu group of which the other entity is a member).
kelompok usaha, yang mana entitas lain tersebut
adalah anggotanya).
c. Kedua entitas tersebut adalah ventura bersama dari c. The two entities are joint ventures of the same third
pihak ketiga yang sama. party.
Annual Report 2021

229
d. Suatu entitas adalah ventura bersama dari entitas d. One entity is a joint venture of a third entity and the
ketiga dan entitas yang lain adalah entitas asosiasi dari other entity is an associate of the third entity.
entitas ketiga.
e. Entitas tersebut menyelenggarakan suatu program e. The entity has a post-employment benefit plan for the
imbalan pascakerja untuk imbalan kerja dan salah benefit of employees and one of the companies or
satu perusahaan atau entitas yang terkait dengan entities that are related to the Company. If the Company
Perusahaan. Jika Perusahaan adalah entitas yang is the entity that administers the plan, the sponsoring
menyelenggarakan program tersebut maka entitas company is also related to the Company.
sponsor juga berelasi dengan Perusahaan.
f. Entitas yang mengendalikan atau dikendalikan bersama f. An entity that controls or is jointly controlled by the
oleh orang yang didefinisikan dalam huruf (a); atau person defined in (a); or
g. Orang yang didefinisikan dalam angka (1) huruf (a) di g. The person defined in number (1) letter (a) above has
atas memiliki pengaruh signifikan atas entitas atau significant influence over the entity or key management
personil manajemen kunci entitas (atau entitas induk personnel of the entity (or parent entity over the entity).
atas entitas).
h. Entitas atau anggota dari kelompok yang mana h. An entity, or a member of a group of which the
entitas merupakan bagian dari kelompok tersebut entity is part of the group, provides key management
menyediakan jasa personil manajemen kunci kepada personnel services to the Company or to a parent entity
Perusahaan atau kepada entitas induk dari Perusahaan. of the Company.
Nama Pihak Bertransaksi dan Sifat Name of The Party In Transaction and
Hubungan Afiliasi Nature of Affiliated Relationship
Tabel di bawah ini mengungkapkan pihak-pihak yang berelasi The table below discloses the Related Parties and the nature
dan sifat hubungan serta sifat transaksi untuk periode tahun of the relationship and the nature of the transactions for fiscal
buku 2021. year 2021.
Pihak Berelasi Sifat Hubungan Sifat Transaksi

No
Related Parties Nature of Relationship Nature of Transaction
Entitas Induk Utang Usaha, Penjualan Jasa

1 Societe Generale de Surveillance. SA.
Parent Entity Accounts payable, sales of services
Entitas Induk Kerja Sama Operasi
2 PT Sucofindo (Persero)
Parent Entity Joint operation
Utang Usaha, Memiliki Kesamaan Personil
Entitas asosiasi Manajemen Kunci
3 Koperasi Pegawai SI (Kopsurindo)
Associate Entity Accounts payable, have in common Key
Management personnel
Entitas asosiasi Penjualan Jasa
4 PT Survindo Dwi Putra
Associate Entity Sales of services
5 PT Survindo Putra Pratama
6 PT Survindo Indah Prestasi
7 PT Survindo Tri Putra

Pihak Berelasi Sifat Hubungan Sifat Transaksi

No
Related Parties Nature of Relationship Nature of Transaction

8 PT Knight Frank Indonesia
Entitas asosiasi Pemakaian Jasa
9 PT Kopsurindo Niaga Utama
Associate Entity Usage of services
Di Bawah Pengendalian yang Sama Penjualan Jasa
10 PT PLN (Persero)
Under Common Control Sales of services
11 PT Pertamina (Persero)
12 PT Pertamina Hulu Mahakam
13 PT Pertamina EP
14 PT Kereta Api Indonesia (Persero)
Kementerian Pekerjaan Umum dan Di Bawah Pengendalian yang Sama Penjualan Jasa
15
Perumahan Rakyat Under Common Control Sales of services
16 PT Rekadaya Elektrika
17 PT Waskita Karya (Persero)
18 PT Pertamina Trans Kontinental
19 PT Indonesia Power
20 PT Perkebunan Nusantara XI (Persero)
21 PT Perkebunan Nusantara IV (Persero)
22 PT Tambang Batu Bara Bukit Asam Tbk
23 PT Jasa Marga (Persero) Tbk
Di Bawah Pengendalian yang Sama Penempatan Giro dan Deposito
24 PT Bank Mandiri (Persero) Tbk
Under Common Control Giro and Time Deposit Placement
25 PT Bank Negara Indonesia (Persero) Tbk
26 PT Bank Rakyat Indonesia (Persero) Tbk
27 PT Bank Syariah Mandiri (Persero) Tbk
Di Bawah Pengendalian yang Sama Penempatan Program Jaminan Hari Tua
28 PT Asuransi Jiwasraya (Persero)
Under Common Control Placement of the Old Age Security Program
Di Bawah Pengendalian yang Sama Penempatan Asuransi Jiwa Karyawan Perusahaan
29 BPJS Kesehatan
Under Common Control Placement of Company Employee Life Insurance
Utang Jangka Pendek Lainnya
30 PT Rizki Anugrah Pratama -
Other Short Term Debt
Annual Report 2021

231
Penjelasan Mengenai Kewajaran Transaksi Explanation Regarding Transaction Fairness
Kewajaran seluruh transaksi yang dilakukan Perusahaan The fairness of all transactions carried out by the Company with
dengan pihak-pihak berelasi telah diungkapkan pada Laporan related parties has been disclosed in the financial statements,
Keuangan, dan telah sesuai dengan standar PSAK 7 (revisi 2014) and is in accordance with the standard PSAK 7 (revised 2014)
tentang “Pengungkapan Pihak-Pihak Berelasi”. Semua transaksi regarding “Disclosure of Related Parties”. All transactions with
dengan pihak yang berelasi, dilakukan dengan tingkat harga, related parties are carried out at the price level, terms and
persyaratan, dan kondisi normal sebagaimana yang dilakukan conditions normal as those carried out with third parties and
dengan pihak ketiga dan telah diungkapkan dalam Laporan have been disclosed in the financial statements.
Keuangan.
Alasan Dilakukannya Transaksi Reasons of The Transactions
Seperti halnya transaksi dengan pihak ketiga, transaksi Like transactions with third parties, the Company’s transactions
Perusahaan dengan pihak berelasi dilakukan sejalan dengan with related parties are carried out in line with the needs of the
kebutuhan pengembangan operasional dan bisnis Perusahaan. Company’s operational and business development.
Realisasi Nilai Saldo dan Transaksi Pihak Realization of Balance Value and Related
Berelasi Tahun 2021 Party Transactions In 2021
Kebijakan Perusahaan Terkait Mekanisme Company Policy Regarding Review

Review atas Transaksi Mechanisms for Transactions
Mekanisme review Perusahaan atas transaksi dengan pihak- The Company review mechanism for transactions with Related
pihak berelasi dilakukan melalui proses audit khususnya audit Parties is carried out through an audit process, especially audits
yang telah dilakukan oleh akuntan publik dan dipublikasikan, that have been carried out by a public accountant and published,
mekanisme ini tertuang dalam PSAK 7 (revisi 2014) tentang where this mechanism is contained in PSAK 7 (revised 2014)
“Pengungkapan Pihak-Pihak Berelasi”. concerning “Disclosure of Related Parties”.
Pemenuhan Peraturan dan Ketentuan Fulfillment of Related Regulations and

Terkait Conditions
Pemenuhan peraturan dan ketentuan terkait, yaitu Standar Fulfillment of related regulations and provisions, namely Financial
Akuntansi Keuangan (SAK) di Indonesia dilakukan melalui upaya Accounting Standards (SAK) in Indonesia is carried out through
pengungkapan PSAK 7 (revisi 2014) tentang “Pengungkapan disclosure of PSAK 7 (revised 2014) regarding “Disclosure of
Pihak-Pihak Berelasi” dalam Laporan Keuangan Perusahaan Related Parties” in the Company’s 2019 financial statements
tahun 2019 yang telah diaudit oleh Kantor Akuntan Publik Amir which have been audited by the Public Accountant Firm Amir
Abadi Jusuf, Aryanto, Mawar & Rekan. Abadi Jusuf Aryanto, Mawar & Partners.

Perubahan Peraturan Perundang-

Undangan terhadap Perusahaan pada
Tahun Buku Terakhir
Changes to Law Regulations that Significantly Influence The Company
Sepanjang tahun 2021, tidak terdapat perubahan peraturan Throughout 2021, there were no changes to laws and regulations
perundang-undangan yang berdampak signifikan terhadap that had a significant impact on the company’s operations and
operasional dan kinerja perusahaan. performance.
Informasi Keuangan yang

Mengandung Kejadian Luar Biasa
dan Jarang Terjadi
Financial Information Containing Extraordinary and Rare Events
Sepanjang tahun 2021, tidak terdapat informasi keuangan yang Throughout 2021, there was no financial information containing
mengandung kejadian luar biasa dan jarang terjadi. extraordinary and rare events.
Annual Report 2021

233
Perubahan Kebijakan Akuntansi yang

Diterapkan Perusahaan pada Tahun
Buku Terakhir
Changes in Accounting Policies Applied by The Company in
The Last Final Year
Perusahaan telah menerapkan standar akuntansi berikut pada The Company has implemented the following accounting
tahun 2021 yang dianggap relevan, namun tidak menyebabkan standards in 2021 which are considered relevant, but did not
perubahan signifikan atas kebijakan akuntansi Perusahaan dan cause significant changes to the Company’s accounting policies
tidak memberikan dampak yang material terhadap jumlah yang and did not have a material impact on the amounts reported in
dilaporkan di Laporan Keuangan pada tahun berjalan: the Financial Statements for the current year:
• Penyesuaian Tahunan PSAK 1 “Penyajian Laporan Keuangan” • Annual Adjustment of PSAK 1 “Presentation of Financial
Statements”
• Amendemen PSAK 73 “Sewa” • Amendments to PSAK 73 “Leases”

Key Performance Indicator (KPI)

Key Performance Indicator (Kpi)
Pencapaian Key Performance Indicator Perusahaan tahun 2021 The Company’s Key Performance Indicator achievements in
adalah sebagai berikut: 2021 are as follows:
Realisasi
Tahun 2021 Prestasi Tahun
KPI Satuan Target Polarisasi Bobot (%} 2021
No Audited
Key Performance Indicator Unit Target Polarization Value (%} 2021
Realization in Achievements
2021 Audited
A. Nilai Ekonomi dan Sosial untuk Indonesia
A. Economic and Social Value for Indonesia
Finansial
Financial
EBITDA Rp miliar
1 255,4 Maximize 4 260,08 4,07
EBITDA IDR billion
Laba bersih tahun berjalan Rp miliar
2 154,4 Maximize 4 162,48 4,21
Net profit for the year IDR billion
Selisih antara ROIC dan WACC (Cost of
Equity = 8,29%)
3 % 1,83 Maximize 3 2,51 3,30
Discrepancy between ROIC and WACC
(Cost of Equity = 8,29%)
Operating Cash Flow Rp miliar
4 52,1 Maximize 4 207,72 4,40
Operating Cash Flow IDR billion
Operasional
Operational
Pendapatan yang berasal dari
kemitraan dengan BUMN Rp miliar
1 102,0 Maximize 3 115,26 3,30
Revenue Generated from partnership IDR billion
with BUMN
Pengembangan jasa/produk dalam
mendukung ketahanan data nasional di
sektor tertentu Jumlah
2 1 Maximize 3 2,00 3,30
Development of service/product in Total
supoorting the national data security in
certain sectors
mendukung penggunaan produk
Rp miliar
3 dalam negeri 40,0 Maximize 3 111,43 3,30
IDR billion
Development of service/product in
supporting the use of local products
Annual Report 2021

235
Realisasi
No Audited
2021 Audited
Sosial
Social
Kegiatan Proyek di KI/KEK/KAPET Jumlah
1 1 Maximize 3 2,00 3,30
Project Activity at di KI/KEK/KAPET Total
Peningkatan jumlah UMKM yang
menjadi vendor/supplier kebutuhan
perusahaan Jumlah
2 3 Maximize 3 6,00 3,30
The Increased Number of UMKM that Total
become vendor/supplier of company
needs
Sub Total Nilai Ekonomi dan Sosial untuk Indonesia
30 32,48
Sub Total of Economic and Social Value for Indonesia
B. Inovasi Model Bisnis

B. Business Model Innovation
Implementasi manajemen bersama
laboratorium Waktu 30 April 2021
1 Minimize 3 12 April 2021 3,30
Laboratory of joint management Time April 30, 2021
implementation
Penghematan melalui Pengadaaan
Bersama Peralatan Operasi Utama
2 Laboratorium % 3 Maximize 3 9,08 3,30
Savings through Joint Procurement of
Laboratory Main Operational Tools
Indeks Kepuasan Pelanggan Indeks
3 86,5 Maximize 5 86,77 5,02
Customer Satisfaction Index Index
Pendapatan dari pengembangan dan
pengayaan jasa Rp miliar
4 83,0 Maximize 4 106,01 4,40
Revenue from Service Developmenmt IDR billion
and Enrichment
Asesmen GCG Skor
5 88 Maximize 5 88,99 5,06
Asessment GCG Score
Sub-Total Inovasi Model Bisnis
20 21,07
Sub-Total Business Model Innovation
C. Kepemimpinan Teknologi
C. Technological Leadership
Kajian Penerapan ERP dalam klaster 31 Oktober
Jasa Survei Waktu 2021 12 Oktober
1 Minimize 8 8,80
Study on EIDR application in Survey Time October 31, 2021
Service Cluster 2021
Jumlah aplikasi yang
diimplementasikan dalam peningkatan
layanan/produk/proses Jumlah
2 4 Maximize 8 5,00 8,80
The Number of Application Total
implemented in the increase of service/
product/process

Realisasi
No Audited
2021 Audited
Pengembangan jasa TIC untuk industri
Jumlah
3 digital 1 Maximize 4 2,00 4,40
Total
TIC for digital industry development
Sub-Total Kepemimpinan Teknologi
20 22,00
Sub-Total Technological Leadership
D. Peningkatan Investasi
D. . Investment Increase
Pendapatan yang berasal dari
kemitraan strategis Rp miliar
1 44,0 Maximize 5 45,10 5,12
Regvenue generated from strategic IDR billion
partnership
Jumlah partnership tiap tahun Jumlah
2 2 Maximize 5 3,00 5,50
The number of partnership each year Total
Sub-Total Peningkatan Investasi
10 10,62
Sub-Total Investment Increase
E. Pengembangan Talenta
E. Talent Development
Penyusunan Modul TIC Institute Jumlah
1 1 Maximize 5 2,00 5,50
TIC Institute Module Composing Total
Jumlah Brevet/Sertifikasi personal
Sertifikat
2 The Number of personal Brevet/ 165 Maximize 6 527,00 6,60
Certificate
Certification personal
Rasio Perempuan dalam nominated
3 talent % 27 Maximize 2 27,23 2,02
Woman Ratio in nominated talent
Rasio Milenial (< 40 tahun) dalam top
talent
4 % 20 Maximize 4 27,27 4,40
Millenial Ratio (< 40 years old) in top
talent
Internalisasi Budaya (AKHLAK) Skor
5 67 Maximize 3 80,99 3,30
Cultural Internalization (AKHLAK) Score
Sub-Total Pengembangan Talenta
20 21,82
Sub-Total Talent Development
JUMLAH
100 108,00
TOTAL
Annual Report 2021

237
Tingkat Kesehatan Perusahaan

Company Soundness Level
Dalam mengukur kelangsungan usaha, Perusahaan In assessing the business continuity, the Company refers to the
menggunakan Surat Keputusan Menteri BUMN No.KEP-100/ Minister of SOEs Decree No.KEP-100/MBU/2002 dated June
MBU/2002 tanggal 4 Juni 2002 tentang Penilaian Tingkat 4, 2002 concerning the Assessment of the Health Level of
Kesehatan BUMN. Kebijakan Kementerian BUMN ini memberikan SOEs. This BUMN Ministry policy provides tools and methods
perangkat dan metode untuk mengukur tingkat kesehatan to measure the company’s health level which includes financial
Perusahaan yang meliputi aspek keuangan, aspek operasional, aspects, operational aspects, and administrative aspects.
dan aspek administrasi. Melalui pengukuran dan penilaian tingkat Through the measurement and assessment of the soundness
kesehatan tersebut, manajemen mendapatkan rekomendasi level, management obtains recommendations on potential
tentang hal-hal potensial yang dapat mempengaruhi matters that may affect the Company’s business continuity in
kelangsungan usaha Perusahaan pada tahun buku yang diukur. the measured fiscal year.
Laporan Kinerja Perusahaan tahun buku 2020 telah diaudit The Company’s Performance Report for the financial year
oleh Kantor Akuntan Publik Paul Hadiwinata, Hidajat, Arsono, 2020 has been audited by the Public Accounting Firm of Paul
Retno, Palilingan & Rekan. Audit tersebut meliputi evaluasi Hadiwinata, Hidajat, Arsono, Retno, Palilingan & Partners. The
kinerja, Rencana Kerja dan Anggaran Perusahaan (RKAP), serta audit includes a performance evaluation, the Company’s Work
perbandingan antara realisasi tahun 2020 dan target anggaran Plan and Budget (RKAP), as well as a comparison between the
yang tertuang dalam RKAP 2020. Dalam Laporan Kinerja 2020 realization and the budget target as stated in the 2020
Perusahan, data keuangan telah termasuk nilai penyertaan dan/ RKAP. In the Company Performance Report, financial data
atau pendapatan (kerugian) dari penyertaan di entitas anak includes the value of investments and/or income (losses) from
yang diperhitungkan atas dasar metode ekuitas yang telah investments. in subsidiaries calculated on the basis of the audited
diaudit, dan penyertaan di Kerja Sama Operasi (KSO) dengan equity method, and participation in Joint Operations (KSO) by
memperhitungkan bagian laba KSO berdasarkan persentase calculating the share of KSO profits based on the percentage of
investasi atas dasar metode ekuitas. investment on the basis of the equity method.

Hasil evaluasi atas tingkat kesehatan Perusahaan menunjukkan The results of the evaluation of the Company’s Soundness Level
kinerja dalam tahun 2021 tergolong dalam kondisi “SEHAT” show that the performance in 2020 is classified as “HEALTHY”
dengan kategori “AA” dan capaian skor “89,50”. Skor ini meningkat with the “AA” category and the achievement score of “89.50”.
dibandingkan tahun 2020 yang mencatat pencapaian “82,00”. This score decreased compared to 2020 which recorded an
Berikut disampaikan tabel Tingkat Kesehatan Perusahaan untuk achievement of “82.00”. The following is a table of the Company’s
tahun buku 2021 dan perbandingannya dengan tahun 2020. Soundness Level for the 2021 financial year and its comparison
with 2020.
Tingkat Kesehatan Perusahaan

(Berdasarkan Surat Keputusan Menteri BUMN No. KEP-100/MBU/2002)
Company Soundness Level
(Based on the Minister of SOEs Decree No. KEP-100/MBU/2002)
Realisasi 2021 Realisasi 2020

Uraian 2021 Realization 2021 Realization
No.
Description Perhitungan Skor Perhitungan Skor
Calculation Score Calculation Score
I ASPEK KEUANGAN
I FINANCIAL ASPECT
ROE
1 11.61% 16.00 8,1% 12,00
ROE
ROI
2 13.13% 12.00 10,6% 9,00
ROI
Cash Ratio
3 205.20% 5.00 140,1% 5,00
Cash Ratio
Current Ratio
4 354.90% 5.00 312,9% 5,00
Current Ratio
Collection Periods
5 56 5.00 68 4,50
Collection Periods
Perputaran Persediaan
6 0.34 5.00 30,3% 5,00
Inventory Turnover
TATO
7 89.22% 3.50 84,8% 3,50
TATO
Total Modal Sendiri
8 67.41% 8.00 68,8% 8,00
Total Own Capital
TOTAL NILAI
59.50 52,00
TOTAL SCORE
II ASPEK OPERASI
II OPERATION ASPECT
Inovasi Baik (100%) Baik (100%)
9 7,00 7,00
Innovation Good (100%) Good (100%)
Peningkatan Kualitas SDM Baik (100%) Baik (100%)
10 8,00 8,00
HR Quality Improvement Good (100%) Good (100%)
TOTAL NILAI
15,00 15,00
TOTAL SCORE
Annual Report 2021

239
Realisasi 2021 Realisasi 2020

Uraian 2021 Realization 2021 Realization
No.
Description Perhitungan Skor Perhitungan Skor
Calculation Score Calculation Score
III ASPEK ADMINISTRASI

III ADMINISTRATION ASPECT
Laporan Perhitungan Tahunan s/d 31 April s/d 31 April
11 3,00 3,00
Annual Calculation Report until April 31 until April 31
<60 hari <60 hari
Rancangan RKAP sebelumnya sebelumnya
12 3,00 3,00
CBP Plan <60 days in <60 days in
advance advance
Laporan Periodik (Triwulan) ≤1 bulan setelah ≤1 bulan setelah
13 3,00 3,00
Periodic Report (Quarterly) ≤1 month after ≤1 month after
Kinerja PUKK - Efektifitas Penyaluran
14 96.85% 3,00 91,6% 3,00
PUKK Performance - Distribution Effectiveness
Kinerja PUKK - Tingkat Kolektibilitas
Pengembalian Pinjaman
15 70.71% 3,00 81,6% 3,00
PUKK Performance - Loan Repayment
Collectibility Rate
TOTAL NILAI
16 15,00 15,00
TOTAL SCORE
Total Nilai Akhir

89.50 82,00
Total Final Score
Tingkat Kesehatan Sehat Sehat
Financial Health Level Healthy Healthy
Kategori Kesehatan
AA AA
Financil Health Category
Kriteria Tingkat Kesehatan

Financial Health Level Criteria
Tingkat Kesehatan Kategori Total Skor (TS)

Financial Health Level Category Total Score (TS)
AAA TS > 95
Sehat
AA 80 < TS <= 95
Healthy
A 65 < TS <= 80
BBB 50 < TS <= 65
Kurang Sehat
BB 40 < TS <= 50
Less Healthy
B 30 < TS <= 40
CCC 20 < TS <= 30
Tidak Sehat
CC 10 < TS <= 20
Not Healthy
TS <= 10

Informasi Kelangsungan Usaha

Business Sustainability Information
Hal-Hal yang Berpotensi Berpengaruh Things that have the Potential to Have
Signifikan Terhadap Kelangsungan Usaha a Significant Impact on the Company’s
Perusahaan di Tahun 2021 Business Continuity in 2021
Pandemi COVID-19 Yang Terjadi Tahun 2021 Merupakan The COVID-19 pandemic that occurred in 2021 is the main
Tantangan Utama Yang Dihadapi Perusahaan Di Tahun 2021. challenge faced by the company in 2021. Almost all industrial
Hampir Seluruh Sektor Industri Mengalami Penurunan Kinerja sectors experience a decline in performance in 2021. This has an
Di Tahun 2021. Hal Tersebut Berdampak Pada Menurunnya impact on the decline in demand for TIC services so that it has an
Permintaan Akan Jasa TIC Sehingga Berdampak Pada impact on the business income earned Company.
Pendapatan Usaha Yang Diperoleh Perusahaan.
Selain Itu, Pandemi COVID-19 Juga Mempengaruhi Kinerja In addition, the COVID-19 Pandemic also affects the company’s
Operasional Perusahaan, Dimana Perusahaan Juga Berupaya operational performance, where the company also strives to
Untuk Mengedepankan Kesehatan Dan Keselamatan Seluruh prioritize the health and safety of all Indonesian surveyors so
Insan Surveyor Indonesia Agar Tidak Terpapar Virus Yang as not to be exposed to the deadly virus. For this reason, one
Mematikan Tersebut. Untuk Itu, Perusahaan Salah Satunya of the companies implements a Work From Home Policy for
Menerapkan Kebijakan Work From Home Bagi Karyawan Employees in accordance with Government Recommendations.
Sesuai Anjuran Pemerintah. Namun, Dalam Kondisi Tersebut, However, in these conditions, the company can still operate well
Perusahaan Masih Dapat Beroperasi Dengan Baik Dan Menjaga and maintain the quality of services provided to customers.
Kualitas Layanan Yang Diberikan Kepada Pelanggan. Perusahaan The Company Implements A Number Of Innovations So That
Menerapkan Sejumlah Inovasi Agar Layanan Kepada Pelanggan Services To Customers Can Continue To Run Well.
Tetap Dapat Berjalan Dengan Baik.
Assessment yang Dilakukan Manajemen Management’s Assessment of Business

Terhadap Kelangsungan Usaha Continuity
Perusahaan telah menerapkan sistem manajemen risiko yang The Company has implemented a comprehensive risk
komprehensif untuk melakukan pemetaan terhadap risiko- management system to map the risks that may be faced by the
risiko yang mungkin akan dihadapi Perusahaan dalam aktivitas Company in its business activities, both internally and externally.
usahanya, baik dari sisi internal maupun eksternal. Selain itu, In addition, the Company has also determined mitigation
Perusahaan juga telah menetapkan langkah-langkah mitigasi measures for each type of risk faced.
dari setiap jenis risiko yang dihadapi.
Berdasarkan hasil penilaian risiko perusahaan tahun 2021, secara Based on the results of the company’s risk assessment in 2021,
umum dapat dikatakan tingkat risiko residual perusahaan telah in general it can be said that the company’s residual risk level
berada di tingkat sedang, sesuai dengan selera & toleransi risiko is at a moderate level, in accordance with the company’s risk
perusahaan. appetite & tolerance.
Annual Report 2021

241
Asumsi yang Digunakan Manajemen Assumptions Used by Management

Dalam Menganalisasi Kelangsungan Usaha in Analyzing the Company’s Business
Perusahaan Continuity
Manajemen Perusahaan telah menilai kemampuan The Company’s management has assessed the Company’s
kelangsungan usaha Perusahaan dan berkeyakinan bahwa business continuity capability and believes that the Company
Perusahaan memiliki sumber daya untuk melanjutkan usahanya has the resources to continue its business in the future. In 2020,
di masa depan. Tahun 2020, industri TIC di Indonesia masih the TIC industry in Indonesia still has a large market potential.
memiliki potensi pasar yang besar.
Selain itu, Surveyor Indonesia juga memiliki keyakinan bahwa In addition, Surveyor Indonesia also believes that the Company’s
sumber daya yang dimiliki Perusahaan merupakan keuanggulan resources are a distinct competitive advantage that will enable
kompetitif tersendiri yang akan membuat Perusahaan dapat the Company to continue to grow and develop.
terus tumbuh dan berkembang.
Beberapa keunggulan yang dimiliki Surveyor Indonesia antara Some of the advantages of Surveyor Indonesia include:
lain:
1. Memiliki Laboratorium Pelumas dengan kapabilitas pengujian 1. Have a Lubricant Laboratory with performance testing
Unjuk Kerja. capabilities.
2. Memiliki aliansi strategis dengan perusahaan TIC 3 besar 2. Having strategic alliances with the world’s top 3 TIC
dunia. companies.
3. Memiliki kekuatan finansial sesuai ukuran perusahaan 3. Having the financial strength according to the size of the
dengan kemampuan likuiditas untuk membiayai operasional. company with the liquidity capacity to finance operations.
4. Jaringan kantor layanan operasi yang tersebar di seluruh 4. Operational service office network spread throughout
Indonesia dan di 7 (tujuh) negara. Indonesia and in 7 (seven) countries.
5. Meningkatnya kesadaran terhadap mutu, keselamatan dan 5. Increased awareness of quality, safety and the environment.
lingkungan hidup.
6. Penetrasi pasar layanan Surveyor Indonesia melalui 6. Penetration of the Indonesian Surveyor service market
komunikasi digital. through digital communication.

Prospek Usaha
Business Prospect
Asumsi yang Digunakan Manajemen Assumptions Used by Management

Dalam Menganalisasi Kelangsungan Usaha in Analyzing the Company’s Business
Perusahaan Continuity
Tahun 2021 masih akan menjadi tahun yang menantang bagi In 2021 will still be a challenging year for the global and national
perekonomian global dan nasional. Belum berakhirnya pandemi economy. The COVID-19 pandemic has not yet ended, so
COVID-19 membuat kondisi ekonomi global dan nasional global and national economic conditions will still be colored
masih akan diwarnai ketidakpastian. Namun seiring dengan by uncertainty. However, as vaccination programs around the
berjalannya program vaksinasi di seluruh dunia, perekonomian world continue, the economy is expected to experience positive
diharapkan akan kembali mengalami pertumbuhan positif. growth again.
Kondisi perekonomian nasional dan global yang tertekan The depressed national and global economic conditions
dampak pandemi COVID-19 menjadi tantangan tersendiri bagi due to the COVID-19 pandemic have become a challenge for
perusahaan untuk tetap dapat mengusahakan pertumbuhan companies to continue to strive for growth in support of the
dalam mendukung Pemulihan Ekonomi Nasional (PEN) di tahun National Economic Recovery (PEN) in 2021. In line with this, the
2021. Sejalan dengan hal tersebut, perusahaan menyiapkan company has prepared a number of work programs which are
sejumlah program kerja yang merupakan implementasi dari the implementation of strategic initiatives. Survey Services Sub-
inisiatif strategis Sub-Kluster Jasa Survei, serta akan diukur Cluster, and the level of success will be measured using BUMN
tingkat keberhasilannya menggunakan KPI BUMN. KPIs.
Secara umum, program kerja perusahaan mencakup rencana In general, the company’s work program includes plans for
penguatan bisnis eksisting dan ekstensifikasi pada sektor baru. strengthening existing businesses and extensification in new
Dukungan dalam bentuk sinergisasi proses bisnis internal sectors. Support in the form of synergizing internal business
serta peningkatan kapabilitas dan perbaikan layanan sangat processes as well as increasing capabilities and improving
diperlukan untuk memastikan keberhasilannya. services is very much needed to ensure its success.
1. Penguatan dan Pengembangan Bisnis 1. Business Strengthening and Development
Bisnis perusahaan saat ini yaitu testing, inspection, certification The company’s current business, namely testing, inspection,
dan consultation (TIC-C), perlu diperkuat terutama di sektor- certification and consultation (TIC-C), needs to be
sektor eksisting yang menjadi fokus perusahaan tahun ini. strengthened, especially in the existing sectors that are the
Sektor-sektor eksisting tersebut antara lain: company’s focus this year. These existing sectors include:
a. Migas & Sistem Pembangkit a. Oil and Gas & Power Generation System
b. Mineral & Batubara b. Minerals & Coal
c. Infrastruktur c. Infrastructure
d. Penguatan Institusi Kelembagaan (PIK) d. Institutional Institutional Strengthening (PIK)
Annual Report 2021

243
Dalam penguatan keempat sektor bisnis eksisting, In strengthening the four existing business sectors, the company
perusahaan dihadapkan pada berbagai tantangan antara is faced with various challenges, including the adoption of
lain adopsi layanan dan produk berbasis teknologi digital services and products based on digital and automation
dan otomasi, upgrading peralatan operasi dan laboratorium technology, upgrading operating and laboratory equipment
dengan teknologi terkini, serta perluasan pangsa pasar. with the latest technology, and expanding market share.
Selain memperkuat bisnis eksisting, perusahaan juga akan In addition to strengthening the existing business, the
melakukan pengembangan bisnis dengan menawarkan company will also develop business by offering TIC-C
layanan jasa TIC-C pada sektor-sektor baru yang potensial. services in potential new sectors. The new sectors that the
Adapun sektor baru yang akan dimasuki perusahaan tahun company will enter this year include:
ini meliputi:
a. Information Communication Technology a. Information Communication Technology
b. Agriculture & Environment (Pertanian dan Lingkungan b. Agriculture & Environment
Hidup)
c. Food (Makanan) c. Food
d. Health (Kesehatan) d. Health
e. Renewable Energy (Energi Baru Terbarukan) e. Renewable Energy
f. Transportation Infrastructure (Infrastruktur Transportasi) f. Transportation Infrastructure
2. Sinergisasi Proses Bisnis Internal 2. Synergy of Internal Business Process
Untuk meningkatkan efisiensi bisnis proses internal di dalam To improve the efficiency of internal business processes
perusahaan, salah satu tantangan yang dihadapi perusahaan within the company, one of the challenges faced by the
adalah melakukan penyelarasan struktur organisasi dan company is to align the organizational structure and internal
proses bisnis internal melalui penyesuaian tugas dan fungsi business processes through adjustments to organizational
organisasi serta prosedur dan kebijakan perusahaan. tasks and functions as well as company procedures and
policies.
3. Sinergisasi Proses Bisnis Internal 3. Synergy of Internal Business Process
Perusahaan harus terus melakukan investasi agar inovasi Companies must continue to invest so that innovation can
dapat terus dilakukan. Investasi tersebut berupa peningkatan continue. The investment is in the form of increasing HR
kompetensi SDM melalui pelatihan, sertifikasi, dan rekrutmen competencies through training, certification, and recruitment
yang didukung oleh talent management system. Seiring supported by a talent management system. Along with the
dengan peningkatan kompetensi SDM dilakukan, perlu improvement of HR competencies, it is also necessary to
juga dilakukan transformasi budaya perusahaan untuk transform the corporate culture to create human resources
menciptakan SDM yang inovatif, digital savvy, serta memiliki that are innovative, digital savvy, and have risk awareness.
risk awareness. Dengan begitu perusahaan akan mampu That way the company will be able to provide a competitive
memberikan competitive advantage sehingga dapat advantage so that it can outperform its competitors in the
mengungguli pesaingnya di pasar. Tantangan yang dihadapi market. The challenges faced by the company in increasing
perusahaan dalam peningkatan kapabilitas dan perbaikan capabilities and improving services are the development
layanan adalah pembangunan talent management system of a talent management system and the transformation of
dan transformasi budaya perusahaan. corporate culture.

Pandemi COVID-19 memberikan pengaruh yang cukup berat The COVID-19 pandemic has a fairly heavy impact on the
terhadap pertumbuhan perusahaan, sehingga penyusunan company’s growth, so that the preparation of the 2021 RKAP
RKAP 2021 diasumsikan bahwa Pandemi COVID-19 masih is assumed that the COVID-19 pandemic will still continue
tetap berlangsung sampai dengan program vaksinasi until the vaccination program is implemented. Based on
dilaksanakan. Berdasarkan gambaran singkat tersebut, this brief description, the company is expected to achieve
perusahaan diharapkan dapat mencapai target kinerja the performance targets set by the shareholders in the
tetapkan oleh pemegang saham dalam Aspirasi Pemegang Shareholders’ Aspirations (APS) which refers to the 5 (five)
Saham (APS) yang mengacu kepada 5 (lima) prioritas BUMN. priorities of SOEs.
Pengembangan bisnis baru untuk menunjang pertumbuhan New business development to support the company’s long-
perusahaan jangka panjang perusahaan secara sustainable. term sustainable growth. In accordance with the theme of
Sesuai dengan tema RKAP 2021 bahwa pengembangan the 2021 RKAP that new business development is based
bisnis baru berbasis inovasi dan penguatan kompetensi yang on innovation and strengthening existing competencies. In
ada. Selain pengembangan bisnis organic terutama pada addition to organic business development, especially in the
sektor eksisting dengan leading unit yang akan melakukan existing sector with leading units that will carry out strategic
inisiatif strategis adalah Sektor Bisnis berkoordinasi dengan initiatives, namely the Business Sector in coordination
Divisi Marketing Korporat, tahun 2021 beberapa inisiatif with the Corporate Marketing Division, in 2021 several
strategis juga dilakukan dalam pengembangan bisnis an strategic initiatives are also carried out in organic business
organik dengan leading unit Divisi Perencanaan Strategis, development with the Strategic Planning Division leading
pengembangan yang telah dilakukan antara lain: unit, the developments that have been carried out include,
among others:
1. Pengembangan Bisnis Efisiensi Energi melalui bisnis 1. Energy Efficiency Business Development through the
model Energy Saving Company (ESCO) dengan teknologi Energy Saving Company (ESCO) business model with
Insulation Window telah dilakukan kerja sama dengan Insulation Window technology has been carried out in
Grundels (Swedia). Selain itu ESCO juga dikembangkan collaboration with Grundels (Sweden). In addition, ESCO
dengan teknologi passive electricity generator (Energyn) was also developed with passive electricity generator
bekerja sama dengan PT MIOTA. (Energyn) technology in collaboration with PT MIOTA.
2. Pengembangan Bisnis Internet of Things bekerja sama 2. Development of the Internet of Things Business in
dengan PT MIOTA dan PT Alita, bisnis IoT akan di-bundling collaboration with PT MIOTA and PT Alita, the IoT business
dengan bisnis ESCO, dimana parameter listrik dan will be bundled with the ESCO business, where electricity
tingkat penghematan ESCO di-monitor menggunakan parameters and ESCO savings rates are monitored using
IoT secara realtime. IoT in real time.
3. Pengembangan Bisnis Interactive E-Learning bekerja 3. Development of the Interactive E-Learning Business in
sama dengan PT NOVO Indonesia, telah diselesaikan collaboration with PT NOVO Indonesia, 1 (one) E-Learning
1 (satu) produk E-Learning: Awareness SMK3 dan telah product has been completed: Awareness SMK3 and
dilakukan sosialisasi ke Unit Operasi agar produk dapat socialization has been carried out to the Operations Unit
segera dipasarkan, adapun materi E-Learning dapat so that the product can be immediately marketed, as
disesuaikan dengan kebutuhan pelanggan. for the material E-Learning can be tailored to customer
needs.
Annual Report 2021

245
Komitmen Penerapan Tata Kelola

secara Berkelanjutan
Commitment to Sustainable Governance Implementation
Your Trusted Partner for Assurance merupakan tagline Surveyor Your trusted partner for assurance is Surveyor Indonesia’s tagline. The
Indonesia. Kalimat tersebut sangat mudah untuk diucapkan, namun sentence is very easy to say, but behind it there is a huge responsibility.
di balik itu terdapat pertanggungjawaban yang sangat besar. Karena Therefore, to ensure that the tagline can be conveyed properly to all
itu, untuk memastikan tagline tersebut dapat tersampaikan dengan customers, the company is committed to implementing Good Corporate
baik kepada seluruh pelanggan, Perusahaan berkomitmen untuk Governance (GCG) principles as well as possible. This is done to create a
menerapkan prinsip Tata Kelola Perusahaan yang Baik atau Good company that is trusted by stakeholders, has superior performance, and
Corporate Governance (GCG) dengan sebaik-baiknya. Hal ini dilakukan grows sustainably.
untuk dapat mewujudkan Perseroan yang dipercaya oleh pemangku
kepentingan, memiliki kinerja yang unggul, serta tumbuh secara
berkelanjutan.
Bagi Surveyor Indonesia, GCG bukan merupakan hal yang baru. For Surveyor Indonesia, GCG is not a new thing. The company has made
Perusahaan menjadikan GCG sebagai landasan utama dalam GCG the main foundation in its operations since it was first established
operasional sejak pertama kali didirikan pada tahun 1991. in 1991.

Pelaksanaan GCG di lingkungan Surveyor Indonesia bukan hanya The implementation of GCG in the Surveyor Indonesia’s environment
sebagai bentuk kepatuhan terhadap peraturan perundang-undangan, is not only a form of compliance with laws and regulations, but is also
akan tetapi juga dijadikan sebagai suatu budaya dan pedoman perilaku used as a culture and behavioral guidelines in daily activities. Surveyor
dalam aktivitas sehari-hari. Surveyor Indonesia senantiasa mengikuti Indonesia always follows the development of best governance practices
perkembangan praktik tata kelola terbaik yang berlaku di ranah nasional, applicable in the national, regional, and international realms that are
regional, maupun internasional yang relevan dan sesuai dengan relevant and in accordance with the needs of the Company. These
kebutuhan Perusahaan. Upaya tersebut adalah bagian dari komitmen efforts are part of Surveyor Indonesia’s commitment to encourage the
Surveyor Indonesia untuk mendorong terwujudnya Perusahaan yang establishment of a strong and independent company.
kokoh dan independen.
Tidak hanya itu, komitmen Surveyor Indonesia terhadap impelementasi Not only that, Surveyor Indonesia commitment to the implementation
GCG juga terlihat dari efektivitas governance structure yang dimiliki of GCG can also be seen from the effectiveness of the governance
oleh Perusahaan dan governance process yang telah dilaksanakan structure owned by the Company and the governance processes that
di lingkungan Perusahaan. Governance structure dan governance have been implemented within the Company. The governance structure
process telah mendorong tercapaian governance outcome sesuai and governance process have driven the achievement of governance
dengan harapan yang telah disusun oleh para pemangku kepentingan outcomes in accordance with the expectations set by the Company’s
Perusahaan. Secara berkala, Surveyor Indonesia juga senantiasa stakeholders. Periodically, Surveyor Indonesia also keeps abreast of
mengikuti perkembangan best practice tata kelola perusahaan yang developments in good corporate governance best practices according
baik sesuai dengan kebutuhan Perusahaan. to the needs of the Company.
Landasan Pelaksanaan GCG GCG Implementation Foundation
Penerapan GCG di lingkungan Surveyor Indonesia mengacu kepada The implementation of GCG within Surveyor Indonesia refers to several
beberapa peraturan/perundangan yang berlaku di Indonesia, di antaranya: regulations/laws in force in Indonesia, including:
1. Undang-Undang Republik Indonesia 1. Law of the Republic of Indonesia
a. Undang-Undang Republik Indonesia No. 40 Tahun 2007 tentang a. Law of the Republic of Indonesia No. 40 of 2007 concerning
Perseroan Terbatas. Limited Liability Companies.
b. Undang-Undang Republik Indonesia No. 19 Tahun 2003 tentang b. Law of the Republic of Indonesia No. 19 of 2003 concerning State
Badan Usaha Milik Negara (BUMN). Owned Enterprises (SOE).
c. Undang-Undang Republik Indonesia No. 20 Tahun 2001 tentang c. Law of the Republic of Indonesia No. 20 of 2001 concerning
Perubahan atas Undang-Undang Republik Indonesia No. 31 Amendments to the Law of the Republic of Indonesia No. 31 of
Tahun 1999 tentang Pemberantasan Tindak Pidana Korupsi. 1999 concerning Eradication of Corruption Crime.
d. Undang-Undang Republik Indonesia No. 28 Tahun 1999 tentang d. Law of the Republic of Indonesia No. 28 of 1999 concerning
Penyelenggara Negara yang Bersih dan Bebas dari Korupsi, State Administrators who are Clean and Free from Corruption,
Kolusi, dan Nepotisme. Collusion and Nepotism.
e. Undang-Undang Republik Indonesia No. 15 Tahun 2002 tentang e. Law of the Republic of Indonesia No. 15 of 2002 concerning
Tindak Pidana Pencucian Uang sebagaimana telah diubah the Crime of Money Laundering as amended by the Law of the
dengan Undang-Undang Republik Indonesia No. 25 Tahun Republic of Indonesia No. 25 of 2003.
2003.
f. Undang-Undang Republik Indonesia No. 14 Tahun 2008 tentang f. Law of the Republic of Indonesia No. 14 of 2008 concerning
Keterbukaan Informasi. Information Disclosure.
g. Undang-Undang Republik Indonesia No. 11 Tahun 2008 tentang g. Law of the Republic of Indonesia No. 11 of 2008 concerning
Informasi dan Transaksi Elektronik. Electronic Information and Transactions.
2. Peraturan Pemerintah 2. Government Regulations
a. Peraturan Pemerintah No. 38 Tahun 2008 tentang Perubahan a. Government Regulation No. 38 of 2008 concerning
atas Peraturan Pemerintah No. 6 Tahun 2006 tentang Amendments to Government Regulation No. 6 of 2006
Pengelolaan Barang Milik Negara/ Daerah. concerning Management of State/Regional Property.
b. Peraturan Pemerintah No. 41 Tahun 2003 tentang Pelimpahan b. Government Regulation No. 41 of 2003 concerning the
Kedudukan, Tugas, dan Kewenangan Menteri Keuangan Delegation of the Position, Duties and Authority of the Minister
pada Perusahaan Perseroan (Persero), Perusahaan Umum of Finance to Limited Liability Companies (Persero), Public
Annual Report 2021

249
(Perum), dan Perusahaan Jawatan (Perjan) kepada Menteri Companies (Perum), and Service Companies (Perjan) to the
Negara Badan Usaha Milik Negara (Lembaran Negara Republik State Minister for State-Owned Enterprises (State Gazette of
Indonesia Tahun 2003 No. 82, Tambahan Lembaran Negara No. the Republic of Indonesia of 2003 No. 82, Supplementary State
4305). Gazette No. 4305).
3. Peraturan Menteri Badan Usaha Milik Negara dan Keputusannya 3. Regulation of the Minister for State-Owned Enterprises and Decrees
a. Peraturan Menteri Negara BUMN No. PER-01/ MBU/2011 tanggal a. Regulation of the Minister of State for SOEs No. PER-01/MBU/2011
1 Agustus 2011 dan perubahannya No. PER-09/MBU/2012 dated August 1, 2011 and its amendments No. PER-09/MBU/2012
tentang Penerapan Tata Kelola Perusahaan yang Baik (Good concerning the Implementation of Good Corporate Governance
Corporate Governance) pada Badan Usaha Milik Negara dan in State-Owned Enterprises and their Amendments.
Perubahannya.
b. Peraturan Menteri Negara BUMN No. PER-04/ MBU/2014 b. Regulation of the Minister of State for SOEs No. PER-04/ MBU/2014
tentang Pedoman Penetapan Penghasilan Direksi, Dewan concerning Guidelines for Determining the Remuneration of the
Komisaris, dan Dewan Pengawas Badan Usaha Milik Negara Board of Directors, Board of Commissioners and Supervisory
dan Perubahannya. Board of State- Owned Enterprises and their Amendments.
c. Peraturan Menteri BUMN No. PER-02/MBU/2013 tanggal 18 c. Regulation of the Minister of BUMN No. PER-02/ MBU/2013 dated
Februari 2013 tentang Panduan Penyusunan Pengelolaan February 18, 2023 concerning Guidelines for the Compilation of
Teknologi Informasi BUMN. SOE Information Technology Management.
d. Keputusan Sekretaris Menteri Negara BUMN No. SK-16/S. d. Decree of the Secretary of the State Minister for SOEs No. SK-
MBU/2012 tanggal 6 Juni 2012 tentang Indikator/Parameter 16/S.MBU/2012 dated June 6, 2012 concerning Indicators/
Penilaian dan Evaluasi atas Penerapan Tata Kelola Perusahaan Parameters for Assessment and Evaluation of the Implementation
yang Baik (Good Corporate Governance) pada BUMN. of Good Corporate Governance in BUMN.
4. Anggaran Dasar Perusahaan 4. Company Articles of Association
5. Pedoman Umum Good Corporate Governance yang dikeluarkan 5. General Guidelines for Good Corporate Governance issued by the
oleh Komite Nasional Kebijakan Governance tahun 2006. National Committee on Governance Policy in 2006.
Tujuan Penerapan GCG Objectives of GCG Implementation
Tujuan penerapan GCG di Surveyor Indonesia selaras dengan tujuan The objectives of GCG implementation in Surveyor Indonesia are in line
penerapan GCG di Badan Usaha Milik Negara (BUMN) yang tercantum with the objectives of GCG implementation in State- Owned Enterprise
dalam Peraturan Menteri Negara BUMN No. PER-01/MBU/2011 tentang (SOE) stipulated in Regulation of SOE Minister No. PER-01/MBU/2011 on
Penerapan Tata Kelola Perusahaan yang Baik (Good Corporate the Implementation of Good Corporate Governance at SOE, as amended
Governance) pada BUMN sebagaimana diubah dengan Peraturan by Regulation of SOE Minister No. PER-09/ MBU/2012, which are:
Menteri BUMN No. PER-09/MBU/2012, yakni:
1. Mengoptimalkan nilai Perusahaan agar Perusahaan memiliki 1. Optimize the value of the Company so that the Company has strong
daya saing yang kuat, baik secara nasional maupun internasional, competitiveness, both nationally and internationally, so that it is
sehingga mampu mempertahankan keberadaannya dan tumbuh able to maintain its existence and grow sustainably to achieve the
berkelanjutan untuk mencapai maksud dan tujuan Perusahaan. Company’s goals and objectives.
2. Mendorong pengelolaan Perusahaan secara profesional, efisien, 2. To support the Company’s management professionally, efficiently,
dan efektif, serta memberdayakan fungsi dan meningkatkan and effectively, as well as to empower functions and increase the
kemandirian organ Perusahaan. independence of the Company’s organs.
3. Mendorong agar organ Perusahaan dalam membuat keputusan 3. To support the Company’s organs in making decisions and taking
dan menjalankan tindakan dilandasi nilai moral yang tinggi dan actions based on high moral values and compliance with laws and
kepatuhan terhadap peraturan perundang-undangan, serta regulations, as well as awareness of SOE’s social responsibility
kesadaran akan adanya tanggung jawab sosial Perusahaan towards the stakeholders and the environmental preservation
terhadap pemangku kepentingan maupun kelestarian lingkungan surrounding the SOE.
di sekitar Perusahaan.
4. Meningkatkan kontribusi Perusahaan dalam perekonomian 4. To increase the Company’s contributions to the national economy.
nasional.
5. Meningkatkan iklim yang kondusif bagi perkembangan investasi 5. To increase a climate conducive to the development of national
nasional melalui kinerja optimal Perusahaan. investment through optimal performance of the Company.

Prinsip GCG GCG Principle
Penjelasan Sesuai Pedoman

Prinsip Surveyor Indonesia Komitmen Perusahaan
Principle Explanation according to the Surveyor Company Commitment
Indonesia Guidelines
Transparansi Keterbukaan dalam proses pengambilan Perusahaan selalu berusaha untuk mempelopori pengungkapan informasi
keputusan dan keterbukaan dalam keuangan dan informasi penting lainnya baik kepada pihak yang berkepentingan
mengemukakan informasi material dan secara lengkap dan tepat waktu. Pengungkapan tersebut tidak terbatas pada
relevan mengenai Perusahaan. informasi yang bersifat wajib namun juga diupayakan untuk informasi-informasi
relevan lainnya (voluntary) yang diperlukan berbagai pihak dalam pengambilan
keputusan yang berhubungan dengan Perusahaan.
Transparency Transparency in decision-making The Company always strives to take the lead in the complete and timely
processes and transparency in expressing disclosure of financial information and other important information to interested
material and relevant information about the parties. The disclosure is not limited to compulsory information, but also strives
Company. for other relevant (voluntary) information required by various parties in making
decisions related to the Company.
Akuntabilitas Kejelasan fungsi, pelaksanaan, dan Perusahaan meyakini bahwa akuntabilitas berhubungan dengan keberadaan
pertanggungjawaban organ Perusahaan sistem yang mengendalikan hubungan antara individu dan/atau organ yang
dan seluruh jajaran Perusahaan sehingga ada di Perusahaan maupun hubungan antara Perusahaan dengan pihak
pengelolaan Perusahaan terlaksana secara yang berkepentingan. Perusahaan menerapkan prinsip akuntabilitas sebagai
efektif. salah satu solusi mengatasi problem yang timbul sebagai konsekuensi logis
perbedaan kepentingan individu dengan kepentingan Perusahaan maupun
kepentingan Perusahaan dengan pihak yang berkepentingan.
Akuntabilitas dapat dicapai mendasarkan pada keseimbangan pembagian

kekuasaan antarorgan Perusahaan—yaitu RUPS, Dewan Komisaris, dan
Direksi. RUPS sebagai organ tertinggi dan memegang semua kekuasaan
yang tidak diberikan kepada organ yang lain. Dewan Komisaris melakukan
tugas pengawasan dan pemberian nasihat kepada Direksi. Sementara Direksi
bertanggung jawab dalam pengurusan Perusahaan.
Perusahaan menerapkan akuntabilitas dengan mendorong seluruh individu

dan/atau organ Perusahaan menyadari hak dan kewajiban, tugas dan tanggung
jawab serta kewenangannya. Akuntabilitas seluruh jajaran Perusahaan
berarti setiap orang bertanggung jawab atas setiap tugas yang diamanatkan
kepadanya. Perusahaan juga telah menyusun buku panduan bagi Dewan
Komisaris dan Direksi (Board Manual) yang berisi tentang pedoman pelaksanaan
tugas dan tanggung jawab baik Dewan Komisaris maupun Direksi.
Accountability Clarity of functions, implementation and The Company believes that accountability is related to the existence of a system
responsibilities of the Company’s organs that controls the relationship between individuals and/or organs in the Company
and all levels of the Company so that the as well as the relationship between the Company and interested parties. The
management of the Company is carried out Company applies the principle of accountability as a solution to solving problems
effectively. that arise as a logical consequence of differences in individual interests with
the interests of the Company and the interests of the Company and interested
parties.
Accountability can be achieved based on the balance of power distribution

between the Company’s organs namely the GMS, the Board of Commissioners
and the Board of Directors. The GMS is the highest organ and holds all the
powers that are not given to other organs. the Board of Commissioners performs
supervisory duties and provides advice to the Board of Directors. Meanwhile, the
Board of Directors is responsible for managing the Company.
The Company implements accountability by encouraging all individuals and/

or company organs to be aware of their rights and obligations, duties and
responsibilities as well as authority. Accountability of all levels of the Company
means that everyone is responsible for every task assigned to them. The
Company has also prepared a guidebook for the Board of Commissioners
and Directors (Board Manual) which contains guidelines for implementing the
duties and responsibilities of both the Board of Commissioners and the Board of
Directors.
Annual Report 2021

251
Penjelasan Sesuai Pedoman

Prinsip Surveyor Indonesia Komitmen Perusahaan
Principle Explanation according to the Surveyor Company Commitment
Indonesia Guidelines
Pertanggungjawaban Kesesuaian di dalam pengelolaan Perusahaan meyakini bahwa Perusahaan beroperasi dalam tatanan sistem yang
Perusahaan terhadap peraturan diatur oleh peraturan perundang-undangan dan nilai–nilai yang berkembang
perundang-undangan yang berlaku dan dalam masyarakat. oleh karena itu untuk menjadi Good Corporate Citizen,
prinsip-prinsip korporasi yang sehat. Perusahaan berusaha senantiasa mematuhi semua hukum dan peraturan
perundang-undangan yang ada serta sistem nilai yang hidup di masyarakat.
Responsibility Conformity in the management of the The Company believes that the Company operates in a system regulated by laws
Company with the prevailing laws and and regulations and the values that develop in society. Therefore, to become a
regulations and sound corporate principles. Good Corporate Citizen, the Company strives to always comply with all laws and
regulations that exist as well as the value system that lives in society.
Kemandirian Kondisi pengelolaan Perusahaan secara Perusahaan selalu menghormati hak dan kewajiban, tugas dan tanggung jawab,
profesional tanpa benturan kepentingan serta kewenangan masing-masing organ Perusahaan. Surveyor Indonesia
dan pengaruh/tekanan dari pihak meyakini bahwa apabila prinsip kemandirian dapat diterapkan secara optimal,
manapun yang tidak sesuai dengan seluruh organ Perusahaan dapat bertugas dengan baik bagi kepentingan
peraturan perundang-undangan yang Perusahaan.
berlaku dan prinsip pengelolaan korporasi
Independency yang sehat.
The condition of the Company professional The Company always respects the rights and obligations, duties and
management without conflict of interest responsibilities as well as the authority of each company organ. Surveyor
and influence/ pressure from any party that Indonesia believes that if the principle of independence can be applied optimally,
is not in accordance with the prevailing laws all of the Company’s organs can function properly for the Company’s interests.
and regulations and the principles of sound
corporate management.
Kewajaran Perusahaan menjamin bahwa setiap Perusahaan menjamin bahwa pemenuhan kepentingan pihak- pihak yang
Pemegang Saham dan stakeholder berkepentingan dengan perusahaan akan dilakukan secara adil dan setara
mendapatkan perlakuan yang wajar, dan sesuai batas-batas yang diatur dalam ketentuan peraturan Perundang-
dapat menggunakan hak-haknya sesuai undangan yang berlaku serta perikatan yang ada.
dengan peraturan perundang-undangan Prinsip kewajaran juga dilakukan dalam hal yang berkaitan dengan masalah
yang berlaku. internal, termasuk misalnya dalam masalah kepegawaian. Perusahaan akan
Fairness memperlakukan setiap karyawan secara adil dan bebas dari bias karena
perbedaan suku, agama, asal-usul, jenis kelamin, atau hal-hal lain yang tidak ada
kaitannya dengan kinerja.
The Company guarantees that every The Company guarantees that the fulfillment of related parties interest will be
shareholder and stakeholder get fair carried out fairly and equally in accordance with the limits stipulated in the
treatment, and can use their rights in provisions of the prevailing laws and regulations as well as existing engagements.
accordance with the applicable laws and The fairness principle also applied in internal problem related matters, including
regulations. for example employment issue. The Company will treat every employee fairly
and free from bias due to differences in ethnicity, religion, origin, gender, or other
things that have nothing to do with performance.

Kerangka Penerapan Tata Kelola

Perusahaan
Corporate Governance Implementation Framework
Penerapan Tata Kelola Perusahaan di Surveyor Indonesia mengacu The implementation of Corporate Governance at Surveyor Indonesia
pada peraturan perundang-undangan yang berlaku dan best practices refers to the prevailing laws and regulations and best practices that apply
yang berlaku di industri, khususnya industri keuangan. Untuk itu, in the industry, especially the financial industry. To that end, Surveyor
Surveyor Indonesia telah menyusun kerangka penerapan GCG yang Indonesia has prepared a GCG implementation framework which can
secara umum dapat dibagi menjadi 3 (tiga) bagian, yaitu: generally be divided into 3 (three) parts, namely:
1. Governance Structure 1. Governance Structure
yaitu struktur tata kelola yang terdiri dari organ utama dan organ namely the governance structure consisting of the main and
pendukung. supporting organs.
2. Governance Process 2. Governance Process
yaitu proses dan mekanisme kerja dari organ tata kelola. namely the processes and working mechanisms of the governance
organ.
3. Governance Outcome 3. Governance Outcome
yaitu hasil dari penerapan tata kelola dengan tujuan akhir namely the result of the implementation of good corporate
“Meningkatkan Nilai Perusahaan”. governance with the ultimate goal of “Increasing Company Value”.
Hasil Tata Kelola

Governance Outcome
Struktur Tata Kelola Proses Tata Kelola

Governance Structure Governance Process
Hubungan dengan pemangku kepentingan

Stakeholder Relations
Manajemen Risiko dan Pengendalian Internal
Risk Management and Internal Control
RUPS Manajemen Kinerja

Dewan Komisaris dan Organ di bawahnya Performance Management
GMS Perencanaan Strategis
Board of Commissioners and Organs under it Strategic Planning
Perumusan Kebijakan dan Pengambilan Keputusan
Policy Formulation and Decision Making
Kantor Akuntan Publik
Public Accountant Office
Visi dan Misi Kode Etik

AHKLAK
Vision and Mission Code of Conduct
Transparansi Akuntabel Pertanggungjawaban Independensi Kewajaran

Transparency Accountability Responsibility Independency Fairness
Annual Report 2021

253
Struktur Tata kelola Governance Structure
Struktur dan Perangkat Kebijakan Tata Kelola Perusahaan Surveyor Surveyor Indonesia Corporate Governance Policy Structure and Tools
Indonesia
Undang-Undang dan Peraturan

Laws and Regulations
Visi, Misi, dan Nilai-Nilai Surveyor Indonesia

Vision, Mission and Values of Surveyor Indonesia
Infrastruktur GCG Soft Structure GCG

(Organ Utama dan Organ Pendukung) (Perangkat Kebijakan)
GCG Infrastructure GCG Soft Structure
(Main Organs and Supporting Organs) (Policy Instruments)
Penerapan dan Pemantauan GCG Surveyor Indonesia

Implementation and Monitoring of Surveyor Indonesia GCG
Surveyor Indonesia telah memiliki ketiga organ utama tersebut, baik Surveyor Indonesia has the three main organs, the GMS, the Board of
RUPS, Dewan Komisaris, dan Direksi. Dewan Komisaris dan Direksi Commissioners, and the Board of Directors. The Board of Commissioners
memiliki tanggung jawab untuk memelihara kesinambungan usaha and the Board of Directors have responsibility to maintain the long-
Perusahaan dalam jangka panjang. oleh karena itu, Dewan Komisaris term sustainability of the Company’s business. Therefore, the Board
dan Direksi harus memiliki kesamaan persepsi terhadap visi, misi, of Commissioners and the Board of Directors must have the same
dan nilai-nilai Perusahaan. Infrastruktur GCG Surveyor Indonesia juga perception of the Company’s vision, mission and values. Surveyor
mengikutsertakan beberapa aspek penting yang berperan untuk Indonesia’s GCG infrastructure also includes several important aspects
mendukung penguatan kontrol dan pengelolaan terhadap Perusahaan, that contribute in supporting the strengthen of Company control and
terdiri dari organ pendukung yang meliputi Sekretaris Perusahaan, management, consist of supporting organs including the Corporate
Satuan Pengawasan Intern, Satuan Human Capital, Fungsi Teknologi Secretary, Internal Audit Unit, Human Capital Unit, Information Technology
Informasi, dan Fungsi Manajemen Risiko yang berada di bawah Direksi, Function, and Risk Management Function which under the Board of
serta Komite Audit yang berada di bawah Dewan Komisaris. Directors, as well as the Audit Committee which is under the Board of
Commissioners.

Bagan Struktur Tata Kelola Surveyor Indonesia Surveyor Indonesia Governance Structure Chart
Rapat Umum Pemegang Saham

Organ
Utama
Main
Organs
Dewan Komisaris Direksi

Board of Commissioners Board of Directors
Sekretaris Fungsi Fungsi

Satuan Satuan
Organ Dewan Komite Sekretaris Teknologi Manajemen
Pengawasan Human
Pendukung Komisaris Audit Perusahaan Informasi Risiko
Intern Capital
Supporting Secretary of Audit Corporate Information Risk
Internal Audit Human
Organs the Board of Committee Secretary Technology Management
Unit Capital Unit
Commissioners Functions Function
Organ
Eksternal Audit Independen/Akuntan Publik
External Independent Audit/Public Accountant
Organs
Governance Process Governance Process
Governance process merupakan serangkaian mekanisme dan Governance process is a series of mechanisms and processes for
proses penerapan prinsip corporate governance yang didukung oleh implementing corporate governance principles supported by adequate
kecukupan struktur dan infrastruktur agar dapat menghasilkan outcome structure and infrastructure in order to produce outcomes that are in line
yang sesuai dengan harapan pemangku kepentingan Perusahaan. with the expectations of the Company’s stakeholders.
Agar tatanan GCG dapat berjalan dengan baik, dibutuhkan mekanisme For the purpose of a good implementation of GCG system, mechanisms
dan proses yang tertuang dalam perangkat kebijakan yang dimiliki and processes are needed in the Company’s policies. In order to improve
Perusahaan. Dalam rangka meningkatkan kualitas penerapan praktek the quality of the implementation of best practice GCG principles, the
terbaik prinsip GCG, Perusahaan telah melakukan peninjauan dan Company has reviewed and improved its soft structure, namely
penyempurnaan terhadap Soft Structure-nya yakni pedoman dan guidelines and policy instruments. These guidelines and policies clearly
perangkat kebijakan. Pedoman dan kebijakan tersebut secara jelas regulate all aspects of the management of the Company, including
mengatur segala aspek pengelolaan Perusahaan, termasuk di antaranya providing a definition of the vision, mission and Corporate values; explain
memberikan definisi visi, misi, dan nilai-nilai Perusahaan; menjelaskan the policy of strategy formulation, organizational development, corporate
kebijakan penyusunan strategi, penyusunan organisasi, kesekretariatan secretariat, risk management, internal control and supervision systems,
korporasi, manajemen risiko, sistem pengendalian internal dan ethical standards, finance, accounting, HR management, and so on.
pengawasan, standar etika, keuangan, akuntansi, pengelolaan SDM,
dan sebagainya.
Annual Report 2021

255
Perangkat Kebijakan GCG Surveyor Indonesia Surveyor Indonesia GCG Policy Toolkit
Undang-Undang No. 40 Tahun 2007 tentang Perseroan Terbatas & Undang-Undang No. 19 Tahun 2003 tentang BUMN
Law No. 40 of 2007 regarding Limited Liability Companies & Law No. 19 of 2003 concerning SOE
Peraturan Menteri BUMN No. PER-01/MBU/2011 tentang Penerapan GCG pada BUMN
Minister of SOE Regulation No. PER-01/MBU/2011 concerning the Implementation of GCG in SOE
• Soft Structure GCG Surveyor Indonesia • Pedoman Manajemen Risiko

Surveyor Indonesia GCG Soft Structure Risk Management Guidelines
• Anggaran Dasar Perusahaan • Pedoman Sistem Pengendalian Internal
Articles of Association Internal Control System Guidelines
• Panduan Good Corporate Governance, atau GCG Code • Pedoman Penanganan Benturan Kepentingan
Good Corporate Governance Guidelines, or GCG Code Guidelines for Conflict of Interest Management
• Kebijakan Kode Etik dan Pedoman Perilaku (Code of • Kebijakan Gratifikasi
Conduct) Gratification Policies
Code of Ehtics and Code of Conduct Policies • Pedoman Pengadaan Barang dan Jasa
• Panduan atau Board Manual bagi Dewan Komisaris dan Guidelines for Procurement of Good and Services
Direksi • Pedoman Sistem Pelaporan Pelanggaran
Guidelines or Board Manual for the Board of Guidelines for Procurement of Good and Services
Commissioners and Directors • (Whistleblowing System)
• Piagam atau Charter Komite Audit Guidelines of Whistleblowing System
Audit Committee Charter • Pedoman Penyampaian Laporan Harta Kekayaan
• Piagam atau Charter Audit Internal Penyelenggara Negara
Internal Audit Charter or Charter Guidelines to Submit State official Wealth Report
Perkembangan perangkat kebijakan yang dimiliki Perusahaan dapat The development of the Company’s policy instruments can be seen
dilihat di bawah ini: below:
Perangkat Kebijakan Pengesahan Terakhir

Policy Instrument Latest Ratification
Perubahan terakhir ditetapkan melalui Akta No. 29 tanggal 28 Juni 2011, dibuat di hadapan Akta Notaris Vera
Anggaran Dasar Perusahaan Dewi Rochyati, S.H.
Company Articles of Association The last amendment was stipulated through Deed No. 29 dated June 28, 2011, made before the Notary Vera
Dewi Rochyati SH.
Panduan Good Corporate Governance atau GCG Telah diperbaharui dan disahkan Dewan Komisaris dan Direksi pada 30 Desember 2020.
Code Has been updated and approved by the Board of Commissioners and Board of Directors on December 30,
Governance, atau GCG Code GCG Code 2020.
Kebijakan Kode Etik dan Pedoman Perilaku (Code
Telah diperbaharui serta disahkan Dewan Komisaris dan Direksi pada 20 November 2020.
of Conduct)
It has been updated and approved by the Board of Commissioners and Board of Directors on November 20,
Code of Ethics and Code of Conduct (Code of
2020.
Conduct) Policy
Panduan atau Board Manual bagi Dewan
Telah diperbaharui serta disahkan Dewan Komisaris dan Direksi pada 30 Desember 2020.
Komisaris dan Direksi
Has been updated and approved by the Board of Commissioners and Board of Directors on December 30,
Guidelines or Board Manual for the Board of
2020
Commissioners and the Board of Directors
Telah disusun dan disahkan melalui Keputusan Dewan Komisaris No. KEP-08/KOM-XI/2015 tentang Penetapan
Piagam atau Charter Komite Audit Piagam Komite Audit Perusahaan Perseroan (Persero) PT Surveyor Indonesia.
Audit Committee Charter Has been compiled and ratified through the Board of Commissioners Decree No. KEP-08/ KOM-XI/2015
concerning Stipulation of the Audit Committee Charter of the Company (Persero) PT Surveyor Indonesia.
Telah ditetapkan dan diperbaharui oleh Dewan Komisaris dan Direksi pada 28 Desember 2015.
Piagam atau Charter Audit Internal
Has been stipulated and updated by the Board of Commissioners and the Board of Directors on December
Internal Audit Charter
28, 2015.

Perangkat Kebijakan Pengesahan Terakhir

Policy Instrument Latest Ratification
Telah disahkan melalui Surat Keputusan Direksi No. SKD-001/DRU-II/DPS/2021 tentang Kebijakan Manajemen
Pedoman Manajemen Risiko Risiko PT Surveyor Indonesia pada tanggal 15 Februari 2021.
Risk Management Guidelines Has been ratify by the Board of Directors Decree No. SKD-001/DRU-II/DPS/2021 concerning Risk Management
Policy of PT Surveyor Indonesia on February 15, 2021.
Telah disahkan melalui Surat Keputusan Direksi No. SKD-002/DRU-SP/ SPI/XII/2012 tanggal 28 Desember
Pedoman Sistem Pengendalian Internal
2012.
Internal Control System Guidelines
Has been ratify by the Board of Directors Decree No. SKD-002/DRU-SP/SPI/XII/2012 dated December 28, 2012.
Pedoman Penanganan Benturan Kepentingan Telah disahkan melalui Surat Keputusan Direksi No. SKD-001/DRU-IX/ SPI/2015 tanggal 14 September 2015.
Conflicts of Interest Handling Guidelines Has been ratify by the Board of Directors Decree No. SKD-001/DRU-IX/SPI/2015 dated September 14, 2015.
Telah disahkan melalui Surat Keputusan Direksi No. SKD-007/DRU-IX/SP/2020 tentang Kebijakan
Kebijakan Pengendalian Gratifikasi Pengendalian Gratifikasi pada tanggal 21 September 2020.
Gratuity Control Policy Have been ratified through Board of Directors Decree No. SKD-007/DRU-IX/SP/2020 concerning Gratification
Control Policy on September 21, 2020
Telah disahkan melalui Keputusan Direksi No. SKD-001/DRU-IX/DMF/2020 tentang Addendum Keputusan
Direksi No. SKD-002/DRU-XII/DMF/2018 tentang Pengadaan Barang dan Jasa PT Surveyor Indonesia pada
Pedoman Pengadaan Barang dan Jasa tanggal 18 September 2020.
Goods and Services Procurement Guidelines Has been ratify by the Board of Directors Decree No. SKD-001/DRU-IX/DMF/2020 concerning Addendum
to Directors’ Decision No. SKD-002/DRU-XII/DMF/2018 concerning Procurement of Goods and Services for
PT Surveyor Indonesia in September 18, 2020.
Telah disahkan melalui Keputusan Bersama Direksi dan Dewan Komisaris No. 003/DRU-X/SPI/2017 tentang
Pedoman Sistem Pelaporan Pelanggaran
Sistem Pelaporan Pelanggaran (Whistleblowing System) PT Surveyor Indonesia.
(Whistleblowing System)
Has been ratified by Board of Directors and Board of Commissioners Joint Decree No. 003/DRU-X/SPI/2017
Whistleblowing System Guidelines
concerning the Whistleblowing System of PT Surveyor Indonesia.
Pedoman Penyampaian Laporan Harta Kekayaan
Penyelenggara Negara Telah disahkan melalui Keputusan Direksi No. SKD-012/DRU-I/DHC/2020 tanggal 2 Januari 2020.
Submission of State Administrators Wealth Reports Has been ratify by the Board of Directors Decree No. SKD-012/DRU-I/DHC/2020 dated January 2, 2020
Guidelines
Hubungan dengan Pemegang Saham dan Pemangku Kepentingan Relationship with Shareholders and Stakeholders
Surveyor Indonesia senantiasa memenuhi kewajiban kepada pemegang Surveyor Indonesia always fulfills its obligations to the Shareholders as
saham selaku pemilik Perusahaan sesuai ketentuan perundang- the owner of the Company in accordance with the prevailing laws and
undangan yang berlaku. Pemenuhan kewajiban tersebut meliputi: regulations. Fulfillment of these obligations includes:
1. Perusahaan menjamin perlakuan yang setara dan wajar terhadap 1. The Company guarantees equal and fair treatment for all
seluruh pemegang saham agar dapat menggunakan hak-hak Shareholders in order to exercise their rights and obligations in
dan kewajibannya sesuai peraturan perundang-undangan dan accordance with the Prevailing Laws and the Articles of Association
Anggaran Dasar Perusahaan. of the Company.
2. Memberikan informasi material mengenai Perusahaan secara 2. Provide material information about the Company in a true, accurate
benar, akurat, dan tepat waktu. and timely manner.
3. Memberikan sebagian keuntungan Perusahaan yang 3. Providing a portion of the Company’s profits allocated to
diperuntukkan bagi pemegang saham, sebanding dengan jumlah Shareholders, proportional to the number of shares they own in the
saham yang dimilikinya dalam Perusahaan, dalam bentuk dividen Company, in the form of dividends and other profit distributions.
dan pembagian keuntungan lainnya.
4. Menyelenggarakan RUPS sesuai ketentuan yang ada. 4. Organizing a GMS in accordance with existing regulations.
Sebagai forum di mana RUPS dapat mengambil kebijakan, Surveyor As a forum where the GMS can make policies, Surveyor Indonesia always
Indonesia senantiasa memenuhi prinsip-prinsip dasar dalam fulfills the basic principles in organizing a GMS, namely:
penyelenggaraan RUPS yaitu:
1. Melakukan panggilan dan menyediakan informasi mengenai 1. Make summons and provide complete and timely information
agenda RUPS kepada semua pemegang saham secara lengkap regarding the AGM agenda to all Shareholders.
dan tepat waktu.
Annual Report 2021

257
2. Memberikan penjelasan mengenai hal-hal lain dalam agenda RUPS 2. Provide an explanation regarding other matters in the GMS agenda
yang diberikan sebelum dan/atau pada saat RUPS berlangsung. given before and/or at the time the GMS takes place.
3. Menjamin perlakukan yang setara terhadap pemenuhan hak-hak 3. Guarantee equal treatment of the fulfillment of the rights of the
pemegang saham sesuai dengan klasifikasi dan jumlah saham yang Shareholders according to the classification and number of shares
dimiliki. owned.
4. Melakukan pengambilan keputusan dalam RUPS melalui prosedur 4. Make decisions at the GMS through transparent and fair procedures.
yang transparan dan adil.
5. Membuat risalah RUPS dan menyampaikan kepada semua 5. Prepare minutes of the GMS and submit it to all Shareholders.
pemegang saham.
6. Mengungkapkan semua informasi penting yang dijadikan dasar 6. Disclose all important information that is used as the basis for making
dalam pengambilan keputusan RUPS. GMS decisions.
Hubungan Surveyor Indonesia dengan Pemangku Kepentingan Surveyor Indonesia Relationship with Stakeholders

Pemangku Kepentingan Internal Pemegang Saham Karyawan
Board of Commissioners and Board
Internal Stakeholders Shareholders Employess
of Directors
Regulator Pelanggan Perusahaan Pesaing

Regulator Customers Competitor Companies
Pemangku Kepentingan Eksternal

External Stakeholders
Masyarakat Pemasok/Mitra Bisnis Organisasi Profesi

Community Suppliers/Business Partners Professional Organization
Sebagai entitas usaha, Surveyor Indonesia menjalankan Tata Kelola As a business entity, Surveyor Indonesia implements Good Corporate
Perusahaan yang Baik sebagai kaidah dalam menjalankan hubungan Governance as a rule in carrying out relationships with stakeholders. The
dengan pemangku kepentingan. Prinsip penerapan GCG di lingkup principles of implementing GCG within the scope of Surveyor Indonesia
Surveyor Indonesia dilakukan dengan mengakui hak dan membangun are carried out by recognizing rights and building relationships based
hubungan yang dilandasi dengan etika dengan pemangku kepentingan, on ethics with stakeholders, both stipulated by regulations and laws
baik yang ditetapkan oleh peraturan dan perundang-undangan and through collective agreements to encourage active cooperation in
maupun melalui kesepakatan bersama untuk mendorong kerja sama creating prosperity, employment opportunities, and the sustainability of
yang aktif dalam menciptakan kesejahteraan, lapangan pekerjaan, dan the Company.
kesinambungan Perusahaan.

Pemangku kepentingan secara umum terbagi menjadi 2 (dua) : Stakeholders are generally divided into 2 (two) :
1. Pemangku kepentingan Internal mencakup pemegang saham dan 1. Internal including shareholders, management and employees
manajemen serta karyawan
2. Pemangku kepentingan eksternal mencakup regulator, pelanggan, 2. External stakeholders including regulators, customers, suppliers,
pemasok, perusahaan pesaing, mitra bisnis, organisasi profesi, dan competing companies, business partners, professional organizations,
masyarakat khususnya masyarakat sekitar. and the public particularly the surrounding community.
Governance Outcome Governance Outcome
Implementasi GCG di Surveyor Indonesia bertujuan untuk meningkatkan The effective implementation of GCG principles will provide great benefits
pencapaian hasil usaha serta memberikan nilai tambah bagi pemangku for Surveyor Indonesia and all stakeholders. To date, the Company has
kepentingan dan pemegang saham, guna mendukung visi dan misi benefited from the implementation of GCG by achieving good financial
Perusahaan. Penerapan GCG memiliki manfaat yang besar bagi and operational performance. In addition, stakeholders also benefit
Perusahaan, salah satunya adalah untuk memandu Perusahaan dalam from the implementation of GCG principles through the best services
menjalankan roda bisnisnya. provided by the Company and Social and Environmental Responsibility
activities that have been implemented regularly by the Company.
Penerapan prinsip GCG juga dapat memberikan perlindungan atas aset The application of GCG principles can also provide protection for the
Perusahaan dan kemampuan Perusahaan dalam menghadapi risiko, di Company’s assets and the Company’s ability to face risks, in addition to
samping peningkatan profitabilitas secara berkesinambungan. Karena continuously increasing profitability. Therefore, the Surveyor Indonesia is
itu, Surveyor Indonesia bertekad dan memiliki semangat kuat untuk determined and has a strong spirit to continue to improve and improve
terus memperbaiki serta meningkatkan kualitas penerapan GCG. the quality of GCG implementation.
Penerapan prinsip GCG yang secara konsisten dilakukan Surveyor The implementation of GCG principles that has been consistently
Indonesia telah memberikan hasil yang sangat baik. Hal ini dapat carried out by Surveyors Indonesia has given excellent results. This can
tercermin dari kinerja operasional dan keuangan Perusahaan yang be reflected in the Company’s very strong operational and financial
sangat kuat. Bahkan, di tahun 2021, Surveyor Indonesia berhasil performance. In fact, in 2021, Surveyor Indonesia managed to record a
membukukan sejumlah hasil yang sangat baik, antara lain: number of excellent results, including:
1. Jumlah aset Perusahaan meningkat 8,37% menjadi Rp1.986.865 1. Total assets of the Company increased by 8.37% to IDR1,986,865
juta. million.
2. Ekuitas Perusahaan tumbuh 9,05% menjadi Rp1.494.178 juta 2. The Company’s equity grew by 9.05% to IDR1,494,178 million
3. Pendapatan usaha jasa naik 13,07% menjadi Rp1.604.633 juta 3. Service revenue increased by 13.07% to IDR1,604,633 million
4. Laba bersih tahun berjalan meningkat 51,88% menjadi Rp155.570 4. Net profit for the year increased 51.88% to IDR155,570 million.
juta.
Di samping itu, Surveyor Indonesia juga memperoleh berbagai In addition, Surveyor Indonesia has also received various awards given
penghargaan yang diberikan oleh pihak independen, antara lain: by independent parties, including:
1. Penghargaan dari Gubernur Jawa Barat 1. Award from the Governor of West Java
Surveyor Indonesia meraih penghargaan sebagai Badan Usaha Surveyor Indonesia won an award as a Business Entity that has
yang telah berkontribusi atas peningkatan Rasio Elektrifikasi di contributed to increasing the Electrification Ratio in West Java
Jawa Barat melalui Program “CSR Jabar Caang” through the “CSR Jabar Caang” Program
2. BUMN TRACK 2021 2. SOE TRACK 2021
Surveyor Indonesia meraih penghargaan sebagai BUMN Terbaik II Surveyor Indonesia won an award as the 2nd Best SOE in the Category
dalam Kategori Strategi Bertahan dan Tumbuh of Defense and Growth Strategy
3. Human Capital On Resilience Excellent Award 2021 3. Human Capital On Resilience Excellent Award 2021
Surveyor Indonesia meraih penghargaan sebagai The Best Surveyor Indonesia won an award as The Best Employee Value &
Employee Value & Performance 2021 Performance 2021
Surveyor Indonesia meraih penghargaan sebagai The Best Human Surveyor Indonesia won an award as The Best Human Capital Based
Capital Based on Technology 2021 on Technology 2021
Annual Report 2021

259
The Best Leader Focus in HC 2021 The Best Leader Focus in HC 2021
6. Public Relations Indonesia Awards 2021 6. Public Relations Indonesia Awards 2021
Surveyor Indonesia meraih penghargaan Bronze Winner dalam Surveyor Indonesia won the Bronze Winner award in the SOE
kategori BUMN Sub Kategori Digital PR category, Digital PR sub-category
7. Public Relations Indonesia Awards 2021 7. Public Relations Indonesia Awards 2021
Surveyor Indonesia meraih penghargaan Bronze Winner dalam Surveyor Indonesia won the Bronze Winner award in the SOE
kategori BUMN Sub Kategori Brand Guideline category, Brand Guideline sub category
8. Award Winner 2021 8. Award Winner 2021
Inspiring CEO BUMN Award Winner 2021 CSR for social investment Inspiring CEO SOE Award Winner 2021 CSR for social investment &
& sustainable development sustainable development
9. Successful Women Award 2021 9. Successful Women Award 2021
Successful Women In Environment Successful Women In Environment

Peningkatan Kualitas Penerapan GCG

Secara Berkelanjutan
Quality Improvement of Sustainable GCG Implementation
Surveyor Indonesia berkomitmen untuk terus meningkatkan kualitas Surveyor Indonesia is committed to continuously improving the quality
penerapan GCG. Komitmen tersebut berjalan beriringan dengan komitmen of GCG implementation. This commitment goes hand in hand with
Surveyor Indonesia untuk terus meningkatkan pencapaian bisnisnya. Surveyor Indonesia’s commitment to continuously improve its business
Komitmen tersebut salah satunya diwujudkan dengan terus melakukan achievements. One of these commitments is realized by continuing to
perbaikan dan penyempurnaan terhadap struktur, organ, dan mekanisme make improvements and refinements to the structure, organs and
tata kelola yang berlaku di Surveyor Indonesia. Selain itu, upaya peningkatan governance mechanisms that apply in Surveyor Indonesia. In addition,
kualitas penerapan GCG juga dilakukan dengan melakukan penilaian efforts to improve the quality of GCG implementation are also carried out
kualitas penerapan GCG secara konsisten setiap tahun. by evaluating the quality of GCG implementation consistently every year
Annual Report 2021

261
Perkembangan Penerapan GCG Tahun 2021 Development of GCG Implementation in 2021
Penerapan GCG di Surveyor Indonesia terus ditingkatkan kualitas Surveyor Indonesia continues to improve the quality of its GCG
penerannya. Salah satu upaya yang dilakukan Surveyor Indonesia implementation. One of the efforts made is by updating a number of
adalah dengan melakukan pengkinian terhadap sejumlah kebijakan policies and guidelines so that the implementation of GCG at Surveyor
dan pedoman agar penerapan GCG di Surveyor Indonesia tetap sesuai Indonesia remains in accordance with the applicable laws and
dengan peraturan perundang-undangan yang berlaku. regulations.
Sepanjang tahun 2021, Surveyor Indonesia telah melakukan pengkinian Throughout 2021, Surveyor Indonesia has updated a number of policies
terhadap sejumlah kebijakan dan pedoman, antara lain: and guidelines, including:
1. Menerbitkan Pedoman Benturan Kepentingan melalui SKD Nomor 1. Issuing Guidelines for Conflicts of Interest through SKD Number SKD-
SKD-008/DRU-XII/SP/2021 tentang Pedoman Penanganan 008/DRU-XII/SP/2021 concerning Guidelines for Handling Conflicts
Benturan Kepentingan di Lingkungan PT Surveyor Indonesia of Interest within PT Surveyor Indonesia dated December 30, 2021
tanggal 30 Desember 2021
2. Melakukan pengkinian Pedoman Perilaku (Code of Conduct) melalui 2. Update the Code of Conduct through SKD Number SKD-006/DRU-
SKD Nomor SKD-006/DRU-XI/SP/2021 tentang Penetapan Code of XI/SP/2021 regarding the Establishment of the Code of Conduct for
Conduct PT Surveyor Indonesia tanggal 8 November 2021 PT Surveyor Indonesia on November 8, 2021
3. Memperbarui Kebijakan Gratifikasi melalui SKD Nomor SKD-007/ 3. Updating the Gratification Policy through SKD Number SKD-007/
DRU-XII/SP/2021 tentang Kebijakan Pengendalian Gratifikasi DRU-XII/SP/2021 regarding Gratification Control Policy
Penilaian Penerapan GCG GCG Implementation Assessment
Salah satu langkah yang dilakukan Surveyor Indonesia untuk terus One of the steps taken by Surveyor Indonesia to continuously improve
meningkatkan kualitas penerapan GCG adalah melakukan penilaian the quality of GCG implementation is to assess the implementation of
penerapan GCG. Surveyor Indonesia melakukan penilaian (asesmen) GCG. Surveyor Indonesia conducts GCG implementation assessment
penerapan GCG secara konsisten setiap tahunnya untuk mengetahui consistently every year to determine the adequacy level of GCG
tingkat kecukupan penerapan GCG di Perusahaan yang pelaksanaannya implementation in the Company, which is carried out by an internal team
dilakukan oleh tim internal dan asesor independen. Penilaian yang dilakukan and independent assessors. The assessment carried out by Surveyor
oleh Surveyor Indonesia menggunakan berbagai acuan standar praktik Indonesia uses various standard best practice references that apply in
terbaik yang berlaku di Indonesia maupun yang berlaku di luar negeri. Indonesia as well as those that apply abroad.
Asesmen menjadi bagian dari mekanisme check and balances Assessment is part of the check and balance mechanism in GCG
dalam penerapan GCG. Dengan melakukan penilaian, maka capaian implementation. By conducting an assessment, the achievement of
kegiatan dapat diketahui dengan pasti dan tindakan lebih lanjut untuk the activity can be ascertained and further performance improvement
memperbaiki kinerja suatu kegiatan dapat ditetapkan. Surveyor actions can be determined. Surveyor Indonesia regularly measures the
Indonesia secara berkala melakukan pengukuran implementasi GCG. implementation of GCG. This is done to obtain an objective assessment
Hal ini dilakukan untuk memperoleh penilaian yang objektif mengenai of the implementation of GCG in the Company.
implementasi GCG di Perusahaan.
Selain itu, Kementerian BUMN selaku regulator telah mendorong In addition, the Ministry of BUMN as the regulator has encouraged
seluruh BUMN untuk melakukan assessment atau penilaian penerapan all SOEs to carry out an assessment of GCG implementation within
GCG di lingkup BUMN yang tertuang dalam Peraturan Menteri Negara the SOE scope, which is stipulated in the Regulation of the Minister
BUMN No. PER-09/MBU/2012 tanggal 1 Agustus 2011 dan perubahannya of State for SOEs No. PER-01/ MBU/2011 dated August 1, 2011 and its
No. PER-09/MBU/2012 tentang Penerapan Tata Kelola Perusahaan yang amendments No. PER-09/MBU/2012 concerning the Implementation
Baik (Good Corporate Governance) pada Badan Usaha Milik Negara. of Good Corporate Governance in State-Owned Enterprises. As a form
Sebagai bentuk kepatuhan sekaligus meningkatkan penerapan prinsip of compliance, while simultaneously improving the application of GCG
GCG secara berkelanjutan, Perusahaan telah melakukan penilaian principles in a sustainable manner, the Company has conducted periodic
secara periodik. Tujuan assessment penerapan GCG di lingkup Surveyor assessments. The objectives of the assessment of GCG implementation
Indonesia adalah: within Surveyor Indonesia are:

1. Mengukur kualitas penerapan GCG Perusahaan melalui penilaian 1. Measuring the quality of the Company’s GCG implementation by
tingkat pemenuhan kriteria GCG dengan kondisi nyata yang assessing the level of compliance with the GCG criteria with the
diterapkan di lingkup Perusahaan, dengan pemberian skor/nilai real conditions applied within the Company, by providing a score/
atas penerapan GCG dan kategori kualitas penerapannya. value for the implementation of GCG and the quality category of its
application.
2. Mengidentifikasi kekuatan dan kelemahan penerapan GCG 2. Identify the strengths and weaknesses of the Company’s GCG
Perusahaan, serta mengusulkan rekomendasi perbaikan untuk implementation, and propose recommendations for improvements
mengurangi celah (gap) antara kriteria GCG dan penerapan di to reduce the gap between the GCG criteria and implementation
lingkup Perusahaan. within the Company.
3. Memantau konsistensi penerapan GCG di lingkup Perusahaan dan 3. Monitor the consistency of GCG implementation within the Company
memperoleh masukan untuk penyempurnaan dan pengembangan and obtain input for improvement and development of Corporate
kebijakan Corporate Governance. Governance policies
Penilaian penerapan GCG mengacu pada Keputusan Sekretaris The assessment of GCG implementation refers to the Decree of the
Kementerian BUMN No. SK-16/S.MBU/2012 tertanggal 6 Juni 2012 Secretary of the Ministry of SOEs No. SK- 16/S.MBU/2012 dated June 6,
tentang Indikator/Parameter Penilaian dan Evaluasi atas Penerapan 2012 concerning Indicators/ Parameters for Assessment and Evaluation
Tata Kelola Perusahaan yang Baik (Good Corporate Governance) pada of the Implementation of Good Corporate Governance in State-Owned
Badan Usaha Milik Negara. Enterprises.
Ruang lingkup penilaian penerapan GCG meliputi 6 (enam) aspek The scope of the assessment of GCG implementation includes 6 (six)
Governance yaitu: aspects of Governance, namely:
1. Komitmen terhadap Penerapan Tata Kelola secara Berkelanjutan 1. Commitment to the Implementation of Sustainable Governance
2. Aspek Pemegang Saham dan RUPS/Pemilik Modal 2. Aspects of Shareholders and GMS/Owners of Capital
3. Aspek Dewan Komisaris sampai dengan Dewan Pengawas 3. Aspects of the Board of Commissioners to the Supervisory Board
4. Aspek Direksi 4. Aspects of the Board of Directors
5. Pengungkapan Informasi dan Transparansi 5. .Information Disclosure and Transparency
6. Aspek Lainnya 6. Other Aspects.
Peningkatan Kualitas Penerapan GCG Secara Quality Improvement of Sustainable GCG

Berkelanjutan Implementation
9
Dewan Komisaris/Dewan Pengawas

7 Board of Commissioners/Board of Supervisory
35
Komposisi Aspek Direksi
Assessment GCG Board of Directors
(Keputusan Sekretaris Kementerian
BUMN No. 5K-16/S.MBU/2012)
Pengungkapan Informasi dan Transparansi
Composition of GCG Assessment
Information Disclosure and Transparency
9 Aspects
(Decree of the Secretary of the Ministry
of SOE
Komitmen terhadap Penerapan Tata Kelola
No. 5K-16/S.MBU/2012)
Perusahaan yang Baik Secara Berkelanjutan
Commitment to Sustainable Governance
Implementation
Aspek Lainnya
Other Aspects
Pemegang Saham RUPS/Pemilik Modal

Shareholders and GMS/Capital Owner
35
Annual Report 2021

263
Tahapan dan metodologi assessment GCG adalah sebagai berikut: The stages and methodology of the GCG assessment are as following:
• Tabulasi Data
• Review Dokumen • Pemberian Skor
• Kuesioner • Pemaparan kepada
• Focus Group Pengolahan Dewan Komisaris dan Penyusunan Laporan
Pengumpulan
Discussion (FGD) Data Direksi Pelaporan penilaian penerapan GCG
Data
• Document Review Data • Data Tabulation Reporting Preparation of GCG
Data Collecting
• Questionnaire Processing • Scoring assessment report
• Focus Group • Presentation to Board
Discussion (FGD) of Commissioners and
Board of Directors
Ketiga tahapan di atas memberikan deskripsi tentang penerapan GCG di The three stages above provide a description of GCG implementation
lingkup Surveyor Indonesia; mulai dari data dokumen yang ada, diskusi within Surveyor Indonesia; starting from existing document data,
yang memberikan gambaran penerapan GCG, tabulasi data, hingga discussions that provide an overview of GCG implementation, data
pemaparan hasil pengolahan data dan penyusunan laporan penilaian tabulation, to presentation of data processing results and preparation of
penerapan GCG. Sesuai Keputusan Sekretaris Kementerian BUMN No. GCG implementation assessment reports. In accordance with the Decree
SK-16/S.MBU/2012 tertanggal 6 Juni 2012, pemberian skor mengacu of the Secretary of the Ministry of SOE No. SK-16/S.MBU/2012 dated June
kepada indikator skor dan predikat di bawah ini: 6, 2012, the scoring refers to the score indicators and predicates below:
Tingkat Rentang Skor Capaian Aktual Tingkat Pemenuhan Predikat

Level Range of Actual Achievement Score Fulfillment Level Predicate
Nilai di atas 85 “Sangat Baik”
1
Rated above 85 “Very Good”
75 < Skor ≤ 85 “Baik”
2
75 < Score ≤ 85 “Good”
60 < Skor ≤ 75 “Cukup Baik”
3
60 < Score≤ 75 “Fair”
50 < Skor ≤ 60 “Kurang Baik”
4
50 < Score ≤ 60 “Poor”
Skor ≤ 50 “Tidak Baik”
5
Score ≤ 50 “Very Poor”
Asesmen GCG Tahun 2021 2021 GCG Assessment
Tahun 2021, Surveyor Indonesia melaksanakan asesmen GCG dengan In 2021, Surveyor Indonesia carried out a GCG assessment with the
rincian sebagai berikut: following details:
Jenis Penilaian Self Assessment (Evaluasi)

Type of Assessment Self Assessment (Evaluation)
Penilai Januari - Desember 2021

Assessor January - December 2021
Periode Penerapan
2021
Implementation Year
Tahun Buku 18 Januari 2022 - 25 Februari 2022 (eviden: Surat Tugas BPKP)
Fiscal Year January 18, 2022 - February 25, 2022 (evidence: BPKP Letter of Assignment)
Waktu Pengukuran 18 Februari 2022 (eviden: Laporan Hasil Pendampingan LHP-01/SP-II/2022)

Measurement Period February 18, 2022 (evidence: Assistance Results Report LHP-01/SP-II/2022)
Waktu Terbit Laporan Januari - Desember 2021

Report Issuance January - December 2021

Rincian hasil asesmen penerapan GCG Surveyor Indonesia untuk tahun The details of the assessment results of Surveyor Indonesia’s GCG
buku 2021 adalah sebagai berikut: implementation for 2021 fiscal year are as follows:
Pencapaian Tahun 2021

Aspek Pengujian Bobot Achievement in 2021
Governance Aspect Weight Skor Capaian (%) Klasifikasi
Score Achievement (%) Classification
Komitmen terhadap Penerapan Tata Kelola Perusahaan yang Baik
secara Berkelanjutan “Sangat Baik”
7,00 6,74 96,29
Commitment to the Sustainable Implementation of Good Corporate “Very Good”
Governance
Pemegang Saham dan RUPS/Pemilik Modal “Sangat Baik”
9,00 8,37 93,03
Shareholders and GMS/Owners of Capital “Very Good”
Dewan Komisaris sampai dengan Dewan Pengawas “Sangat Baik”
35,00 31,77 90,77
From the Board of Commissioners to the Supervisory Board “Very Good”
Direksi “Sangat Baik”
35,00 32,24 92,10
Board of Directors “Very Good”
Pengungakapan Informasi dan Transparansi “Sangat Baik”
9,00 8,00 88,84
Information Disclosure and Transparency “Very Good”
Aspek Lainnya “Sangat Baik”
5,00 1,88 37,50
Other Aspects “Very Good”
Skor Keseluruhan “Sangat Baik”
100,00 88,99
Overall Score “Very Good”
Berdasarkan hasil penilaian tersebut terlihat kualitas penerapan GCG Based on the result of this assessment, the quality of GCG implementation
di lingkungan Surveyor Indonesia mengalami peningkatan, yakni pada in the Surveyor Indonesia environment has increased, where in 2020
tahun 2020 Surveyor Indonesia memperoleh skor 84,973 dengan Surveyor Indonesia abtained a score of 84.973 with the predicate “Good”
predikat “Baik”.
Kendati demikian, dari hasil asesmen tahun 2020, terdapat sejumlah However, from the results of the 2020 assessment, there were a number
rekomendasi yang diperoleh Surveyor Indonesia yang menjadi area of of recommendations obtained by Surveyor Indonesia that became areas
improvement dalam penerapan GCG di Perusahaan. Adapun rincian of improvement in the implementation of GCG in the Company. The details
jumlah rekomendasi per aspek pengujian adalah sebagai berikut: of the number of recommendations per testing aspect are as follows:
Aspek Pengujian Jumlah Rekomendasi

Governance Aspect Total Recommendation
Komitmen terhadap Penerapan Tata Kelola Perusahaan yang Baik secara Berkelanjutan
1
Commitment to the Sustainable Implementation of Good Corporate Governance
Pemegang Saham dan RUPS/Pemilik Modal
0
Shareholders and GMS/Owners of Capital
Dewan Komisaris sampai dengan Dewan Pengawas
3
From the Board of Commissioners to the Supervisory Board
Direksi
5
Board of Directors
Pengungakapan Informasi dan Transparansi
3
Information Disclosure and Transparency
Aspek Lainnya
0
Other Aspects
Total
12
Total
Annual Report 2021

265
Tindak Lanjut Rekomendasi Asesmen Tahun Follow-up to the 2020 Assessment

2020 Recommendations
Kondisi Yang Ditemukan Keterangan

No.
Condition Found Information
Aspek Komitmen Terhadap Penerapan Tata Kelola Secara Berkelanjutan
Aspects of Commitment to the Implementation of Sustainable Governance
Direksi belum membuat laporan realisasi pelaksanaan Tata Kelola Membuat dan menyampaikan laporan realisasi pelaksanaan GCG kepada
Perusahaan yang Baik dan belum disampaikan kepada Dewan Komisaris dan Dewan Komisaris dan RUPS/Pemegang Modal.
RUPS/Pemilik Modal minimal sekali dalam setahun dengan memperhatikan
muatan laporan (rencana kerja dan pemantauan kepatuhan terhadap
ketentuan yang berlaku dan komitmen kepada Stakeholders).
1 The Board of Directors has not made a report on the realization of the Prepare and submit reports on the realization of GCG implementation to the
implementation of Good Corporate Governance and has not been submitted Board of Commissioners and the GMS/Capital Holders.
to the Board of Commissioners and the GMS/Capital Owners at least once
a year by taking into account the content of the report (work plans and
monitoring of compliance with applicable regulations and commitments to
stakeholders).
Aspek pemegang saham dan RUPS
Aspects of shareholders and GMS
Terdapat jumlah Direksi sebanyak 4 orang = jumlah Dewan komisaris 5 orang. Jumlah Dewan Komisaris/Dewan Pengawas maksimal sama dengan jumlah
anggota Direksi.
2
There are 4 directors = 5 commissioners. The maximum number of the Board of Commissioners/Supervisory Board is
the same as the number of members of the Board of Directors.
Terdapat rancangan RJPP Tahun 2020-2024 disahkan tanggal 17 Desember Pengesahan/persetujuan rancangan RJPP atau Revisi RJPP dilaksanakan
2020, namun disahkan sebelum tahun periode RJPP atau Revisi RJPP tepat waktu.
berjalan. (Revisi RJPP tetap untuk Tahun 2020-2024, tidak merubah periode
3 Tahun RJPP).
2020-2024 RJPP draft that was ratified on December 17, 2020, but it was The ratification/approval of the RJPP draft or RJPP revision is carried out on
ratified before the current year of the RJPP or RJPP Revision period. (Revision time.
of RJPP remains for 2020-2024, does not change the period of RJPP Year).
RUPS/Pemegang Saham belum menetapkan mekanisme pelaporan gejala Pemegang Saham/RUPS Agar dibuatkan mekanisme sistem penerimaan
penurunan kinerja dari direksi dan/atau Dewan Komisaris. laporan mengenai gejala penurunan kinerja dari Direksi dan/atau Dewan
Komisaris/Dewan Pengawas.
4
The GMS/Shareholders have not established a mechanism for reporting Shareholders/GMS In order to make a mechanism for receiving reports
symptoms of declining performance from the Board of Directors and/or the regarding symptoms of declining performance from the Board of Directors
Board of Commissioners. and/or the Board of Commissioners/Supervisory Board.
Aspek Direksi
Aspects of the Board of Directors
Perusahaan belum memiliki KPI Individu Direksi yang mencakup penilaian Agar Perusahaan menetapkan KPI Individu dan soft skill Direksi.
kinerja dan soft skill.
5
The company does not yet have an Individual KPI for the Board of Directors For the Company to determine the Individual KPI and soft skills of the Board
which includes performance assessment and soft skills. of Directors.
Perusahaan belum ada evaluasi Internal control tingkat entitas. Agar Perusahaan melakukan evaluasi atas efektivitas pengendalian intern
pada tingkat entitas.
6
The company has not yet evaluated the entity level Internal control. In order for the Company to evaluate the effectiveness of internal control at
the entity level.
Perusahaan belum ada penilaian atas efektivitas struktur pengendalian Agar Perusahaan melakukan penilaian atas efektivitas Pengendalian Internal
intern dan prosedur pelaporan keuangan pada akhir tahun buku perusahaan di Tingkat Entitas.
7 The company has not yet assessed the effectiveness of the internal control So that the Company conducts an assessment of the effectiveness of Internal
structure and financial reporting procedures at the end of the company’s Control at the Entity Level.
financial year.

Kondisi Yang Ditemukan Keterangan

No.
Condition Found Information
Kepala SPI belum memiliki sertifikasi profesi Certified Internal Auditor/ Agar Kepala SPI mengikuti pendidikan profesi auditor internal untuk
Qualified Internal Auditor. mendapatkan sertifikasi profesi Certified Internal Auditor/Qualified 1 Internal
Auditor.
8
The Head of SPI does not yet have a Certified Internal Auditor/Qualified In order for the Head of SPI to follow the professional education of internal
Internal Auditor professional certification. auditors to obtain professional certification of Certified Internal Auditor/
Qualified 1 Internal Auditor.
Dalam Penyusunan PKPT (Program Kerja Pengawasan Tahunan) Unit SPI di Agar SPI menyampaikan rencana penugasan PKPT (Program Kerja
Tahun 2021 belum dimintakan saran kepada Dewan Komisaris. Pengawasan Tahunan) kepada Dewan Komisaris cq Komite Audit untuk
mendapatkan pertimbangan dan saran-saran.
9
In the preparation of the PKPT (Annual Supervision Work Program) the SPI So that SPI submits the PKPT assignment plan (Annual Supervision Work
Unit in 2021 has not been asked for advice to the Board of Commissioners. Program) to the Board of Commissioners cq the Audit Committee for
consideration and suggestions.
Aspek Pengungkapan Informasi dan Transparansi
Aspects of Information Disclosure and Transparency
Dalam laporan tahunan 2020 halaman 182-198 belum ada bahasan yang Dalam laporan tahunan agar ditambahkan dengan bahasan tentang sejauh
relevan untuk laporan keuangan yang mengungkapkan peningkatan atau mana perubahan tersebut dapat dikaitkan antara lain dengan, jumlah
penurunan yang material dari penjualan atau pendapatan bersih. barang atau jasa yang dijual, dan atau adanya produk atau jasa baru.
10
In the 2020 annual report page 182-198 there is no relevant discussion for In the annual report, it is necessary to add a discussion on the extent to which
financial statements that reveal a material increase or decrease in sales or these changes can be related, among others, to the number of goods or
net income. services sold, and or the existence of new products or services.
Di laporan tahunan halaman 386, tidak dinyatakan secara eksplisit bahwa Dalam laporan tahunan agar dinyatakan secara eksplisit bahwa “Dewan
“Dewan Komisaris tidak memiliki Komite Manajemen Risiko, fungsi tersebut Komisaris tidak memiliki Komite Manajemen Risiko, fungsi tersebut
ditugaskan kepada Komite Audit. ditugaskan kepada Komite Audit”.
11
In the annual report page 386, it is not stated explicitly that “The Board of In the annual report it should be stated explicitly that “The Board of
Commissioners does not have a Risk Management Committee, this function Commissioners does not have a Risk Management Committee, this function
is assigned to the Audit Committee. is assigned to the Audit Committee”.
Tahun 2021 Perusahaan tidak mengikuti Annual Report Award (ARA) karena Agar Perusahaan mengikuti dan dapat menang dalam Annual Report Award
penyelenggara belum/tidak melakukan lagi Award tersebut. (ARA) bila ada penyelenggaraan Award tersebut, bila tidak ada maka perlu
menyampaikan bukti dari penyelenggara bahwa tidak ada penyelenggaraan
12 event tersebut.
In 2021 the Company did not participate in the Annual Report Award (ARA) In order for the Company to participate and be able to win in the Annual
because the organizers have not/no longer performed the Award. Report Award (ARA) if there is an Award event, if there is no such event, it is
necessary to submit evidence from the organizer that the event was not held.
Perkembangan Hasil Asesmen GCG Surveyor Development of Surveyor Indonesia GCG

Indonesia Assessment Results
Perkembangan penerapan seluruh aspek GCG di lingkup Perusahaan The development of the implementation of all aspects of GCG within
berpedoman kepada Peraturan Menteri Negara BUMN No. PER-01/ the scope of the Company is guided by the Regulation of the Minister
MBU/2011 tentang Penerapan Tata Kelola Perusahaan yang Baik (Good of State for SOEs No. PER-01/ MBU/2011 concerning the Implementation
Corporate Governance) pada Badan Usaha Milik Negara, serta Peraturan of Good Corporate Governance in State-Owned Enterprises, as well
Menteri Negara BUMN No. PER-09/MBU/2012 tentang Perubahan atas as Regulation of the Minister of State for SOEs No. PER-09/MBU/2012
Peraturan Menteri Negara BUMN No. PER-01/MBU/2011, serta best concerning Amendments to the Regulation of the Minister of State for
practices yang berlaku di dunia usaha. SOEs No. PER-01/MBU/2011, as well as best practices that apply in the
business world
Annual Report 2021

267
Perolehan Skor
Aspek Governance Bobot Score Achieved
No.
Governance Aspect Weight
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
Komitmen terhadap Penerapan
Tata Kelola secara Berkelanjutan
I Commitment to the Sustainable 7,00 5,40 5,52 5,29 5,26 5,12 5,93 5,71 5,77 5,85 6,74
Implementation of Good
Corporate Governance
Pemegang Saham dan RUPS
II Shareholders and GMS/Owners 9,00 7,80 7,27 7,49 7,78 8,06 8,07 8,09 8,18 8,40 8,37
of Capital
Dewan Komisaris
From the Board of
III 35,00 28,04 28,35 28,33 29,20 31,01 31,13 31,24 31,25 31,51 31,77
Commissioners to the
Supervisory Board
Direksi
IV 35,00 29,02 28,81 30,07 29,87 29,92 30,26 30,36 30,72 31,85 32,24
Board of Directors
Pengungkapan Informasi dan
Transparansi
V 9,00 4,93 5,53 5,50 6,12 6,68 7,41 8,19 7,82 7,37 8,00
Information Disclosure and
Transparency
Aspek Lainnya
VI 5,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 1,88
Other Aspects
Skor Keseluruhan
100,00 75,18 75,48 76,67 78,23 80,79 82,80 83,59 83,74 84,97 88,99
Overall Score
Perkembangan Hasil Asesmen GCG Surveyor Indonesia 2012 - 2021

Development of Surveyor Indonesia GCG Assessment Results 2012 - 2021
75,18
75,48
76,67
78,23
2012
80,79
2013
82,80
2014
83,59
2015
83,74
2016
84,97
2017
88,99
2018
2019
2020
2021

Struktur dan Mekanisme

Organ Tata Kelola
Structure and Mechanism of Governance Organs
Sesuai dengan Undang-Undang No. 40 Tahun 2007 tentang Perseroan In accordance with Law No. 40 of 2007 concerning Limited Liability
Terbatas (PT), Undang-Undang No. 19 Tahun 2003 tentang BUMN, Companies (PT), Law No. 19 of 2003 concerning SOE, and Regulation of
dan Peraturan Menteri Negara BUMN No. PER-01/MBU/2011 tentang the SOE State Minister No. PER- 01/MBU/2011 concerning Good Corporate
Tata Kelola Perusahaan yang Baik pada BUMN dan perubahannya, Governance in SOE and its amendments, the Corporate Governance
sistem Tata Kelola Perusahaan di Indonesia untuk jenis badan usaha system in Indonesia for the type of business entity in the form of a PT
berbentuk PT merujuk pada sistem two board yang terdiri dari Direksi refers to a two board system consisting of the Board of Directors and
dan Dewan Komisaris, dengan mekanisme check and balance di antara the Board of Commissioners, where the check and balance mechanism
kedua organ ini harus diterapkan untuk menghindari potensi benturan is between the two this organ must be implemented to avoid potential
kepentingan serta memastikan bahwa keputusan yang dibuat adalah conflicts of interest and ensure that decisions made are in the interests
untuk kepentingan perusahaan. Dewan Komisaris berperan melakukan of the company. the Board of Commissioners plays a role in supervising
pengawasan dan memberikan nasihat atas pengurusan perusahaan and providing advice on the management of the company by the Board
oleh Direksi, sementara Direksi berperan mengelola kegiatan operasional of Directors, while the Board of Directors has the role of managing the
perusahaan dengan tetap mengutamakan kepentingan perusahaan. company’s operational activities while still prioritizing the interests of the
company.
Demikian pula pertanggungjawaban manajemen kepada pemegang Likewise, management’s accountability to Shareholders and overall
saham dan keseluruhan Tata Kelola Organisasi. Direksi, dan Dewan Organizational Governance. Board of Directors and the Board of
Komisaris diangkat berdasarkan keputusan Rapat Umum Pemegang Commissioners are appointed based on the resolution of the General
Saham (RUPS) berlandaskan pada hubungan fidusia (fiduciary Meeting of Shareholders (GMS) based on a fiduciary relationship with a
relationship) dengan masa jabatan tertentu sebagaimana ditetapkan certain term of office as stipulated in the GMS. the Board of Directors is
dalam RUPS. Direksi berkewajiban menyusun pedoman GCG sebagai obliged to formulate GCG guidelines as a basis for the implementation
landasan dalam pelaksanaan kegiatan usaha, Dewan Komisaris of business activities, where the Board of Commissioners monitors and
memantau dan memastikan bahwa prinsip GCG telah diterapkan ensures that GCG principles have been implemented effectively and
secara efektif dan berkelanjutan sesuai pedoman yang telah disusun sustainably in accordance with the guidelines prepared by the Board
oleh Direksi. Kepada pemegang saham, Dewan Komisaris dan Direksi of Directors. To the Shareholders, the Board of Commissioners and the
wajib menyampaikan laporan tugas pengawasan yang dilaksanakan Board of Directors are required to submit a report on their supervisory
dalam tahun buku yang telah lampau dalam forum RUPS. duties carried out in the past financial year in the GMS forum.
Hubungan Antar Organ Tata Kelola Perusahaan Relationship Among Surveyor Indonesia
Surveyor Indonesia Corporate Governance Organs
Tata hubungan pengawasan dan pelaporan/pertanggungjawaban The supervision and reporting/accountability relationship arrangements
Pemegang Saham, Dewan Komisaris, Dewan Direksi, dan para Kepala for the Shareholders, the Board of Commissioners, the Board of Directors
Divisi/setingkat dilakukan seperti pada gambar di atas dengan and the Heads of Divisions/levels are carried out as in the picture above
memperhatikan prinsip-prinsip Tata Kelola Perusahaan yang Baik. by taking into account the principles of good corporate governance.
Annual Report 2021

269
Laporan aktivitas Perusahaan/Laporan Manajemen dan Laporan Company activity reports/Management Reports and Monthly financial
Keuangan Bulanan dilakukan sebagai berikut: reports are carried out as follows:
1. Setiap bulan ke Dewan Komisaris melalui Rapat Dekom. 1. Monthly to the Board of Commissioners through the Board of
Commissioners Meeting.
2. Setiap triwulan ke pemegang saham. 2. Quarterly to Shareholders.
3. Setiap tahun dibahas melalui RUPS Kinerja dan RUPS Anggaran. 3. Discussed every year through the GMS Performance and GMS
Budget.
Pemegang Saham/RUPS
Shareholders/GMS
Dewan Komisaris Komite Audit

Board of Commissioners Audit Committee
Prinsip-prinsip GCG Kebijakan GCG

GCG Principles Policies GCG
GUIDANCE
Dewan Direksi
Board of Directors
Para Kepala Divisi dan Pejabat Perintah/Pengawasan

Setingkat Command/Supervision
Division Heads and officials at the
same level Laporan/Pertanggungjawaban
Report/Accountability

Rapat Umum Pemegang Saham

Rapat Umum Pemegang Saham (RUPS) merupakan rapat yang The General Meeting of Shareholders (GMS) is a meeting that is held at
dilangsungkan minimal setahun sekali dengan pemegang saham least once a year in which the Shareholders have the exclusive authority
memiliki kewenangan eksklusif untuk memperoleh keterangan to obtain information about the Company and accept accountability for
mengenai Perusahaan dan menerima pertanggungjawaban kinerja the performance of the Board of Commissioners and Directors as stated
Dewan Komisaris dan Direksi sebagaimana tertera dalam Undang- in Law Number 40 of 2007 concerning Limited Liability Companies.
Undang Nomor 40 Tahun 2007 tentang Perseroan Terbatas.
Pemegang Saham Shareholders
Jalur Pengendali Jalur Non Pengendali

Controlling Route Non-Controlling Route
Annual Report 2021

271
Informasi Tentang Pemegang Saham Utama Information about Major Controlling

Pengendali Shareholders
Pemegang saham utama/pengendali dari Perusahaan adalah Negara The main/controlling shareholder of the Company is the Republic of
Republik Indonesia melalui Pemerintah Republik Indonesia/Kementerian Indonesia through the Government of the Republic of Indonesia/Ministry
BUMN, sebagaimana tercatat dalam perubahan Anggaran Dasar of SOEs, as recorded in the amendment to the Articles of Association
tertanggal 16 Desember 2021. dated December 16, 2021.
Sesuai dengan Peraturan Pemerintah No. 41 Tahun 2003 tentang In accordance with Government Regulation No. 41 of 2003 concerning the
Pelimpahan Kedudukan, Tugas dan Kewenangan Menteri Keuangan Delegation of the Position, Duties and Authority of the Minister of Finance
pada Perusahaan Persero, Perusahaan Umum (PERUM) dan Perusahaan to Limited Liability Companies Persero, Public Companies (PERUM) and
Jawatan (PERJAN) kepada Menteri Negara Badan Usaha Milik Negara, Service Companies (PERJAN) to the SOE State Ministe, and Law No. 19
dan Undang-Undang No. 19 Tahun 2003 tentang Badan Usaha Milik of 2003 concerning State Owned Enterprises and the State Gazette of
Negara beserta Lembaran Negara Republik Indonesia; Kuasa Pemegang the Republic of Indonesia; Proxy of the Company’s Shareholders is the
Saham Perusahaan adalah Kementerian Badan Usaha Milik Negara Ministry of State-Owned Enterprises (SOE).
(BUMN).
Hak dan Wewenang Rapat Umum Pemegang Rights and Authorities of the General Meeting
Saham of Shareholders
RUPS adalah organ Perusahaan yang mempunyai wewenang yang The GMS is an organ of the Company which has the authority not given
tidak diberikan kepada Direksi atau Dewan Komisaris dalam batas yang to the Board of Directors or the Board of Commissioners within the limits
ditentukan dalam undang-undang dan/atau Anggaran Dasar. RUPS specified in the Law and/or Articles of Association. The GMS is a means
merupakan sarana bagi para pemegang saham untuk mengambil for Shareholders to make important decisions related to capital invested
keputusan penting yang berkaitan dengan modal yang ditanam dalam in the Company, by taking into account the provisions of the Articles of
Perusahaan, dengan memperhatikan ketentuan Anggaran Dasar dan Association and laws and regulations.
peraturan perundang-undangan.
Hak-hak pemegang saham/RUPS harus dilindungi, agar pemegang The rights of Shareholders/GMS must be protected, so that Shareholders
saham dapat melaksanakan hak-haknya berdasarkan Anggaran can exercise their rights based on the Articles of Association and
Dasar dan peraturan perundang-undangan yang berlaku, di antaranya applicable laws and regulations, including attending and voting in a
menghadiri dan memberikan suara dalam suatu RUPS, memperoleh GMS, obtaining material information about the Company in a timely,
informasi material mengenai Perusahaan secara tepat waktu, terukur, measurable, and orderly manner, receive a share of the Company’s
dan teratur menerima pembagian dari keuntungan Perusahaan, serta profits, and obtain a complete explanation and accurate information
memperoleh penjelasan lengkap dan informasi akurat berkenaan regarding the holding of the GMS, including summons for the GMS.
dengan penyelenggaraan RUPS, termasuk panggilan untuk RUPS.
Berdasarkan Pedoman Tata Kelola Perusahaan yang dimiliki Perusahaan, Based on the Corporate Governance Guidelines owned by the Company,
kewenangan pemegang saham melalui RUPS adalah: the authority of the Shareholders through the GMS is:
1. Menetapkan jumlah dan komposisi anggota Direksi dan Dewan 1. Determine the number and composition of the members of the
Komisaris. Board of Directors and the Board of Commissioners.
2. Menetapkan pengaturan mengenai rangkap jabatan bagi anggota 2. Determine arrangements regarding concurrent positions for
Direksi dan anggota Dewan Komisaris, serta jumlah jabatan sebagai members of the Board of Directors and members of the Board of
Dewan Komisaris yang dapat dipegang oleh seorang anggota Commissioners, as well as the number of positions as the Board
Dewan Komisaris. of Commissioners that can be held by a member of the Board of
Commissioners.
3. Menetapkan pedoman penyusunan dan memberikan pengesahan 3. Establish guidelines for the preparation and endorsement of the
Rencana Jangka Panjang Perusahaan (RJPP) dan Rencana Kerja Company’s Long-term Plan (RJPP) and the Company’s Work Plan
dan Anggaran Perusahaan (RKAP). and Budget (RKAP).

4. Menetapkan pedoman penilaian kinerja Direksi (kolegial dan 4. Establish guidelines for the performance appraisal of the Board of
individu), yang memuat sekurang-kurangnya indikator kinerja Directors (collegial and individual), which contain at least the main
utama dan kriteria keberhasilan, serta menetapkan indikator kinerja performance indicators and success criteria, as well as determine the
utama Dewan Komisaris berdasarkan usulan dari Dewan Komisaris main performance indicators for the Board of Commissioners based
yang bersangkutan. on recommendations from the relevant Board of Commissioners.
5. Menetapkan target kinerja berupa kontrak manajemen baik kolegial 5. Determine performance targets in the form of both collegial and
maupun individual bagi Direksi dan kontrak kinerja bagi Dewan individual management contracts for the Board of Directors and
Komisaris, dengan disahkan oleh RUPS. performance contracts for the Board of Commissioners, which are
approved by the GMS.
6. Melakukan penilaian kinerja Direksi secara kolegial dan individual, 6. Assessing the performance of the Board of Directors collegially
melakukan penilaian kinerja Dewan Komisaris secara majelis, dan and individually, assessing the performance of the Board of
menuangkan hasilnya dalam risalah RUPS. Commissioners in an assembly, and compiling the results in the
GMS’ minutes.
7. Menetapkan gaji/honorarium, tunjangan, fasilitas, dan tantiem 7. Determine the salary/honorarium, allowances, facilities and bonuses
Direksi dan Dewan Komisaris. for the Board of Directors and the Board of Commissioners.
8. Menetapkan Auditor Eksternal untuk mengaudit Laporan Keuangan 8. Determine an External Auditor to audit the Company’s financial
Perusahaan. statements.
9. Memberikan persetujuan laporan tahunan termasuk pengesahan 9. Approve the annual report including the ratification of the
laporan keuangan serta tugas pengawasan Dewan Komisaris. financial statements and the supervisory duties of the Board of
Commissioners.
10. Menetapkan penggunaan laba bersih Perusahaan. 10. Determine the use of the Company’s net income.
11. Memberikan arahan mengenai penerapan Tata Kelola Perusahaan 11. Provide direction regarding the implementation of Good Corporate
yang Baik (GCG) kepada Direksi dan Dewan Komisaris. Governance (GCG) to the Board of Directors and the Board of
Commissioners.
12. Menetapkan sistem dan memberikan tanggapan atas informasi 12. Establish a system and provide feedback on information regarding
mengenai gejala penurunan kinerja Perusahaan yang signifikan symptoms of a significant decline in the Company’s performance
yang disampaikan Direksi dan/atau Dewan Komisaris submitted by the Board of Directors and/or the Board of
Commissioners.
Akuntabilitas pemegang saham adalah sebagai berikut: Shareholder Accountability is as follows:

1. Pemegang saham berkewajiban untuk memastikan bahwa 1. Shareholders are obliged to ensure that the management of
pengelolaan Perusahaan tetap sesuai dengan tujuan pendirian the Company remains in accordance with the objectives of the
Perusahaan. Company’s establishment.
2. Pemegang saham melaksanakan GCG sesuai wewenang dan 2. Shareholders carry out GCG according to their authority and
tanggung jawabnya. responsibility.
3. Pemegang saham tepat waktu mengesahkan terhadap Laporan 3. Shareholders timely ratify the annual report and approval of the
Tahunan dan persetujuan terhadap Laporan Keuangan. financial statements.
4. Pemegang saham mengambil keputusan sesuai ketentuan 4. Shareholders make decisions in accordance with the provisions
perundang-undangan di bidang Perseroan Terbatas dan/atau of the Law in the field of Limited Liability Companies and/or the
Anggaran Dasar Perusahaan sehingga menghasilkan keputusan Company’s Articles of Association so as to produce a valid decision.
yang sah.
5. Pemegang saham mengambil keputusan melalui proses yang 5. Shareholders make decisions through an open and fair process.
terbuka dan adil.
6. Pemegang saham tidak mencampuri kegiatan operasional 6. Shareholders do not interfere with the Company’s operational
Perusahaan yang menjadi tanggung jawab Direksi. activities which are the responsibility of the Board of Directors.
Annual Report 2021

273
Jenis-Jenis RUPS Type of GMS
RUPS Tahunan Annual GMS
Merupakan RUPS yang diadakan untuk membahas Laporan Tahunan A type of GMS that is held to discuss the annual report and annual
dan Perhitungan Tahunan Perusahaan dan dilaksanakan paling lambat calculations of the Company and is held no later than 6 (six) months after
6 (enam) bulan setelah tahun buku. RUPS yang diselenggarakan oleh the fiscal year. Annual General Meeting of Shareholders held by Surveyor
Surveyor Indonesia setiap tahunnya yaitu: Indonesia including:
1. RUPS Tahunan untuk persetujuan Laporan Tahunan dan 1. Annual GMS for approval of the annual report and ratification of
Pengesahan Perhitungan Tahunan. Perusahaan menyelenggarakan annual calculations. The Company shall hold a GMS at the latest
RUPS selambat-lambatnya dalam bulan Juni setelah penutupan in June after the closing of the relevant financial year. The agenda
tahun buku yang bersangkutan. Agenda dalam RUPS Tahunan ini in this Annual GMS includes the proposed agenda of the Board of
meliputi usulan agenda Direksi untuk: Directors to:
a. Pengesahan laporan tahunan. a. Ratify he annual report.
b. Pembagian keuntungan dan besarnya dividen yang dibayarkan. b. Share profit and the amount of dividends paid.
c. Penetapan penunjukan Akuntan Publik yang diusulkan oleh c. Appoint a Public Accountant proposed by the Board of
Dewan Komisaris untuk audit Laporan Keuangan Tahun Berjalan. Commissioners to audit the current year’s financial statements.
d. Pemberian pelunasan dan pembebasan (acquit et de charge) d. Release and discharge (acquit et de charge) the Board of
bagi Direksi dan Dewan Komisaris, sejauh tindakan tersebut Directors and Board of Commissioners, as far as such actions
tercatat dalam laporan dan perhitungan tahunan. are recorded in the annual report and financial statements
2. RUPS Tahunan untuk mengesahkan Rencana Kerja dan Anggaran 2. Annual GMS to ratify the Company’s Work Plan and Budget (RUPS
Perusahaan (RUPS RKAP). Perusahaan menyelenggarakan RUPS ini RKAP). The Company holds this GMS at the latest on the 30th day
selambat-lambatnya pada hari ke-30 bulan pertama setelah tahun of the first month after the start of the new financial year. In the
buku baru dimulai. Dalam RUPS RKAP, Perusahaan senantiasa RKAP RUPS, the Company always takes into account the following
memperhatikan beberapa ketentuan sebagai berikut: provisions:
a. Direksi wajib mengirimkan usulan rencana kerja dan anggaran a. The Board of Directors have to send the proposed work plan and
tahunan Perusahaan kepada Dewan Komisaris dan pemegang the Company’s annual budget to the Board of Commissioners
saham untuk dimintakan pengesahan kepada RUPS Tahunan and Shareholders for approval to the Annual General Meeting
selambat-lambatnya 60 hari sebelum tahun buku baru mulai of Shareholders no later than 60 days before the new fiscal year
berlaku. comes into effect.
b. Dalam hal permohonan persetujuan RKAP belum memperoleh b. In the event that the application for RKAP approval has not been
pengesahan sampai dengan batas waktu yang ditetapkan, endorsed by the stipulated time limit, the RKAP is deemed valid
maka RKAP dianggap sah untuk dilaksanakan sepanjang to be implemented as long as it has met the provisions regarding
telah memenuhi ketentuan mengenai bentuk, isi, dan tata cara the form, content and procedures for its preparation.
penyusunannya.
RUPS Lainnya Other GMS
Merupakan RUPS yang dapat diadakan sewaktu-waktu jika dipandang A type of GMS that can be held at any time, if deemed necessary by the
perlu oleh Direksi, Dewan Komisaris atau pemegang saham untuk Board of Directors and/or Commissioners and/or Shareholders. Other
menetapkan hal-hal yang tidak dilakukan dalam RUPS Tahunan. RUPS GMS can be in the form of an Extraordinary GMS held by the Company
Lainnya dapat berbentuk RUPS Luar Biasa yang diselenggarakan oleh or a Circular GMS.
Perusahaan maupun RUPS Sirkuler.

Mekanisme Penyelenggaraan RUPS GMS Implementation Mechanism
RUPS diselenggarakan sesuai dengan kepentingan Perusahaan dengan The GMS is held in accordance with the interests of the Company by
mengacu kepada Anggaran Dasar dan peraturan perundang-undangan, referring to the Articles of Association and laws and regulations, and
serta dengan persiapan yang memadai, sehingga dapat mengambil with adequate preparation, so that it can take legal, fair and transparent
keputusan yang sah, wajar, dan transparan dengan memperhatikan decisions by taking into account matters necessary to safeguard the
hal-hal yang diperlukan untuk menjaga kepentingan usaha perusahaan company’s long-term business interests. There are two types of GMS,
dalam jangka panjang. Terdapat dua jenis RUPS, yaitu RUPS Tahunan namely Annual GMS and Extraordinary GMS.
dan RUPS Luar Biasa.
RUPS Tahun 2021 2021 GMS
Sepanjang tahun 2021, Perusahaan menyelenggarakan 5 (lima) kali Throughout 2021, the Company held 5 (five) General Meetings of
Rapat Umum Pemegang Saham yaitu: Shareholders, namely:
RUPS RKAP RKAP GMS

Rapat diselenggarakan pada tanggal 29 Januari 2021 melalui video The meeting was held on January 29, 2021 via video conference zoom,
conference zoom, dengan dihadiri oleh Kuasa Pemegang Saham, attended by the Proxy of Shareholders, the Board of Commissioners, the
Dewan Komisaris, Direksi dan saksi-saksi sebagai berikut: Board of Directors and the following witnesses:
Kuasa Pemegang Saham

Shareholder Power
Asisten Deputi Bidang Industri Pertahanan dan Manufaktur (Pemegang 85,12% Saham)
: Liliek Mayasari
Assistant Deputy for Defense and Manufacturing Industries (85.12% Shareholder)
Societe Generale De Surveillance SA (Pemegang 10,4% Saham)
: Herry Nuryanto Kurniawan
Societe Generale De Surveillance SA (10.4% Shareholder)
PT Sucofindo (Persero) (Pemegang 4,48% Saham)
: Bachder Djohan Buddin
PT Sucofindo (Persero) (4.48% Shareholder)
Dewan Komisaris
Komisaris Utama
: Iman Pambagyo
: Paulus Prananto
Independent Commissioner
Komisaris
: Bambang Adi Winarso
Commissioner
Komisaris
: Ferry Andrianto
Commissioner
Komisaris
: Dody Widodo
Commissioner
Direksi
Directors
Direktur Utama
: Dian M. Noer
President Director
Direktur Keuangan dan Perencanaan Strategis
: Rosmanidar Zulkifli
Director of Finance and Strategic Planning
Direktur Komersial 1
: Tri Widodo
Director of Commercial 1
: Darwin Abas
: Lussy Ariani Seba
Annual Report 2021

275
Rapat menghasilkan keputusan yang disahkan dalam sebagai berikut: The meeting resulted in decisions that were approved in the following:
1. Mengesahkan Rencana Kerja dan Anggaran Perusahaan (RKAP) 1. Approve the 2021 Work Plan and Corporate Budget (RKAP) and the
Tahun 2021 dan Rencana Kerja dan Anggaran Program Pendanaan Work Plan and Budget for the Micro and Small Business Funding
Usaha Mikro dan Usaha Kecil/Program Tanggung Jawab Sosial dan Program/Social and Environmental Responsibility Program (TJSL)
Lingkungan (TJSL) Tahun 2021 dengan pokok-pokok sebagai berikut: 2021 with the following points:
a. Laporan Laba/Rugi a. Income statement

Laba bersih Tahun 2021 PT Surveyor Indonesia ditargetkan Net profit in 2021 PT Surveyor Indonesia is targeted at IDR154.44
sebesar Rp154,44 miliar: billion:
Uraian Rp Miliar
Description IDR Billion
Pendapatan
1.458,71
Revenue
Harga Pokok Pendapatan
(1.050,19)
Cost of Revenue
Laba KSO
115,00
KSO Profit
Biaya Operasi
(326,44)
Operation Cost
Laba (Rugi) Usaha
197,09
Profit (Loss) Business
Pendapatan/(Beban) Iain-lain – bersih
6,00
Other Income/(Expenses) - net
Laba Rugi Sebelum Pajak
203,09
Profit and Loss Before Tax
Pajak
(48,65)
Tax
Laba Bersih Tahun Berjalan
154,44
b. Laporan Posisi Keuangan b. Statement of Financial Position

Proyeksi Posisi Keuangan PT Surveyor Indonesia per 31 Projected Financial Position of PT Surveyor Indonesia as of
Desember 2022 diproyeksikan dengan Total Aset sebesar December 31, 2022 is projected with Total Assets of IDR1,876.99
Rp1.876,99 miliar billion
Uraian Rp Miliar
Description IDR Billion
Aset Lancar
1.112,72
Current assets
Aset Tidak Lancar
764,27
Non-Current Assets
Total Aset
1.876,99
Total Assets
258,26
Current Liabilities
92,18
Non-Current Liabilities
Ekuitas
1.526,55
Equity
Jumlah Liabilitas dan Ekuitas
1.876,99
Total liabilities and equity

c. Laporan Arus Kas c. Statements of Cash Flows
Investasi Rp Miliar
Investment IDR Billion
52,07
Cash Flows from Operating Activities
18,25
Cash Flows from Investing Activities
(16,71)
Cash Flows from Financing Activities
Kenaikan (Penurunan) Bersih Kas dan Setara Kas
53,61
Net (Decrease)/Increase in Cash and Cash Equivalents
Kas dan Setara Kas pada Awal Tahun
326,37
Cash and Cash Equivalents at The Beginning of the Year
Kas dan Setara Kas pada Akhir Tahun
379,98
Cash and Cash Equivalents at The End of the Year
d. Investasi d. Investment
Investasi Rp Miliar
Investment IDR Billion
Tanah, Bangunan, dan Prasarana
22,00
Land, Buildings and Infrastructure
Peralatan Operasi
55,83
Operation Equipment
Peralatan Kantor
9,71
Office Equipment
Perangkat Lunak dan Renovasi
21,45
Software and Renovations
Total Investasi
108,99
Total Investment
e. Tingkat Kesehatan e. Soundness Level

Tingkat kesehatan perusahaan tahun 2021 sesuai Keputusan The company’s soundness level in 2021 according to the Decree
Menteri BUMN Nomor KEP-100/MBU/2002 ditargetkan sebesar of the Minister of SOE Number KEP-100/MBU/2002 is targeted
86,50 (kategori Sehat AA). at 86.50 (Healthy category AA)
f. Rencana Kerja dan Anggaran Dewan Komisaris Tahun 2021 f. Board of Commissioners Work Plan and Budget 2021
Menyetujui Rencana Kerja dan Anggaran Dewan Komisaris Approved the 2021 Board of Commissioners’ Work Plan and
Tahun 2021 sebagai bagian yang tidak terpisahkan dari RKAP. Budget as an integral part of the RKAP.
g. Rencana Kerja dan Anggaran Program Pendanaan Usaha Kecil g. Work Plan and Budget for the Partnership and Community
dan Usaha Mikro (RKA PUMK)/Program Tanggung Jawab Development Program (RKA PUMK)/Social and Environmental
Sosial dan Lingkungan (TJSL) Tahun 2021: Responsibility Program (TJSL) 2021:
i. Mengesahkan RKA pelaksanaan Program TJSL yang i. Approve the RKA for the implementation of the TJSL

bersumber dari anggaran yang diperhitungkan sebagai Program which is sourced from the budget which is
biaya pada RKAP sebesar Rp2,87 miliar. calculated as a cost in the RKAP of IDR2.87 billion.
ii. Mengesahkan Program Pendanaan UMK dengan anggaran ii. Approved the MSE Funding Program with a budget of
sebesar Rp3,45 miliar. IDR3.45 billion.
Annual Report 2021

277
2. Menetapkan Key Performance Indicators (KPI) Direksi Tahun 2021 2. Establishing Key Performance Indicators (KPI) for the Board of
yang tertuang dalam Kontrak Manajemen Tahun 2021 antara Direksi Directors in 2021 as stated in the 2021 Management Contract
dan Dewan Komisaris dengan Pemegang Saham. between the Board of Directors and the Board of Commissioners
and the Shareholders.
3. Menetapkan Key Performance Indicators (KPI) Dewan Komisaris 3. Establish Key Performance Indicators (KPI) for the Board of
Tahun 2021 yang tertuang dalam Kontrak Manajemen Tahun 2021 Commissioners for 2021 which are contained in the 2021 Management
antara Dewan Komisaris dengan Pemegang Saham Contract between the Board of Commissioners and Shareholders.
Menyetujui indikator aspek operasional Tahun 2021 untuk menghitung Approved the 2021 operational aspect indicators to calculate the
tingkat kesehatan perusahaan berdasarkan Keputusan Menteri Negara company’s health level based on the Decree of the Minister of State-
BUMN Nomor: KEP-100/MBU/2002 tanggal 4 Juni 2002, dengan rincian Owned Enterprises Number: KEP- 100/MBU/2002 dated June 4, 2002,
sebagai berikut: with the following details:
Indikator Bobot
No Target
Indicator Weight
Sertifikasi personil 165 Sertifikasi
1 8,0
Personnel Certification 165 Certification
5 inovasi dari hasil pengembangan sistem/proses/bisnis
Inovasi pengembangan proses/produk/bisnis
2 5 innovations from the results of system/process/business 7,0
Process/product/business development innovation
development
Jumlah
15,0
Total
RUPS Sirkuler 1 Circular GMS 1

Keputusan Pemegang Saham disahkan dalam Akta Notaris Ruli Shareholders’ Decisions are ratified in the Notary Deed of Ruli Iskandar,
Iskandar, SH, Nomor 115 tanggal 3 Desember 2021. Keputusan yang SH, Number 115 dated December 3, 2021. The resulting decisions are as
dihasilkan adalah sebagai berikut: follows:
1. Menyetujui perubahan nama Perseroan dari Perusahaan Perseroan 1. Approved the change in the name of the Company from a Limited Liability
(PT) Surveyor Indonesia (Persero) menjadi PT Surveyor Indonesia. Company (PT) Surveyor Indonesia (Persero) to PT Surveyor Indonesia.
2. Menyetujui perubahan struktur Pemegang Saham Perseroan 2. Approved changes in the structure of the Company’s Shareholders
sebagai akibat dari pengalihan seluruh. saham Seri B Negara as a result of the transfer of all. Series B shares of the Republic of
Republik Indonesia kepada dan dalam rangka penambahan Indonesia to and for the purpose of increasing the State Equity
Penyertaan Modal Negara Republik Indonesia pada PT Biro Participation of the Republic of Indonesia in PT Biro Classification
Klasifikasi Indonesia (Persero) yakni sebanyak 21.279 (dua puluh Indonesia (Persero) as many as 21,279 (twenty one thousand two
satu ribu dua ratus tujuh puluh sembilan) saham yang seluruhnya hundred seventy-nine) shares totaling IDR1,883,906,431,842.00 (one
senilai Rp1.883.906.431.842,00 (satu triliun delapan ratus delapan trillion eight hundred eighty-three billion nine hundred six million four
puluh tiga miliar sembilan ratus enam juta empat ratus tiga puluh hundred thirty-one thousand eight hundred forty-two rupiah).
satu ribu delapan ratus empat puluh dua rupiah).
3. Perubahan struktur Pemegang Saham sebagaimana dimaksud 3. Changes in the structure of Shareholders as referred to in the
diktum KEDUA meliputi total modal ditempatkan dan/atau diambil SECOND dictum include the total issued and/or subscribed capital
bagian oleh Para Pemegang Saham sebanyak 25.000 (dua puluh of 25,000 (twenty five thousand) shares with a total nominal value of
lima ribu) saham dengan nominal seluruhnya Rp25.000.000.000,00 IDR25,000,000,000.00 (twenty five billion rupiah) and taken part by:
(dua puluh lima miliar rupiah) dan diambil bagian oleh:
a. Negara Republik Indonesia 1 (satu) saham seri A Dwiwarna, a. The Republic of Indonesia 1 (one) Dwiwarna A series share, with a
dengan nilai nominal seluruhnya Rp1.000.000,00 (satu juta total nominal value of IDR1,000,000.00 (one million rupiah);
rupiah);
b. PT Biro Klasifikasi Indonesia (Persero) sebanyak 21.279 (dua b. PT Bureau of Classification Indonesia (Persero) as many as
puluh satu ribu dua ratus tujuh puluh sembilan) saham seri B 21,279 (twenty-one thousand two hundred seventy-nine) series
dengan nilai nominal seluruhnya Rp21.279.000.000,00 (dua B shares with a total nominal value of IDR21,279,000,000.00
puluh satu miliar dua ratus tujuh puluh sembilan juta rupiah); (twenty-one billion two hundred seventy nine million rupiah);
c. Societe Generale De Surveillance Holding S.A, Geneva c. Societe Generale De Surveillance Holding S.A, Geneva as many
sebanyak 2.600 (dua ribu enam ratus ribu) saham seri B dengan as 2,600 (two thousand six hundred thousand) series B shares

nilai nominal seluruhnya Rp2.600.000.000,00 (dua miliar enam with a total nominal value of IDR2,600,000,000.00 (two billion six
ratus juta rupiah); hundred million rupiah);
d. PT Sucofindo (Persero) sebanyak 1.120 (seribu seratus dua puluh) d. PT Sucofindo (Persero) as many as 1,120 (one thousand one
saham seri B dengan nilai nominal seluruhnya Rp1.120.000.000,- hundred and twenty) series B shares with a total nominal value
(satu miliar seratus dua puluh juta rupiah). of IDR1,120,000,000.- (one billion one hundred and twenty million
rupiah).
4. Menyetujui perubahan ketentuan mengenai hak istimewa 4. Approved changes to the provisions regarding the privileges of the
Pemegang Saham Seri A Dwiwarna. Series A Dwiwarna Shareholder.
5. Menyetujui perubahan ketentuan mengenai kewenangan Direksi 5. Approved changes to the provisions regarding the authority of
PT Biro Klasifikasi Indonesia (Persero) untuk menetapkan kebijakan the Board of Directors of PT Biro Statistik Indonesia (Persero) to
kepengurusan Perseroan dengan ketentuan bahwa terhadap determine the policies of the management of the Company with
kebijakan di bidang Akuntansi dan Keuangan, Pengembangan dan the provisions that the policies in the fields of Accounting and
Investasi, Operasional dan Pengendalian Mutu, Pemasaran, Informasi Finance, Development and Investment, Operations and Quality
Teknologi, Pengadaan dan Logistik, Sumber Daya Manusia dan Control, Marketing, Information Technology, Procurement and
Hubungan Industrial, Manajemen Risiko dan Pengawasan Internal, Logistics, Resources Human Resources and Industrial Relations,
Hukum, Kesehatan, Keselamatan Kerja, Pengeiolaan Lingkungan Risk Management and Internal Control, Law, Health, Occupational
Hidup serta Tanggung Jawab Sosial dan Lingkungan, Program Safety, Environmental Management and Social and Environmental
Pendanaan Usaha Mikro dan Usaha Kecil (UMK), Pengembangan Responsibility, Micro and Small Business Funding Program (UMK),
Pasar dan Portofolio Jasa, Pengaturan Program Pengembangan Market and Service Portfolio Development, Business Development
Bisnis dan Produk, dan bidang lainnya dalam rangka sinergi Program Arrangements and Products, and other fields in the context
Perseroan dengan Pemegang Saham Seri B terbanyak, Direksi of the Company’s synergy with the largest Series B Shareholders, the
wajib berpedoman pada-kebijakan yang ditetapkan oleh Pemegang Board of Directors must adhere to the policies set by the Dwiwarna A
Saham Seri A Dwiwarna atau yang diberikan kuasa. Series Shareholders or those who are authorized.
6. Menyetujui Perubahan Pasal 1 ayat (1), Pasal 4 ayat (2), dan Pasal 5 6. Approved amendments to Article 1 paragraph (1), Article 4 paragraph
ayat (4) huruf c dan penambahan 1 poin pada Pasal 5 ayat (4) yaitu (2), and Article 5 paragraph (4) letter c and the addition of 1 point
huruf f, Pasal 10 ayat (6), Pasal 11 ayat (2) huruf a dan b, Pasal 14 ayat to Article 5 paragraph (4) namely letter f, Article 10 paragraph (6),
(11) dan (30), Pasal 15 ayat (2) huruf b, Pasal 26 ayat (3). Article 11 paragraph (2) letter a and b, Article 14 paragraph (11) and
(30), Article 15 paragraph (2) letter b, Article 26 paragraph (3)

Keputusan rapat yang telah disahkan dalam Surat Keputusan Pemegang The resolutions of the meeting that have been ratified in the Shareholders’
Saham Nomor: SK-224/MBU/07/2021 pada tanggal 2 Juli 2021, adalah Decision Letter Number: SK-224/MBU/07/2021 on July 2, 2021, are as
sebagai berikut: follows:
1. Mengukuhkan pemberhentian Sdr. Dian M. Noer sebagai Direktur 1. Confirming the dismissal of Mr. Dian M. Noer as President Director
Utama yang diangkat berdasarkan Keputusan Para Pemegang who was appointed based on the Decision of the Shareholders of
Saham Perusahaan Perseroan (Persero) PT Surveyor Indonesia the Company (Persero) PT Surveyor Indonesia Number: SK-132/
Nomor: SK-132/MBU/07/2016, SGS-01/07/2016 dan 0410/DRU- MBU/07/2016, SGS-01/07/2016 and 0410/DRU-VII/SP/ 2016 dated
VII/SP/2016 tanggal 1 Juli 2016 jo. Nomor: SK-198/MBU/06/2018, July 1, 2016 jo. Number: SK-198/MBU/06/2018, 0546/DRU-VI/
0546/DRU-VI/SP/2018, dengan ucapan terima kasih atas segala SP/2018, with gratitude for all the contributions of his energy and
sumbangan tenaga dan pikirannya selama memangku jabatan thoughts during his tenure.
tersebut.
2. Memberhentikan dengan hormat nama-nama tersebut di bawah 2. Dismiss with honor the names below as members of the Board of
ini sebagai anggota Direksi Perusahaan Perseroan (Persero) Directors of the Company (Persero) PT Surveyor Indonesia:
PT Surveyor Indonesia:
• Sdr. Tri Widodo - sebagai Direktur Komersial 1 • Mr. Tri Widodo - as Commercial Director 1
• Sdr. Darwin Abbas - sebagai Direktur Komersial 2 • Mr. Darwin Abbas - as Commercial Director 2
Yang masing-masing diangkat berdasarkan Keputusan Para Each of which was appointed based on the Decision of the
Pemegang Saham Perusahaan Perseroan (Persero) PT Surveyor Shareholders of the Company (Persero) PT Surveyor Indonesia
Indonesia dan Nomor: SK198/MBU/06/2018, 0546/DRU-VI/ and Number: SK198/MBU/06/2018, 0546/DRU-VI/SP/2018, and
Annual Report 2021

279
SP/2018, dan SGS/02/06/2018 tanggal 28 Juni 2018, dengan SGS/02/06/2018 dated 28 June 2018, with gratitude for all the
ucapan terima kasih atas segala sumbangan tenaga dan pikirannya contributions of his energy and thoughts during his tenure in this
selama memangku jabatan tersebut. position.
Mengubah nomenklatur jabatan anggota Direksi Perusahaan Changed the nomenclature of the members of the Board of Directors
Perseroan (Persero) PT Surveyor Indonesia sebagai berikut: of the Company (Persero) PT Surveyor Indonesia as follows:
Semula Menjadi
Previously Become
Direktur Komersial 1 Direktur Komersial
Director of Commercial 1 Director of Commercial
Direktur Keuangan dan Perencanaan Strategis Direktur Keuangan dan Manajemen Risiko
Director of Finance and Strategic Planning Director of Finance and Risk Management
-
3. Mengalihkan penugasan Sdr. Rosmanidar Zulkifli yang diangkat 3. Shifting the assignment of Br. Rosmanidar Zulkifli who was appointed
berdasarkan Keputusan Para Pemegang Saham Perusahaan based on the Decision of the Shareholders of the Company (Persero)
Perseroan (Persero) PT Surveyor Indonesia Nomor: SK- 198/ PT Surveyor Indonesia Number: SK-198/MBU/06/2018, 0546/DRU-
MBU/06/2018, 0546/DRU-VI/SP/2018, dan SGS/02/06/2018 VI/SP/2018, and SGS/02/06/2018 dated June 28, 2018, initially
tanggal 28 Juni 2018, semula sebagai Direktur Keuangan dan as Director of Finance and Strategic Planning to become Director
Perencanaan Strategis menjadi Direktur Keuangan dan Manajemen of Finance and Risk Management of the Company (Persero) PT
Risiko Perusahaan Perseroan (Persero) PT Surveyor Indonesia, Surveyor Indonesia, with a term of office continuing the remaining
dengan masa jabatan meneruskan sisa masa jabatannya term of office as stated in the Decision of the Shareholders of the
sebagaimana Keputusan Para Pemegang Saham Perusahaan Company (Persero) PT Surveyor Indonesia.
Perseroan (Persero) PT Surveyor Indonesia dimaksud.
4. Mengangkat nama-nama tersebut di bawah ini sebagai anggota 4. To appoint the following names as members of the Board of Directors
Direksi Perusahaan Perseroan (Persero) PT Surveyor Indonesia: of the Company (Persero) PT Surveyor Indonesia:
• Sdr. M. Haris Witjaksono - sebagai Direktur Utama; • Mr. M. Haris Witjaksono - as President Director;
• Sdr. Saifuddin Wijaya - sebagai Direktur Komersial. • Mr. Saifuddin Wijaya - as Commercial Director.
5. Bagi anggota Direksi yang diangkat sebagaimana dimaksud pada 5. For members of the Board of Directors who are appointed as
Diktum ke 5 Keputusan ini yang masih menjabat pada jabatan referred to in the 5th Dictum of this Decree who are still serving in
lain yang dilarang oleh peraturan perundang-undangan untuk other positions that are prohibited by laws and regulations from
dirangkap dengan jabatan Direksi BUMN, maka yang bersangkutan being concurrently with the position of the Board of Directors of
harus mengundurkan diri atau diberhentikan dari jabatannya SOEs, the person concerned must resign or be dismissed from his
tersebut. position.
6. Memberi kuasa kepada Direksi Perusahaan Perseroan (Persero) PT 6. To authorize the Board of Directors of the Company (Persero) PT
Surveyor Indonesia dengan hak substitusi untuk menyatakan yang Surveyor Indonesia with the right of substitution to state what
diputuskan dalam Keputusan ini dalam bentuk otentik di hadapan is decided in this Decree in authentic form before a notary or
notaris atau pejabat yang berwenang. authorized official.
7. Keputusan ini mulai berlaku pada tanggal ditetapkan, yaitu tanggal 7. This decision shall come into force on the date of stipulation, namely
Pemegang Saham yang terakhir menandatangani, dengan the date the shareholder last signed it, provided that in the event of
ketentuan apabila di kemudian hari terdapat kekeliruan di dalamnya an error in the future, corrections will be made as necessary.
akan diadakan pembetulan seperlunya.

Rapat diselenggarakan pada tanggal 29 November 2021 dan seluruh The meeting was held on November 29, 2021 and all decisions have
keputusan telah disahkan dalam Surat Keputusan Pemegang Saham been ratified in the Shareholders’ Decree Number: SK-367/MBU/11/2021
Nomor: SK-367/MBU/11/2021 sebagai berikut: as follows:

1. Mengukuhkan pemberhentian dengan hormat Sdr. Bambang Adi 1. Confirming the honorable discharge of Mr. Bambang Adi Winarso as
Winarso sebagai Komisaris Perusahaan Perseroan (Persero) PT Commissioner of the Company (Persero) PT Surveyor Indonesia who
Surveyor Indonesia yang diangkat berdasarkan Keputusan RUPS was appointed based on the resolution of the 2016 Extraordinary
Luar Biasa Tahun 2016 tanggal 24 Agustus 2016, terhitung sejak General Meeting of Shareholders on August 24, 2016, effective
tanggal 24 Agustus 2021, dengan ucapan terima kasih atas segala August 24, 2021, with gratitude for all the contributions of his energy
sumbangan tenaga dan pikirannya selama memangku jabatan and thoughts during his tenure in this position.
tersebut.
2. Mengangkat Sdr. Wawan Sunarjo sebagai Komisaris Perusahaan 2. Appointed Mr. Wawan Sunarjo as Commissioner of the Company
Perseroan (Persero) PT Surveyor Indonesia. (Persero) PT Surveyor Indonesia.
3. Bagi anggota Dewan Komisaris yang diangkat sebagaimana 3. For members of the Board of Commissioners who are appointed as
dimaksud pada Diktum KEDUA Keputusan ini yang masih menjabat referred to in the SECOND Dictum of this Decree who are still serving
pada jabatan lain yang dilarang oleh peraturan perundang- in other positions that are prohibited by laws and regulations from
undangan untuk dirangkap dengan jabatan Dewan Komisaris being concurrently with the position of the Board of Commissioners
BUMN, maka yang bersangkutan harus mengundurkan diri atau of SOEs, the person concerned must resign or be dismissed from
diberhentikan dari jabatannya tersebut. his position.
4. Memberi kuasa kepada Direksi Perusahaan Perseroan (Persero) 4. To authorize the Board of Directors of the Company (Persero) PT
PT Surveyor Indonesia dengan hak substitusi untuk menyatakan Surveyor Indonesia with the right of substitution to state what
yang diputuskan dalam Keputusan ini dalam bentuk otentik di is decided in this Decree in authentic form before a notary or
hadapan notaris atau pejabat yang berwenang. authorized official.
5. Keputusan ini mulai berlaku pada tanggal ditetapkan, yaitu tanggal 5. This decision shall come into force on the date of stipulation, namely
Pemegang Saham yang terakhir menandatangani, dengan the date the shareholder last signed it, provided that if there is an
ketentuan apabila di kemudian hari terdapat kekeliruan di dalamnya error in the future, corrections will be made as necessary.
akan diadakan pembetulan seperlunya.

Rapat diselenggarakan pada tanggal 16 Desember 2021 dan seluruh The meeting was held on December 16, 2021 and all decisions have been
keputusan telah disahkan dalam Surat Keputusan Pemaegang Saham ratified in the Shareholders’ Decree Number: SK-404/MBU/12/2021 as
Nomor: SK-404/MBU/12/2021 sebagai berikut: follows:
1. Menyetujui perubahan nama Perseroan dari Perusahaan Perseroan 1. Approved the change in the name of the Company from PT Surveyor
(PT) Surveyor Indonesia (Persero) menjadi PT Surveyor Indonesia Indonesia to PT Surveyor Indonesia
2. Menyetujui perubahan struktur Pemegang Saham Perseroan 2. Approved changes to the structure of the Company’s Shareholders
sebagai akibat dari pengalihan seluruh. saham Seri B Negara as a result of the transfer of all. Series B shares of the Republic of
Republik Indonesia kepada dan dalam rangka penambahan Indonesia to and in the context of increasing the State Equity
Penyertaan Modal Negara Republik Indonesia pada PT Biro Participation of the Republic of Indonesia in PT Biro Klasifikasi
Klasifikasi Indonesia (Persero) yakni sebanyak 21.279 (dua puluh Indonesia (Persero), which is as many as 21,279 (twenty one thousand
satu ribu dua ratus tujuh puluh sembiian) saham yang seluruhnya two hundred seventy nine) shares totaling IDR1,883,906,431,842.00
senilai Rp1.883.906.431.842,00 (satu triliun deiapan ratus delapan (one trillion eight hundred eighty three billion nine hundred and six
puluh tiga miliar sembiian ratus enam juta empat ratus tiga puluh million four hundred thirty one thousand eight hundred and forty
satu ribu delapan ratus empat puluh dua rupiah) two rupiah)
3. Perubahan struktur Pemegang Saham sebagaimana dimaksud 3. Changes in the structure of Shareholders as referred to in the
diktum KEDUA meliputi total modal ditempatkan dan/atau diambil SECOND dictum include the total issued and/or subscribed capital
bagian oleh Para Pemegang Saham sebanyak 25.000 (dua puluh of 25,000 (twenty five thousand) shares with a total nominal value of
lima ribu) saham dengan nominal seluruhnya Rp25.000.000.000,00 IDR25,000,000,000.00 (twenty five billion rupiah) and taken part by:
(dua puluh lima miliar rupiah) dan diambil bagian oleh:
a. Negara Republik Indonesia 1 (satu) saham seri A Dwiwarna, a. The Republic of Indonesia 1 (one) Dwiwarna A series share, with a
dengan nilai
nominal seluruhnya Rp1.000.000,00 (satu juta total nominal value of IDR1,000,000.00 (one million rupiah);
rupiah);
b. PT Biro Klasifikasi Indonesia (Persero) sebanyak 21.279 (dua b. PT Biro Klasifikasi Indonesia (Persero) as many as 21,279 (twenty
puluh satu ribu dua ratus tujuh puluh sembiian) saham seri B one thousand two hundred and seventy nine) series B shares
dengan nilai nominal seluruhnya Rp21.279.000.000,00 (dua with a total nominal value of IDR21,279,000,000.00 (twenty one
puluh saru miliar dua ratus tujuh puluh sembiian juta rupiah); billion two hundred and seventy nine million rupiah);
Annual Report 2021

281
c. Societe Generale De Surveillance Holding S.A, Geneva c. Societe Generale De Surveillance Holding S.A, Geneva as many
sebanyak 2.600 (dua ribu enam ratus ribu) saham seri B dengan as 2,600 (two thousand six hundred thousand) series B shares
nilai nominal seluruhnya Rp2.600.000.000,00 (dua miliar enam with a total nominal value of IDR2,600,000,000.00 (two billion six
ratus juta rupiah); hundred million rupiah);
d. PT Sucofindo (Persero) sebanyak 1.120 (seribu seratus dua puluh) d. PT Sucofindo (Persero) as many as 1,120 (one thousand one
saham seri B dengan nilai nominal seluruhnya Rp1.120.000.000,- hundred and twenty) series B shares with a total nominal value
(satu miliar seratus dua puluh juta rupiah) of IDR1,120,000,000.- (one billion one hundred and twenty million
rupiah)
4. Menyetujui perubahan ketentuan mengenai hak istimewa 4. Approved changes to the provisions regarding the privileges of the
Pemegang Saham Seri A Dwiwarna. Series A Dwiwarna Shareholder.
5. Menyetujui perubahan ketentuan mengenai kewenangan Direksi 5. Approved changes to the provisions regarding the authority of
PT Biro Klasifikasi Indonesia (Persero) untuk menetapkan kebijakan the Board of Directors of PT Biro Statistik Indonesia (Persero) to
kepengurusan Perseroan dengan ketentuan bahwa terhadap determine the policies of the management of the Company with
kebijakan di bidang Akuntansi dan Keuangan, Pengembangan dan the provisions that the policies in the fields of Accounting and
Investasi, Operasional dan Pengendalian Mutu, Pemasaran, Informasi Finance, Development and Investment, Operations and Quality
Teknologi, Pengadaan dan Logistik, Sumber Daya Manusia dan Control, Marketing, Information Technology, Procurement and
Hubungan Industrial, Manajemen Risiko dan Pengawasan Internal, Logistics, Resources Human Resources and Industrial Relations, Risk
Hukum, Kesehatan, Keselamatan Kerja, Pengelolaan Lingkungan Management and Internal Supervision, Law, Health, Occupational
Hidup serta Tanggung Jawab Sosial dan Lingkungan, Program Safety, Environmental Management and Social and Environmental
Pendanaan Usaha Mikro dan Usaha Kecil (UMK), Pengembangan Responsibility, Micro and Small Business Funding Program (UMK),
Pasar dan Portofolio Jasa, Pengaturan Program Pengembangan Market and Service Portfolio Development, Business Development
Bisnis dan Produk, dan bidang lainnya dalam rangka sinergi Program Arrangements and Products, and other fields in the context
Perseroan dengan Pemegang Saham Seri B terbanyak, Direksi of the Company’s synergy with the largest Series B Shareholders,
wajib berpedoman pada-kebijakan yang ditetapkan oleh Pemegang the Board of Directors must be guided by the policies set by the
Saham Seri A Dwiwarna atau yang diberikan kuasa. Dwiwarna A Series Shareholders or those who are authorized:
6. Menyetujui Perubahan Pasal 1 ayat (1), Pasal 4 ayat (2), dan Pasal 5 6. Approved amendments to Article 1 paragraph (1), Article 4 paragraph
ayat (4) huruf c dan penambahan 1 poin pada Pasal 5 ayat (4) yaitu (2), and Article 5 paragraph (4) letter c and the addition of 1 point
huruf f, Pasal 10 ayat (6), Pasal 11 ayat (2) huruf a dan b, Pasal 14 ayat to Article 5 paragraph (4), namely letter f, Article 10 paragraph (6),
(11) dan (30), Pasal 15 ayat (2) huruf b, Pasal 26 ayat (3) Anggaran Article 11 paragraph (2) letters a and b, Article 14 paragraph (11) and
Dasar Perseroan. (30), Article 15 paragraph (2) letter b, Article 26 paragraph (3) of the
Company’s Articles of Association.
7. Memberi kuasa kepada Direksi Perseroan dengan hak substitusi 7. Giving power of attorney to the Board of Directors of the Company
untuk menuangkan dan menyatakan segala sesuatu yang with substitution rights to express and state everything decided in
diputuskan dalam surat keputusan ini dalam bentuk akta notaris this decree in the form of a notarial deed and to appear before a
serta menghadap Notaris atau pejabat yang berwenang lainnya, dan Notary or other authorized official, and make necessary adjustments
melakukan penyesuaian atau perbaikan-perbaikan yang diperlukan or improvements if required by the competent authorities for
apabila dipersyaratkan oleh pihak yang berwenang untuk keperluan implementation purposes. the contents of the decision in this
pelaksanaan isi keputusan dalam surat keputusan ini. decision letter.
8. Keputusan ini mulai berlaku pada tanggal ditetapkan, dengan 8. This decision shall come into force on the date of stipulation, provided
ketentuan bahwa apabila di kemudian hari terdapat kekeliruan di that if in the future there are errors in it, necessary corrections will be
dalamnya akan diadakan pembetulan seperlunya. made.

RUPS Tahun 2020 2020 GMS
Sepanjang tahun 2020, Perusahaan telah menyelenggarakan RUPS Throughout 2020, the Company has held the RKAP GMS on January 28
RKAP pada tanggal 28 Januari dan seluruh keputusan yang diambil and all decisions taken have been realized as follows:
telah direalisasikan sebagai berikut:
1. Persetujuan dan Pengesahan Rencana Kerja dan Anggaran 1. Approval and Ratification of the Company’s 2020 Work Plan and
Perusahaan Tahun 2020. Budget.
Menyetujui dan mengesahkan Rencana Kerja dan Anggaran Approved and ratified the Company’s 2020 Work Plan and Budget,
Perusahaan Tahun 2020 termasuk di dalamnya Rencana Kerja dan including the Board of Commissioners’ Work and Budget Plan, with
Anggaran Dewan Komisaris, dengan pokok-pokok sebagai berikut: the following main points:
a. Laba (Rugi) a. Profit (Loss)
Laba bersih konsolidasian ditargetkan sebesar Rp199.477 juta, Consolidated net profit is targeted at IDR199,477 million, with
dengan rincian: details:
Uraian Rp Juta
Description IDR Million
Pendapatan Usaha
1.702.000
Operating Income
Beban Operasi
(1.232.418)
Operating Expenses
Laba/(Rugi) Operasi
469.582
Operating Profit/(Loss)
Laba/(Rugi) Usaha KSO
175.000
KSO Business Profit/(Loss)
Laba/(Rugi) Operasi setelah KSO
644.582
Operating Profit/(Loss) after KSO
Beban Usaha
(379.358)
Operating expenses
Laba/(Rugi) Usaha
265.224
Operating Profit/(Loss)
Pendapatan (Beban) Lain-Lain
Laba (Rugi) sebelum Pajak
4.007
Other Income (Expenses)
Profit (Loss) before Tax
Total Liabilitas dan Ekuitas
269.231
Total of Liabilities and Equities
Pajak-Pajak
(69.754)
Taxes
Laba/(Rugi) Bersih
199.477
Net Profit/(Loss)
Annual Report 2021

283
b. Laporan Posisi Keuangan (Neraca) b. Statement of Financial Position (Balance Sheet)

Laporan Posisi Keuangan per 31 Desember 2020 konsolidasian The consolidated Statement of Financial Position as of December
diproyeksikan ditutup dengan Total Aset/Liabilitas dan Ekuitas 31, 2020 is projected to close with Total Assets/Liabilities and
sebesar Rp1.923.665 juta dengan rincian: Equity of IDR1,923,665 million with details:
Uraian Rp Juta
Description IDR Million
Aset Lancar
1.132.786
Current assets
Aset Tidak Lancar
790.879
Non-Current Assets
Total Aset
1.923.665
Total Assets
Liabilitas
Liabilities
397.889
Current Liabilities
90.555
Non-current Liabilities
Total Liabilitas
488.444
Total Liabilities
Ekuitas
1.435.221
Equity
Total Liabilitas dan Ekuitas
1.923.665
Total Liabilities and Equity
c. Investasi c. Investment
Investasi Rp Juta
Investment IDR Million
1) Tanah, Bangunan, dan Prasarana
55.655
1) Land, Buildings and Infrastructure
2) Peralatan Operasi
69.915
2) Operation Equipment
3) Peralatan Kantor
15.922
3) Office Equipment
4) Perangkat Lunak dan Renovasi
30.358
4) Software and Renovations
Total Investasi
171.850
Total Investment
d. Tingkat Kesehatan d. Health Level

Tingkat kesehatan perusahaan berdasarkan Keputusan Menteri The company’s health level based on the Decree of the Minister
BUMN Nomor KEP-100/MBU/2002 ditargetkan mendapat skor of BUMN Number KEP-100/MBU/2002 is targeted to get a score
95,00 (Sehat AA). of 95.00 (Healthy AA).
2. Persetujuan dan Pengesahan Rencana Kerja dan Anggaran 2. Approval and Ratification of the 2020 Partnership and Community
Program Kemitraan dan Bina Lingkungan Tahun 2020. Development Program Work Plan and Budget.
Menyetujui dan mengesahkan Rencana Kerja dan Anggaran Approved and ratified the 2020 Partnership and Environmental
Program Kemitraan dan Bina Lingkungan Tahun 2020 sebagaimana Development Program Work Plan and Budget as discussed and
telah dibahas dan disampaikan oleh Asdep Tanggung Jawab submitted by the Deputy for Social and Environmental Responsibility
Sosial dan Lingkungan berdasarkan Risalah Nomor RIS-01/ based on Minutes Number RIS-01/D7.MBU.3/11/2019 dated
D7.MBU.3/11/2019 tanggal 6 November 2019, dengan pokok-pokok November 6, 2019, with the main points-principal as follows:
sebagai berikut:

a. Dana Program Kemitraan (PK) a. Partnership Program Fund (PK)
Keterangan Rp Juta
No
Description IDR million
Dana Tersedia
5.428
Available Funds
Saldo Awal
1. 315
Beginning Balance
Pengembalian Dana Pinjaman
2. 4.480
Loan Refund
Tambahan Dana dari BUMN Pembina
3. 300
Additional Funds from State Owned Enterprises
Jasa Administrasi Pinjaman
4. 318
Loan Administration Services
Pendapatan Administrasi Bank (net)
5. 15
Bank Administration Income (net)
Bunga Deposito
6. -
Deposit Interest
Alokasi Laba untuk PK
7. -
Profit Allocation for PK
Penerimaan Lain-Lain
8. -
Other Receipts
Penyaluran
5.428
Distribution
Penyaluran Mandiri
1. 4.628
Self-Distribution
Penyaluran Dana Pembinaan (Hibah)
2. 500
Distribution of Development Funds (Grants)
Penyaluran kepada BUMN Khusus
3. 300
Distribution to Special SOEs
Saldo Akhir
-
Ending Balance
b. Dana Program TJSL Non PUMK b. TJSL Program Non PUMK Fund
Keterangan Rp Juta
No
Penerimaan
4.209
Acceptance
Saldo Awal
1. -
Beginning Balance
Pendapatan Lain-Lain
2. -
Other income
Alokasi Laba untuk BL
3. 4.209
Allocation of Profits for Community Development
Penerimaan Lain-Lain
4. -
Other Receipts
Penggunaan
4.209
Usage
Korban Bencana Alam
1. 595
Victims of natural disasters
Pendidikan & Pelatihan
2. 1.248
Education & Training
Peningkatan Kesehatan
3. 491
Health Improvement
Prasarana Umum
4. 337
Public Infrastructure
Annual Report 2021

285
Keterangan Rp Juta
No
Sarana Ibadah
5. 224
Places of Worship
Pengentasan Kemiskinan
6. 982
Poverty Alleviation
Pelestarian Alam
7. 332
Nature Conservancy
Saldo Akhir
-
Ending Balance
3. Penetapan Indikator Aspek Operasional untuk penilaian Tingkat 3. Determination of Operational Aspect Indicators for the 2020
Kesehatan Perusahaan Tahun 2020. Company Soundness Level assessment.
Menetapkan Indikator Aspek Operasional untuk penilaian Tingkat Establishing Operational Aspect Indicators for the 2020 Company
Kesehatan Perusahaan Tahun 2020 sebagai berikut: Soundness Level assessment as follows:
Indikator Bobot
No Target
Indicator Weight
Peningkatan Kualitas SDM 315 Sertifikasi
1 8
HR Quality Improvement 315 Certification
12 inovasi dari hasil pengembangan sistem/proses/bisnis
Inovasi
2 12 innovations from the results of system/process/business 7
Innovation
development
4. Persetujuan dan pengesahan Key Performance Indicators (KPI) yang 4. Approval and ratification of Key Performance Indicators (KPI)
tertuang dalam Kontrak Manajemen Tahun 2020 antara Direksi dan contained in the 2020 Management Contract between the Board of
Dewan Komisaris dengan pemegang saham. Directors and the Board of Commissioners and shareholders.
Menyetujui dan mengesahkan Key Performance Indicators (KPI) Approve and ratify the Key Performance Indicators (KPI) contained
yang tertuang dalam Kontrak Manajemen Tahun 2020 antara Direksi in the 2020 Management Contract between the Board of Directors
dan Dewan Komisaris dengan pemegang saham sebagaimana and the Board of Commissioners and the shareholders as proposed
diajukan dalam RUPS dan menjadi bagian yang tidak terpisahkan in the GMS and become an integral part of the resolution of this GMS.
dari keputusan RUPS ini.
5. Persetujuan dan pengesahan Key Performance Indicators (KPI) 5. Approval and ratification of Key Performance Indicators (KPI) for
Tahun 2020 Dewan Komisaris dengan pemegang saham. 2020 by the Board of Commissioners with shareholders.
Menyetujui dan mengesahkan Key Performance Indicators Approve and ratify the Key Performance Indicators (KPI) of the Board
(KPI) Tahun 2020 Dewan Komisaris dengan pemegang saham of Commissioners for 2020 with shareholders as proposed at the
sebagaimana diajukan dalam RUPS dan menjadi bagian yang tidak GMS and become an integral part of the decision of this GMS.
terpisahkan dari keputusan RUPS ini.

Dewan Komisaris
Dewan Komisaris adalah organ Perusahaan yang bertugas dan The Board of Commissioners is a company organ that has the collective
bertanggung jawab secara kolektif untuk melakukan pengawasan duty and responsibility of supervising and providing advice to the
dan memberikan nasihat kepada Direksi serta memastikan Surveyor Board of Directors and ensuring Surveyor Indonesia implements Good
Indonesia melaksanakan Good Corporate Governance (GCG) pada Corporate Governance (GCG) at all levels and levels of the organization.
seluruh tingkatan dan jenjang organisasi. Selain itu, pengawasan Dewan In addition, the Board of Commissioners’ supervision of the Board of
Komisaris kepada Direksi adalah memastikan bahwa pengelolaan Directors is to ensure that the management of the Company is always in
Perusahaan selalu sesuai dengan ketentuan Anggaran Dasar dan accordance with the Articles of Association and GMS Resolutions, as well
Keputusan RUPS, serta peraturan perundang-undangan yang berlaku. as the prevailing laws and regulations. In monitoring the effectiveness of
Dalam melakukan pemantauan terhadap efektivitas penerapan GCG the Company’s GCG implementation and providing advice to the Board
Perusahaan dan memberikan nasihat yang dilakukan Dewan Komisaris of Commissioners solely for the benefit of the Company, in accordance
semata-mata untuk kepentingan Perusahaan, sesuai dengan visi dan with the Company’s vision and mission
misi Perusahaan.
Dasar Hukum Legal Basis
1. Undang-Undang No. 40 Tahun 2007, 1. Law No. 40 of 2007

2. Undang-Undang No. 19 Tahun 2003, 2. Law No. 19 of 2003
3. Peraturan Menteri BUMN PER-01/ MBU/2011, 3. Regulation of the Minister of SOEs PER-01/MBU/2011
5. Board Manual Dewan Komisaris 5. Board Manual for the Board of Commissioners
Board Manual Dewan Komisaris Board Manual of the Board of Commissioners
Surveyor Indonesia telah melakukan penyesuaian terhadap Board Surveyor Indonesia has made adjustments to the noard manual held by
Manual yang dimiliki oleh Dewan Komisaris dan disahkan dalam the Board of Commissioners and was endorsed in the Joint Decree of
Surat Keputusan Bersama Dewan Komisaris dan Direksi PT Surveyor the Board of Commissioners and Directors of PT Surveyor Indonesia No.
Indonesia No. SKB–002/DRU-XII/SP/2020 tentang Penetapan Pedoman SKB–002/ DRU-XII/SP/2020 concerning the Establishment of the Board
Tata Kerja Dewan komisaris dan Direksi (Board Manual) pada tanggal 30 Manual for the Board of Commissioners and Directors (Board Manual) on
Desember 2020. Board Manual merupakan acuan bagi setiap kegiatan December 30, 2020. The board manual is a reference for every business
bisnis dan pelaksanaan tanggung jawab Dewan Komisaris. Board activity and the implementation of the Board of Commissioners’
Manual mengatur tentang: responsibilities. The Board Manual regulates:
1. Prinsip dasar hubungan kerja Dewan Komisaris & Direksi 1. The basic principles of the work relationship of the Board of
Commissioners & Board of Directors
2. Persyaratan dan komposisi Dewan Komisaris 2. Requirements and composition of the Board of Commissioners
3. Keanggotaan Dewan Komisaris 3. Membership of the Board of Commissioners
4. Masa jabatan 4. Term of office
5. Komisaris Independen 5. Independent Commissioner
6. Program pengenalan dan peningkatan kapabilitas 6. Introduction and capability improvement program
7. Tanggung jawab, tugas dan kewajiban, wewenang, serta hak 7. Responsibilities, duties and obligations, powers and rights of the
Dewan Komisaris Board of Commissioners
8. Etika Jabatan 8. Position Ethics
9. Rapat Dewan Komisaris 9. Meetings of the Board of Commissioners
10. Evaluasi Kinerja Dewan Komisaris 10. Performance Evaluation of the Board of Commissioners
Annual Report 2021

287
11. Komite-komite 11. Committees

12. Sekretaris Dewan Komisaris 12. Secretary of the Board of Commissioners
Kriteria Dewan Komisaris Criteria for the Board of Commissioners
Sebagaimana tertuang dalam Board Manual Dewan Komisaris, As stated in the board manual for the Board of Commissioners, it is stated
disebutkan bahwa terdapat beberapa persyaratan yang harus dipenuhi that there are several requirements that must be met by a candidate for
oleh seorang calon Anggota Dewan Komisaris meliputi persyaratan the Board of Commissioners members including formal requirements,
formal, persyaratan materiil, dan persyaratan lain sebagai berikut: material requirements, and other requirements as follows:
Persyaratan Formal The Formal Requirements
Persyaratan formal bagi Anggota Dewan Komisaris yaitu: The formal requirements for members of the Board of Commissioners are:
1. Orang perserorangan 1. An individual person
2. Cakap melakukan perbuatan hukum 2. Capable of taking legal actions
3. Tidak pernah dinyatakan pailit dalam waktu 5 (lima) tahun sebelum 3. Has never been declared bankrupt within the 5 (five) years prior to
pencalonan nomination
4. Tidak pernah menjadi Anggota Direksi atau Anggota Dewan 4. Never been a member of the Board of Directors or Board of
Komisaris yang dinyatakan bersalah menyebabkan suatu perseroan Commissioners who was found guilty of causing a company to go
dinyatakan pailit dalam waktu 5 (lima) tahun sebelum pencalonan bankrupt within 5 (five) years prior to nomination
5. Tidak pernah dihukum karena melakukan tindak pidana yang 5. Never been convicted of committing a criminal offense which caused
merugikan keuangan negara dalam waktu 5 (lima) tahun sebelum losses to state finances within 5 (five) years prior to the candidacy
pencalonan
Persyaratan Materiil Material Requirements
Persyaratan materiil Anggota Dewan Komisaris yaitu: The material requirements of the members of the Board of
Commissioners are:
1. Integritas 1. Integrity
2. Dedikasi 2. Dedication
3. Memahami masalah-masalah manajemen perusahaan yang 3. Understand the company’s management issues related to a
berkaitan dengan salah satu fungsi manajemen management function
4. Memiliki pengetahuan yang memadai di bidang usaha Perusahaan 4. Have adequate knowledge in the field of business of the Company
dimana yang bersangkutan dicalonkan where the person concerned is nominated
5. Dapat menyediakan waktu yang cukup untuk melaksanakan 5. Can provide sufficient time to carry out their duties
tugasnya
Persyaratan Lain Other Requirements
Persyaratan lain Anggota Dewan Komisaris adalah: Other requirements for members of the Board of Commissioners are:
1. Bukan pengurus partai politik dan/atau calon anggota legislatif 1. Not administrators of political parties and/or candidates for legislative
dan/atau anggota legislatif. Calon anggota legislatif atau anggota members and/or legislative members. Candidates for legislative
legislatif dari calon/anggota DPR, DPD, DPRD Tingkat I, dan DPRD members or legislative members from candidates/members of DPR,
Tingkat II; DPD, DPRD Level I and DPRD Level II
2. Bukan calon kepala/wakil kepala daerah dan/atau kepala/wakil 2. Not a candidate for Head/Deputy Regional Head and/ or Head/
kepala daerah; Deputy Regional Head
3. Tidak menjabat sebagai anggota Dewan Komisaris pada BUMN 3. Does not serve as a member of the Board of Commissioners of the
yang bersangkutan selama 2 (dua) periode berturut-turut; BUMN concerned for 2 (two) consecutive terms

4. Sehat jasmani dan rohani (tidak sedang menderita suatu penyakit 4. Physically and mentally healthy (not suffering from a disease that
yang dapat menghambat pelaksanaan tugas sebagai anggota may hinder the performance of his duties as a member of the Board
Dewan Komisaris), yang dibuktikan dengan surat keterangan sehat of Commissioners), as evidenced by a health certificate from a doctor
dari dokter;
5. Bagi bakal calon dari Kementerian Teknis atau instansi kementerian 5. For prospective candidates from the technical ministry or other
lain, harus berdasarkan usulan dari instansi yang bersangkutan. ministry agencies, it must be based on a recommendation from the
Khusus Komisaris Independen terdapat persyaratan tambahan agency concerned. Specifically for Independent Commissioners,
berupa kriteria independensi sesuai ketentuan yang berlaku. there are additional requirements in the form of independence
criteria in accordance with applicable regulations
Prosedur Pengangkatan dan Pemberhentian Procedure for Appointment and Dismissal of

Dewan Komisaris the Board of Commissioners
Rapat Umum Pemegang saham memiliki kuasa penuh dalam The General Meeting of Shareholders has the full power to appoint the
mengangkat Dewan Komisaris untuk masa jabatan selama 5 (lima) Board of Commissioners for a term of 5 (five) years and does not reduce
tahun dan tidak mengurangi hak untuk memberhentikan sewaktu- the right to dismiss at any time. Members of the Board of Commissioners
waktu. Anggota Dewan Komisaris dapat diangkat kembali oleh RUPS may be reappointed by the GMS for the next 1 (one) term of office.
untuk 1 (satu) kali masa jabatan berikutnya.
Jumlah dan Komposisi Dewan Komisaris Number and Composition of the Board of
Commissioners
Susunan dan komposisi Dewan Komisaris pada tahun 2021 mengalami The composition and composition of the Board of Commissioners in
perubahan sebagai berikut: 2021 will undergo the following changes:
Nama Jabatan Dasar Pengangkatan Masa Jabatan Periode Jabatan

Name Position Basis of Appointment Term of Office Period of Service
Keputusan Pemegang Saham PT Surveyor Indonesia
Tbk Nomor: SK-298/MBU/09/2020 Nomor SGS-
21 September 2020 –
2020.09.16-2 Nomor: 1560/DRU-IX/SP/2020 Tanggal
Penutupan RUPS tahun
Komisaris 21 September 2020 Ke-1 (pertama)
Dody Widodo** 2025
Commissioner Decision of the Shareholders of PT Surveyor 1st (first)
September 21, 2020 –
Indonesia Number: SK-298/MBU/09/2020 Number
Closing of the 2025 GMS
SGS- 2020.09.16-2 Number: 1560/DRU-IX/SP/2020
Dated September 21, 2020
17 Oktober 2019 -
Akta N0. 31 tanggal 13 November 2019, Notaris
Penutupan RUPS Tahun
Komisaris Surjadi, S.H., M.Kn., M.M., M.H., Jakarta Ke-1 (pertama)
Ferry Andrianto 2024
Commissioner Deed No.31 dated November 13, 2019, Notary Surjadi, 1st (first)
October 17, 2019 -
S.H., M.Kn., M.M., M.H., Jakarta
Akta No. 20 tanggal 7 Juni 2018, Notaris Surjadi, S.H., 25 Mei 2018 - Penutupan
M.Kn., M.M., M.H., Jakarta RUPS Tahun 2023 Ke-1 (pertama)
Paulus Prananto Independent
Deed No. 20, dated June 7, 2018, Notary Surjadi, S.H., 25 May 2018 - Closing of 1st (first)
Commissioner
M.Kn., M.M., M.H., Jakarta the 2023 GMS
29 November 2021 -
Keputusan Pemegang Saham Nomor: SK-367/
Komisaris MBU/11/2021 tanggal 29 November 2021 Ke-1 (pertama)
Wawan Sunarjo** 2026
Commissioner Decision of the Shareholders Number: SK-367/ 1st (first)
November 29, 2021 -
MBU/11/2021 dated November 29, 2021
Annual Report 2021

289
Nama Jabatan Dasar Pengangkatan Masa Jabatan Periode Jabatan

Akta No. 20 tanggal 7 Juni 2018, Notaris Surjadi, S.H., 25 Mei 2018 - Penutupan
Komisaris Utama M.Kn., M.M., M.H., Jakarta RUPS Tahun 2023 Ke-1 (pertama)
Iman Pambagyo*
President Commissioner Deed No. 20, dated June 7, 2018, Notary Surjadi, S.H., May 25, 2018 - Closing of 1st (first)
M.Kn., M.M., M.H., Jakarta the 2023 GMS
24 Agustus 2016 -
Akta No. 02 tanggal 2 September 2016, Notaris
Komisaris Surjadi, S.H., M.Kn., M.M., Jakarta Ke-1 (pertama)
Bambang Adi Winarso* 2021
Commissioner Deed No. 02 dated September 2, 2016, Notary 1st (first)
August 24, 2016 - Closing
Surjadi, S.H., M.Kn., M.M., Jakarta
of the 2021 GMS
*menjabat hingga 21 September 2021 * served until September 21, 2021

**menjabat sejak 21 September 2021 **served since September 21, 2021
Tugas, Kewajiban, dan Tanggung Jawab Duties, Authorities and Obligations
Tugas Umum General Duties
1. Mematuhi Anggaran Dasar dan peraturan perundang-undangan 1. Comply with the Articles of Association and prevailing laws and
yang berlaku serta keputusan RUPS regulations as well as the resolutions of the GMS
2. Beritikad baik dan dengan penuh tanggung jawab menjalankan 2. In good faith and responsibly carrying out duties for the interests and
tugas untuk kepentingan dan usaha Perusahaan business of the Company
3. Melakukan pengawasan terhadap kebijakan pengurusan 3. Supervise the management policies of the Company carried out
Perusahaan yang dilakukan Direksi serta memberi nasihat kepada by the Board of Directors as well as provide advice to the Board of
Direksi termasuk mengenai rencana pengembangan Perusahaan, Directors including the Company’s development plans, Long-term
Rencana Jangka Panjang, Rencana Kerja dan Anggaran Perusahaan, plans, work plans and company budgets, implementation of the
pelaksanaan ketentuan-ketentuan Anggaran Dasar dan keputusan provisions of the Articles of Association and resolutions of the GMS
RUPS dan peraturan perundang-undangan yang berlaku and prevailing laws and regulations
4. Memberi nasihat kepada Direksi dalam melaksanakan pengurusan 4. Provide advice to the Board of Directors in carrying out management
Perusahaan of the Company
5. Melaksanakan kepentingan Perusahaan dengan memperhatikan 5. Carry out the interests of the Company by taking into account the
kepentingan para pemegang saham dan bertanggung jawab interests of the Shareholders and being accountable to the GMS
kepada RUPS
6. Memantau efektivitas praktik Good Corporate Governance yang 6. Monitor the effectiveness of Good Corporate Governance practices
diterapkan Perusahaan antara lain dengan mengadakan pertemuan implemented by the Company, among others, by holding regular
berkala antara Dewan Komisaris dengan Direksi untuk membahas meetings between the Board of Commissioners and the Board
implementasi Good Corporate Governance of Directors to discuss the implementation of Good Corporate
Governance
7. Menyusun rencana kerja Dewan Komisaris untuk periode tahun 7. Prepare a work plan for the Board of Commissioners for the following
berikutnya dan dimasukan dalam RKAP year and include it in the RKAP
8. Mempertanggungjawabkan pelaksanaan tugasnya kepada RUPS 8. To be accountable for the implementation of his/her duties to the
GMS
9. Meneliti, mengkaji, serta menandatangani RKAP, RJPP, dan 9. Examining, reviewing and signing the RKAP, RJPP and amendments
perubahannya yang diusulkan oleh Direksi proposed by the Board of Directors
10. Meneliti dan menelaah laporan triwulan pelaksanaan RKAP yang 10. Examining and studying the quarterly reports on the implementation
disiapkan oleh Direksi serta memberi saran/rekomendasi yang of the RKAP prepared by the Directorate General of Information and
diperlukan providing the necessary suggestions/recommendations
11. Memberikan pendapat dan saran kepada Direksi berkaitan dengan 11. Provide opinions and suggestions to the Board of Directors
penyusunan visi, misi, serta rencana-rencana strategis lain yang regarding the preparation of the vision, mission and other strategic
diatur dalam Anggaran Dasar plans stipulated in the Articles of Association

12. Memberikan nasihat kepada Direksi termasuk pengawasan 12. Providing advice to the Board of Directors including supervision
terhadap pelaksanaan Rencana Jangka Panjang Perusahaan of the implementation of the Company’s Long-Term Plan (RJPP),
(RJPP), Rencana Kerja dan Anggaran Perusahaan (RKAP), Anggaran Corporate Work Plan and Budget (RKAP), Articles of Association,
Dasar, Keputusan Menteri, dan ketentuan perundang-undangan Ministerial Decrees, and statutory provisions for the benefit of the
untuk kepentingan Perusahaan sesuai dengan tujuan Perusahaan Company in accordance with the Company’s objectives
13. Mengajukan calon auditor eksternal kepada RUPS 13. Proposing external auditor candidates to the GMS
14. Dewan Komisaris melakukan penilaian terhadap proses 14. The Board of Commissioners assesses the appointment process
pengangkatan Direksi dan Dewan Komisaris Anak Perusahaan/ of the Board of Directors and the Board of Commissioners of the
Perusahaan Patungan, serta memberikan penetapan tertulis (setuju Subsidiary/Joint Venture, and provides a written determination
atau tidak setuju) terhadap proses pengangkatan Direksi dan (agree or disagree) on the appointment process of the Board of
Dewan Komisaris Anak Perusahaan/Perusahaan Patungan Directors and Board of Commissioners of the Subsidiary/Joint
Venture Company
15. Dewan Komisaris mengusulkan calon Anggota Direksi kepada 15. The Board of Commissioners proposes candidates for the Board of
pemegang saham sesuai kebijakan dan kriteria seleksi yang Directors to the Shareholders according to the stipulated policies
ditetapkan and selection criteria
16. Dewan Komisaris menilai Direksi dan melaporkan hasil penilaian 16. The Board of Commissioners assesses the Board of Directors and
tersebut kepada pemegang saham reports the results of the assessment to the Shareholders
17. Dewan Komisaris mengusulkan remunerasi Direksi sesuai ketentuan 17. The Board of Commissioners proposes remuneration for the
yang berlaku dan penilaian kinerja Direksi Board of Directors in accordance with applicable regulations and
performance appraisals for the Board of Directors
18. Melakukan penelaahan atas laporan-laporan dari Direksi dan 18. Reviewing reports from the Board of Directors and all ranks, especially
segenap jajarannya, terutama yang berkaitan terutama tugas- those relating to specific tasks that have been jointly decided
tugas spesifik yang telah diputuskan bersama
19. Menelaah laporan-laporan dari komite-komite yang ada di bawah 19. Reviewing reports from committees under the Board of
Dewan Komisaris Commissioners
20. Membuat risalah rapat Dewan Komisaris dan menyimpan salinannya 20. Prepare minutes of the Board of Commissioners’ meetings and keep
a copy
21. Mengikuti perkembangan kegiatan Perusahaan, baik dari informasi- 21. Keeping abreast of the Company’s activities, both from internal
informasi internal yang disediakan oleh Perusahaan maupun dari information provided by the Company and from external information
informasi eksternal yang berasal dari media maupun sumber- originating from the media and other sources
sumber lainnya
22. Melakukan usaha-usaha untuk memastikan bahwa Direksi dan 22. Making efforts to ensure that the Board of Directors and staff
jajarannya telah mematuhi ketentuan perundang-undangan serta have complied with statutory provisions and other regulations in
peraturan lainnya dalam mengelola perusahaan managing the company
23. Mengevaluasi dan memberi masukan serta saran atas permohonan 23. Evaluating and providing input and suggestions on requests from the
Direksi yang berkaitan dengan transaksi-transaksi yang Board of Directors relating to transactions that require the approval
memerlukan persetujuan Dewan Komisaris dan pemegang saham of the Board of Commissioners and Shareholders
24. Melakukan self-assessment atas kinerja Dewan Komisaris secara 24. Perform periodic self-assessment of the performance of the Board
periodik of Commissioners
25. Memonitor dan mengatasi masalah benturan pada tingkat 25. Monitor and resolve conflict problems at the management level,
manajemen, anggota Dewan Komisaris, dan Anggota Direksi, members of the Board of Commissioners and members of the Board
termasuk penyalahgunaan aset Perusahaan dan manipulasi of Directors, including misuse of Company assets and manipulation
transaksi Perusahaan of Company transactions
26. Melaksanakan kewajiban lainnya dalam rangka tugas pengawasan 26. Carry out other obligations in the context of supervisory and advisory
dan pemberian nasihat, sepanjang tidak bertentangan dengan duties, as long as they do not conflict with the provisions of laws and
ketentuan peraturan perundang-undangan, Anggaran Dasar, dan/ regulations, the Articles of Association, and/or GMS decisions
atau Keputusan RUPS
27. Dewan Komisaris mengusulkan calon Anggota Direksi kepada 27. The Board of Commissioners proposes candidate Members of the
pemegang saham sesuai kebijakan dan kriteria seleksi yang Board of Directors to Shareholders in accordance with the stipulated
ditetapkan selection policies and criteria
Annual Report 2021

291
28. Dewan Komisaris menilai Direksi dan melaporkan hasil penilaian 28. The Board of Commissioners assesses the Board of Directors and
tersebut kepada pemegang saham reports the results of the assessment to the Shareholders
Selain tugas umum di atas, Dewan Komisaris juga memiliki tugas lainnya Apart from the general duties above, the Board of Commissioners also
yang berkaitan dengan: has other duties related to:
1. Tugas yang berkaitan dengan Rapat Umum Pemegang Saham 1. Duties related to the General Meeting of Shareholders
2. Tugas yang berkaitan dengan Perubahan Lingkungan Bisnis 2. Duties relating to the Changing Business Environment
3. Tugas yang berkaitan dengan Gejala Menurunnya Kinerja 3. Duties related to the Symptoms of Decreasing Company
Perusahaan Performance
4. Tugas yang berkaitan dengan Pengelolaan Manajemen Risiko 4. Duties related to Risk Management
Wewenang Dewan Komisaris Authority of the Board of Commissioners
1. Dewan Komisaris berwenang untuk menyetujui atau menolak 1. The Board of Commissioners has the authority to approve or reject
secara tertulis rencana Direksi dalam hal: the Board of Directors’ plan in writing in terms of:
a. Menerima pinjaman jangka pendek dari Bank atau lembaga a. Receiving short-term loans from banks or other financial
keuangan lain; memberikan pinjaman jangka pendek yang institutions; Provide short-term operational loans below a certain
bersifat operasional di bawah jumlah tertentu yang ditetapkan amount as determined by the GMS on behalf of the Company;
RUPS atas nama Perusahaan.
b. Mengagunkan aktiva tetap yang diperlukan dalam b. Placing the fixed assets needed to make short-term credit
melaksanakan penarikan kredit jangka pendek withdrawals
c. Melepaskan dan menghapuskan aktiva bergerak dengan umur c. To relinquish and write off movable assets with an economic
ekonomis yang lazim berlaku dalam industri pada umumnya age normally applicable in the industry in general up to 5 (five)
sampai dengan 5 (lima) tahun, dan menghapuskan piutang years, and write off bad debts, inanimate goods inventory up to
macet, persediaan barang mati sampai dengan nilai tertentu a certain value as determined by the GMS;
yang ditetapkan RUPS
d. Mengadakan kerja sama operasi atau kontrak manajemen yang d. Entering into a joint operation or management contract that is
berlaku untuk jangka waktu tidak lebih dari 1 (satu) tahun atau 1 valid for a period of not more than 1 (one) year or 1 (one) business
(satu) siklus usaha cycle
e. Menetapkan dan menyesuaikan struktur organisasi e. Establish and adjust the organizational structure
f. Mengambil bagian baik sebagian atau seluruhnya atau f. Take part either partially or completely or participate in a
ikut serta dalam suatu persero atau badan-badan lain atau company or other bodies or organize a new company or
menyelenggarakan perusahaan baru atau mendirikan anak establish a subsidiary that involves a value up to a certain
perusahaan yang melibatkan nilai sampai dengan jumlah amount as determined by the GMS
tertentu yang telah ditetapkan oleh RUPS
g. Melepaskan sebagian atau seluruhnya penyertaan modal g. Releasing part or all of the Company’s capital participation in
Perusahaan dalam suatu perseroan atau badan-badan lain a company or other entities involving a value up to a certain
yang melibatkan nilai sampai dengan jumlah tertentu yang telah amount as determined by the GMS
ditetapkan oleh RUPS
h. Menjaminkan sebagian saham yang melibatkan nilai sampai h. Guarantee a portion of the shares that involve a value up to a
dengan jumlah tertentu yang telah ditetapkan oleh RUPS certain amount as determined by the GMS
2. Memasuki bangunan-bangunan dan halaman-halaman atau 2. Entering buildings and courtyards or other places that are used or
tempat-tempat lain yang dipergunakan atau yang dikuasai oleh controlled by the Company and have the right to inspect books,
Perusahaan dan berhak memeriksa buku-buku, surat-surat bukti, documents of evidence, inventory of goods, check and match
persediaan barang-barang, memeriksa dan mencocokkan keadaan the condition of cash for verification purposes and so on. - other
uang kas untuk keperluan verifikasi dan lain-lain, surat berharga, securities as well as knowing all the actions that have been carried
serta mengetahui segala tindakan yang telah dijalankan oleh Direksi out by the Board of Directors

3. Dengan suara terbanyak, memberhentikan untuk sementara 3. By majority vote, temporarily suspend one or more members of the
waktu seorang atau lebih Anggota Direksi, jikalau mereka Board of Directors, if they act contrary to the Articles of Association
bertindak bertentangan dengan Anggaran Dasar atau melalaikan or neglect their obligations or there is an urgent reason for the
kewajibannya atau terdapat alasan mendesak bagi Perusahaan Company in accordance with applicable regulations
sesuai dengan ketentuan yang berlaku
4. Meminta penjelasan dari Direksi dan/atau pejabat lainnya mengenai 4. Request an explanation from the Board of Directors and/or other
segala persoalan yang menyangkut pengelolaan Perusahaan officials regarding all issues relating to the management of the
Company
5. Mengetahui segala kebijakan dan tindakan yang telah dan akan 5. Aware of all the policies and actions that have been and will be
dijalankan oleh Direksi carried out by the Board of Directors
6. Meminta Direksi dan/atau pejabat lainnya di bawah Direksi dengan 6. Requesting the Board of Directors and/or other officers under the
sepengetahuan Direksi untuk menghadiri rapat Dewan Komisaris Board of Directors with the knowledge of the Board of Directors to
attend the meeting of the Board of Commissioners
7. Mengangkat Sekretaris Dewan Komisaris 7. To appoint the Secretary of the Board of Commissioners
8. Membentuk komite-komite selain Komite Audit, jika dianggap perlu 8. Establishing committees other than the Audit Committee, if deemed
dengan memperhatikan kemampuan Perusahaan necessary by taking into account the Company’s capabilities
9. Menggunakan tenaga ahli untuk hal tertentu dan dalam jangka 9. Utilize experts for certain matters and within a certain period at the
waktu tertentu atas beban Perusahaan, jika dianggap perlu expense of the Company, if deemed necessary
10. Menghadiri rapat Direksi dan memberikan pandangan-pandangan 10. Attend Board of Directors meetings and provide insights on matters
terhadap hal-hal yang dibicarakan being discussed
Pembagian Tugas Division of Duties
Board Manual juga menjelaskan pembagian tugas untuk masing- The Board Manual also explains the division of duties for each Board of
masing Dewan Komisaris sebagai berikut ini: Commissioners as follows:
1. Pembagian tugas Dewan Komisaris dirancang untuk meningkatkan 1. The division of duties of the Board of Commissioners is designed to
efektivitas dan keberhasilan pelaksanaan fungsi pengawasan increase the effectiveness and success of the implementation of the
supervisory function
2. Dewan Komisaris melakukan pembagian tugas di antara anggota 2. The Board of Commissioners divides the duties among the members
Dewan Komisaris of the Board of Commissioners
3. Pembagian tugas di antara anggota Dewan Komisaris ditetapkan 3. The division of duties among the members of the Board of
dalam Surat Keputusan Dewan Komisaris Commissioners is stipulated in the Decree of the Board of
Commissioners
4. Pembagian tugas mencakup seluruh bidang tugas Direksi, 4. The division of duties covers all areas of duties of the Board of
termasuk penugasan anggota Dewan Komisaris sebagai ketua/ Directors, including the assignment of members of the Board of
wakil/anggota Komite Dewan Komisaris Commissioners as chairman/ deputy/member of the Board of
Commissioners Committee
Laporan Pelaksanaan Tugas Duty Implementation Report
Sebagai bentuk pertanggungjawaban atas semua program kerja di As a form of accountability for all work programs in 2021, through
tahun 2021, melalui Surat Nomor SRT-16/KOM-V/2022 tanggal 31 Mei Letter Number SRT-16/KOM-V/2022 dated May 31, 2022 regarding
2022 perihal Laporan Tugas Pengawasan Dewan Komisaris PT Surveyor the Supervisory Duties Report of the Board of Commissioners of PT
Indonesia Tahun 2021, Dewan Komisaris telah menyampaikan Laporan Surveyor Indonesia in 2021, the Board of Commissioners has submitted
Tugas Pengawasan Dewan Komisaris Tahun 2021 yang antara lain berisi the 2021 Supervisory Duty Report for the Board of Commissioners which
realisasi kegiatan Dewan Komisaris serta Pencapaian Key Performance includes the realization of the activities of the Board of Commissioners
Indicator (KPI) Dewan Komisaris pada tahun 2021. and the achievement of Key Performance Indicators (KPI) of the Board of
Commissioners in 2021.
Annual Report 2021

293
Program Orientasi Dewan Komisaris Orientation Program for the Board of

Commissioners
Program orientasi/pengenalan dilaksanakan oleh Perusahaan The Introductory Program is implemented when the Company appoints
mempertimbangkan perbedaan latar belakang antar-anggota Dewan a new Board of Commissioners. The implementation of this program
Komisaris yang dapat diberikan berupa presentasi, pertemuan, atau takes into account the differences in backgrounds between the
kunjungan ke fasilitas Perusahaan. Program Pengenalan dapat juga members of the Board of Commissioners which can be given in the form
berupa program-program lain yang disesuaikan dengan kebutuhan of presentations, meetings, or visits to Company facilities. The Induction
Perusahaan. Program can also be in the form of other programs tailored to the needs
of the Company.
Prosedur pelaksanaan Program Pengenalan meliputi hal-hal sebagai The procedure for implementing the Introductory Program includes the
berikut: following:
1. Kepada anggota Dewan Komisaris yang diangkat pertama kalinya 1. Members of the Board of Commissioners who appointed for the
wajib diberikan program pengenalan mengenai BUMN yang first time must be given an introduction program regarding the SOE
bersangkutan concerned;
2. Tanggung jawab untuk mengadakan program pengenalan 2. The responsibility for conducting the familiarization program rests
tersebut berada pada Sekretaris Perusahaan atau siapapun yang with the Corporate Secretary or whoever carries out the function as
menjalankan fungsi sebagai sekretaris perusahaan. company secretary.
3. Program pengenalan meliputi: 3. The introduction program includes:
a. Pelaksanaan prinsip-prinsip GCG oleh BUMN a. Implementation of GCG principles by SOEs;
b. Gambaran mengenai Perusahaan berkaitan dengan tujuan, b. Description of the Company in terms of its objectives, nature,
sifat, lingkup kegiatan, kinerja keuangan dan operasi, strategi, scope of activities, financial and operational performance,
rencana usaha jangka pendek dan jangka panjang, posisi strategy, short and long term business plans, competitive
kompetitif, risiko, dan masalah-masalah strategis lainnya position, risks and other strategic issues;
c. Keterangan berkaitan dengan kewenangan yang didelegasikan, c. Information relating to delegated authority, internal and external
audit internal dan eksternal, sistem dan kebijakan pengendalian audits, internal control systems and policies, including the Audit
internal, termasuk Komite Audit Committee;
4. Keterangan mengenai tugas dan tanggung jawab Dewan Komisaris 4. Information regarding the duties and responsibilities of the
serta hal-hal yang tidak diperbolehkan Program Pengenalan dapat Board of Commissioners as well as matters that are not allowed.
berupa presentasi, pertemuan, kunjungan ke Perusahaan, dan The Introductory Program can be in the form of presentations,
pengkajian dokumen atau program lainnya yang dianggap sesuai meetings, visits to the Company and review of documents or
dengan perusahaan dimana program tersebut dilaksanakan. other programs deemed appropriate to the company where the
Sekretaris Perusahaan mendokumentasikan Program Pengenalan program is implemented. The Corporate Secretary documented the
tersebut dengan baik. familiarization program well.
Pada tahun 2021, Perusahaan telah mengangkat Wawan Sunarjo In 2021, the Company has appointed Wawan Sunarjo and Djatmiko Bris
dan Djatmiko Bris Witjaksono sebagai Komisaris dan melaksanakan Witjaksono as Commissioners and carried out an orientation program
program orientasi pada tanggal 7 Desember 2021. on December 7, 2021.
Pengembangan Kompetensi Competency Development
Pengembangan yang diikuti oleh Dewan Komisaris dalam tahun 2021 The developments that the Board of Commissioners participated in in
yaitu sebanyak 3 (tiga) kali, antara lain: 2021 were 3 (three) times, including:
1. Webinar “Tanggung Jawab Komite Audit saat Perseroan Tersangkut 1. Webinar “Responsibility of the Audit Committee when the Company
Masalah Hukum terkait Laporan Keuangan” pada tanggal 23 is Involved in Legal Issues related to Financial Statements” on
September 2021. September 23, 2021.
2. Pelatihan “Business Judgment Rule - “Corporate Action or 2. Training on “Business Judgment Rule - “Corporate Action or
Corruption”” pada tanggal 26-28 Oktober 2021. Corruption” on 26-28 October 2021.
3. Pelatihan “Special Directorship Program” pada tanggal 23-25 3. “Special Directorship Program” training on November 23-25, 2021
November 2021

Perusahaan memiliki seorang Komisaris Independen yaitu Paulus The Company’s Independent Commissioner named Paulus Prananto
Prananto yang diangkat pada tahun 2018. Sebagai seorang Komisaris who was appointed in 2018. As an Independent Commissioner, he has no
Independen, beliau tidak memiliki hubungan keuangan, kepengurusan, financial, management, share ownership and/or family relationships with
kepemilikan saham dan/atau hubungan keluarga dengan anggota other members of the Board of Commissioners, members of the Board
Dewan Komisaris lainnya, anggota Direksi dan/atau pemegang saham of Directors and/or controlling shareholder or relationship with the BUMN
pengendali atau hubungan dengan BUMN yang bersangkutan yang concerned which could affect its ability to act independently.
dapat mempengaruhi kemampuannya untuk bertindak independen.
Kriteria Komisaris Independen Independent Commissioner Criteria
Beberapa persyaratan menjadi Komisaris Independen sebagaimana Some of the requirements to become an Independent Commissioner as
telah diatur didalam board manual tahun 2020, adalah sebagai berikut: stipulated in the 2020 Board manual are as follows:
1. Memiliki kompetensi di bidang auditing, keuangan, dan akuntansi; 1. Competent in auditing, finance and accounting
2. Telah tidak menjabat sebagai anggota Direksi perusahaan yang 2. Has not served as a member of the Board of Directors of the
bersangkutan sekurang-kurangnya 1 (satu) tahun company concerned for at least 1 (one) year
3. Bukan merupakan orang yang bekerja atau mempunyai 3. Is not a person who works or has the authority and responsibility to
wewenang dan tanggung jawab untuk merencanakan, memimpin, plan, lead, control, or supervise the company’s activities within the
mengendalikan, atau mengawasi kegiatan perusahaan dalam last 6 (six) months, except for re-appointment as an Independent
waktu 6 (enam) bulan terakhir, kecuali untuk pengangkatan kembali Commissioner for the next period
sebagai Komisaris Independen pada periode berikutnya;
4. Tidak mempunyai saham baik langsung maupun tidak langsung 4. Do not own shares, either directly or indirectly, in the Company
pada Perusahaan;
5. Tidak mempunyai afiliasi dengan Perusahaan, anggota Dewan 5. Has no affiliation with the Company, members of the Board of
Komisaris, anggota Direksi, atau pemegang saham utama Commissioners, members of the Board of Directors, or major
Perusahaan; shareholders of the Company
6. Tidak mempunyai hubungan usaha baik langsung maupun tidak 6. Does not have a business relationship, either directly or indirectly,
langsung yang berkaitan dengan kegiatan usaha perusahaan. related to the company business activities
Pernyataan Independensi Independence Statement
1. Memiliki kompetensi di bidang auditing, keuangan, dan akuntansi 1. Competent in auditing, finance and accounting
2. Telah tidak menjabat sebagai anggota Direksi perusahaan yang 2. Has not served as a member of the Board of Directors of the
bersangkutan sekurang-kurangnya 1 (satu) tahun company concerned for at least 1 (one) year
3. Bukan merupakan orang yang bekerja atau mempunyai 3. Is not a person who works or has the authority and responsibility
wewenang dan tanggung jawab untuk merencanakan, memimpin, to plan, lead, control, or supervise the company’s activities within
mengendalikan, atau mengawasi kegiatan perusahaan dalam the last 6 (six) months, except for re-appointment as Independent
waktu 6 (enam) bulan terakhir, kecuali untuk pengangkatan kembali Commissioner for the next period
sebagai Komisaris Independen pada periode berikutnya
4. Tidak mempunyai saham baik langsung maupun tidak langsung 4. Do not own shares, either directly or indirectly, in the Company
pada Perusahaan
5. Tidak mempunyai afiliasi dengan Perusahaan, anggota Dewan 5. Has no affiliation with the Company, members of the Board of
Komisaris, anggota Direksi, atau pemegang saham utama Commissioners, members of the Board of Directors, or major
Perusahaan shareholders of the Company
6. Tidak mempunyai hubungan usaha baik langsung maupun tidak 6. Does not have a business relationship, either directly or indirectly,
langsung yang berkaitan dengan kegiatan usaha perusahaan related to the company’s business activities
Annual Report 2021

295
Direksi
Board of Directors
Direksi merupakan organ Perusahaan yang berfungsi untuk memimpin The Board of Directors is an organ of the Company that functions to
dan mengelola usaha demi tercapainya tujuan Perusahaan. Di bawah lead and manage the business in order to achieve the Company’s
pengawasan Dewan Komisaris, Direksi bertanggung jawab menyusun goals. Under the supervision of the Board of Commissioners, the Board
dan melaksanakan strategi dan kebijakan bisnis, anggaran dan master of Directors is responsible for formulating and implementing business
plan, Rencana jangka Panjang Perusahaan (RJPP), Rencana Kerja dan strategies and policies, budgets and master plans, long-term corporate
Anggaran Perusahaan (RKAP), penanganan risiko usaha sesuai dengan plans (RJPP), work plans and corporate budgets (RKAP), handling
visi dan misi Perusahaan, serta memastikan pencapaian sasaran dan business risks in accordance with the Company’s Vision and Mission and
tujuan usaha. Setiap anggota Direksi dapat melaksanakan tugas ensuring achievement of business goals and objectives. Each member
dan mengambil keputusan sesuai dengan pembagian tugas dan of the Board of Directors can carry out their duties and make decisions
wewenangnya. in accordance with the division of duties and authorities.
1. Undang-Undang No. 40 tahun 2007 1. Law No. 40 of 2007,

2. Undang-Undang No. 19 tahun 2003 2. Law No. 19 of 2003,
3. Permen BUMN PER-01/MBU/2011 3. SOE Ministerial Regulation PER-01/MBU/2011,
5. Board Manual Direksi 5. Board Manual of the Board of Directors
Pedoman Kerja Work Guidelines
Direksi memiliki board manual atau pedoman kerja sebagai acuan dalam The Board of Directors has a board manual or work guideline as a
pelaksanaan tugas dan tanggung jawabnya sehari-hari yang telah reference in carrying out daily duties and responsibilities which has
diperbaharui pertanggal 30 Desember 2020 dalam Surat Keputusan been updated on December 30, 2020 in the Joint Decree of the Board
Bersama Dewan Komisaris dan Direksi PT Surveyor Indonesia No. SKB– of Commissioners and Directors of PT Surveyor Indonesia No.SKB-002/
002/DRU-XII/SP/2020 tentang Penetapan Pedoman Tata Kerja Dewan DRU-XII/SP/2020 concerning the Establishment of the Board Manual
komisaris dan Direksi (Board Manual) yang mengatur antara lain: of the Board of Commissioners and Directors (Board Manual) which
regulates, among others:
1. Prinsip dasar hubungan kerja Dewan Komisaris & Direksi 1. The basic principles of the work relationship of the Board of
Commissioners & Directors
2. Persyaratan dan komposisi Direksi 2. Requirements and composition of the Board of Directors
3. Keanggotaan Direksi 3. Membership of the Board of Directors
4. Masa jabatan 4. Term of office
5. Rangkap jabatan 5. Multiple Positions
6. Program pengenalan dan peningkatan kapabilitas 6. Introduction and capability improvement program
7. Tanggung jawab, tugas, dan kewajiban Direksi 7. Responsibilities, duties and obligations of the Board of Directors
8. Pembagian tugas dan kewenangan Direksi 8. Distribution of duties and authorities of the Board of Directors
9. Etika berusaha dan antikorupsi 9. Business Ethics and Anti-Corruption
10. Hubungan dengan stakeholder 10. Relationship with Stakeholders
11. Rapat Direksi 11. Board of Directors Meetings
12. Evaluasi kinerja Direksi 12. Performance Evaluation of the Board of Directors

13. Organ pendukung Direksi 13. Supporting Organs of the Board of Directors
14. Sekretaris Perusahaan 14. Corporate Secretary
15. Satuan Pengawasan Intern 15. Internal Audit Unit
Kriteria Direksi Board of Directors Criteria
Terdapat 3 (tiga) persyaratan yang harus dipenuhi oleh seorang Direksi. There are 3 (three) requirements that must be met by a Board of
Persyaratan tersebut mencakup persyaratan formal, persyaratan Directors. These requirements include formal requirements, material
materiil, dan persyaratan lain: requirements, and other requirements:
Persyaratan Formal Formal Requirements
Orang Perorangan yang: Individuals who:

1. Mampu melaksanakan perbuatan hukum 1. Able to carry out legal actions
2. Tidak pernah dinyatakan pailit dalam waktu 5 (lima) tahun sebelum 2. Has never been declared bankrupt within 5 (five) years prior to
pencalonan nomination
3. Tidak pernah menjadi Anggota Direksi atau Anggota Dewan 3. Never been a member of the board of directors or commissioners
Komisaris yang dinyatakan bersalah menyebabkan suatu who was found guilty of causing a company to go bankrupt within 5
perusahaan dinyatakan pailit dalam waktu 5 (lima) tahun sebelum (five) years prior to nomination
pencalonan
4. Tidak pernah dihukum karena merugikan keuangan negara dalam 4. Never been convicted of causing financial loss to the state within 5
waktu 5 (lima) tahun sebelum pencalonan (five) years prior to the nomination
Persyaratan Materiil Material Requirements
1. Keahlian 1. Expertise
2. Integritas 2. Integrity
3. Kepemimpinan 3. Leadership
4. Pengalaman 4. Experience
5. Jujur 5. Honest
6. Perilaku yang baik 6. Good behavior and
7. Dedikasi yang tinggi untuk memajukan dan mengembangkan 7. High dedication to advancing and developing the company
perusahaan
Persyaratan Lain Other Requirements
1. Bukan pengurus partai politik dan/atau calon anggota legislatif 1. Not administrators of political parties and/or legislative candidates
dan/atau anggota legislatif. calon anggota legislatif atau anggota and/or legislative members. Candidates for legislative or legislative
legislatif terdiri dari calon/anggota DPR, DPD, DPRD Tingkat I, dan members consist of candidates/members of DPR, DPD, DPRD Level
DPRD Tingkat II I, and DPRD Level II
2. Bukan calon kepala/wakil kepala daerah dan/atau kepala/wakil 2. Not a candidate for head/deputy regional head and/or head/deputy
kepala daerah regional head
3. Tidak menjabat sebagai Direksi pada BUMN yang bersangkutan 3. Does not serve as the Board of Directors of the BUMN concerned for
selama 2 (dua) periode berturut-turut 2 (two) consecutive terms
4. Memiliki dedikasi dan menyediakan waktu sepenuhnya untuk 4. Have dedication and make full time to do their job
melakukan tugasnya
Annual Report 2021

297
5. Sehat jasmani dan rohani (tidak sedang menderita suatu penyakit 5. Physically and mentally healthy (not currently suffering from a
yang dapat menghambat pelaksanaan tugas sebagai Direksi disease that can hinder the implementation of duties as the SOE’s
BUMN), yang dibuktikan dengan surat keterangan sehat dari dokter Board of Directors), as evidenced by a health certificate from a doctor
Prosedur Pengangkatan dan Pemberhentian Procedure for Appointment and Dismissal of

Direksi the Board of Directors
Pengangkatan dan pemberhentian Anggota Direksi dilakukan oleh The appointment and dismissal of Members of the Board of Directors
RUPS, yakni Anggota Direksi tersebut diangkat dari calon-calon yang shall be carried out by the GMS, where the Members of the Board
diusulkan oleh pemegang saham dan pencalonan tersebut mengikat of Directors are appointed from the candidates proposed by the
bagi RUPS dengan masa jabatan selama 5 (lima) tahun dan dapat Shareholders and the nomination is binding for the GMS with a term of
diangkat kembali oleh RUPS untuk 1 (satu) kali masa jabatan berikutnya. office of 5 (five) years and can be reappointed by the GMS for 1 (one) time.
next term of office.
Jumlah dan Komposisi Direksi Number and Composition of Directors
Keanggotaan Direksi Perusahaan mengalami perubahan baik susunan The membership of the Company’s Board of Directors has changed both
maupun komposisinya sebagaimana Surat Keputusan Pemegang in its composition and composition as stated in the Shareholders’ Decree
Saham Nomor: SK-224/MBU/07/2021, tanggal 2 Juli 2021. Number: SK-224/MBU/07/2021, dated July 2, 2021.
Rapat telah mengubah nomenklatur jabatan anggota Direksi sebagai The meeting has changed the nomenclature of the positions of the
berikut: members of the Board of Directors as follows:
Semula Menjadi
Previously Become
Direktur Komersial 1 Direktur Komersial
Director of Commercial 1 Director of Commercial
Direktur Keuangan dan Perencanaan Strategis Direktur Keuangan dan Manajemen Risiko
Director of Finance and Strategic Planning Director of Finance and Risk Management
-
Sekaligus memberhentikan Dian M. Noer sebagai Direktur Utama, At the same time disabling Dian M. Noer as President Director, Tri Widodo
Tri Widodo sebagai Direktur Komersial 1 dan Darwin Abas sebagai as Director of Commercial 1 and Darwin Abas as Director of Commercial
Direktur Komersial 2, untuk kemudian mengangkat Muhammad Haris 2, to subsequently appoint Muhammad Haris Witjaksono and Saifuddin
Witjaksono dan Saifuddin Wijaya masing-masing sebagai Direktur Wijaya as President Director and Commercial Director respectively on
Utama dan Direktur Komersial pada tanggal tersebut. that date.
Susunan Direksi pada tahun 2021 adalah sebagai berikut: The composition of the Board of Directors in 2021 is as follows:
Nama Jabatan Dasar Pengangkatan Masa Akhir Jabatan Periode Jabatan

2 Juli 2021 hingga
Surat Keputusan Pemegang Saham No: SK-224/
penutupan RUPS tahun
Muhammad Haris Direktur Utama MBU/07/2021 tanggal 2 Juli 2021 Ke-1 (pertama)
2026
Witjaksono President Director Shareholders’ Decree No: SK-224/MBU/07/2021 1st (first)
July 2, 2021 until The
dated July 2, 2021
closing of the 2026 GMS
2 Juli 2021 hingga
Surat Keputusan Pemegang Saham No: SK-224/
penutupan RUPS tahun
Direktur Komersial MBU/07/2021 tanggal 2 Juli 2021 Ke-1 (pertama)
Saifuddin Wijaya 2026
Director of Commercial Shareholders’ Decree No: SK-224/MBU/07/2021 1st (first)
July 2, 2021 until The
dated July 2, 2021

Nama Jabatan Dasar Pengangkatan Masa Akhir Jabatan Periode Jabatan

Keputusan Pemegang Saham Nomor SK-299/
21 September 2020-
Direktur Sumber daya MBU/09/2020; Nomor SGS-2020.09.16-1; Nomor
Manusia 1559/DRU-IXSP/2020 Tanggal 21 September 2020 Ke-1 (pertama)
Lussy Ariani Seba 2025
Director of Human Shareholders’ Decree Number SK-299/ 1st (first)
September 21, 2020- The
Resources MBU/09/2020; Number SGS-2020.09.16-1; Number
1559/DRU-IXSP/2020 Dated September 21, 2020
28 Juni 2018 -
Direktur Keuangan dan Akta No. 01 tanggal 3 Juli 2018 Notaris Surjadi, S.H.,
Manajemen Risiko M.Kn., M.M., M.H. Ke-1 (pertama)
Rosmanidar Zulkifli 2023
Director of Finance and Deed No. 01 Dated July 3, 2018 Notary Surjadi, S.H., 1st (first)
June 28, 2018- The
Risk Management M.Kn., M.M., M.H.
28 Juni 2018 -
Akta No. 01 tanggal 3 Juli 2018 Notaris Surjadi, S.H.,
Direktur Utama M.Kn., M.M., M.H. Ke-1 (pertama)
Dian M. Noer* 2023
President Director Deed No. 01 Dated July 3, 2018 Notary Surjadi, S.H., 1st (first)
June 28, 2018- The
M.Kn., M.M., M.H.
28 Juni 2018 -
Direktur Komersial 1 M.Kn., M.M., M.H. Ke-1 (pertama)
Tri Widodo* 2023
Director of Commercial 1 Deed No. 01 Dated July 3, 2018 Notary Surjadi, S.H., 1st (first)
June 28, 2018- The
M.Kn., M.M., M.H.
28 Juni 2018 -
Direktur Komersial 2 M.Kn., M.M., M.H. Ke-1 (pertama)
Darwin Abas* 2023
Director of Commercial 2 Deed No. 01 Dated July 3, 2018 Notary Surjadi, S.H., 1st (first)
June 28, 2018- The
M.Kn., M.M., M.H.
Pakta Integritas Integrity Pact
Perusahaan memiliki kewajiban kepada setiap Direksi untuk The Company has an obligation to each Board of Directors to sign an
menandatangani Pakta Integritas terkait komitmennya terhadap Integrity Pact related to its commitment to managing the Company;
pengurusan Perusahaan, termasuk pengelolaan Perusahaan berbasis including the management of the Company based on sound corporate
prinsip korporasi yang sehat. principles.
Annual Report 2021

299
Tugas dan Tanggung Jawab Duties and Responsibilities
Direksi adalah organ Perusahaan yang berwenang dan bertanggung The Board of Directors is an organ of the Company that is authorized and
jawab penuh atas pengurusan Perusahaan untuk kepentingan fully responsible for the management of the Company for the benefit of
Perusahaan, sesuai dengan maksud dan tujuan Perusahaan, serta the Company, in accordance with the Company’s aims and objectives
mewakili Perusahaan, baik di dalam maupun di luar pengadilan sesuai and represents the Company, both inside and outside the court
ketentuan Anggaran Dasar. Setiap anggota Direksi bertanggung according to the provisions of the Articles of Association Each member
jawab penuh secara pribadi atas kerugian Perusahaan apabila of the Board of Directors is fully responsible personally for the loss of the
yang bersangkutan bersalah atau lalai menjalankan tugasnya untuk Company if he/she is guilty or negligent in carrying out his duties for the
kepentingan Perusahaan kecuali apabila yang bersangkutan dapat benefit of the Company unless he/she can prove that:
membuktikan bahwa:
1. Kerugian tersebut bukan karena kesalahan atau kelalaiannya 1. The loss was not due to his fault or negligence.
2. Telah melakukan pengurusan dengan itikad baik dan kehati- 2. Has carried out management in good faith and prudence for the
hatian untuk kepentingan dan sesuai dengan maksud dan tujuan interests and in accordance with the aims and objectives of the
Perusahaan Company.
3. Tidak mempunyai benturan kepentingan baik langsung maupun tidak 3. Have no direct or indirect conflict of interest over management
langsung atas tindakan pengurusan yang mengakibatkan kerugian actions that result in losses.
4. Telah mengambil tindakan untuk mencegah timbul atau berlanjutnya 4. Have taken steps to prevent the loss from arising or continuing.
kerugian tersebut
Board Manual Direksi Perusahaan secara khusus mengatur tentang The Board Manual of the Board of Directors of the Company specifically
tugas dan kewajiban Direksi, mencakup beberapa hal di bawah ini: regulates the duties and obligations of the Board of Directors, including
the following:
1. Umum 1. General
2. Tugas yang berhubungan dengan Rapat Umum Pemegang Saham 2. Duties Related to the General Meeting of Shareholders
3. Tugas yang terkait dengan strategi dan rencana kerja 3. Duties related to the Strategy and Work Plan
4. Tugas yang terkait dengan penyusunan Rencana Jangka Panjang 4. Duties related to Company’s Long-term Plan (RJPP)
Perusahaan (RJPP)
5. Tugas yang terkait dengan penyusunan Rencana Kerja dan 5. Duties related to Preparation of Work Plan and Budget of the
Anggaran Perusahaan (RKAP) Company (RKAP)
6. Tugas yang terkait dengan penyusunan Laporan Tahunan 6. Duties related to the preparation of Annual Report
7. Manajemen Risiko 7. Risk Management
8. Sistem Pengendalian lntern 8. International Control System
9. Keterbukaan dan Kerahasiaan lnformasi 9. Openness and Confidentiality of Information
10. Etika berusaha dan antikorupsi 10. Business Ethics and Anti-Corruption
11. Hubungan dengan stakeholder 11. Relations with Stakeholders
12. Sistem Akuntansi dan Pembukuan 12. Accounting and Bookkeeping System
13. Tugas dan kewajiban lainnya 13. Other Duties and Obligations
Tugas dan Tanggung Jawab Masing-Masing Duties and Responsibilities of Each Board of
Direksi Directors
Secara umum, Direksi bertugas secara kolegial, namun agar lebih In general, the Board of Directors functions collegially, however, in order to
efisien dan efektif dalam melaksanakan tugas dilakukan pembidangan be more efficient and effective in carrying out their duties, the members
tugas di antara Anggota Direksi. Pembidangan tugas di antara Direksi of the Board of Directors are assigned to assign tasks. The assignment of
tidak menghilangkan tanggung jawab Direksi secara kolegial dalam duties among the Board of Directors does not diminish the responsibility
pengurusan Perusahaan. Pembidangan tugas Direksi ditetapkan oleh of the Board of Directors collegially in managing the Company. The
RUPS, namun apabila RUPS tidak menetapkan maka pembagian tugas division of duties of the Board of Directors shall be determined by the
dan wewenang Direksi ditetapkan berdasarkan keputusan Direksi GMS, however, if the GMS does not stipulate, the division of duties and
sendiri. authorities of the Board of Directors shall be determined based on the
Board of Directors’ own decision

Nama Jabatan Pembidangan Tugas

Name Position Fieldwork Assignment
Mengoordinasi pelaksanaan Direktur Keuangan & Perencanaan Strategis, Direktur
Komersial 1, Direktur Komersial 2, Direktur Sumber Daya Manusia dan membidangi:
1. Sekretariat Perusahaan
Direktur Utama 2. Satuan Pengawasan Intern
President Director Coordinating the implementation of the Director of Finance & Strategic Planning, Director
of Commercial 1, Director of Commercial 2, Director of Human Resources and in charge of:
1. Company Secretariat
2. Internal Audit Unit
Membidangi:
1. Divisi Bisnis Migas & Sistem Pembangkit
2. Divisi Bisnis Mineral & Batubara
3. Divisi Bisnis Infrastruktur
4. Divisi Bisnis Institusi & Kelembagaan
5. Cabang : Utama Jakarta, Utama Surabaya, Utama Pekanbaru, Utama Palembang,
Madya Medan, Madya Balikpapan, Pratama Aceh, Pratama Banjarbaru, Madya
Semarang, Madya Batam, Madya Makassar, Pratama Singapura
Direktur Komersial 6. KSO
Saifuddin Wijaya
Director of Commercial In charge of:
1. Oil and Gas & Power System Business Division
2. Mineral & Coal Business Division
3. Infrastructure Business Division
4. Institutional & Institutional Business Division
5. Branches : Main Jakarta, Main Surabaya, Main Pekanbaru, Main Palembang, Madya
Medan, Middle Balikpapan, Primary Aceh, Primary Banjarbaru, Madya Semarang,
Madya Batam, Madya Makassar, Primary Singapore
6. KSO
Membidangi:
1. Divisi Human Capital
2. Divisi Pemasaran & Pengembangan Bisnis
Direktur Sumber daya Manusia. 3. Divisi Teknologi Informasi
Lussy Ariani Seba
Director of Human Resources In charge of:
1. Human Capital Division
2. Marketing & Business Development Division
3. Information Technology Division
Membidangi:
1. Divisi Keuangan dan Akuntansi
2. Divisi Perencanaan Strategis
Direktur Keuangan dan 3. Divisi Manajemen Aset
Manajemen Risiko 4. Unit Tanggung Jawab Sosial & Lingkungan (TJSL)
Rosmanidar Zulkifli
Director of Finance and Risk In charge of:
Management 1. Finance and Accounting Division
2. Strategic Planning Division
3. Asset Management Division
4. Social & Environmental Responsibility Unit (TJSL)
Annual Report 2021

301
Keputusan Direksi yang Perlu Mendapat Decisions of the Board of Directors that
Persetujuan Dewan Komisaris dan RUPS Require the Approval of the Board of
Commissioners and the GMS
Berikut merupakan beberapa perbuatan Direksi yang memerlukan The following are some of the actions of the Board of Directors that
persetujuan dari Dewan Komisaris antara lain: require approval from the Board of Commissioners, including:
1. Menerima atau memberikan pinjaman jangka menengah dan/ 1. Receiving or providing medium and or long term loans, except for
atau panjang kecuali pinjaman (utang atau piutang) yang timbul loans (payable or receivable) arising from business transactions and
karena transaksi bisnis, dan pinjaman yang diberikan kepada anak loans granted to subsidiaries
perusahaan
2. Melepaskan aktiva tetap bergerak dengan umur ekonomis yang 2. To dispose of movable fixed assets with an economic age generally
lazim berlaku dalam industri pada umumnya sampai dengan 5 applicable in the industry up to 5 (five) years
(lima) tahun
3. Menghapuskan dari pembukuan piutang macet dan persediaan 3. To write off bad accounts receivable and inanimate goods inventory
barang mati
4. Mengagunkan aktiva tetap untuk penarikan kredit jangka pendek 4.
Placing property, plant and equipment for short-term credit
withdrawals
5. Mengadakan kerja sama lisensi atau kontrak manajemen, 5.
Conducting licensing cooperation or management contracts,
menyewakan aset, kerja sama operasi, dan perjanjian kerja sama leasing assets, joint operations and other cooperation agreements
lainnya dengan nilai atau jangka waktu tertentu yang ditetapkan with a certain value or period determined by the General Meeting of
oleh Rapat Umum pemegang Saham Shareholders.
6. Menetapkan struktur organisasi sampai dengan 1 (satu) tingkat di 6. Determine the organizational structure up to 1 (one) level below the
bawah Direksi Board of Directors
Laporan Pelaksanaan Tugas Task Implementation Report
Setiap anggota Direksi bertanggung jawab penuh secara pribadi atas Each member of the Board of Directors is personally responsible for the
kerugian Perusahaan apabila yang bersangkutan bersalah atau lalai loss of the Company if the person concerned is guilty or negligent in
menjalankan tugasnya untuk kepentingan Perusahaan kecuali apabila carrying out his duties for the benefit of the Company unless the person
yang bersangkutan dapat membuktikan bahwa: concerned can prove that:
1. Kerugian tersebut bukan karena kesalahan atau kelalaiannya. 1. The loss is not due to his fault or negligence.
2. Telah melakukan pengurusan dengan itikad baik dan kehati- 2. Have carried out management in good faith and prudence for the
hatian untuk kepentingan dan sesuai dengan maksud dan tujuan benefit and in accordance with the purposes and objectives of the
Perusahaan. Company.
3. Tidak mempunyai benturan kepentingan baik langsung maupun 3. Has no conflict of interest, either directly or indirectly, over
tidak langsung atas tindakan pengurusan yang mengakibatkan management actions that result in losses.
kerugian.
4. Telah mengambil tindakan untuk mencegah timbul atau berlanjutnya 4. Have taken action to prevent the occurrence or continuation of the
kerugian tersebut. loss.
Program Orientasi Direksi Board of Directors Orientation Program
Program Pengenalan Perusahaan diberikan untuk Direktur yang The Company Introduction Program is given to Directors who are
baru diangkat oleh Perusahaan dan pelaksanaannya disiapkan oleh newly appointed by the Company and its implementation is prepared
Sekretaris Perusahaan. Program Pengenalan yang diberikan dapat by the Corporate Secretary. The Introductory Program provided
berupa presentasi, pertemuan atau kunjungan ke fasilitas Perusahaan, can be in the form of presentations, meetings or visits to Company
perkenalan dengan para pimpinan divisi, kelompok, dan karyawan facilities, introductions to divisional leaders, groups, and employees in
di Perusahaan serta program lainnya dengan Sekretaris Perusahaan the Company as well as other programs with the Corporate Secretary
mendokumentasikan Program Pengenalan tersebut. documenting the Introductory Program.

Pada tahun 2021, Perusahaan telah mengangkat Muhammad Haris In 2020, the Company appointed Lussy Ariani Seba as Director of Human
Witjaksono dan Saifuddin Wijaya masing-masing sebagai Direktur Resources whose orientation program was implemented on July 29,
Utama dan Direktur Komersial dan program orientasi diberikan pada 2021, by providing materials, among others:
tanggal 29 Juli 2021, dengan pemberian materi antara lain:
1. Pelaksanaan prinsip-prinsip good corporate governance oleh 1. Implementation of the principles of good corporate governance by
Perusahaan. the Company.
2. Gambaran mengenai Perusahaan berkaitan dengan tujuan, sifat, 2. An overview of the Company in relation to its objectives, nature,
lingkup kegiatan, kinerja keuangan dan operasi, strategi, rencana scope of activities, financial and operational performance, strategy,
usaha jangka pendek dan jangka panjang, posisi kompetitif, risiko, short-term and long-term business plans, competitive position, risks
dan masalah-masalah strategis lainnya. and other strategic issues.
3. Keterangan berkaitan dengan kewenangan yang didelegasikan, 3. Information relating to delegated authority, internal and external
audit internal dan eksternal, sistem dan kebijakan pengendalian audits, internal control systems and policies, including the Audit
internal, termasuk Komite Audit. Committee.
4. Keterangan mengenai tugas dan tanggung jawab Dewan Komisaris 4. Description of the duties and responsibilities of the Board of
dan Direksi serta hal-hal yang tidak diperbolehkan. Commissioners and the Board of Directors as well as matters that
are not allowed.
Program Pengenalan yang diberikan dapat berupa presentasi, The Introductory Program provided can be in the form of presentations,
pertemuan atau kunjungan ke fasilitas Perusahaan, perkenalan dengan meetings or visits to Company facilities, introductions to Division Leaders,
para Pimpinan Divisi, Kelompok dan Karyawan di Perusahaan serta Groups and Employees at the Company and other programs with the
program lainnya dengan Sekretaris Perusahaan mendokumentasikan Corporate Secretary documenting the introduction program.
program pengenalan tersebut.
Direksi mengikuti program pendidikan dan pelatihan yang The Board of Directors participates in education and training programs
diselenggarakan baik oleh Perusahaan maupun oleh pihak eksternal organized by the Company and by external parties in an effort to
dalam upaya untuk meningkatkan keahlian dan kompetensi agar improve their skills and competencies in order to be able to compete
mampu bersaing di industri perusahaan. Sepanjang tahun 2021, Direksi in the company’s industry. Throughout 2021, the Board of Directors has
telah mengikuti pendidikan dan pelatihan sebagai berikut: attended the following education and training:
Nama Materi Pendidikan/Pelatihan Penyelenggara Waktu Pelaksanaan

Name Educational/Training Materials Organizer Implementation Time
Executive Onboarding Directorship Program - Batch 1 17 Maret 2021
Lussy Ariani Seba International Business School
Kementerian BUMN March 17, 2021
15 - 16 Maret 2021
Integrated GRC PT Asia Strategi Konsulting
March 15 - 16, 2021
Rosmanidar Zulkifli Strategic Discussion Forum & Sharing Best
Pertamina Training & Consulting 15 - 18 Juni 2021
Practice Extracting Value From Successful Holding
(PTC) June 15 - 18, 2021
Implementation
Annual Report 2021

303
Independensi dan Transparansi

Terkait Dewan Komisaris dan Direksi
Independence and Transparency Related to the Board of Commissioners and
the Board of Directors
Dalam menjalankan fungsi, tugas, dan tanggung jawabnya anggota In carrying out their functions, duties and responsibilities, members of
Dewan Komisaris dan Direksi Perusahaan wajib menjaga independensi the Board of Commissioners and the Board of Directors of the Company
dan menghindari segala bentuk benturan kepentingan, baik untuk are required to maintain independence and avoid all forms of conflict of
kepentingan pribadi, kelompok, dan golongan tertentu. interest, both for personal, group and certain group interests.
Pengelolaan Benturan Kepentingan Dewan Management of Conflict of Interest for the

Komisaris dan Direksi Board of Commissioners and Directors
Di dalam board manual, Surveyor Indonesia telah mengatur tentang In the board manual, Surveyor Indonesia has regulated conflicts of
adanya benturan kepentingan, yakni Dewan Komisaris maupun Direksi interest where the Board of Commissioners and Directors are prohibited
dilarang melakukan transaksi yang mempunyai benturan kepentingan. from conducting transactions that have a conflict of interest. Therefore,
Oleh karenanya Dewan Komisaris dan Direksi wajib memberikan daftar the Board of Commissioners and the Board of Directors are obliged
khusus yang berisikan kepemilikan sahamnya dan keluarganya pada to provide a special list containing the ownership of shares and their
perusahaan lain sehingga terhindar dari tindakan conflict of interest dan families in other companies so as to avoid conflict of interest and take
mengambil keputusan dan atau pelaksanaan kegiatan demi keuntungan decisions and/or carry out activities for personal gain so that they may
pribadi sehingga dapat merugikan perusahaan secara materiil. materially harm the company.
Kepemilikan Saham Shares Ownership
Kepemilikan Saham di
Shares Ownership
Nama Jabatan Entitas Anak dan

Name Position Afiliasi Surveyor
Perusahaan Lain
Surveyor Indonesia Indonesia
Other Company
Surveyor Indonesia
Subsidiaries and Affiliate
Komisaris Nihil Nihil Nihil
Dody Widodo
Commissioner Nill Nill Nill
Ferry Andrianto
Komisaris Independen Nihil Nihil Nihil
Paulus Prananto
Commissioner Indepenndent Nill Nill Nill
Wawan Sunarjo
Djatmiko Bris Witjaksono
Direktur Utama Nihil Nihil Nihil
President Director Nill Nill Nill
Direktur Komersial Nihil Nihil Nihil
Saifuddin Wijaya
Director of Commercial Nill Nill Nill

Kepemilikan Saham di
Shares Ownership
Nama Jabatan Entitas Anak dan

Name Position Afiliasi Surveyor
Perusahaan Lain
Surveyor Indonesia Indonesia
Other Company
Surveyor Indonesia
Subsidiaries and Affiliate
Direktur Sumber Daya Manusia Nihil Nihil Nihil
Lussy Ariani Seba
Director of Human Resources Nill Nill Nill
Direktur Keuangan dan
Manajemen Risiko Perusahaan Nihil Nihil Nihil
Rosmanidar Zulkifli
Director of Finance and Risk Nill Nill Nill
Management
Rangkap Jabatan Dewan Komisaris dan Concurrent Positions for the Board of
Direksi Commissioners and Directors
Rangkap Jabatan
Concurrent Positions
Nama Jabatan Entitas Anak dan Afiliasi Surveyor
Name Position Indonesia Perusahaan/Institusi Lain
Surveyor Indonesia Subsidiaries and Other Company
Affiliate
Komisaris Tidak memiliki rangkap jabatan Tidak memiliki rangkap jabatan
Dody Widodo
Commissioner Do not have concurrent position Do not have concurrent position
Ketua Trade Negotiating Committee of
the Regional Comprehensive Economic
Komisaris Memiliki rangkap jabatan Partnership
Ferry Andrianto
Commissioner Have have concurrent position Chairman of the Trade Negotiating
Committee of the Regional Comprehensive
Economic Partnership
Komisaris Independen Tidak memiliki rangkap jabatan Tidak memiliki rangkap jabatan
Paulus Prananto
Commissioner Indepenndent Do not have concurrent position Do not have concurrent position
Wawan Sunarjo
Djatmiko Bris Witjaksono
Direktur Utama Tidak memiliki rangkap jabatan Tidak memiliki rangkap jabatan
President Director Do not have concurrent position Do not have concurrent position
Direktur Komersial Tidak memiliki rangkap jabatan Tidak memiliki rangkap jabatan
Saifuddin Wijaya
Director of Commercial Do not have concurrent position Do not have concurrent position
Direktur Sumber daya Manusia Tidak memiliki rangkap jabatan Tidak memiliki rangkap jabatan
Lussy Ariani Seba
Director of Human Resources Do not have concurrent position Do not have concurrent position
Direktur Keuangan dan
Manajemen Risiko Perusahaan Tidak memiliki rangkap jabatan Tidak memiliki rangkap jabatan
Rosmanidar Zulkifli
Director of Finance and Risk Do not have concurrent position Do not have concurrent position
Management
Annual Report 2021

305
Hubungan Afiliasi Dewan Komisaris, Direksi, Affiliation of the Board of Commissioners,

dan Pemegang Saham Pengendali Board of Directors and Controlling
Shareholders
Hubungan Keuangan Dengan Hubungan Keluarga Dengan

Financial Relationship With Familial Relationship With Hubungan
Dewan Dewan Kepengurusan
Direksi Pemegang Direksi Pemegang Management
Nama Jabatan Komisaris Komisaris
Board of Saham Board of Saham Relations
Name Position Board of Board of
Directors Shareholders Directors Shareholders
Commissioners Commissioners
Ya Tidak Ya Tidak Ya Tidak Ya Tidak Ya Tidak Ya Tidak Ya Tidak

Yes No Yes No Yes No Yes No Yes No Yes No Yes No
Komisaris
Dody Widodo √ √ √ √ √ √ √
Commissioner
Komisaris
Ferry Andrianto √ √ √ √ √ √ √
Commissioner
Komisaris
Independen
Paulus Prananto √ √ √ √ √ √ √
Commissioner
Indepenndent
Komisaris
Wawan Sunarjo √ √ √ √ √ √ √
Commissioner
Djatmiko Bris Komisaris
√ √ √ √ √ √ √
Witjaksono Commissioner
Direktur Utama
Muhammad
President √ √ √ √ √ √ √
Haris Witjaksono
Director
Direktur
Komersial
Saifuddin Wijaya √ √ √ √ √ √ √
Director of
Commercial
Direktur
Sumber daya
Lussy Ariani Manusia
√ √ √ √ √ √ √
Seba Director
of Human
Resources
Direktur
Keuangan dan
Manajemen
Rosmanidar Risiko
√ √ √ √ √ √ √
Zulkifli Perusahaan
Director of
Finance and Risk
Management

Keberagaman Dewan Komisaris dan Direksi Diversity of the Board of Commissioners and
Directors
Keberagaman komposisi Dewan Komisaris dan Direksi merupakan The diversity of the composition of the Board of Commissioners and the
bagian dari upaya Surveyor Indonesia untuk mendorong proses Board of Directors is part of Surveyor Indonesia’s efforts to encourage a
pengambilan keputusan yang lebih objektif, komprehensif, optimal, more objective, comprehensive, optimal decision-making process that
dan memiliki dampak positif terhadap pengawasan dan pengelolaan has a positive impact on the Company’s supervision and management.
Perusahaan. Keberagaman ini diharapkan dapat memperkaya sudut This diversity is expected to enrich the viewpoints and interests in the
pandang dan kepentingan dalam proses pengambilan keputusan baik di decision-making process both within the Board of Commissioners and
tubuh Dewan Komisaris maupun Direksi, sehingga mampu memberikan the Board of Directors, so as to provide added value to the operational and
nilai tambah bagi aspek operasional dan usaha Surveyor Indonesia, business aspects of Surveyor Indonesia, as well as the implementation of
serta penerapan Tata Kelola Perusahaan di lingkup Perusahaan. Corporate Governance within the Company.
Saat ini, Surveyor Indonesia belum memiliki kebijakan formal dalam Currently, Surveyor Indonesia does not yet have a formal written policy
bentuk tertulis terkait keberagaman komposisi Dewan Komisaris. regarding the diversity of the composition of the Board of Commissioners.
Namun, Perusahaan memiliki kebijakan bahwa komposisi Dewan However, the Company has a policy that the composition of the Board
Komisaris dan Direksi wajib disusun sedemikian rupa disesuaikan of Commissioners and Board of Directors must be arranged in such a
dengan kompleksitas kegiatan bisnis Surveyor Indonesia dan struktur way as to suit the complexity of Surveyor Indonesia’s Business activities
organisasi sehingga memungkinkan pengambilan putusan yang efektif, and organizational structure so as to enable effective precise and fast
tepat, dan cepat dalam rangka pencapaian tujuan-tujuan Perusahaan. decision making in order to achieve the Company’s goals.
Usia
Jenis Pendidikan Latar Belakang
Nama (Tahun) Bidang Pengalaman Kerja Keahlian
Kelamin Terakhir Pendidikan
Name Age Work Field Experience Expertise
Gender Latest Education Education Background
(Years)
Dewan Komisaris
Baord of Commissioner
Pernah menjabat sebagai Direktur
Ketahanan Industri dan Akses
Industri Internasional, Staf Ahli
Sarjana Kimia Tekstil dari
Bidang Pendalaman, Penguatan
Sekolah Tinggi Teknologi
dan Penyebaran Industri serta
Tekstil dan S2 Magister
menjabat sebagai Staf Ahli
Perencanaan Kebijakan
Menteri Bidang Penguatan,
Publik, Fakultas Ekonomi di
Penyebaran dan Pendalaman Kebijakan Publik
Dody Widodo Universitas Indonesia
Laki-laki Pascasarjana Industri dan Industri
(Komisaris) 58 Bachelor of Textile Chemistry
Male Postgraduate Previously served as Director Public and
(Commissioner) from the College of Textile
of Industrial Resilience and Industrial Policy
Technology and Master
International Industrial Access,
of Masters in Public
Expert Staff for Industrial
Policy Planning, Faculty of
Deepening, Strengthening and
Economics at the University
Dissemination and served as
of Indonesia
Expert Staff for the Minister
for Industrial Strengthening,
Dissemination and Deepening
Mengawali karir sebagai
S1 Manajemen Keuangan
Kasubbag Protokol Kementerian
Universitas STIE Manajemen
BUMN dan kini menjabat sebagai
Malangkucecwara dan S2 Keuangan dan
Kepala Bagian Humas dan
Ilmu Administrasi Universitas Ilmu Administrasi
Ferry Andrianto Protokoler Kementerian BUMN
Laki-laki Pascasarjana Indonesia Financial
(Komisaris) 48 Started his career as Head of
Male Postgraduate S1 Financial Management, Management
(Commissioner) the Protocol Subdivision of the
STIE Malangkucecwara and
Ministry of SOEs and now serves
University and Masters in Administrative
as Head of the Public Relations
Administrative Sciences, Science
and Protocol Section of the
University of Indonesia
Ministry of SOEs
Annual Report 2021

307
Usia
(Years)
Pernah bekerja di Direktorat
Jenderal Anggaran Kementerian
D IV di Badan Diklat Keuangan dan menjadi Direktur
Keuangan Kementerian di Direktorat Penerimaan Negara
Keuangan dan Master di Bukan Pajak Kementerian/
Wawan Sunarjo
Laki-laki Pascasarjana University of Birmingham Lembaga Keuangan
(Komisaris) 54
Male Postgraduate Diploma IV at Ministry of Previously worked at the Finance
(Commissioner)
Finance Education and Directorate General of Budget of
Training Agency and Master the Ministry of Finance and was a
at University of Birmingham Director at the Directorate of Non-
Tax State Revenue of the Ministry/
Agency
Berkarir di PT Bytech Bina

Program Pasca Doctoral Nusantara, PT Toba Sejahtera,
University of Parahyangan, Desk Siber Kemenko Polhukam,
IT
Bandung Dissertation on Co- Satuan Tugas Boeing offset
Paulus Prananto Management
Opetition Modeling in Herbal Kemenko Pulhukam, President
(Komisaris & Computer
Laki-laki Doktor Manufacturing System Director PT Toba Del Mandiri
Independen) 72 Engineering
Male Doctor Post-Doctoral Program, Career at PT Bytech Bina
(Independent IT Management
University of Parahyangan, Nusantara, PT Toba Sejahtera,
Commissioner) & Computer
Bandung Dissertation on Co- Cyber Desk Kemenko Polhukam,
Engineering
Opetition Modeling in Herbal Boeing Offset Task Force
Manufacturing System Kemenko Pulhukam, President
Director PT Toba Del Mandiri
Direksi
Board of Directors
Mengawali karir sebagai LRE
auditor hingga menduduki posisi
top management sebagai Direktur
Komersial 2 di PT Sucofindo
(Persero) kemudian mendapatkan
Sarjana Manajemen kehormatan sebagai Member of
Kehutanan dari Institut the Republican Delegation as a
Pertanian Bogor dan Technical Expert in the Indonesia
Muhammad Magister Ekonomi Universitas - EU FLEGT Voluntary Partnership
Haris Witjaksono Laki-laki Pascasarjana Trisakti Agreement (VPA) Manajemen
54
(Direktur Utama) Male Postgraduate Bachelor of Forestry Started his career as an Management
(President Director) Management from Bogor LRE auditor to occupy a top
Agricultural Institute and management position as Director
Master of Economics from of Commercial 2 at PT Sucofindo
Trisakti University (Persero) then received the
honor of being a Member of
the Republican Delegation as a
Technical Expert in the Indonesia
- EU FLEGT Voluntary Partnership
Agreement (VPA)

Usia
(Years)
Sarjana Teknik Perkapalan
Berpengalaman selama lebih dari
lulusan Institut Teknologi
25 tahun di sektor kemaritiman
Sepuluh Nopember dan
dan mendapatkan kepercayaan
Master of Business dari
Saifuddin Wijaya sebagai Direktur Pengembangan
Indonesian Institute of Pengembangan
(Direktur Sumber Daya di PT Biro Klasifikasi
Laki-laki Pascasarjana Management Bisnis
Komersial) 58 Indonesia (Persero)
Male Postgraduate Bachelor of Naval Engineering Business
(Director of Experienced for more than 25
from the Sepuluh Nopember Development
Commercial) years in the maritime sector and
Institute of Technology and
earned the trust as Director of
Master of Business from
Resource Development at PT Biro
the Indonesian Institute of
Statistik Indonesia (Persero)
Management
Berkarir lebih dari 10 tahun di
BUMN dan menjabat berbagai
posisi antara lain Senior Manager
Career Management, Vice
President Human Capital Strategy
Lussy Ariani Seba
S1 Teknik Informatika and Policy dan Vice President
(Direktur Sumber
Perempuan Sarjana Universitas Respati Indonesia Human Capital Development Manajemen SDM
Daya Manusia) 46
Female Bachelor S1 Informatics Engineering, Career for more than 10 years in HR Management
(Director of Human
Respati Indonesia University BUMN and held various positions
Resources)
including Senior Manager Career
Management, Vice President
Human Capital Strategy and Policy
and Vice President Human Capital
Development
Berkarir di PT Surveyor Indonesia,
Rosmanidar Zulkifli INASGOC, PT Hutama Karya
(Direktur (Persero), WWF Indonesia
Keuangan dan
Keuangan dan New South West University Jakarta, PT Energy Management
Perempuan Postgraduate Manajemen
Manajemen Risiko) 51 Sydney, Australia **Finance Indonesia
Female Postgraduate Finance and
(Director of Specialist Career at PT Surveyor Indonesia
Management
Finance and Risk INASGOC, PT Hutama Karya
Management) (Persero), WWF Indonesia Jakarta,
PT Energy Management Indonesia
Annual Report 2021

309
Penilaian Kinerja Dewan Komisaris

dan Direksi
Performance Assessment of the Board of Commissioners and Board of
Directors
Penilaian atau evaluasi kinerja Dewan Komisaris dan Direksi dilakukan Assessment or performance evaluation of the Board of Commissioners
berdasarkan prinsip-prinsip: and Board of Directors is carried out based on the following principles:
1. Kinerja Dewan Komisaris dan Direksi akan di evaluasi oleh pemegang 1. The performance of the Board of Commissioners and Board of
saham dalam RUPS. Directors will be evaluated by the Shareholders at the GMS.
2. Secara umum, kinerja Dewan Komisaris dan Direksi ditentukan 2. In general, the performance of the Board of Commissioners and Board
berdasarkan tugas kewajiban yang tercantum dalam peraturan of Directors is determined based on the duties listed in the applicable
perundang-undangan yang berlaku dan Anggaran Dasar laws and regulations and the Articles of Association of the Company
Perusahaan maupun amanat pemegang saham. Kriteria evaluasi as well as the mandate of the Shareholders. Formal evaluation
formal disampaikan secara terbuka kepada Dewan Komisaris dan criteria are submitted openly to the Board of Commissioners and
Direksi sejak tanggal pengangkatannya. Board of Directors from the date of their appointment.
3. Hasil evaluasi terhadap kinerja Dewan Komisaris dan Direksi 3. The results of the evaluation of the performance of the Board
secara keseluruhan dan kinerja masing-masing anggota Dewan of Commissioners and Board of Directors as a whole and the
Komisaris dan Direksi secara individual akan merupakan bagian performance of each member of the Board of Commissioners and
tak terpisahkan dalam skema kompensasi dan pemberian insentif the Board of Directors individually will form an integral part of the
bagi Dewan Komisaris dan Direksi. Hasil evaluasi kinerja masing- compensation scheme and incentives for the Board of Commissioners
masing Dewan Komisaris dan Direksi secara individual merupakan and Board of Directors. The results of the performance evaluation
salah satu dasar pertimbangan bagi pemegang saham untuk of each individual Board of Commissioners and Board of Directors
pemberhentian dan/atau menunjuk kembali Dewan Komisaris are one of the basic considerations for Shareholders to dismiss
dan Direksi yang bersangkutan. Hasil evaluasi kinerja tersebut and/or reappoint the relevant Board of Commissioners and Board
merupakan sarana penilaian serta peningkatan efektivitas Dewan of Directors. The results of the performance evaluation are a means
Komisaris dan Direksi. of assessing and increasing the effectiveness of the Board of
Commissioners and Board of Directors.
Pengesahan RKAP oleh RUPS setelah

diusulkan oleh Direksi dan disetujui oleh Laporan Pertanggungjawaban Kinerja Evaluasi dan Penilaian oleh Pemegang
Dewan Komisaris berdasarkan pencapaian atas RKAP Saham melalui RUPS
RKAP approval by GMS after proposed by Performance Accountability Report Based on Evaluation and assessment by Shareholders
Board of Directors and approved by Board of RKAP achievement through the GMS
Commissioners

Penilaian Kinerja Dewan Komisaris Performance Assessment of the Board of

Commissioners
Sesuai pasal 15 Peraturan Menteri Negara BUMN No. PER-01A/MBU/2011 In accordance with Article 15 of the Regulation of the SOE State Minister
tanggal 1 Agustus 2011, Dewan Komisaris mengusulkan Key Performance No. PER-01A/MBU/2011 dated August 1, 2011, the Board of Commissioners
Indicators (KPI)/Indikator Pencapaian Kinerja Dewan Komisaris yang proposed Key Performance Indicators (KPI) which are a measure of the
merupakan ukuran penilaian atas keberhasilan pelaksanaan tugas dan evaluation of the successful implementation of duties and responsibilities
tanggung jawab pengawasan dan pemberian nasehat oleh Dewan of supervision and advice by the Board of Commissioners in accordance
Komisaris sesuai dengan ketentuan peraturan perundang-undangan with the provisions of laws and regulations and/or Articles of Association.
dan/atau Anggaran Dasar.
Indikator dan hasil penilaian kinerja Dewan Komisaris tahun 2021 adalah The indicators and results of the 2021 performance assessment for the
sebagai berikut: Board of Commissioners are as follows:
Indikator Uraian Kuantitas Bobot

No Output
Indicator Description Quantity Weight
Aspek Perencanaan
A 10
Planning Aspect
Program Kerja Tahunan meliputi
Menyusun Rencana Kerja dan Anggaran Kegiatan dan Anggaran Dewan
serta KPI Dewan Komisaris tahun 2022 Komisaris tahun 2021 Dokumen 1 kali
1 10
Prepare Work Plan and Budget and the Board Annual Work Program includes Document 1 time
of Commissioners’ KPI for 2022 the Activities and Budget of the
Board of Commissioners in 2021
Aspek Pengawasan dan Nasihat
B 75
Aspects of Supervision and Advice
Memberikan tanggapan/Rekomendasi kepada
Pemegang Saham yaitu:
Prepare Work Plan and Budget and the Board
of Commissioners’ KPI for 2022
• Rencana Kerja dan Anggaran Perusahaan
(RKAP) 2022 Tahunan Surat 1 kali
5
• Work Plan and Budget Company (RKAP) Annual Letter 1 time
2022
1
• KinerjaTriwulan Triwulan Surat 3 kali
10
• Quarterly Performance Annual Letter 3 times
• Laporan Tahunan Tahunan Surat 1 kali
5
• Annual Report Annual Letter 1 time
• Pengusulan Eksternal Auditor/KAP
kepada Pemegang Saham Tahunan Surat 1 kali
5
• Proposal of External Auditor/KAP to Annual Letter 1 time
Shareholders
Rapat Dewan Komisaris
(memberi Saran/Nasihat kepada Direksi) Minimal rapat 1 kali dalam sebulan
Board of Commissioners Meeting Meeting at least once a month
(give Advice/Advice to the Board of Directors)
• Jumlah Rapat Bulanan kali 12 kali
2 5
• Number of Meetings Monthly times 12 times
• Kehadiran Rapat Bulanan
% 100% 10
• Meeting Attendance Monthly
• Risalah Bulanan Risalah 12 Risalah
5
• Minutes Monthly Treatises 12 Treatises
Rapat Dekom dengan Komite
Setahun Risalah 12 Risalah
3 Board of Commissioners Meeting with 10
a year Treatises 12 Treatises
Committee
Annual Report 2021

311
Monitoring/Kunjungan Kerja Dekom ke divisi

bisnis & kantor cabang
Setahun Laporan Monitoring/Surat 2 Laporan
4 Monitoring/Working Visit of the Board of 10
a year Monitoring Report/Letter 2 Reports
Commissioners to business division & branch
office
Pemberian persetujuan tertulis Dewan
Komisaris atas perbuatan-perbuatan Direksi
sesuai dengan Anggaran Dasar PT Surveyor Hari Kerja (terhitung sejak
Indonesia dalam waktu 30 hari kalender surat diterima atau pemberian
sejak surat diterima oleh Dewan Komisaris pejelasan tambahan dari Direksi)
Setahun 30 hari
5 Giving written approval of the Board Working Days (starting from 5
a year 30 days
Commissioner for actions Directors in the receipt of the letter or the
accordance with the Articles of Association provision of additional explanation
PT Surveyor Indonesia in 30 calendar days from the Board of Directors)
from the letter accepted by the Board of
Commissioners
Pemberian tanggapan tertulis Dewan
Komisaris atas perbuatan-perbuatan Direksi
Hari Kerja (terhitung sejak
sesuai dengan Anggaran Dasar PT Surveyor
surat diterima atau pemberian
Indonesia dalam waktu 30 hari kalender
pejelasan tambahan dari Direksi)
sejak surat diterima oleh Dewan Komisaris Setahun 30 hari
6 Working Days (starting from 5
Board’s written response Commissioner for a year 30 days
the receipt of the letter or the
actions Directors in accordance with the
provision of additional explanation
Articles of Association PT Surveyor Indonesia
from the Board of Directors)
within 30 calendar days from the letter
accepted by the Board of Commissioners
Aspek Pelaporan
C 10
Reporting Aspect
Menyampaikan laporan Tahunan tentang
Tugas Pengawasan dan realisasi pelaksanaan
KPI Dewan Komisaris Setahun Surat 1 Surat
1 10
Submit an annual report on Supervision and a year Letter 1 Letter
realization tasks implementation of KPIs for
the Board of Commissioners
Aspek Dinamis/Lain
D 5
Dynamic/Other Aspects
Peningkatan kompetensi melalui kegiatan
Seminar, Workshop & studi banding. Setahun Surat/Laporan 2 Laporan
1 5
Increased competence through seminars, a year Letter/Report 2 Reports
workshops & comparative studies.
Jumlah Bobot
100
Total Weight

Penilaian Kinerja Direksi Performance Assessment of the Board of

Directors
Penilaian atau evaluasi kinerja Direksi dilekatkan pada Key Performance The evaluation of the performance of the Board of Directors is attached
Indicator (KPI) Perusahaan, yang mengacu kepada Surat Sekretaris to the Company’s Key Performance Indicator (KPI), which refers to the
Kementerian BUMN No. S-08/S.MBU/2013 tanggal 16 Januari 2013 Letter of the Secretary of Ministry of SOE No.S-08/S.MBU/2013 dated
tentang Penyampaian Pedoman Penentuan Key Performance Indicator January 16, 2013 concerning Submission of Guidelines for Determination
(KPI) dan Kriteria Penilaian Kinerja Unggul (KPKU) BUMN. Hasil KPI of Key Performance Indicators (KPI) and Criteria for Superior Performance
Perusahaan telah diaudit oleh Kantor Akuntan Publik Rama Wendra, Assessment (KPKU) of SOE. The results of the Company’s KPI have been
yang meliputi 5 (lima) aspek penilaian, yaitu: audited by the Rama Wendra Public Accountant office, which includes 5
(five) aspects of the assessment, as follows:
1. Kepemimpinan, tata kelola, dan tanggung jawab kemasyarakatan 1. Leadership, governance and social responsibility
2. Fokus pelanggan 2. Customer focus
3. Fokus tenaga kerja 3. Manpower focus
4. Efektivitas produk dan proses 4. Effectiveness of products and processes
5. Keuangan dan pasar 5. Finance and markets
Penilaian KPI Direksi dilakukan kepada masing-masing Direktorat, The Board of Directors KPI assessment is carried out for each Directorate,
dengan hasil penilaian di akhir tahun 2021 adalah sebagai berikut: with the results of the assessment at the end of 2021 as follows:
Realisasi
Prestasi
Tahun 2021
KPI Satuan Target Polarisasi Bobot (%} Tahun 2021
No Audited
KPI Unit Target Polarization Weight (%} 2021
Realization in
Achievements
2021 Audited
A. Nilai Ekonomi dan Sosial Untuk Indonesia
Finansial

Financial
EBITDA Rp Miliar
1 255,4 Maximize 4 260,08 4,07
EBITDA IDR Billion
Laba bersih tahun berjalan Rp Miliar
2 154,4 Maximize 4 162,48 4,21
Net profit for the year IDR Billion
Selisih antara ROIC dan WACC
(Cost of Equity = 8,29%)
3 % 1,83 Maximize 3 2,51 3,30
Difference between ROIC and WACC
(Cost of Equity = 8.29%)
Operating Cash Flow Rp Miliar
4 52,1 Maximize 4 207,72 4,40
Operating Cash Flow IDR Billion
Operasional

Operational
Pendapatan yang berasal dari kemitraan
Rp Miliar
1 dengan BUMN 102,0 Maximize 3 115,26 3,30
IDR Billion
Revenues from partnerships with SOEs
mendukung ketahanan data nasional di
sektor tertentu Jumlah
2 1 Maximize 3 2,00 3,30
Development of services/products to Total
support national data resilience in certain
communities
Annual Report 2021

313
Realisasi
Prestasi
Tahun 2021
No Audited
Realization in
Achievements
2021 Audited
mendukung penggunaan produk dalam
Rp Miliar
3 negeri 40,0 Maximize 3 111,43 3,30
IDR Billion
Development of services/products to
support the use of domestic products
Sosial

Social
Kegiatan Proyek di KI/KEK/KAPET Jumlah
1 1 Maximize 3 2,00 3,30
Project Activities in KI/SEZ/KAPET Total
Peningkatan jumlah UMKM yang menjadi
vendor/supplier kebutuhan perusahaan
Jumlah
2 Increasing the number of MSMEs that 3 Maximize 3 6,00 3,30
Total
become vendors/suppliers of company
needs
Sub Total Nilai Ekonomi dan Sosial Untuk Indonesia
30 32,48
Sub Total Economic and Social Value for Indones
Implementasi manajemen bersama
laboratorium Waktu 30 April 2021 12 April 2021
1 Minimize 3 3,30
Implementation of joint management of the Time April 30, 2021 April 12, 2021
laboratory
Penghematan melalui Pengadaaan
Bersama Peralatan Operasi Utama
2 Laboratorium % 3 Maximize 3 9,08 3,30
Savings through Co-Procurement of
Laboratory Main Operating Equipment
Indeks Kepuasan Pelanggan Indeks
3 86,5 Maximize 5 86,77 5,02
Customer Satisfaction Index Index
Pendapatan dari pengembangan dan
pengayaan jasa Rp Miliar
4 83,0 Maximize 4 106,01 4,40
Revenue from service development and IDR Billion
enrichmen
Asesmen GCG Skor
5 88 Maximize 5 88,99 5,06
GCG Assessment Score

Realisasi
Prestasi
Tahun 2021
No Audited
Realization in
Achievements
2021 Audited
Sub Total Inovasi Model Bisnis
20 21,07
Sub Total Business Model Innovation
C. Technology Leadership
31 Oktober 12 Oktober
Kajian Penerapan ERP dalam klaster
Waktu 2021 2021
1 Jasa Survei Minimize 8 8,80
Time Oktober 31, Oktober 12,
ERP Implementation Study in Survey
2021 2021
Jumlah aplikasi yang diimplementasikan
dalam peningkatan layanan/produk/
Jumlah
2 proses 4 Maximize 8 5,00 8,80
Total
Number of applications implemented in
service/product/process improvement
Pengembangan jasa TIC untuk industri
digital Jumlah
3 1 Maximize 4 2,00 4,40
Development of TIC services for the digital Total
industry
Sub Total Kepemimpinan Teknologi
20 22,00
Sub Total Technology Leadership
D. Investment Increase
Pendapatan yang berasal dari kemitraan
strategis Rp Miliar
1 44,0 Maximize 5 45,10 5,12
Revenue derived from strategic IDR Billion
partnerships
Jumlah partnership tiap tahun Jumlah
2 2 Maximize 5 3,00 5,50
Number of partnerships each year Total
Sub Total Peningkatan Investasi
10 10,62
Sub Total Investment Increase
Penyusunan Modul TIC Institute Jumlah
1 1 Maximize 5 2,00 5,50
Preparation of the TIC Institute Module Total
Jumlah brevet/sertifikasi personal Sertifikat
2 165 Maximize 6 527,00 6,60
Number of brevet/personal certification Certification
Rasio perempuan dalam nominated
The ratio of women in the nominated talent
Rasio milenial (< 40 tahun) dalam top
Millennial ratio (< 40 years) in top talent
Internalisasi budaya (AKHLAK) Skor
5 67 Maximize 3 80,99 3,30
Cultural internalization (AKHLAK) Score
Sub Total Pengembangan Talenta
20 21,82
Sub Total Talent Development
JUMLAH
100 108,00
TOTAL
Annual Report 2021

315
Asesmen Penerapan GCG untuk Aspek Assessment of GCG Implementation for the
Dewan Komisaris dan Direksi Aspects of the Board of Commissioners and
Directors
Sebagai organ utama dalam Perusahaan, Dewan Komisaris dan Direksi As the main organs in the Company, the Board of Commissioners and
memiliki peran sentral dalam gerak pertumbuhan Surveyor Indonesia. Directors have a central role in the movement of Surveyor Indonesia’s
Assessment atas kedua organ ini menjadi sebuah keharusan, terutama growth. The assessment of these two organs is a must, especially since
karena Surveyor Indonesia merupakan BUMN yang diarahkan untuk Surveyor Indonesia is a SOEs that is directed to apply the principles of
menerapkan prinsip GCG pada standar BUMN sekaligus penilaian GCG to SOEs standards as well as an assessment of the implementation.
terhadap penerapan tersebut.
Assessment terhadap penerapan GCG mengacu kepada Salinan The assessment of the implementation of GCG refers to the Copy of
Keputusan Sekretaris Kementerian Badan Usaha Milik Negara No. the Decree of the Secretary of the Ministry of State-Owned Enterprises
SK-16/S.MBU/2012 tanggal 6 Juni 2012 tentang Indikator/Parameter No. SK-16/S.MBU/2012 dated June 6, 2012 concerning Indicators/
Penilaian dan Evaluasi atas Penerapan Tata Kelola Perusahaan yang Parameters for Assessment and Evaluation of the Implementation of
Baik (Good Corporate Governance) pada BUMN. Metode penilaian dan Good Corporate Governance in SOEs. The method of assessment and
evaluasi dilakukan dengan menggunakan alat ukur yang terdiri dari 6 evaluation is carried out using a measuring instrument consisting of 6
(enam) aspek dengan bobot yang telah ditentukan sebagaimana diatur (six) aspects with a predetermined weight as stipulated in the Copy of
dalam Salinan Keputusan di atas. the Decree above.
Sejalan dengan assessment yang bertujuan memberikan evaluasi dan In line with the assessment, which aims to provide evaluation and
rekomendasi, manajemen Surveyor Indonesia diharapkan melakukan recommendations, Surveyor Indonesia’s Management is expected to
tindak lanjut atas rekomendasi yang muncul dari proses assessment. follow up on recommendations arising from the assessment process.
Hasil assessment penerapan GCG tahun buku 2021 memberikan For the assessment of the implementation of GCG for the 2021 fiscal
predikat “Sangat Baik”, dengan nilai mencapai 88,99. Khusus untuk year, the results of the assessment gave the predicate “Very Good”,
aspek Dewan Komisaris sampai dengan Dewan Pengawas dan Direksi, with a value reaching “88.99”. Especially for the aspects of the Board of
masing-masing meraih nilai perolehan “31,77” dan “32,24”, keduanya Commissioners to the Board of Supervisors and Directors, each scored
dengan predikat “Sangat Baik”. achieved “31.77”, and “32.24”, both with the title “Very Good”.
Pencapaian Tahun 2021

Aspek Pengujian Bobot 2021 Achievement
Testing Aspects Weight Skor Capaian (%) Klasifikasi
Score Achievement (%) Classification
Dewan Komisaris sampai dengan Dewan Pengawas “Sangat Baik”
35,00 31,77 90,77
Board of Commissioners to the Supervisory Board “Very Good”
Direksi “Sangat Baik”
35,00 32,24 92,10
Board of Directors “Very Good”

Nominasi dan Prosedur Penetapan

Remunerasi Dewan Komisaris dan Direksi
Nomination and Procedure for Determining Remuneration for the Board of
Pengangkatan anggota Dewan Komisaris dan Direksi serta penetapan The appointment of members of the Board of Commissioners and
besaran remunerasi bagi anggota Dewan Komisaris dan Direksi the Board of Directors as well as the determination of the amount of
merupakan wewenang pemegang saham melalui mekanisme RUPS. remuneration for members of the Board of Commissioners and Board
of Directors is the authority of the shareholders through the GMS
mechanism.
Nominasi Dewan Komisaris dan Direksi Nominations for the Board of Commissioners
and the Board of Directors
Pengangkatan anggota Dewan Komisaris dan Direksi Surveyor Indonesia The appointment of members of the Board of Commissioners and
merupakan wewenang pemegang saham. Prosedur pengangkatan Directors of Surveyor Indonesia is the authority of the shareholders. The
Dewan Komisaris mengacu pada Peraturan Menteri Badan Usaha procedure for the appointment of the Board of Commissioners refers
Milik Negara Nomor PER-10/MBU/10/2020 tentang Perubahan to the Regulation of the Minister of State-Owned Enterprises Number
Atas Peraturan Menteri Badan Usaha Milik Negara Nomor PER-02/ PER-10/MBU/10/2020 concerning Amendments to the Regulation of
MBU/02/2015 tentang Persyaratan dan Tata Cara Pengangkatan dan the Minister of State-Owned Enterprises Number PER-02/MBU/02/2015
Pemberhentian Anggota Dewan Komisaris dan Dewan Pengawas concerning Requirements and Procedures for Appointment and
Badan Usaha Milik Negara. Sedangkan prosedur pengangkatan Direksi Dismissal of Members Board of Commissioners and Supervisory
mengacu pada Peraturan Menteri Badan Usaha Milik Negara Nomor Board of State-Owned Enterprises. Meanwhile, the procedure for the
PER-11/MBU/07/2021 tentang Persyaratan, Tata Cara Pengangkatan, appointment of the Board of Directors refers to the Regulation of the
dan Pemberhentian Anggota Direksi Badan Usaha Milik Negara. Minister of State-Owned Enterprises Number PER-11/MBU/07/2021
concerning Requirements, Procedures for Appointment, and Dismissal
of Members of the Board of Directors of State-Owned Enterprises.
Prosedur Nominasi Dewan Komisaris Board of Commissioners Nomination Procedure
Sesuai Peraturan Menteri Badan Usaha Milik Negara Nomor PER-10/ In accordance with the Regulation of the Minister of State-Owned
MBU/10/2020 tentang Perubahan atas Peraturan Menteri Badan Usaha Enterprises Number PER-10/MBU/10/2020 concerning Amendments to
Milik Negara Nomor PER-02/MBU/02/2015 tentang Persyaratan dan the Regulation of the Minister of State-Owned Enterprises Number PER-
Tata Cara Pengangkatan dan Pemberhentian Anggota Dewan Komisaris 02/MBU/02/2015 concerning Requirements and Procedures for the
dan Dewan Pengawas Badan Usaha Milik Negara, prosedur nominasi Appointment and Dismissal of Members of the Board of Commissioners
anggota Dewan Komisaris Perusahaan adalah sebagai berikut: and the Supervisory Board State-Owned Enterprises, the procedure for
nominating members of the Company’s Board of Commissioners is as
follows:
Persyaratan Penjaringan Penilaian Usulan Pengangkatan

Requirements Networking Assessment Proposed Appointment
1. Persyaratan formal Menteri/wakil menteri/sekretaris/
2. Persyaratan materiil deputi mencari bakal calon yang Penilaian oleh tim yang dibentuk Pengusulan untuk penetapan oleh
3. Persyaratan lainnya memenuhi peryaratan Menteri Menteri
1. Formal requirements Minister/deputy minister/secretary/ Assessment by a team formed by the Proposal for determination by the
2. Material requirements deputy looking for prospective Minister Minister
3. Other requirements candidates who meet the requirements
Annual Report 2021

317
Prosedur Nominasi Dewan Komisaris Board of Commissioners Nomination Procedure
Sesuai Peraturan Menteri Badan Usaha Milik Negara Nomor PER-11/ In accordance with the Regulation of the Minister of State-Owned
MBU/07/2021 Tentang Persyaratan, Tata Cara Pengangkatan, dan Enterprises Number PER-11/MBU/07/2021 concerning Requirements,
Pemberhentian Anggota Direksi Badan Usaha Milik Negara, prosedur Procedures for Appointment, and Dismissal of Members of the Board of
nominasi anggota Direksi Perusahaan adalah sebagai berikut: Directors of State-Owned Enterprises, the procedure for nomination of
members of the Board of Directors of the Company is as follows:
Persyaratan Manajemen Talenta Manajemen Suksesi Uji Kelayakan dan Kepatutan

Requirements Talent Management Succession Management Fit and Proper Test
1. Penjaringan dan Pemilihan Talenta
2. Penilaian Talenta
1. Persyaratan formal 3. Pengklasifikasian Talenta
2. Persyaratan materiil 4. Pengembangan Talenta Komite Suksesi melakukan Uji
3. Persyaratan lainnya 5. Perputaran Talenta Talent Pool Kelayakan dan Kepatutan
1. Formal requirements 1. Talent Screening and Selection Talent Pool The Succession Committee conducts a
2. Material requirements 2. Talent Assessment Fit and Proper Test
3. Other requirements 3. Talent Classification
4. Talent Development
5. Talent Turnover
Remunerasi Dewan Komisaris dan Direksi Board of Commissioners and the Board of
Directors Remuneration
Kebijakan Remunerasi Dewan Komisaris dan Direksi ditetapkan oleh The Remuneration Policy for the Board of Commissioners and the
pemegang saham melalui mekanisme RUPS memperhatikan ketentuan Board of Directors is determined by the Shareholders through the GMS
Anggaran Dasar dan peraturan perundang-undangan antara lain: mechanism by taking into account the provisions of the Articles of
Association and laws and regulations, including:
1. PER-04/MBU/2014 tanggal 10 Maret 2014 tentang Pedoman 1. PER-04/MBU/2014 dated March 10, 2014 concerning Guidelines
Penetapan Penghasilan Direksi, Dewan Komisaris, dan Dewan for Determining the Remuneration of the Directors, Board of
Pengawas BUMN. Commissioners and Supervisory Board of SOE.
2. PER-02/MBU/06/2016 tanggal 20 Juni 2016 tentang Perubahan 2. PER-02/MBU/06/2016 dated June 20, 2016 concerning
atas Peraturan Menteri BUMN Nomor PER-04/MBU/2014 tentang Amendments to the Regulation of the Minister of SOE Number
Pedoman Penetapan Penghasilan Direksi, Dewan Komisaris, dan PER-04/MBU/2014 concerning Guidelines for Determining the
Dewan Pengawas BUMN. Remuneration of Directors, Board of Commissioners and Supervisory
Board of SOE.
3. PER-01/MBU/06/2017 tanggal 19 Juni 2017 tentang Perubahan 3. PER-01/MBU/06/2017 dated June 19, 2017 concerning the Second
Kedua atas Peraturan Menteri BUMN Nomor PER-04/MBU/2014 Amendment to the Regulation of the Minister of SOE Number PER-
tentang Pedoman Penetapan Penghasilan Direksi, Dewan Komisaris, 04/MBU/2014 concerning Guidelines for Determining the Income of
dan Dewan Pengawas BUMN. Directors, Board of Commissioners and Supervisory Board of SOE.
4. PER-06/MBU/06/2018 tanggal 4 Juni 2018 tentang Perubahan 4. PER-06/MBU/06/2018 dated June 4, 2018 concerning the Third
Ketiga atas Peraturan Menteri BUMN Nomor PER-04/MBU/2014 Amendment to the Regulation of the Minister of SOE Number PER-
tentang Pedoman Penetapan Penghasilan Direksi, Dewan Komisaris, 04/MBU/2014 concerning Guidelines for Determining the Income of
dan Dewan Pengawas BUMN. Directors, Board of Commissioners and Supervisory Board of SOE.
5. Peraturan Menteri BUMN Nomor PER-01/MBU/05/2019 tentang 5. Regulation of the Minister of SOE Number PER-01/ MBU/05/2019
Perubahan Keempat atas Peraturan Menteri BUMN No. PER-04/ concerning the Fourth Amendment to the Regulation of the
MBU/2014 tentang Pedoman Penetapan Penghasilan Direksi, Minister of SOE No. PER-04/ MBU/2014 concerning Guidelines for
Dewan Komisaris, dan Dewan Pengawas BUMN. Determining the Remuneration of the Board of Directors, the Board
of Commissioners and the Supervisory Board of SOE.

Prosedur Penetapan Remunerasi Dewan Komisaris dan Direksi Remuneration Procedure for Determining the Board of
Remunerasi Dewan Komisaris dan Direksi Perusahaan ditetapkan Remuneration for the Board of Commissioners and the Board of Directors
berdasar Keputusan RUPS setiap tahunnya. Pengkajian sistem of the Company is determined based on the resolution of the GMS every
remunerasi dan kesejahteraan pekerja dilakukan secara berkala dan year. Assessment of the remuneration system and employee welfare is
berkesinambungan. carried out periodically and continuously.
Dewan Komisaris memberikan usulan kepada pemegang saham terkait The Board of Commissioners provides recommendations to the
dengan remunerasi Direksi dan Dewan Komisaris dan Tantiem untuk Shareholders regarding the remuneration of the Board of Directors and
Laporan Keuangan Tahun Buku sebelumnya, setelah melakukan kajian the Board of Commissioners and bonuses for the previous Financial Year
penetapan remunerasi dengan beberapa pertimbangan antara lain: Financial Statements, after reviewing the determination of remuneration
with several considerations, including:
1. Pendapatan Perusahaan. 1. Company income.
2. Aktiva Perusahaan. 2. Company assets.
3. Kondisi dan kemampuan keuangan Perusahaan. 3. The Company’s financial condition and capacity.
4. Tingkat inflasi. 4. Inflation rate.
5. Faktor-faktor lain yang relevan, termasuk di antaranya adalah 5. Other relevant factors, including among others, the level of
tingkat remunerasi yang berlaku umum dalam industri yang sejenis. remuneration generally accepted in similar industries.
Untuk penetapan remunerasi yang berupa tunjangan dan tantiem yang The determination of remuneration in the form of allowances and
bersifat variabel dilakukan dengan mempertimbangkan beberapa bonuses (tantiem) that is variable is carried out by considering several
faktor, yaitu: factors, namely:
1. Pencapaian target. 1. Target achievement.
2. Tingkat kesehatan dan kemampuan keuangan Perusahaan. 2. The level of soundness and financial capacity of the Company.
3. Faktor-faktor lain yang relevan (merit system), termasuk di 3. Other relevant factors (merit system), including the level of
antaranya adalah tingkat remunerasi yang berlaku umum dalam remuneration generally accepted in similar industries.
industri yang sejenis.
Selanjutnya penghasilan Direksi dan Dewan Komisaris telah ditetapkan Furthermore, the remuneration of the Board of Directors and the Board
melalui RUPS berdasarkan Risalah Rapat Umum Pemegang Saham of Commissioners has been determined by the GMS based on the
Perusahaan. Minutes of the Company’s General Meeting of Shareholders.
Skema Prosedur Pengusulan dan Penetapan Remunerasi Dewan Procedure Scheme for Proposing and Determining the Remuneration
Komisaris dan Direksi of the Board of Commissioners and the Board of Directors
Pengesahan RKAP oleh RUPS setelah

diusulkan oleh Direksi dan disetujui oleh Laporan Pertanggungjawaban Kinerja Evaluasi dan Penilaian oleh Pemegang
Dewan Komisaris berdasarkan pencapaian atas RKAP Saham melalui RUPS
RKAP approval by GMS after proposed by Performance Accountability Report Based on Evaluation and assessment by Shareholders
Board of Directors and approved by Board of RKAP achievement through the GMS
Commissioners
Annual Report 2021

319
Struktur Remunerasi Dewan Komisaris dan Direksi Remuneration Structure for the Board of Commissioners and the
Board of Directors
Penerimaan remunerasi Dewan Komisaris dan Direksi Perusahaan The remuneration of the Company’s Board of Commissioners and
diatur dalam: Directors is regulated in:
1. Peraturan Menteri BUMN Nomor: PER-04/MBU/2014 sebagaimana 1. Regulation of the Minister of SOEs Number PER-04/MBU/2014
telah diubah dengan Peraturan Menteri BUMN No. PER-01/ as amended by Regulation of the Minister of SOEs No. PER-01/
MBU/05/2019. MBU/05/2019.
2. Surat Keputusan Menteri BUMN Nomor: SK-242/MBU/07/2020 2. Decree of the Minister of SOE Number: SK-242/MBU/07/2020 dated
tanggal 16 Juli 2020 tentang Penetapan Penghasilan Direksi, Dewan July 16, 2020 regarding the Determination of Income for Directors,
Komisaris, dan Dewan Pengawas Badan Usaha Milik Negara Tahun Board of Commissioners and Supervisory Board of State-Owned
2020. Enterprises in 2020.
3. Keputusan RUPS Tahunan Tahun Buku 2020 tanggal 30 Juni 2021 3. Decision of the 2020 Fiscal Year Annual GMS dated June 30, 2021
Berdasar hal tersebut, maka struktur remunerasi Dewan Komisaris dan Based on the foregoing, the remuneration structure of the Company’s
Direksi Perusahaan terdiri dari: Board of Commissioners and Directors consists of:
1. Gaji/honorarium 1. Salary/Honorarium
2. Tunjangan 2. Allowance
3. Fasilitas kesehatan, komunikasi, dan lainnya 3. Health, communication and other facilities
4. Tantiem/insentif kinerja. 4. Tantiem/Performance Incentives
Jenis Penghasilan Direksi Dewan Komisaris Keterangan

Type of Income Board of Director Board of Commissioners Description
1. Direktur Utama:
Berdasarkan Keputusan Menteri/
RUPS dan menjadi Acuan Utama
(100%) 1. Komisaris Utama: Sesuai Permen BUMN Nomor PER-01/
2. Direktur SDM: Sebesar 45% dari gaji Direktur Utama MBU/05/2019 dan Surat Keputusan
Sebesar 90% dari gaji Direktur Utama 2. Komisaris Lainnya: Menteri BUMN Nomor: SK-242/
3. Direksi Lainnya: Sebesar 90% dari gaji Komisaris MBU/07/2020
Honorarium
Sebesar 85% dari gaji Direktur Utama Utama In accordance with the SOE Ministerial
Honorarium
1. President Director: Based on the 1. President Commissioner: 45% of the Regulation Number PER-01/
Ministerial Decree/GMS and becomes President Director’s salary MBU/05/2019 and the Decree of the
the Main Reference (100%) 2. Other Commissioners: 90% of the Minister of SOEs Number: SK-242/
2. Director of HR: 90% of the President salary of the President Commissioner MBU/07/2020
Director’s salary
3. Other Directors: 85% of the President
Director’s salary
2. Tunjangan
2. Allowance
Sesuai Permen BUMN Nomor PER-01/
MBU/05/2019 dan Surat Keputusan
Menteri BUMN Nomor: SK-242/
Tunjangan Hari Raya MBU/07/2020
1 (satu) kali gaji/honorarium 1 (satu) kali gaji/honorarium
Keagamaan In accordance with the SOE Ministerial
1 (one) time salary/honorarium 1 (one) time salary/honorarium
Religious Holiday Allowance Regulation Number PER-01/
MBU/05/2019 and the Decree of the
Minister of SOEs Number: SK-242/
MBU/07/2020


Premi yang ditanggung oleh perusahaan Premi yang ditanggung oleh perusahaan
MBU/07/2020
Asuransi Purna Jabatan sebesar 25% dari gaji dalam 1 tahun sebesar 25% dari gaji dalam 1 tahun
In accordance with the SOE Ministerial
Post-Employment Insurance The premium borne by the company is 25% The premium borne by the company is 25%
Regulation Number PER-01/
of salary in 1 year of salary in 1 year
Minister of SOEs Number: SK-242/
MBU/07/2020
Sesuai PER-04/MBU/2014
sebagaimana beberapa kali diubah
terakhir dengan PER-01/MBU/05/2019
dan Surat Keputusan Menteri BUMN
Nomor: SK-242/MBU/07/2020
*apabila menyediakan rumah jabatan
maka wajib digunakan sampai
masa jabatan Direksi berakhir dan
yang bersangkutan tidak diberikan
Tunjangan Perumahan Direksi Rp27.500.000/bulan Tidak Ada Tunjangan Perumahan
Housing Allowance Board of Directors IDR27,500,000/month None In accordance with PER-04/MBU/2014
as amended several times, most
recently with PER- 01/MBU/05/2019
and the Decree of the Minister of SOEs
Number SK-242/MBU/07/2020
*if providing a house of office, it
must be used until the term of office
of the Board of Directors ends and
the person concerned is not given a
Housing Allowance
MBU/07/2020
Tunjangan Transportasi 25% dari gaji/honorarium perbulan 25% dari gaji/honorarium perbulan
Transportation Allowance 25% of monthly salary/honorarium 25% of monthly salary/ honorarium
Minister of SOEs Number: SK- 242/
MBU/07/2020
Annual Report 2021

321

3. Fasilitas
3. Facilities
Sesuai Permen BUMN Nomor PER-
1 (satu) unit kendaraan dinas beserta 01/MBU/05/2019 Spesifikasi dan
biaya pemeliharaan dan biaya operasional jenis Kendaraan diatur oleh Dewan
dengan memperhatikan kondisi keuangan Komisaris dengan batas maksimal
perusahaan Direksi: maksimal 3.500 cc 3.500 cc.
Fasilitas Kendaraan Tidak Ada
1 (one) unit of official vehicle along with In accordance with SOE Ministerial
Vehicle Facilities None
maintenance costs and operational costs Regulation Number PER-01/
with due observance of the company’s MBU/05/2019 Specifications and types
financial condition Board of Directors of vehicles are regulated by the Board
maximum 3,500 cc of Commissioners with a maximum
limit of 3,500 cc.
Dalam bentuk asuransi kesehatan atau Dalam bentuk asuransi kesehatan atau Sesuai Permen BUMN Nomor PER-01/
Fasilitas Kesehatan penggantian biaya pengobatan (at cost) penggantian biaya pengobatan (at cost) MBU/05/2019
Medical facility Health insurance or reimbursement of Health insurance or reimbursement of According to SOE Ministerial Regulation
medical expenses (at cost) medical expenses (at cost) Number PER-01/MBU/05/2019
Sebesar Pemakaian (at cost), diberikan Sebesar Pemakaian (at cost), diberikan
jika diperlukan, dalam hal terjadi jika diperlukan, dalam hal terjadi
tindakan/perbuatan untuk dan atas tindakan/perbuatan untuk dan atas
nama jabatannya yang berkaitan dengan nama jabatannya yang berkaitan dengan
Fasilitas Bantuan Hukum MBU/05/2019
Perusahaan. Perusahaan.
Legal Aid Facility According to SOE Ministerial Regulation
The amount of usage (at cost), is given if As much as Usage (at cost), given if
Number PER-01/MBU/05/2019
needed, in the event of an action/ deed for necessary, in the event of an action/ action
and on behalf of his position related to the for and on behalf of his position relating to
Company. the Company.
4. Tantiem
4. Tantiem
Penetapan tantiem
sesuai dengan Peraturan Direktur Utama = diatur Kementerian BUMN
Menteri BUMN dengan (100%)
Menteri BUMN Nomor SK-242/
mempertimbangkan
MBU/07/2020 Pajak penghasilan
peningkatan kinerja dan Direktur SDM = 90% dari tantiem Direktur
(PPh) atas tantiem/IK menjadi beban
kemampuan perusahaan Utama Komisaris Utama = 45%
penerima dan tidak diperkenankan
dan diberikan dalam
untuk dibebankan sebagai biaya
bentuk tunai Direksi = 85% dari tantiem Direktur Utama Komisaris = 90% dari Komisaris Utama
perusahaan.
The tantiem is stipulated
in accordance with the President Director = regulated by the President Commissioner = 45%
Regulation of the Minister Ministry of SOEs (100%)
of SOE by taking into Commissioner = 90% of President
Minister of SOEs Number SK- 242/
account the increase in the Director of HR = 90% of bonuses Director Commissioner
MBU/07/2020
performance and capability
Income tax (PPh) on bonus/IK
of the company and is given Board of Directors = 85% of the President
becomes the burden of the recipient
in cash i Director tantiem
and is not allowed to be charged as
company expense.

Indikator Penetapan Remunerasi Dewan Komisaris dan Direksi Indicator of Determination of Remuneration for the Board of
Commissioners and Directors
Pada tahun 2021, besaran remunerasi yang diterima oleh Dewan In 2021, the amount of remuneration received by the Board of
Komisaris dan Direksi masing-masing adalah Rp7.101.409.230 dan Commissioners and the Board of Directors is IDR7,101,409,230 and
Rp15.232.693.970 dan telah sesuai dengan struktur remunerasi dalam IDR15,232,693,970 and is in accordance with the remuneration structure
Permen BUMN Nomor PER-01/MBU/05/2019 dan mempertimbangkan in the SOE Ministerial Regulation Number PER-01/MBU/05/2019 and
pencapaian target sasaran RKAP Tahun 2021, skala dan kompleksitas takes into account the achievement of the 2021 RKAP targets, the scale
usaha, industri yang sejenis, tingkat inflasi, serta kemampuan keuangan and complexity of the business, similar industries, the inflation rate, and
Perusahaan, dengan rincian sebagai berikut: the capacity Company finances, with the following details:
Jumlah yang diterima dalam setahun

Amount received in a year
Jumlah Remunerasi dan Fasilitas
Dewan Komisaris Direksi
Lain
Board of Commissioners Board of Directors
Total Remuneration and Other Facilities
Orang Nominal Orang Nominal
People Nominal People Nominal
Remunerasi lain dalam bentuk non-natura Rp7.101.409.230 Rp15.232.693.970
6 7
Other remuneration in kind IDR7,101,409,230 IDR15,232,693,970
Fasilitas lain dalam bentuk natura yang:
Other facilities in kind, which:
Dapat dimiliki
6 At cost 7 At cost
Can be owned
Tidak dapat dimiliki
6 At cost 7 At cost
Cannot be owned
Jumlah Rp7.101.409.230 Rp15.232.693.970
6 7
Total IDR7,101,409,230 IDR15,232,693,970
Remunerasi dalam 1 (satu) tahun dikelompokan dalam kisaran tingkat Remuneration in 1 (one) year is grouped in the range of income levels as
penghasilan adalah sebagai berikut: follows:
Jumlah Dewan
Jumlah Remunerasi Komisaris Jumlah Direksi
Total Remuneration Number of Board of Number of Directors
Commissioners
Di atas Rp2 miliar
- 5
Above IDR2 billion
Di atas Rp1 miliar - Rp2 miliar
5 2
Above IDR1 billion - IDR2 billion
Di atas Rp500 juta - Rp1 miliar
- -
Above IDR500 million – IDR1 billion
Di bawah Rp500 juta
1 -
Under IDR500 million
Annual Report 2021

323
Rapat Dewan Komisaris dan Direksi

Meeting of The Board of Commissioners and The Board of Directors
Rapat Dewan Komisaris Board of Commissioners Meeting
Sepanjang tahun 2021, Dewan Komisaris menyelenggarakan rapat Throughout 2020, the Board of Commissioners held as many as 11 (eleven)
sebanyak 11 (sebelas) kali. Pelaksanaan rapat dihadiri oleh Dewan Komisaris times. The meeting is attended by the Board of Commissioners and the
dan Sekretaris Dewan Komisaris yang bertugas untuk membuat dan Secretary of the Board of Commissioners who are tasked with compiling
mempersiapkan dokumen risalah rapat dan disimpan sebagai arsip. and preparing minutes of meeting documents and stored as an archive.
Adapun frekuensi kehadiran dan agenda rapatnya sebagai berikut: The attendance frequency and meeting agenda are as follows:
Frekuensi Kehadiran Attendance Frequency
Nama Jabatan Jumlah rapat Kehadiran Persentase

Name Position Total Meetings Attendance Percentage
Komisaris
Dody Widodo 9 7 78%
Commissioners
Komisaris
Ferry Andrianto 9 7 78%
Commissioners
Paulus Prananto 9 7 78%
Commissioners Independent
Komisaris
Wawan Sunarjo 19 2 11%
Commissioners
Komisaris Utama
Iman Pambagyo* 2 2 100%
President Commissioners
Komisaris
Bambang Adi Winarso** 19 12 63%
Commissioners
Komisaris
Djatmiko Bris Witjaksono 17 17 100%
Commissioners
*) tidak menjabat lagi sejak tanggal 1 Maret 2021 **) tidak menjabat lagi sejak tanggal 24 Agustus 2021
*) no longer served since March 1, 2021 **) no longer served since August 24, 2021
Agenda Rapat Meeting Agenda
Tanggal
No. Agenda
Dated
1. Laporan Kinerja Keuangan Perusahaan s/d Desember 2020 Unaudited
5 Februari 2021 2. Pengangkatan Dewan Komisaris Anak Perusahaan PT SCCI
1
February 5, 2021 1. Company Financial Performance Report up to December 2020 Unaudited
2. Appointment of the Board of Commissioners of the Subsidiary PT SCCI.
17 Februari 2021 Sertifikasi Kompetensi
2
February 17, 2021 Competency Certification
1. Laporan Kinerja Keuangan Perusahaan bulan Januari 2021
2. Laporan Kinerja Keuangan Perusahaan Tahun 2020 Audited
8 Maret 2021 3. Rencana Rekrutmen dan Seleksi Anggota Komite Audit
3
March 8, 2021 1. Company Financial Performance Report for January 2021
2. The Company’s 2020 Audited Financial Performance Report
3. Recruitment and Selection Plan for Audit Committee Members
1. Tindak Lanjut Rapat Internal tanggal 8 Maret 2021
30 Maret 2021 2. Laporan Kinerja Keuangan Perusahaan bulan Februari 2021
4
March 30, 2021 1. Follow-up to the Internal Meeting on March 8, 2021
2. Company Financial Performance Report for February 2021

Tanggal
No. Agenda
Dated
1. Laporan Kinerja Keuangan Perusahaan sd. Maret 2021 (Triwulan I)
2. Persiapan Tanggapan Dekom atas Laporan Keuangan Audited Tahun 2020 sebagai bahan RUPS Laporan Tahunan
30 April 2021
5 1. Company Financial Performance Report sd. March 2021 (Quarter I)
April 30, 2021
2. Preparation of the Board of Commissioners’ Response to the 2020 Audited Financial Report as material for the Annual
GMS Report
Laporan Pelaksanaan Seleksi Anggota Komite Audit dan Rencana Penetapan Surat Keputusan Pengangkatan Anggota
20 Mei 2021 Komite Audit Terpilih
6
May 20, 2021 Report on the Implementation of the Selection of the Audit Committee Members and the Plan for Determining the Decision
Letter for the Appointment of the Elected Audit Committee Members
1. Laporan Kinerja Keuangan Perusahaan sd. April 2021
28 Mei 2021 2. Lain-Lain : Kebijakan dan Penerapan Manajemen Risiko PT Surveyor Indonesia.
7
May 28, 2021 1. Company Financial Performance Report up to April 2021
2. Others : Risk Management Policy and Implementation of PT Surveyor Indonesia.
1. Persiapan RUPS Tahunan Tahun Buku 2020
22 Juni 2021 2. Persetujuan Fasilitas Kendaraan Dinas Direksi
8
June 22, 2021 1. Preparation of the 2020 Fiscal Year Annual GMS
2. Approval of the Board of Directors’ Official Vehicle Facilities
1. Laporan Kinerja Keuangan Perusahaan bulan Mei 2021
28 Juni 2021 2. Rencana Penghapusbukuan Aset Tetap PT Surveyor Indonesia
9
June 28, 2021 1. Company Financial Performance Report for May 2021
2. Plan for Write-Off of Fixed Assets of PT Surveyor Indonesia
2 Juli 2021 Tindak Lanjut Penunjukkan Dirut dan Direktur Komersial Surveyor Indonesia
10
July 2, 2021 Follow-up to the appointment of Surveyor Indonesia’s President Director and Commercial Director
1. Kinerja Keuangan bulan Juni 2021
2. Laporan Kinerja Keuangan SMT I 2021
27 Juli 2021 3. Lain-Lain: Isu Strategis
11
July 27, 2021 1. Financial Performance for June 2021
2. SMT I 2021 Financial Performance Report
3. Others: Strategic Issues
Rapat Direksi Board of Directors Meeting
Direksi memiliki kewajiban untuk menyelenggarakan rapat minimal The Board of Directors has an obligation to hold a meeting at least once a
sebulan sekali dan risalah rapat akan dibuat oleh Sekretaris Perusahaan month and the minutes of the meeting will be prepared by the Corporate
ditandatangani oleh seluruh anggota Direksi untuk kemudian diarsipkan. Secretary and signed by all members of the Board of Directors to be
Terdapat beberapa jenis rapat sebagaimana tercantum dalam board archived. There are several types of meetings as listed in the board
manual, antara lain: manual, including:
Sepanjang tahun 2021, Direksi melangsungkan rapat Direksi sebanyak Throughout 2020, the Board of Directors held 26 (twenty six) times the
26 (dua puluh enam) kali dengan agenda dan frekuensi kehadiran Board of Directors’ meetings with the following agenda and frequency
sebagai berikut: of attendance:

Direktur Utama
Muhammad Haris Witjaksono 13 13 100%
President Director
Direktur Komersial
Saifuddin Wijaya 13 13 100%
Director of Commercial
Direktur Sumber daya Manusia.
Lussy Ariani Seba 26 26 100%
Annual Report 2021

325

Direktur Keuangan dan Manajemen Risiko
Rosmanidar Zulkifli 26 26 100%
Direktur Utama
Dian M. Noer* 13 13 100%
President Director
Tri Widodo* 13 13 100%
Darwin Abas* 13 13 100%
*) tidak menjabat lagi sejak 2 Juli 2021 *) no longer served since July 2, 2021
Tanggal Kehadiran
No. Agenda
Dated Attendance
1. Hasil Audit Aktuaris
Dian M. Noer
2. Pemaparan Hasil Audit
Tri Widodo
18 Januari 2021 3. Talent Mobility
1 Darwin Abas
January 18, 2021 1. Actuary Audit Results
Rosmanidar Zulkifli
2. Presentation of Audit Results
Lussy Ariani Seba
3. Talent Mobility
Dian M. Noer
1. Persiapan Rapat Umum Pemegang Saham untuk Pengesahan RKAP Tahun 2021
Tri Widodo
27 Januari 2021 2. Lain-lain
2 Darwin Abas
January 27, 2021 1. Preparation of the General Meeting of Shareholders for the Ratification of the 2021 RKAP
Rosmanidar Zulkifli
2. Others
Lussy Ariani Seba
Dian M. Noer
Tri Widodo
4 Februari 2021 Persiapan Rapat Gabungan Direksi dan Dewan Komisaris
3 Darwin Abas
February 4, 2021 Preparation of the Joint Meeting of the Board of Directors and the Board of Commissioners
Rosmanidar Zulkifli
Lussy Ariani Seba
1. Persiapan Rapat Pimpinan
Dian M. Noer
2. Update Penanganan COVID-19
Tri Widodo
15 Februari 2021 3. Update Progress KAP
4 Darwin Abas
February 15, 2021 1. Preparation for Leadership Meeting
Rosmanidar Zulkifli
2. Update Handling COVID-19
Lussy Ariani Seba
3. KAP Progress Update
1. Tindak Lanjut Rapat Gabungan Dewan Komisaris dan Direksi tanggal 5 Februari 2021
2. Laporan Kinerja Januari 2021
3. Paparan Laporan Keuangan Audited 2020 Dian M. Noer
4. Restrukturisasi Jiwasraya Tri Widodo
8 Maret 2021
5 1. Follow-up to the Joint Meeting of the Board of Commissioners and the Board of Directors Darwin Abas
March 8, 2021
on February 5, 2021 Rosmanidar Zulkifli
2. January 2021 Performance Report Lussy Ariani Seba
3. Exposure of the 2020 Audited Financial Statements
4. Restructuring Jiwasraya
1. Tindak Lanjut Rapat Gabungan Dewan Komisaris – Direksi tanggal 8 Maret 2021
2. Laporan Kinerja Februari 2021
Dian M. Noer
3. Summary Proyek Strategis
Tri Widodo
29 Maret 2021 4. Restrukturisasi Jiwasraya
6 Darwin Abas
March 29, 2021 1. Follow-up to the Joint Meeting of the Board of Commissioners – Directors on March 8, 2021
Rosmanidar Zulkifli
2. Performance Report February 2021
Lussy Ariani Seba
3. Strategic Project Summary
4. Restructuring Jiwasraya

Tanggal Kehadiran
No. Agenda
Dated Attendance
Dian M. Noer
Tri Widodo
15 April 2021 Pembahasan Jiwasraya
7 Darwin Abas
April 15, 2021 Jiwasraya Discussion
Rosmanidar Zulkifli
Lussy Ariani Seba
Persiapan Rapat Gabungan Dewan Komisaris dan Direksi tanggal 30 April 2021
a. Tindak lanjut Ragab tanggal 30 Maret
b. Kinerja Keuangan sd Maret 2021
c. Persiapan RUPS Lapkeu Audited 2020. Dian M. Noer
d. Pembahasan Jiwasraya Tri Widodo
29 April 2021
8 Preparation for the Joint Meeting of the Board of Commissioners and the Board of Directors on Darwin Abas
April 29, 2021
April 30, 2021 Rosmanidar Zulkifli
a. Follow up Ragab March 30 Lussy Ariani Seba
b. Financial Performance until March 2021
c. Preparation for the 2020 Lapkeu Audited GMS.
d. Jiwasraya discussion
1. Laporan Hasil Pembahasan Jiwasraya dengan KBUMN RI dan rencana selanjutnya
2. Terbitnya PP Penyertaan Penambahan Modal Negara RI ke dalam Saham Perseroan BKI
Dian M. Noer
dan kegiatan selanjutnya khususnya Surveyor Indonesia
Tri Widodo
11 Mei 2021 3. Lain-lain
9 Darwin Abas
May 11, 2021 1. Report on the results of Jiwasraya’s discussion with KBUMN RI and further plans
Rosmanidar Zulkifli
2. Issuance of PP on the Inclusion of Indonesian State Capital Addition into the Company’s
Lussy Ariani Seba
Shares of BKI and subsequent activities, especially Surveyor Indonesia
3. Others
1. Persiapan Rapat dengan Wakil Menteri BUMN I dengan agenda sebagai berikut:
• Progres 88 Proyek Strategis
• Progres Kinerja Operasional, Keuangan & KPI Q1
• Progres Strategic Mapping
Dian M. Noer
2. Laporan Perkembangan Jiwasraya
Tri Widodo
18 Mei 2021 3. Lain-lain
10 Darwin Abas
May 18, 2021 1. Preparation of Meeting with Deputy Minister of BUMN I with the following agenda:
Rosmanidar Zulkifli
• Progress of 88 Strategic Projects
Lussy Ariani Seba
• Operational, Financial & KPI Performance Progress Q1
• Strategic Mapping Progress
2. Jiwasraya Progress Report
3. Others
Dian M. Noer
Persiapan Rapat Gabungan Dewan Komisaris dan Direksi tanggal 28 Mei 2021 Tri Widodo
28 Mei 2021
11 Preparation for the Joint Meeting of the Board of Commissioners and the Board of Directors on Darwin Abas
May 28, 2021
May 28, 2021 Rosmanidar Zulkifli
Lussy Ariani Seba
Dian M. Noer
Tri Widodo
31 Mei 2021 Tindak Lanjut Pembahasan Jiwasraya
12 Darwin Abas
May 31, 2021 Follow-up to Jiwasraya’s discussion
Rosmanidar Zulkifli
Lussy Ariani Seba
Dian M. Noer
1. Persiapan Rapat Gabungan tanggal 28 Juni 2021
Tri Widodo
25 Juni 2021 2. Lain-lain
13 Darwin Abas
June 25, 2021 1. Preparation for the Joint Meeting on June 28, 2021
Rosmanidar Zulkifli
2. Others
Lussy Ariani Seba
Rosmanidar Zulkifli
13 Juli 2021 Reorganisasi dan Efisiensi Lussy Ariani Seba
14
July 13, 2021 Reorganization and Efficiency Haris Witjaksono
Saifuddin Wijaya
Annual Report 2021

327
Tanggal Kehadiran
No. Agenda
Dated Attendance
1. Persiapan Rapat Gabungan Dewan Komisaris dan Direksi Rosmanidar Zulkifli
26 Juli 2021 2. Laporan Temuan dan Tindaklanjut oleh SPI Lussy Ariani Seba
15
July 26, 2021 1. Preparation for the Joint Meeting of the Board of Commissioners and the Board of Directors Haris Witjaksono
2. Report on Findings and Follow-up by SPI Saifuddin Wijaya
1. Pembahasan Jiwasraya Rosmanidar Zulkifli
9 Agustus 2021 2. Pembahasan Struktur Organisasi Lussy Ariani Seba
16
August 9, 2021 1. Preparation for the Joint Meeting of the Board of Commissioners and the Board of Directors Haris Witjaksono
2. Report on Findings and Follow-up by SPI Saifuddin Wijaya
1. Tindak Lanjut Jiwasraya Rosmanidar Zulkifli
16 Agustus 2021 2. Reorganisasi Lussy Ariani Seba
17
August 16, 2021 1. Jiwasraya Follow-up Haris Witjaksono
2. Reorganization Saifuddin Wijaya
Rosmanidar Zulkifli
Persiapan Rapat Gabungan Dewan Komisaris dan Direksi tanggal 27 Agustus 2021
26 Agustus 2021 Lussy Ariani Seba
18 Preparation for the Joint Meeting of the Board of Commissioners and the Board of Directors on
August 26, 2021 Haris Witjaksono
August 27, 2021
Saifuddin Wijaya
Rosmanidar Zulkifli
7 September 2021 Persiapan Kick off RKAP 2022 Lussy Ariani Seba
19
September 7, 2021 Preparation for Kick off RKAP 2022 Haris Witjaksono
Saifuddin Wijaya
1. Laporan Progress Penyusunan RKAP Tahun 2022
2. Laporan Akhir Kasus Surabaya (Terbatas) Rosmanidar Zulkifli
20 September 2021 3. Lain-Lain Lussy Ariani Seba
20
September 20, 2021 1. Progress Report for the Preparation of the 2022 RKAP Haris Witjaksono
2. Final Report of the Surabaya Case (Limited) Saifuddin Wijaya
3. Others
1. Tindak Lanjut Rapat Direksi tanggal 20 September 2021
2. Persiapan Rapat Koordinasi Dalam Rangka Penyusunan RKAP Tahun 2022 Rosmanidar Zulkifli
24 September 2021 3. Isu Strategis Lainnya Lussy Ariani Seba
21
September 24, 2021 1. Follow-up to the Board of Directors Meeting on September 20, 2021 Haris Witjaksono
2. Preparation of the Coordination Meeting for the Preparation of the 2022 RKAP Saifuddin Wijaya
3. Other Strategic Issues
1. Tindak Lanjut Rapat Direksi tanggal 24 September 2021
2. Tindak Lanjut Rapat Gabungan tanggal 27 Agustus 2021
3. Laporan Kinerja Keuangan Perusahaan bulan Agustus 2021
4. Lain-Lain:
a. Tindak Lanjut AOI atas hasil Assessment GCG Rosmanidar Zulkifli
3 Oktober 2021 b. Isu Strategis lainnya Lussy Ariani Seba
22
October 3, 2021 1. Follow-up to the Board of Directors Meeting on September 24, 2021 Haris Witjaksono
2. Follow-up to the Joint Meeting on August 27, 2021 Saifuddin Wijaya
3. Company Financial Performance Report for August 2021
4. Others:
a. AOI follow-up on the results of the GCG Assessment
b. Other Strategic Issues
1. Pembahasan RKAP 2022
2. Pembahasan Struktur Organisasi Rosmanidar Zulkifli
11 Oktober 2021 3. Lain-Lain Lussy Ariani Seba
23
October 11, 2021 1. Discussion on RKAP 2022 Haris Witjaksono
2. Discussion of Organizational Structure Saifuddin Wijaya
3. Others

Tanggal Kehadiran
No. Agenda
Dated Attendance
1. Persiapan Rapat Gabungan dan Dewan Komisaris Rosmanidar Zulkifli
26 Oktober 2021 2. Lain-lain Lussy Ariani Seba
24
October 26, 2021 1. Preparation of the Joint Meeting and the Board of Commissioners Haris Witjaksono
2. Others Saifuddin Wijaya
1. Progress PKPU dan rencana selanjutnya (PT STI) Rosmanidar Zulkifli
18 November 2021 2. Terkait Progress AJS Lussy Ariani Seba
25
November 18, 2021 1. PKPU progress and further plans (PT STI) Haris Witjaksono
2. Regarding AJS Progress Saifuddin Wijaya
Rosmanidar Zulkifli
2 Desember 2021 Pembahasan & Evaluasi atas SKD tertentu Prosedur dan terkait lainnya Lussy Ariani Seba
26
December 2, 2021 Discussion and Evaluation of certain SKD Procedures and other related Haris Witjaksono
Saifuddin Wijaya
Rapat Gabungan Dewan Komisaris dan Joint Meetings of the Board of Commissioners
Direksi and Directors
Rapat Dewan Komisaris bersama Direksi (Rapat Gabungan) merupakan The meeting of the Board of Commissioners with the Board of Directors
bentuk koordinasi dan komunikasi mengenai penjelasan Direksi atas (Joint Meeting) is a form of coordination and communication regarding
hal-hal yang harus mendapat persetujuan Dewan Komisaris dan the explanation of the Board of Directors on matters that must be
dalam rangka membahas laporan-laporan periodik Direksi; membahas approved by the Board of Commissioners and in order to discuss the
kondisi dan prospek usaha; dan membahas kebijakan nasional yang periodic reports of the Board of Directors; discuss business conditions
berdampak pada kinerja Perusahaan serta memberikan tanggapan, and prospects; and discussing national policies that have an impact on
catatan dan nasihat yang dituangkan dalam Risalah Rapat. the Company’s performance and providing comments, notes and advice
as outlined in the Minutes of Meeting.
Rapat gabungan antara Dewan Komisaris dan Direksi dilangsungkan Joint meetings between the Board of Commissioners and the Board
sebanyak 14 (empat belas) kali. Adapun realisasi tanggal, agenda, of Directors were held 14 (fourteen) times. The realization of the date,
peserta, dan frekuensi kehadiran masing-masing Anggota Komisaris agenda, participants, and frequency of attendance of each Member of
dan Direksi dalam Rapat Gabungan Dewan Komisaris-Direksi adalah the Board of Commissioners and the Board of Directors at the Board of
sebagai berikut. Commissioners-Directors Joint Meeting are as follows.

Komisaris
Dody Widodo 14 14 100%
Commissioners
Komisaris
Commissioners
Komisaris
Commissioners
Wawan Sunarjo 2 2 100%
Komisaris
Iman Pambagyo* 2 2 100%
Commissioners
Direktur Utama
Bambang Adi Winarso** 10 10 100%
President Director
Komisaris
Djatmiko Bris Witjaksono 12 12 100%
Commissioners
Annual Report 2021

329

Muhammad Haris Witjaksono 14 14 100%
Saifuddin Wijaya 14 14 100%
Lussy Ariani Seba 14 14 100%
Direktur Keuangan dan Manajemen Risiko
Rosmanidar Zulkifli 14 14 100%
Direktur Utama
Dian M. Noer* 14 14 100%
President Director
Tri Widodo* 14 14 100%
Darwin Abas* 14 14 100%
*) tidak menjabat lagi sejak tanggal *) no longer served since

Bambang Adi Winarso : 24 Agustus 2021 Bambang Adi Winarso : August 24, 2021
Dian M. Noer: 2 Juli 2021 Dian M. Noer: July 2, 2021
Tri Widodo: 2 Juli 2021 Tri Widodo: July 2, 2021
Darwin Abas: 2 Juli 2021 Darwin Abas: July 2, 2021
Imam Pambagyo: 1 Maret 2021 Imam Pambagyo: March 1, 2021
Tanggal
No. Agenda
Dated
Persiapan Rapat Umum Pemegang Saham (RUPS) Tahunan Pengesahan Rencana Kerja dan Anggaran Perusahaan (RKAP)
28 Januari 2021 Tahun 2021 PT Surveyor Indonesia
1
January 28, 2021 Preparation of the Annual General Meeting of Shareholders (GMS) Ratification of the Company’s Work Plan and Budget
(RKAP) 2021 PT Surveyor Indonesia
1. Tindak Lanjut Rapat Gabungan 28 Desember 2020
2. Laporan Kinerja Keuangan Perusahaan bulan Desember 2020 dan s/d Desember 2020 Unaudited
5 Februari 2021 3. Pengangkatan Dewan Komisaris Anak Perusahaan PT SCCI
2
February 5, 2021 1. Follow-up to the Joint Meeting December 28, 2020
2. Company Financial Performance Report for December 2020 and until December 2020 Unaudited
3. Appointment of the Board of Commissioners of the Subsidiary PT SCCI
1. Tindak Lanjut Rapat Gabungan 5 Februari 2021
2. Laporan Kinerja Keuangan Perusahaan bulan Januari 2021
8 Maret 2021 3. Proposal Restrukturisasi Kepesertaan Asuransi Jiwasraya
3
March 8, 2021 1. Follow-up to the Joint Meeting February 5, 2021
2. Company Financial Performance Report for January 2021
3. Proposal for Restructuring Asuransi Jiwasraya
1. Tindak Lanjut Rapat Gabungan tanggal 8 Maret 2021
2. Laporan Kinerja Keuangan Perusahaan bulan Februari 2021;
30 Maret 2021 3. Laporan Progress Pelaksanaan Proyek Strategis Prioritas Klaster BUMN Jasa Survei
4
March 30, 2021 1. Follow-up to the Joint Meeting on March 8, 2021
2. Company Financial Performance Report for February 2021;
3. Report on the Implementation of Priority Strategic Projects for the Cluster of SOEs for Survey Services

Tanggal
No. Agenda
Dated
1. Tindak Lanjut Rapat Gabungan tanggal 30 Maret 2021
2. Laporan Kinerja Keuangan Perusahaan s.d. Maret 2021 (Triwulan I)
3. Persiapan Rapat Umum Pemegang Saham (RUPS) Laporan Keuangan Audited Tahun 2020
4. Lain-Lain: Update Progress Proses Restrukturisasi Jiwasraya dan Pelaksanaan Program Strategis BUMN Jasa Survei
30 April 2021
5 1. Follow-up to the Joint Meeting on March 30, 2021
April 30, 2021
2. Company Financial Performance Report up to March 2021 (Quarter I)
3. Preparation of the 2020 Annual General Meeting of Shareholders (GMS) Audited Financial Statements
4. Others: Update on the Progress of the Jiwasraya Restructuring Process and the Implementation of the Strategic
Program for the State-Owned Enterprises for Survey Services
1. Tindak Lanjut Rapat Gabungan tanggal 30 April 2021
2. Laporan Kinerja Keuangan Perusahaan bulan April 2021
3. Usulan Penetapan Tantiem Tahun 2020 dan Honorarium Direksi/Dekom Tahun 2021
4. Update Progress Pembentukan Holding sehubungan dengan penetapan PP Nomor 66 Tahun 2021
28 Mei 2021 5. Kebijakan dan Penerapan Manajemen Risiko Surveyor Indonesia
6
May 28, 2021 1. Follow-up to the Joint Meeting on April 30, 2021
2. Company Financial Performance Report for April 2021
3. Proposed Determination of Tantiem for 2020 and Honorarium for Directors/Dekom in 2021
4. Update on the Progress of Holding Formation in connection with the stipulation of PP Number 66 of 2021
5. Surveyor Indonesia Risk Management Policy and Implementation
1. Tindak Lanjut Rapat Gabungan tanggal 28 Mei 2021
2. Laporan Kinerja Keuangan Perusahaan bulan Mei 2021
3. Rencana Penghapusbukuan Aset Tetap PT Surveyor Indonesia
28 Juni 2021 4. Kebijakan dan Penerapan Pengadaan Barang dan Jasa, serta Optimalisasi Aset Perusahaan
7
June 28, 2021 1. Follow-up to the Joint Meeting on May 28, 2021
2. Company Financial Performance Report for the month of May 2021
3. Plan for Write-Off of Fixed Assets of PT Surveyor Indonesia
4. Policy and Implementation of Procurement of Goods and Services, as well as Optimization of Company Assets
1. Perkenalan
15 Juli 2021 2. Tindak Lanjut Rencana Kerja Strategis Pasca Susunan BOD Baru
8
July 15, 2021 1. Introduction
2. Follow-up on the Strategic Work Plan Post-New BOD Composition
1. Tindak Lanjut Ragab 28 Juni 2021
2. Kinerja Keuangan bulan Juni 2021
3. Laporan Kinerja Keuangan SMT I 2021
27 Juli 2021 4. Lain-Lain: Prosedur dan Pelaksanaan Tata Kelola Proyek dalam Rangka Peningkatan dan Pengendalian Mutu
9
July 27, 2021 1. Follow-up of Ragab June 28, 2021
2. Financial Performance for June 2021
3. SMT I 2021 Financial Performance Report
4. Others: Procedures and Implementation of Project Governance for Quality Improvement and Control
Annual Report 2021

331
Organ Pendukung Dewan Komisaris

Board of Commissioners Supporting Organs
Dalam menjalankan tugas dan tanggung jawabnya, Dewan Komisaris In carrying out its duties and responsibilities, the Board of Commissioners
dibantu oleh Sekretaris Dewan Komisaris dan Komite Audit. Hingga akhir is assisted by the Secretary to the Board of Commissioners and the Audit
tahun 2021, Perusahaan masih belum membentuk Komite Nominasi dan Committee. Until the end of 2021, the Company has not yet formed a
Remunerasi dan pelaksanaan tugasnya masih dilakukan oleh anggota Nomination and Remuneration Committee and the implementation of its
Dewan Komisaris. duties is still carried out by members of the Board of Commissioners.

Sekretaris Dewan Komisaris

Secretary of the Board of Commissioners
Dalam rangka membantu kelancaran pelaksanaan tugasnya, Dewan In order to assist the smooth implementation of its duties, the Board of
Komisaris dibantu oleh Sekretariat Dewan Komisaris yang berfungsi Commissioners is assisted by the Secretariat of the Board of Commissioners
sebagai penghubung Dewan Komisaris dengan pihak lain. Sekretariat which functions as a liaison between the Board of Commissioners and
Dewan Komisaris dipimpin oleh seorang pejabat Sekretaris Dewan other parties. The Secretariat of the Board of Commissioners is led by an
Komisaris. official Secretary of the Board of Commissioners.
Kriteria Sekretaris Dewan Komisaris Criteria for the Secretary of the Board of
Commissioners
Sekretariat Dewan Komisaris dipimpin oleh seorang pejabat Sekretaris The Secretariat of the Board of Commissioners is led by
Dewan Komisaris yang harus memenuhi kriteria sebagai berikut: anofficialSecretaryoftheBoardofCommissionerswho must meet the
following criteria:
1. Memahami sistem pengelolaan, pengawasan, dan pembinaan 1. Understand the SOE management, supervision and guidance
BUMN. system.
2. Memiliki integritas yang baik. 2. Have good integrity.
3. Memahami fungsi kesekretariatan. 3. Understand the secretarial function.
4. Memiliki kemampuan untuk berkomunikasi dan berkoordinasi 4. Have the ability to communicate and coordinate well.
dengan baik.
Ketentuan Masa Jabatan Terms of Service Period
Masa tugas Sekretaris Dewan Komisaris ditetapkan oleh Dewan The term of office of the Secretary of the Board of Commissioners is
Komisaris maksimum 3 (tiga) tahun dan dapat diangkat kembali determined by the Board of Commissioners for a maximum of 3 (three)
untuk paling lama 2 (dua) tahun dengan tidak mengurangi hak Dewan years and can be reappointed for a maximum of 2 (two) years without
Komisaris untuk memberhentikannya sewaktu-waktu sebagaimana prejudice to the right of the Board of Commissioners to dismiss him at
Peraturan Menteri Negara BUMN No. PER-12/MBU/2012 tentang Organ any time as stated in the Regulation of the Minister of State for SOEs
Pendukung Dewan Komisaris/Dewan Pengawas Badan Usaha Milik No. PER-12/MBU/2012 concerning Supporting Organs of the Board
Negara Pasal 5. of Commissioners/Board of Supervisory of State-Owned Enterprises
Article 5.
Annual Report 2021

333
Profil Sekretaris Dewan Komisaris Board of Commissioners’ Secretary Profile
Hario Premono
Sekretaris Dewan Komisaris
Secretary to the Board of Commissioners
Kewarganegaraan Indonesia
Citizenship Indonesia
Domisili Jakarta
Domicile Jakarta
Usia 32 tahun
Age 32 years
Dasar Hukum Penunjukan Surat Keputusan Dewan Komisaris No. KEP-12/KOM-XII/2021

Appointment Decree Decision of the Board of Commissioners No. KEP-12/KOM-XII/2021
Jabatan Rangkap Kepala Subbagian Dukungan Strategis Menteri – Kementerian Badan Usaha Milik Negara Republik Indonesia
Concurrent Position Head of the Strategic Support Subdivision of the Minister – Ministry of State-Owned Enterprises of the Republic of Indonesia
Riwayat Jabatan Kepala Subbagian Dukungan Strategis Menteri – Kementerian Badan Usaha Milik Negara Republik Indonesia
Career Experience Head of the Strategic Support Subdivision of the Minister – Ministry of State-Owned Enterprises of the Republic of Indonesia
1. S2 Magister Manajemen, Fakultas Ekonomi dan Bisnis Universitas Indonesia (2022, Jakarta)
Riwayat Pendidikan 2. S1 Universitas Gadjah Mada (2013, Yogyakarta)
Educational Background 1. Master of Management, Faculty of Economics and Business, University of Indonesia (2022, Jakarta)
2. S1 Gadjah Mada University (2013, Yogyakarta)

Share Ownership Nil

Tugas dan Tanggung Jawab Duties and Responsibility
Tugas utama Sekretaris Dewan Komisaris adalah mengurus administrasi The main task of the Secretary of the Board of Commissioners is to
dan kesekretariatan yang berkaitan dengan seluruh kegiatan Dewan take care of the administration and secretariat related to all activities of
Komisaris, serta memastikan terlaksananya tugas-tugas Dewan the Board of Commissioners, as well as ensure the implementation of
Komisaris serta menyiapkan semua informasi yang dibutuhkan Dewan the duties of the Board of Commissioners and prepare all information
Komisaris terkait dengan pelaksanaan tugasnya sebagaimana diatur needed by the Board of Commissioners related to the implementation
dalam anggaran dasar dan peraturan perundangan-undangan yang of their duties as stipulated in the articles of association and applicable
berlaku. laws and regulations.
Sekretaris Dewan Komisaris melaksanakan tugas pokok dan fungsi The Secretary of the Board of Commissioners carries out the main
dalam membantu Dewan Komisaris yaitu sebagai berikut: duties and functions in assisting the Board of Commissioners, namely
as follows:
1. Mempersiapkan rapat, termasuk bahan rapat untuk Dewan 1. Prepare meetings, including meeting materials for the Board of
Komisaris. Commissioners.
2. Membuat risalah rapat Dewan Komisaris sesuai ketentuan Anggaran 2. Prepare minutes of the Board of Commissioners meeting in
Dasar Perusahaan. accordance with the Company’s Articles of Association.
3. Mengadministrasikan dokumen Dewan Komisaris, baik surat 3. Administer Board of Commissioners documents, including incoming,
masuk, surat keluar, risalah rapat maupun dokumen lainnya. outgoing, meeting minutes and other documents.
4. Menyusun Rancangan Rencana Kerja dan Anggaran Dewan 4. Prepare the Draft Work Plan and Budget for the Board of
5. Menyusun Rancangan Laporan Dewan Komisaris. 5. Prepare the Draft Report of the Board of Commissioners.
6. Melaksanakan tugas lain dari Dewan Komisaris. 6. Carry out other duties of the Board of Commissioners.
Dalam rangka tertib administrasi dan pelaksanaan tata kelola In the context of orderly administration and implementation of corporate
perusahaan, Sekretariat Dewan Komisaris berkewajiban untuk governance, the Secretariat of the Board of Commissioners is obliged to
memastikan dokumen penyelenggaraan kegiatan di atas tersimpan ensure that documents on the implementation of the above activities are
dengan baik di Perusahaan. stored properly in the Company.
Selain melaksanakan tugas tersebut, Sekretariat Dewan Komisaris In addition to carrying out these tasks, the Secretariat of the Board of
memiliki tugas untuk memastikan bahwa Dewan Komisaris mematuhi Commissioners has the duty to ensure that the Board of Commissioners
peraturan perundangan-undangan serta menerapkan prinsip-prinsip complies with laws and regulations and applies GCG principles. The
GCG. Sekretariat Dewan Komisaris juga wajib memberikan informasi Secretariat of the Board of Commissioners is also obliged to provide
yang dibutuhkan oleh Dewan Komisaris secara berkala dan/atau information needed by the Board of Commissioners periodically
sewaktu-waktu apabila diminta, serta mengoordinasikan anggota and/or at any time if requested, as well as coordinating Committee
Komite jika diperlukan dalam rangka memperlancar tugas Dewan members if necessary in order to streamline the duties of the Board of
Annual Report 2021

335
Pelaksanaan Tugas Implementation of Tasks
Sekretaris Dewan Komisaris bertugas membantu pelaksanaan tugas/ The Secretary of the Board of Commissioners is tasked with assisting the
pekerjaan Dewan Komisaris sebagai berikut: implementation of the duties/jobs of the Board of Commissioners as follows:
1. Mempersiapkan rapat, termasuk bahan rapat (briefing sheet) 1. Prepare the meeting, including the Board of Commissioners briefing
Dewan Komisaris sheet
2. Membuat risalah rapat Dewan Komisaris sesuai ketentuan Anggaran 2. Prepare the minutes of the Board of Commissioners meeting
Dasar Perusahaan in accordance with the provisions of the Company’s Articles of
Association
3. Mengadministrasikan dokumen Dewan Komisaris, baik surat masuk 3. Administering the documents of the Board of Commissioners,
maupun surat keluar, risalah rapat maupun dokumen lainnya both incoming and outgoing letters, minutes of meetings and other
documents
4. Menyusun rancangan laporan-laporan Dewan Komisaris 4. Drafting the reports of the Board of Commissioners
5. Memastikan bahwa Dewan Komisaris mematuhi Peraturan 5. Ensure that the Board of Commissioners complies with the laws
Perundang-undangan serta menerapkan prinsip-prinsip Good and regulations and applies the principles of Good Corporate
Corporate Governance (GCG) Governance (GCG)
6. Memberikan informasi yang dibutuhkan oleh Dewan Komisaris 6. Provide information needed by the Board of Commissioners on a
secara berkala dan/atau sewaktu apabila diminta regular basis and/or whenever requested
7. Mengoordinasikan anggota Komite, jika diperlukan dalam rangka 7. Coordinate Committee members, if necessary in order to expedite
memperlancar tugas Dewan Komisaris the duties of the Board of Commissioners
8. Sebagai penghubung Dewan Komisaris denga pihak lain 8. As a liaison between the Board of Commissioners and other parties
9. Melaksanakan tugas lain dari Dewan Komisaris 9. Carry out other duties of the Board of Commissioners
Kebijakan Remunerasi Remuneration Policy
Sekretaris Dewan Komisaris diberikan honorarium yang ditetapkan The Secretary of the Board of Commissioners is given an honorarium
sebesar 15% dari gaji Direktur Utama. Selain itu, Sekretaris Dewan which is set at 15% of the salary of the President Director. In addition, the
Komisaris juga diberikan tunjangan dan fasilitas sesuai Surat Keputusan Secretary of the Board of Commissioners is also given allowances and
Dewan Komisaris No. KEP-03/KOM-VI/2012 tanggal 8 Juni 2012 tentang facilities in accordance with the Decree of the Board of Commissioners
Penetapan Honorarium, Tunjangan, dan Fasilitas Sekretaris Dewan No. KEP-03/KOM-VI/2012 dated June 8, 2012 concerning the
Komisaris dan Staf Dewan Komisaris Perusahaan PT Surveyor Indonesia. Determination of Honorarium, Allowances and Facilities for the Secretary
of the Board of Commissioners and Staff of the Board of Commissioners
of the Company PT Surveyor Indonesia.
Sepanjang tahun 2021, Sekretaris Dewan Komisaris Perusahaan tidak Throughout 2021, the Secretary to the Company’s Board of
mengikuti pendidikan dan pelatihan. Commissioners did not participate in education and training.

Komite Audit
Audit Committee
Komite Audit merupakan organ pendukung Dewan Komisaris yang Audit Committee is a supporting organ for the Board of Commissioners
bertanggung jawab langsung kepada Dewan Komisaris dalam which reports directly to the Board of Commissioners in carrying out
pelaksanaan tugas dan tanggung jawabnya. Komite Audit juga its duties and responsibilities. The Audit Committee also provides
memberikan opini profesional dan independen kepada Dewan Komisaris professional and independent opinion to the Board of Commissioners
mengenai laporan atau hal-hal lain terkait pengawasan pengelolaan regarding reports or other matters related to the supervision of the
Perusahaan oleh Direksi. Company’s management by the Board of Directors.
Keberadaan Komite Audit sesuai dengan: The establishment of the Audit Committee is in accordance with:
1. Undang-Undang No. 19 Tahun 2003 tentang BUMN 1. Law No. 19 of 2003 concerning SOEs
2. Undang-Undang No. 40 Tahun 2007 tentang Perseroan Terbatas 2. Law No. 40 of 2007 concerning Limited Liability Companies
3. Peraturan Menteri Negara BUMN No. PER-01/MBU/2011 tentang 3. Regulation of the Minister of State for SOEs No. PER-01/MBU/2011
Penerapan Tata Kelola Perusahaan yang Baik (Good Corporate concerning the Implementation of Good Corporate Governance in
Governance) pada Badan Usaha Milik Negara dengan perubahan State-Owned Enterprises with the latest amendment, namely the
terakhirnya yaitu Peraturan Menteri Negara BUMN No. PER-09/ Regulation of the Minister of State for SOEs No. PER-09/MBU/2012
MBU/2012 tentang Perubahan atas Peraturan Menteri Negara concerning Amendments to the Regulation of the State Minister
Badan Usaha Milik Negara No. PER-01/MBU/2011 tentang Penerapan for State-Owned Enterprises No. PER-01/MBU/2011 concerning the
Tata Kelola Perusahaan yang Baik (Good Corporate Governance) Implementation of Good Corporate Governance in State-Owned
pada Badan Usaha Milik Negara Enterprises
4. Peraturan Menteri Negara BUMN No. PER-12/MBU/2012 tentang 4. Regulation of the Minister of State for SOEs No. PER-12/MBU/2012
Organ Pendukung Dewan Komisaris/Dewan Pengawas Badan concerning Supporting Organs for the Board of Commissioners/
Usaha Milik Negara Supervisory Board for State-Owned Enterprises
Charter Komite Audit Audit Committee Charter
Dalam melaksanakan tugasnya, Komite Audit memiliki piagam yang In carrying out its duties, the Audit Committee has a charter which has
telah disahkan melalui Keputusan Dewan Komisaris No. KEP-08/KOM- been ratified by the Decree of the Board of Commissioners No. KEP-08/
XI/2015 tentang Penetapan Piagam Komite Audit PT Surveyor Indonesia. KOM-XI/2015 concerning the Stipulation of the Audit Committee Charter
for the Company PT Surveyor Indonesia.
Annual Report 2021

337
Kriteria Criteria
Kriteria penunjukan Komite Audit didasarkan pada integritas, The criteria for the appointment of the Audit Committee are based on
kemampuan, pengetahuan, dan pengalaman masing-masing anggota. the integrity, ability, knowledge and experience of each member. One
Salah seorang anggota Komite Audit harus memiliki latar belakang member of the Audit Committee must have a background in accounting
pendidikan akuntansi atau keuangan. Komite Audit Perusahaan bersifat or finance education. The Company’s Audit Committee is independent,
independen, bukan merupakan orang dalam Kantor Akuntan Publik, not an individual in a Public Accounting Firm, Legal Consulting Firm, or
Kantor Konsultan Hukum, atau pihak lain yang memberi jasa audit, jasa other parties that provide audit services, non-audit services and/or other
non-audit dan atau jasa konsultasi lain kepada Perusahaan dalam waktu consulting services to the Company within the last 6 (six) months before
6 (enam) bulan terakhir sebelum diangkat oleh Dewan Komisaris, dan being appointed by the Board of Commissioners. and not an individual
bukan orang yang mempunyai wewenang dan tanggung jawab untuk who has the authority and responsibility to plan, lead or control the
merencanakan, memimpin atau mengendalikan kegiatan Perusahaan Company’s activities within the last 6 (six) months.
dalam waktu 6 (enam) bulan terakhir.
Anggota Komite Audit juga tidak diperkenankan memiliki saham Members of the Audit Committee are also prohibited from owning the
Perusahaan, baik langsung maupun tidak langsung. Selain itu, anggota Company’s shares, either directly or indirectly. In addition, members
Komite Audit tidak mempunyai hubungan afiliasi dengan anggota of the Audit Committee are not affiliated with members of the Board
Dewan Komisaris, Direksi atau pemegang saham utama Perusahaan. of Commissioners, Directors or major shareholders of the Company.
Anggota Komite Audit tidak diijinkan memiliki hubungan usaha baik Audit Committee members are not permitted to have direct or indirect
langsung maupun tidak langsung yang berkaitan dengan kegiatan business relationships related to the Company’s business activities.
usaha Perusahaan.
Jumlah dan Komposisi Number and Composition
Komite audit merupakan komite yang dibentuk oleh Dewan Komisaris The audit committee is a committee formed by the Board of
untuk membantu proses pengawasan terutamakom terkait dengan Commissioners to assist the supervisory process, especially those
pengendalian internal, pelaporan keuangan dan aktivitas audit. Komite related to internal control, financial reporting and audit activities. The
Audit bertindak mandiri, baik dalam pelaksanaan tugasnya maupun Audit Committee acts independently, both in carrying out its duties
dalam pelaporan dan bertanggung jawab langsung kepada Dewan and in reporting and reporting directly to the Board of Commissioners.
Komisaris. Berdasarkan Keputusan Dewan Komisaris Nomor KEP-05/ Based on the Decision of the Board of Commissioners Number KEP-
KOM-V/2021 tanggal 20 Mei 2021, maka susunan Komite Audit PT 05/KOM-V/2021 dated May 20, 2021, the composition of the Audit
Surveyor Indonesia adalah sebagai berikut: Committee of PT Surveyor Indonesia is as follows:
1. Paulus Prananto : Ketua Komite Audit 1. Paulus Prananto : Chairman of the Audit Committee
2. Ferry Andrianto : Wakil Ketua Komite Audit 2. Ferry Andrianto : Deputy Chairman of the Audit Committee
3. Harsana : Anggota Komite Audit 3. Harsana : Member of the Audit Committee
Nama Jabatan Dasar Pengangkatan Masa Jabatan

Name Position Appoitment Decree Term of Office
Rapat Umum Pemegang Saham Luar Biasa Mengikuti masa jabatan sebagai
Ketua/Komisaris Independen (RUPSLB) tanggl 25 Mei 2018 Dewan Komisaris
Paulus Prananto
Independent Commissioner The Extraordinary General Meeting of Shareholders Following the term of office as the
(EGMS) on May 25, 2018 Board of Commissioners
Rapat Umum Pemegang Saham Luar Biasa Mengikuti masa jabatan sebagai
Wakil Ketua/ Komisaris (RUPSLB) tanggal 17 Oktober 2019 Dewan Komisaris
Ferry Andrianto
Deputy Chairman/ Commissioner The Extraordinary General Meeting of Shareholders Following the term of office as the
(EGMS) on October 17, 2019 Board of Commissioners
Surat Keputusan Dewan Komisaris No. 01/ 1 Mei 2016 – 1 Mei 2021
Anggota/ Independen KOM-V/2019 (Periode ke-2)
Harsana
Member/Independent Decree of the Board of Commissioners No.01/ May 1, 2016 – May 1, 2021
KOM-V/2019 (2nd Period)

Profil Anggota Member Profile
Profil Paulus Prananto dan Ferry Andrianto sebagai Ketua dan Wakil Profiles of Paulus Prananto and Ferry Andrianto as Chair and Deputy
Ketua Komite Audit dapat dilihat pada bab Profil Perusahaan dalam Chair of the Audit Committee can be seen in the Company Profile chapter
buku Laporan Tahunan ini. in this Annual Report.
Harsana
Anggota Komite Audit
Members of Audit Committee
Domisili
Jakarta
Domicile
Usia 44 tahun
Age 44 years
Dasar Hukum Penunjukan Surat Keputusan Dewan Komisaris No. 01/KOM-V/2019

Appointment Decree Decree of the Board of Commissioners No. 01/KOM-V/2019

1. Auditor 1, PT Bank Rakyat Indonesia (Persero) Tbk (2015-2016)

Riwayat Jabatan 2. Senior Resident Auditor Branch office, PT Bank Rakyat Indonesia (Persero) Tbk (2009-2015)
Career Experience 1. Auditor 1, PT Bank Rakyat Indonesia (Persero) Tbk (2015-2016)
2. Senior Resident Auditor of Branch office, PT Bank Rakyat Indonesia (Persero) Tbk (2009-2015)
Riwayat Pendidikan Sarjana (S1) Ekonomi jurusan Akuntansi dari Universitas Mercu Buana, Jakarta (2003)
Educational Background Bachelor (S1) in Economics majoring in Accounting from Mercu Buana University, Jakarta (2003)
Keahlian Akuntansi dan Keuangan

Expertise Accounting and Finance
Sertifikasi
Certification In Audit Committee Practices
Certification
Independensi Independency
Aspek Independensi
Paulus Prananto Ferry Andrianto Harsana
Independency Aspects
Tidak memiliki hubungan keuangan dengan Dewan Komisaris dan Direksi
V V V
Has no financial relationship with the Board of Commissioners and Directors
Tidak memiliki hubungan kepengurusan di perusahaan, anak perusahaan,
maupun perusahaan afiliasi
V V V
Has no management relationship in the company, subsidiary, or affiliated
company
Tidak memiliki hubungan kepemilikan saham di perusahaan
V V V
Has no share ownership relationship in the company
Annual Report 2021

339
Aspek Independensi
Paulus Prananto Ferry Andrianto Harsana
Independency Aspects
Tidak memiliki hubungan keluarga dengan Dewan Komisaris, Direksi, dan/
atau sesama anggota Komite Audit
V V V
Has no family relationship with the Board of Commissioners, Board of Directors,
and/or fellow members of the Audit Committee
Tidak menjabat sebagai pengurus partai politik, pejabat, dan pemerintah
V V V
Do not serve as administrators of political parties, officials and government
Tugas dan Tanggung Jawab Duties and Responsibilities
Komite Audit bertugas untuk memberikan pendapat kepada Dewan The Audit Committee is tasked with providing opinions to the Board of
Komisaris dan mengidentifikasikan hal-hal yang memerlukan perhatian Commissioners and identifying matters requiring the attention of the
Komisaris, yang meliputi: Commissioners, including:
1. Melakukan penelaahan atas informasi keuangan baik yang telah 1. Review the financial information that has been or will be issued by PT
maupun yang akan dikeluarkan PT Surveyor Indonesia kepada Surveyor Indonesia to the public and/or authorities such as financial
publik dan/atau pihak otoritas seperti laporan keuangan, proyeksi, reports, projections, and other financial information contained in the
dan informasi keuangan lainnya yang terdapat dalam Rencana Kerja Company’s Work Plan and Budget (RKAP), Management Reports,
dan Anggaran Perusahaan (RKAP), Laporan Manajemen, Laporan Reports. Annual and Long-term Plan (RJP).
Tahunan dan Rencana Jangka Panjang (RJP).
2. Mengevaluasi efektivitas pelaksanaan audit dari Kantor Akuntan 2. Evaluate the effectiveness of the implementation of the audit by
Publik termasuk menelaah independensi dan objektivitas Kantor the Public Accounting Firm, including reviewing the independence
Akuntan Publik serta menelaah kecukupan pemeriksaan yang and objectivity of the Public Accounting Firm as well as reviewing
dilakukannya untuk memastikan semua risiko yang penting telah the adequacy of the audits it carries out to ensure all important risks
dipertimbangkan dan kesesuaian pelaksanaan audit oleh Kantor have been considered and the conformity of audit implementation
Akuntan Publik dengan standar yang berlaku. by the Public Accounting Firm with applicable standards.
3. Mengevaluasi kepatuhan manajemen terhadap perundangan- 3. Evaluatemanagementcompliancewithlawsrelating to transactions
undangan yang berhubungan dengan transaksi dan berdampak and having a direct impact on the company as well as having
langsung pada perusahaan serta mempunyai nilai material. material value.
4. Melakukan penelaahan atas tingkat kecukupan dan efektivitas 4. Review the adequacy and effectiveness of the internal control
sistem pengendalian intern dan memberikan rekomendasi system and providing recommendations on its improvements.
mengenai penyempurnaannya.
5. Melakukan pemantauan dan evaluasi atas perencanaan dan 5. Monitor and evaluate the planning and implementation of internal
pelaksanaan audit internal dan eksternal serta pemantauan and external audits as well as monitoring the follow-up to audit
atas tindak lanjut hasil audit dalam rangka menilai kecukupan results in order to assess the adequacy of internal control including
pengendalian internal termasuk kecukupan proses pelaporan the adequacy of the financial reporting process.
keuangan.
6. Menelaah laporan audit internal yang disampaikan kepada Dewan 6. Review the internal audit report submitted to the Board of
7. Pelaksanaan tindak lanjut oleh direksi atas hasil temuan dan 7. Implementation of follow-up actions by the board of directors on the
rekomendasi Auditor Internal dan Auditor Eksternal/Kantor Akuntan findings and recommendations of the Internal Auditor and External
Publik, dan BPK. Auditor/Public Accountant office, and BPK.
8. Memberikan rekomendasi mengenai penunjukan Kantor Akuntan 8. Provide recommendations regarding the appointment of a Public
Publik kepada Dewan Komisaris untuk disampaikan pada Rapat Accounting Firm to the Board of Commissioners to be submitted at
Umum Pemegang Saham. the General Meeting of Shareholders.
9. Melakukan penelaahan dan melaporkan kepada Komisaris berbagai 9. Review and report to the Commissioners the various risks faced by
risiko yang dihadapi perusahaan dan pelaksanaan manajemen the company and the implementation of risk management by the
risiko oleh Direksi, jika Perusahaan tidak memiliki fungsi pemantau Board of Directors, if the Company does not have a risk monitoring
risiko dibawah Dewan Komisaris. function under the Board of Commissioners.

10. Mengusulkan kepada Dewan Komisaris untuk meminta Audit 10. Propose to the Board of Commissioners to request Internal Audit to
Internal melaksanakan audit khusus jika diperlukan. carry out a special audit if necessary.
11. Mengevaluasi kecukupan Piagam Internal Audit dan memberikan 11. Evaluate the adequacy of the Internal Audit Charter and providing
masukan untuk penyempurnaan jika diperlukan. input for improvements if needed.
12. Melaksanakan tugas lain yang diberikan oleh Dewan Komisaris. 12. Carry out other duties assigned by the Board of Commissioners.
Dalam melaksanakan tugasnya Komite Audit wajib: In carrying out its duties the Audit Committee must:
1. Membuat pedoman kerja yang dituangkan dalam Piagam Komite 1. Prepare work guidelines as outlined in the Audit Committee Charter.
Audit.
2. Membuat program kerja Komite Audit di awal tahun dan akhir tahun 2. Create an Audit Committee work program at the beginning of the
berikutnya. year and the end of the following year.
3. Menjaga kerahasiaan dokumen, data, dan informasi Perusahaan. 3. Maintain the confidentiality of Company’s documents, data, and
information.
Komite Audit memiliki wewenang yang dibutuhkan agar dapat The Audit Committee has the authority needed to carry out all of its
melaksakan seluruh tugas dan tanggung jawabnya, antara lain: duties and responsibilities, including:
1. Komite Audit berwenang untuk mengakses secara penuh, 1. The Audit Committee is authorized to have full, free and unlimited
bebas, dan tidak terbatas terhadap catatan, karyawan, aset serta access to records, employees, assets and other company
sumber daya perusahaan lainnya dan meminta serta memperoleh resources and to request and obtain information from the Board
keterangan dari Direksi, Pejabat maupun Karyawan Perusahaan of Directors, officers and Employees of the Company relating to the
yang berkaitan dengan pelaksanaan tugasnya sepanjang implementation of their duties as long as necessary in accordance
diperlukan sesuai dengan penugasan dari Dewan Komisaris. with the assignment from the Board of Commissioners.
2. Dalam melaksanakan wewenangnya sebagaimana huruf 1 di atas, 2. In exercising its authority as referred to in letter 1 above, the Audit
Komite Audit bekerja sama dengan Auditor Internal. Committee collaborates with the Internal Auditor.
3. Sebagai bagian tugas dan untuk memberikan sarana komunikasi 3. As part of its duties and to provide an open means of communication,
yang terbuka, Komite Audit dapat bekerja sama dengan dan atau the Audit Committee can cooperate with and or obtain data/
mendapatkan data/informasi dari pihak internal auditor, eksternal information from internal auditors, external auditors, and other
auditor, dan pihak-pihak lain yang terkait dengan penugasan Komite parties related to the Audit Committee assignments and may meet
Audit dan dapat bertemu dengan Komite Audit tanpa atau dengan with the Audit Committee without or in the presence of a member
kehadiran anggota manajemen. of management.
4. Dalam melaksanakan wewenangnya, Komite Audit dapat menerima 4. In exercising its powers, the Audit Committee may receive complaints
pengaduan dan pelaporan sehubungan dengan pelanggaran and reports regarding violations related to financial reporting.
terkait pelaporan keuangan.
Pembagian Tugas dan Tanggung Jawab Division of Duties and Responsibilities in the
dalam Keanggotaan Komite Audit Audit Committee Membership
Komite Audit Perusahaan bekerja secara kolektif dalam melaksanakan The Company’s Audit Committee works collectively in carrying out
tugasnya untuk membantu Dewan Komisaris. Komite Audit bersifat its duties to assist the Board of Commissioners. The Audit Committee
mandiri, baik dalam pelaksanaan tugasnya maupun dalam pelaporan, is independent, both in carrying out its duties and in reporting, and is
dan bertanggung jawab langsung kepada Dewan Komisaris. directly responsible to the Board of Commissioners.
Annual Report 2021

341
Rapat Komite Audit Audit Committee Meetings
Pada tahun 2021 rapat internal komite audit triwulanan dilakukan In 2021, quarterly internal audit committee meetings will be held 4 (four)
sebanyak 4 (empat) kali dengan agenda Pembahasan Kinerja times with the Company Performance Discussion agenda for Quarter I,
Perusahaan Triwulan I, II, III dan IV. II, III and IV.
Ketentuan Rapat Komite Audit Audit Committee Meeting Provisions

Rapat Komite Audit minimal dilaksanakan sebanyak satu kali dalam Audit Committee meetings are held at least once a month, chaired by
satu bulan dengan dipimpin oleh Ketua Komite. Dalam hal Ketua Komite the Chairman of the Committee. In the event the Committee Chair is
berhalangan maka rapat dipimpin oleh salah seorang dari Anggota absent, the meeting shall be chaired by one of the Committee Members
Komite dengan dihadiri oleh mayoritas dari jumlah anggota Komite attended by a majority of the Committee members and decision making
dan pengambilan keputusan harus disetujui oleh mayoritas yang hadir. must be approved by the majority present. All resolutions of the meeting
Seluruh Keputusan rapat dilakukan berdasarkan musyawarah untuk shall be made based on deliberation to reach consensus or made by
mufakat atau dilakukan dengan suara terbanyak. majority vote
Frekuensi, Agenda dan Kehadiran Rapat Meeting Frequency, Agenda and Attendance
Nama Jabatan Jumlah Rapat Kehadiran Persentase

Name Position Total Meeting Attendance Percentage
Ketua
Chairman
Wakil Ketua
Vice Chairman
Anggota
Harsana 4 4 100%
Mamber
Anggota
Ai Supardini 4 3 75%
Mamber
Agenda Rapat
Tanggal
No. Agenda
Dated
27 April 2021 Evaluasi Kinerja Perusahaan Triwulan I
1
April 27, 2021 Quarter I Company Performance Evaluation
6 Juli 2021 Evaluasi Kinerja Perusahaan Triwulan II
2
July 6, 2021 Quarter II Company Performance Evaluation
4 Oktober 2021 Evaluasi Kinerja Perusahaan Triwulan III
3
October 4, 2021 Quarter III Company Performance Evaluation
27 Oktober 2021 Evaluasi Kinerja Perusahaan s/d November 2021
4
October 27, 2021 Company Performance Evaluation until November 2021
Pelaksanaan Tugas Implementation of Duties
Pelaksanaan tugas Komite Audit sepanjang tahun 2021 sebagai berikut: The duties of the Audit Committee throughout 2021 are as follows:
1. Membantu Dewan Komisaris untuk memastikan efektivitas sistem 1. Assisting the Board of Commissioners to ensure the effectiveness
pengendalian intern dan efektivitas pelaksanaan tugas eksternal of the internal control system and the effectiveness of the external
auditor dan internal auditor and internal auditors’ duties
2. Menilai pelaksanaan kegiatan serta hasil audit yang dilaksanakan 2. Assessing the implementation of activities as well as the results of
oleh satuan pengawasan intern maupun auditor eksternal audits carried out by the internal control unit and external auditors
3. Memberikan rekomendasi mengenai penyempurnaan pengendalian 3. Provide recommendations on the improvement of management
manajemen serta pelaksanaannya control and its implementation

4. Memastikan telah terdapat review yang memuaskan terhadap 4. Ensuring that there has been a satisfactory review of all information
segala informasi yang dikeluarkan perusahaan issued by the company
5. Melakukan identifikasi hal-hal yang memerlukan perhatian dewan 5. Identifying matters that require the attention of the board of
komisaris serta tugas-tugas dewan komisaris lainnya commissioners and other duties of the board of commissioners
Kebijakan Remunerasi Remuneration Policy
Remunerasi anggota Komite Audit ditetapkan oleh Dewan Komisaris Remuneration for members of the Audit Committee is determined by the
dengan memperhatikan kemampuan Perusahaan, dengan besaran Board of Commissioners with due regard to the Company’s capabilities,
maksimal 20% dari gaji Direktur Utama. Anggota Dewan Komisaris with a maximum amount of 20% of the President Director’s salary.
yang menjadi Ketua/anggota Komite Audit tidak diberikan penghasilan Members of the Board of Commissioners who become Chairman/
tambahan dari jabatan tersebut selain penghasilan sebagai anggota members of the Audit Committee are not given additional income
Dewan Komisaris. from this position other than income as members of the Board of
Commissioners.
Penilaian Kinerja Performance assessment
Pelaksanaan tugas dan tanggung jawab Dewan Komisaris dalam The implementation of the duties and responsibilities of the Board of
mengawasi dan mengelola Perusahaan didukung oleh Komite Audit Commissioners in supervising and managing the Company is supported
dan Komite Nominasi dan Remunerasi. Dewan Komisaris memberikan by the Audit Committee and the Nomination and Remuneration
apresiasi atas dukungan Komite dalam meningkatkan efektivitas Committee. The Board of Commissioners appreciates the Committee’s
pelaksanaan tugas dan fungsi Dewan Komisaris sepanjang tahun 2021. support in improving the effectiveness of the implementation of the duties
Komite Audit dan Komite Nominasi dan Remunerasi telah menunjukkan and functions of the Board of Commissioners throughout 2021. The Audit
kinerja yang berkualitas dengan menjunjung standar kompetensi dan Committee and the Nomination and Remuneration Committee have
kualitas yang baik. Komite Audit telah memastikan terselenggaranya demonstrated quality performance by upholding good competency and
pengendalian internal dan secara efektif membantu Dewan Komisaris quality standards. The Audit Committee has ensured the implementation
dalam pengawasan atas pelaksanaan fungsi audit internal dan eksternal, of internal control and effectively assisted the Board of Commissioners in
implementasi tata kelola perusahaan dan kepatuhan terhadap peraturan supervising the implementation of internal and external audit functions,
perundang-undangan. implementation of corporate governance and compliance with laws and
regulations
Sepanjang tahun 2021, anggota Komite Audit mengikuti pendidikan dan Throughout 2021, members of the Audit Committee attended education
pelatihan untuk meningkatkan kompetensi dan keahliannya sebagai and training to improve their competence and expertise as follows
berikut:
Nama Materi Pendidikan/Pelatihan Penyelenggara Waktu Pelaksanaan

Name Education/Training Material Organizer Implementation Time
Webinar “Tanggung Jawab Komite Audit saat Perseroan Tersangkut
Harsana
Masalah Hukum terkait Laporan Keuangan” Ikatan Komite Audit Indonesia 23 September 2021
Webinar “Responsibility of the Audit Committee when the Company is (IKAI) September 23, 2021
Ai Supardini
Involved in Legal Issues related to Financial Statements”
Pelatihan “Business Judgment Rule - “Corporate Action or
26-28 Oktober 2021
Harsana Corruption”” Pertamina Training & Consulting
October 26-28, 2021
“Business Judgment Rule - “Corporate Action or Corruption”” training
Pelatihan “Special Directorship Program” Indonesia Institute for Corporate 23-25 November 2021
Ai Supardini
“Special Directorship Program” training Directorship November 23-25, 2021
Annual Report 2021

343
Komite Nominasi dan Remunerasi

Nomination and Remuneration Committee
Dewan Komisaris tidak membentuk Komite Nominasi dan Remunerasi The Board of Commissioners does not form a Nomination and
sehingga pelaksanaan fungsi Nominasi dan Remunerasi di lingkungan Remuneration Committee so that the implementation of the Nomination
Perusahaan dilakukan oleh Dewan Komisaris. Perusahaan memiliki and Remuneration function within the Company is carried out by the
kebijakan bahwa struktur, kebijakan, dan besaran remunerasi harus Board of Commissioners. The company has a policy that the structure,
dievaluasi oleh Dewan Komisaris paling kurang 1 (satu) kali dalam 1 (satu) policies and amount of remuneration must be evaluated by the Board of
tahun. Commissioners at least 1 (one) time in 1 (one) year.
Nominasi dan Evaluasi Kinerja Direksi dan Dewan Komisaris Nomination and Performance Evaluation of the Board of Directors
and the Board of Commissioners
Komite Nominasi dan Remunerasi (KNR) merupakan komite yang The Nomination and Remuneration Committee (KNR) is a committee
dibentuk oleh Dewan Komisaris untuk membantu proses pengawasan formed by the Board of Commissioners to assist in the process of
dan pemberian nasihat dalam bidang sumber daya manusia, yang monitoring and providing advice in the field of human resources, which
meliputi remunerasi dan pengembangan talenta calon pimpinan includes remuneration and talent development for prospective leaders
Perseroan. KNR bertindak mandiri, baik dalam pelaksanaan tugasnya of the Company. KNR acts independently, both in carrying out its duties
maupun dalam pelaporan dan bertanggung jawab langsung kepada and in reporting and reporting directly to the Board of Commissioners.
Dewan Komisaris.
Berdasarkan Keputusan Dewan Komisaris Nomor KEP-01/KOM-I/2021 Based on the Decision of the Board of Commissioners Number KEP-01/
tanggal 4 Januari 2021, susunan Komite Nominasi dan Remunerasi KOM-I/2021 dated January 4, 2021, the composition of the Nomination
PT Surveyor Indonesia adalah sebagai berikut : and Remuneration Committee of PT Surveyor Indonesia is as follows:
Iman Pambagyo : Ketua KNR Iman Pambagyo : Chairman of KNR
Taufika Dianny : Sekretaris KNR Taufika Dianny : Secretary of KNR
Bambang Adi Winarso : Anggota Komite KNR Bambang Adi Winarso : Member of the KNR Committee
Ferry Andrianto : Anggota Komite KNR Ferry Andrianto : Member of the KNR Committee
Dody Widodo : Anggota Komite KNR Dody Widodo : Member of the KNR Committee

RUPS/GMS
Pengangkatan Direksi dan/atau Dewan Komisaris
Appointment of Board of Directors and/or Board of Commissioners
Penyampaian Usulan Calon Direksi dan/atau Dewan Komisaris

Submission of Proposed Candidates for Board of Directors and/or Board of Commissioners
Pemegang Saham
Shareholders
Proses Nominasi dan Penjaringan Calon Direksi dan/atau Dewan Komisaris

Nomination and Selection Process of Candidates for Board of Directors and/or Board of
Commissioners
Fungsi Nominasi yang dijalankan Dewan Komisaris adalah: The Nomination functions carried out by the Board of Commissioners
are:
1. Menyusun komposisi dan proses nominasi anggota Direksi dan/ 1. Compiling the composition and nomination process for members
atau anggota Dewan Komisaris. of the Board of Directors and/or members of the Board of
Commissioners.
2. Menyusun kebijakan dan kriteria yang dibutuhkan dalam proses 2. Develop policies and criteria required in the nomination process for
nominasi calon anggota Direksi dan/ atau anggota Dewan Komisaris. candidates for members of the Board of Directors and/or members
of the Board of Commissioners.
3. Membantu pelaksanaan evaluasi atas kinerja anggota Direksi dan/ 3. Assisting in the evaluation of the performance of members of the
atau anggota Dewan Komisaris. Board of Directors and/or members of the Board of Commissioners.
4. Menyusun program pengembangan kemampuan anggota Direksi 4. Formulate capacity building programs for members of the Board of
dan/atau anggota Dewan Komisaris. Directors and/or members of the Board of Commissioners.
5. Menelaah dan mengusulkan calon yang memenuhi syarat sebagai 5. Review and propose candidates who meet the requirements as
anggota Direksi dan/atau anggota Dewan Komisaris kepada Dewan members of the Board of Directors and/or members of the Board
Komisaris untuk disampaikan kepada RUPS. of Commissioners to the Board of Commissioners to be submitted
to the GMS.
Fungsi Remunerasi yang dijalankan Dewan Komisaris adalah: Remuneration functions carried out by the Board of Commissioners are:
1. Menyusun struktur Remunerasi bagi anggota Direksi dan/atau 1. Develop a remuneration structure for members of the Board of
anggota Dewan Komisaris. Directors and/or members of the Board of Commissioners.
2. Menyusun kebijakan atas Remunerasi bagi anggota Direksi dan/ 2. Formulate a policy on remuneration for members of the Board of
atau anggota Dewan Komisaris. Directors and/or members of the Board of Commissioners.
3. Menyusun besaran atas Remunerasi bagi anggota Direksi dan/atau 3. Compile the amount of remuneration for members of the Board of
anggota Dewan Komisaris. Directors and/or members of the Board of Commissioners.
Annual Report 2021

345
4. Struktur Remunerasi dapat berupa gaji, honorarium, insentif, dan/ 4. Remuneration structure can be in the form of salary, honorarium,
atau tunjangan yang bersifat tetap dan/atau variabel. incentives, and/or allowances that are fixed and/or variable in nature.
5. Penyusunan struktur, kebijakan, dan besaran remunerasi harus 5. The composition of the structure, policies, and amount of
memperhatikan: remuneration must take into account:
a. Remunerasi yang berlaku pada industri sesuai dengan kegiatan a. Remuneration that applies to the industry is in accordance with
usaha emiten atau perusahaan publik sejenis dan skala usaha the business activities of the Issuer or Public Company and the
dari emiten atau perusahaan publik dalam industrinya. business scale of the Issuer or Public Company in the industry.
b. Tugas, tanggung jawab, dan wewenang anggota Direksi dan/ b.
The duties, responsibilities and authorities of the members
atau anggota Dewan Komisaris dikaitkan dengan pencapaian of the Board of Directors and/or members of the Board of
tujuan dan kinerja Emiten atau Perusahaan Publik. Commissioners are related to the achievement of the objectives
and performance of the Issuer or Public Company.
c. Target kinerja atau kinerja masing-masing anggota Direksi dan/ c. Performance targets or performance of each member of
atau anggota Dewan Komisaris. the Board of Directors and/or members of the Board of
Commissioners.
d. Keseimbangan tunjangan antara yang bersifat tetap dan d. Balance between fixed and variable allowances.
bersifat variabel.
Rapat Komite Nominasi dan Remunerasi Nomination and Remuneration Committee

Meeting
Pada tahun 2021 rapat internal komite Nominasi dan Remunerasi In 2021, the Nomination and Remuneration Committee internal meeting
dilakukan sebanyak 4 (empat) kali. will be held 4 (four) times.
Komite Nominasi dan Remunerasi melaksanakan rapat setidak-tidaknya The Nomination and Remuneration Committee meets at least once
satu kali dalam enam bulan dengan dipimpin oleh Ketua Komite. Dalam every six months, chaired by the Committee Chair. In the event that
hal Ketua Komite berhalangan maka rapat dipimpin oleh salah seorang the Chairman of the Committee is absent, the meeting shall be chaired
dari Anggota Komite dengan dihadiri oleh mayoritas dari jumlah anggota by one of the Committee Members attended by a majority of the total
Komite dan pengambilan keputusan harus disetujui oleh mayoritas yang members of the Committee and the decision-making must be approved
hadir. Seluruh Keputusan rapat dilakukan berdasarkan musyawarah by the majority present. All meeting decisions are made based on
untuk mufakat atau dilakukan dengan suara terbanyak. deliberation for consensus or made by majority vote.
Frekuensi, Agenda dan Kehadiran Rapat Frequency, Agenda and Meeting Attendance
Frekuensi Kehadiran
Nama Jabatan Jumlah Rapat Kehadiran Persentase

Name Position Total Meeting Attendance Percentage
Ketua
Iman Pambagyo 4 4 100%
Chairman
Wakil Ketua
Bambang Adi Winarso 4 2 50%
Vice Chairman
Anggota
Dody Widodo 4 4 100%
Mamber
Anggota
Mamber
Anggota
Taufika Dianny 4 4 100%
Mamber

Tanggal
No. Agenda
Date
10 Maret 2021 Pembahasan Nominated Talent PT Surveyor Indonesia
1
March 10, 2021 Discussion of Nominated Talent PT Surveyor Indonesia
Pembahasan Usulan Penetapan Tantiem/Insentif Kinerja bagi Direksi dan Dewan Komisaris Tahun Buku 2020 serta
Penetapan Gaji Direksi dan Honorarium Dewan Komisaris Tahun 2021
9 Juni 2021
2 Discussion on the Proposed Determination of Tantiem/Performance Incentives for the Board of Directors and Board of
June 9, 2021
Commissioners for the Financial Year 2020 and Determination of the Salary of the Board of Directors and Honorarium for the
Board of Commissioners for 2021
20 Agustus 2021 Pembahasan Usulan Perubahan Struktur Organisasi PT Surveyor Indonesia
3
August 20, 2021 Discussion of Proposals for Changes in the Organizational Structure of PT Surveyor Indonesia
12 Oktober 2021 Pembahasan Manajemen Karir dan Pengembangan SDM PT Surveyor Indonesia
4
October 12, 2021 Discussion on Career Management and HR Development of PT Surveyor Indonesia
Kebijakan Suksesi Direksi Board of Directors Succession Policy
Perusahaan mempersiapkan kader-kader pimpinan Perusahaan The Company prepares cadres for the leadership of the Company by
dengan mengembangkan kompetensi calon pimpinan melalui berbagai developing the competence of prospective leaders through various
program-program leadership, mengikutsertakan calon pimpinan pada Leadership programs, including prospective leaders in various seminars,
berbagai seminar, workshop, atau pelatihan lainnya. Melalui proses workshops, or other training. Through a selection process carried out
seleksi yang dilaksanakan Direksi bersama dengan Dewan Komisaris, by the Board of Directors together with the Board of Commissioners,
Perusahaan memilih calon pemimpin yang dinilai memiliki personal the Company selects prospective leaders who are considered to have
quality yang baik, pengalaman dan keahlian yang memadai untuk good personal quality, experience and sufficient expertise to occupy
menduduki jabatan pimpinan 1 (satu) tingkat di bawah Direksi dan leadership positions 1 (one) level below the Board of Directors and
Direktur entitas anak yang diharapkan dapat menjadi anggota Direksi Directors of subsidiaries who are expected to become members of the
Perusahaan di masa yang akan datang yang bersumber dari kalangan Board of Directors. Companies in the future that will come from among
pejabat internal Perusahaan. the Company’s internal officials.
Komite Manajemen Risiko Risk Management Committee
Dewan Komisaris tidak memiliki Komite Manajemen Risiko, fungsi The Board of Commissioners does not have a Risk Management
tersebu ditugaskan kepada Komite Audit. Committee, this function is assigned to the Audit Committee.
Annual Report 2021

347
Sekretaris Perusahaan
Corporate Secretary
Sekretaris Perusahaan adalah satuan fungsi struktural dalam organisasi The Corporate Secretary is a structural function unit within a corporate
perusahaan yang bertugas untuk memberikan dukungan kepada Direksi organization whose task is to provide support to the Board of Directors in
dalam melaksanakan tugasnya sebagaimana diatur dalam Peraturan carrying out their duties as regulated in the Regulation of the Minister of
Menteri Negara BUMN Nomor PER-01/MBU/2011 tentang Penerapan State for SOEs Number PER-01/MBU/2011 concerning the Implementation
Tata Kelola Perusahaan yang Baik (Good Corporate Governance) pada of Good Corporate Governance in SOE and/or the change.
BUMN dan/atau perubahannya.
Profil Sekretaris Perusahaan Corporate Secretary Profile
Ngakan Made Oka Dhyana

Corporate Secretary
Kewarganegaraan
Indonesia
Citizenship
Domisili
Tangerang
Domicile
Usia 55 tahun
Age 55 years
Dasar Hukum Penunjukan Surat Keputusan Direksi Nomor SKD-0002/DRU-I/DHC/2019 Tanggal 18 Januari 2019
Appointment Decree Board of Directors Decree Number SKD-0002/DRU-I/DHC/2019 dated January 18, 2019

1. Kepala Divisi Sumber Daya Manusia (2012–2018)

2. Kepala Pengawasan Satuan Intern (2011–2012)
3. Kepala Unit Manajemen RIsiko (2011)
Riwayat Jabatan 4. Kepala Divisi Sumber Daya Manusia (2009–2011)
Career Experience 1. Head of Human Resources Division (2012 - 2018)
2. Head of Internal Supervision Unit (2011 - 2012)
3. Head of the Risk Management Unit (2011)
4. Head of Human Resources Division (2009 - 2011 )
Riwayat Pendidikan S1, Hukum, Universitas Udayana, 1990

Educational Background Bachelor (S1), Law, Udayana University, 1990
Tidak ada hubungan afiliasi dengan anggota Dewan Komisaris, anggota Direksi lainnya, dan pemegang saham utama
Hubungan Afiliasi
There is no affiliation with members of the Board of Commissioners, other members of the Board of Directors and major
Affiliation
shareholders

Pihak yang Mengangkat dan Memberhentikan The Party that Appoints and Dismisses the
Pejabat Sekretaris Perusahaan Corporate Secretary
Pejabat Sekretaris Perusahaan diangkat dan diberhentikan oleh The Corporate Secretary is appointed and dismissed by the President
Direktur Utama berdasarkan mekanisme internal Perusahaan dengan Director based on the Company’s internal mechanism with the approval
persetujuan Dewan Komisaris. of the Board of Commissioners.
Struktur Organisasi Organizational Structure
Sekretaris Perusahaan bertanggung jawab langsung kepada Direktur The Corporate Secretary reports directly to the President Director. The
Utama. Fungsi Sekretaris Perusahaan terdiri dari 3 (tiga) fungsi, seperti functions of the Corporate Secretary consist of 3 (three) functions, as
yang tergambar pada bagan di bawah ini: illustrated in the chart below:
Direktur Utama
President Director
Corporate Secretary
AVP Administrasi Perusahaan AVP Komunikasi Perusahaan AVP Hukum Perusahaan

AVP Corporate Administration AVP Corporate Communication AVP Corporate Legal
Fungsi, Tugas, dan Tanggung Jawab Functions, Duties and Responsibilities
Fungsi Sekretaris Perusahaan adalah: The functions of the Corporate Secretary are:
1. Memastikan bahwa Perusahaan mematuhi peraturan tentang 1. Ensure that the Company complies with the regulations regarding
persyaratan keterbukaan sejalan dengan penerapan prinsip-prinsip disclosure requirements in line with the implementation of GCG
GCG; principles
2. Memberikan informasi yang dibutuhkan oleh Direksi dan Dewan 2. Provide information needed by the Board of Directors and the Board
Komisaris secara berkala dan/atau sewaktu-waktu apabila diminta; of Commissioners periodically and/or at any time if requested
3. Sebagai penghubung (liaison officer); dan 3. As a liaison officer
4. Menatausahakan serta menyimpan dokumen perusahaan, 4. Administer and keeping company documents, including but not
termasuk tetapi tidak terbatas pada Daftar Pemegang Saham, limited to the Register of Shareholders, Special Lists and minutes
Daftar Khusus dan risalah rapat Direksi, rapat Dewan Komisaris dan of meetings of the Board of Directors, meetings of the Board of
RUPS. Commissioners and the GMS
Sekretaris Perusahaan bertanggung jawab dan melaporkan The Corporate Secretary is responsible for and reports the
pelaksanaan tugasnya secara berkala kepada Direktur Utama dan implementation of his duties periodically to the President Director and if
apabila diminta dapat memberikannya kepada Dewan Komisaris. requested can give it to the Board of Commissioners.
Annual Report 2021

349
Selain melaksanakan fungsi pokok tersebut di atas, Sekretaris Apart from carrying out the aforementioned main functions, the
Perusahaan menjalankan tugas-tugas sebagai berikut: Corporate Secretary carries out the following tasks:
1. Menghadiri Rapat Direksi dan dan membuat risalah rapat. 1. Attend the Board of Directors’ meeting and prepare minutes of the
meeting.
2. Menyiapkan Daftar Khusus. 2. Prepare Special Lists.
3. Membuat Daftar Pemegang Saham. 3. Provide List of Shareholders.
4. Mempersiapkan bahan-bahan yang diperlukan berkaitan dengan 4. Prepare the materials needed in relation to reports/routine activities
laporan-laporan/kegiatan rutin Direksi yang akan disampaikan of the Board of Directors to be submitted to external parties.
kepada pihak luar.
5. Mempersiapkan bahan-bahan/materi yang diperlukan berkaitan 5. Prepare materials/materials that are needed in relation to matters
dengan hal hal yang harus mendapatkan keputusan Direksi that must be decided by the Board of Directors regarding the
berkenaan dengan pengelolaan Perusahaan. management of the Company.
6. Memfasilitasi rapat-rapat dalam lingkungan Direksi, baik yang 6. Facilitate meetings within the Board of Directors, both routine and
bersifat rutin maupun non-rutin. non-routine.
7. Menindaklanjuti setiap keputusan Direksi dengan jalan mencatat 7. Follow up on every decision of the Board of Directors by taking notes
setiap keputusan yang dihasilkan dalam rapat Direksi dan every decision made in the meeting of the Board of Directors and
memantau serta mengecek tindak lanjut hasil rapat. monitor and check the follow-up to the results of the meeting.
Pelaksanaan Tugas Implementation of Duties
Tanggung jawab Organisasi Organizational Responsibilities

1. Menyusun rencana kerja jangka pendek dan panjang untuk unitnya 1. Develop short and long term work plans for the unit in accordance
sesuai dengan strategi perusahaan. with the company’s strategy.
2. Mengendalikan anggaran unit sesuai rencana perusahaan jangka 2. Controlling the unit budget according to the company’s long-term
panjang maupun tahunan. and annual plans
3. Mengelola dan mengembangka SDM-nya agar tercipta SDM yang 3. Manage and develop its human resources in order to create quality
berkualitas. human resources.
4. Memastikan kepatuhan implementasi Sistem Manajemen Mutu, K3, 4. Ensure compliance with the implementation of the Quality, OHS,
Lingkungan dan Anti Penyuapan. Environmental and Anti-Bribery Management System
5. Memastikan penerapan pengelolaan kinerja baik kinerja individu 5. Ensure the implementation of performance management, both
maupun kinerja unit. individual performance and unit performance.
6. Mamastikan penerapan Sistem Manajemen Risiko dan prinsip- 6. Ensure the implementation of the Risk Management System and
prinsip Good Corporate Governance sesuai dengan ketentuan yang the principles of Good Corporate Governance in accordance with
berlaku. applicable regulations.
7. Memastikan pemenuhan data dan keamanan Sistem Informasi 7. Ensuring compliance with data and information system security
yang diterapkan perusahaan. implemented by the company.
8. Menindaklanjuti temuan audit dan asesmen internal/eskternal. 8. Following up on audit findings and internal/external assessments.
9. Berkoordinasi dan bersinergi dengan internal maupun eksternal 9. Coordinate and synergize with internal and external companies in
perusahaan sesuai dengan fungsi unit. accordance with the function of the unit.
Tanggung jawab Utama Main responsibility

1. Memimpin penyusun kebijakan dan strategi terkait komunikasi 1. Leading the formulation of policies and strategies related to corporate
perusahaan, administrasi perusahaan, dan hukum perusahaan. communications, company administration, and company law.
2. Memimpin pengelolaan reputasi perusahaan. 2. Leading the management of the company’s reputation.
3. Memimpin pengelolaan komunikasi perusahaan. 3. Leading the management of corporate communications.
4. Memimpin pengelolaan stakeholder relations. 4. Lead the management of stakeholder relations.
5. Memastikan implementasi Good Corporate Governance (GCG), 5. Ensure the implementation of Good Corporate Governance (GCG),
Board Manual dan Pedoman Administrasi Perusahaan. Board Manual and Company Administration Guidelines.

6. Mengarahkan dan memastikan penyelenggaraan Rapat Umum 6. Directing and ensuring the holding of the General Meeting of
Pemegang Saham (RUPS), Rapat Gabungan, Rapat Direksi, Rapat Shareholders (GMS), Joint Meetings, Board of Directors Meetings,
Pimpinan Perusahaan. Company Leadership Meetings.
7. Memimpin pengelolaan corporate legal strategy, legal administration 7. Leading the management of corporate legal strategy, legal
& implementation. administration & implementation.
Fungsi Corporate Communication Corporate Communication Function

1. Merencanakan, melaksanakan dan mengevaluasi program 1. Plan, implement and evaluate corporate branding programs in an
corporate branding dalam upaya meningkatkan effort to improve
2. Merencanakan dan mengevaluasi pola komunikasi internal 2. Planning and evaluating relevant internal and external communication
dan eksternal yang relevan dengan media dan stakeholders patterns with the media and stakeholders (Ministry of SOEs, other
(Kementerian BUMN. pemegang saham lainnya, regulator, shareholders, regulators, the public and others).
masyarakat dan lainnya).
3. Menyusun acuan kerja pengelolaan komunikasi perusahaan sesuai 3. Prepare a working reference for the management of corporate
persyaratan dan ketentuan yang berlaku. communications in accordance with the applicable terms and
conditions.
Fungsi Corporate Administration Corporate Administration Function

1. Merencanakan, menyusun, melaksanakan dan mengevaluasi 1. Planning, compiling, implementing and evaluating the company’s
kalender tahunan kegiatan perusahaan antara lain penyelengaraan annual calendar of activities, including holding the General Meeting
Rapat Umum Pemegang Saham (RUPS), Rapat Komisaris dengan of Shareholders (GMS), Board of Commissioners and Board of
Direksi (Rapat Gabungan, Rapat Direksi, Rapat Pimpinan Perusahaan Directors Meetings (Joint Meetings, Board of Directors Meetings,
serta menyusun dan menyimpan setiap risalah rapat. Company Leadership Meetings as well as compiling and keeping the
minutes of each meeting.
2. Menyusun Board Manual dan Pedoman Good Corporate 2. Prepare Board Manuals and Guidelines for Good Corporate
Governance (GCCG) di perusahaan induk maupun anak perusahaan Governance (GCCG) in the parent company and subsidiaries and
dan memastikan pelaksanaannya. ensure their implementation.
3. Mengelola korespondensi dengan pihak luar sesuai dengan 3. Manage correspondence with external parties in accordance with
Pedoman Administrasi Umum (PAU) yang berlaku serta mengelola the applicable General Administration Guidelines (PAU) and manage
dokumen dan arsip perusahaan. company documents and archives.
4. Menyusun acuan kerja pengelolaan administrasi sesuai persyaratan 4. Prepare work reference for administrative management in
dan ketentuan yang berlaku. accordance with applicable terms and conditions.
Fungsi Corporate Legal Corporate Legal Function

1. Mengelola corporate legal strategy dalam rangka memastikan 1. Manage the corporate legal strategy in order to ensure that the
operasional perusahaan sesuai dengan regulasi yang berlaku. company’s operations comply with applicable regulations.
2. Mengelola legal administration termasuk pengurusan legalitas 2. Managing legal administration including the management of
perusahaan, perizinan usaha, dan legal review atau legal opinion company legality, business licensing, and legal reviews or legal
pada Surat Keputusan Direksi, Instruksi Direksi, Kontak Pekerjaan opinions on Directors’ Decrees, Directors’ Instructions, Work
dan Nota Kesepahaman. Contacts and Memorandums of Understanding.
3. Melakukan pendampingan terhadap kasus hukum internal dan 3. Assisting in internal and external legal cases in collaboration with
eskternal bekerja sama dengan pihak luar yang berkompeten dan competent and independent external parties as well as with related
independen dan juga dengan unit kerja terkait. work units.
4. Menyusun acuan kerja pengelolaan aspek hukum perusahaan 4. Prepare a working reference for the management of the company’s
sesuai persyaratan dan ketentuan yang berlaku. legal aspects in accordance with the applicable terms and conditions.
Annual Report 2021

351
Personil Sekretaris Perusahaan Corporate Secretary Personnel
Hingga akhir tahun 2021, karyawan Sekretaris Perusahaan sebanyak 35 Until the end of 2020, the employees of the Corporate Secretary are 35
orang dengan penjabaran sebagai berikut: people with the following descriptions:
Jabatan Personil
Position Personnel
1
Corporate Secretary
Sekretaris Eksekutif
4
Executive Secretary
AVP Administrasi Perusahaan
1
AVP of Corporate Administration
AVP Hukum Perusahaan
1
AVP of Corporate Legal
Kepala Bagian Komunikasi Perusahaan
4
Head of Corporate Communications
Junior Officer Administrasi Perusahaan
3
Junior Officer Corporate Administration
Staf Administrasi Perusahaan
1
Corporate Administration Staff
Corporate Legal Officer
1
Corporate Legal Officer
Staff Administrasi Hukum
5
Legal Administration Staff
Junior Officer Komunikasi Perusahaan
1
Junior Officer of Corporate Communications
Officer Komunikasi Perusahaan
1
Corporate Communications Officer
Staff Komunikasi Perusahaan
5
Corporate Communications Staff
Protokoler
3
Protocol
Caraka
4
Messenger
Jumlah
35
Total

Untuk menunjang pelaksanaan tugas Sekretaris Perusahaan, Surveyor To support the implementation of the duties of the Corporate Secretary,
Indonesia memberikan kesempatan bagi karyawan untuk mengikuti Surveyor Indonesia provides opportunities for employees to attend
pelatihan/pendidikan dan seminar dan untuk tahun 2021, berikut training/education and seminars and for 2020, the following is a list of
adalah daftar pelatihan yang diikuti oleh para pegawai divisi Sekretariat trainings attended by employees of the Corporate Secretariat division:
Perusahaan:
Judul Pelatihan (Knowledge Sharing internal (KM)/Sosialisasi/

Nama Awareness ketentuan/internal/webinar) Tanggal Pelaksanaan
No.
Name Title of Training (Internal Knowledge Sharing (KM)/Socialization/Awareness of Implementation Date
provisions/internal/webinar)
Kehumasan, Keprotokolan Dan Konferensi Press 14 - 16 April 2021
1 Asep Hendra Gunawan
Public Relations, Protocol And Press Conferences April 14 - 16, 2021
Keprotokolan & Master Of Ceremony 29 - 31 Maret 2021
2 Febrian Arief Prakarsa
Protocol & Master Of Ceremony March 29 – 31, 2021
Penyusunan Perjanjian Kerja Bersama Pasca Undang-Undang Hak Cipta Kerja 25 - 26 Maret 2021
3 Tasya Amri Ghani
Compilation of Collective Labor Agreements After the Copyright Act March 25 – 25, 2021
Metode Penyusunan Legal Drafting dan Legal Writing 30 - 31 Maret 2021
4 Sarah Netanya
Legal Drafting and Legal Writing Methods March 30 – 31, 2021
Omnibus Law UU No. 11/2020 Tentang Cipta Kerja Klaster #1 Perizinan Berusaha Terintegrasi
Secara Elektronik (PBTSE) Melalui OSS Versi 11 14 April 2021
5 Kartika
Omnibus Law Law no. 11/2020 Concerning Job Creation for Cluster #1 Electronically April 14, 2021
Integrated Business Licensing (PBTSE) Through OSS Version 11
Brevet Pajak AB 29 Mei - 25 September 2021
6 Ni Luh Ayounik
AB Tax Brevet May 29 – September 25, 2021
Webinar Pemberdayaan Unit Kearsipan di Lingkungan BUMN 5 Agustus 2021
7 Taufan Tribudi Utomo
Webinar on Empowerment of Archives Unit in BUMN Lingkungan August 5, 2021
Webinar Pemberdayaan Unit Kearsipan di Lingkungan BUMN 5 Agustus 2021
8 Maria Verdina
Webinar on Empowerment of Archives in SOE August 5, 2021
28 Agustus - 12 September,
Pendidikan Khusus Profesi Advokat 2021
9 Sarah Netanya
Special education advocate profession August 28 – September 12,
2021
29 Agustus - 12 September
Pendidikan Khusus Profesi Advokat
10 Rean Afizar August 29 – September 12,
Special education advocate profession
2021
23-27 Agustus 2021
Pendidikan Auditor Hukum
11 Kartika August 23 – 27, 2021
Legal Auditor Education
Pendidikan Khusus Profesi Advokat 01-11 Mei 2021

12 Yuanito Bayu Ardi
Special education advocate profession May 1 – 11, 2021
Pengenalan Bisnis Inspeksi dan Sertifikasi CHSE (internal) 30 August 2021
13 Mia Monika
Introduction to CHSE Inspection and Certification Business (internal) August 30, 2021
14 Maria Verdina
16 Raesita Salim
ISO 37002:2021 Whistleblowing Management System (WMS), Apa dan bagaimana
Penerapannya yang Efektif? 04 September 2021
17 Endah Suhardiyanti
ISO 37002:2021 Whistleblowing Management System (WMS), What is and how is it September 4, 2021
Effectively Implemented?
Annual Report 2021

353

No.
19 Ni Luh Ayounik
20 Ellen Handayanti
21 Maria Verdina
Pelatihan Quatity and Quantity Survey Mineral and Batubara 21 Agustus 2021
22 Yudhistira Adriansyah
Mineral and Coal Quatity and Quantity Survey Training August 21, 2021
BNSP Sertifikasi Kehumasan 15 April 2021
BNSP Public Relations Certification April 15, 2021
Pelatihan Penulisan Siaran Pers (internal) 3 September 2021
Press Release Writing Training (internal) September 3, 2021
THE 30th PR INDONESIA WORKSHOP SERIES: Managing Communication Audit: Challenges,
Procedures, Best Practices 30 September 2021
THE 30th PR INDONESIA WORKSHOP SERIES: Managing Communication Audit: Challenges, September 30, 2021
Procedures, Best Practices
Pelatihan dan Sertifikasi Public Media Relations Officer 16-17, 23-24 September 2021
Public Media Relations Officer Training and Certification September 16-17, 23-24, 2021
29 Raesita Salim
Pelatihan BUMN Bebas Bebas Hoax 10 September 2021
30 Raesita Salim
Hoax-Free SOE Training September 10, 2021
THE 30 PR INDONESIA WORKSHOP SERIES: Managing Communication Audit: Challenges,
th

31 Raesita Salim
Pelatihan dan Sertifikasi Public Relations Manager 16-17, 23-24 September 2021
32 Raesita Salim
Public Relations Manager Training and Certification September 16-17, 23-24, 2021
33 A Samudra
34 A Samudra
Pelatihan dan Sertifikasi Public Media Relations Officer 16-17, 23-24 September 2021
35 A Samudra
Public Media Relations Officer Training and Certification September 16-17, 23-24, 2021
Pelatihan Penulisan Siaran Pers 4 September 2021
36 Lany S
Press Release Writing Training September 4, 2021
Webinar Quo Vadis Jurnalisme VS Korporasi di Era Digital 23 September 2021
37 Lany S
Webinar Quo Vadis Journalism VS Corporations in the Digital Age September 23, 2021


No.
38 Lany S
Public relations and Public Policy: Finding a Balance Between Public and Partners Interests 17 September 2021
40 Lany S
Public relations and Public Policy: Finding a Balance Between Public and Partners Interests September 17, 2021
41 Sagra Dica Febrian
Pelatihan K3 11 September 2021
K3 training September 11, 2021
Webinar Quo Vadis Jurnalisme VS Korporasi di Era Digital 23 September 2021
Webinar Quo Vadis Journalism VS Corporations in the Digital Age September 23, 2021
th

Pelatihan dan Sertifikasi Junior Public Relations Officer 16-17 September 2021
Junior Public Relations Officer Training and Certification September 16-17, 2021
47 Risty Nadya Sabrina
Pelatihan ISO 9001:2015 8 September 2021
ISO 9001:2015 training September 8, 2021
th

Pelatihan dan Sertifikasi Junior Public Relations Officer 16-17 September 2021
Junior Public Relations Officer Training and Certification September 16-17, 2021
Advanced Secretary Program 13-14 Oktober 2021
52 Elen Handayanti
Advanced Secretary Program October 13-14, 2021
Kompetensi Profesi Pengelola Informasi dalam era Transformasi Digital 18 October 2021
53 Maria Verdina
Information Management Professional Competence in the Digital Transformation era October 18, 2021
Pelatihan dan Sertifikasi BNSP Sekretaris/Administrasi Perkantoran 6,7, 10 & 13 November 2021
54 Maria Verdina
BNSP Secretary/Office Administration Training and Certification November 6, 7, 10 & 13, 2021
55 Ellen Handayanti
56 Mia Monika
Annual Report 2021

355
Satuan Pengawas Intern

Internal Supervisory Unit
Satuan Pengawas Intern merupakan salah satu organ pendukung Direksi The Internal Supervisory Unit is one of the supporting organs for the
yang memiliki suatu fungsi pengendalian internal yang mengidentifikasi Board of Directors which has an internal control function that identifies
dan mengukur secara objektif dan independen mengenai keselarasan and measures objectively and independently of the harmony between
antara pelaksanaan aktivitas dengan rencana, kebijakan, peraturan dan the implementation of activities with plans, policies, rules and regulations,
ketentuan, sistem pencatatan dan pelaporan, serta sistem pembinaan a recording and reporting system, as well as a human resource
sumber daya manusia yang telah ditetapkan. development system that has been implemented.
Pembentukan Satuan Pengawas Internal didasari pada Undang-Undang The establishment of the Internal Supervisory Unit is based on Law
No. 19 Tahun 2003 tentang Badan Usaha Milik Negara pasal 67, bahwa No. 19 of 2003 concerning State-Owned Enterprises, article 67, states
di setiap BUMN wajib dibentuk Satuan Pengawasan Intern (SPI) yang that in every SOEs, an Internal Supervisory Unit (SPI) is obliged to form
merupakan aparat pengawasan internal perusahaan. the company’s internal supervisory apparatus.
Piagam Internal Audit Internal Audit Charter
Surveyor Indonesia telah menyusun Piagam Audit Intern Perusahaan Surveyor Indonesia has compiled the Company’s Internal Audit Charter
yang disetujui dan disahkan oleh Direktur Utama dan Komisaris Utama which was approved and ratified by the President Director and President
pada tanggal 21 Desember 2021. Piagam Audit Intern merupakan Commissioner on December 21, 2021. The Internal Audit Charter is a
pernyataan formal untuk menguraikan kewenangan, lingkup dan formal statement to describe the authority, scope and responsibilities of
tanggung jawab Satuan Pengawasan Intern (SPI) Perusahaan. the Company’s Internal Audit Unit (SPI);
Piagam Audit berisikan antara lain: Includes among others:

1. Visi dan misi satuan pengawasan intern 1. Vision and mission of the internal control unit
2. Tujuan Internal Audit 2. Objectives of Internal Audit
3. Struktur dan Kedudukan Dalam Organisasi 3. Structure and Position in the Organization
4. Kewenangan dan Tanggung Jawab 4. Authorities and Responsibilities
5. Kode Etik dan Prinsip Dasar 5. Code of Ethics and Basic Principles
6. Rencana Kerja dan Program Kerja Pengawasan Tahunan (PKPT) 6. Annual Supervision Work Plan and Work Program (PKPT)
7. Program Asurans dan Peningkatan Kapabilitas 7. Assurance and Capacity Building Program
8. Hubungan Kerja dan Koordinasi 8. Working Relations and Coordination
9. Pelaporan 9. Reporting

Pihak yang Mengangkat dan Memberhentikan The Appointing and Dismissing Party
Pejabat atau Kepala SPI diangkat dan diberhentikan oleh Direktur Utama The officer or Head of SPI is appointed and dismissed by. the President
atas persetujuan Dewan Komisaris. Director with the approval of the Board of Commissioners.
Profil Kepala SPI Head of SPI Profile
Abubakar Alhadar
Kepala Satuan Pengawasan Intern
Head of Internal Audit Unit
Kewarganegaraan
Indonesia
Citizenship
Domisili
Jakarta
Domicile
Usia 54 tahun
Age 54 years
Dasar Hukum Penunjukan Surat Keputusan Direksi Nomor SKD-005/DRU-IX/DHC/2020 Tanggal 18 September 2020
Appointment Decree Board of Directors Decree Number SKD-005/DRU-IX/DHC/2020 dated September 18, 2020

1. Kepala Divisi Keuangan dan Akuntansi PT Surveyor Indonesia (2013-2017)

2. Kepala Sektor Bisnis Unit Bisnis Penguatan Institusi & Kelembagaan PT Surveyor Indonesia (2018-2020)
Riwayat Jabatan
1. Head of Finance and Accounting Division of PT Sucofindo (Persero) Tbk (2010-2017)
Career Experience
2. Head of Business Sector, Institutional & Institutional Strengthening Business Unit of PT Sucofindo Indonesia (2018-
2020)
Riwayat Pendidikan S1 Akuntansi Universitas Indonesia tahun 1993

Educational Background Bachelor (S1) of Accounting, University of Indonesia in 1993
Tidak ada hubungan afiliasi dengan anggota Dewan Komisaris, anggota Direksi lainnya, dan pemegang saham utama
Hubungan Afiliasi
There is no affiliation with members of the Board of Commissioners, other members of the Board of Directors and major
Affiliation
shareholders
Annual Report 2021

357
Struktur Organisasi dan Jumlah Karyawan Organizational Structure and Number of

Satuan Pengawasan Intern Employees of Internal Audit Unit
Kepala SPI
Head of SPI
AVP Perencanaan, Monitoring dan

Dukungan Audit AVP Audit
AVP Audit Planning, Monitoring and AVP Audit
Supervision
Struktur dan Kedudukan dalam Organisasi Structure and Position in The Organization
1. SPI adalah unit kerja dalam organisasi PT Surveyor Indonesia 1. SPI is a work unit within the PT Surveyor Indonesia organization
yang membantu Direktur Utama dan Dewan Komisaris dalam that assists the President Director and the Board of Commissioners
menjalankan fungsi Internal Audit untuk mewujudkan tujuan in carrying out the Internal Audit function to realize the Company’s
Perusahaan. goals.
2. Kepala SPI berada langsung di bawah dan bertanggungjawab 2. The Head of SPI is directly under and responsible to the President
kepada Direktur Utama dan dapat berkomunikasi langsung dengan Director and can communicate directly with the Board of Directors,
Direksi, Dewan Komisaris dan Komite Audit untuk menginformasikan Board of Commissioners and Audit Committee to inform various
berbagai hal yang berhubungan dengan aktivitas Internal Audit. matters related to Internal Audit activities.
3. SPI dipimpin oleh seorang Kepala SPI. 3. SPI is led by a Head of SPI.
4. Kepala SPI membawahi AVP Audit dan AVP Perencanaan, 4. Head of SPI oversees AVP Audit and AVP Planning, Monitoring and
Monitoring dan Dukungan Audit. Audit Support.
5. Kepala SPI diangkat dan diberhentikan oleh Direktur Utama atas 5. The Head of SPI is appointed and dismissed by the President Director
persetujuan Dewan Komisaris. with the approval of the Board of Commissioners.
6. Dalam melakukan audit dan riviu Kepala SPI membentuk Tim Audit 6. In conducting audits and reviews, the Head of SPI forms an Audit
yang terdiri dari Supervisor, Ketua Tim dan Anggota Tim. Team consisting of Supervisors, Team Leaders and Team Members.
7. Tim Audit bertanggung jawab secara langsung kepada Kepala SPI. 7. The Audit Team is directly responsible to the Head of SPI.
Dalam menjalankan fungsi pengawasan, Kepala SPI dibantu oleh AVP In carrying out the supervisory function, the Head of SPI is assisted by
Audit, AVP Perencanaan, Monitoring dan Dukungan Audit, Senior AVP Audit, AVP Planning, Monitoring and Audit Support, Senior Auditor,
Auditor, Auditor, Junior Auditor dan Sekretaris dengan rincian personil Auditor, Junior Auditor and Secretary with details of personnel as follows:
sebagai berikut:
Satuan Pengawasan Intern Personil

Internal Audit Unit Personnel
Kepala SPI
1
Head of SPI
AVP Audit
1
AVP of Audit
AVP Dukungan Audit
1
AVP of Audit Support
Tenaga Ahli Utama
1
Main Expert

Satuan Pengawasan Intern Personil

Internal Audit Unit Personnel
Senior Auditor
2
Senior Auditor
Auditor
1
Auditor
Junior Auditor
6
Junior Auditor
Sekretaris/Officer
1
Secretary/Officer
Jumlah
14
Total
Kode Etik Satuan Pengawasan Intern Code of Ethics for Internal Audit Unit
Dalam Piagam Audit Internal disebutkan bahwa seorang Auditor Internal; The Internal Audit Charter states that an Internal Auditor; must have
harus memiliki kode etik kerja yang terdiri dari: Intergritas, Objektivitas, a work ethic code consisting of: Integrity, Objectivity, Confidentiality,
Kerahasiaan, Kompetensi dan Independensi. Karyawan SPI Perusahaan Competence and Independence. SPI Company employees are required
diwajibkan mematuhi Standar Profesi Auditor Internal dan Kode Etik to comply with the Internal Auditor Professional Standards and the
Auditor Internal yang dikeluarkan oleh Asosiasi Auditor Internal, serta Internal Auditor Code of Ethics issued by the Internal Auditor Association,
wajib menjaga kerahasiaan informasi dan/atau data perusahaan terkait and must maintain the confidentiality of company information and/
dengan pelaksanaan tugas dan tanggung jawab Audit Internal kecuali or data related to the implementation of Internal Audit duties and
diwajibkan berdasarkan peraturan perundangan-undangan atau responsibilities unless required to comply with laws and regulations or
penetapan/putusan pengadilan. stipulation/sentence.
Kewenangan dan Tanggung Jawab Authority and Responsibility
Kewenangan Authority
SPI memiliki kewenangan untuk: SPI has the authority to:
1. Melaksanakan kegiatan Internal Audit dan investigasi pada semua 1. Carry out Internal Audit activities and investigations in all Work Units
Unit Kerja PT Surveyor Indonesia, Anak Perusahaan dan Afiliasi of PT Surveyor Indonesia, Subsidiaries and Affiliates in accordance
sesuai peraturan yang berlaku serta mendapatkan dukungan dari with applicable regulations and obtain support from Management.
Manajemen.
2. Memiliki akses yang tak terbatas atas seluruh fungsi, informasi/ 2. Has unlimited access to all functions, information/documents,
dokumen, laporan, personil yang relevan dengan tugas dan fungsi reports, personnel relevant to the duties and functions of Internal
Internal Audit serta bertanggung jawab atas kerahasiaan dokumen Audit and is responsible for the confidentiality of the information
informasi tersebut. documents.
3. Dapat berinteraksi langsung dengan fungsi oversight (Dewan 3. Can interact directly with the oversight function (Board of
Komisaris cq Komite Audit) tanpa kehadiran manajemen. Commissioners cq Audit Committee) without the presence of
management.
4. Melaporkan kepada Direktur Utama dan Komite Audit jika dalam 4. Report to the President Director and the Audit Committee if the
pelaksanaan pemeriksaan dibatasi ruang lingkup pemeriksaannya auditee is limited in the scope of the audit.
oleh auditan.
5. Melakukan komunikasi secara langsung dengan Dewan Direksi, 5. Communicating directly with the Board of Directors, Board of
Dewan Komisaris, dan/atau Komite Audit. Commissioners, and/or the Audit Committee.
6. Melakukan komunikasi dan koordinasi antara eksternal auditor 6. Communicating and coordinating between external auditors and
dengan auditan dalam rangka kegiatan audit. auditees in the context of audit activities.
Annual Report 2021

359
Tanggung Jawab Responsibility

1. Menyusun dan melaksanakan kegiatan internal audit yang berbasis 1. Develop and carry out risk-based internal audit activities,
risiko, investigasi maupun hal-hal yang menjadi perhatian direksi/ investigations as well as matters of concern to the board of directors/
komisaris dan komite audit serta memberikan rekomendasi atas commissioners and the audit committee as well as providing
hasil audit dan melakukan monitoring tindak lanjut sesuai dengan recommendations on audit results and monitoring follow-up actions
standar yang terdapat dalam Standar Internasional Praktik in accordance with the standards contained in the International
Profesional Audit Internal yang ditetapkan oleh The Institute of Standards for Professional Practice of Internal Auditing. determined
Internal Auditors (IIA). by The Institute of Internal Auditors (IIA).
2. Melaksanakan pengawasan melalui kegiatan asurans dan 2. Carry out supervision through assurance and consulting activities in
konsultansi di seluruh unit kerja dan menyampaikan kepada all work units and submit to management.
manajemen.
3. Mengembangkan kompetensi dan kinerja personil Internal Audit 3. Develop competence and performance of Internal Audit personnel
melalui program sertifikasi. through a certification program.
4. Melakukan komunikasi dan koordinasi dengan penyedia assurance 4. Communicating and coordinating with other assurance providers.
lainnya.
Jumlah Karyawan dan Sertifikasi Profesi Total Employees and Professional Certification
Personil Satuan Pengawasan Internal Surveyor Indonesia terdiri dari 14 The personnel of the Indonesian Surveyor Internal Supervision Unit
orang. Seluruh personil memiliki kualifikasi sesuai dengan peraturan consists of 14 people. All personnel have qualifications in accordance
yang berlaku dan memiliki kompetensi yang memadai agar dapat with applicable regulations and have adequate competence in order to
melaksanakan tugas dan tanggung jawabnya. carry out their duties and responsibilities
Berikut adalah nama personil SPI hingga per 31 Desember 2021: The following are the names of SPI personnel as of December 31, 2021:
Nama Karyawan Jabatan

No
Employee Name Position
Kepala SPI
1 Abubakar Alhadar
Head of SPI
AVP Audit
2 Dudy Hermawan
AVP Audit
AVP Perencanaan, Monitoring dan Dukungan Audit
3 Ronny Manurung
AVP Planning, Monitoring and Audit Support
Tenaga Ahli Utama
4 Arief Wardhana
Main Expert
Senior Auditor
5 Teguh Budiyanto
Senior Auditor
Senior Auditor
6 Wahyu Joko Nugroho
Senior Auditor
Auditor
7 Rudy Dharmawan
Auditor
Junior Auditor
8 Dian Elina
Junior Auditor
Junior Auditor
9 David Samosir
Junior Auditor
Junior Auditor
10 Arizal Nur M. P.
Junior Auditor
Junior Auditor
11 Dimas Wibawanto
Junior Auditor
Junior Auditor
12 AA Permata Diah Sari
Junior Auditor

Nama Karyawan Jabatan

No
Employee Name Position
Junior Auditor
13 Syari Widarti
Junior Auditor
Sekretaris
14 Destya Syafira
Secretary
Dalam rangka terus meningkatkan mutu dan kompetensi auditor In order to continuously improve the quality and competence of internal
internal, Perusahaan melakukan program pengembangan kompetensi auditors, the Company conducts a systematic and tiered program of
auditor secara sistematis dan berjenjang. Program tersebut dilakukan auditor competency development. The program is implemented by
dengan mengikutsertakan auditor internal dalam program sertifikasi. involving internal auditors in the certification program.
Daftar karyawan SPI yang telah mengikuti program sertifikasi pada The list of SPI employees who have participated in the certification
tahun 2021 adalah sebagai berikut: program in 2021 is as follows:
1. Syari Widarti 1. Syari Widarti
2. Teguh Budiyanto 2. Teguh Budiyanto
3. Arizal Nur Maulana P 3. Arizal Nur Maulana P
Pelaksanaan Tugas dan Tanggung Jawab Implementation of Duties and Responsibilities
Sepanjang tahun 2021, SPI telah melaksanakan tugas dan tanggung Throughout 2021, SPI has carried out its duties and responsibilities as
jawabnya sebagai berikut: follows:
1. Laporan Hasil Pemeriksaan 1. Examination Result Report
Judul LHP Tanggal Terbit LHP

No. No. LHP
LHP Title LHP Publish Date
Laporan Hasil Pemeriksaan Internal Divisi Bisnis Infrastruktur (DB INFRAS) 08 Juni 2021
1 LHP-01/SPI-VI/2021
Infrastructure Business Division Internal Audit Report (DB INFRAS) June 8, 2021
Laporan Hasil Pemeriksaan Internal Program Kemitraan di Unit Tanggung Jawab Sosial
Lingkungan (U TJSL) 10 Juni 2021
Report of Internal Audit Results of the Partnership Program at the Environmental Social June 10, 2021
Responsibility Unit (U TJSL)
Laporan Hasil Pemeriksaan Internal Cabang Jakarta (SIJAK) 25 Juni 2021
Jakarta Branch Internal Audit Report (SIJAK) June 25, 2021
Laporan Hasil Pemeriksaan Internal Cabang Madya Makassar (SIMAK) 27 Juli 2021
4 LHP-04/SPI-VII/2021
Makassar Intermediate Branch Internal Audit Report (SIMAK) July 27, 2021
Laporan Hasil Pemeriksaan Internal Cabang Madya Semarang (SISMA) 30 Agustus 2021
5 LHP-05/SPI-VIII/2021
Intermediate Branch Internal Examination Report Semarang (SISMA) August 30, 2021
Laporan Hasil Pemeriksaan Internal Cabang Madya Balikpapan (SIBPP) 26 Oktober 2021
6 LHP-06/SPI-X/2021
Balikpapan Intermediate Branch Internal Audit Report (SIBPP) October 26, 2021
Laporan Hasil Pemeriksaan Internal Cabang Utama Pekanbaru (SIPKU) 9 November 2021
7 LHP-07/SPI-XI/2021
Pekanbaru Main Branch Internal Inspection Report (SIPKU) November 9, 2021
Laporan Hasil Pemeriksaan Internal Cabang Madya Medan (SIMED) 6 November 2021
8 LHP- 08/SPI-XI/2021
Medan Intermediate Branch Internal Examination Report (SIMED) November 6, 2021
Laporan Hasil Pemeriksaan Internal Cabang Utama Surabaya (SISUB) 23 Desember 2021
9 LHP-09/SPI-XII/2021
Report of Internal Examination Result of Surabaya Main Branch (SISUB) December 23, 2021
Laporan Hasil Pemeriksaan Internal Cabang Utama Palembang (SIPAL) 24 Desember 2021
Palembang Main Branch Internal Examination Report (SIPAL) December 24, 2021
Laporan Hasil Pemeriksaan Internal Divisi Bisnis Oil Gas and Energy 27 Desember 2021
Report of Internal Audit Result of Oil Gas and Energy Business Division December 27, 2021
Annual Report 2021

361
2. Laporan Hasil Review 2. Review Result Report

No. No. LHP
Laporan Hasil Reviu Kinerja dan Perhitungan KPI Divisi Bisnis Periode Tahun 2020
14 April 2021
1 LHR – 01 /SPI-IV/2021 Report on the Results of the Business Division’s Performance Review and KPI Calculations
April 14, 2021
for the Year 2020
Laporan Hasil Reviu Kinerja dan Perhitungan KPI Cabang Utama, Madya, dan Pratama
Periode Tahun 2020 14 April 2021
2 LHR – 02 /SPI-IV/2021
Performance Review Report and KPI Calculation for Main, Intermediate, and Primary April 14, 2021
Branches for the Year 2020
Laporan Hasil Reviu Sistem Pengendalian Intern (SISDALIN) Cabang Utama Palembang
(SIPAL) 23 Desember 2021
3 LHR – 03 /SPI-XII/2021
Report on the Result of Internal Control System Review (SISDALIN) Palembang Main December 23, 2021
Branch (SIPAL)
Laporan Hasil Reviu Sistem Pengendalian Intern (SISDALIN) Divisi Bisnis Oil Gas & Energy 27 Desember 2021
4 LHR – 04 /SPI-XII/2021
Internal Control System Review Report (SISDALIN) Oil Gas & Energy Business Division December 27, 2021
3. Laporan Hasil Monitoring 3. Monitoring Result Report

No. No. LHP
Laporan Hasil Monitoring Tindak Lanjut Temuan BPK RI Semester II Tahun 2020
16 April 2021
1 LHM-01/SPI-BPK/II/2021 Report on the Results of Monitoring the Follow-up to the Findings of BPK RI in Semester
April 16, 2021
II of 2020
Laporan Hasil Monitoring Tindak Lanjut Temuan SPI Tahun 2019 dan 2020 Per Triwulan
I Tahun 2021 25 April 2021
2 LHM-01/SPI/IV/2021
Report on the results of the follow-up monitoring of SPI findings in 2019 and 2020 as of April 25, 2021
the first quarter of 2021
Laporan Hasil Monitoring Tindak Lanjut Temuan BPK RI Semester I Tahun 2021
LHM-02/SPI-BPK/ 24 Juli 2021
3 Report on the results of monitoring the follow-up to the findings of BPK RI in the first
VII/2021 July 24, 2021
semester of 2021
Laporan Hasil Monitoring Tindak Lanjut Temuan SPI Tahun 2019, 2020 dan 2021 Per
Triwulan II Tahun 2021 29 Oktober 2021
4 LHM-03/SPI/X/2021
Report on the results of the follow-up monitoring of SPI findings for 2019, 2020 and 2021 October 29, 2021
as of the second quarter of 2021
Laporan Hasil Monitoring Tindak Lanjut Temuan SPI Tahun 2020 dan 2021 Per Triwulan
III Tahun 2021 6 Desember 2021
5 LHM-04/SPI/XII/2021
Report on the results of the follow-up monitoring of SPI findings in 2020 and 2021 as of December 6, 2021
the third quarter of 2021
4. Laporan Pendampingan 4. Assistance Report

No. No. LHP
Laporan Hasil Pendampingan KAP Paul, Hadiwinata, Hidajat, Arsono, Retno, Palilingan
dan Rekan dalam Rangka Pemeriksaan Laporan Keuangan PT Surveyor Indonesia dan
Anak Perusahaan Tahun Buku 2020 31 Maret 2021
1 LHP-01/SPI-III/2021
Report on the Results of Mentoring by KAP Paul, Hadiwinata, Hidajat, Arsono, Retno, March 31, 2021
Palilingan and Partners in the Context of Auditing Financial Statements PT Surveyor
Indonesia and Subsidiaries Fiscal Year 2020

Hasil Temuan Audit Tahun 2021 2021 Audit Findings
Sepanjang tahun 2021, Perusahaan terdapat 1 (satu) temuan audit atas Throughout 2021, the Company has 1 (one) audit finding on compliance
kepatuhan terhadap pengendalian intern dan masih dalam proses with internal control and is still in the process of following up on this in
tindak lanjut atas hal tersebut pada tahun 2021 dan akan diselesaikan 2021 and will be completed in 2022.
pada tahun 2022
Pada Tahun 2021, SPI menyusun program pendidikan dan pelatihan In 2021, SPI prepares education and training programs in the context of
dalam rangka peningkatan kompetensi untuk membantu pelaksanaan increasing competence to assist in carrying out its duties, with details
tugasnya, dengan rincian sebagai berikut: as follows:
Nama Karyawan Jabatan Training Sertifikasi Industri

No
Employee Name Position Industry Certification Training
Diklat khusus kepala SPI + Assessment
Kepala SPI Special training for the head of SPI + Assessment
1 Abubakar Alhadar
Head of SPI Seminar
Seminar
Program Gelar CPFA
CPFA Degree Program
Kepala Bagian Dukungan Audit Effective Internal Control Concept &
2 Ronny Manurung
Head of the Audit Support Implementation
Effective Internal Control Concept &
Implementation
Pengelolaan Tugas Audit Assessment
Kepala Bagian Audit Measurement
3 Dudy Hermawan
Head of Audit Seminar dan Pengukuran PIA
PIA Seminar and Measurement
Audit Forensik Dasar
Basic Forensic Audit
Tenaga Ahli Utama Effective Internal Control Concept &
4 Arief Wardhana
Main Expert Implementation
Effective Internal Control Concept &
Implementation
Audit Forensik Dasar
Auditor Basic Forensic Audit
5 Rudy Dharmawan
Auditor Self Assessment Internal Control
Self Assessment Internal Control
Komunikasi dan Psikologi Audit
Senior Auditor Communication and Audit Psychology
6 Teguh Budiyanto
Senior Auditor Audit Operasonal
Operational Audit
Senior Auditor Communication and Audit Psychology
7 Wahyu Joko Nugroho
Senior Auditor Audit Operasional
Operational Audit
Audit Internal Berbasis Risiko
Junior Auditor Risk Based Internal Audit
8 AA Permata Diah Sari
Junior Auditor Audit Forensik Dasar
Basic Forensic Audit
Annual Report 2021

363
Nama Karyawan Jabatan Training Sertifikasi Industri

No
Employee Name Position Industry Certification Training
Junior Auditor Communication and Audit Psychology
9 David Samosir
Junior Auditor Audit Operasional
Operational Audit
Audit Kecurangan + Assessment
Junior Auditor Fraud Audit and Assessment
10 Dian Elina
Junior Auditor Pengelola Tugas-Tugas Audit + Assessment
Manager of Audit and Assessment Tasks
Pengelola Tugas-Tugas Audit + Assessment
Junior Auditor Manager of Audit and Assessment Tasks
11 Syari Widati
Junior Auditor Audit Kecurangan + Assessment
Fraud Audit and Assessment
Audit Operasional
Junior Auditor Operational Audit
12 Arizal
Junior Auditor Pengelola Tugas-Tugas Audit + Assessment
Manager of Audit and Assessment Tasks
Junior Auditor Communication and Audit Psychology
13 Dimas Wibawanto
Junior Auditor Audit Operasional
Operational Audit
Junior Officer SPI Dasar-Dasar Audit
14 Destya
SPI Junior Officer Audit Basics
Staf Internal Auditor SMK3 Batch 2
15 Arizal Nur Maulana P
Internal Auditor Staf SMK3 Batch 2
Staf Internal Auditor CHSE Batch 1
16 Syari Widarti
Internal Auditor Staf CHSE Batch 1
Senior Internal Auditor QNQ Minba Batch 1
17 Teguh Budiyanto
Senior Internal Auditor QNQ Minba Batch 1
Program Kerja SPI 2022 SPI 2022 Work Program
Program kerja yang menjadi prioritas untuk dilaksanakan tahun 2022: Priority work programs to be implemented in 2022:
Objek Tugas Tujuan

No.
Task Object Objective
Bagian Audit
Audit Section
Bertujuan untuk menilai kecukupan pengendalian internal, pengelolaan
sistem manajemen risiko pada kegiatan operasional secara komprehensif
meliputi pengelolaan proyek, keuangan, teknologi informasi, fungsi SDM dan
pengadaan barang/jasa serta memberikan saran/rekomendasi yang bersifat
Audit dan Reviu korektif dan preventif.
1
Audit and Review Aims to assess the adequacy of internal control, comprehensive management
of risk management systems in operational activities covering project
management, finance, information technology, HR functions and procurement
of goods/services as well as providing corrective and preventive advice/
recommendations.
Memiliki tujuan tertentu atas permintaan Direksi, berdasarkan pengaduan
terhadap Unit Kerja ataupun setelah ada indikasi awal terjadinya fraud yang
Audit Khusus didapatkan pada saat dilakukannya General Audit.
2
Special Audit Having a specific purpose at the request of the Board of Directors, based on
a complaint against the Work Unit or after an initial indication of fraud was
obtained during the General Audit.

Objek Tugas Tujuan

No.
Konsultansi Meningkatkan kinerja dari fungsi dan tugas pokok Unit Kerja.
3
Consultancy Improve the performance of the main functions and duties of the Work Unit.
Program Rutin
Regular Program
Penyusunan PKPT berbasis Risiko SPI mempunyai program kerja yang disusun berbasis risiko.
4
Risk-based PKPT preparation SPI has a risk-based work program.
Memberikan informasi kepada manajemen terkait rencana dan realisasi
kegiatan SPI secara periodik serta dapat memantau pencapaian target
Laporan Manajemen bulanan dan tahunan
5 pekerjaan.
Monthly and annual Management Report
Provide information to management regarding the plan and realization of SPI
activities periodically and can monitor the achievement of work targets.
Memberikan informasi kepada manajemen terkait target dan realisasi
Perencanaan dan Progress Realisasi KPI SPI (tw I, tw II, tw III, tw IV) Dan pencapaian KPI SPI secara periodik serta menganalisa penyebab tidak
KPI Individu SPI tercapainya target KPI.
6
Planning and Progress of SPI KPI Realization (tw I, tw II, tw III, tw IV) and Provide information to management regarding targets and realization of KPI
Individual SPI KPIs SPI achievement on a periodic basis and analyze the causes of not achieving
KPI targets.
Melakukan pemetaan risiko yang ada di SPI serta membuat mitigasi untuk
meminimalkan risiko, memastikan mitigasi risiko yang dilakukan tepat
Penyusunan dan Pemantauan Risiko SPI
7 sasaran.
SPI Risk Preparation and Monitoring
Carry out risk mapping in SPI and make mitigations to minimize risk, ensure
that risk mitigation is carried out on target.
Pelaksanaan Keterlibatan Lintas Unit (KPKU, SMAP,GCG, SMK3, SMKI)
SPI terlibat membantu manajemen dalam suksesnya program korporasi.
8 Implementation of Cross-Unit Involvement (KPKU, SMAP, GCG, SMK3,
SPI is involved in assisting management in the success of corporate programs.
SMKI)
Monitoring Tindak Lanjut:
a. Eksternal : Rekomendasi KAP dan BPK RI (jika ada) Memastikan tindaklanjut telah dilakukan dan sesuai dengan rekomendasi
b. Internal : Rekomendasi SPI auditor serta didukung dengan bukti nya.
9
Follow-up Monitoring: Ensuring that follow-up has been carried out in accordance with the auditor’s
a. External : Recommendations from KAP and BPK RI (if any) recommendations and supported by the evidence.
b. Internal : SPI recommendation
SPI terlibat dalam Tim GCG untuk membantu manajemen dalam
menindaklanjuti parameter yang dipersyaratkan dalam penilaian GCG
Monitoring Tindak Lanjut Area of Improvement GCG SPI
10 khususnya di SPI.
Monitoring Follow-up Areas of Improvement GCG SPI
SPI is involved in the GCG Team to assist management in following up on the
parameters required in the GCG assessment, especially in SPI.
Memastikan bahwa perhitungan KPI yang dibuat oleh Unit kerja telah sesuai
dengan prosedur KPI yang telah ditetapkan serta dilengkapi dengan bukti
Reviu KPI Unit Kerja (DBS /Cabang)
11 pendukung.
KPI Review of Work Units (DBS / Branches)
Ensure that the KPI calculations made by the work unit are in accordance with
the established KPI procedures and are equipped with supporting evidence.
Menjadi mediator antara KAP dan manajemen agar terjalin komunikasi
yang selaras, memastikan data yang diminta KAP terpenuhi, melakukan
Pendampingan KAP Tahun Buku 2022: penyaringan/screening data dari unit sebelum diberikan kepada KAP,
1. Pengadaan KAP memberikan jawaban kepada KAP atas pertanyaan mereka dimana jawaban
2. Pelaksanaan Audit Laporan Keuangan tersebut sebelum nya dikoordinasikan dahulu dengan unit terkait.
12
KAP Assistance for Financial Year 2022: Being a mediator between KAP and management so that there is harmonious
1. Procurement of KAP communication, ensuring the data requested by KAP is fulfilled, screening/
2. Implementation of Financial Report Audit screening data from the unit before it is given to KAP, providing answers to
KAP for their questions where the answers are previously coordinated with
the related unit.
Memonitor bahwa pemangku jabatan yang telah ditetapkan SKD telah
Monitoring pengisian LHKPN melaporkan LHKPN ke KPK.
13
Monitoring LHKPN filling Monitor that the office holders who have been assigned by the SKD have
reported the LHKPN to the KPK.
Annual Report 2021

365
Objek Tugas Tujuan

No.
1. Melakukan kontrol atas semua aktivitas program kerja SP agar dapat
berjalan sesuai dengan jadwal.
2. Melakukan kontrol terhadap seluruh anggaran SPI
14 Forum Group Discussion Unit Supporting
1. Controlling all SP work program activities so that they can run according
to schedule.
2. Controlling the entire SPI budget
SPI mempunyai program kerja yang disusun berbasis risiko.
15 Controlling Activity & Budget
SPI has a risk-based work program.
Melakukan pemantauan Kinerja dan Laporan Keuangan bersama Komite
Reviu Kinerja dan Laporan Keuangan Bulanan Audit, DKA, DPKMR setiap bulan sebelum Rapat Gabungan BOC dan BOD.
16
Monthly Performance Review and Financial Report Monitoring Performance and Financial Reports with the Audit Committee,
DKA, DPKMR every month before the Joint BOC and BOD Meetings.
Program Non Rutin

Non-Regular Program
A. Pelaksanaan Quality Assurance (QA) Kapabilitas Memetakan Area of Improvement

A. Implementation of Quality Assurance (QA) Capabilities Mapping Areas of Improvement
B. Tindak Lanjut Area of Improvement Kapabilitas SPI:

17 1. Penyempurnaan Prosedur/Kebijakan Internal SPI, Melakukan perbaikan/improvement sesuai standar IACM (Internal Audit
2. Pengembangan Kompetensi Personil SPI. Capability Mode!) dan melakukan self assessment agar dapat naik ke level
3. Penyusunan Jobdesc Officer & Revisi Jobdesc Auditor. berikutnya
B. Follow-up Areas of Improvement of SPI Capabilities: Carry out repairs / improvements according to IACM (Internal Audit Capability
1. Improvement of Internal SPI Procedures/Policies, Model) standards and carry out self-assessments so that they can go up to
2. Competence Development of SPI Personnel. the next level
3. Preparation of Jobdesc Officer & Revision of Jobdesc Auditor.
Penyempurnaan Sistem Pengendalian Intern :
a. Penyusunan Pedoman Sisdalin Memiliki pedoman, memastikan sistem pengendalian intern berjalan dengan
b. Penyusunan Pedoman Evaluasi Sisdalin efektif, efisen dan sesuai kepatuhan peraturan yang berlaku, serta dapat
c. Evaluasi Efektivitas Sisdalin Korporat. melakukan evaluasi atas penerapan sisdalin pada korporat.
18
Improvement of the Internal Control System: Have guidelines, ensure that the internal control system is effective, efficient
a. Preparation of Sisdalin Guidelines and in compliance with applicable regulations, and can evaluate the
b. Preparation of Sisdalin Evaluation Guidelines implementation of sisdalin in corporate.
c. Evaluation of the Effectiveness of Sisdalin Corporate.
Memiliki aplikasi yang terintegrasi dari proses pembuatan proposal sampai
dengan monitoring tindak lanjut untuk mendukung pelaksanaan fungsi
Pengembangan Aplikasi e-audit
19 internal audit secara menyeluruh.
e-audit Application Development
Have an integrated application from the proposal-making process to follow-up
monitoring to support the overall implementation of the internal audit function.
Agar fungsi Internal Audit dapat menjadi pertahanan lapis ketiga dengan
baik yang memiliki kewenangan yang jelas dan ditetapkan oleh Direksi dan
Pemutakhiran Audit Charter Dewan Komisaris.
20
Audit Charter Update So that the Internal Audit function can be a good third line of defense that has
clear authority and is determined by the Board of Directors and the Board of
Commissioners.

Penilaian Kinerja SPI SPI Job Assessment
Tahun 2021, SPI telah menjalankan tugas dan tanggungjawabnya In 2021, SPI has carried out its duties and responsibilities in accordance
sesuai dengan Key Performance Indocator (KPI) yang telah ditetapkan, with the established Key Performance Indicators (KPI), the realization of
Realisasi KPI Divisi Perencanaan Korporat dan Manajemen Risiko Tahun KPIs for the Corporate Planning and Risk Management Division in 2021
2021 adalah sebagai berikut: is as follows:
Penjelasan atas
Bobot
Ketidaktercapaian
KPI Satuan Target (%} Realisasi Pencapaian Polaritasi Performa Skor
No Target KPI
KPI Unit Target Weight Realization Achievement Polarity Performance Score
Explanation of KPI
(%}
Target Failure
A. Nilai Ekonomi dan Sosial Untuk Indonesia
Finansial
Financial
Pengendalian
1 Anggaran % 97% 10% 94,51% 97,4% Minimized 1,2 12,00% Done
Budget Control
Operasional
Operational
Perencanaan
Audit Operasional
Desember 12 Maret
Berbasis Faktor
Waktu 2021 2021
2 Risiko 15% Minimized 1,2 18,00% Done
Time December March 12,
Risk Factor-Based
2021 2021
Operational Audit
Planning
Verifikasi
Penyelesaian
Tindak Lanjut
Temuan Audit SPI
Tahun 2020
3 % 75% 15% 99,12% 132,2% Maximize 1,2 18,00% Done
Verification of
Completion of
Follow-up SPI
Audit Findings in
2020
November 29 Oktober
Review Kebijakan Waktu 2021 2021
4 10% Minimized 1,2 12,00% Done
Policy Review Time November October 29,
2021 2021
Realisasi Mitigasi
Risiko
5 % 95% 5% 1,00 105,3% Maximize 1,2 6,00% Done
Realization of Risk
Mitigation
Annual Report 2021

367
Penjelasan atas
Bobot
Ketidaktercapaian
KPI Satuan Target (%} Realisasi Pencapaian Polaritasi Performa Skor
No Target KPI
KPI Unit Target Weight Realization Achievement Polarity Performance Score
Explanation of KPI
(%}
Target Failure
C. Technology Leadership
Desain Sistem
20
Monitoring Oktober
September
Internal Audit Waktu 2021
6 10% 2021 Minimized 1,2 12,00% Done
Internal Audit Time October
September
Monitoring System 2021
20, 2021
Design
Optimalisasi
Sistem Informasi
sebagai
Pendukung Audit Jumlah
7 2 10% 3 150,0% Maximize 1,2 12,00% Done
Optimization Total
of Information
Systems as Audit
Support
D. Investment Increase
Implementasi Pelaksanaan SMAP
SMAP* Waktu tepat waktu di TW3
8 TW3 5% TW3 100,0% Minimized 1 5,00%
Implementation of Time Implementation of
SMAP* SMAP on time in TW3
Excellence
Process Index Indeks
9 4,5 10% 5,00 111,1% Maximize 1,2 12,00% Done
Excellence Process Index
Index
Peningkatan
Pengetahuan/ Jam/
Pelatihan Orang
10 24 5% 67,0 279,2% Maximize 1,2 5,00% Done
Knowledge Hours/
Improvement/ Person
Training
Internalisasi
Budaya
(AKHLAK) Skor
11 67 5% 81,54 121,7% Maximize 1,2 6,00% Done
Cultural Score
Internalization
(AKHLAK)
JUMLAH
100% 119,00%
TOTAL

Akuntan Publik
Public Accountant
Audit oleh pihak eksternal merupakan bagian dari sistem pengendalian Audit by external parties is part of the internal control system for
internal untuk keyakinan yang memadai mengenai “keandalan” adequate assurance regarding the “reliability” of financial reporting and
pelaporan keuangan dan kesesuaian dengan prinsip akuntansi conformity with generally accepted accounting principles, compliance
yang berlaku umum, kepatuhan terhadap peraturan perundangan- with laws and regulations and the internal control system.
undangan, dan sistem pengendalian internal.
Penetapan dan Mekanisme Penunjukan Determination and the Mechanism for the
Akuntan Publik Appointment of a Public Accountant
Penetapan Kantor Akuntan Publik (KAP) dilakukan dalam Rapat Umum he determination of the Public Accounting Firm (KAP) was carried out
Pemegang Saham Tahunan tanggal 30 Juni 2021 dan menunjuk KAP at the Annual General Meeting of Shareholders on June 30, 2021 and
Paul Hadiwinata, Hidajat, Arsono, Retno, Palilingan & Rekan untuk appointed KAP Paul Hadiwinata, Hidajat, Arsono, Retno, Palilingan &
mengaudit Laporan Keuangan Konsolidasian Perusahaan dan Laporan Partners to audit the Company’s Consolidated Financial Statements and
Keuangan Pendanaan UMK untuk Tahun Buku 2021. Financial Statements for the UMK Funding for the Financial Year 2021.
Tahapan mekanisme penunjukan Akuntan Publik adalah sebagai The stages of the mechanism for the appointment of a Public Accountant
berikut: are as follows:
1. Dewan Komisaris melalui Komite Audit melakukan proses 1. The Board of Commissioners through the Audit Committee
penunjukan calon auditor ekstenal sesuai dengan ketentuan conducts the process of appointing a candidate for external auditor
pengadaan barang dan jasa, apabila diperlukan dapat meminta in accordance with the provisions for the procurement of goods and
bantuan Direksi dalam proses penunjukannya. services, if necessary, may request assistance from the Board of
Directors in the appointment process.
2. Dewan Komisaris wajib menyampaikan kepada RUPS mengenai 2. The Board of Commissioners is required to submit to the GMS
alasan pencalonan tersebut dan besamya honorarium/imbal jasa the reasons for the nomination and the amount of the proposed
yang diusulkan untuk auditor eksternal tersebut. honorarium/remuneration for the external auditor.
3. Auditor eksternal yang ditetapkan oleh RUPS harus diikat dengan 3. The external auditor appointed by the GMS must be bound by a
kontrak/perjanjian yang memuat hak dan kewajiban masing- contract/agreement that contains the rights and obligations of each
masing pihak. party.
4. Pemberian jasa audit umum atas laporan keuangan Perusahaan 4. The provision of general audit services on the Company’s financial
dapat dilakukan oleh KAP paling lama untuk 6 (enam) tahun buku statements can be carried out by KAP for a maximum of 6 (six)
berturut-turut dan oleh seorang Akuntan Publik paling lama untuk 3 consecutive financial years and by a Public Accountant for a
(tiga) tahun buku berturut-turut. maximum of 3 (three) consecutive financial years.
5. Auditor Eksternal harus memiliki akses atas semua catatan akuntansi 5. The External Auditor must have access to all necessary accounting
dan data penunjang yang diperlukan sehingga memungkinkan records and supporting data so that it is possible to provide his
memberikan pendapatnya tentang kewajaran, ketaat-azasan, opinion on the fairness, compliance, and conformity of the Company’s
dan kesesuaian laporan keuangan Perusahaan dengan standar financial statements with Indonesian financial accounting standards.
akuntansi keuangan Indonesia.
6. Ketentuan terkait penunjukkan calon auditor eksternal (pengadaan 6. Provisions related to the appointment of external auditor candidates
jasa konsultan yang diwajibkan oleh peraturan perundang- (procurement of consultant services required by laws and
undangan) dituangkan dalam Kebijakan Pengadaan Barang/Jasa. regulations) are stated in the Goods/Services Procurement Policy.
Annual Report 2021

369
Akuntan Publik dan Biaya Periode 5 Tahun Public Accountant and Fees for the Last 5
Terakhir Years
Kantor Akuntan Publik Perusahaan sejak tahun 2017 hingga 2021, The Company’s Public Accounting Firms from 2017 to 2021, are as
adalah sebagai berikut: follows:
Tahun Buku 2021

2021 Fiscal Period
Paul Hadiwinata, Hidajat, Arsono, Retno, Palilingan & Rekan
Public accounting firm
No. Izin KAP
KMK No. 855/KM.1/2017
permit number
Akuntan Publik
Paul Hadiwinata
Public Accountant
No. Izin Akuntan Publik
AP.0261
Public Accountant License Number
Mengaudit Laporan Keuangan Konsolidasian Perusahaan dan Laporan Keuangan Program Kemitraan dan Bina
Lingkup Penugasan Lingkungan untuk Tahun Buku 2021.
Field of Assignment Auditing the Company’s Consolidated Financial Statements and Financial Statements for the Partnership and Community
Development Program for the 2021 Financial Year.
Laporan Audit Yang Diterbitkan Tidak Ada
Published Audit Report None
Biaya (Rp) Rp680.400.000
Fee (IDR) IDR680,400,000
Tahun Buku 2020

2020 Fiscal Period
Paul Hadiwinata, Hidajat, Arsono, Retno, Palilingan & Rekan
No. Izin KAP
KMK No. 855/KM.1/2017
permit number
Akuntan Publik
Paul Hadiwinata
Public Accountant
AP.0261
Mengaudit Laporan Keuangan Konsolidasian Perusahaan dan Laporan Keuangan Program Kemitraan dan Bina
Lingkup Penugasan Lingkungan untuk Tahun Buku 2020.
Field of Assignment Auditing the Company’s Consolidated Financial Statements and Financial Statements for the Partnership and Community
Development Program for the 2020 Financial Year.
Laporan Audit Yang Diterbitkan Tidak Ada
Published Audit Report None
Biaya (Rp) 630.000.000 (tidak termasuk out of pocket expenses)
Fee (IDR) 630,000,000 (excluding taxes and out of pocket expenses)

Tahun Buku 2019

2019 Fiscal Period
Amir Abadi Jusuf, Aryanto, Mawar & Rekan (RSM)
No. Izin KAP
KMK No. 477/KM.1/2015
permit number
Akuntan Publik
Donny Iskandar Maramis
Public Accountant
AP/KM.1//11/2017
Lingkup Penugasan Audit atas laporan keuangan tahun buku 2019.
Field of Assignment An audit of the financial statements for the 2019 financial year.
1. Audit Kepatuhan terhadap Peraturan Perundangan-undangan dan Pengendalian Intern
2. Audit atas Penerapan Prosedur yang Disepakati Mengenai Evaluasi Kinerja Perusahaan
3. Audit atas Penerapan Prosedur yang Disepakati Mengenai Evaluasi Kinerja Berdasarkan Key Performance Indicator
(KPI)
4. Audit atas Laporan Keuangan Program Kemitraan dan Bina Lingkungan
5. Audit atas Laporan Keuangan entitas anak (PT SCCI)
Laporan Audit Yang Diterbitkan 6. Audit atas Laporan Keuangan entitas anak Surveyor Indonesia
Published Audit Report 1. Compliance Audit with Legislation and Internal Control
2. An Audit of the Implementation of the Procedures that were Agreed on the Evaluation of Company Performance
3. Audit on the Implementation of Agreed Procedures Regarding Performance Evaluation Based on Key Performance
Indicators (KPI)
4. Audit of the Partnership and Community Development Program Financial Report
5. Audit of the financial statements of a subsidiary, PT SCCI
6. An audit of the financial statements of Surveyor Indonesia subsidiaries
Biaya (Rp) 654.792.000 (tidak termasuk out of pocket expenses)
Tahun Buku 2018

2018 Fiscal Period
Rama Wendra
No. Izin KAP
KEP-353/KM.6/2004
permit number
Akuntan Publik
Acep Kusmayadi, Ak., CA., CPA.
Public Accountant
AP/KM.1//10//KM.1//05/2016
(KPI)
Indicators (KPI)
Biaya (Rp) 640.000.000 (tidak termasuk pajak dan out of pocket expenses)
Annual Report 2021

371
Tahun Buku 2017

2017 Fiscal Period
Rama Wendra
No. Izin KAP
KEP-353/KM.6/2004
permit number
Akuntan Publik
Acep Kusmayadi, Ak., CA., CPA.
Public Accountant
AP/KM.1//10//KM.1//05/2016
(KPI)
Indicators (KPI)
Biaya (Rp) 600.000.000 (tidak termasuk pajak dan out of pocket expenses)

Fungsi Manajemen Risiko

Risk Management Functions
Perusahaan membentuk Fungsi Manajemen Risiko yang ditempatkan The Company established a Risk Management Function which is placed
di bawah Divisi Perencanaan Korporat & Manajemen Risiko, bersama- under the Corporate Planning & Risk Management Division, together
sama dengan Fungsi Perencanaan & Manajemen Kinerja, serta Fungsi with the Planning & Performance Management Function, as well as the
Sistem Manajemen Terpadu & K3L. Integrated Management System & K3L Function.
Struktur Organisasi Fungsi Manajemen Risk Management Function Organizational

Risiko Structure
Berdasarkan Keputusan Direksi No. SKD-001/DRU-X/DHC/2021 tentang Based on the Decree of the Board of Directors No. SKD-001/DRU-X/
Struktur Organisasi Perusahaan, struktur dan kedudukan Fungsi DHC/2021 concerning the Company’s Organizational Structure, structure
Manajemen Risiko merupakan bagian dari Divisi Perencanaan Korporat and position of the Risk Management Function is part of the Corporate
& Manajemen Risiko di bawah Direktorat Keuangan & Manajemen Risiko, Planning & Risk Management Division under the Directorate of Finance &
dengan bagan seperti yang terlihat di bawah ini: Risk Management, with a chart as shown below:
Direktorat Keuangan dan Manajemen Risiko

Directorate of Finance and Risk Management
Divisi Perencanaan Korporat dan Manajemen Risiko

Corporate Planning and Risk Management Division
Fungsi Perencanaan dan Bagian Sistem Manajemen Terpadu &

Manajemen Kerja Fungsi Manajemen RIsiko K3L
Function of Planning and Risk Management Function Integrated Management System &
Performance Management K3L Functions
Annual Report 2021

373
Pihak yang Mengangkat dan Memberhentikan Parties Appointing and Dismissing Risk
Pejabat Pengelola Manajemen Risiko Management Officers
Pejabat pengelola Fungsi Manajemen Risiko diangkat dan diberhentikan The Managing Officer of the Risk Management Function is appointed and
oleh Direktur Utama berdasarkan Surat Keputusan Direksi (SKD). Fungsi dismissed by the President Director based on the Decree of the Board of
Manajemen Risiko merupakan bagian dari Divisi Perencanaan Korporat Directors (SKD). The Risk Management function is part of the Corporate
& Manajemen Risiko. Pengangkatan dan pemberhentian Kepala Divisi Planning & Risk Management Division. The appointment and dismissal of
Perencanaan Korporat & Manajemen Risiko mengikuti ketentuan the Head of the Corporate Planning & Risk Management Division follows
dan tata cara pengangkatan pejabat struktural Perusahaan melalui the provisions and procedures for the appointment of structural officers
Keputusan Direksi. of the Company through a Decree of the Board of Directors.
Pejabat Pengelola Manajemen Risiko dan Risk Management Management Officer and
Dasar Pengangkatan Appointment Basis
Tahun 2021, Kepala Divisi Perencanaan Korporat & Manajemen Risiko In 2021, Head of the Corporate Planning & Risk Management Division,
yang salah satunya juga bertanggung jawab terhadap penerapan one of which is also responsible for the implementation of the risk
fungsi manajemen risiko di Perusahaan dijabat oleh David Januardi. management function in the Company held by David Januardi. His profile
Profil beliau dapat dilihat pada bagian Profil Pejabat Eksekutif pada Bab can be seen in the Executive Officer Profile section of the Company
Profil Perusahaan di Laporan Tahunan ini. Profile Chapter of this Annual Report.
Pedoman Kerja Fungsi Manajemen Risiko Risk Management Function Work Guidelines
Dalam menjalankan tugas dan fungsinya, pelaksanaan tugas dan fungsi In carrying out its duties and functions, the implementation of the
manajemen risiko berpedoman pada tugas pokok dan fungsi yang duties and functions of risk management is guided by the main
diatur dalam Surat Keputusan Direksi (SKD) tentang Struktur Organisasi duties and functions stipulated in the Decree of the Board of Directors
Perusahaan, Tugas dan Tanggung Jawab Fungsi Manajemen Risiko dan (SKD) regarding the Company’s Organizational Structure, Duties and
Manual Manajemen Risiko. Responsibilities of Risk Management Functions and risk management
manuals.
Sesuai Keputusan Direksi No. SKD-001/DRU-X/DHC/2021 tentang In accordance with the Decree of the Board of Directors No. SKD-001/
Struktur Organisasi Perusahaan Tahun 2018, struktur dan kedudukan DRU-X/DHC/2021 concerning the Company Organizational Structure
fungsi manajemen risiko meliputi dan tidak terbatas pada: in 2018, the structure and position of the risk management function
includes and is not limited to:
1. Melakukan perancangan dan pengembangan kerangka kerja dan 1. Planning and developing an integrated risk management framework
proses manajemen risiko terintegrasi and process
2. Melakukan pemantauan dan tinjauan penerapan manajemen risiko 2. Monitoring and reviewing the implementation of integrated risk
terintegrasi di unit kerja dan korporasi management in work units and corporations
3. Memberikan konsultasi penerapan manajemen risiko sesuai runag 3. Provide consultation on the implementation of risk management in
lingkup penerapan manajemen risiko accordance with the scope of risk management implementation
4. Melakukan perancangan dan pengembangan Governance, Risk & 4. Planning and developing Corporate Governance, Risk & Compliance
Compliance (GRC) Korporat (GRC)

Tugas dan Tanggung Jawab Fungsi Duties and Responsibilities of the Risk
Manajemen Risiko Management Function
Tugas pokok Fungsi Manajemen Risiko adalah sebagai berikut: The main duties of the Risk Management Function are as follows:
1. Melakukan perancangan dan pengembangan kerangka kerja dan 1. Planning and developing an integrated risk management framework
proses manajemen risiko terintegrasi and process
2. Melakukan pemantauan dan tinjauan penerapan manajemen risiko 2. Monitoring and reviewing the implementation of integrated risk
terintegrasi di unit kerja dan korporasi management in work units and corporations
3. Memberikan konsultasi penerapan manajemen risiko sesuai runag 3. Provide consultation on the implementation of risk management in
lingkup penerapan manajemen risiko accordance with the scope of risk management implementation
4. Melakukan perancangan dan pengembangan Governance, Risk & 4. Planning and developing Corporate Governance, Risk & Compliance
Compliance (GRC) Korporat (GRC)
Personil Fungsi Manajemen Risiko Risk Management Function Personnel
Hingga akhir tahun 2021, personil Fungsi Manajemen Risiko sejumlah 4 As end of 2021, there are 4 (four) Risk Management Function personnel,
(empat) dengan penjabaran sebagai berikut: with description, as follows:
1. Assistant Vice President Manajemen Risiko: 1 orang 1. Assistant Vice President of Risk Management: 1 person
2. Senior Officer Manajemen Risiko: 3 orang 2. Risk Management Senior Officer: 3 people
Program Pengembangan Kompetensi Competency Development Program
Surveyor Indonesia memberikan kesempatan bagi para karyawan untuk Surveyor Indonesia provides opportunities for employees to carry
melakukan pengembangan diri dan kompetensi dengan mengikuti out self-development and competence by participating in training/
pelatihan/pendidikan dan seminar untuk menunjang pelaksanaan tugas education and seminars to support the implementation of the duties of
Fungsi Manajemen Risiko. Sepanjang tahun 2021, kegiatan pelatihan dan the Risk Management Function. Throughout 2021, training activities and
peningkatan kompetensi yang diikuti oleh karyawan Fungsi Manajemen competency enhancement that were attended by employees of the Risk
Risiko adalah sebagai berikut: Management Function are as follows:
Materi Pengembangan Kompetensi/ Waktu

Nama Jabatan Pelatihan Pelaksanaan Penyelenggara
No.
Name Position Competency Development/Training Implementation Organizer
Materials Time
LSPMR (Lembaga
Sertifikasi CRMO (Certified Risk Management
Sertifikasi Profesi
Officer)/ANAMROT (Analis Manajemen Risiko
Manajemen Risiko)
Senior Officer Manajemen Risiko Organisasi Terintegrasi) 23-27 Agustus 2021
1 Iddo Fadhlil Ratmana LSPMR (Risk
Risk Management Senior Officer CRMO (Certified Risk Management Officer)/ August 23 -27, 2021
Management
ANAMROT (Integrated Organizational Risk
Professional
Management Analyst) Certification
Certification Institute)
CRMS (Center for
Senior Officer Manajemen Risiko 28-30 September 2021
2 Risma Sondang Risk Assessment Technique (ISO 31010) Risk Management &
Risk Management Senior Officer September 28-30, 2021
Sustainability)
Assistant Vice President
CRMS (Center for
Niluh Putu Dewi Manajemen Risiko 26-28 Oktober 2021
3 Implementing Governance, Risk & Compliance Risk Management &
Kartikasari Assistant Vice President of Risk October 26-28, 2021
Sustainability)
Management
CRMS (Center for
Senior Officer Manajemen Risiko 26-28 Oktober 2021
4 Aris Gunawan Implementing Governance, Risk & Compliance Risk Management &
Risk Management Senior Officer 26-28 Oktober 2021
Sustainability)
Annual Report 2021

375
Laporan Singkat Pelaksanaan Tugas dan Brief Report on Risk Management Function
Tanggung Jawab Fungsi Manajemen Risiko Duty and Responsibility Implementation in
Tahun 2021 20201
Perusahaan telah melaksanakan program manajemen risiko di tahun The Company has implemented the following risk management
2021 sebagai berikut: programs in 2021:
1. Penyelarasan kebijakan tata kelola risiko BUMN Jasa Survei 1. Alignment of risk management policies for SOEs Survey Services
2. Evaluasi dan pemutakhiran kebijakan, pedoman, dan prosedur 2. Evaluation and updating of risk management policies, guidelines and
manajemen risiko procedures
3. Penyusunan masterplan GRC (Governance, Risk & Compliance) 3. Preparation of the GRC (Governance, Risk & Compliance) master plan
4. Pembangunan aplikasi Sistem Manajemen Risiko (SIMARIS) 4. Development of a Risk Management System (SIMARIS) application
5. Konsultasi pengembangan proses bisnis berbasis risiko 5. Risk-based business process development consultation
6. Konsultasi penilaian, pemantauan & tinjauan risiko 6. Risk assessment, monitoring & review consultation
7. Penilaian Mandiri Tingkat Kematangan Manajemen Risiko Tahun 2021 7. Self Assessment of Risk Management Maturity Level in 2021
8. Penilaian KPI realisasi mitigasi risiko unit 8. KPI assessment of unit risk mitigation realization

Manajemen Risiko
Risk Management
Perusahaan menyadari bahwa risiko telah menjadi bagian yang tidak The Company realizes that risk has become an inseparable part of every
terpisahkan dalam setiap proses bisnis yang dijalankan Perusahaan. business process carried out by the Company. The impact of these risks
Dampak dari risiko tersebut secara signifikan dapat mempengaruhi can significantly affect the stability of the Company, which of course is
kestabilan Perusahaan, yang tentu saja melekat pada semua aktivitas inherent in all activities and decision making in doing business.
dan pengambilan keputusan dalam menjalankan bisnis.
Pengelolaan risiko menjadi aspek strategis dalam upaya Surveyor Risk management is a strategic aspect in Surveyor Indonesia efforts to
Indonesia mencapai tujuan jangka pendek dan jangka panjang achieve short-term and long- term goals in accordance with the RKAP.
sesuai dengan RKAP. Pada tahun 2021 penerapan manajemen risiko In 2021, the implementation of the Company’s risk management refers
Perusahaan mengacu pada ISO 31000:2018 (Risk management - to ISO 31000:2018 (Risk management - Guidelines). The application of
Guidelines). Penerapan ISO 31000 diharapkan dapat mendukung ISO 31000 is expected to support the achievement of goals, improve the
pencapaian tujuan, memperbaiki identifikasi peluang dan ancaman identification of opportunities and threats effectively and allocate and
secara efektif serta mengalokasikan dan menggunakan sumber daya use resources to determine several major risks of special concern for
untuk menetapkan beberapa risiko utama yang menjadi perhatian prevention and risk control.
khusus untuk kemudian dilakukan pencegahan dan pengendalian risiko.
Kebijakan Manajemen Risiko Risk Management Policy
PT Surveyor Indonesia adalah Badan Usaha Milik Negara yang bergerak PT Surveyor Indonesia is a state-owned company engaged in
di bidang jasa pemastian tidak memihak (independence assurance) independent assurance services that seeks to create and protect
berupaya untuk menciptakan dan melindungi nilai perusahaan untuk corporate value to achieve company goals and performance as well
mencapai sasaran dan kinerja perusahaan serta peningkatan nilai bagi as increase value for shareholders by establishing an integrated risk
para pemegang saham dengan menetapkan kebijakan manajemen management policy as following:
risiko terintegrasi sebagai berikut:
1. Menerapkan Manajemen Risiko yang terintegrasi berbasis ISO 1. Implementing an integrated Risk Management based on ISO 31000
31000 tentang Pedoman Manajemen Risiko Sesuai Tata Kelola concerning risk management guidelines in accordance with good
Perusahaan yang Baik, Prinsip-Prinsip Etika Bisnis, dan Peraturan corporate governance, principles of business ethics, and applicable
Perundangan Yang Berlaku serta sesuai nilai-niiai perusahaan laws and regulations and in accordance with company values.
Amanah, Kompeten, Harmoni, Loyal, Adaptif, dan Kolaboratif Amanah, Competent, Harmonious, Loyal, Adaptive and Collaborative
(AKHLAK). ( AKHLAK).
2. Mengelola seluruh risiko-risiko perusahaan pada tingkat korporat, 2. Manage all company risks at the corporate, unit and project level
unit dan proyek sesuai prinsip manajemen risiko yaitu terintegrasi, according to risk management principles, namely integrated,
terstruktur dan komprehensif, disesuaikan, inklusif, dinamis, structured and comprehensive, tailored, inclusive, dynamic, best
informasi terbaik yang tersedia, faktor manusia dan budaya serta available information, human and cultural factors and continuous
perbaikan berkelanjutan. improvement.
3. Menyediakan infrastruktur dan kapabilitas di bidang manajemen 3. Providing infrastructure and capabilities in the field of risk
risiko melalui penyediaan sistem, teknologi, dan peningkatan management through the provision of systems, technology and
sumber daya manusia serta budaya sadar risiko yang terintegrasi enhancement of human resources as well as a risk awareness
dalam aktivitas dan pengambilan keputusan yang dilakukan culture that is integrated into the activities and decision making
perusahaan. carried out by the company
Annual Report 2021

377
Pedoman Manajemen Risiko Perusahaan Company Risk Management Guidelines
Surveyor Indonesia telah mengesahkan kebijakan manajemen risiko Surveyor Indonesia has ratified a risk management policy that guides the
yang menjadi panduan penerapan manajemen risiko yang ditetapkan implementation of risk management as stipulated in the decision letter
melalui surat keputusan direksi SKD-003/PDR-CSR/UMR/III/2012 of the board of directors SKD-003/PDR-CSR/UMR/III/2012 regarding
tentang kebijakan umum dan penerapan sistem manajemen risiko general policies and implementation of PT Surveyor Indonesia’s corporate
korporasi PT Surveyor Indonesia, yang telah diperbaharui pada tahun risk management system, which has been updated in 2021 in the Decree
2021 dalam Keputusan Direksi PT Surveyor Indonesia No. SKD-001/ of the Board of Directors of PT Surveyor Indonesia No.SKD-001/DRU-II/
DRU-II/DPS/2021 Tentang Kebijakan Manajemen Risiko PT Surveyor DPS/2021 Concerning PT Surveyor Indonesia Risk Management Policy,
Indonesia yang ditanda tangani pada tanggal 15 Februari 2021. Pada which was signed on February 15, 2021. In the risk management policy,
kebijakan manajemen risiko, perusahaan telah menetapkan selera dan the company has determined risk appetite and tolerance, guidelines and
toleransi risiko (risk appetite and tolerance), pedoman dan prosedur, procedures, scope of risk management implementation, risk map, risk
ruang lingkup penerapan manajemen risiko, peta risiko, peringkat risiko, rating, treatment priority, risk treatment/response standard, risk group,
prioritas perlakuan, standar perlakuan/respon risiko, kelompok, kategori category and type, as well as setting the role, authority, responsibility,
dan jenis risiko, serta pengaturan peran, kewenangan, tanggung jawab, and risk accountability.
dan akuntabilitas risiko.
Agar pengelolaan Manajemen Risiko senantiasa comply, consistent, In order for the management of Risk Management to always comply,
dan continual improvement dengan kebijakan yang telah ditetapkan be consistent and continual improvement with established policies
dan tujuan dari penerapan manajemen risiko, perusahaan telah and the objectives of risk management implementation, the company
menyediakan panduan berupa pedoman dan prosedur manajemen has provided guidelines in the form of risk management manuals and
risiko. Sebagai upaya peningkatan berkelanjutan tersebut, perusahaan procedures. As an effort to continuously improve, the company has
telah melakukan review atas kebijakan manajemen risiko dan melakukan reviewed its risk management policies and made changes according in
perubahan sesuai ISO 31000, risk and tolerance perusahaan, dan isu-isu ISO 31000, corporate risk & tolerance, and internal and external issues
internal dan eksternal yang terkait dengan bisnis perusahaan. related to the company’s business.
Roadmap Manajemen Risiko Perusahaan Company Risk Management Roadmap
Dari tahun ke tahun, perusahaan secara terus menerus melakukan From year to year, the company continuously improves risk management
peningkatan manajemen risiko baik dalam hal peningkatan proses in terms of improving risk management processes and supporting
dan infrastruktur pendukung manajemen risiko. Pada awal penerapan, infrastructure. At the start of implementation, the company gradually
perusahaan secara bertahap menetapkan kebijakan dan menerapkan established policies and implemented risk management at the corporate
manajemen risiko pada tingkat korporat. Dalam perkembangannya, level. During its development, the scope of application was expanded
dilakukan perluasan ruang lingkup penerapan pada tingkat unit at the unit and project levels. In addition to enhancing the scope of
dan proyek. Selain peningkatan dibidang perluasan ruang lingkup application expansion, the company also includes risk mitigation as one
penerapan, perusahaan juga menjadikan/memasukkan mitigasi risiko of the key Performance indicators (KPI) of work unit performance.
sebagai salah satu key performance indicator (KPI) kinerja unit kerja.
Untuk dapat menjaga keberlangsungan peningkatan berkelanjutan To be able to maintain the continuity of continuous improvement
yang diiringi dengan meningkatnya tuntutan stakeholders dan accompanied by the increasing demands of stakeholders and
perkembangan pengelolaan risiko dalam upaya mengintegrasikan the development of risk management in an effort to integrate risk
manajemen risiko dengan governance and compliance, maka management with governance and compliance, the company has
perusahaan menyusun peta jalan (roadmap) manajemen risiko periode prepared a risk management Roadmap for the period 2020-2024 as a
tahun 2020 s.d. 2024 sebagai panduan dalam menentukan langkah- guide in determining strategic steps. what needs to be done to achieve
langkah strategis yang perlu dilakukan untuk mencapai sasaran dan the goals and performance of risk management in the future as follows:
kinerja manajemen risiko di masa yang akan datang sebagai berikut:

Tahun Outcomes /Ukuran Keberhasilan

Program
Year Outcomes/Measures of Success
• Risk Maturity Level: 2,50
• Pengembangan infrastruktur manajemen risiko • Kebijakan, pedoman & prosedur manajemen
• Pembangunan kompetensi personil terkait risiko risiko hasil revisi
2020
• Develop Risk Management Infrastructure • Risk Maturity Level: 2.50
• Building Risk Competence • Revised risk management policies, guidelines &
procedures
• Implementasi infrastruktur manajemen risiko • Risk Maturity Level: 2,80
• Pembangunan kompetensi personil terkait risiko • Dokumen Masterplan GRC
• Pengembangan digitalisasi proses manajemen risiko • Aplikasi Sistem Manajemen Risiko (SIMARIS)
• Pengembangan Masterplan GRC dalam pengembangan
2021
• Implementation of risk management infrastructure • Risk Maturity Level: 2.80
• Building Risk Competence • GRC Masterplan Document
• Develop digitalization of risk management process • Application of Risk Management System
• Develop GRC Masterplan (SIMARIS) under development
• Pengembangan integrasi Governance, Risk & Compliance (GRC)
• Aplikasi Sistem Manajemen Risiko (SIMARIS)
• Implementasi digitalisasi proses manajemen risiko
• Kebijakan, pedoman & prosedur GRC
• Penilaian budaya risiko
• Roadmap budaya risiko
• Pengembangan budaya risiko & roadmap
2022 • Risk Maturity Level: 3.00
• Develop integration of Governance & Risk, and Compliance (GRC)
• Application of Risk Management System
• Implement digitalization of risk management process
(SIMARIS)
• Risk Culture Assessment
• GRC policies, guidelines & procedures
• Develop Risk Culture & Roadmap
• Risk culture roadmap
• Integrasi GRC dalam proses bisnis perusahaan
• Manajemen risiko terintegrasi sebagai
• Implementasi Governance, Risk & Compliance (GRC) terintegrasi dasar pengambilan keputusan (dashboard
• Pengembangan budaya risiko manajemen)
2023
• Implementation of integrated Governance, Risk and Compliance (GRC) • Risk Maturity Level: 3.20
• Risk culture improvement • Integration of GRC in the company’s business
processes
• Integrated risk management as a basis for
decision making (management dashboard)
• Implementasi Governance, Risk & Compliance (GRC) terintegrasi • Integrasi GRC dalam proses bisnis perusahaan
• Perilaku positif terhadap risiko • Seluruh karyawan memiliki perilaku sadar risiko
2024
• Implementation of integrated Governance, Risk and Compliance (GRC) • Risk Maturity Level: 3.40
• Positive Behavior toward Risk • GRC integration in company business processes
• All employees have a risk conscious behavior
Annual Report 2021

379
Fungsi Manajemen Risiko Risk Management Function
Perusahaan telah membentuk Divisi Perencanaan Korporat dan The company has formed a Corporate Planning and Risk Management
Manajemen Risiko dibawah Divisi Perencanaan Strategis atas kendali Division under the Strategic Planning Division under the control of the
Direktorat Keuangan dan Manajemen Risiko. Divisi Perencanaan Directorate of Finance and Risk Management. The Corporate Planning
Korporat dan Manajemen Risiko memiliki tugas dan fungsi untuk and Risk Management Division has the duties and functions to facilitate
memfasilitasi penyusunan kebijakan manajemen risiko, mengkoordinasi the formulation of risk management policies, coordinate the corporate
profil risiko korporat, membina & memfasilitasi penerapan manajemen risk profile, foster & facilitate the implementation of risk management,
risiko, dan evaluasi penerapan manajemen risiko. and evaluate the implementation of risk management.
Pegawai Perusahaan sebagai pemilik risiko di lini pertama bertanggung The Company’s employees as risk owners in the first line are responsible
jawab untuk memahami dan menerapkan kebijakan, pedoman, dan for understanding and implementing risk management policies,
prosedur manajemen risiko, serta melaporkan potensi akan terjadinya guidelines and procedures as well as reporting the potential for a risk
suatu peristiwa risiko kepada atasan langsung atau Management event to occur to their direct supervisor or Management Representative
Representative (MR) masing-masing unit kerja untuk mengelola (MR) of each work unit to manage risk at the unit level. Monitoring the risk
risiko di tingkat unit. Pemantauan proses manajemen risiko di tingkat management process at the unit and project level so that it continues to
unit dan proyek agar senantiasa berjalan secara efektif, proaktif dan run effectively, proactively and continuously is the responsibility of Head
berkesinambungan merupakan tanggung jawab Kepala Unit sebagai of Unit as the owner of the risk. Hence, the Head of the Risk Management
pemilik risiko Fungsi Manajemen Risiko. Untuk kemudian Kepala Divisi Function provides assistance in the risk management framework and
Manajemen Risiko melakukan pendampingan dalam proses manajemen process and submits reports to the Board of Directors.
risiko, serta memberikan laporan kepada Direksi.
Sistem Manajemen Risiko yang Diterapkan Risk Management System Implemented by

Perusahaan the Company
Sistem manajemen risiko perusahaan, ditetapkan melalui kebijakan The company’s risk management system is determined through a risk
manajemen risiko. Penyusunan sistem mengacu pada Standar ISO management policy. The preparation of the system refers to the ISO
31000 tentang Pedoman Manajemen Risiko dan Kaidah Umum 31000 standard regarding risk management guidelines and general risk
Manajemen Risiko. Pada kebijakan manajemen risiko telah ditetapkan management principles. In the risk management policy, the scope of
ruang lingkup penerapan, risk tolerance and appetite, kriteria risiko, application, risk tolerance & appetite, risk criteria, types of risks managed
jenis risiko yang dikelola perusahaan, serta penetapan pedoman by the company, as well as the establishment of risk management
dan prosedur manajemen risiko sebagai acuan penerapan proses guidelines and procedures as a reference for the implementation of the
manajemen risiko. risk management process.
Integrasi manajemen risiko dengan sistem manajemen lainnya

ditunjukkkan melalui penerapan proses manajemen risiko (identifikasi, Integration of risk management with other management systems is
analisis, dan evaluasi risiko) pada proses bisnis unit kerja sesuai demonstrated through the application of risk management processes
sasaran, program serta tugas pokok dan fungsi masing-masing unit. (identification, analysis and risk evaluation) in the work unit’s business
Dalam hal pengelolaan sistem manajemen perusahaan terintegrasi processes according to the targets, programs and main tasks and
(terpadu), perusahaan menerapakan sistem manajemen mutu ISO functions of each unit. In terms of the management of an integrated
9001:2015, sistem manajemen K3 (ISO 45001:2018 dan PP No. 50 company management system, the company implements an ISO
tahun 2012), sistem manajemen lingkungan (ISO 14001:2015), sistem 9001: 2015 quality management system, an OHS management system
manajemen keamanan informasi (ISO 27001:2013), sistem manajemen (ISO 45001:2018 and PP No. 50 of 2012), environmental management
anti penyuapan (ISO 37001:2016), sistem manajemen lembaga inspeksi system (ISO 14001:2015), information security management system
(ISO 17020:2012), sistem manajemen laboratorium (ISO 17025:2017), dan (ISO 27001:2013), anti-bribery management system (ISO 37001:2016),
sistem manajemen lembaga sertifikasi sistem manajemen mutu (ISO system management of inspection bodies (ISO 17020:2012), laboratory
17021-1:2015 dan ISO 17021-3:2017). management systems (ISO 17025:2017), and management systems of
quality management system certification bodies (ISO 17021-1:2015 and
ISO 17021-3:2017).

Jenis Risiko yang Dihadapi Perusahaan dan Company’s Risk Profile and Risk Mitigation
Upaya untuk Mengelola Risiko
Risiko yang dihadapi perusahaan pada tahun 2021 terdiri dari 8 (delapan) The risks faced by the company in 2020 comprises of 8 (eight) types of
jenis risiko sebagai berikut: risks as follows:
1. Risiko Bisnis 1. Business Risk
2. Risiko Produk 2. Product Risk
3. Risiko Pemasaran 3. Marketing Risk
4. Risiko SDM 4. HR Risk
5. Risiko Keuangan 5. Financial Risk
6. Risiko Operasi 6. Operation Risk
7. Risiko Teknologi 7. Technology Risk
8. Risiko Pengadaan Barang & Jasa 8. Risk of Procurement of Goods & Services
Upaya pengelolaan risiko korporat dilakukan dengan realisasi Efforts to manage corporate risk are carried out by realizing risk
mitigasi risiko oleh masing-masing unit kerja yang ditunjuk sebagai mitigation by each work unit appointed as implementing corporate risk
pelaksana mitigasi risiko korporat sesuai tugas, tanggung jawab, dan mitigation according to their duties, responsibilities and authorities..
kewenangannya.
Dalam mengelola manajemen risiko, perusahaan menggunakan ISO In managing risk management, the company uses ISO 31000 on risk
31000 tentang manajemen risiko. Sesuai kerangka kerja manajemen management. In accordance with the ISO 31000 risk management
risiko ISO 31000 telah dilakukan tinjauan terpisah atas penerapan framework, a separate review has been carried out on the implementation
kerangka kerja untuk peningkatan yang berkelanjutan. of the framework for continuous improvement.
Evaluasi atas Efektivitas Sistem Manajemen Evaluation on Risk Management System

Risiko Effectiveness
Evaluasi atas efektivitas sistem manajemen risiko diukur berdasarkan Evaluation on effectiveness of the risk management system is
hasil pemantauan risiko dan penerapan manajemen risiko. Secara measured based on results of risk monitoring and implementation
menyeluruh, tinjauan yang dilakukan unit kerja atas pelaksanaan of risk management. Overall, a review conducted by the work unit
manajemen risiko untuk menganalisis kelemahan/kekurangan dalam on the implementation of risk management to analyze weaknesses/
pelaksanaannya masih memerlukan peningkatan pada parameter lack in its implementation still requires improvements to the following
sebagai berikut: parameters:
1. Parameter lingkup, konteks, dan kriteria risiko 1. Scope, context, and risk criteria parameters
2. Parameter identifikasi risiko 2. Risk identification parameters
3. Parameter analisis risiko 3. Risk analysis parameters
4. Parameter evaluasi risiko 4. Risk evaluation parameters
5. Parameter perlakuan risiko 5. Risk treatment parameters
Annual Report 2021

381
Sistem Pengendalian Intern

Internal Control System
Pedoman dan Kebijakan Sistem Pengendalian Guidelines and Policies for the Company’s
Internal Perusahaan Internal Control System
Sistem Pengendalian Internal dikembangkan sebagai sebuah The Internal Control System was developed as a control mechanism for
mekanisme pengendalian atas pengelolaan operasional dan keuangan the management of the Company’s operations and finances based on
Perusahaan yang berbasiskan pada kerangka kerja yang dapat a framework that can secure the Company’s assets. on December 28,
mengamankan aset Perusahaan. Pada tanggal 28 Desember 2012, 2012, the Board of Directors issued Decree No.SKD-002/DRUSP/ SPI/
Direksi telah mengeluarkan Surat Keputusan No. SKD-002/DRU-SP/ XII/2012 concerning PT Surveyor Indonesia Internal Control System, or
SPI/XII/2012 tentang Sistem Pengendalian Intern PT Surveyor Indonesia, “SISDALIN Surveyor Indonesia”, which includes:
atau “SISDALIN Surveyor Indonesia”, yang di dalamnya mencakup:
1. Lingkungan Pengendalian
2. Penilaian Risiko 1. Control Environment
3. Aktivitas Pengendalian 2. Risk Assessment
4. Sistem Informasi dan Komunikasi 3. Control Activities
5. Pemantauan 4. Information and Communication Systems
5. Monitoring.
Implementasi Sistem Pengendalian Internal dalam Perusahaan
dilakukan secara disiplin dan terstruktur, meliputi pengendalian The implementation of the Internal Control System within the Company
keuangan, operasional, SDM dan kepatuhan terhadap perundangan- is carried out in a disciplined and structured manner, covering financial,
undangan, serta dijabarkan lebih lanjut ke dalam berbagai kebijakan operational, human resource control and compliance with legislation
berupa pedoman, manual, hingga SOP/instruksi kerja. and is further elaborated into various policies in the form of Guidelines,
Manuals, to SOP/Work Instructions.
Aktivitas Pengendalian yang dilakukan oleh Satuan Pengawasan Intern
terdiri atas: Control activities carried out by the Internal Audit Unit consist of:
1. Review atas kinerja Direktorat/unit kerja yang bersangkutan
2. Pembinaan sumber daya manusia 1. Reviewing the performance of the Directorate/work unit concerned
3. Pengendalian atas pengelolaan sistem informasi 2. Human resource development
4. Pengendalian fisik atas aset 3. Control over the management of information systems
5. Penetapan dan review atas indikator dan ukuran kerja 4. Physical control over assets
6. Pemisahan fungsi 5. Determination and review of indicators and work measures
7. Otorisasi atas transaksi dan kejadian yang penting 6. Separation of functions
8. Pencatatan yang akurat dan tepat waktu atas transaksi dan kejadian 7. Authorization of important transactions and events
yang penting 8. Accurate and timely recording of important transactions and events
9. Pembatasan akses atas sumber daya dan pencatatannya
10. Akuntabilitas terhadap sumber daya dan pencatatannya 9. Restrictions on access to resources and their recording
11. Dokumentasi yang baik atas sistem pengendalian intern serta 10. Accountability for resources and records
transaksi dan kejadian yang penting 11. Good documentation of the internal control system as well as
important transactions and events

Kesesuaian Sistem Pengendalian Intern Compatibility of the Internal Control System

dengan COSO with COSO
Sebagaimana ditetapkan dalam pasal 26 Peraturan Menteri Negara As stipulated in article 26 of the Regulation of the State Minister for State-
Badan Usaha Milik Negara No. PER-01/2011 sebagai pengganti Owned Enterprises No.PER-01/2011 in lieu of Decree of the Minister for
Keputusan Menteri Badan Usaha Milik Negara No. KEP-117/M-MBU/2002 State-Owned Enterprises No.KEP-117/M-MBU/2002 concerning the
tentang Penerapan Praktik Good Corporate Governance pada BUMN, Implementation of Good Corporate Governance Practices in SOE, the
Perusahaan terus mengupayakan pengembangan sistem pengendalian Company continues to strive to develop an internal control system using
internal dengan menggunakan pendekatan COSO (Committee of the COSO (Committee of Sponsoring Organizations of The Treadway
Sponsoring Organizations of The Treadway Commissions) untuk Commissions) approach to safeguard the Company’s investment and
mengamankan investasi dan aset Perusahaan. Hal ini terbukti dengan assets. This is proven by the legalization of the Internal Control System
disahkannya Sistem Pengendalian Intern melalui Surat Keputusan through the Decree of the Board of Directors No. SKD-002/ DRU-SP/SPI/
Direksi No. SKD-002/ DRU-SP/SPI/XII/2012 yang telah disesuaikan XII/2012 which has been adjusted to the framework of the Committee of
dengan kerangka kerja Committee of Sponsoring Organizations (COSO) Sponsoring Organizations (COSO) which includes the following 5 (five)
yang mencakup 5 (lima) komponen berikut: components:
1. Lingkungan Pengendalian 1. Control Environment
Seluruh jajaran Direksi termasuk Dewan Komisaris, dan Kepala All levels of the Board of Directors, including the Board of
Unit Kerja, wajib mendorong terciptanya lingkungan pengendalian Commissioners, and the Head of Work Units, are obliged to
sedemikian rupa sehingga berhasil menjadi perilaku positif dan encourage the creation of a control environment in such a way
kondusif untuk penerapan Sistem Pengendalian Intern dalam that it succeeds in becoming a positive and conducive behavior for
Lingkungan Direktorat/unit kerjanya masing-masing yang berupa: the application of the Internal Control System within the respective
Directorate/Work Unit, which consists of:
a. Menunjukkan keseriusan manajemen dalam penerapan a. Demonstrate the seriousness of management in implementing
integritas dan nilai etika; integrity and ethical values
b. Menunjukkan komitmen yang tinggi terhadap pentingnya b. Demonstrate a strong commitment to the importance of
kompetensi; competence
c. Memiliki filosofi dan gaya kepemimpinan yang kondusif; c. Have a Philosophy and a conducive leadership style
d. Membentuk struktur organisasi yang sesuai dengan kebutuhan; d. Forming an organizational structure as needed
e. Tata cara pendelegasian wewenang dan tanggung jawab yang e. Procedures for delegating appropriate authority and
tepat; responsibility
f. Penyusunan dan penerapan kebijakan dan prosedur yang f. Formulation and implementation of sound policies and
sehat dalam pembinaan sumber daya manusia; procedures in human resource development
g. Adanya partisipasi Dewan Komisaris dan Komite Audit serta g. Participation of the Board of Commissioners and the Audit
terwujudnya peran Satuan Pengawasan Intern sebagai internal Committee and the realization of the role of the Internal Audit
audit yang efektif; Unit as an effective internal audit
h. Terciptanya hubungan kerja yang baik antara Direktorat/unit h. The creation of a good working relationship between the
kerja di kantor pusat dan kantor cabang. Directorates/Work Units at head office and branch offices.
2. Penilaian Risiko 2. Risk Assessment
Seluruh jajaran Direksi dan Kepala Unit Kerja wajib melakukan All levels of the Board of Directors and Heads of Work Units are
penilaian risiko atas penyelenggaraan kegiatan Perusahaan required to carry out a risk assessment of the implementation of the
di Direktorat maupun unit kerjanya masing-masing dengan Company’s activities in the respective Directorate and work units by
berpedoman pada ketentuan pengelolaan risiko yang ditetapkan referring to the risk management provisions set by the Company. The
Perusahaan. Aktivitas penilaian risiko tersebut di atas beserta above-mentioned risk assessment activities and implementation
pedoman pelaksanaannya akan dikoordinasikan oleh Unit guidelines will be coordinated by the Risk Management Unit which is
Manajemen Risiko yang berkedudukan di kantor pusat. Penilaian domiciled at the head office. The risk assessment consists of:
risiko terdiri atas:
a. Identifikasi risiko; dan a. Risk identification; and
b. Analisis risiko termasuk mitigasinya. b. Risk analysis including mitigation
Annual Report 2021

383
3. Control Activity 3. Control Activity

Direksi dan Kepala Unit Kerja wajib menyelenggarakan aktivitas The Board of Directors and Heads of Work Units are required to carry
pengendalian sesuai dengan ukuran kompleksitas, dan sifat dari out control activities in accordance with the size of the complexity
tugas dan fungsi Direktorat atau unit kerja yang bersangkutan. and the nature of the duties and functions of the Directorate or Work
Penyelenggaraan aktivitas pengendalian sekurang-kurangnya Unit concerned. The implementation of control activities at least has
memiliki karekteristik sebagai berikut: the following characteristics:
a. Aktivitas pengendalian diutamakan pada kegiatan pokok a. Control activities are prioritized for the main activities of the
Direktorat/unit kerja; Directorate/Work Unit
b. Aktivitas pengendalian harus dikaitkan dengan proses penilaian b. Control activities must be linked to the risk assessment process
risiko;
c. Aktivitas pengendalian yang dipilih disesuaikan dengan sifat c. The selected control activities are tailored to the specific
khusus Direktorat/unit kerja; characteristics of the Directorate/ Work Unit
d. Kebijakan dan prosedur harus ditetapkan secara tertulis; d. Policies and procedures must be established in writing
e. Prosedur yang telah ditetapkan harus dilaksanakan sesuai e. The established procedures must be carried out in accordance
yang ditetapkan secara tertulis; with those stipulated in writing
f. Aktivitas pengendalian dievaluasi secara teratur untuk f. Control activities are evaluated regularly to ensure that they are
memastikan bahwa kegiatan tersebut masih sesuai dan still appropriate and functioning as expected
berfungsi seperti yang diharapkan.
4. Informasi dan Komunikasi 4. Information and Communication
Direksi dan Kepala Unit Kerja wajib memastikan bahwa tujuan The Board of Directors and the Head of the Work Unit must ensure
dari sistem informasi dan komunikasi adalah untuk membantu that the purpose of the information and communication system is to
meyakinkan bahwa semua pegawai peduli terhadap tujuan dan help ensure that all employees care about the goals and objectives
sasaran unit organisasi, bagaimana melaksanakannya dan siapa of the organizational unit, how to implement them and who is
yang bertanggung jawab untuk melaksanakannya. Informasi yang responsible for implementing them. Relevant information must be
terkait harus dapat diidentifikasi, disiapkan dan dikomunikasikan identifiable, prepared and communicated to the right personnel
kepada personil yang tepat dan pada waktu yang tepat. Kualitas and at the right time. The quality of information received and/or
informasi yang diterima dan atau dikirimkan mempengaruhi transmitted affects the quality of decisions. Directors and Heads
kualitas dari keputusan-keputusan. Direksi dan Kepala Unit Kerja of Work Units are required to identify, record, and communicate
wajib mengidentifikasi, mencatat, dan mengomunikasikan informasi information in an appropriate form and time.
dalam bentuk dan waktu yang tepat.
5. Monitoring 5. Monitoring
Direksi dan Kepala Unit Kerja wajib melakukan pemantauan Sistem Board of Directors and Heads of Work Units are required to monitor
Pengendalian Intern untuk memastikan bahwa sistem tersebut the Internal Control System to ensure that the system operates
beroperasi sebagaimana yang diharapkan dan tercapainya tujuan as expected and achieves organizational goals and objectives.
serta sasaran organisasi. Pemantauan dapat mencakup hal-hal Monitoring can include things such as: supervision, observation,
seperti: supervisi, observasi, testing, dan pelaporan kepada individu testing and reporting to responsible individuals. Monitoring of
yang bertanggung jawab. Pemantauan Sistem Pengendalian Intern the Internal Control System is carried out through monitoring of
dilaksanakan melalui pemantauan aktivitas berjalan, evaluasi ongoing activities, separate evaluations, reviews of financial reports,
terpisah, review terhadap laporan keuangan, inspeksi mendadak, unannounced inspections, reviews of outstanding expenses,
review atas beban yang masih outstanding, evaluasi terhadap tren, evaluation of trends, revluing supporting documents, documentation
review dokumen pendukung, dokumentasi atas software licence, of software licenses, checking cash and not following up on audit
sidak terhadap cash dan tidak lanjut rekomendasi hasil audit, serta recommendations. and other reviews.
review lainnya.

Pengendalian atas Pelaksanaan Operasional Control over Operational Implementation and

dan Pelaporan Keuangan Financial Reporting
Pengendalian atas pelaksanaan operasional dan pelaporan keuangan di Control over the implementation of operations and financial reporting
lingkup Perusahaan diselenggarakan secara menyeluruh di lingkungan within the scope of the Company is carried out thoroughly in the Head
Kantor Pusat dan Kantor Cabang di seluruh Indonesia. Office and Branch Offices throughout Indonesia.
Sistem pengendalian terhadap pelaksanaan operasional dilakukan The control system for operational implementation is carried out by
dengan cara menyusun dan menerapkan kebijakan maupun prosedur developing and implementing policies and procedures as well as
serta menerapkan integritas juga nilai-nilai etika yang secara langsung implementing integrity and ethical values which are directly used to
digunakan untuk mencapai komitmen dari seluruh elemen Perusahaan achieve commitment from all elements of the Company towards the
menuju sasaran dan target Perusahaan. Company goals and targets.
Sementara itu, sistem pengendalian terhadap pelaporan keuangan Meanwhile, the control system for financial reporting is implemented
diterapkan Perusahaan dengan cara menyediakan informasi keuangan by the Company by providing financial information for every level of
bagi setiap tingkatan manajemen, para Pemegang Saham, serta management, shareholders, and stakeholders as the basis for making
pemangku kepentingan yang dijadikan dasar pengambilan keputusan. decisions.
Tinjauan dan Evaluasi Sistem Pengendalian Internal Control System Review and
Internal Evaluation
Di tahun 2021 terkait laporan SISDALIN ada 2 (dua) laporan yaitu: In 2021 related to the SISDALIN report there are 2 (two) reports, namely:
1. LHR – 03/SPI-XII/2021: Laporan Hasil Reviu Sistem Pengendalian 1. LHR – 03/SPI-XII/2021: Report of Internal Control System Review
Intern (SISDALIN) Cabang Utama Palembang (SIPAL) (SISDALIN) Palembang Main Branch (SIPAL)
2. LHR – 04/SPI-XII/2021: Laporan Hasil Reviu Sistem Pengendalian 2. LHR – 04/SPI-XII/2021: Report on the Results of the Internal Control
Intern (SISDALIN) Divisi Bisnis Oil Gas & Energy System Review (SISDALIN) Oil Gas & Energy Business Division
Annual Report 2021

385
Perkara Hukum
Litigation
Pada tahun 2021, Perusahaan menghadapi sejumlah kasus hukum yang In 2021, the Company faces a number of legal cases that are still ongoing
masih berlangsung di pengadilan, yaitu: in court, namely:
Kasus Perdata Civil Case
Kuasa Hukum dan Dampak

Pokok Permasalahan Progres/Posisi Kasus/ Putusan Tindak Lanjut
No. Hukum
Main Problem Progress/Position of Case/Decision Follow-up
Legal Counsel and Legal Impact
Nomor: 897/Pdt.G/2021/PN.Jkt.Sel • Sidang pertama dimulai pada tanggal 21 Berkoordinasi dengan Kuasa Hukum:
Maret 2022 dengan Surveyor Indonesia lawyer Hermawan
Penggugat : DBS Bank Ltd mengajukan penundaan
Tergugat : PT Surveyor Indonesia • Dikarenakan pihak penggugat berada Dampak Pada Surveyor Indonesia
di luar negeri, berdasarkan peraturan (dampak Hukum, Keu dll) :
Surveyor Indonesia digugat karena Pengadilan Negeri Jakarta Selatan,
dianggap melakukan wanprestasi panggilan berikutnya dilakukan dalam Apabila Surveyor Indonesia gagal
terkait SKEBP Rajungan, yaitu tidak waktu 6 bulan, yaitu pada 19 September menghadapi tuntutan ini dan juga
1
menyelesaikan kewajiban pembayaran 2022 gagal dalam proses pidananya yaitu:
sisa utang sebesar US$1.512.274,56
atas Perjanjian jual beli rajungan pada Perkara Pemalsuan Dokumen dan/
tahun 2017 atau TPPU, / “ Kasus Rajungan”
maka Surveyor Indonesia berisiko
akan membayar utang sebesar
US$1.512.274,56 dan denda sebesar
US$475.128,16

Kuasa Hukum dan Dampak

Pokok Permasalahan Progres/Posisi Kasus/ Putusan Tindak Lanjut
No. Hukum
Main Problem Progress/Position of Case/Decision Follow-up
Legal Counsel and Legal Impact
Number: 897/Pdt.G/2021/PN.Jkt.Sel • The first trial begins on March 21, 2022 Coordinate with a Attorney:
with Surveyor Indonesia submitting a lawyer Hermawan
Plaintiff : DBS Bank Ltd postponement
Defendant : PT Surveyor Indonesia • Due to the fact that the plaintiff is abroad, Impact on Surveyor Indonesia
based on the regulations of the South (impact of Law, Finance, etc.) :
Surveyor Indonesia was sued because Jakarta District Court, the next summons
it was deemed to have defaulted on will be made within 6 months, namely on If Surveyor Indonesia fails to face this
the SKEBP Rajungan, namely not September 19, 2022 charge and also fails in the criminal
completing the obligation to pay the process, namely:
remaining debt of US$1,512,274.56 for
the sale and purchase agreement of the In the case of forgery of documents
crab in 2017 and/or money laundering offences,
/ “Case of crabs”, Surveyor
Indonesia is at risk of paying a debt
of US$1,512,274.56 and a fine of
US$475,128.16
Nomor: 1107/Pdt.G/2021/PN.Jkt.Sel • Persidangan dilaksanakan sejak Desember Menunggu Salinan Kuasa Hukum:
2021 dan sampai saat ini sudah 6 kali putusan -
Penggugat : Manahan Sitorus panggilan namun penggugat tidak pernah
Tergugat : PT Surveyor Indonesia hadir
• Sampai saat ini belum ada lagi panggilan
Surveyor Indonesia digugat karena sidang
dianggap bertanggung jawab atas • Hasil penelusuran tim legal, penggugat
utang PT Synerga Tata Internasional belum membayar biaya perkara
kepada Manahan Sitorus sebesar sehingga sampai saat ini status perkara
2
Rp2.743.000.000, sehingga Manahan menggantung
Sitorus menggugat Surveyor Indonesia • Menurut Juru Sita Pengadilan Negeri
untuk mengembalikan uang tersebut Jakarta Selatan, bila penggugat terus
menerus tidak melakukan pembayaran,
maka perkara akan diputus gugur oleh
hakim pada tanggal 23 Mei 2022
• Perkara telah diputus gugur oleh hakim
Pengadilan Negeri Jakarta Selatan pada
tanggal 18 Mei 2022
Nomor: 1107/Pdt.G/2021/PN.Jkt.Sel • The trial has been held since December 2021 Waiting for copy of Attorney:
and so far there have been 6 summons but verdict -
Plaintiff : Manahan Sitorus the plaintiff has never been present
Defendant : PT Surveyor Indonesia • Until now there has been no court
summons
Surveyor Indonesia was sued because • The results of the legal team’s search, the
it was deemed responsible for the debt plaintiff has not paid the court fees so that
of PT Synerga Tata Internasional to until now the status of the case is hanging
Manahan Sitorus of IDR2,743,000,000, • According to the bailiff of the South Jakarta
so Manahan Sitorus sued Surveyor District Court, if the plaintiff continues to
Indonesia to return the money fail to make payments, the case will be
dismissed by the judge on May 23, 2022
• The case has been dismissed by the judge
of the South Jakarta District Court on 18
May 2022
Annual Report 2021

387
Kasus PHI PHI Case
Pokok Permasalahan Progres/Posisi Kasus/ Putusan Jenis Peradilan Tindak Lanjut

No.
Main Problem Progress/Position of Case/Decision Type of Court Follow-up
Penggugat : Muhammad Nasir • Telah keluar anjuran dari Disnaker Jakarta Selatan PHI pada Pengadilan Menunggu Salinan
Tergugat : PT Surveyor Indonesia dan tanggal 31 Maret 2021 yang intinya menganjurkan Negeri Jakarta Selatan putusan
PT Synerga Tata Internasional Surveyor Indonesia untuk membayar Rp569.000.000
kepada sdr. M. Natsir
Perselisihan PHK • Sebagai catatan, Penggugat saat ini dilaporkan oleh
Direksi PTSTI ke Polres Jakarta Selatan atas perkara
Gugatan yang diajukan terkait dengan pidana dugaan penyelewengan dana proyek, saat ini
besaran pesangon selama dia menjadi dalam proses permintaan keterangan.
1
pegawai Surveyor Indonesia dan PTSTI. • Surveyor Indonesia telah mengirimkan surat jawaban
Dengan masing-masing gugatan tertanggal 13 April 2021 atas anjuran Disnaker Jakarta
kepada Surveyor Indonesia sebesar Selatan tersebut yang isinya menolak anjuran
Rp138.000.000,- dan PTSTI sebesar dimaksud.
Rp539.000.000,- • Tergugat melakukan gugatan di PHI PN Jaksel, setelah
melalui proses persidangan yang dimana Surveyor
Indonesia diwakili oleh kuasa hukum, diputuskan
bahwa gugatan ditolak untuk seluruhnya
Plaintiff : Muhammad Nasir • A recommendation has been issued from the South PHI at the South Jakarta Waiting for copy of
Defendant : PT Surveyor Indonesia Jakarta Manpower Office on March 31, 2021, which District Court verdict
and PT Synerga Tata Internasional essentially recommends Surveyor Indonesia to pay
Rp569,000,000 to Br. M. Natsir
Layoff disputes • For the record, the Plaintiff is currently being reported
by the PTSTI Board of Directors to the South Jakarta
The lawsuit filed was related to the Police for a criminal case of alleged misappropriation
amount of severance pay while he was of project funds, currently in the process of requesting
an employee of Surveyor Indonesia information.
and PTSTI. With each lawsuit against • Surveyor Indonesia has sent a response letter
Surveyor Indonesia amounting to dated April 13, 2021, on the recommendation of the
IDR138,000,000,- and PTSTI amounting South Jakarta Manpower Office, which rejects the
to IDR539,000,000,- recommendation.
• The defendant filed a lawsuit at the South Jakarta
District Court, after going through a trial process in
which Surveyor Indonesia was represented by a lawyer,
it was decided that the lawsuit was rejected in its
entirety

Pokok Permasalahan Progres/Posisi Kasus/ Putusan Jenis Peradilan Tindak Lanjut

No.
Main Problem Progress/Position of Case/Decision Type of Court Follow-up
Penggugat : Sonny Risdianto Telah keluar anjuran dari Kementerian Ketenagakerjaan Tripartit di Kemenaker
Tergugat : PT Surveyor Indonesia yang intinya menolak seluruh gugatan Sdr. Sonny
Risdianto dan menganjurkan perusahaan untuk
Gugatan atas Keputusan Direksi pada mengembalikan penempatan yang bersangkutan ke
Kementerian Ketenagakerjaan RI kantor pusat
Penggugat pada Agustus 2020

diberikan sanksi berat atas pelanggaran
peraturan perusahaan pada Proyek
OSP di Cabang Surabaya, penggugat
2
diberikan sanksi demosi dan mutasi ke
Cabang Palembang.
Yang bersangkutan tidak menerima

dan melakukan mediasi melalui
bipartit dan tripartit ke Kementerian
Ketenagakerjaan dengan gugatan
untuk membatalkan sanksi yang dia
terima dan gugatan ganti rugi senilai
Rp700.000.000
Plaintiff : Sonny Risdianto There has been a recommendation from the Ministry Tripartite at the Ministry
Defendant : PT Surveyor Indonesia of Manpower which essentially rejects all of Mr. Sonny of Manpower
Risdianto and advised the company to return the
Lawsuit on the Decision of the Board of placement in question to the head office
Directors at the Ministry of Manpower of
the Republic of Indonesia
The plaintiff in August 2020 was given

severe sanctions for violating company
regulations on the OSP Project in the
Surabaya Branch, the plaintiff was
given a demotion and transfer to the
Palembang branch.
The person concerned did not accept

and mediate through bipartite and
tripartite to the Ministry of Manpower
with a claim to cancel the sanction he
received and a claim for compensation
of IDR700,000,000
Annual Report 2021

389
Sanksi Administratif
Administrative Sanctions
Sepanjang tahun 2021, tidak terdapat sanksi administratif material Throughout 2021 there were no material administrative sanctions that
yang mempengaruhi kelangsungan usaha Perusahaan dan juga tidak affected the Company’s business continuity and there were also no
terdapat sanksi administratif yang dikenakan kepada Perusahaan administrative sanctions imposed on the Company as the parent, on
sebagai induk, kepada entitas anak, anggota Direksi, maupun anggota subsidiaries, members of the Board of Directors or members of the
Dewan Komisaris oleh otoritas terkait. Board of Commissioners by the relevant authorities.
Entitas Sanksi Administratif

Entity Administrative Sanction
Perusahaan
-
Company
-
Board of Commissioners and Board of Directors
Entitas Anak
-
Subsidiaries
PT SCCI -
Surveyor Indonesia -

Akses Informasi dan Data Perusahaan

Access to Company Information and Data
Salah satu prinsip dari GCG adalah keterbukaan dan Perusahaan One of the principles of GCG is openness and the Company is committed
berkomitmen untuk senantiasa memberikan informasi mengenai to always providing information about the conditions and news about
kondisi dan berita tentang Surveyor Indonesia baik secara internal Surveyor Indonesia both internally and externally based on Law No. 14
maupun eksternal dengan berdasarkan kepada Undang-Undang No. 14 of 2008 concerning Openness of Public Information which states, “that
Tahun 2008 tentang Keterbukaan Informasi Publik yang menyatakan, Public Information Disclosure is a means of optimizing public supervision
“Bahwa Keterbukaan Informasi Publik merupakan sarana dalam of the administration of the State and other Public Bodies and anything
mengoptimalkan pengawasan publik terhadap penyelenggaraan that results in the public interest”.
negara dan badan publik lainnya dan segala sesuatu yang berakibat
pada kepentingan publik.”
Sebagai bagian dari pedoman pelaksanaan GCG, keterbukaan informasi As part of the GCG implementation guidelines, disclosure of information
sekaligus dapat mengirimkan pesan atas data yang akurat atas can simultaneously send messages of accurate data on developments
perkembangan aktivitas operasional dan proses usaha Perusahaan; in the Company’s operational activities and business processes; which in
yang kemudian akan berimbas pada citra korporasi Perusahaan di turn will have an impact on the Company’s corporate image in the wider
masyarakat luas. community.
Media Informasi Information Media
Surveyor Indonesia menggunakan banyak media dalam menyampaikan Surveyor Indonesia uses a lot of media in delivering data and information
data maupun infromasi terkait aktivitas operasional dan pencapaian related to operational activities and performance achievements that have
kinerja yang telah diraih Perusahaan. Tabel berikut menggambarkan been achieved by theCompany.Thefollowingtabledescribesthevarious
ragam media komunikasi yang digunakan Perusahaan untuk communication media used by the Company to convey such data and
menyampaikan data dan informasi tersebut, antara lain: information, including:
Annual Report 2021

391
Bentuk Media Kepada

Media Farms To
Regulator, Konsumen, Perusahaan Pesaing, Mitra Kerja dan Rekanan, Organisasi Profesi, Masyarakat/Umum
Website Regulators, Consumers, Competing Companies, Work Partners and Partners, Professional Organizations, Society/
General
Regulator, Konsumen, Perusahaan Pesaing, Mitra Kerja dan Rekanan, Organisasi Profesi, Masyarakat/Umum
Annual Report Regulators, Consumers, Competing Companies, Work Partners and Partners, Professional Organizations, Society/
General
Pemegang Saham, Perusahaan Pesaing, Mitra Kerja dan Rekanan, Organisasi Profesi, Masyarakat/Umum
Marketing Tools
Shareholders, Competing Companies, Work Partners and Partners, Professional Organizations, Society/General
Laporan Manajemen/Rapat Pemegang Saham
Management/Meeting Reports Shareholders
Majalah/Mading/Surat/Surat Edaran Konsumen, Karyawan, Pemegang Saham
Magazines/Mading/Letters/Circular Letters Consumers, Employees, Shareholders
Rapat/Pertemuan Langsung/
Pengarahan Direksi Karyawan, Pemegang Saham
Meetings/Direct Meetings/Briefing of the Consumers, Employees, Shareholders
Board of Directors
Situs Web Perusahaan Company Website
Keberadaaan sebuah situs web bagi Perusahaan memiliki peran The existence of a website for the Company has a significant role in
yang signifikan dalam menerapkan prinsip keterbukaan, untuk dapat applying the principle of openness, to be able to provide up-to-date and
memberikan informasi terkini dan akurat mengenai kegiatan operasional accurate information about the Company’s operations and performance
dan kinerja Perusahaan serta berbagai informasi lain yang diperlukan as well as various other information needed for stakeholders and the
bagi para pemangku kepentingan serta masyarakat luas. Perusahaan wider community. The company has an official electronic website with
telah memiliki situs web elektronik resmi dengan alamat www.ptsi. the address www.ptsi.co.id which provides comprehensive and useful
co.id yang menyediakan konten seputar informasi Perusahaan yang content about Company information for access to information for the
komprehensif dan berguna bagi akses informasi kepada publik dan public and the wider community.
masyarakat luas.
Korespondensi dan Laporan Berkala Correspondence and Periodic Reports
Informasi keuangan dan non-keuangan dari Perusahaan telah disusun Financial and non-financial information from the Company has been
dan dilaporkan secara transparan kepada pemegang saham, pemangku prepared and reported in a transparent manner to shareholders,
kepentingan, dan lembaga lain yang dipersyaratkan. Informasi stakeholders and other required institutions. Information is reported
dilaporkan sesuai target waktu, tersajikan dengan lengkap dan akurat, according to the target date, presented completely and accurately,
terkini, utuh, dan memadai sesuai dengan tata cara, jenis, dan cakupan current, intact and sufficiently in accordance with the procedure, type
sebagaimana diatur dalam ketentuan tentang Transparansi Kondisi and scope as stipulated in the provisions concerning Transparency of
Keuangan Perusahaan. Informasi dipaparkan melalui laporan berupa: Company Financial Conditions. Information is presented through reports
in the form of:
1. Laporan Triwulan 1. Quarterly Report
2. Laporan Administrasi Bulanan Pemegang Saham Perusahaan 2. Monthly administrative reports of the Company’s shareholders
3. Laporan Tahunan 3. Annual Report
Sepanjang tahun 2021, Perusahaan melakukan korespondensi dengan Throughout 2020, the Company corresponded with various parties
berbagai pihak termasuk pemegang saham dan regulator lainnya including Shareholders and other regulators in 187 letters.
sebanyak 187 surat.

Saluran Komunikasi Internal Internal Communication Channels
Pemberian informasi mengenai Perusahaan untuk pihak internal The provision of information about the Company to internal parties
di masa pandemi ini lebih banyak dilakukan secara online dengan during this pandemic was mostly done online by utilizing information
memanfaatkan teknologi informasi dan aplikasi yang dimiliki oleh technology and applications owned by the Company. Meetings between
Perusahaan. Pertemuan antarkaryawan dan manajemen tetap employees and management continue, although not directly.
berlangsung walaupun tidak secara langsung.
Buletin Internal Internal Bulletin
Saat ini, Perusahaan belum memiliki media cetak berupa majalah Currently, the Company does not have a printed media in the form of an
internal, setiap informasi yang dikeluarkan oleh Perusahaan, sejauh internal magazine. Any information issued by the Company, so far, still
ini masih menggunakan media surat kabar nasional sebagai sarana uses national newspapers as a means of supporting the Company to
pendukung Perusahaan untuk menginformasikan kepada seluruh inform all stakeholders regarding the Company’s performance.
pemangku kepentingan terkait kinerja Perusahaan.
Hubungan Media Media Relations
untuk dapat menyampaikan informasi secara komprehensif, In order to provide comprehensive information, the Company maintains
Perusahaan melakukan hubungan media melalui Rilis Media maupun media relations through Media Releases as well as relationship activities
aktivitas hubungan dengan sejumlah media baik nasional maupun lokal. with a number of national and local media. Below are the media relations
Di bawah ini disajikan hubungan media yang dilakukan di sepanjang conducted throughout 2021.
tahun 2021.
Tanggal Judul
No.
Date Title
2 Januari 2021 Amanah Awal Tahun, Surveyor Indonesia Mengemban Tugas Sebagai Lembaga Pemeriksa Halal di Indonesia
1
January 2, 2021 Amanah at the beginning of the year, Indonesian surveyors carry out their duties as Halal Inspection Agency in Indonesia
11 Januari 2021 Membangun Budaya Digital, Surveyor Indonesia Luncurkan SyNC
2
January 11, 2021 Building a Digital Culture, Surveyor Indonesia Launches SyNC
13 Januari 2021 Perkuat Kinerja Anak Perusahaan, Surveyor Indonesia Angkat Komisaris Baru PT SCCI
3
January 13, 2021 Strengthening Subsidiary Performance, Surveyor Indonesia Appoints New Commissioner of PT SCCI
18 Januari 2021 Melalui Surveyor Indonesia Peduli, Surveyor Indonesia Salurkan Bantuan Bagi Korban Bencana Banjir di Kalimantan Selatan
4
January 18, 2021 Through Surveyor Indonesia Peduli, Surveyor Indonesia Distribute Aid for Flood Victims in South Kalimantan
Surveyor Indonesia Serahkan Bantuan Bencana Gempa di Sulawesi Barat Melalui Program Surveyor Indonesia Peduli
20 Januari 2021 Bersama Satgas Bencana BUMN
5
January 20, 2021 Surveyor Indonesia Hands Over Earthquake Aid in West Sulawesi Through Surveyor Indonesia Peduli Program Together
with SOE Disaster Task Force
22 Januari 2021 SafeGuard Label SIBV Membuka Awal Tahun Dengan 642 SafeGuard Label Di Seluruh Indonesia
6
January 22, 2021 SafeGuard Label SIBV Opens Early Years With 642 SafeGuard Labels Across Indonesia
22 Januari 2021 Surveyor Indonesia Bersama Jabar Bergerak Salurkan Bantuan Bagi Korban Banjir Bandang Bogor
7
January 22, 2021 Surveyor Indonesia Together with West Java Move to Distribute Aid for Bogor Flash Flood Victims
29 Januari 2021 Surveyor Indonesia Bersama Jabar Bergerak Salurkan Bantuan Bagi Korban Banjir Bandang Sumedang
8
January 29, 2021 Surveyor Indonesia Together with West Java Move to Distribute Aid for Sumedang Flash Flood
10 Februari 2021 Surveyor Indonesia Mendukung Penjajakan Peluang Kerjasama Antara Indonesia – Afghanistan
9
February 10, 2021 Surveyor Indonesia Supports Exploring Opportunities for Cooperation Between Indonesia - Afghanistan
22 Februari 2021 Surveyor Indonesia Selenggarakan Rapat Pimpinan 2021
10
February 22, 2021 Surveyor Indonesia Holds Leadership Meeting 2021
10 Maret 2021 Surveyor Indonesia Perkuat Dukungan Layanan di Sumatera Selatan Melalui Peresmian Kantor Baru Cabang Palembang
11
March 10, 2021 Surveyor Indonesia Strengthen Service Support in South Sumatra Through Inauguration of New Palembang Branch
Annual Report 2021

393
Tanggal Judul
No.
Date Title
Surveyor Indonesia Kunjungi Penerima Bantuan Program CSR “Jabar Caang” di Garut Untuk Pelajari Kebutuhan Lanjutan
22 Maret 2021 Masyarakat 3T Jawa Barat
12
March 22, 2021 Surveyor Indonesia Visits Beneficiary of the “Jabar Caang” CSR Program in Garut to Learn about the Continued Needs of
West Java’s 3T Community
22 Maret 2021 Surveyor Indonesia - Bureau Veritas Serahkan Bantuan Alat Kesehatan Untuk Masjid Raya Bandung
13
March 22, 2021 Surveyor Indonesia - Bureau Veritas Hands Over Medical Devices for Bandung Grand Mosque
31 Maret 2021 Peresmian Cabang Balikpapan
14
March 31, 2021 Balikpapan Branch Inauguration
8 April 2021 Penghargaan Gubernur Jabar
15
April 8, 2021 West Java Governor Award
9 April 2021 Penghargaan BUMN Award
16
April 9, 2021 SOE Award
13 April 2021 Handover Messe
17
April 13, 2021 Handover Messe
14 April 2021 VPTI Cabang Batam
18
April 14, 2021 VPTI Batam Branch
14 April 2021 Jaringan Gas SISUB
19
April 14, 2021 SISUB Gas Network
4 Mei 2021 Sosialisasi Di Surabaya
20
May 4, 2021 Socialization In Surabaya
5 Mei 2021 Sosialisasi Di Makassar
21
May 5, 2021 Socialization In Makassar
5 Juni 2021 Perubahan Susunan Direksi & Nomenklatur
22
June 5, 2021 Changes To The Board Of Directors & Nomenclature
8 Juni 2021 BPKP
23
June 8, 2021 BPKP
10 Juni 2021 Siaran Pers Hjs Webinar Kesehatan
24
June 10, 2021 Hjs Press Release Health Webinar
1 Agustus 2021 HUT Surveyor Indonesia Ke 30
25
August 1, 2021 Surveyor Indonesia 30th Anniversary
5 Agustus 2021 SI TKDN VERSI AGUSTUS
26
August 5, 2021 SI TKDN AUGUST VERSION
6 Agustus 2021 Media Rush
27
August 6, 2021 Media Rush
12 Agustus 2021 Hari UMKM Nasional
28
August 12, 2021 National MSME Day
13 Agustus 2021 Vaksinasi Bersama BUMN Holding Jasa Survei
29
August 13, 2021 Vaccination With SOEs Holding Survey Services
14 Agustus 2021 Holding Jasa Survei Tingkatkan Perluasan Pasar
30
August 14, 2021 Holding Survey Services Increase Market Expansion
19 Agustus 2021 BUMN Jasa Survei Adakan Kuliah Umum, Upaya Pengembangan Talenta Generasi Muda
31
August 19, 2021 SOEs of Survey Services Held Public Lectures, Efforts For Developing Young Talents
4 September 2021 Vaksin Bersama HJS di Kebon Bawang
32
September 4, 2021 Vaccination with HJS in Kebon Bawang
13 September 2021 Surveyor Indonesia Manfaatkan Teknologi Digital untuk Bantu UMK Naik Kelas Di Era Pandemi
33
September 13, 2021 Surveyor Indonesia Use Digital Technology To Help MSES Upgrade In The Pandemic Era
13 September 2021 Kolaborasi Holding BUMN Jasa Survei Edukasi Mahasiswa Tentang Standar Sistem Mutu
34
September 13, 2021 SOEs of Survey Services Collaboration Educate Student About Quality System Standard
22 September 2021 Siaran Pers Bersama New Normal Pemkot Bogor
35
September 22, 2021 New Normal Joint Press Release Bogor Government
1 Oktober 2021 MoU Jasa Marga Related Business
36
October 1, 2021 Jasa Marga’s MoU Related Business
15 November 2021 Webinar Sertifikasi Halal Gratis
37
November 15, 2021 Free Halal Certification Webinar

Tanggal Judul
No.
Date Title
23 November 2021 Peresmian Cabang Surabaya
38
November 23, 2021 Official Of The Surabaya Branch
30 November 2021 Peresmian Cabang Makassar
39
November 30, 2021 Makassar Branch Official
12 Desember 2021 SIBV KAI Bandung
40
Desember 12, 2021 SIBV KAI Bandung
Akses Publik dan Konsumen Public and Consumer Access
Kepada publik dan konsumen, Perusahaan memberikan keterbukaan To the public and consumers, the Company provides open access for
akses bagi masyarakat dan pelanggan untuk langsung menghubungi the public and customers to directly contact the Corporate Secretary or
Sekretaris Perusahaan ataupun mendatangi langsung kantor pusat visit the head office directly at:
yang beralamat di :
Graha Surveyor Indonesia Graha Surveyor Indonesia
Jl. Jend. Gatot Subroto Kav. 56, Jakarta 12950, Indonesia Jl. Jend. Gatot Subroto Kav. 56, Jakarta 12950, Indonesia
Telp. : +62 21 526 5526 Phone : +62 21 526 5526
Faks. : +62 21 526 5525 Fax : +62 21 526 5525
Situs Web : www.ptsi.co.id Website : www.ptsi.co.id
E-mail : surveyorindonesia@ptsi.co.id E-mail : surveyorindonesia@ptsi.co.id
Annual Report 2021

395
Kode Etik
Code of Ethics
Surveyor Indonesia berkomitmen secara konsisten dalam menerapkan Surveyor Indonesia is committed to consistently applying GCG principles
prinsip-prinsip GCG dalam menjalankan kegiatan operasional sehari- in carrying out daily operational activities as well as in conducting business
hari serta dalam melakukan hubungan bisnis dengan para pelanggan, relationships with customers, partners and colleagues in an effort to
rekanan, maupun rekan kerja dalam upaya peningkatan nilai dan increase value and long-term business growth in a sustainable manner
pertumbuhan bisnis jangka panjang secara berkesinambungan tidak not only for Capital Owners/Shareholders but also all Stakeholders.
hanya bagi pemilik modal/pemegang saham, namun juga segenap
pemangku kepentingan.
Visi, Misi, dan Nilai Perusahaan Sebagai Vision, Mission and Corporate Values as the
Landasan Utama Main Foundation
Perusahaan telah menetapkan kode etik sesuai dengan visi dan misi The Company has established a code of ethics in accordance with the
Perusahaan yang berfungsi sebagai pedoman perilaku bagi seluruh Company’s vision and mission which serves as a code of conduct for
pegawai dalam berinteraksi, baik dengan pihak di dalam lingkungan all employees in interacting with parties within the Company as well as
Perusahaan maupun pihak luar. Kode etik Perusahaan diperkenalkan ke with external parties. The Company’s code of ethics is introduced to all
seluruh tingkatan di lingkungan Perusahaan dan tertulis dalam kontrak levels within the Company and is written in the employee recruitment
kerja perekrutan pegawai yang harus dipahami dan ditandatangani work contract which must be understood and signed by all employees.
oleh seluruh pegawai. Seluruh pegawai diharapkan untuk berperilaku All employees are expected to behave in accordance with Company
sesuai nilai-nilai Perusahaan dan menerapkan kode etik dalam kegiatan values and apply a code of ethics in their daily activities.
sehari-hari.
Pedoman Kode Etik Code of Ethics Guidelines
Perusahaan menilai perlu adanya kebijakan yang mengatur standar The company considers that there is a need for a policy that regulates
perilaku yang wajib dipatuhi oleh seluruh insan Perusahaan dalam standards of behavior that must be obeyed by all Company personnel in
upaya pencerminan budaya Perusahaan dan prinsip-prinsip GCG, oleh an effort to reflect the Company’s culture and GCG principles, therefore
karenanya disusun sebuah pedoman yang mengatur akan hal-hal a guideline has been drawn up that regulates things that must be
yang wajib dilaksanakan dan hal-hal yang wajib dihindari bagi insan implemented and things that must be avoided for human beings. The
Perusahaan dalam etika bisnis dan etika kerja, baik dalam melaksanakan Company in business ethics and work ethics, both in carrying out the
aktivitas operasional Perusahaan maupun kehidupan sehari-hari yang Company’s operational activities and daily life which have been signed by
telah ditandatangani oleh seluruh anggota Direksi dan Dewan Komisaris all members of the Board of Directors and the Board of Commissioners
pada tanggal 20 November 2020. on November 20, 2020.
Pedoman Perilaku disusun dengan tujuan agar dipahami dan diterapkan The Code of Conduct is formulated with the aim of being understood
oleh seluruh lapisan pegawai sebagai upaya meningkatkan kepercayaan and applied by all levels of employees in an effort to increase trust and
dan keseimbangan kepentingan bagi seluruh stakeholders serta balance of interests for all stakeholders and to increase the creation of
meningkatkan penciptaan nilai Perusahaan. Company value.

Isi Pedoman Perilaku Contents of the Code of Conduct
Di dalam Pedoman Perilaku atau Kode Etik, Perusahaan menjelaskan The Code of Conduct or the Company’s Code of Conduct describes
kebijakan berperilaku di Perusahaan, jenis-jenis pelanggaran, the policies on behavior in the Company, the types of violations, the
mekanisme pengaduan pelanggaran maupun sanksi bagi pelanggaran mechanism for complaints of violations and sanctions for violations that
yang terjadi. Kebijakan dalam Pedoman Perilaku mengatur hal-hal yang occur. The policies in the Code of Conduct regulate matters that are
menjadi tanggung jawab Perusahaan, individu jajaran Perusahaan the responsibility of the Company, individual levels of the Company and
maupun pihak lain yang melakukan hubungan bisnis dengan other parties who have a business relationship with the Company.
Perusahaan.
Code of Conduct Perusahaan mengatur hal-hal antara lain sebagai The Company’s Code of Conduct regulates the following:
berikut:
1. Tanggung Jawab 1. Responsible
a. Tanggung Jawab Manajemen a. Responsibilities of Management
b. Tanggung Jawab Atasan b. Responsibilities of Superiors
c. Tanggung Jawab Tim Code of Conduct c. Responsibilities of the Code of Conduct Team d. Responsibilities
d. Tanggung Jawab Pegawai of the employees
2. Kebijakan Perusahaan 2. Company policy
a. Hubungannya dengan Pemegang Saham a. Relationship with Shareholders
i. Benturan Kepentingan i. Conflict of Interest
ii. Peluang Perusahaan ii. Company opportunities
iii. Data Perusahaan dan Kerahasiaan Informasi iii. Company Data and Confidentiality of Information
iv. Pencatatan Bisnis iv. Business Listing
v. Penyalahgunaan Kekayaan dan/atau Fasilitas Perusahaan v. Misuse of Company Wealth and/or Facilities
b. Hubungannya dengan Pelanggan b. Relationship with customers
i. Pemberian Tidak wajar i. Unreasonable Provisions
ii. Penyampaian Informasi ii. Delivery of Information
c. Hubungannya dengan Pemasok c. Relationships with Suppliers
d. Hubungannya dengan Pemerintah d. Relationship with the Government
i. Kepatuhan Hukum i. Legal Compliance
ii. Hubungan dengan Pejabat Negara ii. Relations with State officials
e. Hubungannya dengan Pegawai e. Relationship with employees
i. Hubungan dengan Sesama Pegawai i. Relationships with fellow employees
ii. Keselamatan, Kesehatan Kerja, Keamanan dan Lindung ii. Occupational Health and Safety
Lingkungan (K3LL)
iii. Kontribusi dan Aktivitas Politik iii. Contributions and Political Activities
f. Hubungannya dengan Masyarakat Sekitar f. Relationship with the surrounding community
g. Hubungannya dengan Pesaing g. Relationships with competitors
h. Hubungannya dengan Mitra Bisnis h. Relationships with Business Partners
i. Teknologi Informasi i. Information Technology
j. Perlindungan Hak Kekayaan Intelektual (HAKI) j. Protection of Intellectual Property Rights (HAKI)
k. Hubungannya dengan Media Massa k. Relationship with the Mass Media
l. Hubungannya dengan Organisasi Profesi/Institusi Pendidikan l. Relationship with Professional Organizations/ Educational

Institutions
Annual Report 2021

397
Pemberlakuan Kode Etik bagi Seluruh Level Code of Conduct for All Organizational Levels
Organisasi
Pihak-pihak yang wajib mematuhi dan melaksanakan penerapan The Company’s Code of Ethics is the responsibility of all employees, the
etika usaha dan tata perilaku adalah seluruh karyawan, Direksi, Board of Directors, the Board of Commissioners and the Committees
Dewan Komisaris dan Komite di bawah Dewan Komisaris, mitra bisnis under the Board of Commissioners to behave in accordance with
perusahaan dan pihak di luar Perusahaan, sehingga terwujud perilaku the Company’s culture so that professional, responsible, reasonable,
yang profesional, bertanggung jawab, wajar, patut, dan dipercaya proper and trustworthy behavior is manifested in conducting business
dalam melakukan hubungan bisnis dengan rekan sekerja maupun para relationships with colleagues and partners. The Company imposes firm
mitra kerja. Perusahaan memberikan sanksi yang tegas dan konsisten and consistent sanctions on Company Individuals who violate the Code
kepada Insan Perusahaan yang melakukan pelanggaran pedoman of Conduct guidelines in accordance with applicable regulations.
Code of Conduct sesuai dengan ketentuan yang berlaku.
Sosialisasi CoC CoC Socialization
Perusahaan berupaya untuk menyebarkan pedoman perilaku kepada The Company seeks to disseminate a code of conduct to employees
karyawan melalui beberapa hal di bawah ini: through the following:
1. Seluruh pegawai Perusahaan, apapun tingkatannya diwajibkan 1. All employees of the Company, regardless of their level, are required
menandatangani surat pernyataan kepatuhan terhadap Pedoman to sign a statement of compliance with the Code of Conduct to be
Perilaku untuk diterapkan secara konsisten dan penuh tanggung applied consistently and responsibly in carrying out their daily tasks.
jawab dalam pelaksanaan tugas sehari-hari. Pernyataan kepatuhan The statement of compliance is updated annually and is used as a
tersebut setiap tahun diperbarui dan dijadikan sebagai salah satu requirement for the continuation of employment relationships in the
persyaratan kelanjutan hubungan kerja di Perusahaan. Company.
2. Manajemen memberikan contoh keteladanan kepada bawahan 2. Management provides exemplary examples to subordinates and
dan sesama rekan kerja tentang bagaimana harus bersikap dan fellow colleagues on how to behave and behave in accordance with
berperilaku sesuai dengan Pedoman Perilaku. the Code of Conduct.
3. Mengenakan sanksi secara tegas dan konsisten atas terjadinya 3. Imposing sanctions firmly and consistently for violations of the Code
pelanggaran terhadap Pedoman Perilaku. of Conduct.
Formulir Pernyataan Kepatuhan oleh Pegawai dalam Buku Code of Compliance Statement Form by Employee in Code of Conduct Book
Conduct

Sanksi atas Pelanggaran Sanctions for Violations
Setiap insan Surveyor Indonesia yang terbukti melakukan pelanggaran Every Surveyor Indonesia employee who is proven to have violated the
terhadap standar etika Perusahaan yang berlaku, akan diberikan applicable ethical standards of the Company, will be given sanctions in
sanksi sesuai dengan Perjanjian Kerja Bersama (PKB) serta peraturan accordance with the Collective Labor Agreement (CLA) and applicable
Perusahaan yang berlaku, dapat berupa teguran hingga pemecatan. Company regulations, ranging from reprimand to termination.
Jumlah Pelanggaran Kode Etik Total Violation of Code of Ethics
Sebagai realisasi penegakan Pedoman Perilaku Perusahaan, berikut As a realization of the enforcement of the company’s Code of Conduct,
rincian sanksi yang dikenakan terkait penegakan Pedoman Perilaku here are details of the sanctions imposed in relation to enforcement of
selama 2 tahun terakhir: the Code of Conduct for the past 2 (two) years:
Jenis Sanksi
2021 2020
Type of Sanctions
Teguran
- -
Reprimand
Peringatan 1
- -
1st Warning
Peringatan 2
- 1
2nd Warning
Peringatan 3
- -
3rd Warning
Pengunduran Diri
- -
Resignation
Pemecatan
- 2
Termination
Jumlah
- 3
Total
Annual Report 2021

399
Sistem Pelaporan Pelanggaran

Whistleblowing System
Sistem pelaporan pelanggaran diterapkan oleh Surveyor Indonesia The whistleblowing system is implemented by Surveyor Indonesia
sebagai bagian dari pelaksanaan Tata Kelola Perusahaan yang as part of the implementation of Good Corporate Governance with
Baik dengan komitmen dari Dewan Komisaris, Direksi, dan seluruh the commitment of the Board of Commissioners, Directors and all
pegawai dalam rangka mewujudkan PT Surveyor Indonesia menjadi employees in order to make PT Surveyor Indonesia become a world-
perusahaan independent assurance kelas dunia. Partisipasi aktif dari class independent assurance company. Active participation of all
seluruh pemangku kepentingan untuk melaporkan setiap pelanggaran stakeholders to report any violations committed by the Company or
yang dilakukan oleh Perusahaan maupun pegawai yang disurigai employees who are suspected of violating business ethics and the rules
melakukan pelanggaran terhadap etika bisnis maupun tata tertib dan and regulations in force through the WBS system that is owned and
perundangan-undangan yang berlaku melalui sistem WBS yang dimiliki provided by Surveyor Indonesia.
dan telah disediakan oleh Surveyor Indonesia.
Dalam upaya mendukung hal tersebut, Perusahaan telah mengeluarkan In an effort to support this, the Company has issued the latest policy
kebijakan terkini mengenai sistem pelaporan pelanggaran dalam regarding the violation reporting system in the Joint Decree of the Board
Keputusan Bersama Direksi dan Dewan Komisaris PT Surveyor of Directors and the Board of Commissioners of PT Surveyor Indonesia
Indonesia N0. SKB-001/DRU-X/SPI/2020 tentang Sistem Pelaporan No.SKB-001/DRU-X/SPI/2020 Regarding the Whistleblowing System
Pelanggaran (Whistleblowing System) yang ditandatangani pada which was signed on September 21, 2020
tanggal 21 September 2020.
Komitmen Dasar Sistem Pelaporan Principal Commitment of Whistleblowing

Pelanggaran di Lingkup Perusahaan System in the Company
1. Memberikan jaminan kerahasiaan identitas, alamat, no. telepon/ 1. Providing guarantee of confidentiality of the identity, address,
hp, dan sebagainya yang dapat digunakan untuk menghubungi telephone/mobile phone number, etc that can be used to contact
pelapor. the whistleblower.
2. Memberikan perlindungan/bantuan hukum kepada pelapor. 2. Giving protection/legal assistance to the whistleblower.
3. Memberikan perlindungan keamanan kepada pelapor terhadap 3. Providing security protection to the whistleblower against retaliation
tindakan balasan dari terlapor atau perusahaan antara lain berupa from the reported party or company, among others in the forms of
ancaman keselamatan fisik termasuk harta benda, teror psikologis, physical safety including property assets, psychological terror, work
keamanan pekerjaan, tekanan, penundaan kenaikan pangkat, safety, pressure, pending promotion, demotion of position or rank,
penurunan jabatan atau pangkat, pemecatan yang tidak adil, unfair termination, harassment or discrimination in any ways, and
pelecehan atau diskriminasi dalam segala bentuk, dan catatan yang adverse records in personal files/data.
merugikan dalam files/data pribadi.
4. Mematuhi segala peraturan perundangan-undangan yang terkait 4. Adhering all relevant laws and regulations as well as best practice in
serta praktek terbaik (best practice) dalam penyelenggaraan sistem implementing violation reporting system.
pelaporan pelanggaran.
5. Menyediakan fasilitas saluran/infrastruktur pelaporan yang 5. Providing reporting channel/infrastructure facilities that can
bisa menjamin kerahasiaan dan keamanan pelapor termasuk guarantee confidentiality and security to the whistleblower including
laporannya. the report.
6. Menyampaikan informasi pelaksanaan tindak lanjut atas 6. Providing information of the follow-up implementation on the report
laporan yang telah disampaikan, jika diminta pelapor, berupa submitted, if requested by the whistleblower, in the form of follow-
laporan kemajuan tindak lanjut (progress) informasi mana harus up progress report regarding which information shall be delivered
disampaikan secara rahasia kepada pelapor. in confidentiality to the whistleblower 1. (progress) which information
must be submitted confidentially to the reporter.

Media Pelaporan Reporting Media
Perusahaan menyediakan infrastruktur penyampaian laporan atau The company provides a report submission infrastructure or a special
saluran khusus bagi pelapor yang akan menyampaikan pengaduan/ channel for whistleblowers who will submit complaints/reports of
laporan pelanggaran ke alamat sebagai berikut: violations to the following address:
1. Telepon : (021) 526 5526 dengan No. Extension khusus: 257 1. Telephone : (021) 526 5526 No. Special extension 257
2. Ponsel : 0811 988 3224 2. Handphone : 0811 988 3224
3. Website : Submenu SP2/WBS di Website Surveyor Indonesia. 3. Website : Submenu SP2/WBS in Surveyor Indonesia Website.
4. E-mail : laporwbs@ptsi.co.id (secara otomatis terdistribusi pada 4. E-mail : laporwbs@ptsi.co.id (automatically distributed to
3 unit kerja: SP, SPI dan DHC) 3 work units: SP, SPI and DHC)
5. Surat : PO BOX. 4317JKTM 12700 5. Mail : PO BOX. 4317JKTM 12700
Laporan pelanggaran dapat langsung dikirimkan kepada Tim Reports of violations can be sent directly to the Whistleblowing
Administrasi Pelaporan Pelanggaran (TAPP) yaitu Unit kerja SP, SPI dan Administration Team (TAPP), namely the SP, SPI and DHC work units.
DHC.
Jenis Pelanggaran Type of Offense
Pelanggaran adalah perbuatan melanggar tata kelola perusahaan yang Violation is an act of violating good corporate governance (Good
baik (Good Corporate Governance), etika bisnis, ketentuan peraturan/ Corporate Governance), business ethics, provisions of company
kebijakan perusahaan, dan peraturan perundangan-undangan regulations/policies and prevailing laws and regulations that can cause
yang berlaku yang dapat menimbulkan kerugian finansial maupun financial and non-financial losses for the company.
nonfinansial bagi perusahaan.
Pelanggaran yang dapat dilaporkan adalah: Violations that can be reported are:
1. Melanggar tata kelola perusahaan yang baik (Good Corporate 1. Violating Good Corporate Governance, business ethics, internal
Governance), etika bisnis, peraturan intern perusahaan, standar company regulations, standard operating procedures, management
prosedur operasional, kebijakan manajemen, kode etik profesi policies, professional code of ethics and code of conduct, Conflict of
dan pedoman perilaku (Code of Conduct), Conflict of Interest dan Interest and norms of decency general
norma-norma kesopanan umum
2. Diduga melakukan tindak pidana korupsi, penggelapan, mark up, 2. Suspected of committing corruption, embezzlement, mark-up, drug
penggunaan narkoba, perusakan dan pencurian/penggelapan use, vandalism and theft/embezzlement of Company goods/assets,
barang/aset Perusahaan, pemerasan, penipuan dan tindak pidana extortion, fraud and other criminal acts
iainnya
3. Terlibat dalam kegiatan organisasi yang dilarang peraturan 3. Involved in organizational activities that are prohibited by laws and
perundangan-undangan regulations
4. Melanggar Standar Akuntansi Keuangan yang berlaku atau 4. Violating applicable Financial Accounting Standards or engineering
melakukan rekayasa laporan keuangan financial statements
5. Menyalahgunakan wewenang atau jabatan untuk kepentingan 5. Misusing authority or position for personal, family and/ or group
pribadi, keluarga dan/atau kelompok interests
6. Melakukan tindakan manipulasi/irregularity, seperti pemalsuan 6. Conducting acts of manipulation/irregularity, such as falsification
dokumen/data, kesalahan apropriasi (miss appropriation) sumber of documents/data, misappropriation of resources (assets, funds,
daya (aset, dana, perlengkapan kantor, dan Iainnya), serta office equipment and others), as well as unauthorized use or misuse
penggunaan yang tak berdasarkan otorisasi atau penyalahgunaan of fixed assets, machinery and office equipment or bookkeeping
aset tetap, mesin dan peralatan kantor, atau catatan pembukuan records office administration
administrasi kantor
7. Melakukan tindakan yang membahayakan keselamatan dan 7. Take action that endangers occupational safety and health
kesehatan kerja
Annual Report 2021

401
8. Melakukan penerimaan dan/atau pemberian gratifikasi, kecuali 8. Receiving and/or giving gratuities, except for gratuities as stipulated
gratifikasi sebagaimana diatur dalam Kebijakan Gratifikasi in the Company’s Gratification Policy SKD-007/DRU-IX/SP/2020
Perusahaan No. SKD-007/DRU-XI/DSDM/2014 tentang Kebijakan concerning PT Surveyor Indonesia’s Gratification Policy, along with
Gratifikasi PT Surveyor Indonesia, beserta addendumnya. its addendum
9. Melakukan pembocoran rahasia perusahaan; 9. Leaking company secrets
10. Semua pelanggaran berat sebagaimana diatur dalam Keputusan 10. All serious violations as stipulated in the Decree of the Board of
Direksi PT Surveyor Indonesia No. SKD-049/DRU-SP/DSDM-VI/2011 Directors of PT Surveyor Indonesia No.SKD-049/ DRU-SP/DSDM-
tentang Peraturan Pelaksanaan Tata Tertib Kerja dan Sanksi. VI/2011 concerning Regulations on Implementing Work Procedures
and Sanctions.
Prosedur Pelaporan WBS WBS Reporting Procedure
Mekanisme penyampaian dan penanganan laporan pelanggaran di The mechanism for submitting and handling violation reports within the
lingkup Surveyor Indonesia adalah sebagai berikut: Surveyor Indonesia scope is as follows:
1. Pelapor dapat menyampaikan laporan pelanggaran kepada Tim 1. The whistleblower can submit a violation report to the Whistleblowing
Administrasi Pelaporan Pelanggaran. Administration Team.
2. Perusahaan menyediakan infrastruktur penyampaian laporan 2. The company provides infrastructure for reporting violations for
pelanggaran bagi pelapor melalui saluran khusus. whistleblowers through special channels.
3. Laporan pelanggaran bisa juga diantar langsung kepada Tim 3. Reports of violations can also be delivered directly to the
Administrasi Pelaporan Pelanggaran Whistleblowing Administration Team
4. Saluran komunikasi dengan pelapor, yakni melalui petugas/personil 4. Communication channels with whistleblowers, namely through
Tim Administrasi Pelaporan Pelanggaran yang bertugas menerima officers/personnel of the Whistleblowing Administration Team in
laporan pelanggaran. Dalam hal ini pelapor akan memperoleh charge of receiving violation reports. In this case, the reporter will
informasi tentang penanganan kasus yang dilaporkannya, apakah get information about the handling of the reported case, whether
dapat ditindaklanjuti atau tidak. Jika pelapor adalah karyawan it can be followed up or not. If the reporter is an employee of the
Perusahaan, maka personil Tim Administrasi Pelaporan Pelanggaran Company, the personnel from the Whistleblowing Administration
memberikan informasi perkembangan penanganan hasil pelaporan Team will provide information on the progress in the handling of the
pelanggaran tersebut. Pemberian informasi ini bersifat rahasia results of the violation reporting. The provision of this information
antara pelapor dengan personil Tim Administrasi Pelaporan is confidential between the reporter and the personnel of the
Pelanggaran, termasuk di dalamnya kerahasiaan terhadap apa Whistleblowing Administration Team, including the confidentiality of
yang terjadi pada terlapor. Pembocoran sifat kerahasiaan ini oleh what happened to the reported party. The leakage of the nature of
pelapor akan menghapuskan kewajiban perusahaan atas jaminan this confidentiality by the reporter will erase the company’s obligation
kerahasiaan yang diberikan kepadanya dan dalam kasus tertentu for the confidentiality guarantee given to him and in certain cases
dapat mengakibatkan hilangnya perlindungan kepada pelapor. may result in the loss of protection for the reporter
5. Dalam hal pelapor adalah orang luar (bukan Insan Perusahaan), 5. In the event that the reporter is an outsider (not a Company Person),
kebijakan komunikasi dengan pelapor ini dapat diberikan kepadanya. the communication policy with the reporter can be given to him.
Hal ini berlaku bila ia bersedia menandatangani kesepakatan tertulis This applies if he is willing to sign a written agreement regarding
tentang kerahasiaan informasi baik yang ia terima dari perusahaan, the confidentiality of information, both that he receives from the
maupun yang disampaikan kepada perusahaan. company, and that which is submitted to the company.
Kewenangan penanganan lebih lanjut atas laporan pelanggaran yang The authority for further handling of violation reports that have met the
sudah memenuhi ketentuan sebagaimana diatur dalam Keputusan provisions stipulated in this Joint Decree is as follows:
Bersama ini adalah sebagai berikut:
1. Untuk pelanggaran yang dilakukan oleh anggota Dewan Komisaris, 1. For violations committed by members of the Board of Commissioners,
maka laporan pelanggaran tersebut diserahkan kepada pemegang the violation report shall be submitted to the Shareholders. Further
saham. Penanganan lebih lanjut atas laporan pelanggaran tersebut handling of the violation report is carried out by the Shareholders, and
dilakukan oleh pemegang saham, dan bila diperlukan investigasi, if an investigation is needed, an independent external investigator/
dapat menggunakan investigator/auditor eksternal yang auditor may be used.
independen.

2. Untuk pelanggaran yang dilakukan oleh anggota Direksi, maka 2. For violations committed by members of the Board of Directors, the
laporan pelanggaran disampaikan kepada Komisaris Utama. violation report shall be submitted to the President Commissioner.
Penanganan lebih lanjut diserahkan kepada Dewan Komisaris Further handling is submitted to the Board of Commissioners and
dan bila diperlukan investigasi, dapat menggunakan investigator/ if an investigation is needed, an independent external investigator/
auditor eksternal yang independen. auditor may be used.
3. Untuk pelanggaran yang dilakukan oleh anggota Dewan Komisaris 3. For violations committed by members of the Board of
dan Direksi, maka laporan pelanggaran tersebut diserahkan Commissioners and Directors, the violation report shall be submitted
kepada pemegang saham. Penanganan lebih lanjut atas laporan to the Shareholders. Further handling of the violation report is
pelanggaran tersebut dilakukan oleh pemegang saham, dan bila carried out by the Shareholders, and if an investigation is needed, an
diperlukan investigasi, dapat menggunakan investigator/auditor independent external investigator/auditor may be used.
eksternal yang independen.
4. Untuk pelanggaran yang dilakukan oleh Organ Pendukung Dewan 4. For violations committed by the Supporting Organ of the Board
Komisaris, maka laporan pelanggaran tersebut diserahkan kepada of Commissioners, the violation report shall be submitted to the
Komisaris Utama. Penanganan lebih lanjut atas laporan pelanggaran President Commissioner. Further handling of the violation report is
tersebut dilakukan oleh Dewan Komisaris dan bila diperlukan carried out by the Board of Commissioners and if an investigation is
investigasi, dapat menggunakan investigator/auditor eksternal needed, an independent external investigator/auditor may be used.
yang independen.
5. Untuk pelanggaran yang dilakukan oleh karyawan, maka laporan 5. For violations committed by employees, the violation report is
pelanggaran tersebut diserahkan kepada Direktur Utama. submitted to the President Director. Further handling of the violation
Penanganan lebih lanjut atas laporan pelanggaran tersebut report is carried out by the Board of Directors by assigning TP3, in
dilakukan oleh Direksi dengan menugaskan TP3 dalam hal ini Tim this case the Investigation Team.
Investigasi.
6. Untuk pelanggaran yang dilakukan oleh personel dari salah satu 6. For violations committed by personnel from one or more TP3s, the
atau lebih TP3, maka Direktur Utama wajib menonaktifkan personel President Director must first deactivate the personnel and replace
tersebut terlebih dahulu dan menggantinya dari unit kerja yang them from the same work unit or from another work unit if this is
sama atau dari unit kerja lain jika tidak memungkinkan dari unit kerja not possible from the same work unit at the President Director’s
yang sama atas pertimbangan Direktur Utama. Penanganan lebih consideration. Further handling of the violation report is carried out
lanjut atas laporan pelanggaran tersebut dilakukan oleh Direksi by the Board of Directors by assigning TP3 with new personnel.
dengan menugaskan TP3 dengan personel yang baru.
Perlindungan bagi Pelapor Protection for Reporting
Jaminan kerahasiaan dan/atau jaminan perlindungan diberikan oleh Confidentiality guarantees and/or protection guarantees are provided
manajemen perusahaan dalam semua lini kepada pelapor termasuk by the management of the company in all lines to the whistleblower,
kepada SP3 yang bertujuan untuk mendorong pelapor atas inisiatif including SP3, which aims to encourage the reporter on his/her own
sendiri secara aktif melaporkan kejadian pelanggaran. initiative to actively report incidents of violations. Complaints Handling
Penanganan Pengaduan Complaints Handling
Kewenangan penanganan pelaporan pelanggaran adalah sebagai Authority on violation reporting handling are as follows:
berikut:
1. untuk pelanggaran yang dilakukan oleh anggota Direksi, atau 1. For violations committed by members of the Board of Directors,
orang yang mempunyai hubungan khusus dengan anggota Direksi, or people who have a special relationship with members of the
maka laporan pelanggaran disampaikan kepada Komisaris Utama. Board of Directors, the violation report is submitted to the President
Penanganan lebih lanjut diserahkan kepada Dewan Komisaris Commissioner. Further handling is submitted to the Board of
dan bila diperlukan investigasi, dapat menggunakan investigator/ Commissioners and if an investigation is required, an independent
auditor eksternal yang independen. external investigator/ auditor may be used.
Annual Report 2021

403
2. untuk pelanggaran yang dilakukan oleh anggota Dewan Komisaris, 2. For violations committed by members of the Board of Commissioners,
maka laporan pelanggaran tersebut diserahkan kepada Direktur the violation report is submitted to the President Director. Further
Utama. Penanganan lebih lanjut atas laporan pelanggaran tersebut handling of the violation report is carried out by the Board of
dilakukan oleh Direksi, dan bila diperlukan investigasi, dapat Directors, and if an investigation is required, an independent external
menggunakan investigator/auditor eksternal yang independen. investigator/auditor may be used.
3. untuk pelanggaran yang dilakukan oleh karyawan dan personil SP3, 3. For violations committed by employees and personnel of SP3,
maka laporan pelanggaran tersebut diserahkan langsung kepada the violation report is submitted directly to the President Director.
Direktur Utama. Penanganan lebih lanjut atas laporan pelanggaran Further handling of the violation report is carried out by the Board of
tersebut dilakukan oleh Direksi, dan bila diperlukan investigasi, Directors, and if necessary investigations, can be followed up by the
dapat ditindaklanjuti oleh auditor internal. internal auditor.
4. untuk pelanggaran yang dilakukan oleh anggota Dewan Komisaris 4. For violations committed by members of the Board of Commissioners
dan anggota Direksi, maka penanganannya dilakukan sesuai and members of the Board of Directors, the handling is carried out
mekanisme yang diatur oleh pemegang saham. according to the mechanism regulated by the shareholders.
Pihak yang Mengelola Pengaduan Parties Managing Complaints
Satuan Pengelola Pelaporan Pelanggaran (SP3) terdiri dari 3 (tiga) The Violation Reporting Management Unit (SP3) consists of 3 (three)
sub-satuan dan Satuan Pengawasan Intern (SPI) bertindak sebagai sub-units and the Internal Audit Unit (SPI) acting as the Coordinator. The
koordinator. Ketiga sub-satuan dimaksud adalah sebagai berikut: three sub-units are as follows:
1. Sub-satuan Administrasi yaitu sub-satuan yang menerima pelaporan 1. Administrative sub-unit, namely the sub-unit that receives
pelanggaran, menyeleksi laporan pelanggaran untuk diproses violation reports, selects violation reports for further processing
lebih lanjut oleh sub-unit investigasi tanpa membuka identitas by the investigation sub-unit without disclosing the identity
pelapor. Sub-unit ini juga bertanggung jawab atas pelaksanaan of the whistleblower. This sub- unit is also responsible for the
program perlindungan pelapor sesuai dengan kebijakan yang telah implementation of the reporter protection program in accordance
dicanangkan, terutama aspek kerahasiaan dan jaminan keamanan with the policies that have been announced, especially the aspects
pelapor. Sub unit administrasi ini dilaksanakan oleh Sekretaris of confidentiality and security assurance of whistleblowers. This
Perusahaan dan/atau Kepala Bagian Hukum. administrative sub-unit is carried out by the Corporate Secretary
and/or the Head of the Legal Department.
2. Sub-satuan Investigasi yaitu sub-satuan yang bertugas untuk 2. Investigation sub-unit is a sub-unit tasked with carrying out further
melakukan investigasi lebih lanjut terhadap substansi pelanggaran investigations into the substance of the reported violations. This sub-
yang dilaporkan. Sub-unit investigasi ini dilaksanakan oleh Kepala unit of investigation is carried out by the Head of the Audit Division
Bagian Audit dan Senior Auditor Satuan Pengawasan Intern (SPI) and the Senior Auditor of the Internal Audit Unit (SPI) and if deemed
dan jika dianggap perlu dibantu oleh pejabat minimal setara Kepala necessary, assisted by an official at least equal to the Head of Section
Bagian dari unit kerja terkait lainnya. from other related work units.
3. Sub-satuan Pertimbangan Sanksi yaitu sub-satuan yang bertugas 3. Sanction Consideration Sub-unit, namely the sub- unit tasked with
memberikan pertimbangan kepada Direksi dalam menetapkan providing consideration to the Board of Directors in determining the
sanksi yang paling sesuai dengan tingkat kesalahan terlapor sanction that is most appropriate to the reported error level based
berdasarkan rekomendasi sanksi yang disampaikan oleh Sub on the sanction recommendation submitted by the Investigation
Unit Investigasi tanpa melakukan investigasi/pemeriksaan ulang Sub-unit without conducting an investigation/re-examination of
terhadap laporan pelangggaran yang dilakukan oleh terlapor the violation report carried out by the reported unless believed
kecuali diyakini atau ada bukti bahwa para pemeriksa/investigator or there is evidence that investigators cannot act independently,
tidak bisa bersikap independen, profesional, objektif, akuntabel, dan professionally, objectively, accountably and be responsible in
bertanggung jawab dalam melakukan investigasi/pemeriksaan. conducting investigations/examinations. Sanction Consideration
Sub-satuan Pertimbangan Sanksi terdiri dari: Sub-unit consists of:
a. Kepala Divisi Sumber Daya Manusia sebagai Ketua a. Head of Human Resources as Chairman
b. Sekretaris Perusahaan sebagai Sekretaris merangkap Anggota b. Corporate Secretary as Secretary concurrently Member
c. Kepala Satuan Pengawasan Intern sebagai Anggota c. Head of Internal Audit Unit as Member
d. Kepala Divisi Keuangan dan Akuntansi sebagai Anggota d. Head of Finance and Accounting Division as Member
e. Kepala Divisi Perencanaan Perusahaan, Pengembangan Sistem e. Head of Division of Corporate Planning, Quality System
Mutu & K3LL dan Organisasi sebagai Anggota Development & K3LL and Organization as a Member

4. Sub-satuan Pertimbangan Sanksi bersifat kolegial/majelis dalam 4. The Sanction Consideration Sub-unit is collegial/ assemblical in any
setiap proses pengambilan keputusan. decision-making process.
Sanksi Pelanggaran Sanctions for Violations
Perusahaan berkomitmen mengembangkan budaya yang mendorong The company is committed to developing a culture that encourages
insan perusahaan khususnya karyawan untuk berani melaporkan company personnel, especially employees to dare to report known
tindakan pelanggaran yang diketahuinya dengan memberikan violations by providing immunity from administrative sanctions or
kekebalan atas sanksi administratif atau sanksi dalam bentuk apa pun sanctions in any form that are detrimental to reporters with good faith,
yang merugikan pelapor yang beriktikad baik seperti: such as:
1. Penurunan jabatan dan/atau pangkat 1. A demotion in position and/or rank
2. Penundaan kenaikan pangkat 2. Postponement of promotion
3. Penundaan kenaikan gaji berkaia dan/atau tunjangan 3. Postponement of increase in salary and/or benefits
4. Tidak membayar atau menahan gaji, insentif, jasprod 4. Not paying or withholding salaries, incentives, jasprod
5. Pemutasian 5. Transfer
6. Pemecatan 6. Dismissal
7. Pelecehan atau diskriminasi dalam segala bentuknya 7. Harassment or discrimination in all its forms
8. Intimidasi, menjadikan tumbal/korban 8. Intimidation, making victims/victims
9. Catatan yang merugikan dalam arsip/file data pribadi atau 9. Adverse records in the personal data files/files of the Reporting
kepegawaian Pelapor Person
Jumlah Pengaduan Tahun 2021 dan Tindak Total Complaints in 2019 and Their Follow-up
Lanjutnya
Di sepanjang tahun 2021, tidak terdapat pengaduan pelanggaran yang Throughout 2021, there were no complaints of violations, with an
masuk, dengan penjelasan sebagaimana terlampir pada tabel berikut ini. explanation as attached in the following table.
Status Laporan yang

Jumlah Laporan yang Dilakukan Tindak
Jumlah Laporan yang
Jumlah Laporan Masuk Dilakukan Tindak Lanjut per 31 Desember
Media Pelaporan Selesai
Number of Incoming Lanjut 2021
Reporting Media Number of Completed
Reports Number of Follow-up Status Reports Performed
Reports
Reports Follow-up December 31,
2021
Telepon
- - - -
Telephone
Handphone
- - - -
Handphone
Website
- - - -
Website
E-mail
- - - -
E-mail
Jumlah
- - - -
Total
Annual Report 2021

405
Pemberian Dana untuk Kegiatan Politik

Provision of Funds for Political Activities
Surveyor Indonesia mempertahankan sikap netral terhadap partai Surveyor Indonesia maintains a neutral attitude towards political parties,
politik, oleh karena itu Perusahaan mewajibkan setiap Pegawai untuk therefore the Company requires every employee not to use the facilities
tidak menggunakan fasilitas serta memberi sumbangan untuk partai and make contributions to any political party from the Company’s
politik mana pun dari kekayaan Perusahaan sebagaimana ditetapkan assets as stipulated by law, however the Company still recognizes the
oleh undang-undang, meskipun demikian Perusahaan tetap mengakui right of everyone to channel political aspirations accordingly. with her
hak setiap orang untuk menyalurkan aspirasi politik sesuai dengan convictions. This aims to create the Company’s independence as a SOEs
keyakinannya. Hal tersebut bertujuan untuk menciptakan independensi with integrity in management in accordance with applicable regulations.
Perusahaan sebagai BUMN yang memiliki integritas dalam pengelolaan Provisions prohibiting the provision of funds are also useful to avoid
sesuai dengan aturan yang berlaku. Ketentuan pelarangan pemberian conflicts of interest in decision making and to create transparent and
dana juga berguna untuk menghindari terjadinya benturan kepentingan accountable budget management in accordance with the stipulated
dalam pengambilan keputusan serta mewujudkan pengelolaan allocation.
anggaran yang transparan dan akuntabel sesuai peruntukan yang
ditetapkan.

Antikorupsi dan Gratifikasi

Anti Corruption and Gratification
Sejumlah undang-undang yang dikeluarkan oleh Pemerintah Republik A number of laws issued by the Government of the Republic of Indonesia
Indonesia mengatur masalah penyuapan dan korupsi bagi perusahaan regulate the issue of bribery and corruption for companies, both private
baik swasta maupun badan pemerintah, salah satunya Undang-Undang and government agencies, one of which is Law Number 28 of 1999
Nomor 28 Tahun 1999 tentang Penyelenggaraan Negara yang Bersih concerning the Implementation of a State that is Free of Corruption,
dari Korupsi, Kolusi, dan Nepotisme (KKN). Surveyor Indonesia sebagai Collusion and Nepotism (KKN). Surveyor Indonesia as a state-owned
perusahaan Badan Usaha Milik Negara (BUMN) berkomitmen dalam company (SOEs) is committed to complying with the prevailing laws and
mematuhi peraturan dan perundangan-undangan yang berlaku dalam regulations in running its business legally.
menjalankan bisnisnya secara sah.
Untuk menegaskan komitmen tersebut, Perusahaan telah mengesahkan To confirm this commitment, the Company has ratified the prohibition
larangan untuk menerima suap/gratifikasi dan tindakan korupsi dalam of accepting bribes/gratuities and acts of corruption in the Decree of
Keputusan Direksi PT Surveyor Indonesia No. SKD-007/DRU-IX/SP/2020 the Board of Directors of PT Surveyor Indonesia No. SKD-007/DRU- IX/
tentang Kebijakan Pengendalian Gratifikasi pada tanggal 21 September SP/2020 Regarding Gratification Control Policy on September 21, 2020
2020 disertai dengan pakta anti-penyuapan yang ditandatangani oleh accompanied by the Anti-Bribery pact signed by the entire Board of
seluruh jajaran Direksi pada tanggal 3 Agustus 2020. Directors on August 3, 2020.
Di dalam Keputusan tersebut juga disebutkan adanya larangan bagi The Decree also states that there is a prohibition for all company
seluruh insan perusahaan untuk menerima gratifikasi dan kewajiban personnel to accept gratuities and an obligation to refuse offers and
menolak tawaran dan pemberian hadiah/cinderamata untuk kemudian gifts/souvenirs to then report to the Anti-Bribery Compliance Team (KAP)
melaporkan kepada Tim Kepatuhan Anti Penyuapan (KAP) yang telah which has been established by the Company as a unit that is responsible
dibentuk oleh Perusahaan sebagai unit yang bertanggung jawab serta and has the authority to implement. and gratification control in Surveyor
memiliki kewenangan dalam implementasi dan pengendalian gratifikasi Indonesia.
di dalam Surveyor Indonesia.
Pengendalian gratifikasi merupakan upaya Perusahaan untuk Gratuity control is the Company’s effort to protect the Company’s
melindungi insan Perusahaan terhindar dari kemungkinan dijatuhkannya personnel from the possibility of the bribery as stipulated in Article 12 B
tuduhan tindak pidana suap sebagaimana diatur pada Pasal 12 B paragraph (1) of Law 31/1999 Jo. Law 20/2011 states that every gratuity
Ayat (1) UU 31/1999 Jo. UU 20/2011 yang menyatakan bahwa setiap to a civil servant or state administrator is considered to be a bribe, if it is
gratifikasi kepada pegawai negeri atau penyelenggara negara dianggap related to his position and contrary to his obligations or duties.
pemberian suap, apabila berhubungan dengan jabatannya dan yang
berlawanan dengan kewajiban atau tugasnya.
Annual Report 2021

407
LHKPN
LHKPN
Prinsip Dasar Laporan Harta Kekayaan Basic Principles of the State Organizer’s
Penyelenggara Negara Wealth Report
LHKPN merupakan daftar seluruh Harta Kekayaan Penyelenggara LHKPN is a list of all State Administrators’ assets as outlined in the
Negara yang dituangkan dalam formulir LHKPN yang ditetapkan LHKPN form stipulated by the Corruption Eradication Commission
oleh Komisi Pemberantasan Korupsi (KPK) sebagaimana yang diatur (KPK) as regulated in KPK Decree No. KEP07/KPK/02/2005 concerning
dalam Keputusan KPK No. KEP 07/KPK/02/2005 tentang Tata Cara Procedures for Registration, Examination and Announcement of Assets
Pendaftaran, Pemeriksaan, dan Pengumuman Laporan Harta Kekayaan Reports of State Administrators. Law No. 30 of 2002 concerning the
Penyelenggara Negara. Undang-Undang No. 30 Tahun 2002 tentang Corruption Eradication Commission affirms the authority of the KPK
Komisi Pemberantasan Tindak Pidana Korupsi menegaskan wewenang to carry out steps or efforts to prevent corruption, including through
KPK melaksanakan langkah atau upaya pencegahan korupsi antara registration and examination of LHKPN. In addition, Law No. 28 of
lain melalui pendaftaran dan pemeriksaan terhadap LHKPN. Selain itu, 1999 concerning State Administrators who are Clean and Free from
Undang-Undang No. 28 Tahun 1999 tentang Penyelenggara Negara yang Corruption, Collusion and Nepotism, mandating that each organizer
Bersih dan Bebas dari Korupsi, Kolusi, dan Nepotisme, mengamanatkan is obliged to report and announce his assets before and after taking
bahwa setiap penyelenggara wajib melaporkan dan mengumumkan office and is willing to have his assets examined before and after taking
harta kekayaannya sebelum dan setelah memangku jabatan serta office. In Law No. 28 of 1999 article 2 (7) along with its explanation, states
bersedia diperiksa kekayaannya sebelum dan setelah menjabat. Dalam that other officials who have strategic functions in relation to state
Undang-Undang No. 28 Tahun 1999 Pasal 2 (7) beserta penjelasannya, administrators include the Board of Commissioners, Directors, and other
diuraikan bahwa pejabat lain yang memiliki fungsi strategis dalam structural officials at State-Owned Enterprises (SOE) and Regional-
kaitannya dengan penyelenggara negara termasuk Dewan Komisaris, Owned Enterprises (BUMD).
Direksi, dan pejabat struktural lainnya pada Badan Usaha Milik Negara
(BUMN) dan Badan Usaha Milik Daerah (BUMD).
Pemeriksaan LHKPN yang disampaikan kepada KPK bertujuan untuk The LHKPN examination submitted to the KPK is aimed at realizing State
mewujudkan penyelenggara negara yang mantaati asas-asas umum Administrators who obey the general principles of state administrators
penyelenggara negara yang bebas dari praktik korupsi, kolusi, dan who are free from corruption, collusion and nepotism, as well as other
nepotisme, serta perbuatan tercela lainnya. Setiap penyelenggara despicable acts. Every State Administrator is required to report their
negara dituntut untuk melaporkan kekayaanya melalui formulir LHKPN wealth through the LHKPN form that has been provided by the KPK
yang telah disediakan KPK untuk diisi secara jujur, benar, dan lengkap to be filled in honestly, correctly and completely, so that the KPK can
agar KPK dapat menganalisis, mengevaluasi, serta menilai atas seluruh analyze, evaluate, and assess the entire amount, type and value of assets
jumlah, jenis, dan nilai harta kekayaan yang dilaporkan, secara benar, reported, correctly, quickly, accurately, accurate and responsible.
cepat, tepat, akurat, dan bertanggung jawab.
Dasar Hukum dan Peraturan dalam Menerapkan Legal and Regulatory Basis in Implementing
LHKPN di Perusahaan LHKPN in Companies
Dalam menerapkan LHKPN, Perusahaan menimbang beberapa dasar In implementing LHKPN, the Company considers several legal and
hukum dan peraturan sebagai landasan cara pandang penerapan regulatory bases as a basis for the perspective on LHKPN implementation
LHKPN di lingkungan Perusahaan. Dasar hukum tersebut yaitu: within the Company. The legal basis is:
1. Undang-Undang No. 28 Tahun 1999 tentang Penyelenggara Negara 1. Law No. 28 of 1999 concerning State Administrators who are Clean
yang Bersih dan Bebas dari Korupsi, Kolusi, dan Nepotisme. and Free from Corruption, Collusion and Nepotism.
2. Undang-Undang No. 30 Tahun 2002 tentang Komisi Pemberantasan 2. Law No. 30 of 2002 concerning the Corruption Eradication
Tindak Pidana Korupsi. Commission.

3. Peraturan Menteri Negara BUMN No. PER-01/BUMN/2011 tentang 3. Regulation of the Minister of State for SOEs No. PER-01/ BUMN/2011
Penerapan Tata Kelola Perusahaan yang Baik (Good Corporate concerning the Implementation of Good Corporate Governance in
Governance) pada Badan Usaha Milik Negara, dan perubahannya. State-Owned Enterprises, and its amendments.
4. Keputusan Sekretaris Menteri BUMN No. SK-16/S.MBU/2012 tentang 4. Decree of the Secretary of the Minister of SOE No. SK-16/S.MBU/2012
Indikator/Parameter Penilaian dan Evaluasi atas Penerapan GCG concerning Indicators/Parameters for Assessment and Evaluation of
yang baik. Good GCG Implementation.
Pelaksanaan LHKPN Perusahaan Implementation of the Company’s LHKPN
Surveyor Indonesia memiliki Pedoman Pelaksanaan LHKPN bagi pejabat Surveyor Indonesia has LHKPN Implementation Guidelines for Company
Perusahaan dalam Surat Keputusan Direksi No. SKD-002/DRU-XI/ officials in the Decree of the Board of Directors No. SKD-002/DRU-XI/
DHC/2021, tanggal 18 November 2021. Pedoman merupakan acuan bagi DHC/2021, dated November 18, 2021. The guideline is a reference for
pejabat level-level tertentu dari organisasi Perusahaan terkait kewajiban officials at certain levels of the Company’s organization regarding the
pelaksanaan LHKPN antara lain: LHKPN implementation obligations, among others;
1. Direksi 1. Board of Directors
2. Pejabat 1 (satu) tingkat di bawah Direksi (General Manager) 2. Officer 1 (one) level below the Board of Directors (General Manager)
3. Pejabat 2 (dua) level organisasi di bawah Direksi (Manager) 3. Officer 2 (two) levels below the Board of Directors (Manager)
Pengungkapan Penyampaian LHKPN Pejabat Disclosure of LHKPN Submission by Surveyor

Surveyor Indonesia Indonesia Officials
Nama Lengkap Unit Kerja Keterangan

No
Full Name Work Unit Description
Vice President - Direktorat Komersial - Divisi Operasi Sudah Lapor - Proses Verifikasi
1 Rochmat Benny Susanto
Vice President - Commercial Directorate - Operations Division Reported - Verification Process
Direktur Utama - PT Synerga Tata International - Direktur
Utama Sudah Lapor - Proses Verifikasi
2 Ajat Jatnika
President Director - PT Synerga Tata International - President Reported - Verification Process
Director
Direktur Komersial - Wakil Pimpinan - Direktur Sudah Lapor - Terverifikasi lengkap
3 Saifuddin Wijaya
Commercial Director - Vice Leading - Director Reported - Completely verified
Sekretaris Perusahaan - Direktorat Utama - Sekretariat
Perusahaan Sudah Lapor - Sudah diperbaiki
4 Ngakan Made Oka Dhyana
Corporate Secretary - President Directorate - Corporate Reported - Fixed
Secretariat
General Manager - Direktorat Komersial - Cabang Singapura Sudah Lapor - Proses Verifikasi
5 Mukti Wibowo
General Manager - Commercial Directorate - Singapore Branch Reported - Verification Process
General Manager - Direktorat Komersial - Cabang Surabaya Sudah Lapor - Proses Verifikasi
6 Negari Karunia Adi
General Manager - Commercial Directorate - Surabaya Branch Reported - Verification Process
Direktur Keuangan Dan Manajemen Risiko - Wakil Pimpinan -
Direktur Sudah Lapor - Terverifikasi lengkap
7 Rosmanidar Zulkifli
Director Of Finance And Risk Management - Vice Leading - Reported - Completely verified
Director
Kepala Satuan Pengawasan Intern - Direktorat Utama - Satuan
Pengawasan Intern Sudah Lapor - Proses Verifikasi
8 Abubakar Alhadar
Head Of Internal Supervision Unit - Main Directorate - Internal Reported - Verification Process
Supervision Unit
Annual Report 2021

409

No
Vice President - Direktorat Komersial - Divisi Bisnis Strategis
Coal and Mineral Sudah Lapor - Proses Verifikasi
9 Djusep Sukriatno
Vice President - Directorate Commercial - Coal and Mineral Reported - Verification Process
Strategic Business Division
Infrastructure Sudah Lapor - Terverifikasi lengkap
10 Baron Agung Wicaksono
Vice President - Commercial Directorate - Infrastructure Reported - Completely verified
Direktur Sumber Daya Manusia - Wakil Pimpinan - Direktur Sudah Lapor - Proses Verifikasi
11 Lussy Ariani Seba
Director of Human Resources - Vice Leading - Director Reported - Verification Process
Government and Institution Sudah Lapor - Proses Verifikasi
12 Firza Mahdar
Vice President - Directorate Commercial - Government and Reported - Verification Process
Institution Strategic Business Division
Vice President - Direktorat Utama - Divisi Pemasaran dan
Pengembangan Perusahaan Sudah Lapor - Proses Verifikasi
13 Winda Ary Susanti
Vice President - President Directorate - Marketing and Reported - Verification Process
Corporate Development Division
General Manager - Direktorat Komersial - Cabang Semarang Sudah Lapor - Perlu perbaikan
14 Agus Priyono
General Manager - Commercial Directorate - Semarang Branch Reported - Needs Revision
Vice President - Direktorat Keuangan dan Manajemen Risiko -
Divisi Perencanaan Korporat dan Manajemen Risiko Sudah Lapor - Proses Verifikasi
15 Deddi Nurmal
Vice President - Directorate of Finance and Risk Management - Reported - Verification Process
Corporate Planning and Risk Management Division
Kepala KSO SCI SI - Direktorat Komersial - Kerjasama Operasi
Sucofindo Surveyor Indonesia Sudah Lapor - Proses Verifikasi
16 Dwi Yulinar Firdaus
Head of KSO SCI SI - Directorate Commercial - Cooperative Reported - Verification Process
Operations Sucofindo Surveyor Indonesia
Vice President - Direktorat Sumber Daya Manusia - Divisi
Teknologi Informasi Sudah Lapor - Proses Verifikasi
17 Muhammad Chairudin
Vice President - Directorate of Human Resources - Information Reported - Verification Process
Technology Division
Direktur Utama - PT Surveyor Carbon Consulting Indonesia
(SCCI) - Direktur Utama Sudah Lapor - Proses Verifikasi
18 Imam Dasuki
President Director - PT Surveyor Carbon Consulting Indonesia Reported - Verification Process
(SCCI) - President Director
General Manager - Direktorat Komersial - Cabang Jakarta Sudah Lapor - Proses Verifikasi
19 Epi Darlis
General Manager - Commercial Directorate - Jakarta Branch Reported - Verification Process
Vice President - Direktorat Sumber Daya Manusia - Divisi
Human Capital Sudah Lapor - Proses Verifikasi
20 Edwin Pantas Partunggul
Vice President - Directorate of Human Resources - Human Reported - Verification Process
Capital Division
Vice President - Direktorat Komersial - Divisi Bisnis Strategis Oil
Gas and Energy Sudah Lapor - Proses Verifikasi
21 Agus Rahmad
Vice President - Directorate Commercial - Oil Gas and Energy Reported - Verification Process
General Manager - Direktorat Komersial - Cabang Balikpapan
Sudah Lapor - Terverifikasi lengkap
22 Fitri Agungnugroho General Manager - Commercial Directorate - Balikpapan
Reported - Completely verified
Branch
General Manager - Direktorat Komersial - Cabang Palembang
Sudah Lapor - Diumumkan lengkap
23 Rully Marinto General Manager - Commercial Directorate - Palembang
Already Reported - Announced complete
Branch


No
Divisi Keuangan dan Akuntansi Sudah Lapor - Proses Verifikasi
24 Yusuf Setyabudhi
Vice President - Directorate Of Finance and Risk Management - Reported - Verification Process
Finance and Accounting Division
Sekretaris Perusahaan - Direktorat Utama - Sekretariat
Perusahaan Sudah Lapor - Proses Verifikasi
25 David Januardi
Corporate Secretary - President Directorate - Corporate Reported - Verification Process
Secretariat
General Manager - Direktorat Komersial - Cabang Makassar Sudah Lapor - Terverifikasi lengkap
26 Tri Yulianto
General Manager - Commercial Directorate - Makassar Branch Reported - Completely verified
Direktur Pengembangan Bisnis - PT Surveyor Carbon
Consulting Indonesia (SCCI) - Direktur Sudah Lapor - Diumumkan lengkap
27 Dwi D B Lukitasari
Director of Business Development - PT Surveyor Carbon Already Reported - Announced complete
Consulting Indonesia (SCCI) - Director
General Manager - Direktorat Komersial - Cabang Medan Sudah Lapor - Proses Verifikasi
28 Wilson Manurung
General Manager - Commercial Directorate - Medan Branch Reported - Verification Process
General Manager - Direktorat Komersial - Cabang Banjarbaru
Sudah Lapor - Terverifikasi lengkap
29 Jhonson Lumbantoruan General Manager - Commercial Directorate - Banjarbaru
Reported - Completely verified
Branch
General Manager - Direktorat Komersial - Cabang Aceh Sudah Lapor - Terverifikasi lengkap
30 Wahyu
General Manager - Commercial Directorate - Aceh Branch Reported - Completely verified
Direktur Utama - Pimpinan Tertinggi - Direktur Utama Sudah Lapor - Proses Verifikasi
31 Muhammad Haris Witjaksono
President Director - Higher Management - President Director Reported - Verification Process
Unit Tanggung Jawab Sosial dan Lingkungan Sudah Lapor - Proses Verifikasi
32 Syahrul Ramadhan
Vice President - Directorate of Finance and Risk Management - Reported - Verification Process
Social and Environmental Responsibility Unit
General Manager - Direktorat Komersial - Cabang Pekanbaru Sudah Lapor - Proses Verifikasi
33 Syafrial
General Manager - Commercial Directorate - Pekanbaru Branch Reported - Verification Process
Direktur Operasi - PT Surveyor Carbon Consulting Indonesia
(SCCI) - Direktur Sudah Lapor - Proses Verifikasi
34 I Wayan Sanjaya Wahyu Putra
Director of Operations - PT Surveyor Carbon Consulting Reported - Verification Process
Indonesia (SCCI) - Director
Komisaris - Pt Surveyor Carbon Consulting Indonesia (SCCI) -
Dewan Komisaris Belum Lapor
35 Umar Ali Lessy
Commissioner - Pt Surveyor Carbon Consulting Indonesia Not Reported
(SCCI) - Board Of Commissioners
Vice President - Direktorat Sumber Daya Manusia - Strategic
Transformation Office Sudah Lapor - Proses Verifikasi
36 Euis Emalia Noor
Vice President - Directorate of Human Resources - Strategic Reported - Verification Process
Transformation Office
General Manager - Direktorat Komersial - Cabang Batam Sudah Lapor - Proses Verifikasi
37 Ibnu Khaldun
General Manager - Commercial Directorate - Batam Branch Reported - Verification Process
Komisaris Independen - Dewan Komisaris - Dewan Komisaris
Sudah Lapor - Proses Verifikasi
38 Paulus Prananto Independent Commissioner - Board Of Commissioners - Board
Reported - Verification Process
of Commissioners
Annual Report 2021

411
Kebijakan Pengadaan Barang dan Jasa

Policy of Procurement of Goods and Services
Ruang Lingkup Scope
Ruang lingkup kebijakan ini mencakup semua pengadaan barang The scope of this policy covers all procurement of goods and/or services
dan/atau jasa yang akan dilakukan oleh PT Surveyor Indonesia yang to be carried out by PT Surveyor Indonesia whose funding source comes
sumber pembiayaannya berasal dari anggaran PT Surveyor Indonesia, from the PT Surveyor Indonesia budget, including funds sourced from
termasuk juga dana yang bersumber dari penyertaan modal negara, state capital participation, funds from PT Surveyor Indonesia for the
dana PT Surveyor Indonesia untuk pelaksanaan subsidi/kewajiban implementation of subsidies/public service obligations. (public service
pelayanan umum (public service obligation)/penugasan pemerintah obligation)/government assignments that were replaced from the
yang diganti dari Anggaran Pendapatan dan Belanja Negara (APBN)/ State Revenue and Expenditure Budget (APBN)/Regional Revenue and
Anggaran Pendapatan dan Belanja Daerah (APBD), dan pinjaman PT Expenditure Budget (APBD), and PT Surveyor Indonesia loan from the
Surveyor Indonesia dari pemerintah. government.
Tujuan Objective
Tujuan pengaturan mengenai Pengadaan Barang dan/atau Jasa ini adalah: The objectives of this regulation regarding the Procurement of Goods
and/or Services are:
1. Menghasilkan barang/jasa yang sesuai dengan kualitas, jumlah, 1. Produce goods/services in accordance with the agreed quality,
waktu, biaya, lokasi, dan penyedia yang telah diperjanjian quantity, time, cost, location, and provider
2. Mendukung dalam menciptakan nilai tambah untuk PT Surveyor 2. Support in creating added value for PT Surveyor Indonesia
Indonesia
3. Meningkatkan efisiensi 3. Increasing efficiency
4. Menyederhanakan dan mempercepat dalam proses pengambilan 4. Simplify and speed up the decision-making process
keputusan
5. Meningkatkan kemandirian, tanggung jawab, dan profesionalisme; 5. Increase independence, responsibility, and professionalism;
6. Mewujudkan pengadaan yang menghasilkan value for money 6. Realizing procurement that produces value for money in a flexible and
dengan cara yang fleksibel dan inovatif namun tetap kompetitif, innovative way but remains competitive, transparent, accountable
transparan, akuntabel dilandasi etika pengadaan yang baik based on good procurement ethics
7. Meningkatkan penggunaan produksi dalam negeri 7. Increase the use of domestic production
8. Meningkatkan peran pelaku usaha nasional 8. Increasing the role of national business actors
9. Meningkatkan sinergi antar BUMN, Anak Perusahaan, dan/atau 9. Increasing synergy between BUMN, Subsidiaries, and/or BUMN
Perusahaan Terafiliasi BUMN Affiliated Companies
Pedoman Pengadaan Barang dan Jasa Guidelines for the Procurement of Goods and
Services
Perusahaan telah menyusun dan menyesuaikan pedoman sebagai The company has compiled and adjusted the guidelines as a reference
acuan pelaksanaan pengadaan barang dan jasa dalam Keputusan for the implementation of the procurement of goods and services in the
Direksi PT Surveyor Indonesia No: SKD-001/DRU-IX/DMF/2020 Tentang Decree of the Board of Directors of PT Surveyor Indonesia No: SKD-001/
addendum Keputusan Direksi No: SKD-002/DRU-XII/DMF/2018 DRU-IX/DMF/2020 Regarding the addendum to the Decree of the Board
tentang Pengadaan Barang dan Jasa PT Surveyor Indonesia tanggal of Directors No: SKD-002/DRU-XII/DMF/2018 concerning Procurement
18 September 2020. of Goods and Services PT Surveyor Indonesia on September 18, 2020.

Dalam Kebijakan tersebut, hal-hal yang diatur adalah sebagai berikut: In the Policy, the matters regulated are as follows:
1. Perencanaan Pengadaan 1. Procurement Planning
2. Manajemen risiko pengadaan (tahap perencanaan dan 2. Procurement risk management (planning and implementation stage)
pelaksanaan)
3. Penyedia barang/jasa (persyaratan, kualifikasi calon penyedia, 3. Providers of goods/services (requirements, qualifications of
penilaian kualifikasi, pemilihan penyedia, permohonan blokir dan prospective providers, evaluation of qualifications, selection of
penangguhan penyedia) providers, requests for blocking and suspension of providers)
4. Pengajuan permohonan pengadaan (Pengajuan Permohonan 4. Submission of application for procurement (Submission of
Pengadaan Barang/Jasa, KAK, HPS, Kewenangan Persetujuan Application for Procurement of Goods/Services, KAK, HPS, Authority
Permohonan Pengadaan) for Approval of Procurement Application)
5. Pelaksanaan pengadaan (metode pengadaan, wewenang dan 5. Implementation of procurement (procurement method, authority
tanggung jawab organisasi pengadaan, persyaratan pejabat and responsibility of the procurement organization, requirements
pengadaan, pendayagunaan produksi dalam negeri, referensi for procurement officials, utilization of domestic production, price
harga, pengadaan luar negeri, pengadaan jangka Panjang dan reference, foreign procurement, long-term procurement and
pengadaan dalam keadaan darurat) procurement in an emergency)
6. Surat Pemesanan Barang/Jasa dan Perjanjian (jenis-jenis perjanjian 6. Letter of Order of Goods/Services and Agreement (types of
pengadaan, ketentuan dan aspek kontrak) procurement agreement, terms and aspects of the contract)
7. Penerimaan Barang/Jasa 7. Receipt of Goods/Services
8. Dokumen Tagihan Penyedia Barang/Jasa 8. Invoice Documents for Goods/Services Providers
9. Evaluasi Kinerja Penyedia Barang/Jasa 9. Evaluation of the Performance of Goods/Services Providers
10. Kebijakan Lainnya (Penerapan Anti Penyuapan, Rekam Jejak 10. Other Policies (Application of Anti-Bribery, Track Record of Goods/
Penyedia Barang/Jasa, Aturan Peralihan) Services Providers, Transitional Rules)
11. Kewenangan pengadaan barang/jasa 11. Authority to procure goods/services
Annual Report 2021

413
Transparansi Praktik Bad Governance

Transparency of Bad Governance Practices
Sepanjang tahun 2021, Surveyor Indonesia memegang teguh komitmen In 2021, Surveyor Indonesia upholds its commitment to implementing
dalam menerapkan Tata Kelola Perusahaan yang Baik dengan Good Corporate Governance by fulfilling all regulations related to the
memenuhi seluruh regulasi yang terkait dengan aktivitas Perusahaan Company’s activities and carrying out its obligations properly. Both
dan melaksanakan kewajibannya dengan baik. Baik Surveyor Indonesia Surveyor Indonesia and the organs in it, namely the company’s core
maupun organ yang berada di dalamnya yaitu organ inti perusahaan organs and supporting organs in carrying out their operational activities,
dan organ pendukung dalam menjalankan kegiatan operasionalnya have never carried out bad corporate governance practices. This is
tidak pernah melakukan praktik bad corporate governance. Hal tersebut summarized in the following short table:
dirangkum dalam tabel singkat berikut ini:
Keterangan Praktik
No
Information Practices
Terdapat laporan atas kegiatan perusahaan yang mencemari lingkungan Nihil
1
There are reports of company activities that pollute the environment Nill
Ketidakpatuhan dalam pemenuhan kewajiban perpajakan Nihil
2
Non-compliance in fulfilling tax obligations Nill
Ketidaksesuaian penyajian laporan tahunan dan laporan keuangan dengan peraturan yang berlaku dan standar
akuntansi keuangan (SAK) Nihil
3
The inconsistency in the presentation of annual reports and financial reports with applicable regulations and financial Nill
accounting standards (SAK)
Tidak menyampaikan kasus/perkara hukum terkait buruh dan karyawan Nihil
4
Not submitting legal cases/cases related to labor and employees Nill
Tidak mengungkapkan tinjauan segmen operasi Nihil
5
Not disclosing the operating segment review Nill
Ketidaksesuaian berkas Laporan Tahunan Nihil
6
Annual Report file discrepancies Nill

Annual Report 2021

415
Tanggung Jawab Sosial Perusahaan

Corporate Social Responsibility
Dalam menjalankan kegiatan usahanya, Surveyor Indonesia In carrying out its business activities, Surveyor Indonesia does not
tidak hanya mengejar keuntungan finansial belaka. Perusahaan only take financial advantage. The company is also committed
juga berkomitmen agar kehadirannya dapat membawa dampak that its presence can have a sustainable positive impact on the
positif yang berkesinambungan bagi masyarakat Indonesia dalam Indonesian people in the long term, either directly or indirectly.
jangka panjang, baik secara langsung maupun tidak langsung.
Komitmen tersebut salah satunya diwujudkan dengan One of these commitments is realized by carrying out Social
menjalankan kegiatan Tanggung Jawab Sosial dan Lingkungan and Environmental Responsibility (TJSL) activities as regulated
(TJSL) sebagaimana yang diatur dalam Peraturan Menteri in the Regulation of the Minister of State-Owned Enterprises
Badan Usaha Milik Negara Republik Indonesia Nomor PER-05/ of the Republic of Indonesia Number PER-05/MBU/04/2021
MBU/04/2021 Tentang Program Tanggung Jawab Sosial Dan concerning the Social and Environmental Responsibility Program
Lingkungan Badan Usaha Milik Negara. of State-Owned Enterprises.
Sebagai kerangka dasar untuk melaksanakan program TJSL As the basic framework for implementing a directed and
BUMN yang terarah dan sistimatis maka telah disusun Grand systematic SOE CSR program, a SOE TJSL Grand Design has
Design TJSL BUMN dengan berpedoman pada standard been prepared based on the international standard SNI ISO
internasional SNI ISO 26000:2010 “Panduan Tanggung Jawab 26000:2010 “Guidelines for Social Responsibility”, and a program
Sosial”, dan program yang searah dengan Tujuan Pembangunan that is in line with the SOE Sustainable Development Goals (TPB).
Berkelanjutan (TPB) BUMN: This SOE TJSL program is implemented by applying 4 (four)
Principles that form the basis for designing, implementing and
evaluating, namely:
1. Terintegrasi – yang berdasarkan analisa risiko dan proses bisnis 1. Integrated – based on risk analysis and related business
yang memiliki keterkaitan dengan Pemangku kepentingan processes with stakeholders
2. Terarah – memiliki arah yang jelas untuk mencapai tujuan 2. Focused – have a clear direction to achieve the Company’s
Perusahaan goals
3. Terukur dampaknya – memiliki kontribusi dan memberikan 3. Measurable impact – has a contribution and provides benefits
manfaat yang menghasilkan perubahan atau nilai tambah that result in change or added value for Stakeholders and the
bagi Pemangku kepentingan dan Perusahaan Company
4. Akuntabilitas – dapat dipertanggungjawabkan sehingga 4. Accountability – can be accounted for so that it stays away
menjauh dari potensi penyalahgunaan dan penyimpangan from potential abuse and irregularities

Peraturan Menteri BUMN ini mengacu kepada subjek inti yang This SOE Ministerial Regulation refers to the core subjects listed
tercantum di dalam ISO 26000 di atas, dan Tujuan Pembangunan in ISO 26000 above, and the Sustainable Development Goals
Berkelanjutan (TPB) atau Sustainable Development Goals (SDGs) (SDGs) which are regulated in Presidential Regulation Number 59
yang diatur dalam Peraturan Presiden Nomor 59 Tahun 2017. of 2017. Based on this regulation, the scope of the CSR Program
Berdasarkan Peraturan tersebut, maka ruang lingkup Program is SOEs are classified into 4 Pillars, namely:
TJSL BUMN diklasifikasikan ke dalam 4 Pilar, yaitu:
1. Pilar Sosial, untuk tercapainya pemenuhan hak dasar 1. Social Pillar, to achieve the fulfillment of quality basic human
manusia yang berkualitas secara adil dan setara untuk rights in a fair and equal manner to improve welfare for the
meningkatkan kesejahteraan bagi seluruh masyarakat. whole community. Social Pillars include alleviating Poverty;
Pilar Sosial meliputi Mengentaskan Kemiskinan; Mengakhiri Ending Hunger; Healthy and Prosperous Life; Quality
Kelaparan; Kehidupan Sehat dan Sejahtera; Pendidikan Education; and Gender Equality.
Berkualitas; dan Kesetaraan Gender.
2. Pilar Lingkungan, untuk pengelolaan sumberdaya alam 2. Environmental Pillar, for the sustainable management of
dan lingkungan yang berkelanjutan sebagai penyangga natural resources and the environment as a support for all
seluruh kehidupan. Pilar Lingkungan meliputi Penyediaan life. The Environmental Pillar includes the Provision of Clean
Air Bersih dan Sanitasi Layak; Pembangunan Kota dan Water and Proper Sanitation; Urban Development and Decent
Pemukiman yang Layak; Proses Konsumsi dan Produksi Settlements; Responsible Consumption and Production
yang Bertanggungjawab; Penanganan Perubahan Iklim; Processes; Climate Change Management; Protecting Ocean
Menjaga Ekosistem Lautan; dan Menjaga Ekosistem Daratan. Ecosystems; and Protecting Land Ecosystems.
3. Pilar Ekonomi, untuk tercapainya pertumbuhan ekonomi 3. Economic Pillar, to achieve quality economic growth through
berkualitas melalui keberlanjutan peluang kerja dan usaha, sustainable employment and business opportunities,
inovasi, industri inklusif, infrastruktur memadai, energi bersih innovation, inclusive industry, adequate infrastructure,
yang terjangkau dan didukung kemitraan. Pilar Ekonomi affordable clean energy and supported by partnerships. The
meliputi Penggunaan Energi Bersih dan Terjangkau; Economic Pillars include the Use of Clean and Affordable
Pekerjaan Layak dan Pertumbuhan Ekonomi; Industri, Energy; Decent Work and Economic Growth; Industry,
Ekonomi dan Infrastruktur; Mengurangi Kesenjangan; dan Economy and Infrastructure; Reducing Gaps; and Conduct
Melakukan Kemitraan untuk Mencapai Tujuan. Partnerships to Achieve Goals.
4. Pilar Hukum dan Tata Kelola, untuk terwujudnya kepastian 4. Pillar of Law and Governance, for the realization of legal
hukum dan tata kelola yang efektif, transparan, akuntabel certainty and effective, transparent, accountable and
dan partisipatif untuk menciptakan stabilitas keamanan dan participatory governance to create security stability
mencapai negara berdasarkan hukum. Pilar Hukum dan Tata and achieve a state based on law. The Pillars of Law and
Kelola meliputi Perdamaian, Keadilan dan Kelembagaan yang Governance include Peace, Justice and Strong Institutions.
Tangguh.
Sejalan dengan target BUMN untuk memberikan kontribusi In line with the SOE’s target to contribute to the TPB, in compiling
dalam TPB tersebut, maka dalam menyusun program dan programs and activities one can use the indicator metadata for
kegiatan dapat menggunakan metadata indikator masing- each pillar issued by Bapenas.
masing pilar yang dikeluarkan oleh Bapenas.
Pembahasan terkait program TJSL dan komitmen keberlanjutan Discussions related to the CSR program and Surveyor Indonesia’s
Surveyor Indonesia dapat dilihat pada Laporan Keberlanjutan sustainability commitments can be seen in the Sustainability
yang dibuat secara terpisah dari laporan ini namun menjadi Report which is prepared separately from this report but is an
bagian yang tidak terpisahkan dari Laporan Tahunan ini. integral part of this Annual Report.
Annual Report 2021

419
Cross-Reference dengan Surat Edaran OJK

No. 16/SEOJK.04/2021 tentang Bentuk dan Isi
Laporan Tahunan Emiten atau Perusahaan Publik
Cross-Reference based on OJK Circular Letter No. 16/SEOJK.04/2021
regarding Format and Content of the Annual Report of Issuers or Public
Companies
Bentuk Laporan Tahunan Halaman

Annual Report Format Page
1. Laporan Tahunan disajikan dalam bentuk dokumen cetak dan salinan dokumen elektronik.
v
Annual Report is presented in the form of printed documents and electronic copies of documents.
2. Laporan Tahunan yang disajikan dalam bentuk dokumen cetak, dicetak pada kertas yang berwarna terang, berkualitas
baik, berukuran A4, dijilid, dan dapat diperbanyak dengan kualitas yang baik.
v
The printed version of the Annual Report shall be printed on light-colored paper of good quality, in A4 size, bound, and
can be copied with good quality.
3. Laporan Tahunan dapat menyajikan informasi berupa gambar, grafik, tabel, dan/atau diagram dengan mencantumkan
judul dan/atau keterangan yang jelas, sehingga mudah dibaca dan dipahami.
v
Annual Report may present information in the form of pictures, graphs, tables, and/or diagrams by including clear titles
and/or descriptions, so that they are easy to read and understand.
4. Laporan Tahunan yang disajikan dalam bentuk dokumen elektronik merupakan Laporan Tahunan yang dikonversi
dalam portable document format (PDF).
v
The Annual Report presented in an electronic document is the Annual Report converted in a portable document
format (PDF).

ISI LAPORAN TAHUNAN Halaman

Annual Report Contents Page
I. KETENTUAN UMUM
GENERAL PROVISION
A. Laporan Tahunan paling sedikit memuat:

1. Ikhtisar data keuangan penting.
2. Informasi saham (jika ada).
3. Laporan direksi.
4. Laporan dewan komisaris.
5. Profil emiten atau perusahaan publik.
6. Analisis dan pembahasan manajemen.
7. Tata kelola emiten atau perusahaan publik.
8. Tanggung jawab sosial dan lingkungan emiten atau perusahaan publik.
9. Laporan keuangan tahunan yang telah diaudit.
10. Surat pernyataan anggota Direksi dan anggota Dewan Komisaris tentang tanggung jawab atas Laporan Tahunan
v
A. Annual Report shall at least contain the following information:
1. overview of key financial data;
2. stock information (if any);
3. report of the Board of Directors;
4. report of the Board of Commissioners;
5. profile of the Issuer or Public Company;
6. management discussion and analysis;
7. governance of the Issuer or Public Company;
8. social and environmental responsibility of the Issuer or Public Company;
9. audited annual financial statements; and
10. statement that the Board of Directors and the Board of Commissioners are fully responsible for the Annual Report.
Annual Report 2021

421

II. IKHTISAR DATA KEUANGAN PENTING

18
OVERVIEW OF KEY FINANCIAL DATA
A. Ikhtisar Data Keuangan Penting

Ikhtisar data keuangan penting memuat informasi keuangan yang disajikan dalam bentuk perbandingan selama 3
(tiga) tahun buku atau sejak memulai usahanya jika Emiten atau Perusahaan Publik tersebut menjalankan kegiatan
usahanya kurang dari 3 (tiga) tahun, paling sedikit memuat:
1. Pendapatan/penjualan.
2. Laba bruto.
3. Laba (rugi).
4. Jumlah laba (rugi) yang dapat diatribusikan kepada pemilik entitas induk dan kepentingan non-pengendali.
5. Total laba (rugi) komprehensif.
6. Jumlah laba (rugi) komprehensif yang dapat diatribusikan kepada pemilik entitas induk dan kepentingan non
pengendali.
7. Laba (rugi) per saham.
8. Jumlah aset.
9. Jumlah liabilitas.
10. Jumlah ekuitas.
11. Rasio laba (rugi) terhadap jumlah aset.
12. Rasio laba (rugi) terhadap ekuitas.
13. Rasio laba (rugi) terhadap pendapatan/penjualan.
14. Rasio lancar.
15. Rasio liabilitas terhadap ekuitas.
16. Rasio liabilitas terhadap jumlah aset.
17. Informasi dan rasio keuangan lainnya yang relevan dengan Emiten atau Perusahaan Publik dan jenis industrinya. 20-25
A. Overview of Key Financial Data
The summary of key financial data contains financial information presented in the form of a comparison of 3 (three)
fiscal years or since starting its business if the Issuer or Public Company has been running its business activities for less
than 3 (three) years, which shall at least contain:
1. Revenue/sales.
2. Gross profit.
3. Profit (loss).
4. The amount of profit (loss) attributable to owners of the parent entity and non-controlling interests.
5. Total comprehensive profit (loss).
6. Total comprehensive profit (loss) attributable to owners of the parent entity and non-controlling interests.
7. Earnings (loss) per share.
8. Total assets.
9. Total liabilities.
10. Total equity.
11. Ratio of profit (loss) to total assets.
12. Ratio of profit (loss) to equity.
13. Ratio of profit (loss) to revenue/sales.
14. Current ratio.
15. Ratio of liabilities to equity.
16. Ratio of liabilities to total assets.
17. Other information and financial ratios relevant to the Issuer or Public Company and the type of industry.


B. INFORMASI SAHAM
Informasi saham bagi Perusahaan Terbuka paling sedikit memuat:
1. Saham yang telah diterbitkan untuk setiap masa triwulan (jika ada) yang disajikan dalam bentuk perbandingan
selama 2 (dua) tahun buku terakhir, paling sedikit meliputi:
a. jumlah saham yang beredar
b. kapitalisasi pasar berdasarkan harga pada Bursa Efek tempat saham dicatatkan
c. harga saham tertinggi, terendah, dan penutupan berdasarkan harga pada Bursa Efek tempat saham
dicatatkan
d. volume perdagangan pada Bursa Efek tempat saham dicatatkan
Informasi pada huruf b), huruf c), dan huruf d) hanya diungkapkan jika Emiten merupakan Perusahaan Terbuka dan
sahamnya tercatat di Bursa Efek.
2. Dalam hal terjadi aksi korporasi, seperti pemecahan saham (stock split), penggabungan saham (reverse stock),
dividen saham, saham bonus, dan perubahan nilai nominal saham, informasi saham sebagaimana dimaksud pada
26-27
angka 1) ditambahkan penjelasan paling sedikit mengenai:
a. tanggal pelaksanaan aksi korporasi
b. rasio pemecahan saham (stock split), penggabungan saham (reverse stock), dividen saham, saham bonus,
dan perubahan nilai nominal saham
c. jumlah saham beredar sebelum dan sesudah aksi korporasi
d. harga saham sebelum dan sesudah aksi korporasi
3. Dalam hal terjadi penghentian sementara perdagangan saham (suspension), dan/atau penghapusan pencatatan
saham (delisting) dalam tahun buku, Emiten atau Perusahaan Publik menjelaskan alasan penghentian sementara
perdagangan saham (suspension) dan/atau penghapusan pencatatan saham (delisting) tersebut.
4. Dalam hal penghentian sementara perdagangan saham (suspension) dan/atau penghapusan pencatatan saham
(delisting) sebagaimana dimaksud pada angka 3) masih berlangsung hingga akhir periode Laporan Tahunan,
Emiten atau Perusahaan Publik menjelaskan tindakan yang dilakukan untuk menyelesaikan penghentian
sementara perdagangan saham (suspension) dan/atau penghapusan pencatatan saham (delisting) tersebut.
B. STOCK INFORMATION
Stock information of Public Company shall at least contain:
1. shares issued for each three-month period (if any) are presented in the form of a comparison for the last 2 (two)
fiscal years, which at least covers:
a. number of shares outstanding
b. market capitalization based on the price on the Stock Exchange where the shares are listed on
c. highest, lowest, and closing share prices based on the price on the Stock Exchange where the shares are
listed on
d. trading volume on the Stock Exchange where the shares are listed on
Information in point b), point c), and point d) is only disclosed if the Issuer is a Public Company and its shares are
listed on the Stock Exchange
2. in the event of a corporate action, such as a stock split, reverse stock, stock dividend, bonus share, and a change 26-27
in the nominal value of shares, the share information as referred to in number 1) shall be added with an explanation
of at least:
a. date of implementation of the corporate action
b. ratio of stock splits, reverse stock, stock dividends, bonus shares, and changes in the nominal value of shares
c. number of outstanding shares before and after the corporate action; and
d. share price before and after the corporate action
3. in the event of a temporary share trading suspension and/or shares delisting in the fiscal year, the Issuer or Public
Company shall explain the reasons for the temporary share trading suspension and/or share delisting.
4. in the event that the temporary share trading suspension and/or share delisting as referred to in number 3)
continues until the end of the Annual Report period, the Issuer or Public Company shall explain the actions taken to
resolve the temporary share trading suspension and/or share delisting.
Annual Report 2021

423

C. LAPORAN DIREKSI
Laporan Direksi paling sedikit memuat uraian singkat mengenai:
1. kinerja Emiten atau Perusahaan Publik, paling sedikit memuat:
a. strategi dan kebijakan strategis Emiten atau Perusahaan Publik
b. peranan Direksi dalam perumusan strategi dan kebijakan strategis Emiten atau Perusahaan Publik
c. proses yang dilakukan Direksi untuk memastikan implementasi strategi Emiten atau Perusahaan Publik
d. perbandingan antara hasil yang dicapai dengan yang ditargetkan Emiten atau Perusahaan Publik
e. kendala yang dihadapi Emiten atau Perusahaan Publik
2. gambaran tentang prospek usaha Emiten atau Perusahaan Publik.
3. penerapan tata kelola Emiten atau Perusahaan Publik.
C. REPORT OF THE BOARD OF DIRECTORS 54-64
The report of the Board of Directors shall at least contain a brief description of:
1. performance of the Issuer or Public Company, covering:
a. strategies and strategic policies of the Issuer or Public Company
b. role of the Board of Directors in formulating strategies and strategic policies of the Issuer or Public Company
c. process carried out by the Board of Directors to ensure the implementation of the Issuer’s or Public Company’s
strategy
d. comparison between the results achieved and those targeted by the Issuer or Public Company
e. challenges faced by the Issuer or Public Company
2. description of the business prospects of the Issuer or Public Company
3. governance implementation of the Issuer or Public Company.
D. LAPORAN DEWAN KOMISARIS

Laporan Dewan Komisaris paling sedikit memuat uraian singkat mengenai:
1. Penilaian terhadap kinerja Direksi mengenai pengelolaan Emiten atau Perusahaan Publik, termasuk pengawasan
Dewan Komisaris dalam perumusan dan implementasi strategi Emiten atau Perusahaan Publik yang dilakukan oleh
Direksi
2. Pandangan atas prospek usaha Emiten atau Perusahaan Publik yang disusun oleh Direksi
3. Pandangan atas penerapan tata kelola Emiten atau Perusahaan Publik.
44-53
D. REPORT OF THE BOARD OF COMMISSIONERS
The report of the Board of Commissioners shall at least contain a brief description of:
1. evaluation of the performance of the Board of Directors regarding the management of the Issuer or Public
Company, including the supervision of the Board of Commissioners in the formulation and implementation of
strategies for the Issuer or Public Company carried out by the Board of Directors
2. views on the business prospects of the Issuer or Public Company prepared by the Board of Directors
3. views on the implementation of the governance of the Issuer or Public Company.


E. PROFIL EMITEN ATAU PERUSAHAAN PUBLIK

Profil Emiten atau Perusahaan Publik paling sedikit memuat informasi:
1. Nama Emiten atau Perusahaan Publik termasuk apabila terdapat perubahan nama, alasan perubahan, dan tanggal
efektif perubahan nama pada tahun buku
2. Akses terhadap Emiten atau Perusahaan Publik termasuk kantor cabang atau kantor perwakilan yang
memungkinkan masyarakat dapat memperoleh informasi mengenai Emiten atau Perusahaan Publik, meliputi:
a. alamat
b. nomor telepon
c. alamat surat elektronik
d. alamat situs web
70-71
E. PROFILE OF THE ISSUER OR PUBLIC COMPANY
The profile of the Issuer or Public Company shall contain at least the following information:
1. name of the Issuer or Public Company, including if there is a change in name, reason for the change, and the
effective date of the name change in the fiscal year
2. access to the Issuer or Public Company including branch offices or representative offices that enable the public to
obtain information about the Issuer or Public Company, including:
a. address
b. telephone number
c. e-mail address
d. website address
3. Riwayat singkat Emiten atau Perusahaan Publik.

72-74
Brief history of the Issuer or Public Company.
4. Visi dan misi Emiten atau Perusahaan Publik serta budaya perusahaan (corporate culture) atau nilai-nilai
perusahaan.
Vision and mission of the Issuer or Public Company as well as corporate culture or corporate values.
5. Kegiatan usaha menurut anggaran dasar terakhir, kegiatan usaha yang dijalankan pada tahun buku, serta jenis
barang dan/atau jasa yang dihasilkan.
76-89
Business activities according to the latest articles of association, business activities carried out in the fiscal year,
and types of goods and/or services produced.
6. Wilayah operasional Emiten atau Perusahaan Publik; wilayah operasional merupakan wilayah atau daerah
pelaksanaan kegiatan operasional atau jangkauan dari kegiatan operasional perusahaan dengan nama dan
jabatan. 90-91
Operational area of the Issuer or Public Company; operational area is the area for the implementation of operational
activities or the range of the company’s operational activities with the name and position.
7. Struktur organisasi Emiten atau Perusahaan Publik dalam bentuk bagan, paling sedikit sampai dengan struktur 1
(satu) tingkat di bawah Direksi termasuk komite di bawah Direksi (jika ada) dan komite di bawah Dewan Komisaris,
disertai dengan nama dan jabatan.
92-93
Organizational structure of the Issuer or Public Company in the form of a chart, at least up to the structure of 1
(one) level below the Board of Directors including committees under the Board of Directors (if any) and committees
under the Board of Commissioners, along with the names and positions.
Annual Report 2021

425

8. Daftar keanggotaan asosiasi industri baik dalam skala nasional maupun internasional yang berkaitan dengan
penerapan keuangan berkelanjutan.
119
List of industry association memberships both on a national and international scale related to the implementation
of sustainable finance.
9. profil Direksi, paling sedikit memuat:

a. nama dan jabatan yang sesuai dengan tugas dan tanggung jawab
b. foto terbaru
c. usia
d. kewarganegaraan
e. riwayat pendidikan dan/atau sertifikasi
f. riwayat jabatan, meliputi informasi:
• dasar hukum pengangkatan sebagai anggota Direksi pada Emiten atau Perusahaan Publik yang
bersangkutan
• rangkap jabatan, baik sebagai anggota Direksi, anggota Dewan Komisaris, dan/atau anggota komite serta
jabatan lainnya baik di dalam maupun di luar Emiten atau Perusahaan Publik. Dalam hal anggota Direksi
tidak memiliki rangkap jabatan, maka diungkapkan mengenai hal tersebut
• pengalaman kerja beserta periode waktunya baik di dalam maupun di luar Emiten atau Perusahaan Publik
g. hubungan afiliasi dengan anggota Direksi lainnya, anggota Dewan Komisaris, pemegang saham utama, dan
pengendali baik langsung maupun tidak langsung sampai kepada pemilik individu, meliputi nama pihak yang
terafiliasi. Dalam hal anggota Direksi tidak memiliki hubungan afiliasi, maka Emiten atau Perusahaan Publik
mengungkapkan hal tersebut
h. perubahan komposisi anggota Direksi dan alasan perubahannya. Dalam hal tidak terdapat perubahan
komposisi anggota Direksi, maka diungkapkan mengenai hal tersebut
9. profile of the Board of Directors, shall at least contain: 102-107
a. name and position in accordance with the duties and responsibilities
b. recent photograph
c. age
d. nationality
e. education and/or certification
f. position history, including information on:
• legal basis for appointment as a member of the Board of Directors of the Issuer or Public Company
• concurrent positions, either as a member of the Board of Directors, member of the Board of
Commissioners, and/or committee member as well as other positions both inside and outside the Issuer or
Public Company. In the event that a member of the Board of Directors does not have concurrent positions,
then this matter shall be disclosed
• work experience and the period inside and outside the Issuer or Public Company
g. affiliation with other members of the Board of Directors, members of the Board of Commissioners, major and
controlling shareholders, either directly or indirectly as well as individual owners, including names of affiliated
parties. In the event that a member of the Board of Directors has no affiliation, the Issuer or Public Company
shall disclose this matter
h. changes in the composition of the members of the Board of Directors and the reasons for the changes. In the
event that there is no change in the composition of the members of the Board of Directors, this matter shall be
disclosed


10. profil Dewan Komisaris, paling sedikit memuat:

a. nama dan jabatan
b. foto terbaru
c. usia
d. kewarganegaraan
e. riwayat pendidikan dan/atau sertifikasi
f. riwayat jabatan, meliputi informasi:
• dasar hukum pengangkatan sebagai anggota Dewan Komisaris
• dasar hukum pengangkatan pertama kali sebagai anggota Dewan Komisaris yang merupakan komisaris
independen pada Emiten atau Perusahaan Publik yang bersangkutan
• rangkap jabatan, baik sebagai anggota Dewan Komisaris, anggota Direksi, dan/atau anggota komite serta
94-101
jabatan lainnya baik di dalam maupun di luar Emiten atau Perusahaan Publik. Dalam hal anggota Dewan
Komisaris tidak memiliki rangkap jabatan, maka diungkapkan mengenai hal tersebut
g. hubungan afiliasi dengan anggota Dewan Komisaris lainnya, pemegang saham utama, dan pengendali
baik langsung maupun tidak langsung sampai kepada pemilik individu, meliputi nama pihak yang terafiliasi;
Dalam hal anggota Dewan Komisaris tidak memiliki hubungan afiliasi, maka Emiten atau Perusahaan Publik
mengungkapkan hal tersebut
h. pernyataan independensi komisaris independen dalam hal komisaris independen telah menjabat lebih dari 2
(dua) periode
i. perubahan komposisi anggota Dewan Komisaris dan alasan perubahannya. Dalam hal tidak terdapat
perubahan komposisi anggota Dewan Komisaris, maka diungkapkan mengenai hal tersebut
10. profile of the Board of Commissioners, shall at least contain:

a. name and position
b. recent photograph
c. age
d. nationality
e. education and/or certification
f. position history, including information on:
• legal basis for appointment as member of the Board of Commissioners
• legal basis for the first appointment as a member of the Board of Commissioners who is an independent
commissioner of the Issuer or Public Company concerned
• concurrent positions, either as a member of the Board of Commissioners, member of the Board of Directors,
and/or committee member as well as other positions both inside and outside the Issuer or Public Company.
94-101
In the event that a member of the Board of Commissioners does not have concurrent positions, then this
matter shall be disclosed
• work experience and the period both inside and outside the Issuer or Public Company
g. affiliation with other members of the Board of Commissioners, major and controlling shareholders either
directly or indirectly as well as individual owners, including names of affiliated parties; In the event that a
member of the Board of Commissioners does not have any affiliation, the Issuer or Public Company shall
disclose this matter
h. statement of independence of the independent commissioner in the event that the independent commissioner
has served more than 2 (two) terms
i. changes in the composition of the members of the Board of Commissioners and the reasons for the changes.
In the event that there is no change in the composition of the members of the Board of Commissioners, this
matter shall be disclosed
Annual Report 2021

427

11. dalam hal terdapat perubahan susunan anggota Direksi dan/atau anggota Dewan Komisaris yang terjadi setelah
tahun buku berakhir sampai dengan batas waktu penyampaian Laporan Tahunan, susunan yang dicantumkan
dalam Laporan Tahunan adalah susunan anggota Direksi dan/atau anggota Dewan Komisaris yang terakhir dan
sebelumnya.
in the event that there is a change in the composition of the members of the Board of Directors and/or members
of the Board of Commissioners that occurs after the fiscal year ends up to the deadline for submitting the Annual
Report, the composition included in the Annual Report is the composition of the previous members of the Board of
Directors and/or members of the Board of Commissioners
12. jumlah karyawan menurut jenis kelamin, jabatan, usia, tingkat pendidikan, dan status ketenagakerjaan (tetap/
kontrak) dalam tahun buku; Pengungkapan informasi dapat disajikan dalam bentuk tabel.
142-145
number of employees by gender, position, age level, education level, and employment status (permanent/
contracted) in the fiscal year; Disclosure of information can be presented in tables.
13. nama pemegang saham dan persentase kepemilikan pada awal dan akhir tahun buku, yang terdiri dari informasi
mengenai: a) pemegang saham yang memiliki 5% (lima persen) atau lebih saham Emiten atau Perusahaan Publik;
b) anggota Direksi dan anggota Dewan Komisaris yang memiliki saham Emiten atau Perusahaan Publik. Dalam hal
seluruh anggota Direksi dan/atau seluruh anggota Dewan Komisaris tidak memiliki saham, maka diungkapkan
mengenai hal tersebut; dan c) kelompok pemegang saham masyarakat, yaitu kelompok pemegang saham yang
masing-masing memiliki kurang dari 5% (lima persen) saham Emiten atau Perusahaan Publik; Informasi di atas
dapat disajikan dalam bentuk tabel.
113
name of shareholder and percentage of ownership at the beginning and end of the fiscal year, consisting of
information regarding: a) shareholders owning 5% (five percent) or more of the shares of the Issuer or Public
Company; b) members of the Board of Directors and members of the Board of Commissioners owning shares
of the Issuer or Public Company. In the event that all members of the Board of Directors and/or all members of
the Board of Commissioners do not own shares, then this matter shall be disclosed; and c) a group of public
shareholders, namely a group of shareholders owning less than 5% (five percent) of the shares of the Issuer or
Public Company; The above information may be presented in tables.
14. persentase kepemilikan tidak langsung atas saham Emiten atau Perusahaan Publik oleh anggota Direksi dan
anggota Dewan Komisaris pada awal dan akhir tahun buku, termasuk informasi mengenai pemegang saham yang
terdaftar dalam daftar pemegang saham untuk kepentingan kepemilikan tidak langsung anggota Direksi dan
anggota Dewan Komisaris; Dalam hal seluruh anggota Direksi dan/atau seluruh anggota Dewan Komisaris tidak
memiliki kepemilikan tidak langsung atas saham Emiten atau Perusahaan Publik, maka diungkapkan mengenai hal
tersebut.
114
percentage of indirect ownership of the shares of the Issuer or Public Company by members of the Board of
Directors and members of the Board of Commissioners at the beginning and end of the fiscal year, including
information on shareholders registered in the shareholder register for the benefit of indirect ownership of members
of the Board of Directors and members of the Board of Commissioners; In the event that all members of the Board
of Directors and/or all members of the Board of Commissioners do not have indirect ownership of the shares of the
Issuer or Public Company, this matter shall be disclosed.
15. jumlah pemegang saham dan persentase kepemilikan per akhir tahun buku berdasarkan klasifikasi: a) kepemilikan
institusi lokal; b) kepemilikan institusi asing; c) kepemilikan individu lokal; dan d) kepemilikan individu asing.
number of shareholders and percentage of ownership at the end of the fiscal year based on the classification: 114
a) ownership of local institutions; b) ownership of foreign institutions; c) ownership of local individuals; and d)
ownership foreign individuals;
16. informasi mengenai pemegang saham utama dan pengendali Emiten atau Perusahaan Publik, baik langsung
maupun tidak langsung, sampai kepada pemilik individu, yang disajikan dalam bentuk skema atau bagan.
114
information regarding the major and controlling shareholders of the Issuer or Public Company, either directly or
indirectly, as well as the individual owners shall be presented in the form of a scheme or chart;


17. nama entitas anak, perusahaan asosiasi, perusahaan ventura bersama dimana Emiten atau Perusahaan Publik
memiliki pengendalian bersama entitas (jika ada), beserta persentase kepemilikan saham, bidang usaha, total
aset, dan status operasi entitas anak, perusahaan asosiasi, perusahaan ventura bersama; Untuk entitas anak,
ditambahkan informasi mengenai alamat entitas anak tersebut.
115-117
name of the subsidiaries, associates, joint ventures where the Issuer or Public Company has joint control of the
entity (if any), along with the percentage of share ownership, line of business, total assets, and operating status of
the subsidiaries, associates, joint ventures; For a subsidiary, information about the address of the subsidiary shall
be added.
18. kronologis pencatatan saham, jumlah saham, nilai nominal, dan harga penawaran dari awal pencatatan hingga
akhir tahun buku serta nama bursa efek dimana saham Emiten atau Perusahaan Publik dicatatkan, termasuk
pemecahan saham (stock split), penggabungan saham (reverse stock), dividen saham, saham bonus, dan
perubahan nilai nominal saham, pelaksanaan efek konversi, pelaksanaan penambahan dan pengurangan modal
(jika ada). 120
chronology of share listing, number of shares, nominal value, and bid price from the beginning of listing to the end
of the fiscal year as well as the name of the stock exchange where the shares of the Issuer or Public Company are
listed on, including stock splits, reverse stock, dividends shares, bonus shares, and changes in the nominal value of
shares, implementation of conversion effects, implementation of capital additions and subtractions (if any);
19. informasi pencatatan efek lainnya selain efek sebagaimana dimaksud pada angka 18), yang belum jatuh tempo
pada tahun buku paling sedikit memuat nama efek, tahun penerbitan, tingkat suku bunga/imbal hasil, tanggal jatuh
tempo, nilai penawaran, dan peringkat efek (jika ada).
120
other securities listing information other than the securities as referred to in number 18), which have not yet
matured in the fiscal year, shall at least contain the name of the securities, year of issuance, interest rate/yield,
maturity date, offering value, and securities rating (if any);
20. informasi penggunaan jasa akuntan publik (AP) dan kantor akuntan publik (KAP) beserta jaringan/asosiasi/
aliansinya meliputi: a) nama dan alamat; b) periode penugasan, c) informasi jasa audit dan/atau non audit yang
diberikan, d) biaya jasa (fee) audit dan/atau non audit untuk masing-masing penugasan yang diberikan selama
tahun buku; dan e) dalam hal AP dan KAP beserta jaringan/asosiasi/aliansinya, yang ditunjuk tidak memberikan
jasa non audit, maka diungkapkan mengenai informasi tersebut, dan Pengungkapan informasi penggunaan jasa
AP dan KAP beserta jaringan/asosiasi/aliansinya dapat disajikan dalam bentuk tabel.
369-372
information on the use of the services of a public accountant (AP) and a public accounting firm (KAP) and their
networks/associations/allies include: a) name and address; b) assignment period; c) information on audit and/or
non-audit services provided; d) audit and/or non-audit fees for each assignment given during the fiscal year; and e)
in the event that AP and KAP and their network/association/alliance, which are appointed do not provide non-audit
services, the information shall be disclosed; and Disclosure of information on the use of AP and KAP services and
their networks/associations/allies may be presented in tables.
21. nama dan alamat lembaga dan/atau profesi penunjang pasar modal selain AP dan KAP.
121-123
name and address of capital market supporting institutions and/or professions other than AP and KAP.
F. ANALISIS DAN PEMBAHASAN MANAJEMEN

Analisis dan pembahasan manajemen memuat analisis dan pembahasan mengenai laporan keuangan dan informasi
penting lainnya dengan penekanan pada perubahan material yang terjadi dalam tahun buku, yaitu paling sedikit
memuat: 166
F. MANAGEMENT DISCUSSION AND ANALYSIS
Management analysis and discussion shall contain analysis and discussion of financial statements and other important
information with an emphasis on material changes that occurred in the fiscal year, which shall at least contain:
Annual Report 2021

429

1. tinjauan operasi per segmen operasi sesuai dengan jenis industri Emiten atau Perusahaan Publik, paling sedikit
mengenai:
a. produksi, yang meliputi proses, kapasitas, dan perkembangannya
b. pendapatan/penjualan
c. profitabilitas
176-188
operational review per operating segment according to the type of industry of the Issuer or Public Company, at
least covering:
a. production, which includes the process, capacity, and development;
b. revenue/sales; and
c. profitability;
2. kinerja keuangan komprehensif yang mencakup perbandingan kinerja keuangan dalam 2 (dua) tahun buku
terakhir, penjelasan tentang penyebab adanya perubahan dan dampak perubahan tersebut, paling sedikit
mengenai:
a. aset lancar, aset tidak lancar, dan total aset
b. liabilitas jangka pendek, liabilitas jangka panjang, dan total liabilitas
c. ekuitas
d. pendapatan/penjualan, beban, laba (rugi), penghasilan komprehensif lain, dan total laba (rugi) komprehensif
e. arus kas 194-211
comprehensive financial performance which includes a comparison of financial performance in the last 2 (two)
fiscal years, an explanation of the causes of the changes and the impact of these changes, at least covering:
a. current assets, non-current assets, and total assets;
b. current liabilities, non-current liabilities, and total liabilities;
c. equity;
d. revenue/sales, expenses, profit (loss), other comprehensive income, and total comprehensive profit (loss); and
e. cash flow;
3. kemampuan membayar utang dengan menyajikan perhitungan rasio yang relevan

216
ability to pay debts by presenting relevant ratio calculations;
4. tingkat kolektibilitas piutang Emiten atau Perusahaan Publik dengan menyajikan perhitungan rasio yang relevan
217
collectibility level of the Issuer’s or Public Company’s receivables by presenting relevant ratio calculations;
5. struktur modal (capital structure) dan kebijakan manajemen atas struktur modal (capital structure) tersebut
disertai dasar penentuan kebijakan dimaksud 218
capital structure and management policies on the capital structure along with the basis for determining the policy;
6. bahasan mengenai ikatan yang material untuk investasi barang modal dengan penjelasan paling sedikit meliputi:
a. tujuan dari ikatan tersebut
b. sumber dana yang diharapkan untuk memenuhi ikatan tersebut
c. mata uang yang menjadi denominasi
d. langkah yang direncanakan Emiten atau Perusahaan Publik untuk melindungi risiko dari posisi mata uang asing
yang terkait 219
discussion of material commitments for investment in capital goods with at least the following explanations:
a. purpose of the bond;
b. expected source of funds to fulfill the commitment;
c. currency in which it is denominated; and
d. actions planned by the Issuer or Public Company to protect the risk from the related foreign currency position;


7. bahasan mengenai investasi barang modal yang direalisasikan dalam tahun buku terakhir, paling sedikit meliputi:
a. jenis investasi barang modal
b. tujuan investasi barang modal
c. nilai investasi barang modal yang dikeluarkan
219
discussion of investment in capital goods realized in the last fiscal year, shall at least contain:
a. type of investment in capital goods;
b. purpose of investment in capital goods; and
c. investment value of the issued capital goods;
8. informasi dan fakta material yang terjadi setelah tanggal laporan akuntan (jika ada);
220
material information and facts occurring after the date of the accountant’s report (if any);
9. prospek usaha dari Emiten atau Perusahaan Publik dikaitkan dengan kondisi industri, ekonomi secara umum dan
pasar internasional disertai data pendukung kuantitatif dari sumber data yang layak dipercaya
241-243
business prospects of the Issuer or Public Company related to the conditions of the industry, the general economy
and the international market along with quantitative supporting data from reliable data sources;
10. perbandingan antara target/proyeksi pada awal tahun buku dengan hasil yang dicapai (realisasi), mengenai:
a. pendapatan/penjualan
b. laba (rugi)
c. struktur modal (capital structure)
d. hal lainnya yang dianggap penting bagi Emiten atau Perusahaan Publik
comparison between the target/projection at the beginning of the fiscal year with the results achieved (realization), 221-222
regarding:
a. revenue/sales;
b. profit (loss);
c. capital structure or
d. other matters deemed important to the Issuer or Public Company;
11. target/proyeksi yang ingin dicapai Emiten atau Perusahaan Publik untuk 1 (satu) tahun mendatang, mengenai:
a. pendapatan/penjualan
b. laba (rugi)
c. struktur modal (capital structure)
d. kebijakan dividen
e. hal lainnya yang dianggap penting bagi Emiten atau Perusahaan Publik
222-223
targets/projections to be achieved by the Issuer or Public Company for the next 1 (one) year, regarding:
a. revenue/sales;
b. profit (loss);
c. capital structure
d. dividend policy; or
e. other matters deemed important to the Issuer or Public Company;
12. aspek pemasaran atas barang dan/atau jasa Emiten atau Perusahaan Publik, paling sedikit mengenai strategi
pemasaran dan pangsa pasar
189-193
marketing aspects of the goods and/or services of the Issuer or Public Company, at least regarding the marketing
strategy and market share;
Annual Report 2021

431

13. uraian mengenai dividen selama 2 (dua) tahun buku terakhir, paling sedikit:
a. kebijakan dividen, antara lain memuat informasi persentase jumlah dividen yang dibagikan terhadap laba
bersih
b. tanggal pembayaran dividen kas dan/atau tanggal distribusi dividen non kas
c. jumlah dividen per saham (kas dan/atau non kas)
d. jumlah dividen per tahun yang dibayar
Pengungkapan informasi dapat disajikan dalam bentuk tabel. Dalam hal Emiten atau Perusahaan Publik tidak
membagikan dividen dalam 2 (dua) tahun terakhir, maka diungkapkan mengenai hal tersebut. 224
description of dividends for the last 2 (two) fiscal years, shall at least contain:
a. dividend policy, which includes information on the percentage of total dividends distributed to net income;
b. date of payment of cash dividends and/or date of distribution of non-cash dividends;
c. the amount of dividends per share (cash and/or non-cash); and
d. the amount of dividends paid annually;
Disclosure of information may be presented in tables. In the event that the Issuer or Public Company has not had
distributed dividends in the last 2 (two) years, then this matter shall be disclosed.
14. realisasi penggunaan dana hasil Penawaran Umum, dengan ketentuan:

a. dalam hal selama tahun buku, Emiten memiliki kewajiban menyampaikan laporan realisasi penggunaan dana,
maka diungkapkan realisasi penggunaan dana hasil Penawaran Umum secara kumulatif sampai dengan akhir
tahun buku
b. dalam hal terdapat perubahan penggunaan dana sebagaimana diatur dalam Peraturan Otoritas Jasa
Keuangan tentang Laporan Realisasi Penggunaan Dana Hasil Penawaran Umum, maka Emiten menjelaskan
perubahan tersebut
226
realization of the use of proceeds from the Public Offering, provided that:
a. in the event that during the fiscal year, the Issuer has an obligation to submit a report on the realization of the
use of funds, the cumulative realization of the use of proceeds from the Public Offering shall be disclosed up to
the end of the fiscal year; and
b. in the event that there is a change in the use of funds as stipulated in the Financial Services Authority
Regulation concerning the Report on the Realization of the Use of Proceeds from the Public Offering, the Issuer
shall explain the change;


15. informasi material (jika ada), antara lain mengenai investasi, ekspansi, divestasi, penggabungan/peleburan usaha,
akuisisi, restrukturisasi utang/modal, transaksi Afiliasi, dan transaksi yang mengandung benturan kepentingan,
yang terjadi pada tahun buku, antara lain memuat:
a. tanggal, nilai, dan objek transaksi
b. nama pihak yang melakukan transaksi
c. sifat hubungan Afiliasi (jika ada)
d. penjelasan mengenai kewajaran transaksi
e. pemenuhan ketentuan terkait
f. dalam hal terdapat hubungan afiliasi, selain mengungkapkan informasi sebagaimana dimaksud dalam huruf a)
sampai dengan huruf e), Emiten atau Perusahaan Publik juga mengungkapkan informasi:
• pernyataan Direksi bahwa transaksi afiliasi telah melalui prosedur yang memadai untuk memastikan
bahwa transaksi afiliasi dilaksanakan sesuai dengan praktik bisnis yang berlaku umum antara lain
dilakukan dengan memenuhi prinsip transaksi yang wajar (arms-length principle)
• peran Dewan Komisaris dan komite audit dalam melakukan prosedur yang memadai untuk memastikan
226
bahwa transaksi afiliasi dilaksanakan sesuai dengan praktik bisnis yang berlaku umum antara lain
dilakukan dengan memenuhi prinsip transaksi yang wajar (arms-length principle)
g. untuk transaksi afiliasi atau transaksi material yang merupakan kegiatan usaha yang dijalankan dalam rangka
menghasilkan pendapatan usaha dan dijalankan secara rutin, berulang, dan/atau berkelanjutan, ditambahkan
penjelasan bahwa transaksi afiliasi atau transaksi material tersebut merupakan kegiatan usaha yang dijalankan
dalam rangka menghasilkan pendapatan usaha dan dijalankan secara rutin, berulang, dan/atau berkelanjutan;
Dalam hal transaksi afiliasi atau transaksi material dimaksud telah diungkapkan dalam laporan keuangan
tahunan, ditambahkan informasi mengenai rujukan pengungkapan dalam laporan keuangan tahunan tersebut.
h. untuk pengungkapan transaksi afiliasi dan/atau transaksi benturan kepentingan yang merupakan hasil
pelaksanaan transaksi afiliasi dan/atau transaksi benturan kepentingan yang telah disetujui pemegang saham
independen, ditambahkan informasi mengenai tanggal pelaksanaan RUPS yang menyetujui transaksi afiliasi
dan/atau transaksi benturan kepentingan tersebut
i. dalam hal tidak terdapat transaksi afiliasi dan/atau transaksi benturan kepentingan, maka diungkapkan
mengenai hal tersebut
material information (if any) regarding expansions, divestments, business mergers/consolidations, acquisitions,
debt/capital restructuring, affiliated transactions, and transactions containing conflicts of interest occurring during
the fiscal year, shall at least contain:
a. date, value, and object of the transaction;
b. name of the party conducting the transaction;
c. nature of the Affiliate’s relationship (if any);
d. explanation of the fairness of the transaction; and
e. compliance with related provisions;
f. in the event that there is an affiliation, apart from disclosing the information as referred to in point a) to point e),
the Issuer or Public Company shall also disclose information regarding:
• statement from the Board of Directors that the affiliated transaction has gone through adequate
procedures to ensure that the affiliated transaction is carried out in accordance with generally accepted
business practices, among others, by complying with the arms-length principle; and
• role of the Board of Commissioners and the audit committee in carrying out adequate procedures
226
to ensure that affiliated transactions are carried out in accordance with generally accepted business
practices, among others, by complying with the arms-length principle;
g. for affiliated transactions or material transactions which are business activities carried out in order to generate
business income and are carried out regularly, repeatedly, and/or continuously, an explanation shall be added
that the affiliated transactions or material transactions are business activities carried out in order to generate
operating income and run regularly, repeatedly, and/or continuously; In the event that the affiliated transactions
or material transactions referred to have been disclosed in the annual financial statements, additional
information regarding the disclosure reference in the annual financial statements shall be added.
h. for disclosure of affiliated transactions and/or transactions with conflict of interest resulting from the
implementation of affiliated transactions and/or transactions with conflict of interest that have been approved
by independent shareholders, additional information regarding the date of the GMS which approved the
affiliated transactions and/or transactions with conflict of interest shall be added;
i. in the event that there is no affiliated transaction and/or transaction with conflict of interest, then this matter
shall be disclosed;
Annual Report 2021

433

16. perubahan ketentuan peraturan perundang-undangan yang berpengaruh signifikan terhadap Emiten atau
Perusahaan Publik dan dampaknya terhadap laporan keuangan (jika ada)
231
changes in the provisions of laws and regulations that have a significant effect on the Issuer or Public Company
and their impact on financial statements (if any); and
17. perubahan kebijakan akuntansi, alasan dan dampaknya terhadap laporan keuangan (jika ada)
232
changes in accounting policies, reasons and impact on financial statements (if any);
G. TATA KELOLA EMITEN ATAU PERUSAHAAN PUBLIK

Tata kelola Emiten atau Perusahaan Publik paling sedikit memuat uraian singkat mengenai:
244
G. GOVERNANCE OF THE ISSUER OR PUBLIC COMPANY
The governance of the Issuer or Public Company shall at least contain a brief description of:
1. RUPS, paling sedikit memuat:

a. Informasi mengenai keputusan RUPS pada tahun buku dan 1 (satu) tahun sebelum tahun buku meliputi:
• keputusan RUPS pada tahun buku dan 1 (satu) tahun sebelum tahun buku yang direalisasikan pada tahun
buku
• keputusan RUPS pada tahun buku dan 1 (satu) tahun sebelum tahun buku yang belum direalisasikan
beserta alasan belum direalisasikan
b. dalam hal Emiten atau Perusahaan Publik menggunakan pihak independen dalam pelaksanaan RUPS untuk
melakukan perhitungan suara, maka diungkapkan mengenai hal tersebut
271-286
GMS, shall at least contain:
a. Information regarding the resolutions of the GMS in the fiscal year and 1 (one) year prior to the fiscal year
including:
• resolutions of the GMS in the fiscal year and 1 (one) year before the fiscal year realized in the fiscal year; and
• resolutions of the GMS for the fiscal year and 1 (one) year before the fiscal year that have not been realized
and the reasons for not realizing them;
b. in the event that the Issuer or Public Company uses an independent party in the implementation of the GMS to
calculate the votes, then this matter shall be disclosed;


2. Direksi, paling sedikit memuat:

a. tugas dan tanggung jawab masing-masing anggota Direksi
Informasi mengenai tugas dan tanggung jawab masing-masing anggota Direksi diuraikan dan dapat disajikan
dalam bentuk tabel.
b. pernyataan bahwa Direksi memiliki pedoman atau piagam (charter) Direksi
c. kebijakan dan pelaksanaan frekuensi rapat Direksi, rapat Direksi bersama Dewan Komisaris, dan tingkat
kehadiran anggota Direksi dalam rapat tersebut termasuk kehadiran dalam RUPS, Informasi tingkat kehadiran
anggota Direksi dalam rapat Direksi, rapat Direksi bersama Dewan Komisaris, atau RUPS dapat disajikan dalam
bentuk tabel.
d. pelatihan dan/atau peningkatan kompetensi anggota Direksi: 296-303
• kebijakan pelatihan dan/atau peningkatan kompetensi anggota Direksi, termasuk program orientasi bagi
anggota Direksi yang baru diangkat (jika ada)
• pelatihan dan/atau peningkatan kompetensi yang diikuti anggota Direksi dalam tahun buku (jika ada)
e. penilaian Direksi terhadap kinerja komite yang mendukung pelaksanaan tugas Direksi pada tahun buku paling
sedikit memuat:
• prosedur penilaian kinerja
• kriteria yang digunakan seperti capaian kinerja selama tahun buku, kompetensi dan kehadiran dalam rapat
f. dalam hal Emiten atau Perusahaan Publik tidak memiliki komite yang mendukung pelaksanaan tugas Direksi,
maka diungkapkan mengenai hal tersebut.
The Board of Directors, shall at least contain:

a. duties and responsibilities of each member of the Board of Directors;
b. Information regarding the duties and responsibilities of each member of the Board of Directors is described
and may be presented in tables.
c. statement that the Board of Directors has guidelines or charter for the Board of Directors;
policy and implementation of the frequency of meetings of the Board of Directors, meetings of the Board of
Directors with the Board of Commissioners, and the attendance rate of members of the Board of Directors in
the meeting including attendance at the GMS; Information on the attendance rate of members of the Board
of Directors at the meeting of the Board of Directors, the meeting of the Board of Directors with the Board of
Commissioners, or the GMS may be presented in tabular form.
d. training and/or competency development of members of the Board of Directors:
296-303
• policy on training and/or competence development of members of the Board of Directors, including an
orientation program for newly appointed members of the Board of Directors (if any); and
• training and/or competency development attended by members of the Board of Directors in the fiscal year
(if any);
e. evaluation of the Board of Directors on the performance of the committees that support the implementation of
the duties of the Board of Directors in the fiscal year shall at least contain:
• performance appraisal procedures; and
• criteria used, such as performance achievements during the fiscal year, competence and attendance at
meetings; and
f. in the event that the Issuer or Public Company does not have a committee that supports the implementation of
the duties of the Board of Directors, this matter shall be disclosed.
Annual Report 2021

435

3. Dewan Komisaris, paling sedikit memuat:

a. tugas dan tanggung jawab Dewan Komisaris
b. pernyataan bahwa Dewan Komisaris memiliki pedoman atau piagam (charter) Dewan Komisaris
c. kebijakan dan pelaksanaan frekuensi rapat Dewan Komisaris, rapat Dewan Komisaris bersama Direksi dan
tingkat kehadiran anggota Dewan Komisaris dalam rapat tersebut termasuk kehadiran dalam RUPS
Informasi tingkat kehadiran anggota Dewan Komisaris dalam rapat Dewan Komisaris, rapat Dewan Komisaris
bersama Direksi, atau RUPS dapat disajikan dalam bentuk tabel.
d. pelatihan dan/atau peningkatan kompetensi anggota Dewan Komisaris:
• kebijakan pelatihan dan/atau peningkatan kompetensi anggota Dewan Komisaris, termasuk program
orientasi bagi anggota Dewan Komisaris yang baru diangkat (jika ada)
• pelatihan dan/atau peningkatan kompetensi yang diikuti anggota Dewan Komisaris dalam tahun buku (jika 287-295
ada)
e. penilaian kinerja Direksi dan Dewan Komisaris serta masing-masing anggota Direksi dan anggota Dewan
Komisaris, paling sedikit memuat:
• prosedur pelaksanaan penilaian kinerja
• pihak yang melakukan penilaian
f. penilaian Dewan Komisaris terhadap kinerja Komite yang mendukung pelaksanaan tugas Dewan Komisaris
pada tahun buku meliputi:
• prosedur penilaian kinerja
The Board of Commissioners, shall at least contain:

a. duties and responsibilities of the Board of Commissioners;
b. statement that the Board of Commissioners has guidelines or charter for the Board of Commissioners;
c. policy and implementation of the frequency of meetings of the Board of Commissioners, meetings of the
Board of Commissioners with the Board of Directors and the attendance rate of members of the Board of
Commissioners in such meetings including attendance at the GMS;
Information on the attendance rate of members of the Board of Commissioners at the meeting of the Board of
Commissioners, the meeting of the Board of Commissioners with the Board of Directors, or the GMS may be
presented in tables.
d. training and/or competency development of members of the Board of Commissioners:
• policy on training and/or competency development of members of the Board of Commissioners, including
orientation programs for newly appointed members of the Board of Commissioners (if any); and
• training and/or competency development attended by members of the Board of Commissioners in the 287-295
fiscal year (if any);
e. performance evaluation of the Board of Directors and the Board of Commissioners as well as each member of
the Board of Directors and the Board of Commissioners, shall at least contain:
• performance appraisal procedures;
meetings; and
• the party conducting the assessment; and
f. the Board of Commissioners’ assessment on the performance of the Committees that support the
implementation of the duties of the Board of Commissioners in the fiscal year, including:
• performance appraisal procedures; and
meetings;


4. Nominasi dan remunerasi Direksi dan Dewan Komisaris, paling sedikit memuat:
a. prosedur nominasi, meliputi uraian singkat mengenai kebijakan dan proses nominasi anggota Direksi dan/atau
anggota Dewan Komisaris
b. prosedur dan pelaksanaan remunerasi Direksi dan Dewan Komisaris, antara lain:
• prosedur penetapan remunerasi Direksi dan Dewan Komisaris
• struktur remunerasi Direksi dan Dewan Komisaris seperti, gaji, tunjangan, tantiem/bonus dan lainnya
• besarnya remunerasi masing-masing anggota Direksi dan anggota Dewan Komisaris; Pengungkapan
informasi dapat disajikan dalam bentuk tabel.
The nomination and remuneration of the Board of Directors and the Board of Commissioners shall at least contain:
317-323
c. nomination procedure, including a brief description of the nomination policies and processes for members of
the Board of Directors and/or members of the Board of Commissioners; and
d. procedures and implementation of remuneration for the Board of Directors and the Board of Commissioners,
among others:
• procedures for determining remuneration for the Board of Directors and the Board of Commissioners;
• remuneration structure of the Board of Directors and the Board of Commissioners such as salary,
allowances, tantiem/bonus and others; and
• the amount of remuneration for each member of the Board of Directors and member of the Board of
Commissioners; Information disclosure may be presented in tables.
5. Dewan Pengawas Syariah, bagi Emiten atau Perusahaan Publik yang menjalankan kegiatan usaha berdasarkan
prinsip syariah sebagaimana tertuang dalam anggaran dasar, paling sedikit memuat:
a. nama
b. dasar hukum pengangkatan Dewan Pengawas Syariah
c. periode penugasan Dewan Pengawas Syariah
d. tugas dan tanggung jawab Dewan Pengawas Syariah
e. frekuensi dan cara pemberian nasihat dan saran serta pengawasan pemenuhan prinsip syariah di pasar modal
terhadap Emiten atau Perusahaan Publik
-
The sharia supervisory board, for the Issuer or Public Company that carries out business activities based on sharia
principles as stated in the articles of association, shall at least contain:
a. name;
b. legal basis for the appointment of the sharia supervisory board;
c. period of assignment of the sharia supervisory board;
d. duties and responsibilities of the sharia supervisory board; and
e. frequency and method of providing advice and suggestions as well as supervising the fulfillment of sharia
principles in the capital market to the Issuer or Public Company;
Annual Report 2021

437

6. Komite Audit, paling sedikit memuat::

a. nama dan jabatannya dalam keanggotaan komite
b. usia
c. kewarganegaraan
d. riwayat pendidikan
e. riwayat jabatan, meliputi informasi:
• dasar hukum penunjukan sebagai anggota komite
jabatan lainnya (jika ada)
f. periode dan masa jabatan anggota Komite Audit
g. pernyataan independensi Komite Audit
h. kebijakan dan pelaksanaan tentang frekuensi rapat Komite Audit dan tingkat kehadiran anggota Komite Audit
dalam rapat tersebut
i. pendidikan dan/atau pelatihan yang telah diikuti dalam tahun buku (jika ada)
j. pelaksanaan kegiatan Komite Audit pada tahun buku sesuai dengan yang dicantumkan dalam pedoman atau
piagam (charter) Komite Audit
337-343
The Audit Committee, shall at least contain:
a. name and position in committee membership;
b. age;
c. nationality;
d. education;
e. position history, including information on:
• legal basis for appointment as committee member;
• concurrent positions, either as a member of the Board of Commissioners, member of the Board of
Directors, and/or committee member as well as other positions (if any); and
• work experience and the period both inside and outside the Issuer or Public Company;
f. period and term of office of the members of the Audit Committee;
g. statement of independence of the Audit Committee;
h. policy and implementation regarding the frequency of Audit Committee meetings and the attendance rate of
members of the Audit Committee in those meetings;
i. education and/or training attended in the fiscal year (if any); and
j. implementation of the activities of the Audit Committee in the fiscal year in accordance with those stated in the
guidelines or charter of the Audit Committee;


7. komite atau fungsi nominasi dan remunerasi Emiten atau Perusahaan Publik, paling sedikit memuat:
b. usia
c. kewarganegaraan
f. periode dan masa jabatan anggota komite
g. pernyataan independensi komite
h. pelatihan dan/atau peningkatan kompetensi yang telah diikuti dalam tahun buku (jika ada)
i. uraian tugas dan tanggung jawab
j. pernyataan bahwa telah memiliki pedoman atau piagam (charter)
k. kebijakan dan pelaksanaan frekuensi rapat dan tingkat kehadiran anggota dalam rapat tersebut
l. uraian singkat pelaksanaan kegiatan pada tahun buku
m. dalam hal tidak dibentuk komite nominasi dan remunerasi, Emiten atau Perusahaan Publik cukup
mengungkapkan informasi sebagaimana dimaksud dalam huruf i) sampai dengan huruf l) dan
mengungkapkan:
• alasan tidak dibentuknya komite
• pihak yang melaksanakan fungsi nominasi dan remunerasi 344-347
the nomination and remuneration committee of the Issuer or Public Company, shall at least contain:
b. age;
c. nationality;
d. education;
Directors, and/or committee member and other positions (if any); and
• work experience and the period oboth inside and outside the Issuer or Public Company;
f. period and term of office of the committee members;
g. statement of committee independence;
h. training and/or competency development attended in the fiscal year (if any);
i. description of duties and responsibilities;
j. statement that it has a guideline or charter;
k. policy and implementation of the frequency of meetings and the attendance rate of members at the meeting;
l. brief description of the implementation of activities in the fiscal year; and
m. in the event that no nomination and remuneration committee is formed, the Issuer or Public Company shall
discose the information as referred to in point i) to point l) and disclose:
• reasons for not forming the committee; and
• the party carrying out the nomination and remuneration function;
Annual Report 2021

439

8. komite lain yang dimiliki Emiten atau Perusahaan Publik dalam rangka mendukung fungsi dan tugas Direksi dan/
atau Dewan Komisaris, seperti Komite Nominasi dan Remunerasi, mencakup antara lain:
b. usia
c. kewarganegaraan
f. periode dan masa jabatan anggota komite
g. uraian tugas dan tanggung jawab
h. pernyataan bahwa telah memiliki pedoman atau piagam (charter) komite
i. pernyataan independensi komite
j. kebijakan dan pelaksanaan tentang frekuensi rapat komite dan tingkat kehadiran anggota komite dalam rapat
tersebut
k. pendidikan dan/atau pelatihan yang telah diikuti dalam tahun buku (jika ada)
l. uraian singkat pelaksanaan kegiatan komite pada tahun buku
other committees owned by the Issuer or Public Company in order to support the functions and duties of the -
Board of Directors and/or Board of Commissioners, such as the Nomination and Remuneration Committee, shall at
least contain:
b. age;
c. nationality;
d. education;
Directors, and/or committee member and other positions (if any); and
f. period and term of office of the committee members;
g. description of duties and responsibilities;
h. statement that the committee has guidelines or charter;
i. statement of committee independence;
j. policy and implementation regarding the frequency of committee meetings and the attendance rate of
committee members in those meetings;
k. education and/or training attended in the fiscal year (if any); and
l. brief description of the committee’s activities for the fiscal year;


9. Sekretaris Perusahaan, mencakup antara lain:

a. nama
b. domisili
c. riwayat jabatan, meliputi informasi:
• dasar hukum penunjukan sebagai Sekretaris Perusahaan
e. pendidikan dan/atau pelatihan yang diikuti dalam tahun buku
f. uraian singkat pelaksanaan tugas Sekretaris Perusahaan pada tahun buku
348-355
Corporate Secretary, shall at least contain:
a. name;
b. domicile;
c. position history, including information on:
• legal basis for appointment as Corporate Secretary; and
d. education;
e. education and/or training attended in the fiscal year; and
f. brief description of the implementation of the duties of the Corporate Secretary for the fiscal year;
10. Unit Audit Internal, mencakup antara lain:

a. nama kepala Unit Audit Internal
b. riwayat jabatan, meliputi informasi:
• dasar hukum penunjukan sebagai kepala Unit Audit Internal
c. kualifikasi atau sertifikasi sebagai profesi audit internal (jika ada)
d. pendidikan dan/atau pelatihan yang diikuti dalam tahun buku
e. struktur dan kedudukan Unit Audit Internal
f. uraian tugas dan tanggung jawab
g. pernyataan bahwa telah memiliki pedoman atau piagam (charter) Unit Audit Internal
h. uraian singkat pelaksanaan tugas unit audit internal pada tahun buku termasuk kebijakan dan pelaksanaan
frekuensi rapat dengan Direksi, Dewan Komisaris, dan/atau komite audit
Internal Audit Unit, shall at least contain: 356-365
a. name of the head of the Internal Audit Unit;
b. employment history, including information on:
• legal basis for appointment as head of the Internal Audit Unit; and
c. qualification or certification as an internal audit profession (if any);
d. education and/or training attended in the fiscal year;
e. structure and position of the Internal Audit Unit;
f. description of duties and responsibilities;
g. statement that the Internal Audit Unit has guidelines or charter; and
h. brief description of the implementation of the internal audit unit’s duties for the fiscal year including the policy
and implementation of the frequency of meetings with the Board of Directors, Board of Commissioners, and/or
audit committee;
Annual Report 2021

441

11. uraian mengenai sistem pengendalian internal (internal control) yang diterapkan oleh Emiten atau Perusahaan
Publik, paling sedikit mengenai:
a. pengendalian keuangan dan operasional, serta kepatuhan terhadap peraturan perundang-undangan lainnya
b. tinjauan atas efektivitas sistem pengendalian internal
c. pernyataan Direksi dan/atau Dewan Komisaris atas kecukupan sistem pengendalian internal
382-385
description of the internal control system implemented by the Issuer or Public Company, shall at least contain:
a. financial and operational control, as well as compliance with other laws and regulations; and
b. review of the effectiveness of the internal control system; and
c. statement of the Board of Directors and/or Board of Commissioners on the adequacy of the internal control
system;
12. sistem manajemen risiko yang diterapkan oleh Emiten atau Perusahaan Publik, paling sedikit mengenai:
a. gambaran umum mengenai sistem manajemen risiko Emiten atau Perusahaan Publik
b. jenis risiko dan cara pengelolaannya
c. tinjauan atas efektivitas sistem manajemen risiko Emiten atau Perusahaan Publik
d. pernyataan Direksi dan/atau Dewan Komisaris atau komite audit atas kecukupan sistem manajemen risiko
risk management system implemented by the Issuer or Public Company, shall at least contain: 377-381
a. general description of the risk management system of the Issuer or Public Company;
b. types of risks and how to manage them;
c. review of the effectiveness of the Issuer’s or Public Company’s risk management system
d. statement of the Board of Directors and/or the Board of Commissioners or the audit committee on the
adequacy of the risk management system;
13. perkara penting yang dihadapi oleh Emiten atau Perusahaan Publik, entitas anak, anggota Direksi dan anggota
Dewan Komisaris (jika ada), antara lain meliputi:
a. pokok perkara/gugatan
b. status penyelesaian perkara/gugatan
c. pengaruhnya terhadap kondisi Emiten atau Perusahaan Publik
386-389
legal cases faced by the Issuer or Public Company, subsidiary, members of the Board of Directors and members of
the Board of Commissioners (if any), shall at least contain:
a. subject matters/claims;
b. status of settlement of cases/claims; and
c. effect on the condition of the Issuer or Public Company;
14. informasi tentang sanksi administratif yang dikenakan kepada Emiten atau Perusahaan Publik, anggota Dewan
Komisaris dan Direksi, oleh otoritas Pasar Modal dan otoritas lainnya pada tahun buku (jika ada)
information on administrative sanctions imposed on the Issuer or Public Company, members of the Board of 390
Commissioners and Board of Directors, by the Capital Market authorities and other authorities for the fiscal year (if
any);


15. informasi mengenai kode etik Emiten atau Perusahaan Publik meliputi:
a. pokok-pokok kode etik
b. bentuk sosialisasi kode etik dan upaya penegakannya
c. pernyataan bahwa kode etik berlaku bagi anggota Direksi, anggota Dewan Komisaris, dan karyawan Emiten
atau Perusahaan Publik
396-399
information regarding the code of conduct of the Issuer or Public Company shall contain:
a. principles of the code of conduct;
b. socialization on the code of conduct and its enforcement efforts; and
c. statement that the code of conduct applies to members of the Board of Directors, members of the Board of
Commissioners, and employees of the Issuer or Public Company;
16. uraian singkat mengenai kebijakan pemberian kompensasi jangka panjang berbasis kinerja kepada manajemen
dan/atau karyawan yang dimiliki oleh Emiten atau Perusahaan Publik (jika ada), antara lain berupa program
kepemilikan saham oleh manajemen (management stock ownership program/MSOP) dan/atau program
kepemilikan saham oleh karyawan (employee stock ownership program/ESOP)
Dalam hal pemberian kompensasi berupa program kepemilikan saham oleh manajemen (management stock
ownership program/MSOP) dan/atau program kepemilikan saham oleh karyawan (employee stock ownership
program/ESOP), informasi yang diungkapkan paling sedikit memuat:
a. jumlah saham dan/atau opsi
b. jangka waktu pelaksanaan
c. persyaratan karyawan dan/atau manajemen yang berhak
-
d. harga pelaksanaan atau penentuan harga pelaksanaan
brief description of the policy of providing long-term performance-based compensation to management and/or
employees owned by the Issuer or Public Company (if any), including the management stock ownership program
(MSOP) and/or program employee stock ownership (ESOP);
In terms of providing compensation in the form of a management stock ownership program (MSOP) and/or an
employee stock ownership program (ESOP), the information disclosed shall at least contain:
a. number of shares and/or options;
b. implementation period;
c. requirements for eligible employees and/or management; and
d. exercise price or determination of exercise price;
17. uraian singkat mengenai kebijakan pengungkapan informasi mengenai:

a. kepemilikan saham anggota Direksi dan anggota Dewan Komisaris paling lambat 3 (tiga) hari kerja setelah
terjadinya kepemilikan atau setiap perubahan kepemilikan atas saham Perusahaan Terbuka
b. pelaksanaan atas kebijakan dimaksud
brief description of the information disclosure policy shall contain: 304-305
a. share ownership of members of the Board of Directors and members of the Board of Commissioners no later
than 3 (three) working days after the occurrence of ownership or any change in ownership of shares of a
Public Company; and
b. implementation of the policy;
Annual Report 2021

443

18. uraian mengenai sistem pelaporan pelanggaran (whistleblowing system) di Emiten atau Perusahaan Publik (jika
ada), antara lain meliputi:
a. cara penyampaian laporan pelanggaran
b. perlindungan bagi pelapor
c. penanganan pengaduan
d. pihak yang mengelola pengaduan
e. hasil dari penanganan pengaduan, paling sedikit meliputi:
• jumlah pengaduan yang masuk dan diproses dalam tahun buku
• tindak lanjut pengaduan
Dalam hal Emiten atau Perusahaan Publik tidak memiliki sistem pelaporan pelanggaran (whistleblowing system),
maka diungkapkan mengenai hal tersebut. 400-405
description of whistleblowing system at the Issuer or Public Company (if any), including but not limited to:
a. method of submitting a violation report
b. protection for whistleblowers
c. complaint handling
d. the party managing the complaint
e. results of the handling of complaints, at least include:
• number of complaints received and processed in the fiscal year; and
• follow up on complaints
In the event that the Issuer or Public Company does not have a whistleblowing system, then this matter shall be
disclosed.
19. uraian mengenai kebijakan anti korupsi Emiten atau Perusahaan Publik, paling sedikit memuat:
a. program dan prosedur yang dilakukan dalam mengatasi praktik korupsi, balas jasa (kickbacks), fraud, suap
dan/atau gratifikasi dalam Emiten atau Perusahaan Publik
b. pelatihan/sosialisasi anti korupsi kepada karyawan Emiten atau Perusahaan Publik, dalam hal Emiten atau
Perusahaan Publik tidak memiliki kebijakan anti korupsi, maka dijelaskan alasan tidak dimilikinya kebijakan
dimaksud.
407
description of the anti-corruption policy of the Issuer or Public Company, shall at least contain:
a. programs and procedures implemented in overcoming corruption, kickbacks, fraud, bribery and/or gratuities
in the Issuer or Public Company
b. anti-corruption training/socialization to employees of the Issuer or Public Company; In the event that the Issuer
or Public Company does not have an anti-corruption policy, the reasons for not having the policy shall be
disclosed.
20. penerapan atas pedoman tata kelola Perusahaan Terbuka bagi Emiten yang menerbitkan efek bersifat ekuitas atau
Perusahaan Publik, meliputi:
a. pernyataan mengenai rekomendasi yang telah dilaksanakan
b. penjelasan atas rekomendasi yang belum dilaksanakan, disertai alasan dan alternatif pelaksanaannya (jika ada)
Pengungkapan informasi dapat disajikan dalam bentuk tabel
259-266
implementation of the Public Company governance guidelines for Issuers that issue equity securities shall contain:
a. statement regarding the recommendations that have been implemented
b. explanation of recommendations that have not been implemented, along with reasons and alternative
implementations (if any).
Information disclosure may be presented in tables.
H. TANGGUNG JAWAB SOSIAL DAN LINGKUNGAN EMITEN ATAU PERUSAHAAN PUBLIK

414
H. SOCIAL AND ENVIRONMENTAL RESPONSIBILITY OF THE ISSUER OR PUBLIC COMPANY


1. informasi yang diungkapkan dalam bagian tanggung jawab sosial dan lingkungan merupakan Laporan
Keberlanjutan (Sustainability Report) sebagaimana dimaksud dalam Peraturan Otoritas Jasa Keuangan Nomor
51/POJK.03/2017 tentang Penerapan Keuangan Berkelanjutan bagi Lembaga Jasa Keuangan, Emiten, dan
Perusahaan Publik, paling sedikit memuat:
a. penjelasan strategi keberlanjutan
b. ikhtisar aspek keberlanjutan (ekonomi, sosial, dan lingkungan hidup)
c. profil singkat Emiten atau Perusahaan Publik
d. penjelasan Direksi
e. tata kelola keberlanjutan
f. kinerja keberlanjutan
g. verifikasi tertulis dari pihak independen, jika ada
h. lembar umpan balik (feedback) untuk pembaca, jika ada
i. tanggapan Emiten atau Perusahaan Publik terhadap umpan balik laporan tahun sebelumnya v
The information disclosed in the social and environmental responsibility section is a Sustainability Report as
referred to in the Financial Services Authority Regulation Number 51/POJK.03/2017 concerning Implementation of
Sustainable Finance for Financial Services Institutions, Issuers, and Public Companies, shall at least contain:
a. explanation of the sustainability strategy
b. overview of sustainability aspects (economic, social, and environmental)
c. brief profile of the Issuer or Public Company
d. explanation of the Board of Directors
e. sustainability governance
f. sustainability performance
g. written verification from an independent party, if any
h. feedback sheet for readers, if any
i. response of the Issuer or Public Company to the previous year’s report feedback
2. Laporan Keberlanjutan sebagaimana dimaksud pada angka 1), harus disusun sesuai Pedoman Teknis Penyusunan
Laporan Keberlanjutan (Sustainability Report) Bagi Emiten dan Perusahaan Publik sebagaimana tercantum dalam
Lampiran II yang merupakan bagian tidak terpisahkan dari Surat Edaran Otoritas Jasa Keuangan ini
v
The Sustainability Report as referred to in number 1) must be prepared in accordance with the Technical Guidelines
for the Preparation of a Sustainability Report for Issuers and Public Companies as contained in Appendix II which is
an integral part of this Financial Services Authority Circular Letter
3. informasi Laporan Keberlanjutan (Sustainability Report) pada angka 1) dapat:

a. diungkapkan pada bagian lain yang relevan di luar bagian tanggung jawab sosial dan lingkungan, seperti
penjelasan Direksi terkait Laporan Keberlanjutan diungkapkan dalam bagian terkait Laporan Direksi
b. merujuk pada bagian lain di luar bagian tanggung jawab sosial dan lingkungan dengan tetap mengacu pada
Pedoman Teknis Penyusunan Laporan Keberlanjutan (Sustainability Report) Bagi Emiten dan Perusahaan
Publik sebagaimana tercantum dalam Lampiran II yang merupakan bagian tidak terpisahkan dari Surat Edaran
Otoritas Jasa Keuangan ini, seperti profil Emiten atau Perusahaan Publik
information on the Sustainability Report in number 1) may: v
a. be disclosed in other relevant sections outside the social and environmental responsibility section, such as the
Board of Directors’ explanation regarding the Sustainability Report disclosed in the section related to the Board
of Directors’ Report; and/or
b. refer to other sections outside the social and environmental responsibility section by still referring to the
Technical Guidelines for the Preparation of Sustainability Report for Issuers and Public Companies as listed in
Appendix II which is an integral part of this Financial Services Authority Circular Letter, such as the profile of the
Issuer or Public Company
Annual Report 2021

445

4. Laporan Keberlanjutan (Sustainability Report) sebagaimana dimaksud pada angka 1) merupakan bagian yang tidak
terpisahkan dari Laporan Tahunan namun dapat disajikan secara terpisah dengan Laporan Tahunan
v
The Sustainability Report as referred to in number 1) is an inseparable part of the Annual Report but can be
presented separately from the Annual Report;
5. dalam hal Laporan Keberlanjutan disajikan secara terpisah dengan Laporan Tahunan, informasi yang diungkapkan
dalam Laporan Keberlanjutan dimaksud harus:
a. memuat seluruh informasi sebagaimana dimaksud pada angka 1)
b. disusun sesuai Pedoman Teknis Penyusunan Laporan Keberlanjutan (Sustainability Report) bagi Emiten dan
Perusahaan Publik sebagaimana tercantum dalam Lampiran II yang merupakan bagian tidak terpisahkan dari
Surat Edaran Otoritas Jasa Keuangan ini
v
In the event that the Sustainability Report is presented separately from the Annual Report, the information
disclosed in the Sustainability Report shall:
a. contain all the information as referred to in number 1)
b. be prepared in accordance with the Technical Guidelines for the Preparation of a Sustainability Report for
Issuers and Public Companies as listed in Appendix II which is an integral part of this Financial Services
Authority Circular Letter
6. dalam hal Laporan Keberlanjutan disajikan secara terpisah dengan Laporan Tahunan, maka dalam bagian
tanggung jawab sosial dan lingkungan memuat informasi bahwa informasi mengenai tanggung jawab sosial dan
lingkungan telah diungkapkan dalam Laporan Keberlanjutan yang disajikan secara terpisah dari Laporan Tahunan
v
In the event that the Sustainability Report is presented separately from the Annual Report, then the social and
environmental responsibility section shall contain information that social and environmental responsibility has been
disclosed in the Sustainability Report which is presented separately from the Annual Report; and
7. penyampaian Laporan Keberlanjutan (Sustainability Report) yang disajikan secara terpisah dengan Laporan
Tahunan harus disampaikan bersamaan dengan penyampaian Laporan Tahunan.
v
Submission of the Sustainability Report which is presented separately from the Annual Report must be submitted
together with the submission of the Annual Report.


I. LAPORAN KEUANGAN TAHUNAN YANG TELAH DIAUDIT

Laporan keuangan tahunan yang dimuat dalam Laporan Tahunan disusun sesuai dengan Standar Akuntansi
Keuangan di Indonesia dan telah diaudit oleh Akuntan. Laporan keuangan dimaksud memuat pernyataan mengenai
pertanggungjawaban atas laporan keuangan sebagaimana diatur dalam peraturan perundang-undangan di sektor
Pasar Modal yang mengatur mengenai tanggung jawab Direksi atas laporan keuangan atau peraturan perundang-
undangan di sektor Pasar Modal yang mengatur mengenai laporan berkala Perusahaan Efek dalam hal Emiten
merupakan Perusahaan Efek
v
I. AUDITED ANNUAL FINANCIAL STATEMENTS
The annual financial statements included in the Annual Report are prepared in accordance with Indonesian Financial
Accounting Standards and have been audited by an Accountant. The financial statements shall contain a statement
regarding the accountability for financial statements as regulated in the laws and regulations in the Capital Market
sector which regulates the responsibilities of the Board of Directors on financial statements or the laws and regulations
in the Capital Market sector which regulates the periodic reports of Securities Companies in the event that the Issuer is
a Securities Company
J. SURAT PERNYATAAN ANGGOTA DIREKSI DAN ANGGOTA DEWAN KOMISARIS TENTANG TANGGUNG JAWAB ATAS
LAPORAN TAHUNAN
Surat pernyataan anggota Direksi dan anggota Dewan Komisaris tentang tanggung jawab atas Laporan Tahunan
disusun sesuai dengan format Surat Pernyataan Anggota Direksi dan Anggota Dewan Komisaris tentang tanggung
jawab atas Laporan Tahunan sebagaimana tercantum dalam lampiran yang merupakan bagian tidak terpisahkan dari
Surat Edaran Otoritas Jasa Keuangan ini.
66-67
J. STATEMENT THAT MEMBERS OF THE BOARD OF DIRECTORS AND MEMBERS OF THE BOARD OF COMMISSIONERS
ARE RESPONSIBLE FOR THE ANNUAL REPORT
Statement that members of the Board of Directors and members of the Board of Commissioners are responsible for
the Annual Report are prepared in accordance with the format of Statement that Members of the Board of Directors
and Members of the Board of Commissioners are responsible for the Annual Report as contained in the Appendix
which is an integral part of this Financial Services Authority Circular Letter.
Annual Report 2021

447
2021
Laporan Tahunan
Annual Report
Graha Surveyor Indonesia
Jl. Jend. Gatot Subroto Kav. 56 Jakarta
12950 - Indonesia
Tel : 6221 526 5526
Fax : 6221 526 5525

Untitled

Diunggah oleh

Informasi Dokumen

Hak Cipta

Format Tersedia

Bagikan dokumen Ini

Bagikan atau Tanam Dokumen

Opsi Berbagi

Apakah menurut Anda dokumen ini bermanfaat?

Apakah konten ini tidak pantas?

Hak Cipta:

Format Tersedia

Untitled

Diunggah oleh

Hak Cipta:

Format Tersedia

Performa 2021 Laporan Manajemen Profil Perusahaan Fungsi Penunjang Bisnis

2021 Performance Management Report Company Profile Business Support Function

Sanggahan dan Batasan

2 Laporan Tahunan 2021

Annual Report 2021

4 Laporan Tahunan 2021

Menjaga Kepercayaan, Meningkatkan Performa

Surveyor Indonesia menghadapi tantangan yang sangat berat di tahun 2020

Berbagai upaya yang dilakukan Surveyor Indonesia di tahun 2020 adalah

Various attempts were made by Surveyor Indonesia in 2020 is to continue

Annual Report 2021

Memperkuat Proposisi Bisnis

Menghadapi tahun 2019 yang penuh tantangan, Surveyor Indonesia justru

Facing 2019 which is full of challenges, Surveyor Indonesia is actually trying

6 Laporan Tahunan 2021

Tantangan dan Transformasi: Menciptakan Nilai

Tema “Challenges and Transformation: Creating Values for a Sustainable Growth”

The theme “Challenges and Transformation: Creating Values for a Sustainable

Annual Report 2021

13,07 % Pendapatan Usaha

Pendapatan Usaha yang dibukukan Surveyor Indonesia tahun 2021

The Business Revenue recorded by the Surveyor Indonesia in 2021

51,88 % Laba Bersih Tahun Berjalan

Surveyor Indonesia membukukan laba tahun berjalan sebesar Rp155,57

Surveyor Indonesia posted a profit for the year of IDR155.57 billion, an

8 Laporan Tahunan 2021

8,73 % Total Aset

Surveyor Indonesia total assets in 2021 reached IDR1.99 trillion, up 8.73%

Total Surveyor Indonesia Equity in 2021 reached IDR1.49 trillion, an

Annual Report 2021

Skor Assessment GCG Surveyor Indonesia tahun 2021 mencapai 88,99%

The GCG Surveyor Indonesia Assessment Score in 2021 reached 88.99%

10 Laporan Tahunan 2021

Annual Report 2021

Visi, Misi, dan Budaya Perusahaan

Menjadi perusahaan Independent Assurance Nasional yang diakui

Visi Indikator Pencapaian Visi

• Akreditasi International • International Accreditation

12 Laporan Tahunan 2021

Annual Report 2021

1997 survey, verification, monitoring

Dengan berakhirnya penugasan PSI, sejak April

14 Laporan Tahunan 2021

Mengubah core value Perusahaan menjadi AKHLAK

Annual Report 2021

Penjelasan Tema 4 Penjelasan Logo 77

Ikhtisar Saham 26 Entitas Anak dan Asosiasi 117

Ikhtisar Efek Lainnya 27 Struktur Grup Perusahaan 120

Penghargaan dan Sertifikasi 28 Keanggotaan Asosiasi 121

Peristiwa Penting 37 Kronologi Pencatatan Saham 122

Sekilas Surveyor Indonesia 74 Tinjauan Ekonomi dan Industri 170

16 Laporan Tahunan 2021

Strategi Pemasaran 191 Komite Nominasi dan Remunerasi 344

Annual Report 2021

Laporan Posisi Keuangan dalam juta Rupiah

Kas dan Setara Kas

20 Laporan Tahunan 2021

Aset dalam juta Rupiah

2017 2018 2019 2020 2021

Liabilitas dalam juta Rupiah Ekuitas dalam juta Rupiah

Annual Report 2021

Laporan Laba Rugi dan Penghasilan Komprehensif dalam juta Rupiah

Pendapatan Usaha Jasa

22 Laporan Tahunan 2021